gem_id
stringlengths 20
25
| id
stringlengths 24
24
| title
stringlengths 3
59
| context
stringlengths 151
3.71k
| question
stringlengths 1
270
| target
stringlengths 1
270
| references
list | answers
dict |
|---|---|---|---|---|---|---|---|
gem-squad_v2-train-107400
|
5a62307ef8d794001af1beb8
|
Royal_Dutch_Shell
|
For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.
|
Why did the two companies function as a dual-unit partnership for business purposes?
|
Why did the two companies function as a dual-unit partnership for business purposes?
|
[
"Why did the two companies function as a dual-unit partnership for business purposes?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107401
|
57261cd638643c19005ad023
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
In what year was it announced that the Shell Group would move to a single capital structure?
|
In what year was it announced that the Shell Group would move to a single capital structure?
|
[
"In what year was it announced that the Shell Group would move to a single capital structure?"
] |
{
"text": [
"2004"
],
"answer_start": [
12
]
}
|
gem-squad_v2-train-107402
|
57261cd638643c19005ad024
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
What was the name of the Shell Group's new parent company?
|
What was the name of the Shell Group's new parent company?
|
[
"What was the name of the Shell Group's new parent company?"
] |
{
"text": [
"Royal Dutch Shell plc"
],
"answer_start": [
245
]
}
|
gem-squad_v2-train-107403
|
57261cd638643c19005ad025
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
On what exchange was the Shell Group's new parent company primarily listed?
|
On what exchange was the Shell Group's new parent company primarily listed?
|
[
"On what exchange was the Shell Group's new parent company primarily listed?"
] |
{
"text": [
"the London Stock Exchange"
],
"answer_start": [
296
]
}
|
gem-squad_v2-train-107404
|
57261cd638643c19005ad026
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
Where was the Royal Dutch Shell plc headquartered?
|
Where was the Royal Dutch Shell plc headquartered?
|
[
"Where was the Royal Dutch Shell plc headquartered?"
] |
{
"text": [
"The Hague, Netherlands"
],
"answer_start": [
414
]
}
|
gem-squad_v2-train-107405
|
57261cd638643c19005ad027
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
What was the cause of the period of turmoil prior to the announcement that the Shell Group would move to a single capital structure?
|
What was the cause of the period of turmoil prior to the announcement that the Shell Group would move to a single capital structure?
|
[
"What was the cause of the period of turmoil prior to the announcement that the Shell Group would move to a single capital structure?"
] |
{
"text": [
"the revelation that Shell had been overstating its oil reserves"
],
"answer_start": [
58
]
}
|
gem-squad_v2-train-107406
|
5a6231bef8d794001af1bec6
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
When was it discovered Shell had been overstating its oil reserves?
|
When was it discovered Shell had been overstating its oil reserves?
|
[
"When was it discovered Shell had been overstating its oil reserves?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107407
|
5a6231bef8d794001af1bec7
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
When was Shell listed on the LSE?
|
When was Shell listed on the LSE?
|
[
"When was Shell listed on the LSE?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107408
|
5a6231bef8d794001af1bec8
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
When was Royal Dutch Petroleum added to the NYSE?
|
When was Royal Dutch Petroleum added to the NYSE?
|
[
"When was Royal Dutch Petroleum added to the NYSE?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107409
|
5a6231bef8d794001af1bec9
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
Contrary to the original ownership, shareholders were given what disadvantage of the Shell group?
|
Contrary to the original ownership, shareholders were given what disadvantage of the Shell group?
|
[
"Contrary to the original ownership, shareholders were given what disadvantage of the Shell group?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107410
|
5a6231bef8d794001af1beca
|
Royal_Dutch_Shell
|
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
|
What Netherlands city housed the registered office?
|
What Netherlands city housed the registered office?
|
[
"What Netherlands city housed the registered office?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107411
|
57261e2bec44d21400f3d90f
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
In what year did Shell and Cosan form a 50:50 joint venture?
|
In what year did Shell and Cosan form a 50:50 joint venture?
|
[
"In what year did Shell and Cosan form a 50:50 joint venture?"
