As the HSSE leader, I hold a pivotal role in ensuring the well-being of our people - physical and mental, the protection of our assets, and the preservation of the environment. My responsibilities span across Shell Malaysia Integrated Gas and Upstream, where I oversee health, safety (personal and process), security, and environmental practices. Additionally, I serve as the Country HSSE Manager for Shell Malaysia, where I collaborate with stakeholders to drive sustainable practices and mitigate risks.My portfolio encompasses both the upstream business and the Gas to Liquid (GTL) Business in Malaysia. I work closely with cross-functional teams to integrate safety protocols, enhance security measures, and champion environmental stewardship. I currently champion Human Performance and Mental Health.

Petroleum Industry of Malaysia Mutual Aid Group (PIMMAG) is a non-profit organisation formed in December 1993. PIMMAG is established to enhance the protection of the environment through the provision of pooled resources in order to respond to oil spill contingencies arising in Malaysia and Malaysian waters, including the EEZ.

Petroleum Industry of Malaysia Mutual Aid Group (PIMMAG) is a non-profit organisation formed in December 1993. PIMMAG is established to enhance the protection of the environment through the provision of pooled resources in order to respond to oil spill contingencies arising in Malaysia and Malaysian waters, including the EEZ.

Head of Operations with portfolios of production, frontline operations & maintenance and reliability engineering. Leading organisation of 250 full time direct employees with full accountability of OPEX.Built a market resilient operation through structural cost improvement (with 5% y-o-y) and productivity improvement that improved maintenance scheduling by 40%.

Led the operations and maintenance organization of 80 strong in the managing of the largest and most complex offshore gas hub in Malaysia. With gas handling capacity of more than 1.5 BCF a day and is accountable for HSSE, OPEX & plant availability. Lead implementation of tactical improvement on Safety, Cost and reliability through continuous improvement program such as structured day and hands-on-tool time.

Coordinated all activities & resources associated with the execution of the Gumusut-Kakap Water Injection and Gas Re-injection Project (including Construction, Engineering, Commissioning & Start-Up) scopes while on live plant as operations representative, to ensure that all activities are executed in line with business plan key objectives, while enabling optimal completion of project activities.Contributed to improved productivity (approximately 10%) of hotwork activities.

Deliver oil and gas production, and water injection volume against target, led the operations and maintenance teams of 80 strong for Barton, South Furious and St. Joseph field to achieve safe and reliable operations of ageing asset. Achieved planned production deferment more than half versus target.

Deliver oil and gas production, and water injection volume against target, led the operations and maintenance teams of 30 strong to achieve safe and reliable production. Led the reorganisation of the team post major redevelopment with addition of new plant.

Supervised, coached and motivated a team of 12 multi-disciplines maintenance technicians to execute and improve planned and corrective maintenance strategies to deliver safe and reliable plant against strict expenditure budget and cost discipline.Led change management on the Total Reliabilities Program by driving Root Cause Analysis, Equipment Improvement Team and equipment ownership.

Responsible to identify and drive improvement activities in the field to achieve operations excellence. Led the on-time and on-budget execution of ageing major pressure vessel relief valves replacement which specification documents are loss due to age of equipments - achieved by adopting selective re-engineering methodology.

Spearheading the business planning for Shell Exploration and Production–Asia Pacific (Production Directorate), ensuring it is tactically aligned to global Production Function long term strategy and drive performance through key indicators. Lead the Production Directorate Annual Assurance Plan exercise.Led the IT project to improve web based key performance metrics data submission portal for Asia Pacific Region and complete the project on-time and on-budget. Proposed the innovation which allow huge flexibilities for portal administrator to add new subset of data for future use which reduce the time to implement when need of new Key Performance Indicators changed.

Sustaining, maintaining and improving the Automated Optical Inspection (AOI) Equipment for the Front-End process of Komag (Sarawak Operation) including to develop and manage the AOI preventive maintenance program and critical spare part management.Improved production throughput of AOI equipment by 10% plant wide.

I undertook the responsibility of liasing with customer, tailoring our service to meet their needs and to come up with engineering design that measure up to their application on areas that include air pollution control, FRP pressure vessel installation and industrial piping design and installation.Recognized by client to be a dedicated and reliable technical service provider.