Datin Dr. Ts. Habsah Nordin CDMP CSFC CAITL

Board Ready for Public Listed Companies

FIDE FORUM DIRECTOR REGISTER - Board Ready for Financial Institutions

Board of Committees Member representing Malaysia for the company ACXOA LTD which officially registered in Singapore with UEN 202537537D, as a regional leadership platform uniting C-level executives to shape ASEAN's digital future

Independent Expert for NSC 07/TC 17 AND ISO/IEC JTC 1/SC 42 (Artificial Intelligence).

Oversee the translation of vision into outcomes, governing the intent and maximise the value.

Wellness at the core, monetisation of value chain for value upside

Adjunct Lecturer - IT Infrastructure Industry Advisory Board - Computer and Information Science Department for undergraduate and postgraduate

1. Driving Enterprise AI Strategy and Enablement Continuously architecting and evolving PETRONAS’ enterprise-wide AI strategy, ensuring alignment across business units and embedding responsible, scalable AI capabilities. Leading the AI COE to drive strategy, governance and ethics, enablement, capability building, and culture—solidifying PETRONAS’ position at the forefront of AI adoption and innovation. 2. Championing Responsible AI Governance, National & Global Standards Ongoing development and institutionalization of the PETRONAS AI Governance and Ethics Framework, embedding responsible AI principles, risk management, and ethical standards into all AI initiatives. Actively contributing to Malaysia’s National AI Governance and Ethics (MOSTI, NAIO), and representing PETRONAS in the development of data and AI standards at the National Standards Committee (NSC) and ISO/IEC JTC 1/SC 42—reinforcing PETRONAS’ leadership in trustworthy and compliant AI practices. 3. Accelerating AI Talent Development and Adoption Continuously launching and expanding AI fluency programs—including AI Masterclass, AI Influencer, and Responsible AI e-learning—to empower employees at all levels. Leading the ongoing AI Agent Democratisation Program, one of the largest in Asia in collaboration with Microsoft, to enable citizen development of AI agents and accelerate enterprise-wide AI adoption.

Enterprise Data Transformation – PETRONAS As Enterprise Data Lead, I spearheaded PETRONAS’ data transformation journey, delivering sustainable value and global recognition: 1. Architected PETRONAS’ Enterprise Data Transformation Led the setup and institutionalization of the PETRONAS Data Centre of Excellence, developing and implementing the PETRONAS Data Framework aligned to global standards (DAMA-DMBOK2). Established robust data governance, quality, and stewardship across 11 enterprise domains, enabling trusted, AI-ready data and supporting digital transformation at scale. Drove PETRONAS to achieve industry-leading maturity in both data and knowledge management, setting new benchmarks for the organization. 2. Pioneered Data Liberalisation and Enterprise Data Hub Spearheaded the Group Data Liberalisation Agreement (GDLA), transforming data ownership and accessibility across 250+ PETRONAS entities globally. Delivered the Enterprise Data Hub (EDH), onboarding over 960 enterprise data types and launching a data marketplace adopted by 17,000+ users. These efforts empowered data sharing, advanced analytics, and AI innovation across the organization. 3. Advanced Data Quality, Talent, and Global Recognition Achieved industry-leading data quality improvements (from 83% to 91.5% in two years) by institutionalizing data stewardship and quality metrics. Upskilled 750+ staff into formal data roles and certified 81 professionals as CDMPs (Certified Data Management Professionals). Founded the DAMA Malaysia Chapter to build future data leaders. Recognized with multiple international awards and appointed to the Gartner Advisory Board for leadership in data governance and AI transformation.

1. Transformed GTD into a Technical Analytics Powerhouse Led the transformation of GTD to become PETRONAS’ central hub for technical analytics and knowledge management. Drove improvements in data governance, processes, systems, and capability, resulting in significantly enhanced data availability and analytics adoption across the enterprise. Successfully integrated data governance and analytics operations and fostered a culture of collaboration and continuous improvement. 2. Pioneered Enterprise Data Governance and Value Creation Established PETRONAS’ first technical data taxonomy and introduced standardized data clauses in contracts, setting new benchmarks for data governance. Implemented industry-aligned data standards and streamlined technical data review processes, enabling substantial cost savings through software consolidation and improved contract management. These efforts contributed to recognized value creation and a strong return on investment for the organization. 3. Elevated Knowledge Management and Analytics Impact Transformed knowledge management into an intelligence hub by integrating actionable insights, lessons learned, and best practices across technical domains. Launched and promoted a single knowledge platform, driving a threefold increase in active users and knowledge sharing. Developed and piloted AI-enabled knowledge solutions, earning external recognition and positioning PETRONAS as a leader in technical knowledge and analytics innovation.

