Shell Oman is a leader in providing high-performance fuels, advanced lubricants, and innovative energy solutions across the Sultanate. With a focus on sustainability, Shell Oman integrates solar-powered stations, EV charging points, and Shell Select stores, redefining convenience and eco-friendly energy. Beyond fuel, Shell Oman empowers local communities, fostering entrepreneurship and supporting Oman’s Vision 2040. Dr. Mohammed Al Balushi, CEO of Shell Oman Marketing Company, shares insights into the company’s successful journey and future strategy.
How would you describe your milestones at Shell, and what is your strategy for the next five years?
Over the past 21 years with Shell, I’ve had the privilege of being part of a journey defined by innovation and a deep commitment to the people and communities we serve. Reflecting on our milestones, particularly in Shell Oman’s downstream operations, I see four pillars that have consistently guided our path to success.
First and foremost, our investment in people is something I’m particularly proud of. Developing local talent has always been a key priority for us, and today, we’ve achieved an Omanization rate of over 94%; more significantly, we have cultivated a leadership team that is comprised of both Omani nationals, which speaks volumes about the strength of local expertise, and non-nationals team members which demonstrates the diversity and inclusiveness culture that we also proud of. This is not just a milestone—it’s a commitment to continuously adapt and ensure our teams are equipped to face future challenges.
The second pillar is operating responsibly; for me, this is about operating correctly and safely. Whether through demonstrating the highest ethical standards and the integrity with which we operate, our unwavering standards in health, safety, security, and the environment (HSSE), or our contributions to in-country value (ICV), I take immense pride in the impact we’ve made in these aspects —particularly in supporting SMEs and creating jobs across Oman.
Innovation has always been at the heart of Shell Oman, and our third pillar reflects that. We’ve led the market in so many ways, from launching the first solar-powered station in Oman to being the first to introduce fuel cards and EV chargers. This is not just about being pioneers—it’s about shaping the future of energy in the country, staying ahead of market demands, and always being ready to meet the needs of our customers.
Lastly, our fourth pillar—technology—has been critical to our success. We’ve invested in automation and cutting-edge solutions long before they became necessary. Our foresight in adopting new technologies has allowed us to stay resilient, especially during challenging times like the COVID-19 pandemic.
Looking forward, our strategy for the coming years deeply aligns with Oman Vision 2040 and the global energy transition. Hydrogen will be a key focus, and I’m excited about the steps we’ve already taken—like the groundbreaking of the first green hydrogen station in Oman and the Middle East. Our investments in renewable energy and decarbonization reflect Shell’s long-term vision for a carbon-neutral future, a goal that resonates deeply with me.
Guided by Shell’s Powering Progress strategy, we’re committed to decarbonizing the mobility system, reducing emissions, and delivering cleaner energy solutions. But beyond the numbers, what matters to me is that we’re doing this with integrity, respect for people, and an unwavering focus on safety.
As we look to the future, I truly believe that Shell Oman is well-positioned to lead the energy transition and continue creating lasting value for Oman and its people through partnerships, innovation, and a strong commitment to sustainable development.
What is your competitive advantage that delivers the best quality solutions to various industries with different needs?
At Shell Oman, our competitive advantage lies in the fusion of local expertise, global resources, and a strong commitment to innovation. As an Omani-managed company with deep roots in the local market, we leverage our local insights alongside cutting-edge research, products, and services from Shell’s global portfolio. This unique combination positions us as leaders in the different classes of businesses we operate.,.
Our state-of-the-art lubricants blending plant in Mina Al Fahal is a key example of this advantage. As the only ISO-certified facility of its kind in Oman, it showcases our commitment to versatility and quality. We are proud to manufacture ‘Made in Oman’ Shell products that not only serve the local market but are also distributed across the region.
We don’t just deliver products—we provide tailored solutions that help industries reduce costs, enhance efficiency, and minimize environmental impact. Our solutions are backed by continuous research and development, ensuring that we stay ahead of market needs. Beyond that, our customer-centric approach is foundational—we actively listen, learn, and adapt to meet our clients’ evolving challenges, providing them with the best possible solutions. Ultimately, our people remain our greatest strength, driving the success that positions us as a leader in Oman’s energy landscape.
Oman is committed to achieving net-zero emissions by 2050. How does Shell Marketing Oman Company contribute to this goal, and what is your approach to the carbon pricing mechanism?
At Shell Oman, we are fully committed to supporting Oman’s ambitious goal of achieving net-zero emissions by 2050. We’ve embraced this journey wholeheartedly and are taking concrete steps to make it a reality. For example, we’ve introduced an EV charging network that now stretches across the Sultanate, making electric mobility more accessible. One of our most exciting milestones is the upcoming inauguration of the Middle East’s first hydrogen station later this year—a clear demonstration of our leadership in driving the energy transition.
That said, our approach goes beyond just innovation. Achieving net-zero emissions requires strong market mechanisms and a clear policy framework, which is why we advocate putting a direct price on carbon emissions as part of a broader policy framework to achieve net-zero emissions. By putting a direct price on carbon emissions, it provides an economic signal to drive changes in the behaviour of consumers, businesses and investors, spurring technological innovation and generating revenues that can be allocated towards the energy transition.
At Shell, as highlighted in our annual report, we consider the potential costs associated with operational GHG emissions when we assess the resilience of projects. Up to 2030, costs for carbon emissions estimates are largely policy-driven through emission trading schemes or taxation levied by governments and which vary significantly on a country-by-country basis. Beyond 2030, where policy predictions are more challenging, the costs for carbon emissions are estimated based on the expected costs of abatement technologies required for 2050.
You mentioned your strategic pillars earlier. Could you explain how these contribute to Oman’s in-country value (ICV) initiatives and share some projects you’re particularly proud of?
At Shell Oman, our strategic pillars are integral to advancing Oman’s In-Country Value (ICV) initiatives. They reflect our commitment to operating responsibly and fostering holistic socio-economic development. We recognize that ICV is essential for unlocking the nation’s commercial potential and nurturing local talent.
A key component of our strategy is integrating local Small and Medium Enterprises (SMEs) into our supply chain. For instance, our mobility stations and logistics are managed by Omani SMEs, and all our distributors actively contribute to local job creation.
Moreover, our continuous dedication to developing local talent within our workforce showcases our commitment to local leadership. We also provide comprehensive professional training programs that equip Omani nationals with essential skills in critical thinking, leadership, and continuous improvement, enabling them to thrive within Shell Oman and the broader energy sector.
Initiatives like recycling used lubricants for responsible industrial use and managing non-fuel services through local SMEs exemplify our dedication to sustainable practices and community engagement. These efforts contribute to economic growth and align with Oman Vision 2040, fostering innovation and long-term prosperity.
Our multifaceted approach to ICV reinforces our commitment to empowering local businesses, enhancing their operational capabilities, and driving sustainable social impact in Oman.
