Ananthanarayanan Hari

Advised Head of Energy on physical risk matters to enhance strategic decision-making.
Engaged proactively with Energy Desk throughout life cycle of relevant physical energy transactions.
Collaborated with Risk and other functions to ensure comprehensive understanding of key physical risks.
Coordinated with Risk and other teams to clarify environmental risks and assess adequacy of mitigation measures.
Reviewed physical energy-related policies and procedures to ensure compliance during operations.
Identified areas for improvement in policies and procedures, securing stakeholder approval for necessary changes.
Assisted in scoping physical energy insurance programmes as directed by Head of Energy.
Facilitated engagement with third-party service providers to negotiate bespoke arrangements aligned with Desk objectives.

• Elected to Board of Directors as Transformation/Business Development/Technical Director, executing company turnaround strategy.
• Cultivated relationships with key clients and partners, identifying opportunities for business expansion.
• Collaborated with engineering leadership to capture and sustain long-term resource plans.

• Implemented a major cultural shift in safety management, reducing incidents by 22% year-on-year.
• Redefined business strategy while serving as Commercial Director and overseeing business development.
• Achieved significant performance turnaround, resulting in share price increase of approximately 200% over three years.
• Secured 25-30% year-on-year EBITDA growth alongside modest revenue increase of 10%.
• Transitioned 70% of spot trade assets into long-term contracts, enhancing revenue stability.
• Reorganised teams to focus on bespoke competencies, improving overall productivity despite 30% employee redundancy.
• Enhanced operational excellence by reducing direct costs and operational expenditure by over 20% year-on-year.

• Led team in establishing joint venture structures, including legal documentation and necessary permits.
  Oversaw organisational recruitment processes to build a capable project team.
  Managed bank financing to secure necessary funding for operations.
  Directed EPC tender bid process for construction of storage terminal.
  Conducted commercial analysis of joint venture returns to evaluate profitability.
  Supervised tender bid process for operations and maintenance contracts to ensure compliance.
• Streamlined communication processes for improved team collaboration.
• Chaired project governance reviews and resolved challenges.

• Developed supply chain systems for efficient fuel distribution to coal mines in Kalimantan and South Sumatera.
• Oversaw marine assets of four companies in Jakarta and Singapore with a turnover of 60M USD.
• Directed a workforce of around 500 employees, fostering productivity and engagement.
• Developed comprehensive business plans for company growth.
• Identified and capitalised on growth opportunities in the market.
• Led negotiations with vendors and suppliers, securing favourable terms.
• Designed business strategies to obtain short and long-term goals for company.
• Navigated regulatory landscapes, maintaining legal compliance and risk mitigation.

• Delivered enterprise risk management advisory for trading benches.
• Provided innovative logistics input to supply chain planning for M&O team and clients.
• Addressed commercial, HSEQ, technical, and operational assurance aspects of supply requirements.
• Led projects in IST EH focusing on operational issues, freight economics, and risk management.
• Collaborated with originators, traders, and counterparties on gasoil supplies to miners in Indonesia.
• Executed Joint Venture agreement between BP and Sinopec by defining supply standards.
• Initiated business development conversations for LNG/LPG JVs on east coast of India.
• Streamlined STS operations for gasoil supply to East Kalimantan with major Indonesian counterparty.

• Seconded from BP Shipping as Special Advisor for PSVM Angola upstream FPSO project.
  Led incident investigations as Master root cause specialist to identify critical issues.
  Oversaw Emergency Response and reviewed plans to enhance operational readiness.
  Maintained comprehensive risk registers and conducted thorough risk assessments.
  Supported onsite HSSE team, ensuring compliance with safety standards.

• Supported development and maintenance of BP Shipping's Global Emergency Response and Business Continuity Capability.
• Championed regional HSSE initiatives for shore staff, ensuring compliance with the Operating Management System.
• Conducted audits and assessments of ASPAC marine contractor facilities against BP Shipping standards.
• Executed enterprise risk management audits to identify potential vulnerabilities.
• Identified regional compliance and lobbying priorities for Governance and Integrity matters as focal point.
• Collaborated with internal and external stakeholders to enhance spill response preparedness following oil spill study.
• Chaired steering committee for major oil companies to address strategic oil spill management issues in Asia.
• Facilitated emergency response preparedness testing with Country Head teams through live tabletop exercises.
• Ensured compliance with regulatory requirements, enhancing the company's reputation in the industry.

