Even voorstellen: Thomas de Boer, president-directeur Shell Nederland
Thomas de Boer staat sinds 1 september 2026 aan het roer van Shell Nederland. Vanuit het landelijke hoofdkantoor in Den Haag leidt hij de Nederlandse tak van het bedrijf. Maar wie is de man achter de nieuwe president-directeur?
Tekst: Bauke van der Loo en Marcel Burger. Beeld: Jiri Büller.
Rustig, een goede luisteraar en enthousiast. Dat is in een notendop de indruk die Thomas de Boer (50) doorgaans achterlaat bij mensen die hem leren kennen. En heel intelligent, voegde een bron daaraan toe.
De Boer begint aan zijn nieuwe rol op een moment waarop Shell wereldwijd meer focus aanbrengt in haar activiteiten. Zo ook in Nederland, waar onder meer de wind- en zonneparken op het land van de hand worden gedaan. Tegelijkertijd werkt Shell aan de ambitie om het meest geïntegreerde energiebedrijf te zijn. Het bedienen van klanten met energie voor vandaag en morgen is het startpunt. Voorbeelden hiervan zijn dat LNG belangrijk blijft voor de leveringszekerheid van energie in Nederland (zie Gasimport | Nationaal Energie Dashboard) en Europa, terwijl het bedrijf daarnaast inzet op CO2-opslag onder de Noordzee, succesvol live laten gaan van Holland Hydrogen 1-fabriek, ontwikkelen van biogas en andere oplossingen die moeten bijdragen aan een weerbare economie en werken naar de toekomstige energievoorziening.
Opgegroeid in Limburg
Terug naar Thomas de Boer. Hij groeide op in Geleen, Limburg. Zijn moeder heeft decennia in het onderwijs gewerkt, waar veel aandacht was voor de ondersteuning voor kinderen die extra hulp nodig hadden. Zijn vader werkte zijn hele leven in de autofabriek in Born, waar gestart werd met productie van Volvo-auto’s. Nu maakt die fabriek, VDL, defensiematerieel.
“Ik groeide op in een omgeving waar je zag dat niet iedereen dezelfde kansen krijgt. Van huis uit heb ik ook meegekregen dat werken belangrijk is. Niet alleen omdat het inkomen geeft, maar ook omdat je onderdeel bent van een gemeenschap. Je doet je best, draagt bij en neemt verantwoordelijkheid”, vertelt De Boer.
Bescheidenheid, discipline en verantwoordelijkheid noemt hij zelf als de belangrijkste kernwaarden die hij van zijn ouders meekreeg. Hij zegt nooit één vaste vriendengroep te hebben gehad. “Ik bewoog altijd tussen verschillende groepjes. Daardoor kijk je automatisch breder naar mensen en situaties.”
De 4 laatste banen van Thomas de Boer
2024 - 2026
Vice-president Renewable Natural Gas bij Shell, Denemarken
2022 - 2024
Vice-president Commercial Road Transport bij Shell
2021 - 2022
Directeur Commercial Road Transport EU bij Shell
2018 - 2021
Global operationeel directeur Aviation bij Shell
Sporten, kijken en lezen
De Boer sport graag en was tot recent ook heel actief in zogenaamde bootcamptrainingen. Maar hij pakt tijdens het weekend ook momenten voor online gamen. “Een halfuur ontspannen en dan weer verder.” Verder luistert hij veel muziek met een smaak die uiteenloopt van progressive metal tot complexere jazz. “Ik houd van muziek die je uitdaagt en waarbij je niet direct begrijpt hoe het in elkaar zit. Er moet iets gebeuren in je hoofd.”
Hij kijkt graag tv-series en zegt graag te lezen. Tijdens de vakantie zijn het boeken — hij las over de gaswinning in Groningen tijdens zijn laatste verlof — en daarbuiten veel nieuwsartikelen, inclusief uit The New York Times and The Economist. “Ik wil dingen goed begrijpen voordat ik conclusies trek”, zegt De Boer.
