Ghulam H. Sabrighsabri@gmail.com(832)-552-5269

OBJECTIVETo diversify work experience and enhance skill-set in the areas of Project Management, Operations Management, Organizational Capability and Business Development through working in a dynamic and challenging environment.

EDUCATIONMBA University of Houston, Houston Texas, USA 1992 (Major in Operations Management) Bachelor of Engineering - Mechanical Engineering, N.E.D University of Engg. & Tech., Karachi, Pakistan 1990

WORK EXPERIENCEChevron Corporation – Houston USA Feb 14 – Jan 16Project Resources Company (PRC) – Organizational Capability:Deputy Program Manager – Project Management Organization Capability (PMOC)

Responsible for planning, deployment and sustaining the PMOC program in Global Upstream Business Units (Program deployed in 11 Business Units). Focus on BU workforce skill development (for Project Professionals and Cost Engineers) to deliver competitive and predictable MCP (Major Capital Project) outcomes.

Performed Gap Assessment workshops along with functional experts to evaluate current BU practices with standards laid down in the Chevron Talent Management Framework, Project Management System and handbooks. Prepared Assessment reports, Gap Closure Plans and Shaping plans for each BU as part of the deployment.

Helped Bus to become more effective at developing PM OC (by applying Competency Assessment, Learning & Development and Career Development Planning tools and processes).

Led the global network of program advisors across Businesses to ensure deployment, track program participation, and impact metrics for Leadership teams. I held regular quarterly and intermediate network calls, 1-1 meetings and onboarding sessions with them to solve issues and support the PMOC Network.

Developed the Assurance processes and metrics to assess the program effectiveness in delivering its objectives and Business

needs. Developed the PMOC sustainability work plan to ensure that the

program is integrated into daily BU operations and meeting its objectives on on-going basis

Responsible for development and maintenance of the Program Intellectual Property (PMOC Standards and Process Guide etc.), Communication and engagement plan and other processes (e.g., participant on-boarding, gap assessments etc.)

Responsible for preparing communications and updates for Center-based and Business unit stakeholders on Program deployments, developments and milestones.

Additionally, I also supported the ADP (Accelerated Development Program) Program Manager to work with program participants placed with Strategic Contractors (Bechtel, Fluor, Worley Parsons etc.) to enhance their field and technical capabilities and job competencies.

Chevron Pakistan Limited I) Coordinator Area Operations Support

Jul 10 – Jan 14Transportation & Operations (T&O) – Pakistan / Middle East

Member of the Pakistan/Egypt Marketing Leadership team with prime responsibilities of leading the T&O Organization support function in Pakistan and Egypt. These included implementing the OEMS (Operations Excellence Management System), managing daily operations and supply related issues at Chevron Terminals, Depots & Aviation facilities. Rolling out new programs and processes across the organization in Pakistan / Egypt. Ensuring compliance with Asset Integrity & Reliability standards, Process Safety standards, handling Capital Budgeting process and supporting the Project/Engineering Group. Coordinating Learning and Development and training activities across the T&O organization in Pakistan and Egypt.

Line management responsibilities for LPG (Liquefied Petroleum Gas) operations throughout Pakistan including Terminal Operations, Maintenance, Project Management and Transportation/Logistics of product.

Served as the back-up in-charge for the T&O Area Operations Manager in Pakistan & Egypt. In this role, I supervised and provided work directions to teams working on Operations, Transportation, Projects and Maintenance activities across the network including Refined Oil Terminals, Depots and Aviation Operations in Pakistan and Egypt.

Responsible for handling matters with Industry, Competition, Customers, Transporters/Haulers and Government bodies on T&O projects, regulatory matters and Petroleum products storage and supply issues.

Area steward for implementing OE Management Systems and processes including Process Safety Management, MOC (Management of Change), CHESM (Contractor Health & Safety Management), SWP (Safe Work Practices) and Product Stewardship. The OE (Operations Excellence) audit 2012 was cleared without any major non-conformity in the area.

Experienced in managing HSE risks of T&O and LPG operations using HSE risk matrix and Risk Management tools such as RiskMan2.

Led several NOJV – HSE audits and Product Integrity Inspections of NOJVs and Company Owned Plants, Terminals and Depots.

Implemented the Asset/Equipment Reliability & Integrity standards (OE element #5) in T&O organization to establish a comprehensive asset strategy (design, installation, operations and maintenance). Led the team to develop Asset Integrity plans and generate reliability Key Performance Indicators (KPIs) based on condition monitoring and risk assessments.

Led several Incident Investigations within and outside the work area. This included Transportation, High pressure compressed gases, LPG/Refined Oil operations and equipment failure incidents using, 5-Why, LPS, TapRoot system and Equifactor tool to understand the root causes, equipment failure modes and propose mitigating techniques in order to reduce risks, operational hazards and improve Asset/Equipment reliability.

Led several Terminal TOE (Terminal Operational Excellence) assessments through the Geethal Tool. This involved Operational Excellence self-assessments / audits of Refined Oil / LPG Terminals and facilities.

