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Social data table
Our social data from 1999 to 2008.
Social data 1999 -2008 | |||||||||||
| 1999 | 2000 | 2001 | 2002 | 2003 | 2004 | 2005 | 2006 | 2007 | 2008 | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| HEALTH AND SAFETY | |||||||||||
| Fatalities | |||||||||||
| Employees | 3 | 4 | 2 | 8 | 5 | 2 | 3 | 2 | 1 | 2 | |
| Contractors | 44 | 48 | 33 | 43 | 40 | 32 | 32 | 36 | 20 | 24 | |
| Total number | 47 | 52 | 35 | 53 | 45 | 34 | 35 | 38 | 21 | 26 | |
| Injuries | |||||||||||
| K | Total recordable case frequency (TRCF) Injuries per million exposure hours (employees and contractors) | 3.8 | 3.2 | 2.9 | 2.5 | 2.6 | 2.6 | 2.5 | 2.1 | 1.9 | 1.8 |
| Lost time injury frequency (LTIF) Injuries per million exposure hours (employees and contractors) | 1.5 | 1.4 | 1.3 | 1.1 | 1.1 | 1.1 | 1.0 | 0.8 | 0.7 | 0.6 | |
| Illnesses | |||||||||||
| Total recordable occupational illness frequency (TROIF) Illnesses per million exposure hours (employees only) [A] | 3.5 | 2.2 | 2.3 | 2.0 | 2.0 | 2.1 | 2.0 | 1.8 | 1.5 | 1.2 | |
| S | Security % of countries | ||||||||||
| Using armed security | 26 | 22 | 18 | 16 | 22 | 18 | 19 | 15 | 16 | 17 | |
| Using armed company security | 2 | 2 | 2 | 1 | 2 | 2 | 2 | 2 | 2 | 1 | |
| Using armed contractor security | 15 | 12 | 12 | 12 | 22 | 11 | 11 | 9 | 12 | 9 | |
| Number of countries where Shell companies experienced major security incidents | N/C | N/C | N/C | 36 | 32 | 35 | 24 | 19 | 15 | 19 | |
| Out of which had significant impact on business/reputation/loss of life | N/C | N/C | N/C | 9 | 16 | 13 | 10 | 8 | 9 | 9 | |
DIVERSITY AND INCLUSION | |||||||||||
| Gender diversity (% women) | |||||||||||
| In supervisory/professional positions | 15.4 | 17.1 | 17.7 | 18.9 | 19.5 | 20.7 | 21.8 | 23.2 | 24.6 | 24.7 | |
| In management positions | N/C | 8.9 | 9.3 | 9.2 | 11.3 | 12.2 | 12.9 | 16.2 | 17.7 | 15.3 | |
| K | In senior leadership positions | N/C | 7.2 | 7.9 | 8.8 | 9.6 | 9.6 | 9.9 | 11.6 | 12.9 | 13.6 |
| Regional diversity | |||||||||||
| % countries with majority of local nationals in senior level positions | N/C | N/C | N/C | N/C | N/C | N/C | 36 | 25 | 33 | 32 | |
| % of senior leadership staff by nationality | |||||||||||
| Asia Pacific | N/C | 9.0 | 8.0 | 9.0 | 8.8 | 10.0 | 9.3 | 7.9 | 8.5 | 9.7 | |
| Africa and Middle East | N/C | 3.0 | 3.0 | 3.0 | 3.4 | 3.3 | 4.4 | 3.8 | 4.0 | 4.4 | |
| Caribbean, Central and South America | N/C | 2.0 | 1.0 | 1.0 | 1.4 | 1.3 | 1.7 | 1.8 | 1.6 | 1.6 | |
| USA and Canada | N/C | 20.0 | 22.0 | 24.0 | 27.7 | 24.1 | 26.5 | 29.4 | 29.3 | 25.5 | |
| UK | N/C | 33.0 | 32.0 | 33.0 | 32.7 | 31.7 | 28.4 | 26.4 | 26.3 | 25.8 | |
| The Netherlands | N/C | 19.0 | 19.0 | 20.0 | 20.0 | 22.2 | 21.3 | 21.1 | 20.4 | 20.5 | |
| Rest of Europe | N/C | 9.0 | 8.0 | 9.0 | 6.0 | 7.6 | 8.4 | 9.6 | 9.9 | 9.8 | |
| Unknown [B] | N/C | N/C | N/C | N/C | N/C | N/C | N/C | N/C | N/C | 2.7 | |
S | STAFF FORUMS | ||||||||||
| Staff forums and grievance procedures | |||||||||||
| % staff with access to staff forum, grievance procedure or other support system | N/C | N/C | 99.9 | 99.9 | 99.9 | 100.0 | 100.0 | 99.2 | 100 | 100 | |
S | CHILD LABOUR | ||||||||||
| Child labour % countries checking to ensure procedures in place | |||||||||||
| Own operations | 82 | 84 | 89 | 86 | 78 | 83 | 88 | 95 | 99 | 100 | |
| Contractors [C] | 46 | 51 | 57 | 56 | 57 | 61 | 69 | 89 | 98 | 99 | |
| Suppliers [C] | 30 | 31 | 41 | 42 | 50 | 53 | 62 | 82 | 96 | 99 | |
CONTRACTING AND PROCUREMENT [D] | |||||||||||
| S | Developing countries that actively promote the use of local contractors and suppliers (%) | N/C | N/C | N/C | N/C | N/C | 90 | 80 | 90 | 88 | 93 |
| $ | Estimated expenditure on goods and services from locally owned companies in low and middle income countries ($ billion) | N/C | N/C | N/C | N/C | 5 | 6 | 9 | 10 | 17 | 19 |
INTEGRITY | |||||||||||
| Code of Conduct violations [E] | N/C | N/C | N/C | N/C | N/C | N/C | N/C | N/C | 361 | 204 | |
| S | Contracts cancelled due to incompatibility with Business Principles | 62 | 106 | 100 | 54 | 49 | 64 | 63 | 41 | 35 | 49 |
| S | Joint ventures divested due to incompatibility with Business Principles | 1 | 2 | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 |
$ | SOCIAL INVESTMENT | ||||||||||
| Equity share $ million | N/C | 85 | 85 | 96 | 102 | 106 | 127 | 140 | 170 | 148 | |
K | FAVOURABILITY [F] | ||||||||||
| With special publics | |||||||||||
| Shell | N/C | N/C | N/C | N/C | 52 | 38 | 39 | 45 | 46 | 46 | |
| Nearest competitor | N/C | N/C | N/C | N/C | 50 | 41 | 45 | 43 | 36 | 32 | |
K = Key performance indicators.
N/C = Not calculated.
S = Social investment and contracting and procurement data collected via our financial system since 2007.
$ = Data obtained from an internal survey completed by the senior Shell representative in each country.
[A] = We were not able to restate this data prior to 2008.
[B] = The unknown population is made up of individuals based in Canada for whom nationality information is not available due to legal restrictions in that country.
[C] = In our 2008 survey we combined the question to refer to both contractors and suppliers.
[D] = Country income level as defined by the UNDP human development index 2007.
[E] = Code of Conduct violations, including incidents of bribery and fraud, gathered by our internal
audit system.
[F] = The Reputation Tracker survey is conducted on our behalf in 11 of our major markets, by the independent research firm Ipsos Mori. The exact mix of stakeholders and markets varies each year, to reflect Shell’s business priorities. Previous years’ data are re-analysed to take account of these changes and ensure like-for-like trend comparisons.