] |
{
"text": [
"2010"
],
"answer_start": [
12
]
}
|
gem-squad_v2-train-107412
|
57261e2bec44d21400f3d910
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
What was the name of the 50:50 joint venture formed by Shell and Cosan?
|
What was the name of the 50:50 joint venture formed by Shell and Cosan?
|
[
"What was the name of the 50:50 joint venture formed by Shell and Cosan?"
] |
{
"text": [
"Raízen"
],
"answer_start": [
63
]
}
|
gem-squad_v2-train-107413
|
57261e2bec44d21400f3d911
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
Why did Shell sell some of its assets in March 2010?
|
Why did Shell sell some of its assets in March 2010?
|
[
"Why did Shell sell some of its assets in March 2010?"
] |
{
"text": [
"to meet the cost of a planned $28bn capital spending programme"
],
"answer_start": [
368
]
}
|
gem-squad_v2-train-107414
|
57261e2bec44d21400f3d912
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
How much did Shell plan to raise from the sale of its assets?
|
How much did Shell plan to raise from the sale of its assets?
|
[
"How much did Shell plan to raise from the sale of its assets?"
] |
{
"text": [
"$2–3bn"
],
"answer_start": [
518
]
}
|
gem-squad_v2-train-107415
|
57261e2bec44d21400f3d913
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
Royal Dutch Shell agreed to acquire all the business of what entity in June 2010?
|
Royal Dutch Shell agreed to acquire all the business of what entity in June 2010?
|
[
"Royal Dutch Shell agreed to acquire all the business of what entity in June 2010?"
] |
{
"text": [
"East Resources"
],
"answer_start": [
610
]
}
|
gem-squad_v2-train-107416
|
5a623299f8d794001af1bed0
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
Who did Shell split with in 2010?
|
Who did Shell split with in 2010?
|
[
"Who did Shell split with in 2010?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107417
|
5a623299f8d794001af1bed1
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
When did Shell form a joint venture with Raizen?
|
When did Shell form a joint venture with Raizen?
|
[
"When did Shell form a joint venture with Raizen?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107418
|
5a623299f8d794001af1bed2
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
How much were the East Resources' gas fields worth?
|
How much were the East Resources' gas fields worth?
|
[
"How much were the East Resources' gas fields worth?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107419
|
5a623299f8d794001af1bed3
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
How much was Shell's liquid petroleum gas business worth?
|
How much was Shell's liquid petroleum gas business worth?
|
[
"How much was Shell's liquid petroleum gas business worth?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107420
|
5a623299f8d794001af1bed4
|
Royal_Dutch_Shell
|
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
|
What did Shell buy from Cosan for $4.7 million?
|
What did Shell buy from Cosan for $4.7 million?
|
[
"What did Shell buy from Cosan for $4.7 million?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107421
|
5726200038643c19005ad053
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
Which assets did the corporation begin to sell in 2013?
|
Which assets did the corporation begin to sell in 2013?
|
[
"Which assets did the corporation begin to sell in 2013?"
] |
{
"text": [
"US shale gas"
],
"answer_start": [
63
]
}
|
gem-squad_v2-train-107422
|
5726200038643c19005ad054
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
What was the value of the cancelled gas project that was to be contstructed in Louisiana?
|
What was the value of the cancelled gas project that was to be contstructed in Louisiana?
|
[
"What was the value of the cancelled gas project that was to be contstructed in Louisiana?"
] |
{
"text": [
"US$20 billion"
],
"answer_start": [
99
]
}
|
gem-squad_v2-train-107423
|
5726200038643c19005ad055
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
The appointment of a new CEO in 2014 came prior to what announcement?
|
The appointment of a new CEO in 2014 came prior to what announcement?
|
[
"The appointment of a new CEO in 2014 came prior to what announcement?"