Participated as Chevron representative in a Process Safety Audit of Pakistan Refinery held in 2012 as part of a team comprising of consultants and SMEs from equity JV partner Shell.

Responsible for coordinating / handling major projects in consultation with Engineering Section and also led the engineering function as a back-up of engineering supervisor. Responsibilities also included approving all contracts and purchase orders. I was responsible for implementation of the required CPMS (Chevron Project Management System) standards and processes based on the project size and scope.

Led the efforts to prepare 3 years training plan based on employees’ learning needs. I also provided formal training in a number of operational and HSE areas and was recognized as an active contributor to the organization’s knowledge and technical abilities.

Led the engineering team at times to design, construct and modify major equipment and facilities such as High pressure gas equipment, LPG facilities, pressure vessels, pipelines, Oil Storage

tanks and terminals etc. I possess the working knowledge of relevant industry standards such as API, ASME, and ANSI etc.

Led the efforts to obtain recertification of Pakistan Refined Oil/LPG Operations and Laboratories through ISO 9001 QMS (Quality Management System) and ISO 14001 Environment Management System. Responsible for monitoring and taking remedial actions to improve performance and coordinate reporting on quality assurance (e.g., audit inspection reports, nonconformance reports etc.)

Experienced in handling issues with key contractors and suppliers to improve vendor performance and quality control systems.

Experienced in utilizing the internal and external engineering, quality assurance and issue resolution resources to recommend design changes, develop process start-up procedures, operating instructions and training guides for new facilities.

II) Chevron Pakistan Limited District Sales Manager CNG - Pakistan 1999 – Jul 2010

Business Manager for CNG (Compressed Natural Gas) business in Chevron Pakistan Limited. Member of Pakistan Marketing LT. Under my leadership, the business grew from 1 site in 1999 and US$ 20,000 per year as Operating Sales Margin to 125 sites in 2010 with an operating Sales Margin of US$ 5.0 Million.

Received the prestigious President Global Marketing award for “High Performance” in 2004 for building the CNG business. CNG was a unique business in Chevron with past presence only found in New Zealand (1980s).

As the lead person for CNG business, I prepared business plans and suggested initiatives impacting the profitability of the business unit (e.g., CNG Kit Conversion business). I developed feasibility analysis for project initiatives and their economic drivers to assist in prioritization of Business Plan work.

Responsible for growing and managing the CNG (Compressed Natural Gas) business since 1999 through:

Development and execution of CNG projects, identification of feasible retail sites, allocation to investors / operators, setting up and operating Company owned and franchised CNG sites.

Development, design, procurement, construction, start-up and compliance with prevailing rules and regulations.

Leading a team of 9 Chevron and hundreds of contractor employees. Developed and implemented project staffing plans including maintenance and quality personnel.

Managing the Operations and Sales of 34 Company Owned

CNG sites. Responsible for P&L (Profit & loss) of the business.

Marketing & promotion of CNG for Chevron in the country.

Managing all sort of contracts including credit terms with customers, retailers, operators, suppliers and service providers.

Responsible for keeping liaison with Government/regulatory authorities on strategic and routine business affairs and regulations/permits impacting the business.

Worked with vendors to select, order, install and maintain different types of high pressure compressors / pressure vessels and other equipment both for Company Owned and retailer owned facilities in line with Chevron specifications. On many occasions, I was involved in issues resolution with vendors to understand their problems and find solutions.

Developed the CNG HSE and measurement standards, processes and systems for Chevron retail outlets. CNG Safety and measurement processes were emulated by the industry eventually as Chevron was the first major Oil Marketing Company to develop this business. I also represented Chevron on technical committees of PSI (Pakistan Standards Institute) to develop Safety and Measurement Standards for CNG in Pakistan.

Responsible for ensuring Equipment Integrity by developing equipment inspection, testing and maintenance procedures including Performance Monitoring, Condition Monitoring, Operational Procedures and Work Instructions.

Experienced in managing the HSE related risks of operating high pressure CNG equipment and retail network using the CNG HAZOP study and other risk management tools. Took necessary steps to mitigate the highest impact and strategic risks using a gap closure plan and tracking the same for action and closure.

Led the efforts to obtain Quality Management system ISO 9001 and ISO 14001 certifications for Company Operated CNG sites and kit centers.

Led the initiative to introduce the CNG Kit Business (unique in Chevron world). I was responsible for Sales, logistics and operations of CNG Kit Centers including liaison with Supplies and Customers in this competitive business.

Served as the Coordinator New Business Ventures as part of New Business Development in 1999-2000. Assisted the team which worked on Acquisition of LPG business from SSGC (Sui Southern Gas Company Limited) in 2000.

CSOC Supreme certified and served as the Area CSOC Champion

(Capital Steward Organizational Capability) for Pakistan and Islands (Mauritius & Reunion). Responsibilities included conducting LR&B (Leadership Roles & Behaviors) Sessions, Coordinating CSOC Regular and Supreme Certification and participating in GSA (Gold Standard Assessment).

