Sohail Kamran

- Led a dedicated team of officers, managers and general managers to oversee the management of both owned and rented properties and ensuring seamless provision of utilities for K-Electric.

- Successfully managed an annual budget of approximately Rs. 500 mn. for engineering projects within KElectric facilities by ensuring safe and timely project execution.

- Work closely with various Government Agencies to regularize various K-Electric properties across different locations.

• Member of Country Executive Leadership team in Oman, managing T&S staff strength of about more than 40 Shell staff in Oman and Dubai and supervising all the departments in T&S namely Terminal Operations, Engineering, HSSE, Supply Operations and Products, Road Transport and Order to Delivery
• Established and sustained world-class operation of all assets and road transport, securing business continuity and operational excellence whilst meeting financial targets and HSSE standards. Consistent delivery of Goal Zero
• To ensure audit ready and compliance all the times, targets for self-assurance checks are met and exceeded at all the times. Similarly, to safeguard people and assets, Front Line Barrier Management program for all critical operations is followed rigorously.
• Besides managing the fuel truck operations, extensively involved in Various Marine business models including vessel delivery and bunkering. To maximize the profitability, managed the supply chain effectively to generate additional income of USD 1.3 mn. for the Company. Received Shell VP Excellence Award for the same
• Initiated various models for terminal utilization and sweating the assets, resulting in additional annual revenue of USD 1.9 mn.
• Carried out detailed analysis for terminal operation model and based on the outcome, initiated new ways of working to effectively manage the resources without compromising on business. This resulted in significant reduction of exposure whereas gave an annual saving of around USD 1.1 mn.
• For an annual road exposure of about 10 mn. kms. and about 70, 000 deliveries per year, managed the road transport operations safely and provided timely and quality fuel to the customers. The customer stock outs remained at 0.01% per annum
• Part of tank and pipeline Risk Based Inspection study. The successful RBI study resulted in saving of USD 0.8 mn
• Effective monitoring and management of stocks within the terminal resulting in stock gain/loss within tolerance (+/- 0.3%). Initiated investigation as and when stock gain/loss exceeds tolerance

• Led T&S Engineering department in Pakistan, UAE, Oman and India with a motivated team of around 12 Engineers. As part of Regional Engineering Leadership team, involved in developing and implementing the asset integrity process safety improvement strategies
• Managed and maintained LTI free manhours in Asset Integrity Process Safety and in Engineering Projects, meeting the target of Goal Zero
• Coordinated with operations team to ensure assets are operated in safe operating parameters and compliance to various inspection regimes in the Reliability & Integrity Plan.
• Led the long term and annual Capex and M&R Opex Planning Cycle to identify various nature of projects and inspections to be executed.
• To ensure proper inspection and minimize the chances of failure, developed and implemented the cost-effective strategy for replacing underground buried tanks and pipelines with open and visible infrastructure without compromising on business continuity.
• Led the tank lean project in the East Region. The objective was to improve the tank turnaround time for any out of service inspection and repairs. Brought 23% time efficiency and 8% cost efficiency in tank turnaround time through this initiative
• Initiated the dead stock reduction program by introducing engineering solutions to lower the dead stock levels in the tank. This initiative reduced the impact of working capital for the organization. The working capital reduced by 35% by lowering the dead stock level in the tanks
• Bring in about 15% annual saving while introducing the technology of Risk Based Inspections for tanks and pipelines. In addition to direct saving, several indirect savings were also achieved

• Led the process re-engineering and ERP deployment project for Shell UAE and Oman with business and SAP experts. This project was part of Shell Group ERP replacement. Part of Implementation and Deployment Leadership Team
• Mapped “As-Is” process and introduced “To-Be” process compliant to Shell Standards. Worked with business teams to plan and implement the changes and engage internal and external stakeholders and carry out impact analysis
• Assist in system testing and End User testing for successful implementation of the project. Before go-live, 3 phased testing for all the scenarios tested
• No stoppage of business occurred during the Go-Live process