] |
{
"text": [
"the corporation's overall performance in 2013 was 38 per cent lower than 2012"
],
"answer_start": [
270
]
}
|
gem-squad_v2-train-107424
|
5726200038643c19005ad056
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
In what year did the corporation sell the majority of its Australian assets?
|
In what year did the corporation sell the majority of its Australian assets?
|
[
"In what year did the corporation sell the majority of its Australian assets?"
] |
{
"text": [
"2014"
],
"answer_start": [
480
]
}
|
gem-squad_v2-train-107425
|
5726200038643c19005ad057
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
What was the value of assets the corporation planned to sell leading up to 2015?
|
What was the value of assets the corporation planned to sell leading up to 2015?
|
[
"What was the value of assets the corporation planned to sell leading up to 2015?"
] |
{
"text": [
"US$15 billion"
],
"answer_start": [
526
]
}
|
gem-squad_v2-train-107426
|
5a6242a5f8d794001af1beda
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
Who was the CEO in 2013?
|
Who was the CEO in 2013?
|
[
"Who was the CEO in 2013?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107427
|
5a6242a5f8d794001af1bedb
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
How much was the 2013 sale of US shale gas assets worth?
|
How much was the 2013 sale of US shale gas assets worth?
|
[
"How much was the 2013 sale of US shale gas assets worth?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107428
|
5a6242a5f8d794001af1bedc
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
Where did Shell begin selling US shale gas assets?
|
Where did Shell begin selling US shale gas assets?
|
[
"Where did Shell begin selling US shale gas assets?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107429
|
5a6242a5f8d794001af1bedd
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
How much higher was the company's performance in 2013?
|
How much higher was the company's performance in 2013?
|
[
"How much higher was the company's performance in 2013?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107430
|
5a6242a5f8d794001af1bede
|
Royal_Dutch_Shell
|
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
|
What is the worth of the Australian assets Shell sold in US dollars?
|
What is the worth of the Australian assets Shell sold in US dollars?
|
[
"What is the worth of the Australian assets Shell sold in US dollars?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107431
|
572621b6ec44d21400f3d947
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
What is a cause of severe environmental issues in the Niger Delta?
|
What is a cause of severe environmental issues in the Niger Delta?
|
[
"What is a cause of severe environmental issues in the Niger Delta?"
] |
{
"text": [
"The presence of companies like Shell"
],
"answer_start": [
0
]
}
|
gem-squad_v2-train-107432
|
572621b6ec44d21400f3d948
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
Many pipelines owned by Shell in the Niger Delta are described as what?
|
Many pipelines owned by Shell in the Niger Delta are described as what?
|
[
"Many pipelines owned by Shell in the Niger Delta are described as what?"
] |
{
"text": [
"old and corroded"
],
"answer_start": [
169
]
}
|
gem-squad_v2-train-107433
|
572621b6ec44d21400f3d949
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
Shell has accepted responsibility for keeping its pipelines in what condition?
|
Shell has accepted responsibility for keeping its pipelines in what condition?
|
[
"Shell has accepted responsibility for keeping its pipelines in what condition?"
] |
{
"text": [
"new"
],
"answer_start": [
255
]
}
|
gem-squad_v2-train-107434
|
572621b6ec44d21400f3d94a
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
In contrast to its acceptance of responsibility for keeping the pipelines new, Shell has denied what?
|
In contrast to its acceptance of responsibility for keeping the pipelines new, Shell has denied what?
|
[
"In contrast to its acceptance of responsibility for keeping the pipelines new, Shell has denied what?"
] |
{
"text": [
"responsibility for environmental causes"
],
"answer_start": [
279
]
}
|
gem-squad_v2-train-107435
|
572621b6ec44d21400f3d94b
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
Environmental and human rights groups have created action plans to do what?
|
Environmental and human rights groups have created action plans to do what?
|
[
"Environmental and human rights groups have created action plans to do what?"