Een maatschappelijk probleem oplossen
In zijn jongere jaren had hij graag iets willen doen met afvalverwerking in ontwikkelingslanden. “Het idee dat je een maatschappelijk probleem oplost én tegelijkertijd werkgelegenheid creëert, sprak me enorm aan.”
Toch gaat hij in 2001 aan de slag bij Shell. “Omdat ik daar drie dingen vond die ik belangrijk vind: energie als verbindende schakel, internationaal werken en daadwerkelijk impact kunnen maken.”
Wie ik ben en waar ik voor sta
Toen De Boer werd gevraagd om president-directeur van Shell Nederland te worden, zei hij niet direct ja. ”Ik wilde er eerst serieus over nadenken. Het is een rol met veel verantwoordelijkheid, zowel binnen als buiten het bedrijf. Ik heb mezelf afgevraagd of ik deze rol op een manier kon invullen die past bij wie ik ben en waar ik voor sta. Uiteindelijk was daarop het antwoord heel duidelijk ja.”
Met nog geen maand in functie is het wellicht wat vroeg, maar toch: wat hoop je dat mensen over een paar jaar zeggen over jouw bijdrage als president-directeur? “Ik ga voor een sterke, weerbare Nederlandse industrie. En ik hoop dat mensen beter begrijpen waarom Shell bepaalde keuzes maakt. Je hoeft het daarmee natuurlijk niet altijd eens te zijn, maar ik zie graag dat mensen begrijpen hoe keuzes tot stand komen. Ik wil niet alles mooier voorstellen, ik wil wel authentiek en integer blijven.”
Cautionary note
Cautionary note
The companies in which Shell plc directly and indirectly owns investments are separate legal entities. In this publication “Shell”, “Shell Group” and “Group” are sometimes used for convenience to reference Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to Shell plc and its subsidiaries in general or to those who work for them. These terms are also used where no useful purpose is served by identifying the particular entity or entities. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this publication refer to entities over which Shell plc either directly or indirectly has control. The terms “joint venture”, “joint operations”, “joint arrangements”, and “associates” may also be used to refer to a commercial arrangement in which Shell has a direct or indirect ownership interest with one or more parties. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in an entity or unincorporated joint arrangement, after exclusion of all third-party interest.
Forward-Looking statements
This publication contains forward-looking statements (within the meaning of the U.S. Private Securities Litigation Reform Act of 1995) concerning the financial condition, results of operations and businesses of Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions, including (without limitation) those concerning Shell’s strategy and operating plans, macroeconomic conditions, future energy demand, supply and product mix, commodity prices, demand for Shell’s products, production results and reserve estimates, development, execution and management of projects, energy transition and climate change, management of safety and environmental risks, costs, cash capital expenditures, technology advancements, legislative, judicial, fiscal and regulatory developments, regional conflicts and trading conditions, and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as “aim”; “ambition”; ‘‘anticipate’’; “aspire”, “aspiration”, ‘‘believe’’; “commit”; “commitment”; ‘‘could’’; “desire”; ‘‘estimate’’; ‘‘expect’’; ‘‘goals’’; ‘‘intend’’; ‘‘may’’; “milestones”; ‘‘objectives’’; ‘‘outlook’’; ‘‘plan’’; ‘‘probably’’; ‘‘project’’; ‘‘risks’’; “schedule”; ‘‘seek’’; ‘‘should’’; ‘‘target’’; “vision”; ‘‘will’’; “would” and similar terms and phrases. There are a number of factors that could affect the future operations of Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this publication, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks, including climate change; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, judicial, fiscal and regulatory developments including tariffs and regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; (m) risks associated with the impact of pandemics, regional conflicts, such as the Russia-Ukraine war and the conflict in the Middle East, and a significant cyber security, data privacy or IT incident; (n) the pace of the energy transition; and (o) changes in trading conditions. No assurance is provided that future dividend payments will match or exceed previous dividend payments. All forward-looking statements contained in this publication are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional risk factors that may affect future results are contained in Shell plc’s Form 20-F for the year ended December 31, 2025 (available at www.shell.com/investors/news-and-filings/sec-filings.html and www.sec.gov). These risk factors also expressly qualify all forward-looking statements contained in this publication and should be considered by the reader. Each forward-looking statement speaks only as of the date of this publication, September 23, 2026. Neither Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this publication.
