عادل عزيز خان

• SSGC Alternate Energy Limited (“SSGC-AE”) is a wholly owned subsidiary of Sui Southern Gas Company Limited (SSGC). Its core business include purchase and sale of Natural Gas at negotiated price from such fields of E&P companies that are dormant / unutilized due to economics or where applicable policy permits sales to 3rd party.
• SSGC AE has not only secured license from OGRA and permission from associated offices for the sale of Natural gas and RLNG but also procured gas from E&P Company. Further, the buyers have been selected through tendering, and the estimated PAT in the first year of operations stands at approximately PKR 1.2 Billion.
• SSGC AE have been working on renewable and eco-friendly fuel ventures such as biogas and bio methane, thermal energy- based electricity generation and forward-looking initiatives like coal-to-gas (C2L) conversion with carbon capture and storage capabilities, as well as green hydrogen production”
• Dual charge of SGM : Oversight of “Meter Manufacturing Plant” with independent P&L, “Measurement Distribution”, “Geographical Infrastructure System” and “R&D-Projects” departments thru their respective GMs / Heads.
• Member of Management Committee with participation in top forums and representation in Ministry, OGRA and Boards.
• Coordination among business units and key stake holders on Strategic matters, defining and review of business KPIs/Targets, Competing market analysis, Sensitivity analysis, adherence to best practices, compliance to regulations and good governance.

• The Head of Production Planning position works in coordination with the other General Managers to ensure smooth functioning of the Manufacturing Division to achieve corporate as well as divisional and departmental objectives / KPIs.
• Ensures the production department achieves the highest level of operational discipline by making sure all units follow the Unit Management Manual, PSM, OSH, Engro policies, Standards and Best practices, etc.
• Maintain all dashboards of the Production Department that include Production Loss Analysis DB, ERP DB, Business Vulnerabilities DB, Safety Critical DB, Work permit loading DB. Issuance of monthly updates and analysis to identify focus areas.
• Responsible for annual turnaround planning by making sure green list is developed, entire job scope freeze for TA and ensures adequate timelines and resources are designed for safe execution

Worked as Divisional Head of Pipelines Operations and was accountable for the safe operation of the largest Oil transportation pipeline network of the country that includes crude & multi-grade pipelines of PARCO and multi-grade oil pipeline of its subsidiary Pak Arab Pipeline Company (PAPCO).
• Major responsibilities of the position was safe and reliable operations, maintenance and P&L of 7 oil stations/terminals (crude + multigrade) and cross-country Pipelines of 1200KM for PARCO whereas 5 stations/terminals and

800KM pipeline network of PAPCO, leading total work force of 500 employees and 1000 contractual staff and an overall yearly budget of 10 BPKR
• Developed implementation strategies, stewardship, divisional restructuring, periodic management reviews and delivered presentations to the Board, SAPM, Ministers and Govt Secretaries.
• Member of the Company Executive Committee with participation and representation in OGRA, MoE-PD, OCAC, PIP, Senate Standing Committee and Board meetings.
• Expanded business spectrum by adding new OMCs in product receipt and product delivery operations, implementation of energy conservation initiatives, upgradations and capacity enhancement projects in the division.
• The bar had been raised and the division has improved on all previous records of throughput and product delivery set on a daily, monthly and yearly basis, enabling the division to earn profits in an unprecedented historical figure of 19 BPKR. (FY 2022)
• Direct Reports include DGMs and Deptt Managers of Terminals Operations, Maintenance, Pipelines maintenance, Telecommunication/SCADA, Engg. Services and the entire transport fleet.

TSML is Pakistan’s first private-sector integrated & environment-friendly steel manufacturing project of Al Tuwairqi Holding, Kingdom of Saudi Arabia. TSML complex spreads over an area of 220 acres at Bin Qasim Karachi, and employs the world’s most advanced Direct Reduction of Iron (DRI) technology. The plant has the capacity to produce 1.28 million tons of high-quality DRI.

The position reports to CEO thru Plant Manager. Main responsibility of this position was to provide special assistance to plant manager, (who was from Egypt and worked as expat), in all matters pertaining to HSE, Technical and Personnel. Direct reports of this position are Operation Managers of DRI, Material Handling and Plant Utilities Units, while indirect report is Manager HSE.

TSML plant has these major units and equipments; Power generation of 26 MW capacity with expansion capability up to 38 MW, Reformer & Heat Recovery System, Reduction Furnace, Natural Gas Management System, Reverse Osmosis unit and Plant utilities.

Incumbent of this position reports to Vice President Manufacturing and had membership in all Major Forums of Company including Safe Operations Committee (SOC), Sub SOC’s in Process / Mechanical / I&E, and all Safety Committees at Site.

Main mandate of this position is to provide leadership & guidance to all plant personnel, including managers, supervisors, workers and contractors, specifically in matters of “Process Safety and Risk Management”. Further more; Seek accountability from various Management Functions and employees at Site and act as medium for change in behavior from “Production centered” at all times to “Process Safety” oriented.

Direct reports of Site Manager include Shift In Charges of 04 Operating units, 02 Maintenance Team Leaders, Supervisor of PM&S, Logistic Supervisor, Security Supervisor and Safety Officers.

