Shell Refining Company

1. BUSINESS ENVIRONMENT OF
MAURITIUS

2. INTRODUCTION
Discovered by the Portuguese in 1505,
Mauritius was subsequently held by the
Dutch, French, and British before
independence was attained in 1968.A stable
democracy with regular free elections and a
positive human rights record, the country has
attracted considerable foreign investment
and has earned one of Africa’s highest per
capita incomes. Mauritius has been variously
described to the world as the ‘Pearl of the
Indian Ocean’ and the ‘African Tiger’ due to
its uniqueness as an island economy.

4. SHELL REFINING COMPANY
Vivo Energy, a Shell licensee,It is the new corporate
entity behind Shell’s downstream brands in,
currently, 16 African countries and ranks 4 in
Mauritius list of companies.Shell is:
National leader in oil and gas industry.
90 + Countries
About 1,01,000 Employees.
Produces 2% of World’s oil,3% Gas.
2013 Revenue= rs223 Million

5. VISION
TO BE THE
TOP PERFORMING &
MOST ADMIRED REFINERY
IN AFRICA

6. MISSION
To continuously deliver Shareholder Value by:
Manufacturing and supplying Oil Products and
services that satisfy the needs of our customers.
Constantly achieving operational excellence
Conducting our business in a safe, environmentally
sustainable and economically optimum manner.
Employing a diverse, innovative and results-
oriented team of professional people motivated to
deliver excellence.

7. OBJECTIVES
The objectives of Shell companies are to engage
efficiently, responsibly and profitably in the oil,
gas, chemicals and other selected businesses
and to participate in the search for and
development of other sources of energy. Shell
companies seek a high standard of performance
and aim to maintain a long-term position in
their respective competitive environments.

8. VALUE SYSTEM
As a global energy company operating in a
challenging world, we set high standards of
performance and ethical behaviours. We are
judged by how we act – our reputation is
upheld by how we live up to our core values
of Honesty, Integrity and Respect for people.
Our eight Business Principles are based on
these core values and indicate how we
promote Trust, Openness, Teamwork and
Professionalism, and Pride in what we do.

9. ORGANISATIONAL STRUCTURE
BOARD OF DIRECTORS
ZONAL HEADS
CHAIRMANS
MANAGING DIRECTORS
DEPARTMENTAL HEADS
REGIONAL MANAGERS
TERITORY MANAGERS
FRONT LINE MANAGERS

10. ORGANISATIONAL RESOURCES
TYPES OF RESOURCES:
MARKETING
FINANCIAL
RESEARCH AND DEVELOPMENT
HUMAN RESOURCE
OPERATION
INFORMATION SYSTEM

11. COMPANY IMAGE AND BRAND EQUITY
The second strategy of shell is creating a strong
brand image of the company in the customer
mind. In visual terms, the installation of shell’s
Retail Visual Identity(RVI)makes a striking and
immediate difference between shell’s gasoline
stations and those of its competitors. One of
the award won by the company among all is:
GRAND AWARD FOR SUPERIOR
OCCUPATIONAL, SAFETY AND HEALTH
PERFORMANCE

12. EXTERNAL MICRO
ENVIRONMENT OF SHELL

13. SUPPLIERS
Building strong relationships with our
contractors and suppliers is essential to
delivering new projects and running our
operations. We recognise and select
them for their commitment and expertise
in areas that include innovation, safety,
quality and sustainability. We use a global
system to pre-qualify suppliers invited for
upcoming contracts.

14. CUSTOMERS
We remain at the forefront of innovation, in
consistently offering top quality products to our
customers at very competitive prices.
Through our call centre, we provide basic
services, such as order taking from retail and
commercial customers for fuels and lubricants,
complaints handling, invoicing and responding
to queries on customer accounts.
Our Customer Service Centre attends 80,000
calls a year.

15. EMPLOYEES
We provide employees with good and safe
working conditions, and competitive
terms and conditions of employment. It is
the policy of Shell to provide equal
opportunity to all individuals, employees
and all qualified applicants for
employment consistent with employment
requirements and qualifications.