Shell’s net carbon intensity and net-zero emissions target
In this publication we may refer to Shell’s “net carbon intensity” (NCI), which includes Shell’s carbon emissions from the production of our energy products, our suppliers’ carbon emissions in supplying energy for that production and our customers’ carbon emissions associated with their use of the energy products we sell. Shell’s NCI also includes the emissions associated with the production and use of energy products produced by others which Shell purchases for resale. Shell only controls its own emissions. The use of the terms Shell’s “net carbon intensity” or NCI is for convenience only and not intended to suggest these emissions are those of Shell plc or its subsidiaries.
Shell’s operating plan and outlook are forecasted for a three-year period and ten-year period, respectively, and are updated every year. They reflect the current economic environment and what we can reasonably expect to see over the next three and ten years. Accordingly, the outlook reflects our combined Scope 1 and 2 target, NCI target and our oil products ambition over the next ten years. However, Shell’s operating plan and outlook cannot reflect our 2050 net-zero emissions target, as this target is outside our planning period. Such future operating plans and outlooks could include changes to our portfolio, efficiency improvements and the use of carbon capture and storage and carbon credits. In the future, as society moves towards net-zero emissions, we expect Shell’s operating plans and outlooks to reflect this movement. However, if society is not net zero in 2050, as of today, there would be significant risk that Shell may not meet this target.
The information provided above regarding Shell’s NCI and net zero emissions target are not intended, nor should they be construed as introducing, suggesting or making any claim, target or representation thereof other than what is included in the publicaiton..
Forward-Looking non-GAAP measures
This publication may contain certain forward-looking non-GAAP measures such as free cash flow and underlying operating expenses. We are unable to provide a reconciliation of these forward-looking non-GAAP measures to the most comparable GAAP financial measures because certain information needed to reconcile those non-GAAP measures to the most comparable GAAP financial measures is dependent on future events some of which are outside the control of Shell, such as oil and gas prices, interest rates and exchange rates. Moreover, estimating such GAAP measures with the required precision necessary to provide a meaningful reconciliation is extremely difficult and could not be accomplished without unreasonable effort. Non-GAAP measures in respect of future periods which cannot be reconciled to the most comparable GAAP financial measure are calculated in a manner which is consistent with the accounting policies applied in Shell plc’s consolidated financial statements. These forward-looking non-GAAP measures are provided to assist readers in understanding management’s use and expectations of such measures and may not be appropriate for other purposes.
The contents of websites referred to in this publication do not form part of this publication.
We may have used certain terms, such as resources, in this publication that the United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov.
Thomas de Boer, president-directeur Shell Nederland“Ik wil dingen goed begrijpen voordat ik conclusies trek”
Meet Thomas de Boer, President Director of Shell Netherlands
23 Sep 2026
Since 1 September 2026, Thomas de Boer has been at the helm of Shell in the Netherlands. From the company’s national headquarters in The Hague, he leads Shell’s Dutch operations. But who is the man behind the new President Director?
Text: Bauke van der Loo and Marcel Burger. Photography: Jiri Büller.
Calm, a good listener and enthusiastic. In a nutshell, that is the impression Thomas de Boer (50) tends to leave on people who get to know him. “And highly intelligent,” one source added.
De Boer takes up his new role at a time when Shell is sharpening its focus across its global operations. The same is true in the Netherlands, where the company is divesting its onshore wind and solar parks. At the same time, Shell is pursuing its ambition to become the world’s most integrated energy company. Meeting customers’ energy needs, both today and tomorrow, remains the starting point. Examples include the continued importance of LNG for energy security in the Netherlands (check Gasimport | Nationaal Energie Dashboard) and across Europe, while the company is also investing in CO2 storage beneath the North Sea, bringing the Holland Hydrogen 1 plant successfully into operation, developing biogas, and advancing other solutions that are intended to support a resilient economy and contribute to the transition towards a future energy system.
