GASCO is undergoing a significant restructuring program aligned with its ambitious strategy. This program involves designing and implementing new digital ecosystems, each functioning as a forwardthinking enterprise core optimized for scalability and innovation. These ecosystems are strategically tailored to address the specific vertical specializations within the LPG industry.

Despite encoutering greenfield challenges inherent in pioneering activities, the Technology and Digital Transformation division has adeptly harnessed its in-house scale-out capabilities for rapid build and rollout, thus not only addressing the challenges but also resulting in the delivery of the new ecosystems with substantial cost savings.

This approach positions GASCO to jumpstart its strategic priorities without the prolonged system development delays typically encountered in the market.

The Technology and Digital Transformation division collaborated closely with the Finance function to optimize and automate processes, enhancing both performance and compliance. This collaboration successfully facilitated GASCO’s implementation of ZATCA’s E-invoice Phase 2 regulations. Integration with the agency’s Fatoorah platform enabled the submission and clearance of tax invoices, reporting of simplified tax invoices, and ensured highperformance secure data exchange, all achieved before the regulatory deadline.

Furthermore, to meet the Finance function’s goal of timely period-closing, particularly in light of Saudi Exchange’s filing requirements, the corresponding process was 70% automated. This replaced tedious, repetitive, and errorprone spreadsheet-based tasks with automated data collection, analysis, reconciliation, statement preparation, and reporting.

Furthermore, to meet the Finance function’s goal of timely period-closing, particularly in light of Saudi Exchange’s filing requirements, the corresponding process was 70% automated. This replaced tedious, repetitive, and errorprone spreadsheet-based tasks with automated data collection, analysis, reconciliation, statement preparation, and reporting.

A modern application suite, consisting of five seamlessly integrated apps (Supervisor App, Technician App, Inspection App, Trucker App, and Control Room App), has replaced the previous manual and paper-based procedures. These apps integrate with the ERP system. This transformation offers several key benefits, including:

GASCO’s innovative soft point-of-sale (POS) solution empowers any smartphone to function as a merchant POS terminal, facilitating effortless payment collection on delivery. This enhances convenience and streamlines the customer experience, while also benefiting the field workforce.

The solution seamlessly integrates card and mobile wallet payments into a userfriendly and contactless checkout process, boosting mobile transactions. Launched in 2022 and rolled out to over 100 drivers in 2023, this initiative eliminates manual data entry, reduces the risk of human error, and streamlines balance management, offering significant benefits for both drivers and the company.

GASCO empowers suppliers through the Tanks B2B portal, a user-friendly platform designed to streamline customer tank data management. Suppliers can easily input and update tank details, while the portal facilitates efficient approvals and ensures seamless data integration across relevant systems. This innovative solution exemplifies GASCO’s commitment to automating B2B transactions, resulting in significant time and effort savings for both suppliers and customers. Furthermore, the portal upholds stringent quality and safety standards for tanks, fostering customer confidence in our unwavering commitment to delivering highquality and secure service.

The division successfully developed a fully integrated enterprise omnichannel customer feedback solution, empowering GASCO to gather valuable customer insights effortlessly. The user-friendly interface encourages feedback and complaint submission across various touchpoints, including contact centers, IVR, web chat, email, and social media.

Currently, the solution seamlessly integrates with the IVR system, and future plans involve expanding its reach to create a comprehensive omnichannel feedback management platform.

The Audit Management System digitalized the internal audit function, automating various administrative and tracking activities, streamlining evidence collection, and enabling the function to facilitate controls effectiveness, conduct risk mitigation followup, and track closure of nonconformities, while meeting deadlines and adhering to assurance standards.

Prioritizing sustainability and safety, GASCO implemented the centralized EHS Incident Management System. The system functions as a centralized platform, streamlining the recording, review, and management of incidents, comprehensively managing the incident lifecycle. It addresses response management, emergency responses, and conducts root cause analysis, serving as a robust tool for GASCO. Through this platform, GASCO can proactively detect safety issues, identify near misses, and promptly address compliance matters.

The primary objective behind the deployment of the EHS Incident Management system is to enhance incident response capabilities, fortify risk management strategies, and contribute to a proactive safety culture. By digitizing incident management processes, the system allows GASCO to maintain a meticulous record of all EHS incidents, ensuring a thorough review and analysis.