Architected and Launched New Division Appointed as the solo business architect, I designed and led the operationalization of the Project Delivery & Technology (PD&T) Division—integrating engineering, project delivery, R&D, technology commercialization, technical capability, technical data, and procurement into a single Centre of Excellence with about 5,000 people. This highly confidential transformation was completed within six months, reporting directly to the President, and executed without engagement of external consultants. The division went live seamlessly, establishing a strong foundation for PETRONAS’ global growth and operational excellence. Transformation Leadership and Sustainable Project Outcomes As Transformation Head, I formed and led a handpicked team to operationalize the new division, overseeing systems consolidation, contract transitions, leader training, and enterprise-wide communications. I established a Transformation Office to manage the transition from strategy to steady-state operations. Within two years, over 90% of capital projects were delivered on time and on budget, reflecting COE immediate impact on project performance and value creation Led Blueprint Labs for Project Delivery Excellence Led the development and implementation of two major blueprint labs focused on elevating project delivery performance and cost efficiency. These labs produced actionable playbooks that set new standards for on-time, on-budget, on-scope (OTOBOS) project delivery and targeted significant cost reductions for both greenfield and brownfield capital projects. Pioneered Regional Abandonment & Decommissioning Transformation Spearheaded the transformation of abandonment and decommissioning (A&D) for upstream platforms nearing end-of-life. Developed a regional resource-sharing strategy and secured collaboration with key ASEAN partners, resulting in formal agreements that enabled cost-effective, environmentally responsible decommissioning across the region.

Restructured Division Portfolio for Strategic Focus Led a comprehensive review and restructuring of the division’s portfolio, ensuring each entity aligned with PETRONAS’ evolving business strategy. Executed exit strategies for non-core entities, resulting in a more focused and resilient portfolio that enabled greater resource allocation to high-impact areas. Launched New Entities for Technology Commercialization Established new companies dedicated to technology commercialization and technical services, enabling PETRONAS to expand its offerings beyond the core group. These entities accelerated innovation, supported R&D commercialization, and opened new revenue streams in technology and project management. Revitalized Dormant Companies for Global Expansion Transformed dormant entity into special-purpose vehicle for technical and project management services. This strategic move supported PETRONAS’ entry into new international affiliate services, enhanced global service delivery, and leveraged existing assets for greater value creation. Established Asset-Light International Operations Set up new business entities in key international locations, including Dubai, Iraq and Thailand, using asset-light and compliant structures. This approach minimized operational risks and costs while enabling PETRONAS to deliver affiliate services and capture new market opportunities abroad, ensuring flexibility and scalability for future ventures. Transformed Financial Models for Sustainable Growth Redesigned financial and charging mechanisms for key subsidiaries, turning previously loss-making units into profitable entities. These changes ensured compliance with regulations and supported sustainable, long-term growth across the portfolio, contributing to improved profitability and operational efficiency.

1. Developed and implemented a structured risk mapping and planning assessment framework based on COSO, enabling a more systematic and risk-based audit planning process that is still in use today. 2. Led audit teams across diverse business areas, including sales, HRM, marketing, property, plant operations, ICT and hospitality, strengthening internal controls and governance. 3. Enhanced audit effectiveness by introducing a planning matrix that improved the identification and prioritization of high-risk areas for the Board Audit Committee.

1. Designed and rolled out a robust performance management system and developed the Sales and Budget Manual, which became a reference for PETRONAS’ downstream operations outside Malaysia. 2. Led branding and customer engagement initiatives, transforming the division to be more customer-focused and supporting sustained market leadership. 3. Developed and implemented resource optimization methodologies, improving workforce planning and operational efficiency across the division.

1. Resolved a long-standing account reconciliation issue with overseas customers, significantly improving receivables management and cash flow. 2. Implemented improved systems for collection monitoring and supplier payments, enhancing departmental performance and financial oversight. 3. Managed a team of 15, overseeing both receivable and payable accounts, and streamlined business reporting for better decision-making.

1. Developed and managed successful incentive schemes for dealers and resellers, driving a 20% increase in sales volume and strengthening PDB's market share in leading position. 2. Led the SAP pricing system migration project, ensuring a seamless transition and ongoing price integrity for thousands of daily transactions. 3. Conducted feasibility studies and supported new business ventures (bitumen) at Sabah and Sarawak, including market entry strategies for new products and regions.

1. Supported the deployment and training of SAP systems across multiple business units, enhancing operational efficiency and data integrity. 2. Maintained SAP profiles and provided hands-on training to staff, ensuring smooth adoption and system reliability. 3. Facilitated the rollout of SAP to depots and warehouses, contributing to improved business process automation and user competency.

Attended PETRONAS leadership course

Professional Doctorate in Corporate Governance