5 questions with Shell CEO Peter Voser

Peter Voser became Chief Executive Officer of Royal Dutch Shell on 1 July 2009. He is currently a Director of Catalyst, a non-profit organisation which works to build inclusive environments and expand opportunities for women and business. He was appointed to the Board of Directors of Roche in 2011. Voser is also active in a number of international and bilateral organisations, including the European Round Table of Industrialists and The Business Council. Voser will be a Speaker at the Singapore Energy Summit dinner session.

Q1. At SIEW 2011, you will be speaking on the future of energy. Can you provide us with a sneak preview on what you are planning to talk about and where you see the future of energy.
Q2. What role do you see Asia playing in the global energy space, taking into account the fast-growing energy demand in this region.
Q3. From an industry perspective, which are the biggest areas for energy investment from your point of view.
Q4. Smarter Mobility is one of Shell's focus areas. What is your vision of "Smarter Mobility""Smarter Mobility" is what we call our approach to developing a cleaner, more energy-efficient global transport system. We believe that meeting rising demand for transport fuel and addressing challenges such as climate change will require action in three areas.

First, we will continue to provide consumers with "smarter products"--new fuels and lubricants which are energy-efficient and environmentally-friendly. For example, Shell's FuelSave petrol saves consumers up to 1 litre of fuel in a 50-litre tank.

Second, we encourage "smarter use", giving people the advice and information they need to consume fuels more efficiently. For example, our FuelSave Partner programme uses an onboard device that tracks fuel purchases and driver habits. Freight companies can use this information to plan routes and drive more efficiently, cutting fuel consumption by up to 10 percent.

Third, societies demand smarter infrastructure, evolving the way cities are built and managed in order to make them more sustainable. For example, integrated public transport systems can cut traffic and urban air pollution.

By working together to deliver smarter mobility, governments, businesses and consumers can reduce CO2 emissions while maintaining security of supply.

Q5. With oil being a core business of Shell, what are your thoughts on the volatility of oil markets in light of the recent Middle East and North Africa developments OPEC's current spare capacity is probably more than double what it was during the 2008 price spike. So in that respect, at least, the world is better placed to cope with any current supply disruption.

Looking ahead, energy demand could double or even triple by 2050 on 2000 levels. Even with significant efforts to boost supplies and moderate demand, that could leave a gap between supply and demand equivalents to the size of the entire energy industry as it stood in 2000. Clearly, the risk of price volatility in oil and other energy commodities will remain with us for the next decade and beyond. All of which reinforces the need for the world to maintain heavy investment in new supplies.

By: Energy Market Authority (Singapore)