• Facilitated self-assessment of Group Marine Standard across Business Units, providing tailored commercial solutions.
• Collaborated with regional Business Units and Country Heads on crisis management strategies, including media management and communications.
• Contributed to global risk network as ASPAC representative, maintaining and reviewing the risk register continuously.
• Drafted and tested Business Continuity Plan and Pandemic Response Plan for Regional Shipping operations.
• Coordinated BCP and PRP initiatives as Chair of Singapore HSSE network for local business units.
• Successfully implemented GMS across the region after extensive consultations with Business Units.
• Chaired Singapore Office HSSE network, overseeing health, safety, security, and environmental practices for over 600 staff members.
• Formulated G & I strategy to identify key stakeholders for lobbying critical issues affecting BP Shipping.
• Managed region-wide projects to successful completion.
• Devised robust contingency plans, ensuring minimal business disruption during crises.
• Provided crucial input into strategic planning, shaping company direction and focus.

• Established position to assess operational shipping risks and reputational exposure post BP's Texas City incident.
• Formed crisis management team to respond effectively to fleet incidents across 2500+ regional port calls.
• Conducted training needs analysis, implemented health, safety, security, and environmental training for shipping staff.
• Developed Regional Emergency Response Centre and Incident Management Team for effective incident handling.
• Completed HSSE training for shipping staff, including environmental workshops for sea staff and third-party partners.
• Defined protocols for shore-based staff accountability as SPA for security in the region.
• Chaired Informal Tanker Owners Safety Forum to promote discussion on incidents and lessons learned among regional ship owners.
• Led IPIECA/IMO Steering Committee to develop an oil spill management action plan involving major oil companies.
• Oversaw training programmes for new hires, facilitating their quick integration into teams.
• Coordinated with other departments for smooth business operations.

• Following BP's divestment of a major part of the Chemicals segment, was sent on a developmental/project role to London to define & draft a Marine Standard with an objective to articulate all marine risks and assurance to different parts of the Group (upstream and downstream).
• Drafted a Marine Standard defining the assurance requirements for all marine activities within the BP Group (per requirements of the Group Management framework). This was taken as far as the Select and Appraise phase of project management (CVP) and subsequently handed over to a successor for the ‘define and execute' phases
• Relationship networks built between BP Shipping & internal Group stakeholders both in upstream and downstream during the consultation process
• Aligned with other Group Standards and Safety & Ops Organization needs to ensure consistency

• Inducted into Central Program Office to oversee logistics and supply chain management during separation of Companies.
• Maintained regional logistics responsibilities until mid-2005, ensuring continuity of operations.
• Developed organisational capability by establishing logistics systems and recruiting a team for Innovene in Shanghai.
• Monitored safety operations and commercial aspects throughout the transition process.
• Conducted thorough reviews post-transition to identify areas for improvement in future projects.
• Improved staff morale during restructuring with transparent communication and support.
• Maintained positive relationships with external partners during transitional phases, preserving key alliances crucial to business success post-changeover.
• Oversaw major project transitions for minimising disruption to services.
• Implemented new systems and procedures, resulting in improved workflow efficiency.