Growing up in Limburg
Back to Thomas de Boer. He grew up in Geleen, in Limburg — the most southeastern province of the Netherlands. His mother spent decades working in education, with a strong focus on supporting children who needed additional help. His father spent his entire career at the automotive plant in Born, where Volvo cars were once produced. Today, the facility, operated by VDL, manufactures defence equipment. “I grew up in an environment where you could see that not everyone has the same opportunities. At home, I also learned that work matters. Not only because it provides an income, but because it makes you part of a community. You do your best, contribute, and take responsibility,” says De Boer.
Modesty, discipline and responsibility are the core values he believes he inherited from his parents. He says he never belonged to a single, fixed group of friends. “I was always moving between different circles. As a result, you automatically develop a broader perspective on people and situations.”
The 4 latest jobs of Thomas de Boer
2024 - 2026
Vice President Renewable Natural Gas with Shell, Denmark
2022 - 2024
Vice President Commercial Road Transport with Shell
2021 - 2022
General Manager Commercial Road Transport EU at Shell
2018 - 2021
Global operationeel directeur Aviation bij Shell
Sport, watching and reading
De Boer enjoys keeping fit and, until recently, was a keen participant in boot camp training sessions. At weekends, however, he also likes to set aside some time for online gaming. “Half an hour to unwind, then it’s back to work.”
He is also an avid music listener, with tastes ranging from progressive metal to more complex forms of jazz. “I like music that challenges you and where you don’t immediately understand how it works. It has to make something happen in your head.”
He enjoys watching TV series and describes himself as a keen reader. During holidays he turns to books. On his most recent break, for example, he read about gas production in Groningen. Outside holiday periods, he reads large numbers of news articles, including publications such as The New York Times and The Economist. “I like to understand things properly before I draw conclusions,” says De Boer.
Solving a societal challenge
In his younger years, he would have liked to work in waste management in developing countries. “The idea of solving a societal problem while at the same time creating employment opportunities really appealed to me.”
In 2001 he joined Shell instead. “Because I found three things there that matter to me: energy as a connecting force, the opportunity to work internationally, and the ability to make a real impact.”
Who I am and what I stand for
When De Boer was asked to become President Director ("country chair") of Shell Netherlands, his answer was not an immediate yes. “I wanted to give it some serious thought first. It’s a role with a great deal of responsibility, both within and outside the company. I asked myself whether I could fulfil this role in a way that is true to who I am and what I stand for. In the end, the answer was a very clear yes.”
Having been in the role for less than a month, it may be a little early to judge. Nevertheless, what does he hope people will say about his contribution as President Director in a few years’ time? “I want to help build a strong and resilient Dutch industry. And I hope people will have a better understanding of why Shell makes certain decisions. Of course, they do not always have to agree with those choices, but I would like people to understand how those decisions are reached. I do not want to present things better than they are, but I do want to remain authentic and act with integrity.”
Cautionary note
Cautionary note
The companies in which Shell plc directly and indirectly owns investments are separate legal entities. In this publication “Shell”, “Shell Group” and “Group” are sometimes used for convenience to reference Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to Shell plc and its subsidiaries in general or to those who work for them. These terms are also used where no useful purpose is served by identifying the particular entity or entities. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this publication refer to entities over which Shell plc either directly or indirectly has control. The terms “joint venture”, “joint operations”, “joint arrangements”, and “associates” may also be used to refer to a commercial arrangement in which Shell has a direct or indirect ownership interest with one or more parties. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in an entity or unincorporated joint arrangement, after exclusion of all third-party interest.