The division has launched a cutting-edge platform to streamline service management, support ticketing, and knowledge management in GASCO. This state-of-the-art system, built on the latest technology, offers intelligent functionalities for both business and IT users.

Accessible through the multi-channel, bilingual, and personalized Digital Workplace app, the new system is intended to enhance self-service, automation, service efficiency, SLA fulfillment, and user experience.

This robust platform serves as a one-stop solution for IT service management and support, while also enabling business workflow automation and service management across all divisions. Ultimately, the system aims to contribute to achieving paperless workplace.

In 2023, the division established a centralized IT Project Management Office (PMO), recognizing the need to manage a growing project portfolio. This strategic move empowers effective project delivery through meticulous performance tracking and timely corrective interventions. The PMO does not only enhances internal project management practices, but also fosters collaboration, optimizes resource allocation and costs, and streamlines communication and reporting by setting project standards, supporting project managers, and deploying relevant tools. Additionally, the office plays a crucial role in quarterly KPIs reporting.

Championing best practices and standards, the PMO is poised to elevate overall project management maturity, ultimately enabling the division to consistently deliver enhanced project outcomes.

GASCO’s supplier network automation solution empowers both GASCO and its suppliers to collaborate efficiently, foster stronger relationships, and unlock new business opportunities. The platform streamlines the entire procurement process, from sourcing to settlement, while simultaneously controlling spendings, accelerating procurement, finding new sources of savings, and building a healthy, ethical supply chain.

Suppliers are expected to use the platform for their own needs, as well as to enable GASCO to meet its procurement transformation goals, simplify the sales cycle, and improve cash flow.

Recognizing the critical role of plant operations, the Technology and Digital Transformation division seamlessly integrated the plant maintenance system withquality management. This integrated system assesses the effectiveness of preventive maintenance tasks, promptly alerting process owners to any deficiencies and outlining necessary corrective actions. A dedicated workflow solution then facilitates coordination between the process owner and maintenance team, ensuring a smooth transition from preventive to corrective maintenance.

Creating a comprehensive report is essential for this follow-up process. This report, which can be accessed even without direct access to the Enterprise Resource Planning (ERP) system, provides non-technical employees with the basic information they need to make sound decisions.

In close collaboration with the cybersecurity department, the Technology and Digital Transformation division implemented and operationalized new cybersecurity solutions. This included the deployment of a suite of new technologies to elevate GASCO’s cyber resilience across the cyber-attack lifecycle, ensuring harmonized prevention, detection, and response activities.

These initiatives are in line with GASCO’s cybersecurity strategy that is underpinned by principles such as zero trust, defense in-depth, secure by design, segregation of duties, cybersecurity hygiene, continuous compliance, and resilience.

Central to these efforts is the rollout of Security Incident and Event Management (SIEM) and Security Orchestration, Automation, and Response (SOAR) solutions, utilized by the outsourced Security Operations Center (SOC).

Additionally, the division implemented a Data Loss Prevention (DLP) system and a digital watermark solution to safeguard intellectual property. Privilege Access Management (PAM) capabilities were enhanced, endpoint encryption rollout commenced, and a Mobile Device Management (MDM) solution was deployed to control both company-owned and BYOD devices. Further efforts addressed areas like cryptography, network access control, and identity and access management.

The company assumes major responsibility in complying with the cybersecurity controls mandated by the National Cybersecurity Authority. Most of the agency’s control types are applicable to GASCO including, ECC, OTCC, DCC, CSCC, TCC, and OSMACC.

Following the successful implementation and rollout of human capital systems in 2022, the focus for 2023 has shifted towards stabilizing and optimizing these services. This year saw noteworthy additions including Grievance Management, the Children with Disabilities Survey, and enhancements to Compensation Management. Additionally, significant progress has been made on the workforce analytics project.

Recognizing that the employee experience goes beyond HR services and encompasses the efficiency of daily tasks, the division remains dedicated to enhancing this aspect. The division has continued its momentum with the introduction of improved services and tools, catering to the needs of both officebased and on-site staff across the entire organization. This ongoing efforts ensure a holistic approach to enhancing the overall employee experience within the workplace.