• The nine Business Units (12 Joint Ventures) under the Petrochemicals segment were brought together in 2001 by the inorganic growth of the Group over the last three years. Upon joining BP, was tasked with the six drivers of order fulfilment excellence viz. collaboration, optimization, connectivity, execution, speed and visibility. To achieve this by setting up a new regional team with a view to understand the logistics spend, provide assurance for safe and reliable logistics operations, process reengineering, IT connectivity, effective performance management of the multitude of third party multimodal logistics suppliers involving storage, shipping, trucking, rail, barging and warehouse in the various countries .
• Review all modes of shipment to identify areas of opportunity for rationalization/optimization and freight savings
• To develop, implement freight logistics projects designed to improve shipping efficiencies and reduce cost.
• Ensure cost efficient shipping (achieving savings targets) that meets required on counter dates, or target ship dates or production schedules
• Responsible for the development, measurement & reporting of key performance indicators, demonstrating internal and external achievement
• Significant interaction with cross-functional groups within & outside of the Commercial Centre
• Lead, execute and maintain all freight rates bid processes.
• Set up a diverse Regional Logistics Team with members in four countries providing functional expertise to both dry and liquid Bulk Chemicals (9 Business Units) sectors
• Conducted a comprehensive Risk assessment of the entire logistics distribution network, activities and assets together with crisis management for the 9 Business Units in the region with a view to developing a comprehensive risk mitigation plan.
• Consolidated the Regional Logistics spend of US$75M under the Commercial Centre at KL
• Managed a multitude of third party contractors in Shipping, Barging, trucking of both noxious liquid and dry bulk chemicals by engaging them continuously through quarterly performance reviews in both safety and operations. We were commended by the Leadership team for running the operations for 4 years without a lost time incident (LTI).
• Through various logistics optimization measures, identified cost savings of US$2.7M for Y2002 (exceeding target of US$2.5M) and exceeded target of US$2M for Y2003 & Y2004.
• Actively participated in the logistics design strategy for the new build Chemicals Joint Ventures in the region such as SECCO JV China, FPBC JV Taiwan, BP Zhuhai China
• Set up a Regional Emergency Response capability for Chemicals distribution activities
• Implemented Group safety standards by providing a comprehensive HSE assurance for distribution activities in the Region
• Set up performance measures for all regional Suppliers of Logistics services.
• Defined and implemented a transshipment policy for the region
• Conceptualized the Lead Logistics Provider (LLP) Project for Road Transportation in Malaysia
• Represented BP at the Chemical Industry Councils in the region.

• Provide support to the Product Business Units (PBU) for successful implementation of growth and market objectives set by the PBU and the achievement of financial objectives.
• As a member of the Global Marine Team, participated in the development and implementation of winning global marine strategies for the PBUs compatible with global enterprise strategy
• Assisted Logistics Manager ASPAC in COA, Time Charter negotiations & yearly performance review.
• Worked closely with the Logistics Executive and Bulk Shipment Team in ensuring business operations and results are optimized on a global basis
• Reinforcing transhipment & barging procedures.
• Terminal Audits & SIRE inspections
• Representing Shell Chemicals, chaired the Marine and Terminal Emergency Response Sub-Committee of Singapore Chemical Industries Council.
• Founding member in the roll out of ASCTEC Emergency Response Level 1 for the Asia region.
• Chemical spill response and Crisis management & Incident review for ASPAC region
• Managing performance/technical issues of Time Chartered vessels
• Troubleshooting and training of personnel in Shell Seraya /Pandan /EGS Singapore Terminals
• Management Reviews of Shipowners

• Executed mooring of VLCCs to SBM, enhancing operational efficiency.
• Conducted terminal spot inspections for tankers across 12 berths, improving ship-shore interface and safety standards.
• Expedited loading and discharge operations within terminal facilities.
• Performed feasibility studies for mooring arrangements and approach channel to new container terminals.
• Managed operational maintenance of harbour crafts and SBM mooring boats.
• Administered Coastal Tanker Inspection scheme covering over 200 coastal tankers.
• Led SIRE inspections to ensure compliance with safety regulations.
• Served as Management Representative for ISO 9002 quality control in Marine Department.

• Conducted safety audits and inspections of tankers chartered to MOBIL in Fairfax, Virginia.
• Performed vetting inspections of vessels under 5,000 dwt chartered to BP in Singapore.
• Oversaw ship-to-ship transfer operations, ensuring compliance with HSE regulations during mooring and transfer.
• Executed deep sea pilotage for VLCCs and ULCCs navigating Malacca Straits.
• Managed inner water pilotage for PSA pilot exempt vessels within Singapore waters.
• Expedited loading and discharging operations for tankers to enhance efficiency.
• Completed various condition and pre-purchase surveys to assess vessel integrity.

• Panamax Tankers, Master 1992–1995
• Aframax Tankers, VLCC Chief Officer 1989-1992
• Super Tanker, ULCC, Second Officer 1987-1989