Contents 1.0 INTRODUCTION 1 1.1 FROM PAST TO PRESENT 1 1.2 Vision‚ Mission & Objectives 2 1.2.1 Vision 2 1.2.2 Mission 2 1.2.3 Objectives 2 1.3 Board of Directors (Shell Malaysia‚ 2013) 3 1.3.1 Chairman’s Profile 4 1.3.2 Managing Directors’ Profile 5 2.0 Internal & External Environments 6 2.1 Internal Environment Factors 6 2.2 External Environment Factors 6 3.0 Ratio 8 3.1 Profitability Ratio 8 3.2 Liquidity Ratio 10 3.3 Efficiency Ratio 12 3.4 Investors Ratio 15 4.0 Long Term Sustainability 16 4
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INTRODUCTION OF SHELL PAKISTAN Shell is currently engaged in Storage Distribution Marketing of petroleum products‚ Petrochemicals‚ LPG & CNG. History The Shell brand name enjoys a 100-year history in this part of the world‚ dating back to 1899 when Asiatic Petroleum‚ the far eastern marketing arm of two companies: Shell Transport Company and Royal Dutch Petroleum Company‚ began importing kerosene oil from Azerbaijan into the subcontinent. Even today‚ the legacy of the past is visible in a storage
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Nigerian farmers decided to sue Shell company in Dutch court claiming the oil spills ruined their livelihood. There was serious damage in Niger Delta due to Shell leaking pipelines. Their fish pond‚ farmland and forests in three villages (Goi‚ Aruma‚ Ikot Ada Udo) were all being destroyed. Their villagers want Shell to pay the compensation for their loss and cleanup the damages they made. But Shell rejected the liability claim. Moreover‚ they still blame on the sabotage. Shell lawyer told the court that
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Discover how Top Gear and Shell came together in print and online to create a truly interactive campaign that increased brand awareness and usage of Shell V-Power. The Challenge The advertising team were challenged to create a campaign for Shell that would raise awareness of Shell V-Power and Shell V-Power Diesel. The brief was for an interactive cross media campaign that would engage car enthusiasts whilst promoting Shell’s products and services to escalate their perception versus their competitors
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financial or political environments. This report highlights the cause of the problems that ultimately resulted in the failure of Royal Dutch/Shell to implement a successful strategic change. It also aims to provide a solution that will aid the organisation in realising their business objectives and goals. The fundamental root cause problem within the Royal Dutch/Shell organisation can be surmised in the blatant lack of strategic management and direction. The organisation is clearly not focussed
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APRIL 27‚ 2006 KENNETH A. FROOT ANDRÉ F. PEROLD Global Equity Markets: The Case of Royal Dutch and Shell In early January 1996‚ Ms. Joanne Partridge‚ Director of Research at High Street Global Advisors (“High Street”)‚ a Boston-based global investment management organization‚ was studying the price behavior of the shares of Royal Dutch Petroleum and Shell Transport and Trading. It seemed that Royal Dutch and Shell should trade in fixed proportions since they represented equivalent classes of shares
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Shell History in Pakistan The documented history of Royal Dutch Shell plc in Indo Pakistan subcontinent dates back to 1903 when partnership was struck between The Shell Transport & Trading Company and the Royal Dutch Petroleum Company to supply petroleum to Asia. In 1928‚ to enhance their distribution capabilities‚ the marketing interest of Royal Dutch Shell plc and the Burmah Oil Company Limited in India were merged and Burmah Shell Oil Storage & Distribution Company of India was born. After
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Introduction Royal Dutch Shell plc (Shell) is one of global leading energy and petrochemical companies. Its foundation dated back to 19 Century but it fully formed after merger of Royal Dutch and Shell Transport in 1907. Now‚ Shell‚ headquartered in The Hague‚ operates in more than 140 countries or areas and employs approximately 87‚000 staffs. Shell businesses expand from upstream to downstream: it is engaged in exploration‚ production‚ refining‚ transportation and retailing of gas‚ oil‚ oil derivatives
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The true immediate costs for Shell Oil Company are untabulated. The company lost 60% of its production in the Gulf in the following weeks after hurricane Katrina. The Shell Company suffered intangible losses of employee moral and high turnover. Its tangible losses are not limited to losses in refining capacity‚ downed transporting pipelines‚ and downstream revenue from retail stores sales. However despite these immediate losses Shell occurred‚ it remains the Worlds second most profitable oil and
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CASE STUDY Shell Oil Company and the Brent Spar Shell Oil Company and the Brent Spar 1. The company failed to consider public reaction to their proposal of sinking the Brent Spar in June 1995 in Northern Scotland. They failed to look at how others would react and feel and neglected to take into consideration others’ point of views. They did research impacts and found this would be the best option and assumed everyone would agree and didn’t stop to think about how environmental
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