• Involved in developing the strategy and assist in implementation of Differentiated Fuels in the market. Coordinated with various suppliers on provision of cost effective, safe and user-friendly injectors for the dosing purpose. Expanded the differentiated fuels in the Country
• To support the growing Jet A1 and Mogas business, prepared the feasibility study and investment proposals of construction of tankages, pipeline infrastructure and loading/unloading facilities. Initiated and completed 2x20kt tanks to support business
• Involved in preparing the long term Capex/Investment Strategy for the Company based on business outlook and plans

• Led the process re-engineering and ERP deployment project for Shell UAE and Oman with business and SAP experts. This project was part of Shell Group ERP replacement. Part of Implementation and Deployment Leadership Team
• Mapped “As-Is” process and introduced “To-Be” process compliant to Shell Standards. Worked with business teams to plan and implement the changes and engage internal and external stakeholders and carry out impact analysis
• Assist in system testing and End User testing for successful implementation of the project. Before go-live, 3 phased testing for all the scenarios tested
• No stoppage of business occurred during the Go-Live process

• Managed a team of schedulers to ensure safe, cost effective and timely scheduling of 350+ trucks for bulk fuel transportation to customers and to other Shell Terminals. Vehicle utilization improved from 65% to 76% while OTIF (on time in full) increased from 92% to 98%
• To minimize number of trucks and to reduce km. exposure, coordinated with businesses and end customers to convince them for a bigger drop and load size and how this will impact in reduced transportation cost for the customers. Cost of delivery remained 10%-15% below other Companies, while road exposure reduced by 16%
• At the same time, ensured that Road Transport Hauliers are profitable and achieving significant return on investment and having sufficient finances to run their organization effectively and smoothly.
• By 24x7 operation, bigger load and drop size, ensured that cost of delivery of fuel product is lowest in the market compared to other Oil Marketing Companies. This will give a commercial benefit to the Company and subsequently to the end customers

• Responsible to manage Road Transport Contracts and provide assurance for smooth supplies to the customers and Shell locations.
• As part of Contracts Management, ensured regular performance assessments. Continuously monitor and rationalize the contractors and vehicles. Rationalized the fleet from 2, 500 vehicles to 750 vehicles while rationalized contractors from 70 to 18 Professional Hauliers
• Ensured vehicles are met Shell Group Vehicle standards and during the delivery journey management is followed. Various technologies, resources and processes were used to monitor the compliance
• Carried out regular Haulier audits to ensure Haulier Organization is effective and HSSE is considered to be a key pillar in their Organization. Similarly, driver hiring and training follows proper drive management system and accredited driver trainings are in place
• Consistently compliant to driver and journey management even for the long haul journeys
• Recognized by Shell Executive Vice President Award for brining visible improvement in Road Transport Standards resulting in sustained Goal Zero

• Led all type of Safety related Incident Investigations and root cause analysis. Under-gone several Incident investigation courses and techniques. Responsible to incorporate the investigation outcomes and learnings in the training modules to avoid reoccurrence of similar category of incidents
• Developed Country-wide Road Transport and Facility Operations assurance mechanism and processes. This is to ensure safe loading and unloading activity and to track every vehicle and driver leaving for deliveries.
• Worked with Road Transport and Facility Engineering to ensure compliant of assets including the fuel delivery trucks are compliant to Shell Group Standards and also fulfil legal requirement.
• Developed Distribution Operations Policy, HSSE Cases, Health and Safety Risk Assessment, HRA to ensure all risks are captured and mitigated adequately. Conducted monthly KPI analysis and provided recommendations to the management with suggested improvement.
• As a community service, developed 4 medical centers across the Country where free of cost medical assistance provided to the needy families and individuals
• Recognized by Shell President’s Award winner to achieve sustained performance in zero recordable fatal accidents

• Responsible to manage the asset integrity of the terminals through structured surveillance, inspection and repair program. Manage a team of contractors to address routine and break-down jobs
• Prepare scope, cost estimates, investment proposals and delivery of various Capex projects in the terminals with quality assurance and safety.
• To increase competent contractor base, conducted contractor pre-qualification exercises

• Structure design of concrete and steel structures specially for cement industry

• Structure design of concrete and steel structures specially for cement industry