Shell PLC
PSE:SHELL
EV/EBIT
Enterprise Value to EBIT (EV/EBIT) ratio compares a company`s total enterprise value to its earnings before interest and taxes. It shows how much investors are paying for each dollar of the company`s earnings, including both equity and debt.
Enterprise Value to EBIT (EV/EBIT) ratio compares a company`s total enterprise value to its earnings before interest and taxes. It shows how much investors are paying for each dollar of the company`s earnings, including both equity and debt.
Valuation Scenarios
If EV/EBIT returns to its 3-Year Average (6.7), the stock would be worth Kč629.93 (19% downside from current price).
| Scenario | EV/EBIT Value | Implied Price | Upside/Downside |
|---|---|---|---|
| Current Multiple | 8.3 | Kč774 |
0%
|
| 3-Year Average | 6.7 | Kč629.93 |
-19%
|
| 5-Year Average | 7 | Kč653.37 |
-16%
|
| Industry Average | 0 | Kč2.75 |
-100%
|
| Country Average | 0 | Kč2.75 |
-100%
|
Forward EV/EBIT
Today’s price vs future ebit
| Today's Enterprise Value | EBIT | Forward EV/EBIT | ||
|---|---|---|---|---|
|
Kč185.7B
|
/ |
Jan 2026
$30.7B
|
= |
|
|
Kč185.7B
|
/ |
Dec 2026
$30.3B
|
= |
|
|
Kč185.7B
|
/ |
Dec 2027
$32.2B
|
= |
|
|
Kč185.7B
|
/ |
Dec 2028
$37.2B
|
= |
|
Forward EV/EBIT shows whether today’s EV/EBIT still looks high or low once future ebit are taken into account.
Peer Comparison
| Market Cap | EV/EBIT | P/E | ||||
|---|---|---|---|---|---|---|
| UK |
|
Shell PLC
PSE:SHELL
|
159.2B CZK | 8.3 | 12.2 | |
| SA |
|
Saudi Arabian Oil Co
SAU:2222
|
6.7T SAR | 9.3 | 18.4 | |
| US |
|
Exxon Mobil Corp
NYSE:XOM
|
627B USD | 16.8 | 21.7 | |
| US |
|
Chevron Corp
NYSE:CVX
|
364.9B USD | 22.1 | 29.8 | |
| CN |
|
PetroChina Co Ltd
SSE:601857
|
2T CNY | 8.5 | 12.4 | |
| NL |
R
|
Royal Dutch Shell PLC
OTC:RYDAF
|
239B USD | 9.3 | 14 | |
| FR |
|
TotalEnergies SE
PAR:TTE
|
135.3B EUR | 7.7 | 11.7 | |
| CN |
|
China Petroleum & Chemical Corp
SSE:600028
|
786.4B CNY | 20.7 | 21.7 | |
| UK |
|
BP PLC
LSE:BP
|
74.9B GBP | 9.5 | 68.2 | |
| BR |
|
Petroleo Brasileiro SA Petrobras
BOVESPA:PETR4
|
473.5B BRL | 5.1 | 6.2 | |
| NO |
|
Equinor ASA
OSE:EQNR
|
662.7B NOK | 2.7 | 13.4 |
Market Distribution
| Min | 0 |
| 30th Percentile | 0 |
| Median | 0 |
| 70th Percentile | 0.1 |
| Max | 1 015 |
Other Multiples
Shell PLC
Glance View
Imagine a company whose roots trace back to the vibrant days of the late 19th century, a period teeming with the promise of industrial advancement. Shell PLC, originally born from the merger of two family businesses dealing in seashell imports and oil transportation, has since evolved into a behemoth that powers economies across the globe. Its essence lies in its diverse operations spanning the upstream, midstream, and downstream sectors of the oil and gas industry. From exploring and extracting rich, buried hydrocarbons to transporting them across continents and refining them into valuable fuels and products, Shell's vast network of operations inherently propels its position in the global market. Its ventures into deep-water drilling and strategic partnerships further bolster its exploration capabilities, keeping it well-threaded into the crucial fabric of worldwide energy production. The company's robust profitability hinges on its ability to turn crude oil and natural gas into shareholder returns. Its downstream operations—where the magic of refining and marketing take center stage—not only transform raw materials into everyday necessities like petrol and chemicals but also capture substantial margins through efficient logistics and distribution systems. Moreover, Shell has embraced the winds of change sweeping across the energy landscape, investing in renewable energy sources such as wind and solar, and steering toward cleaner energy solutions. This forward-thinking approach is complemented by efforts in liquefied natural gas (LNG) and energy trading, which play vital roles in the company's strategic growth plan. As Shell navigates the complex waters of a transitioning energy sector, its enduring commitment to innovation and efficiency fuels its journey forward, seeking to balance the traditional with the transformative.