II) ADDITIONAL RESPONSIBILITIES / EXPERIENCE:a) Also worked as P&FO (Properties and Facilities

Optimization) manager and Site Optimization Lead during transitions and non-availability of concerned managers. Job responsibilities included:

1. Supervising the Retail construction and Maintenance projects & activities

2. Handling Capital Budgeting and Allocation process3. Handling Underground Storage tanks installation,

removal and maintenance4. Network Optimization5. Asset Transactions including Class of Trade

Conversions6. Leading HSE / OE programs / initiatives / processes

such as: CHESM (Contractors Health and Safety

Management) Safe Work Practices Program Implementation and

Training MVS (Motor Vehicle Safety)

b) Also managed Real Estate contracts including Rental payments, Accruals, Recoveries, Payables, Lease deeds, Retail & CNG Agreements etc. in SAP.

c) As a back-up for Area Retail Sales Manager, I also managed the Retail fuel sales including a network of 220 Caltex branded retail outlets / fuel stations, their sales and operations through retailers.

III) Caltex Oil (Pakistan) Limited Manager Maintenance and Projects – Keamari Terminal 1997-1999

Responsible for carrying out routine and preventive maintenance at Chevron Keamari Terminal. Managing all Projects related activities while ensuring safe and smooth operations. These included API storage tank construction, terminal automation (Radar gauge installation), pipeline repairs and laying, civil structure construction and fabrication, equipment selection, installation and maintenance (Compressors, Generators, Flow Meters, Pumps, Valves etc.)

Responsible for developing Asset/Equipment Reliability & Maintenance programs in line with industry and Company

Technical standards and practices.

IV) Caltex Oil (Pakistan) LimitedOperations Associate / Assistant Manager – Keamari Terminal 1994-1997

Retained different positions in Terminal Operations, Order & Dispatch, Fleet Management and Maintenance section of Keamari Terminal.

PROFESSIONAL TRAINING

HSE (Health, Environment and Safety) training / courses obtained in different areas such as:

LPS – A Behavioral based Loss Prevention System

IMPACT ERM Power User Training

OEMS (Operational Excellence Management System)

OE (Operational Excellence) Certification

CHESM (Contractors Health and Safety Management)

MVS (Motor Vehicle Safety)

MOC (Management of Change)

TapRoot Incident Investigation Analysis and Method

Incident Investigation & Reporting System

HAZOP (Hazard Analysis & Operability Analysis)

PHA (Preliminary Hazard Analysis)

Foam Monitoring Systems & Fire Pumps

Process Safety Management (PSM)

Product Stewardship & Product Integrity

NOJV – HSE Audit

Global DS Environmental Stewardship Awareness

Managing Safe Work Practices Overview Knowledge level

Global DS – RSIP Supervisor Training

Terminal Maintenance Training at BAPCO Refinery, Bahrain 1996

Tank Radar Gauging Systems at SAAB, Sweden 1996

SAP Applications/User Training 2003 & 2008

Project Olympic Implementation including SAP Real Estate

Management & SAP Plant Maintenance Program

Chevron Supervisory Skill Program 2003

Chevron People Leadership Training (Level 1 & 2) 2006

Chevron Manager Essentials Training 2013

CPDEP (Chevron Project Development & Execution Planning) 2005

CSOC Regular Certification 2006

CSOC Supreme Certification 2006

Introduction to Decision Analysis 2006

Introduction to Competitive Intelligence 2007

Business Continuity Planning 2007

External Training:

AOC – The Art of Convening meetings 2015

Master Project Management – MPM 2015

MCBU Toast Masters Network 2014-15

Leadership and Personal Styles (British Council) 2006

Invisible Leadership (British Council) 2006

Personal Leadership 2004

Many other internal/external training courses taken on Leadership, Management, Communications, Motivation, Interpersonal Skills, Change Management, Execution, Best Practices etc.

SIGNIFICANT ACHIEVEMENTS

▪ Received Performance recognition from President – International Products in August 2012 on improving financial performance of business, streamlining assets/equipment and disposal/closure of non-operational plants/equipment – August 2012.

▪ Received Global Marketing Presidential Award – “Living the Culture - High Performance” in 2004 for Africa-Pakistan Region on setting up profitable CNG business in Pakistan and showing significant improvements in 2004.

▪ Recognized as a HiPo (High Potential) employee for Chevron Pakistan for four consecutive years 2005-8

Achieved maximum Performance rating during the years 2004-7 and last year 2012.

Recognition and Promotion in 1997 on implementation of Asset Integrity - Tank Maintenance Program at Keamari Terminal.

SKILLS AND INTERESTS▪ IT Systems and Programming: Over 32 years of experience as IT systems user and programming. Advance user of MS-office including programming experience in Excel, Fox Pro and Access.

▪ Strong Communication, Management, Organizational and Public Speaking skills. Fluent in English and Urdu. Strong analytical and decision-making capabilities.

Active at local Community level voluntary programs

REFERENCES: Available on request