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Faisal Khamis al Hashar, the new managing director of Shell Oman, has identified key areas to keep the company on the top of the game

Can you tell us about your journey with Shell so far?

Since my induction to the board of directors in 2003 I have been closely involved with Shell at a senior level. This has given me a lot of insight into the overall functioning of the company. As a director, I was involved with the company even when I was with the Shell representative office and during my brief tenure in Pakistan. All this experience helped me in making the transition to my current role as managing director much easier, as I was already aware of the market conditions as well as the issues and challenges that needed to be tackled. I'm looking forward to the challenge and I'll be working with my colleagues to take the company forward.

Have you set any goals for yourself and the company?

My primary focus over the next 12 months will be on developing human resources. I want Shell Oman Marketing Co (SOMC) to attract, recruit and retain the best. For this we will have to undergo a cultural change. At present there is increased demand for skilled talent while supply remains the same. We have to work towards enhancing a sense of belonging on the part of our staff. We do not want to lose them to newer organisations. There is a lot of demand from companies setting up infrastructure projects in the country and they are offering very high salaries. Our salaries are competitive, but we'd rather work on creating the right environment where people would like to work for the long term. At the end of the day it is the people who make all the difference. I would also like to work on enhancing our core competencies – marketing and customer service.

What about your experience in Pakistan?

I was in Pakistan only for a short period of eight months where I oversaw the operational platform change (OPC) at Shell. Simply speaking, it was to align the local retail operations in line with globally accepted Shell practices at all levels from operations to contracts and legal and financial aspects. The same project was simultaneously implemented in Oman, but the scale of operations here is different compared to Pakistan where Shell operates over 1,200 petrol stations.

Are the benchmarks at the retail level in Oman similar to that worldwide?

Shell's brand value proposition remains the same across the globe and most of its marketing initiatives are based on research. Some popular initiatives at the local level in certain countries may be adapted to suit the sensitivities of other markets. Being a part of an international organisation helps us in trying out new initiatives to constantly improve customer satisfaction.

Is there scope for opening more petrol stations in Oman?

The retail business is our most important portfolio. We have already opened four outlets this year. Development of infrastructure, road networks and residential areas will open up opportunities for addition of new retail
outlets wherever necessary. Shell uses a benchmark called average throughput of bulk fuels per site (ATP) to determine the ability of a particular site to cater to customers. If it exceeds that level, it loses ability to service customers adequately, and must be expanded. Our ATP this year reached 9.2mn litres per annum, which gives us a fair indication that we need to expand to better service customers.

What's the impact of Gulf Air's withdrawal from Muscat on SOMC's aviation fuel business?

The withdrawal of Gulf Air did impact the industry's aviation fuels business. However, we have ambitious plans. Oman Air is expanding, others like KLM will soon be starting flights, which will generate potential for significant growth in jet fuel demand. SOMC also draws strength from being associated with Shell Global Aviation, adding an international marketing dimension as well as providing technical and commercial expertise for our airline customers. SOMC will try to stay ahead by structural cost management, customer focus and new customer value propositions.