Federal Obligations by Year (All USAspending, as Reported at the Time)
| Fiscal year | Direct: contracts |
|---|---|
| FY2026 (partial) | $537M |
| FY2025 | $624M |
| FY2024 | $635M |
| FY2023 | $555M |
| FY2022 | $414M |
| FY2021 | $340M |
| FY2020 | $300M |
| FY2019 | $303M |
| FY2018 | $220M |
| FY2017 | $148M |
| FY2016 | $189M |
| FY2015 | $356M |
| FY2014 | $502M |
| FY2013 | $578M |
| FY2012 | $512M |
| FY2011 | $173M |
| FY2009 | $482M |
Direct is the company's own reviewed UEIs. Reported by USAspending is subsidiaries as reported by USAspending: recipients that name this company as their parent, not yet reviewed ownership.
Directly matched recipients (up to 12)
UEIs matched to this organization, largest obligations first. Subsidiary recipients are not included in this list; their attributed obligations can appear in the company totals above.
- S-OIL CORPORATION · ZGCENJD7ZG18 · $6.87B
Each action is credited by the ownership basis shown in its column. Reported-parent rows count for S-OIL Corporation only for the period a subsidiary reported S-OIL Corporation as its parent; reviewed links follow their reviewed dates. Net of de-obligations; these are obligations, not ceilings. They come from the whole USAspending baseline (every recipient size, contracts and assistance) and are a separate view from the curated contract totals on this page. FY2026 and later are partial, as on Markets.
Hiring Observations
Use the official careers site for current openings and application requirements.
Sources2
- 1
Octen Business Search · Supports Organization · employee range, Organization · founded year, Organization · hq city, Organization · linkedin url, Organization · ownership, Organization · ticker
“employee_range: 1001-5000 (profile: 1001-5000 employees)”
- 2CompanyOverview | Company | S-OIL
Official company website · Supports Organization · description
“crude oil refining facilities of 669,000 barrels a day”
Each fact on this page is attached to the sources that support it. Archived copies are linked when we keep one.