] |
{
"text": [
"boycott Shell"
],
"answer_start": [
496
]
}
|
gem-squad_v2-train-107436
|
5a624339f8d794001af1bee4
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
Where has Shell tried to keep its pipelines in pristine conditions?
|
Where has Shell tried to keep its pipelines in pristine conditions?
|
[
"Where has Shell tried to keep its pipelines in pristine conditions?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107437
|
5a624339f8d794001af1bee5
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
When did Friends of the Earth begin protesting Shell?
|
When did Friends of the Earth begin protesting Shell?
|
[
"When did Friends of the Earth begin protesting Shell?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107438
|
5a624339f8d794001af1bee6
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
How many allegations did the Dutch court approve?
|
How many allegations did the Dutch court approve?
|
[
"How many allegations did the Dutch court approve?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107439
|
5a624339f8d794001af1bee7
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
Who did Amnesty International have to pay for one count of pollution?
|
Who did Amnesty International have to pay for one count of pollution?
|
[
"Who did Amnesty International have to pay for one count of pollution?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107440
|
5a624339f8d794001af1bee8
|
Royal_Dutch_Shell
|
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
|
When did Shell acknowledge responsibility for the environmental issues?
|
When did Shell acknowledge responsibility for the environmental issues?
|
[
"When did Shell acknowledge responsibility for the environmental issues?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107441
|
5726235c271a42140099d4d7
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
The name Shell is connected to what company?
|
The name Shell is connected to what company?
|
[
"The name Shell is connected to what company?"
] |
{
"text": [
"The \"Shell\" Transport and Trading Company"
],
"answer_start": [
28
]
}
|
gem-squad_v2-train-107442
|
5726235c271a42140099d4d8
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
What was the purpose of the created of The "Shell" Transport and Trading Company?
|
What was the purpose of the created of The "Shell" Transport and Trading Company?
|
[
"What was the purpose of the created of The \"Shell\" Transport and Trading Company?"
] |
{
"text": [
"to sell seashells to London collectors"
],
"answer_start": [
144
]
}
|
gem-squad_v2-train-107443
|
5726235c271a42140099d4d9
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
What did the younger founder of The "Shell" Transport and Trading company discover while collecting seashell specimens in the Caspian Sea area?
|
What did the younger founder of The "Shell" Transport and Trading company discover while collecting seashell specimens in the Caspian Sea area?
|
[
"What did the younger founder of The \"Shell\" Transport and Trading company discover while collecting seashell specimens in the Caspian Sea area?"
] |
{
"text": [
"there was potential in exporting lamp oil from the region"
],
"answer_start": [
280
]
}
|
gem-squad_v2-train-107444
|
5726235c271a42140099d4da
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
By what year did the company have a fleet of oil tankers operating in the Caspian Sea region?
|
By what year did the company have a fleet of oil tankers operating in the Caspian Sea region?
|
[
"By what year did the company have a fleet of oil tankers operating in the Caspian Sea region?"
] |
{
"text": [
"1907"
],
"answer_start": [
469
]
}
|
gem-squad_v2-train-107445
|
5726235c271a42140099d4db
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
The company operated a refinery on what river for several decades?
|
The company operated a refinery on what river for several decades?
|
[
"The company operated a refinery on what river for several decades?"
] |
{
"text": [
"Thames"
],
"answer_start": [
577
]
}
|
gem-squad_v2-train-107446
|
5a624428f8d794001af1bf02
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
Where was the Murex built?
|
Where was the Murex built?
|
[
"Where was the Murex built?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107447
|
5a624428f8d794001af1bf03
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
When was the refinery at Shell Haven built?
|
When was the refinery at Shell Haven built?
|
[
"When was the refinery at Shell Haven built?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107448
|
5a624428f8d794001af1bf04
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
What river did Marcus collect shells from in 1907?
|
What river did Marcus collect shells from in 1907?
