Narayan KBV

Working with a Chennai based CA firm, on advisory to non-resident Indians for setting up US based corporate structures

Regional CFO (Nigeria) - with Dangote Cement Plc \[listed on the local Stock Exchange\] with a turnover of USD 1.8 billion in my Region, with three manufacturing plants & 40 depots, building up two more plants in the Region for additional 50% capacity - overall responsibility for >>
• Overall Management of the Finance function for Nigeria - integrated cement plants (3 plants with 29 million tons) cement marketing with 40 depots and transport with 7000 trucks; overall 10, 000 employees
• Managing a cash budget of USD 2.3 billion
• Monitoring the profitability, measuring against budgets, identifying variances and recommending mid-course corrections for achieving monthly, quarterly & annual goals
• Financial Reporting to the Management & External reporting for Nigeria
• Monitoring the contracts & procurements
• SAP - troubleshooting, improvements & cleaning up

commercial Bank at
Kabul - largest in the country\]- member of the Management Board
Overall responsibility for the maintenance of the Finance function with primary responsibility for all
accounting other than the customer accounts, all the P&L related expenditure and all external
financial reporting (a) to the Banking Regulators (b) to the shareholders (c) other regulators (d)
IFRS.
Managing ALCO, participation in Risk Management, responsible for Planning, Budgeting,
Monitoring, MIS and Management Reporting.

Overall responsibility for reporting to the Board of Directors, conducting the meetings of the Board
& Board-Committees as well as meetings of the Shareholders, recording the Minutes, follow-up for
implementation of the decisions of the Board, reporting to the Stock Market Regulators (SEBI) & to
the Reserve Bank of India in respect of the Corporate requirements, Due Diligence of the
appointments of Board Members in line with the specifications of RBI, ensuring Governance at the
meetings of the Directors, and most importantly, analysing the proposals brought up before the
Board & its Committees and providing briefing notes to the Chairman of the Board.
Important initiatives & non-routine tasks >>>
* Management Assurance - (a) accuracy / adequacy of info to the Board (b) compliance with the
decisions of the Board
* Regulatory compliance at the Board level
* Annual General Meeting
* Corporate Governance - improved the transparency, modifications to the processes of
information flow to the Board, improving the accuracy etc

As CFO \[from Oct.2001 to May.2006\].
Overall responsibility for the maintenance of the Finance function (with a team of about 40 members - including 15 CAs) with primary responsibility for all accounting other than the customer accounts, all the P&L related expenditure and all external reporting (a) to the Reserve Bank of India, (b) Dutch National Bank (the central Bank of Netherlands) - through ING, (c) to the shareholders (d) stock markets regulators in India & thru ING Bank to the regulators at Amsterdam (IFRS) and in the US (US.GAAP).
Important initiatives & non-routine tasks >>>
• Member of >>
o Executive Management Committee
o ALCO
o Risk Management Committee
• Annual business plan on the Indian GAAP
• Balance Sheet management
• Capital planning - borrowed funds & equity funds
• Fund raising activities - bonds issue & rights issue of shares
• Transfer pricing
• Risk management - joint responsibility with the Risk Managers and co-signing the risk reporting on Credit / Market / Ops risks
• Evaluation & Reporting on internal controls under clause-49
• Reporting to ING Group >>>
o Consolidation with ING Group financial statements - under IFRS & US-GAAP
o Rolling 3 year medium-term-plan for the ING Group
o SOX 404 compliance project
• Investor relations - quarterly results, press release / presentation, analyst-meet etc
• Change management - org. structure changes from Regional to Business-lines to matrix

including a period of 2 years
on secondment to its JV - Petronet India\] - Bharat Petroleum is an integrated
refining & marketing company with a turnover of > USD 35 billion \[the
erstwhile Shell companies taken over by the State\]
Important initiatives & non-routine tasks >>>
* Unique at Bharat Petroleum - Secretary resp.. for content & quality of info to the Board
* Joint-ventures - formation >> negotiation with the JV partners - signed off & incorporated 5 JV
companies \[e.g., Petronet LNG, Indraprastha Gas\]
* Subsidiaries & JVs administration >> monitoring the activities of the Subsidiaries & JVs \[total
12 in numbers\]
* Advising Management / Board on the strategy / policy issues relating to Subsidiaries / JVs
* Fund raising >>> bond issue in the debt market
* Change Management - sign off as

CFO & Board Secretary - Chevron Oronite - Indian Additives \[manufacturing lube additives\]

Overall responsibility for the Accounting, Funding, Board Secretarial activities.

Important initiatives & non-routine tasks >>>
• US.GAAP reporting to Chevron management
• Tax management - handled complex cases in Direct / Indirect taxes
• Introduced Flexi Budgeting & ABC costing
• Developed an ERP system, in-house, on Ingress platform \[best DB in 1992\]
• Project monitoring - from acquisition of site to start of production
• Innovative financing of the project with a debt equity ratio of 5:1 - mix of off-balance-sheet & on-balance-sheet funding \[accounting standards - less stringent in early 1990s\]
• Joint Venture relations - re-negotiation of the JV terms & obtaining regulatory approvals - the JV was converted from a 40:60 to 50:50