Digitalization, Information and Technology: - Developing Assignment Pro (Int'l Mobility Saas solution) training strategy, plan and training materials in ensuring a smooth HR Transformation journey and building a solid foundation for the full A-Pro implementation in Q2'20. - Partnered with Int’l Mobility in completing a holistic review of the International Mobility Policy Website to achieve employee centricity through accessibility to all Shell employees (including Shell secondees), accuracy of information shared and employee centric reformatting of the website. Successfully reduced 46% of IMP webpages and significantly reduced the number of clicks in accessing specific policy pages. Change management in driving clarity and engagement- Refreshed the Global HR Policy Change Model to ensure clear roles and responsibilities in the new HR Operating Model and introduced the PayNet Policy Change and Engage Calendar to provide Country/Business HR with an overview of up-coming Global HR policy changes, enabling better resource planning and holistic communication to both Shell employees and HR Community. - Partnered with Int’l Mobility Subject Matter Experts in completing the scoping, planning and execution of the Exceptions Management and IMS/SME Development Accreditation Program migration from IM Policy to IM SME as part of the new HR Operating Model.

1. Business Partnering - Developed business case for the new HRV Support Structure of NOV entities in order to drive employee centricity and support the implementation of JV HR Priorities and be agile in supporting future changes within Shell’s JV footprint; generating a potential savings of USD44,000. - Contributed to HR Services 2017 priorities of Simple & Lean, by successfully leading the HRV KL Continuous Improvement (CI) workstream in strengthening the CI culture and empowering HR advisors in delivering CI initiatives, successfully delivered USD25,000 cost savings, USD56,000 cost avoidance and 3615 hours/year time liberation. 2. Driving Performance and delivery through engagement and accountability - Focus effort on the bottomline and personally develop people to deliver business performance - 2017 Shell People Survey: Average Team Leadership scores of 87 (+12 from Shell) - Coaching of the team (8 Int’l Mobility advisors) in delivering greater transfer experience, successfully improved average International Transfer Survey scores from 87% (2016) to 93% (2017 - as of Oct'17) - The team delivered the highest CI value within Int’l Mobility KL with USD23,000 of cost saving, USD36,000 of cost avoidance and 100 hours/year of time liberation - In strengthening the Continuous Improvement (CI) culture within HRV KL, I leverage on the CI Superheroes within each team ( 25 change agents) whom we have built a joint vision and aspiration; and they are then empowered to design and drive CI engagement programs which best resonate with their teams.

Business partnering: Understanding Shell Refining Company's (MY Manufacturing) business strategy and the need to ensure employee engagement throughout the divestment transitional period; partnered with the people development pillar in designing and delivering a customized Individual Development Plan (IDP) workshop which addresses employees' development needs whilst being restricted within the refinery and resulted in a mindset shift amongst supervisors in how to carry out IDP conversations. Change Management: - Led the Shell Refining Company (MY Manufacturing) HR Communication transition work stream in designing and executing the communication plan to ensure timely communication of changes in ways of working for employees’ allowances and HR benefits in light of the plant divestment. Created a platform for employees to raise concerns, obtain feedback and engage HR; successfully maintained employee engagement throughout the challenging transition period. - Partnered with OE consultant in diagnosing the organizational health of Shell Refining Company (MY Manufacturing) through individual departmental workshops and leadership team diagnostic sessions. Partnered with OE consultant in designing SRC's Integrated People Plan which addresses the main pain points within the organization and customized SRC's 5 Behaviours for Success; which were all successfully launched and implemented across the site. Policy, Processes, Rewards and Benefits:- Partnered with DS HRM and Manufacturing business leaders in ensuring the adherence to the Global Turnaround Awards for Shell Refining Company in 2015 whilst delivering practical solutions in addressing the union’s needs and maintaining employee engagement during the on-going structured review of the refinery. - Partnered with ERIR Advisor in the Malaysia Downstream Collective Agreement (2016 – 2019) negotiations with the local union in structuring market benchmarking data and participating in the negotiations.