Chibueze U.

A member of the Shell Petroleum Development Company of Nig. Ltd. Board of Directors. Led the Shell Companies in Nigeria (SCiN) HR Business Partners and Advisors to develop and deliver strategic HR initiatives, programs and services in support of the Shell Nigeria business strategy, working closely with global and country level HR Centres of Excellence (Policy, Talent, Learning & OE, Recruitment) to operationalise manpower planning, organizational effectiveness and talent management strategies into SCiN. Additionally, manage Local ER/IR via healthy, constructive, safe and inclusive work environment. Leads a cross business team in country crisis management. Member of the regional HR Leadership team and HR Discipline Lead for Sub-Saharan Africa - The functional leader for all HR staff in Nigeria, providing effective leadership, capability building , coaching, support and development through the Shell HR Functional Excellence framework.

Responsible for managing and developing Global Mobility policies that support employees who work overseas on various assignment types. With prime oversight of the expatriate remuneration and policy system, covering 7,200+ assignees from approximately 65 home countries in 70 host countries. Leading and driving significant policy change projects, many of which have Group-wide impact, and which aim to ensure that Shell's Group expatriate policies continue to meet business needs and remain market competitive. Responsible for Expatriate staff evacuation from crisis locations around the world as necessary and a member of Shell Group Crisis team. Representing Shell externally in industry networks and discussion Groups as well as managing appropriate external bench-marking processes to maintain top quartile Mobility policies.

Led the development of a group model for communicating HR policies globally from HR centres of excellence through to country HR which ensures a clear communication of policies and the subsequent implementation across approximately 70 countries. Also led the development and review of key global policies with significant business impacts in terms of resource deployment. E.g. Local Non National Policy review; Evacuation policy etc. Designed and implemented strategic employee engagement tools aimed at identifying and retaining critical employees who are at risk of leaving the organization. Other key accountabilities in my role include: • Providing expert advice as required to HR in the Business/Countries and business leaders as to the implementation of appropriate global policies • Ensuring a consistent implementation and communication of global HR policies (Group and business) • Managing the Group’s international mobility policies (Expatriation) in support of Shell’s upstream business of ~12,000 FTEs. • Facilitating policy learning events in the areas of Performance management, Pay & Reward, International mobility, Policy Exception management, etc. across the entire HR organization as well as targeted Line leaders as required • Leading a team of 3 Policy Advisers with active coaching and supervision. Additionally mentoring 2 graduates (one virtually in China) • Actively support group leadership development programmes by facilitating modules on Coaching, Difficult conversation and foundational leadership.

Leading a team of HRBPs offering generalist HR support to the Commercial, Gas, HSE and Business value functions in Shell Companies in Nigeria. These are highly diversified functions with differing business challenges, which requires focused attention on Leadership development, building supervisory capabilities and working closely with the respective Leadership teams in addressing their people challenges aimed at delivering their set business priorities. • Responsible for managing all HR activities for the above listed business lines. Leading the implementation of Learning and Development approaches in alignment with the business priorities, developing resourcing plans, organization design / implementation and associated change management. • A key member of the business Leadership teams, playing a key role in influencing decisions concerning the creation of the people strategy and consequent delivery of business value

Key highlight of this role in addition to the baseline HR generalist support to the Infrastructure & Logistics function was my active and leading role in the organizational restructuring exercise for the team. This was part of a company-wide restructuring exercise, leading to a 25% reduction in FTE and significant business process optimization. • Effectively communicate and implement HR processes and programmes (i.e. Performance management processes such as; Ranking & Appraisal, Merit reviews, Potential assessments (talent), Stock Options) within my client population • Facilitate and deploy effective techniques and behavioral attributes for managing feedback to staff. • Lead and represent HR in the leadership team of client population • Engage Employee Representatives and Managers on staff consultation issues • Competently using different HR IT systems e.g. Shell HR SAP blue print to identify and implement key HR metrics to enable management information/decision-making, while protecting confidentiality of data as appropriate and as required by law. • Conducting talent & skill pool health checks (including supply and demand) in creating work force forecast and plan.

• Providing advice to Managers and employees on a range of Learning & Development tools and programmes. • Conducted learning needs analysis for the HR function and setting learning priorities accordingly. • Applied various learning methodologies, principles and design technologies to fit business and learning objectives. • Analyzed and compiled development needs of employees and developed learning plans to address identified gaps and monitor progress • Supporting competence management in the organization through development of frameworks, mapping of competences and assessment. • Delivering/facilitating learning programmes in areas such as Leading Change, Coaching, Team Building, Project Management and other customized events as required via assessed/identified staff competency gaps. • Managing learning budget and resources to meet the training and development requirements of the business. • Managing stakeholder relationships involving external learning providers/consultants, Learning Event Administrators, business leaders and staff.

• Effectively deploying Continuous Improvement tools through formal Line studies, Problem solving as well as facilitating or guiding Small group activities. • Development of improvement project proposals and managing these through to approval and implementation. • Ongoing Training and Development needs assessment for departments and implementation of subsequent plans. • Maintaining focus on department systemic and strategic goals in a high-pressure environment. Matching a selection of tools and strategies to the needs of the department and delivering against an agreed plan. • Coordinating the individual goals of all department managers and staff in a coherent approach to attain World Class Manufacturing standards.

• Developing a robust production plan based on Sales forecast to ensure the Operations function supplies a combined volume of 3.1 million hectoliters of products. • Effectively managing production assets to ensure maximum capacity utilization. • Clearly generating component and raw material requirements to meet a total volume of 3.1 million hectoliters for five different products.

• Established World-Class initiatives such as Total Productive Maintenance (TPM), 5S (Hygiene strategy) problem solving techniques and small group activities. • Coordinated activities of continuous improvement teams to improve key performance indicators based on principle of continuous improvement in Quality, Cost, Delivery, Safety, and Morale. • Developed a Reward and Recognition scheme increasing productivity by >5%. • Relates effectively with other markets that are undertaking significant change process. • Lead a team of 5 to implement a process flow management program at improving the Brew house turn round time from an average of 220mins. - 205mins. With the use of ‘traditional’ mash filter, producing 7 – 8 brews per day as against 5 – 6 brews per day previously achieved. • Managed a site employee suggestion scheme aimed at enhancing employee morale. • Developed a first line coaching/supervisory training module for 22 staff to enhance leadership skills. • Conducts presentation to upper level management regarding various initiatives at ensuring process improvement and long-term strategy in achieving set goals.

• Responsible for brewing various high premium Guinness brands. Employing the High Gravity Brewing technique, in a highly automated brewing environment. • Optimizing Brew house turnaround time for three brands. With Fermentation times of 3 – 4 days. • Variable cost reduction of process materials – by generating monthly, spreadsheet report on process materials usage rates, hence enhancing their control. • Peculiar experience in managing Iso-tanks (beer tankers) in tanking bright beer from the brewery to an off-site packaging facility. • General management of all aspects of prod and quality control through 35 operators and technicians.

• Responsible for the deployment and management of 31 operators and technicians on a 700 bottles per minute line on a 3-shift system. Accountable for the performance of all resources including materials, plant and personnel. Positive performances recorded through increased levels of output, quality and reduction in losses with increased personnel safety/welfare. • Project team member of a 42,000bph line (330ml) overhaul as well as training and development of staff. • Project team leader (Project Insight) – on the rationalisation of packaging process records/reports.