Chief Business Officer – Perks HRPurpose:The purpose of the position is to play key role in the design, formulation, development, and implementation of revenue generating strategies, policies and metrics and the ongoing development and monitoring of control systems designed to assure the continued growth and success of the Company through the accomplishment of strategic plans. The CBO is also responsible for creating the strategic culture necessary for the organization to accomplish its strategic objectives.Functional Role 1. Provide on-going support and expertise to Leadership Team, assisting them in establishing and meeting or exceeding all set goals, objectives, policies, and procedures for all departments of the Company.2. The CBO plays a key role in charting the Company’s course in business development and new business ventures.3. The CBO will also assist the CEO in achieving the goals set forth in the strategic plan.4. Implement management controls and reporting procedures to ensure that all the team members are aligned to the Company’s and their individual performance targets.5. Monitor the operations of the business on a regular basis, ensuring that operations are running according to plan and budget.6. Keep abreast of all latest industry leading tools / techniques and development in all areas of HR with particular reference to Recruitment & Selection and Training & Development and take advantage of those that will increase the Company's effectiveness and profitability.

• Increased Employee motivation by 25% by developing and deploying an integrated Talent Management Strategy aligned to the Corporate Strategy. This involved redesigning the existing HR functions like Recruitment & Selection, Training & Development, Performance Management, Compensation & Benefits & Succession Planning in line with Global Best Practices. • Reduced Employee Turnover by 50% leading to savings of PKR 6 million per annum. This was achieved by deploying a competency framework model which aligned the knowledge, skills & abilities as well as objectives of each critical job position with the corporate strategic objectives. This not only increased employees focus on their individual targets but also enabled them to clearly see their contribution towards achieving the overall corporate objectives.• Conducted first ever Compensation & Benefits Survey within the Broadcast Industry in Pakistan. This enabled the management to align Compensation & Benefits structure with the prevailing market rates leading to annual savings in compensation & benefits expense of PKR 25.2 million.• As Head of HR deployed the Core Business Values of HNL across the organization with the aim of bringing about a cultural change where all employees adhere to the core values i.e. Discipline, Integrity, Accountability, Teamwork, Health, Environment & Safety while performing their respective jobs. Post deployment various employee surveys and safety audits indicated greater awareness, application of and appreciation for the aforementioned core values. • As Secretary to the Executive Committee, reporting to the CEO at HNL, facilitated the development and assignment of SMART Strategic objectives / KPIs for all Business Units.• As per an external review conducted by Engage Consultants (a leading Business Strategy & HR consultancy), the Strategic Management process was found to be in line with the dynamics of the Media Industry.

• Conducted companywide Training Needs Assessment (TNA) from Entry Level positions to Business Unit Heads. Developed and deployed Annual Training Plan based on the gaps identified in the TNA. Employee surveys conducted following the training Plan implementation revealed positive employee feedback.• Revamped the selection & Recruitment process by employing Global best practices. This included training Managers / Supervisors at all levels in the critical areas of Recruitment & Selection through workshops, mock interviews and instructor led sessions. This led to 30% reduction in the average time to fill a vacant position.• As Secretary of the HR&R Committee reporting to the BOD, developed and deployed the HR Manual before the assigned deadline. As per audit review conducted by the Audit Committee of the BOD the HR Manual was found to be relevant and comprehensive.• Reduced Absenteeism by 20% leading to savings of PKR 12 million per annum. This was achieved via a combination of improved employee motivation levels and better monitoring by implementing latest employee attendance software.• As Head of Strategy and BU Head, led the launch of the Digital Media Business Unit in 2013 which rapidly attained the position of Market Leader in 2020 with annual earnings of PKR 350 million. This included designing and deploying the strategic business plan.• Played key role in negotiating content syndication agreement with DISH NETWORK USA. The initial contract with DISH has now transformed into a long term mutually beneficial strategic partnership with annual revenue of PKR 250 million.

Supply & Distribution Management:• Stewarded the deployment of Global Supply Chain process as well as best practices e.g. Safety Stock Model and Economic Order Quantity across the countrywide terminal/depot network of Chevron leading to supply chain cost saving of PKR 100 million per annum.• As focal person within the Company for Product Supply, developed Business Plan for the Business unit by coordinating with all relevant functions like Sales, Logistics, Engineering etc. This ensured assignment of SMART annual targets to all functions.• As key member of the Pricing Committee of Chevron Pakistan, ensured timely calculation and deployment of supply chain product prices across the entire Chevron Terminal and Retail Outlet network in Pakistan. This ensured smooth and uninterrupted product supply across the country.• As Supply Process Manager, represented Chevron at various industry fora including Oil Companies Advisory Committee (OCAC) and Oil & Gas Regulatory Authority (OGRA). Made significant contribution to some of the key sessions / meetings conducted by OCAC & OGRA including those on industry deregulation, industry infrastructure, product pricing and supply, industry wide margins etc.

