Finding growth in accounting for the energy future

After graduating with a degree in Accounting and Finance in 2011, Aaron joined a local accounting firm in Kuala Lumpur as an auditor, as opposed to picking one of the Big Four global audit firms like many of his peers. A smaller firm, he says, brought with it more responsibilities and consequently a more comprehensive learning experience.

In 2013, when Aaron felt it was time to walk on a more long-term professional path, he picked Shell from the offers available to him. “Shell has been one of the top employers in Malaysia from the time I can remember, and it is known for the benefits and human development opportunities and the global exposure it offers. I would not let the opportunity pass,” he says.

Aaron joined Shell as a credit analyst on the finance revenue team and spent a decade learning and growing in various roles within credit. Starting from a junior analyst, he moved to a team manager role and then led a team of 10 members as a senior team manager. Currently, he is on an international assignment tasked with digitising and implementing continuous improvement models for a joint venture between Shell and the Brunei government. This includes overseeing the development of training programmes to upskill the 120-people-strong finance community in modern tools and processes like Power BI and Sharepoint Workflows that improve automation and reduce manual intervention. And as he sees it, “Skilling people in technology to automate manual and repetitive tasks helps people focus and channel their time and ideas towards optimising finances. This helps Shell back its investment case and make larger investments in new energy solutions to achieve its net zero goals.”

Aaron’s understanding and commitment towards Shell’s energy transition goals, he says, comes from being a part of the diverse yet unified organisational culture. The culture of caring and doing better also consistently reflects in the interpersonal experiences throughout the organisation. “Shell is an organisation where the personal development of an employee is not just encouraged, it is mandatory and non-negotiable,” he says. “We have, for example, the IDP (individual development plan) where you work with your line manager to identify your strengths and weaknesses and create a short-term and a long-term plan to utilise all the available resources to learn. And these plans are reviewed and recalibrated regularly.” This, he says, is in addition to the opportunities to collaborate through regional connects and learn from experienced colleagues around the world, who are always willing to answer queries and share their knowledge.

Another example of care being institutionalised at Shell that has stood out for Aaron from the day he joined is the prioritisation of work-life balance and employee well-being. “Shell approaches work-life balance with structured processes. There are reviews to ensure that people take breaks, are not overburdened with tasks, and don’t work longer hours,” he says. The consistent message from the topmost leaders to the youngest members of teams is, “You need to have the time to enjoy the financial benefits of your work with your loved ones at home. That is what keeps you motivated and mentally healthy to grow.”

The culture and growth opportunities are why Aaron has spent a decade at Shell and intends to continue being a part of the company. “I understand and appreciate how unique Shell is when I hear the experiences of my friends working in other places. Finding another organisation with the same amount of financial and non-financial benefits is very difficult,” he says.

In the near future, he hopes to expand his skills beyond credit and experience working in financial reporting and planning. “I see Shell’s commitment towards transition with the investment it’s making in developing new energy solutions. I want to acquire and employ new skills to help optimise finances and enable Shell to drive and scale new energy initiatives.”