202122001 803201

INFORMATION TECHNOLOGY MANAGEMENT
SHELL OMAN MARKETING
Catalog
Information Technology Management ……………………………………………………………….. 1
Shell Oman Marketing ……………………………………………………………………………………… 1
Introduction …………………………………………………………………………………………………….. 3
Business model ……………………………………………………………………………………………….. 3
CUSTOMERS ………………………………………………………………………………………….. 5
Organization ……………………………………………………………………………………………………. 5
Combined Gas (including New Energies) …………………………………………………….. 6
Upstream ………………………………………………………………………………………………….. 6
Downstream ……………………………………………………………………………………………… 6
Technology Adoption ………………………………………………………………………………………. 7
Results ……………………………………………………………………………………………………………. 7
innovation and technology………………………………………………………………………….. 9
Conclusion ……………………………………………………………………………………………………… 9
References …………………………………………………………………………………………………….. 10
INTRODUCTION
Shell and private investors, many of whom are Omani citizens, jointly control this
public limited company. Shell has a 49 percent stake. Fuels, lubricants, and greases
are all provided by Shell Oman Marketing in addition to retail filling stations. Oman’s
economy is benefiting from Shell Oman’s investments in service stations, world-class
goods, and strong presence at air and sea ports, all of which contribute to the country’s
overall prosperity. Shell Oman’s history may be seen here.In 1997, Shell Marketing
(Oman) Ltd, a private firm founded in 1958, changed its name to Shell Oman
Marketing Corporation SAOG, a public company. A first for Shell in the Middle East,
the firm now has a 50/50 ownership split between Shell and private investors, many
of whom are Omani citizens.With Shell’s world-class marketing skills and first-hand
understanding of the Sultanate’s business requirements, the firm is well-positioned to
profit from both.Oman Marketing offers a comprehensive variety of automotive,
aviation and marine goods, as well as services and sales of Shell lubricants and other
items. Additionally, SOM owns more than 120 Shell retail filling stations strategically
distributed around the Sultanate.
BUSINESS MODEL
As a multinational oil and gas exploration, development, production, refining and
marketing firm, Shell is well-versed in all aspects of oil and gas exploration,
production, refining, and marketing. In terms of market capitalization, operational
cash flow and output levels, we are one of the biggest independent energy firms in the
world.
The following are some of the ways we want to provide value for our shareholders:
Everywhere in the globe, we look for crude oil and natural gas via the use of
traditional fields as well as unconventional methods such as drilling in hard rock or
fracturing coal deposits. Efforts are underway to increase the supply of crude oil and
natural gas in important fields. Oil sand bitumen is also processed to produce
synthetic crude oil.
Liquefied natural gas (LNG) is produced by cooling natural gas and converting it into
liquids that may be securely transported to markets across the globe (GTL).
We have a wide range of refineries and chemical facilities that allow us to extract
value from oil and gas production and transform it into a variety of refined and
petrochemical products that can be used for household, industrial, and transportation
purposes across the globe. ‘ A wide range of goods are available, including gasoline
and diesel as well as heating oil as well as aviation fuel, marine fuel, and LNG for
transportation. Our Razen joint venture in Brazil also produces and sells ethanol from
sugar cane.
Biofuels, hydrogen and wind and solar power are just some of the low-carbon energy
alternatives that we’re looking to invest in.
As a result of the merger of our operations, we’ve gained a competitive edge that
allows us to optimise throughout our worldwide portfolio. It is because of these
characteristics that we have been able to successfully construct huge and complex
projects, as well as to manage integrated value chains and to sell energy products in a
safe and efficient manner. The unique Shell pecten, a trademark that has been in use
since the early 20th century, and trademarks in which the word Shell occurs help
boost the prominence of our company internationally.
CUSTOMERS
The retail and business to business sectors
In the field of sales and marketing
EXPLORATION
CONCEPT DEVELOPMENT EXTRACTION
THE MANUFACTURING AND THE GENERATION OF ENERGY
MERCHANDISE AND TRANSPORT
CLOSED ALL WAYS
ORGANIZATION
We’ll go through the details of how everything works down below. Under the heading
of “Strategy and perspective,” we at Integrated Gas Upstream and Downstream have
identified seven key strategic areas of concentration. Managing the delivery of Shell’s
key projects, our Projects & Technological organisation is also responsible for driving
research and innovation to create new technology solutions.
COMBINED GAS (INCLUDING NEW ENERGIES)
In addition to Integrated Gas and New Energies, this company focuses on a variety of
other areas.
Natural gas is converted into GTL fuels and other products by Integrated Gas.
Upstream and midstream infrastructure operations are included in the definition of
natural gas exploration and extraction, when they are contractually related to LNG
production and transportation. In addition to selling LNG as a fuel for heavy-duty cars
and ships, the company also markets and trades natural gas, LNG, crude oil,
electricity, and carbon emission rights.