Training Coordination & Planning:Worked with Africa-Pakistan Training Coordinator and Sponsors to design Training Calendar for Pakistan, Egypt, Reunion & Egypt based on approved Chevron Global training programme Identified cost effective means of training including CD's, Conference Calls, Computer based trainings, Audio Conferencing, Face-to-Face, Web conferencingSelected employee "training champion" at each Terminal or who is responsible for 3 Terminals who would be able to mentor or conduct training if neededProvided guidance with the Skills & Expertise Matrix for new employees to determine critical training required to ensure safe operations. Used Chevron’s Global Training Curriculum as a source, identified & planned training sessions for employees with SMEs (OEHES) Specialists.Managing Training Database via Active Learner:Managed with Terminal Managers the Terminal Training File including Updating Rosters(ensured copies are retained at Terminal), Updating Training Tracking Calendar / per employee, Providing Terminal training status reports quarterly from Active Learner records & Rolling out training file to all Terminals in accordance with the Chevron Training Guidelines.Training Delivery: Delivered several training sessions / workshops on topics including Project development & execution, Management of Change, Health Environment & Safety as well as Operational Excellence Deployment of Chevron’s Global Processes:Assisted the Africa-Pakistan Training Coordinator in deploying several Global processesincluding Management of Change, Customer Delivery Reliability & Chevron Project Development & Execution Process

Project Planning:Served as Subject Matter Expert (SME) in the Chevron Project Development & Execution Process (CPDEP) study conducted to evaluate the viability of Chevron’s LPG Business in Pakistan. As the CPDEP facilitator, independently developed the Project deliverables including the value of the entire LPG business in Pakistan using the Capital Asset Pricing Model. Based on the CPDEP study, decision was made by the Management regarding the future business strategy for LPG in PakistanBusiness Planning:Independently developed the Logistics Pakistan Business (Opex) Plan for 2005-2009. The Plan was approved as is and praised by Regional Network Performance Manager Africa-Pakistan Region based in Cape Town South Africa Facilitated planning & development of all major projects involving capital expenditure as a Certified Chevron Project Development & Execution Process (CPDEP) facilitator in Logistics & LPG business units. CPDEP is a comprehensive project development & execution process encapsulating all phases of the project planning cycle. Project Feasibilities: Developed the project feasibility / economics for launch of TECHRON (Chevron’s Global brand of additized Motor Gasoline) in Pakistan. The project feasibility was approved by the Regional Marketing President Africa-Pakistan based in Cape Town, South Africa. A look back on the project feasibility revealed that the assumption incorporated with regards to return on investment, estimated product volumes per annum etc. were reasonably accurate.Prepared financial feasibilities of all Logistics & LPG projects utilizing Chevron’s economic models including Project Screening Tool & Caltex Retail Economic Model.

Business PlanningPrepared Business Plans for LPG business while ensuring alignment with the marketing, resource and investments plans. Project Planning Facilitated planning & development of all major projects as a Certified Chevron Project Development & Execution Process (CPDEP) Facilitator in LPG business unit.Project Feasibilities Prepared financial feasibilities of all LPG projects utilizing Chevron’s economic models including Project Screening Tool & Caltex Retail Economic Model.Operations ManagementMonitored all operational aspects of all Chevron LPG product handling & bottling facilities in Pakistan.Conducted operational & HES (Health Environment & Safety) audits of LPG Plants.Conducting operations & HES training sessions for LPG Plant Staff & distributors

Sales and Territory Management: Successfully managed the business of retail network of more than 15 outlets consistently meeting the profitability targets. Increased the volumes of the area by 15% in five years. Designed and executed several segment specific sales promotions locally and successfully implemented two mega promotions, resulting in increase of 3% in overall sales volume.Business Development & Initiatives: Developed and added five new outlets in Rawalpindi & Haripur area, two of which were highest selling in their trading areas. Remodeled five existing dormant retail outlets on new image in the Northern Region of Pakistan. Three of these remodeled outlets were transformed from dormant site to high performing retail outlets. Introduced suggestive lubricant selling at retail outlets through lubricant consultants and service managers.