Worked for two year as Unit Manager Operations and looked after, first Construction and then Commissioning of EDC VCM plant at Port Qasim Site of EPCL. EDC plant having annual capacity of 230 KT and VCM plant as 204 KT.
Spear headed entire hiring process of seventy odd members of Operation team, comprising of Consultants, Shift in charges, Shift engineers, DCS engineers and area field engineers. Developed comprehensive training programs for each position and then executed. Also arranged weeks long foreign training for the team in Abu Dhabi and Italy. Further more conducted Team Building sessions to groom entire team to work towards common objective of commissioning and start up of relocated plant with great synergy.
Participated in Process Hazard Studies of Plant including two weeks of HAZOP and one week studies of Failure Mode and Effect Analysis (FMEA) on Control systems. Ensured Plant Construction As Built, by running rigorous systems of P&ID Field verification, Punch listings, System take over checklists and Area walk thru audits. Contributed in six months long activities of Chemical Cleaning of specific plant equipment and piping to make these suitable for restart, by removing all rust and moisture.

Lead all Pre Commissioning activities of the Plant, including Area turn over packages, Water flushing, Steam blowing, Hydro testing, Air leak tests, Machinery train runs and DCS/ESD systems checks. Also Commissioning activities were lead for Plant Utilities, Area wise commissioning, Electrical systems, Control systems and Emergency shut down systems.
Finally Start up of EDC VCM plant was initiated and successfully EDC commercial production was achieved on June 1st 2008. While VCM production was achieved on June 21st 2008.

Worked with Site owner, Formosa Plastic Corporation (FPC), and contractors to accomplish safe and injury free Dismantling, Packaging and Shipment of EDC VCM plant at Baton Rouge, Louisiana USA. System ran were work permit system, daily safety talks, weekly special safety talks, management safety audits, area walk thru audits, man hours calculation and measures for waste management.
P&ID’s field verifications of entire plant were carried out capturing as built conditions. Thru local engineering firm EnGlobal, all deviations were got revised on CAD drawings. P&ID reviews were studied along with experienced operation staff of Site for developing procedures for safe start up post relocation to Pakistan
Process Design Package studies were done with design engineers of Ineos, Licensor and designer of EDC VCM technology of subject plant
Board mounted control system replacement with DCS operation control were studied in detail and finalized for plant operation in Pakistan. Studies for replacement of conventional pneumatic shut down system with state of the art ESD system were done along with engineering experts and finalized for relocated operation in Pakistan. Specific control systems of key machinery such as glycol and Freon chillers and equipment such as incinerators were thoroughly studied to develop safe mode of operation in Pakistan.
Entire documentations for safe plant operation was secured, reviewed and updated such as PFD’s, P&ID’s, Operation manuals, Standard operating procedures, Special procedures, Safety incident data, Checklists, Log sheets, Log books and Plant history records.

Operation head of PM&S section of Production deptt. Main responsibility was to ensure Safe operation of three units, to achieve yearly F&O target and Maximize plant shipment, keeping all PQ parameters in control. Other responsibilities include implementation of Safety, Environment, Quality, Training & Ethics policies of the Company.

Administration and management of around 350 workers that included 50 employees of the company, 75 direct contract employees and 220 employees of the contractor (local labor). Administration of all aspects of their Safety, Training, Scheduling, Job performance and Appraisal. Strong liaison with Pakistan Railways, Logistics contractors, Local labor contractors, Marketing team, Procurement team and Plant management.
Lead multiple projects of Six Sigma at PM&S, thus achieved NIL demurrage for rake loading, 60 % reduction in bag wastage and 50 % reduction in product wastage. Lead “Bag standardization Project” at PM&S that enhanced shipment capability by 11 %, besides alienating operational issues. ( 2004 )
Team member of “Business Process Re-engineering” project. Implementation saved around Rs 20 millions for the company.

Responsibilities as Senior Engineer Ammonia / Urea complex included administration and monitoring, operations on the 1640 mtpd Ammonia plant, 2100 mtpd Urea plant & Site utilities. Additional responsibilities include Training of personnel, Compliance of NEQS, Maintaining product quality standards, development of Plant performance reports, Monitoring of expenses, Planning for T/A, Presentations, Commissioning of new projects, Development of operating staff and to work as Acting unit manager.

Jan. 2003 to Feb. 2003:
Carried out month long studies for “Operation Due Diligence for Kemira Ammonia plant” in Rosenburg, the Nether lands.

Nov. 1999 to Dec. 2002:
Shift Coordinator Ammonia / Urea Complex

May 1999 to Nov. 1999 :
Operation Engineer - 2100 MeT/day Urea Plant.
Responsibility in this position was monitoring operation on Urea manufacturing unit of 2100 mtpd capacity. Toyo ACES process controlled through Bailey’s DCS (Infi-90 loop).

June 1996 to May 1999 :
Operation Engineer - 1500 MeT/day Ammonia Plant.
Responsibility included plant operations on Bechtel Ammonia plant of 1500 mtpd capacity & Plant Utilities unit. Worked in site expansion project, which enhanced ammonia production capacity from 1060 mtpd to 1500 mtpd.

June 1995 to May 1996 :
Graduate Trainee Engineer - Ammonia Plant
Got Operation Training on 1500 mtpd Bechtel Ammonia plant which was relocated from Chevrons plant site at Pascagoula ( Mississippi ) U.S.A.