Overview

Shell plc is a global energy company headquartered in London, dedicated to meeting the world’s growing energy needs responsibly. With a diversified portfolio spanning oil, gas, renewables, and low-carbon solutions, Shell plays a leading role in the energy transition. Shell invests in innovation and technology to drive sustainable growth and deliver value for its customers, shareholders, and communities worldwide.

The Challenge

Shell PLC faced a series of strategic and operational challenges at one of its portfolio companies in the Energy Transition sector, Shell Recharge Solutions. The company, with over 800 employees, was underperforming financially, struggling with unit economics, operational inefficiencies, and limited scalability due to legacy approaches.

Approach

Shell aimed to streamline its portfolio in-light of macro economic demands, requiring a full business review to understand the company's future direction. After deep diving multiple scenarios a carve-out divestment was identified as the most viable next step for the organisation. The situation was further complicated by unresolved legal disputes, procurement inefficiencies, and a lack of clear commercial direction. To address these issues, Shell required expert support to unlock value, reduce risk, and enhance commercial performance across multiple business dimensions.

To support Shell’s objective of streamlining its portfolio in response to broader macroeconomic pressures, a structured and multi-dimensional approach was taken, focusing on three core areas: strategic clarity, commercial optimisation, and risk mitigation.

1. Strategic Clarity & Portfolio Alignment

   A full business review was conducted to assess the long-term viability of the portfolio company and evaluate strategic options. This included industry benchmarking, operational diagnostics, and future-state scenario planning. The analysis confirmed that a carve-out divestment was the most value-accretive path forward.

   
   

2. Commercial & Operational Optimisation

   Commercial levers were deployed to improve unit economics and reduce procurement inefficiencies. This included shifting production models, launching competitive tender processes for technology hardware, and establishing strategic supplier partnerships to drive cost reduction, quality improvements, and scalability.

   
   

3. Risk Management & Value Protection

   Proactive measures were taken to de-risk the transaction and improve the company’s marketability. This included resolving a major legal dispute to lower financial exposure, negotiating out of underperforming contracts, and ensuring continuity of operations. These actions strengthened the commercial profile of the business ahead of divestment.