Vasanth Bahnu

• Asset leader covering Shell Malaysia's upstream business across operated ventures and non-operated ventures in Sabah and Sarawak with accountability over Integrated Business Value of USD 6 Billion.
• Led 6 leaders of six diverse sub-teams consisting of 67 direct staff, supporting across business lines of exploration, development, projects and production operations.
• Accountable for strategic planning, development and portfolio planning, work program and budgeting, operational planning, integrated activity planning, production engineering, group reporting and assurance, hydrocarbon accounting, metering and stakeholder management.
• Led development & execution of Medium-Term/Long-Term Business Plans (WPB), Strategic Asset Management Plans & Asset Improvement Plans. Drove rigorous Business Performance reporting & analysis for strategic decisions.
• Oversee Exploration & Development technical planning & Integrated Activity Planning optimizing for enhanced value delivery.
• Drove Medium-Term & Short-Term Activity & Production Planning/Forecasting, including reserves management & reporting.
• Stewarded annual Work Program & Budget; Oversee Business Assurance and Risk management within planning.
• Drove Greenhouse Gas (GHG) planning, reporting and abatement (Shell's sustainability goals), manage Hydrocarbon & Energy allocation, metering, and tanker forecasting & loading.
• Fostered strong internal & external stakeholder collaboration & communication for plan alignment & effective execution.

Achievements:
• Delivered USD172 million Free Cash Flow optimization through production deferment optimization, cost avoidance & structural savings.
• Realized 10,482 manhours (6pax/year) savings through digitization and workflow simplification.
• GHG absolute emissions structural reduction of 26.16 ktCO2e.

• Accountable for delivering cost effective, efficient supply chain strategies aligned with business demand.
• Established supply chain planning organization within MSC from the ground up, including processes, tools and workforce competencies.

Achievements:
• Led Supply Chain OPEX Optimization workstream. Identified USD14 million structural optimization opportunity.
• Identified savings in Contracts and Procurement through changes to INCOTERM worth between USD4 million.
• Optimized locked in capital in inventory worth USD60 million.
• Improved Materials on Time KPI from 13% in 2020 to 45% in 2021.
• Reduced deviation of safety critical work scope from 94 deviations in 2020 to 14 in 2021.
• Implemented digitization of asset disposal inspections through remote inspections using “Smart Helmet” technology. Technology was later expanded for use in other areas in warehouses. Delivering efficiency gains, reduction in risk exposure, cost savings and delivering a business continuity plan for inventory inspections.

Conceptualized, designed, and implemented:
• Logistics Impact Assessment Tool (LIAT) that allows for quick impact assessment for changes/optimization to plans covering aspects of cost (tariff and diesel consumption) as well as GHG (CO2) impact.
• Materials On Time KPI storyboard that allowed Supply Chain organization to be able to zoom in from tier 1 all the way to tier 3 KPI's.
• Capacity Planning, Analysis, and Integration (CAPAI) tool for integrating materials and services demand from various functions in SMEP.
These tools resulted in improvement in Materials on Time KPI from 13% to 45% within a year. Deviations for safety critical work scope due to material non readiness reduced from 94 to14 thus reducing safety risk to the assets.
• Ran multiple benchmarking exercises with McKinsey on cost and operational efficiency.
• Formulated strategic plans for capacity expansion, balancing growth opportunities with financial constraints.
• Implemented innovative solutions for reducing transportation costs and improving logistics performance.
• Implemented robust contingency plans for unexpected disruptions in the supply chain, ensuring business continuity and minimizing financial impacts.

• Responsible for establishing 1 integrated plan that optimized and delivered the highest value to the overall business objectives while supporting NCOC yearly targets.

Achievements:
• Developed Production and Operations strategy for OPEC+ curtailment period.
• Initiated and led initiatives to successfully reduce scheduled deferment from 3% to less than 0.3%. Achieved 96.1% availability laying the foundation for the asset to achieve top performing asset in availability in the last 9 years.
• Initiated and led initiatives to achieve first time ever 90.1% short term plan stability in April 2020 and 100% schedule compliance in March and April 2020 and 100% medium term plan robustness
• Initiated and led initiative in linking Supply Chain and Logistics with activity plans for assurance on execution certainty of scope. Resulting in better activity readiness and execution certainty of work scopes. Achieving activity readiness in the short term of >90% (Shell top quartile target 90% for activity readiness)
• Initiated and led establishment and linking of Simultaneous Operations (SIMOPS) review of IAP to minimize safety exposure to the work front and enable proactive actions if clashes were identified.

• Led initiatives in enabling NCOC to optimize 45.1 million barrels of oil valued at USD3.2 Billion.
• Initiated and led initiatives to improve production forecast accuracy of 85% in 2017 to 95% in 2019 by establishing better communications between respective teams in the forecasting process and embedding structured process for tracking forecasting model accuracy. (Industry best in class = 95%).
• Project to Asset transitioning.

• Established and operationalized planning and reporting strategy to deliver Finish, Improve, Maintain, Preserve/De-preserve, Restart (F.I.M.P.R) project for NCOC N.V (formerly known as Agip KCO)

Achievements:
• Led strategy, planning and reporting aspects for Kashagan field resulting in 2 weeks earlier than planned startup.
• Led transitioning planning team from project to operations planning (FIMPR to IAP).
• Established integrated S-Curve and critical path reporting with Shareholder communication packs, improving transparency, accountability and stake holder confidence in project progress.
• Recognized by TOTAL, Shell, Exxon, ENI, CNPC, INPEX and KMG for best-in-class planning and reporting through cold-eye and pre-start up reviews benchmarking above industry standards.

Senior Asset Reference Planner/System Engineer
[2013 – 2014] AGIP KCO, Kazakhstan, Atyrau, Kazakhstan
• Develop a long-term strategy plan (from beginning of asset life till abandonment) for the Kashagan Asset. Setup planning tools and migrate planning organizations into a single integrated solution.

Achievements:
• Delivered Kashagan's first ever Asset reference Plan.
• Deployed integrated planning toolset in Agip KCO.
• Migrated various planning organizations (Maintenance, Minor Projects, IAP, etc.) into a single planning platform.

• Implemented IAP in Primavera vs previously used excel template.

• Built deep expertise in engineering applications, project management tools, and technical support leadership.
• Started as a Customer Support Manager, handling 500+ clients and leading a support team.
• Advanced into digital delivery and technology roles, implementing support processes, optimizing delivery networks, and training media teams in advanced digital techniques.
• Expanded into systems and project management as a Primavera Consultant and System Administrator, delivering large-scale Primavera implementations, maintaining enterprise IT infrastructure, and designing end-to-end project management solutions.
• Provided 2nd line consultancy for Primavera and Impress, resolving complex issues, supporting global rollout programs, and shaping support processes while mentoring junior staff. As of 2009, served as the Global Engineering Apps 2nd Line Support Lead, managing a geographically distributed team supporting core engineering applications, acting as Subject Matter Expert for Global Planning Toolset and Integrated Activity Planning, driving process-to-IT solution translation, leading major configuration standardization projects, and continually improving application solutions across Shell’s global business.