Our team at New Energies is always on the lookout for new possibilities and has
already begun investing in those where we feel there is a good chance of making
money. To that end, we’re working to develop alternative transportation fuels like
improved biofuels, hydrogen and battery-electric vehicle charging stations, as well as
power sources like wind, solar, and natural gas that emit less carbon dioxide.
UPSTREAM
We have three major themes in our Upstream organisation: conventional oil and gas,
deep water, and shale exploration and development.
Natural gas and liquids, as well as the exploration and production of crude oil, are
within its purview. It also sells, transports, and maintains the oil and gas infrastructure
needed to get the products to the market place.
DOWNSTREAM
Oil Products, which are a cash cow, and Chemicals, which are a growth driver, make
up our Downstream division.
An integrated value chain, including trading operations, is used to transform crude oil
and other feedstocks into a wide variety of products that may be used for household,
industrial, and transportation purposes across the globe. Among the items we provide
are gasoline and diesel, heating oil, aviation fuel, marine fuel, biofuels and lubricants.
In addition, we manufacture and market industrial petrochemicals over the globe.
Even our Oil Sands operations are overseen by our Downstream department! (the
extraction of bitumen from mined oil sands and its conversion into synthetic crude
oil).
TECHNOLOGY ADOPTION
It is the responsibility of our Projects & Technological division to ensure the
successful completion of our major projects and to lead the development of innovative
technology solutions. As part of our Integrated Gas business, it delivers upstream and
downstream technical services and technological capabilities. Shell’s functional
leadership in safety and environmental, contracting and procurement, wells activities
and greenhouse gas management is also provided by this department.
In order for us to continue producing hydrocarbons in the future, huge and
interconnected projects must be completed. Every opportunity has a systemic
approach to managing lifecycle technical and non-technical risks, with assurance and
control activities woven across the whole project lifetime. Quality commercial
agreements, supply chain management, and efficient planning and streamlining of
delivery procedures are our primary emphasis. The concepts, standards, and
procedures governing our projects serve as a foundation for the professional growth of
our project managers. There are specialised training, standards, and methods in place
for a wide range of technological fields. For our non-Shell-operated companies or
initiatives, we also offer governance assistance.
RESULTS
This company’s four divisions are Integrated Gas, Streamlined, and Corporate
Reporting. A common economic feature of both Upstream and Oil Sands, which are
controlled by our Upstream organisation, is combined in Upstream. Our Projects &
Technology division is represented in each of the three Integrated Gas divisions:
upstream, downstream, and integrated. Holding and treasury, self-insured and central
functions make up the Corporate section of our business See the “Consolidated
Financial Statements” for the relevant information.
Oman shell marketing company Annual Report and Form 20-F 2021
Revenue by business segment (including inter-segment sales)
$ million
2017
2018
2021
Third parties
32,674
25,282
21,741
Inter-segment
3,978
3,908
4,248
Total
36,652
29,130
25,989
Third parties
7,723
6,412
6,769
Inter-segment
32,469
26,524
26,824
Total
40,192
32,936
33,563
Third parties
264,731
201,823
236,384
Inter-segment
4,248
1,727
1,362
268,979
203,450
237,726
Third parties
51
74
96
Total
51
74
96
Integrated Gas
Upstream
Downstream
Total
Corporate
INNOVATION AND TECHNOLOGY
Technology and innovation are vital to our attempts to address the world’s energy
requirements in a cost-effective manner. As a result, if we don’t have access to the
necessary technology or don’t use it properly, this might have a significant impact on
our strategy and our ability to function (see “Risk considerations”). We are always on
the lookout for new technology and developments that may be of use to our
company’s operations. It is Shell’s Chief Technology Officer’s job to supervise the
development and implementation of new technologies that are unique and
differentiated from the rest of the industry.
Spending on R&D in 2017 was $922 million, down from $1,014 million the year
before and $1,093 million in 2015. At present, we have three major centers of
excellence for technological development: in India; the Netherlands; and the United
States of America.
The technology we use in our many companies is based on a solid patent portfolio. As
of this writing, we have around 10,450 patents and pending patent applications in our
portfolio.
CONCLUSION
Managing Operations and Projects at Shell Oman Marketing Company” is a
compelling case study on management. Operational management of an organization,
including project management, is the focus of this study. This is done by focusing on
the examination of the operations management component of the company
As a result of the merger of our operations, we’ve gained a competitive edge that
allows us to optimism throughout our worldwide portfolio. It is because of these
characteristics that we have been able to successfully construct huge and complex
projects, as well as to manage integrated value chains and to sell energy products in a
safe and efficient manner.
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