|
[
"What river did Marcus collect shells from in 1907?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107449
|
5a624428f8d794001af1bf05
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
When was Marcus Samuel born?
|
When was Marcus Samuel born?
|
[
"When was Marcus Samuel born?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107450
|
5a624428f8d794001af1bf06
|
Royal_Dutch_Shell
|
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
|
How long did the younger Samuel collect specimens from the Caspian Sea?
|
How long did the younger Samuel collect specimens from the Caspian Sea?
|
[
"How long did the younger Samuel collect specimens from the Caspian Sea?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107451
|
572624ed38643c19005ad0b5
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
What is Shell's primary business?
|
What is Shell's primary business?
|
[
"What is Shell's primary business?"
] |
{
"text": [
"the management of a vertically integrated oil company"
],
"answer_start": [
28
]
}
|
gem-squad_v2-train-107452
|
572624ed38643c19005ad0b6
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
The development of what two types of exptertise established the core competencies on which the company was founded?
|
The development of what two types of exptertise established the core competencies on which the company was founded?
|
[
"The development of what two types of exptertise established the core competencies on which the company was founded?"
] |
{
"text": [
"technical and commercial"
],
"answer_start": [
102
]
}
|
gem-squad_v2-train-107453
|
572624ed38643c19005ad0b7
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
One of the most important business in which Shell is involved is what?
|
One of the most important business in which Shell is involved is what?
|
[
"One of the most important business in which Shell is involved is what?"
] |
{
"text": [
"natural gas"
],
"answer_start": [
430
]
}
|
gem-squad_v2-train-107454
|
572624ed38643c19005ad0b8
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
Each business now seeks to become what type of unit?
|
Each business now seeks to become what type of unit?
|
[
"Each business now seeks to become what type of unit?"
] |
{
"text": [
"self-supporting"
],
"answer_start": [
740
]
}
|
gem-squad_v2-train-107455
|
572624ed38643c19005ad0b9
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
The business model that provided significant economies of scale and barriers to entry is called what?
|
The business model that provided significant economies of scale and barriers to entry is called what?
|
[
"The business model that provided significant economies of scale and barriers to entry is called what?"
] |
{
"text": [
"vertically integrated"
],
"answer_start": [
608
]
}
|
gem-squad_v2-train-107456
|
5a62458bf8d794001af1bf0c
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
What is the least important business for Shell?
|
What is the least important business for Shell?
|
[
"What is the least important business for Shell?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107457
|
5a62458bf8d794001af1bf0d
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
What did self-supporting units provide for the company?
|
What did self-supporting units provide for the company?
|
[
"What did self-supporting units provide for the company?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107458
|
5a62458bf8d794001af1bf0e
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
What types of expertise have been removed from the business?
|
What types of expertise have been removed from the business?
|
[
"What types of expertise have been removed from the business?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107459
|
5a62458bf8d794001af1bf0f
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
Which stage does not require technical and commercial expertise?
|
Which stage does not require technical and commercial expertise?
|
[
"Which stage does not require technical and commercial expertise?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107460
|
5a62458bf8d794001af1bf10
|
Royal_Dutch_Shell
|
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
|
What company is moving away from having self-supported units?
|
What company is moving away from having self-supported units?
|
[
"What company is moving away from having self-supported units?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107461
|
5726262f89a1e219009ac3da
|
Royal_Dutch_Shell
|
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
|
Shell was traditionally considered what type of business worldwide?
|
Shell was traditionally considered what type of business worldwide?
|
[
"Shell was traditionally considered what type of business worldwide?"
] |
{
"text": [
"heavily decentralised"
],
"answer_start": [
27
]
}
|
gem-squad_v2-train-107462
|
5726262f89a1e219009ac3db
|
Royal_Dutch_Shell
|
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
|
Shell operated companies in how many countries?
|
Shell operated companies in how many countries?
|
[
"Shell operated companies in how many countries?"