16. SOCIETY
At Vivo Energy, we want to make a real and
lasting difference to the communities in which
we operate.Our community investment
programmes matter to us because we employ
local people and serve local businesses and
individuals. We want to create lasting social
and economic benefits for these communities
and engage with them to earn their respect
and trust.The three themes of our community
investment programme are road safety,
education and the environment.

17. SWOT ANALYSIS OF
SHELL

19. STRENGTHS
Mobile Training units keep the Staff up-to-date.
Shell has International Standard Petrol Pumps.
Managers use Participative approach.
They hire local employees.
No clash with Government or any Agency.
They care about the Hygienic factor.
Shell is using effective means for the promotion of
its Products.
They hire local employees.

20. WEAKNESSES
They are not offering any Package to their
regular Customer.
They are not offering any Bonus Package
Scheme.
Shell has Eight Regional Managers.They are
insufficient to handle the Problems.
They have No Proper Shades and Sitting
arrangement at the Filling Stations.
There is No Proper Drainage System at Filling
Stations.

21. OPPORTUNITIES
Shell is an International Company so it
should introduce Packages.
Company has an opportunity to give
Special Packages to its Employees.
Company has opportunity to Install more
CNG as well as Petrol Pumps in Rural
areas.

22. THREATS
Threats are actually Competitors.
PSO and CALTEX improvement.
Installation of Stations by TOTAL.
Entry of New Companies in the
Refinery Sector.

23. EXTERNAL MACRO
ENVIRONMENT OF
MAURITIUS

25. ECONOMIC ENVIRONMENT
Mauritius has a mixed developing economy based
on manufactured exports, agriculture, tourism,
and financial services. Government efforts to
diversify the economy after 1980 have been
successful, and the island is no longer as
completely dependent on sugar production as it
was throughout most of its history. The gross
domestic product, among the highest of African
countries, grew more rapidly than the population
in the 1990s and 2000s.

26. POLITICAL ENVIRONMENT
The political process in Mauritius is open to
participation by minorities and women. Minority
representation is enhanced by the policy of
appointing additional members to the National
Assembly to achieve ethnic balance. Although
women have held legislative seats and cabinet
positions, their numbers have been few.There are
many political parties, but three large parties
dominate Mauritian politics: the Mauritius Labour
Party,Mauritian Militant Movement, Militant
Socialist Movement .

27. DEMOGRAPHIC ENVIRONMENT
Currency: Mauritian Rupee(1MUR=1.6 INR).
Literacy Rate: 8.9%.
Economy: Textile,Sugar,Tourism and Service.
Population: 1.2 Million.
Language Spoken: Mauritian Creole, English and
French.
Religions Practiced: Hinduism (52%), Roman
Catholic (28%),Islam(16.6%).
Area Comparative: 11 Times the Size of
Washington DC.

28. cultural ENVIRONMENT
Mauritius offers a rich mixture of the many cultures
and traditions of its different peoples. The ethnic
and religious diversity of Mauritius also means
that there are many festivals scheduled
throughout the year, including the Hindu festivals
of Maha Shivaratree and Diwali; the Muslim
festival of id al-Fitr, marking the end of Ramadan;
the Catholic observances of All Saint’s Day;
Christmas; the lively Chinese Spring Festival; and
the Tamil holiday of Thaipoosam Cavadee; Labour
Day; Republic Day.

29. PHYSICAL ENVIRONMENT
Rivers and streams dot the island; many of them are
formed by new and old lava flows. Mountains
cover about 18 percent of the terrain. The central
tableland covers about a quarter of the island. A
large plateau spans most of the districts,where
mostly sugarcane and vegetables are harvested,
except where tea is grown. The southern part of
the tableland- is much smaller and heavily
dissected with a diverse topography. It contains
tea and forest plantations, including reserves of
indigenous trees.

30. TECHNOLOGICAL ENVIRONMENT
Mauritius has dropped a few slots in the
international rankings for information technology,
but the island continues to make strides in
improving the telecommunications sector and
remains ICT leader in the Africa region.That's the
conclusion of Living in a Hyper-connected World, a
new report on worldwide information technology
by the Geneva-based World Economic Forum. It
was released on April 5 at WEF's meeting in New
York. Mauritius ranked 53 out of 142 countries in
the new assessment.

31. THANK YOU