Si Report Case Study Royal Dutch Shell

19 6.1 Strategic Risks ....................................................................................................... 19 6.2 Project Risks .......................................................................................................... 20 Stakeholder & Communications Management ..................................................................... 21 7.1 Stakeholder Assessment ....................................................................................... 21 7.2 Stakeholder Importance and Influence................................................................... 24 7.3 Community Consultation and Key Stakeholder Information.................................... 25 7.4 Key Messages ....................................................................................................... 25 7.5 Required Approvals................................................................................................ 25 7.6 Organisational Impact ............................................................................................ 25 Project Schedule.................................................................................................................. 26 8.1 Overall Project Schedule........................................................................................ 26 8.2 Staging of Works ................................................................................................... 26 Project Organisation

MTC initially needed to obtain substantial investment capital due to two main factors: a research-heavy industry, and the need to create most of the markets for its products. Although the founders' goal was to become a major manufacturing company, they did estimate that the company would need $50 million in capital before it would become self-sufficient. Their initial financing model was to first recruit a superior technical team, use that to attract additional equity investment and development funding from interested corporations, and then develop manufacturing capabilities. Commercial sales began 2.5 years after inception, and MTC is nearing the break-even point in 1990.

Businesses can prepare their own analysis for each category by obtaining numerous pieces of information, which relate to their current state as well as knowledge about how their company’s decisions and operations impact their society and environment.

Shell is a global group of energy and petrochemical companies. Their operations are divided into four businesses, which are upstream, downstream, integrated gas, and projects and technology. Upstream focuses on exploration of new liquids and natural gas reserves. Integrated gas focuses on liquefying natural gas (LNG) and converting gas to liquids. The downstream division turns crude oil into a range of refined products, which are then moved and marketed around the world for use. Projects and technology is responsible for delivering new development projects (“What We Do”).

BP is a company that delivers energy products around the world through the exploration and refinements of natural resources. The company is also known as one of the world’s largest oil and gas companies that competes with other major household names such as ExxonMobil and Chevron. Because many of these large

33 8. What strategic issues need to be addressed? 34 9. External environmental analysis 35 10. Internal environment analysis 60 11.

Phase one formally called out the projects due dates for each proposals. These projects where deemed to provide much more involvement including funding and exposure to proposed initiatives used. These proposed projects where informally presented by the respected representatives explaining how each project could change the business. It was concluded that numerous amounts of projects had a lack of diversity and most had similar initiatives. In conclusion to phase one, it became noticeably clear to the business unit representatives that many projects could not be initiated without another project being completed. Phase two enables each business unit to formally create project proposals in alignment to the type of investment and technological application involvement (some projects having similar initiatives). Prior to the proposals being finalised, the leader of each business unit leader ranks the projects by priority (what needs to be done first or last). Once the prioritisations for the projects had been set, a need to convert the newly developed business-unit-focused project assortment into a strictly enterprise-focused based portfolio. The conversion of business to enterprise portfolio, drastically changed the project list prioritisation. As many of the business units top priority projects where not practical until a few more years they had been considered as corporate projects. As a result, business unit

Strategic - Pinpoint the core problem and identify the best solution; identify ways to transform an obstacle into an opportunity

Shell is the largest oil, gas, and energy company compared to Total, Exxon, Chevron, and BP. Shell is very competitive and innovative because they out-think their competition & always change their strategy to be the best. Shell changed their name from Shell Oil & Gas to Shell Energy to set them aside from the competition which was a brilliant move. Peter Voser, the Chief Executive Officer of Royal Dutch Shell stated, “We are delivering a strategy that others can’t easily repeat, with unique skills in technology and integration and a worldwide set of opportunities for new investment”. Shell recently invested and merged with BG Group and changed the entire portfolio which could possibly make them billions in the

Understand current planning process and compare it with KPMG's IBP framework to identify gaps in the process

The image as well as the operational business reputation of a corporation is critical to the survivability of the corporation in today’s business world. This reputation is even more critical when a business has is known globally with holdings and operations around the world. Such is the case with British Petroleum (BP) as it actively explores for oil in 26 countries around the world. BP is renowned as an industry leader in oil production and the refinement of oil related products such as gasoline, kerosene and motor oil products. In 1999, BP acquired American Oil Company, also

Petrobras’ first oil refinery was created in 1961, in Rio de Janiero, today there are 12 oil refineries in Brazil, showing just how much the company has grown since its inception. Petrobras’ mission statement is ‘To perform in the oil and gas industry in an ethic, safe and profitable way, with social and environmental responsibility, providing products suited to the needs of its clients and contributing to the development of Brazil and the countries where it operates.’ And by 2030 wish to be one of the five largest integrated energy companies in the world (currently ranked 27th).

Beyond Petroleum (BP) is one of the world’s largest energy industries, involved in all activities which are associated with the oil and gas industry. This includes “exploring, producing, refining, distributing and marketing of these products” to a global market (1). BP operates in around 80 countries with over 83,000 employees, producing 3.2 million barrels of oil daily and an economic value of $403.3

Volume up and the price down is the key strategy at TI over the years. TI 's organizational culture can be summed by a "Do it ourselves" approach. TI is run by engineers for engineers. The company prefers to hire straight out of college and incentivizes employees with salaries and tenures in addition to a company culture that rarely fires. By this, TI cultivates loyal and more importantly proud employees. It is no surprise therefore that there is an almost obsessive dislike of other company 's products. TI 's culture both its strength and weakness as it was a source for breakthrough innovation whilst at the same time arrogance and corporate hubris which eventually tempered with their

Royal Dutch Shell (Shell) is a worldwide group of oil, gas and petrochemical companies that explores for, produces and trades in a range of energy resources. Royal Dutch Shell also has a broad portfolio of hydrogen, biofuels, wind and solar power interests, and also provides consultancy and technical services as well as research and development expertise to the energy industry. Royal Dutch Shell is active in more than 130 countries and territories, and employs 108,000 people worldwide. Governance Shell’s Business Principles guide the company's operations: • Economic • Health, Safety, Security and the Environment • Competition • Local Communities • Business Integrity • Communication and Engagement • Political Activities •