] |
{
"text": [
"over 100"
],
"answer_start": [
117
]
}
|
gem-squad_v2-train-107463
|
5726262f89a1e219009ac3dc
|
Royal_Dutch_Shell
|
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
|
A good deal of technical and financial direction for the upstream came from what entity?
|
A good deal of technical and financial direction for the upstream came from what entity?
|
[
"A good deal of technical and financial direction for the upstream came from what entity?"
] |
{
"text": [
"the central offices in The Hague"
],
"answer_start": [
306
]
}
|
gem-squad_v2-train-107464
|
5726262f89a1e219009ac3dd
|
Royal_Dutch_Shell
|
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
|
What types of companies existed in a few major oil and gas production centers?
|
What types of companies existed in a few major oil and gas production centers?
|
[
"What types of companies existed in a few major oil and gas production centers?"
] |
{
"text": [
"\"exploration and production\""
],
"answer_start": [
376
]
}
|
gem-squad_v2-train-107465
|
5a62468ff8d794001af1bf20
|
Royal_Dutch_Shell
|
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
|
How many centralised businesses does Shell have?
|
How many centralised businesses does Shell have?
|
[
"How many centralised businesses does Shell have?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107466
|
5a62468ff8d794001af1bf21
|
Royal_Dutch_Shell
|
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
|
Where did much of the direction come for the downstream come from?
|
Where did much of the direction come for the downstream come from?
|
[
"Where did much of the direction come for the downstream come from?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107467
|
5a62468ff8d794001af1bf22
|
Royal_Dutch_Shell
|
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
|
What production centre was located in Nigeria?
|
What production centre was located in Nigeria?
|
[
"What production centre was located in Nigeria?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107468
|
5a62468ff8d794001af1bf23
|
Royal_Dutch_Shell
|
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
|
How many countries were large exploration and production companies in?
|
How many countries were large exploration and production companies in?
|
[
"How many countries were large exploration and production companies in?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107469
|
5a62468ff8d794001af1bf24
|
Royal_Dutch_Shell
|
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
|
What company did Shell partner with in Brunei for the joint venture Shell Expro?
|
What company did Shell partner with in Brunei for the joint venture Shell Expro?
|
[
"What company did Shell partner with in Brunei for the joint venture Shell Expro?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107470
|
572627a5ec44d21400f3da67
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
Downstream operations currently includes what type of business?
|
Downstream operations currently includes what type of business?
|
[
"Downstream operations currently includes what type of business?"
] |
{
"text": [
"chemicals"
],
"answer_start": [
51
]
}
|
gem-squad_v2-train-107471
|
572627a5ec44d21400f3da68
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
Downstream operations produces what percent of Shell's profits worldwide?
|
Downstream operations produces what percent of Shell's profits worldwide?
|
[
"Downstream operations produces what percent of Shell's profits worldwide?"
] |
{
"text": [
"a third"
],
"answer_start": [
81
]
}
|
gem-squad_v2-train-107472
|
572627a5ec44d21400f3da69
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
How many petrol stationsare included in Shell's downstream operations global network?
|
How many petrol stationsare included in Shell's downstream operations global network?
|
[
"How many petrol stationsare included in Shell's downstream operations global network?"
] |
{
"text": [
"more than 40,000"
],
"answer_start": [
157
]
}
|
gem-squad_v2-train-107473
|
572627a5ec44d21400f3da6a
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
Prior to the 1990s, Shell's downstream businesses were essentially considered what kind of businesses?
|
Prior to the 1990s, Shell's downstream businesses were essentially considered what kind of businesses?
|
[
"Prior to the 1990s, Shell's downstream businesses were essentially considered what kind of businesses?"
] |
{
"text": [
"local"
],
"answer_start": [
554
]
}
|
gem-squad_v2-train-107474
|
572627a5ec44d21400f3da6b
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
In what way did the business paradigm of Shell's downstream operations begin to change?
|
In what way did the business paradigm of Shell's downstream operations begin to change?
|
[
"In what way did the business paradigm of Shell's downstream operations begin to change?"
