Please read through the case study and answer the questions that follow.

VP of talent at Shell: Five key themes essential to HR strategy David Doe, VP of talent strategy and excellence at Shell, outlines how the firm priorities its teams as it embarks on widescale reform. The energy transition is a complex problem. It is one of the biggest challenges facing society today: how to provide more and cleaner energy solutions for a growing population with rising living standards. Shell supports the goals of the Paris Climate Agreement, and that's why we have a target to become a net-zero emissions energy business by 2050, in step with society. We believe Shell can and must play a role as the world accelerates towards a future of cleaner energy. Access to energy is essential for factors like economic growth, enabling access to education and enabling access to healthcare. Our Powering Progress strategy is to accelerate Shell's transition to net-zero emissions: moving to a customer demand-led business whilst changing our portfolio and what we sell. And that's a radical transformation. This strategy is now accelerating at a pace. To support Powering Progress, we need a coherent response regarding our people. As a result, we've developed an approach that looks at five themes. Five themes at the heart of the people strategy The first theme in our people strategy is identity. What I mean by identity is not culture because culture is the outcome of the internal ecosystem. It is not an image, which is how you are viewed externally. Identity is about the actions you take to drive change within the organisation. The concept of a learner mindset is right at the centre. It is not possible to predict the future: we need to learn and adapt as we go The second theme is leadership. We recognise that world-class leadership is essential, and we will need to drive the change we want to see in the organisation through our leaders. The third theme is talent. We aim to support talent through the energy transition. We also need to adapt our approach to the future of work and realise our ambitions to make Shell one of the world's most diverse and inclusive companies. The fourth theme is performance. We need to continue to deliver the returns our stakeholders expect to enable us to fund the transition to a cleaner energy system that we know society needs. The final theme is capabilities. Capabilities are how we align people, processes, systems and organisations as we move through the transition, becoming more focused, more resilient and more competitive. Not just for today's energy system, but for the energy system of the future. For an industry that has hitherto been primarily supply and asset led, this is a big change. We know that the value of our people strategy isn't in an intellectual model, but in the consistent execution, hardwiring the themes into our policies and processes - driving the mindset shifts we want to see. Launching initiatives to create positive change Diversity, equity and inclusion (DE&l) is a vital part of Shell's culture and our Powering Progress strategy. This includes a goal for Shell to become one of the world's most diverse and inclusive organisations. This means building an environment where everyone feels valued and respected - from our employees to our customers, partners and suppliers. Shell's DE&l plan focuses on four key areas: Gender, Race and Ethnicity, LGBT+, and Enablement & Disability Inclusion. Shell believes these are the areas where removing barriers can make the most significant impact. Let me pull out two examples of how we are making changes for our customers and employees in the area of Disability Inclusion. By 2030, we commit to making all of our 46,000 stations inclusive and accessible to customers with disabilities, starting with a commitment of 20,000 service stations by 2025. For example, our partnership with the fuel Service app allows drivers with a disability to request assistance at our retail sites before they start their journeys. We have a global workplace accessibility programme for our staff, which provides office- based workplace adjustments that can help our employees who have medical conditions or disabilities (physical and/or cognitive). This is offered in more than 80 Shell locations globally via an integrated and cross-functional platform through the Accessibility Centre in collaboration with Real Estate, IT, Shell Health and HR. Shell's 122 employee resource groups provide a safe space for colleagues worldwide to connect and give advice to Shell leaders about how we can keep building an inclusive and equitable workplace. A recent addition to our inclusion plan is launching two mandatory training programmes for all Shell staff. They introduce the concept and importance of building a psychologically safe culture (so everyone feels free to be themselves), help our staff understand and apply good behaviours, and advise how to intervene if inclusive behaviour doesn't meet this standard effectively. Embracing the benefits of digital change From a skills and capability perspective, we are in a strong place, with the highly skilled, transferable talent required to transition. Not just mathematicians but statisticians, theoretical physicists, engineers, and commercial and functional staff. These are people who can push the boundaries of what technology and data can do for our business, and who can use the rich data sources that we have across the group to deliver products and services that meet the needs of our customers. We are conscious that digitalisation is transforming the world. We choose how work gets done: whether it's done by a human, a machine or both. We choose who does the work: is it done in-house or via a contractor or a freelance worker? We choose where is work located: is it in the same location as a customer or asset, is it done in one of our business operations centres or is it done remotely? Just because something can be automated doesn't mean that it should be. We aim to make clear choices around what is augmented or automated, designing meaningful jobs and preserving roles that are key development pathways, whilst also employing our local communities. Where digital upskilling is required, we are working in partnership with external providers to ensure staff access learning at the point of need. Enabling employees to be continuous learners Adopting a learner mindset will be critical to our success. Our mindset profoundly affects how we respond to situations and therefore impacts things like our approach to collaboration or creativity. We also know that mindsets and behaviours can be changed when we're amenable to change and when we practice. At the same time, the half-life of skills is continuing to drop. We want to place employability at the heart of the value proposition: helping staff identify which skills are becoming less important, which remain core and which ones are new and emerging. HR plays a vital role in supporting staff to learn continuously. That could be deepening the skills someone needs for their continued professionalism or identifying hidden skill adjacencies that open up new career pathways. Shell has had a job rotation model for decades, which has enabled individuals to develop and learn through new experiences. Over the coming years we will support our staff in upskilling and reskilling in line with our changing portfolio. Our growth areas are renewable energy solutions, hydrogen and sectoral decarbonisation. We will continue to develop people at the cutting edge of their profession to ensure we safely and reliably deliver our operations whilst also providing excellent customer service. Success depends on a combination of factors and we need to continue to learn and pivot as we go. Like any organisation, Shell, and the energy sector, is a fast-paced environment, and we do not have all the answers. But at Shell, we are clear what we want to achieve. Our Powering Progress strategy is to transform to become a net-zero business, purposefully and profitably. We want to be a company that brings value to society, a company at one with society as it moves towards that net-zero future. In making these changes, we want to drive a better experience for our employees, bringing in more insights that will enable individuals to make more informed decisions around their career, what options are open to them, and more.

Question 1 [16] Globally, companies are starting to embrace a more talent-centric and humanistic approach toward talent management. This is commonly known as being a talent-intelligent organisation. Analyse the talent intelligence of Shell by identifying the talent-intelligence competencies that the company are embracing. Please use practical examples from the case study to support your answers.

Question 2 [16] The talent value proposition plays a vital role in establishing a compelling talent brand that will attract core and competent skills to the company. Analyse the effectiveness of Shell's talent value proposition in terms of its ability to attract and retain key talent to Shell. Please use practical examples from the case study to support your answers.

Question 3 [8] Evaluate the talent maturity level of Shell. Please support your answers with examples from the case study.