Forward-Looking statements
This publication contains forward-looking statements (within the meaning of the U.S. Private Securities Litigation Reform Act of 1995) concerning the financial condition, results of operations and businesses of Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions, including (without limitation) those concerning Shell’s strategy and operating plans, macroeconomic conditions, future energy demand, supply and product mix, commodity prices, demand for Shell’s products, production results and reserve estimates, development, execution and management of projects, energy transition and climate change, management of safety and environmental risks, costs, cash capital expenditures, technology advancements, legislative, judicial, fiscal and regulatory developments, regional conflicts and trading conditions, and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as “aim”; “ambition”; ‘‘anticipate’’; “aspire”, “aspiration”, ‘‘believe’’; “commit”; “commitment”; ‘‘could’’; “desire”; ‘‘estimate’’; ‘‘expect’’; ‘‘goals’’; ‘‘intend’’; ‘‘may’’; “milestones”; ‘‘objectives’’; ‘‘outlook’’; ‘‘plan’’; ‘‘probably’’; ‘‘project’’; ‘‘risks’’; “schedule”; ‘‘seek’’; ‘‘should’’; ‘‘target’’; “vision”; ‘‘will’’; “would” and similar terms and phrases. There are a number of factors that could affect the future operations of Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this publication, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks, including climate change; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, judicial, fiscal and regulatory developments including tariffs and regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; (m) risks associated with the impact of pandemics, regional conflicts, such as the Russia-Ukraine war and the conflict in the Middle East, and a significant cyber security, data privacy or IT incident; (n) the pace of the energy transition; and (o) changes in trading conditions. No assurance is provided that future dividend payments will match or exceed previous dividend payments. All forward-looking statements contained in this publication are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional risk factors that may affect future results are contained in Shell plc’s Form 20-F for the year ended December 31, 2025 (available at www.shell.com/investors/news-and-filings/sec-filings.html and www.sec.gov). These risk factors also expressly qualify all forward-looking statements contained in this publication and should be considered by the reader. Each forward-looking statement speaks only as of the date of this publication, September 23, 2026. Neither Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this publication.
Shell’s net carbon intensity and net-zero emissions target
In this publication we may refer to Shell’s “net carbon intensity” (NCI), which includes Shell’s carbon emissions from the production of our energy products, our suppliers’ carbon emissions in supplying energy for that production and our customers’ carbon emissions associated with their use of the energy products we sell. Shell’s NCI also includes the emissions associated with the production and use of energy products produced by others which Shell purchases for resale. Shell only controls its own emissions. The use of the terms Shell’s “net carbon intensity” or NCI is for convenience only and not intended to suggest these emissions are those of Shell plc or its subsidiaries.
Shell’s operating plan and outlook are forecasted for a three-year period and ten-year period, respectively, and are updated every year. They reflect the current economic environment and what we can reasonably expect to see over the next three and ten years. Accordingly, the outlook reflects our combined Scope 1 and 2 target, NCI target and our oil products ambition over the next ten years. However, Shell’s operating plan and outlook cannot reflect our 2050 net-zero emissions target, as this target is outside our planning period. Such future operating plans and outlooks could include changes to our portfolio, efficiency improvements and the use of carbon capture and storage and carbon credits. In the future, as society moves towards net-zero emissions, we expect Shell’s operating plans and outlooks to reflect this movement. However, if society is not net zero in 2050, as of today, there would be significant risk that Shell may not meet this target.
The information provided above regarding Shell’s NCI and net zero emissions target are not intended, nor should they be construed as introducing, suggesting or making any claim, target or representation thereof other than what is included in the publicaiton..
Forward-Looking non-GAAP measures
This publication may contain certain forward-looking non-GAAP measures such as free cash flow and underlying operating expenses. We are unable to provide a reconciliation of these forward-looking non-GAAP measures to the most comparable GAAP financial measures because certain information needed to reconcile those non-GAAP measures to the most comparable GAAP financial measures is dependent on future events some of which are outside the control of Shell, such as oil and gas prices, interest rates and exchange rates. Moreover, estimating such GAAP measures with the required precision necessary to provide a meaningful reconciliation is extremely difficult and could not be accomplished without unreasonable effort. Non-GAAP measures in respect of future periods which cannot be reconciled to the most comparable GAAP financial measure are calculated in a manner which is consistent with the accounting policies applied in Shell plc’s consolidated financial statements. These forward-looking non-GAAP measures are provided to assist readers in understanding management’s use and expectations of such measures and may not be appropriate for other purposes.
The contents of websites referred to in this publication do not form part of this publication.
We may have used certain terms, such as resources, in this publication that the United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov.
Thomas de Boer, President Director Shell Netherlands“I like to understand things properly before I draw conclusions"