] |
{
"text": [
"the independence of operating companies around the world was gradually reduced"
],
"answer_start": [
741
]
}
|
gem-squad_v2-train-107475
|
5a62793df8d794001af1c000
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
How much of Shell's profits did Downstream account for in 1990?
|
How much of Shell's profits did Downstream account for in 1990?
|
[
"How much of Shell's profits did Downstream account for in 1990?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107476
|
5a62793df8d794001af1c001
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
When did Shell switch to treating businesses as local, independent companies?
|
When did Shell switch to treating businesses as local, independent companies?
|
[
"When did Shell switch to treating businesses as local, independent companies?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107477
|
5a62793df8d794001af1c002
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
How many oil refineries does Shell have?
|
How many oil refineries does Shell have?
|
[
"How many oil refineries does Shell have?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107478
|
5a62793df8d794001af1c003
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
How many total petrol stations does Shell have?
|
How many total petrol stations does Shell have?
|
[
"How many total petrol stations does Shell have?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107479
|
5a62793df8d794001af1c004
|
Royal_Dutch_Shell
|
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
|
How many of Shell's operations are controlled in London instead of Hague?
|
How many of Shell's operations are controlled in London instead of Hague?
|
[
"How many of Shell's operations are controlled in London instead of Hague?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107480
|
572628da38643c19005ad1b3
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
What did Shell announce in April 2010?
|
What did Shell announce in April 2010?
|
[
"What did Shell announce in April 2010?"
] |
{
"text": [
"its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and \"Helios\""
],
"answer_start": [
31
]
}
|
gem-squad_v2-train-107481
|
572628da38643c19005ad1b4
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
What happened in several countries in response to Shell's April 2010 announcement?
|
What happened in several countries in response to Shell's April 2010 announcement?
|
[
"What happened in several countries in response to Shell's April 2010 announcement?"
] |
{
"text": [
"protests and strikes broke out"
],
"answer_start": [
196
]
}
|
gem-squad_v2-train-107482
|
572628da38643c19005ad1b5
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
In June 2013, Shell announced a review of its operations in which country?
|
In June 2013, Shell announced a review of its operations in which country?
|
[
"In June 2013, Shell announced a review of its operations in which country?"
] |
{
"text": [
"Nigeria"
],
"answer_start": [
495
]
}
|
gem-squad_v2-train-107483
|
572628da38643c19005ad1b6
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
In August 2014, Shell announced it was in the process of doing what?
|
In August 2014, Shell announced it was in the process of doing what?
|
[
"In August 2014, Shell announced it was in the process of doing what?"
] |
{
"text": [
"finalizing the sale of its interests in four Nigerian oil fields."
],
"answer_start": [
606
]
}
|
gem-squad_v2-train-107484
|
572628da38643c19005ad1b7
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
What did Shell indicate was a reason for the strategic review of operations in Nigeria?
|
What did Shell indicate was a reason for the strategic review of operations in Nigeria?
|
[
"What did Shell indicate was a reason for the strategic review of operations in Nigeria?"
] |
{
"text": [
"assets could be divested"
],
"answer_start": [
517
]
}
|
gem-squad_v2-train-107485
|
5a6279caf8d794001af1c010
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
What did Shell switch from South Africa and Egypt to?
|
What did Shell switch from South Africa and Egypt to?
|
[
"What did Shell switch from South Africa and Egypt to?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107486
|
5a6279caf8d794001af1c011
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
When did protests break out in South Africa?
|
When did protests break out in South Africa?
|
[
"When did protests break out in South Africa?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107487
|
5a6279caf8d794001af1c012
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
How many Egyptian fields did Shell sell in 2014?
|
How many Egyptian fields did Shell sell in 2014?
|
[
"How many Egyptian fields did Shell sell in 2014?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107488
|
5a6279caf8d794001af1c013
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
Where did Shell divest its upstream activities from?
|
Where did Shell divest its upstream activities from?
|
[
"Where did Shell divest its upstream activities from? "
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107489
|
5a6279caf8d794001af1c014
|
Royal_Dutch_Shell
|
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
|
When did the company announce a review of South Africa?
|
When did the company announce a review of South Africa?
|
[
"When did the company announce a review of South Africa?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107490
|
57262a0bec44d21400f3db3d
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
What company was the owner of the 7-Eleven brand in Scandinavia?
|
What company was the owner of the 7-Eleven brand in Scandinavia?
|
[
"What company was the owner of the 7-Eleven brand in Scandinavia?"
] |
{
"text": [
"Reitan Group"
],
"answer_start": [
41
]
}
|
gem-squad_v2-train-107491
|
57262a0bec44d21400f3db3e
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
In what year did Royal Dutch Shell and Reitan Group announce an agreement?
|
In what year did Royal Dutch Shell and Reitan Group announce an agreement?
|
[
"In what year did Royal Dutch Shell and Reitan Group announce an agreement?"
] |
{
"text": [
"2007"
],
"answer_start": [
13
]
}
|
gem-squad_v2-train-107492
|
57262a0bec44d21400f3db3f
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
How many service stations did Royal Dutch Shell and Reitan Group agree to re-brand?
|
How many service stations did Royal Dutch Shell and Reitan Group agree to re-brand?
|
[
"How many service stations did Royal Dutch Shell and Reitan Group agree to re-brand?"
] |
{
"text": [
"some 269"
],
"answer_start": [
138
]
}
|
gem-squad_v2-train-107493
|
57262a0bec44d21400f3db40
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
Shell announced it was in the process of doing what in April 2010?
|
Shell announced it was in the process of doing what in April 2010?
|
[
"Shell announced it was in the process of doing what in April 2010?"
] |
{
"text": [
"trying to find a potential buyer for all of its operations in Finland"
],
"answer_start": [
372
]
}
|
gem-squad_v2-train-107494
|
57262a0bec44d21400f3db41
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
In October 2010, Shell sold what to St1?
|
In October 2010, Shell sold what to St1?
|
[
"In October 2010, Shell sold what to St1?"
] |
{
"text": [
"gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden"
],
"answer_start": [
534
]
}
|
gem-squad_v2-train-107495
|
5a627b3df8d794001af1c01e
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
How many service stations did Royal Dutch Shell and Reitan Group re-brand in Norway alone?
|
How many service stations did Royal Dutch Shell and Reitan Group re-brand in Norway alone?
|
[
"How many service stations did Royal Dutch Shell and Reitan Group re-brand in Norway alone?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107496
|
5a627b3df8d794001af1c01f
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
How long will it take to rebrand the service stations in Norway, Sweden, Finland, and Denmark?
|
How long will it take to rebrand the service stations in Norway, Sweden, Finland, and Denmark?
|
[
"How long will it take to rebrand the service stations in Norway, Sweden, Finland, and Denmark?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107497
|
5a627b3df8d794001af1c020
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
Who did Shell by gas stations and heavy vehicle supply networks from?
|
Who did Shell by gas stations and heavy vehicle supply networks from?
|
[
"Who did Shell by gas stations and heavy vehicle supply networks from?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107498
|
5a627b3df8d794001af1c021
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
When did St1 and Reitan Group announce an agreement?
|
When did St1 and Reitan Group announce an agreement?
|
[
"When did St1 and Reitan Group announce an agreement?"
] |
{
"text": [],
"answer_start": []
}
|
gem-squad_v2-train-107499
|
5a627b3df8d794001af1c022
|
Royal_Dutch_Shell
|
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
|
What parent company did Shell sell to in April 2010?
|
What parent company did Shell sell to in April 2010?
|
[
"What parent company did Shell sell to in April 2010?"
] |
{
"text": [],
"answer_start": []
}
|
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