ABHIRUP BHATTACHARYA

• Director on the Board of three (03) companies of the Hiranandani Group [ viz. East Coast Concessions pvt Ltd, Bengal Concessions pvt Ltd and Hoogly Pipelines Pvt Ltd ]
• Heading 3 Large Projects, with the Project Directors reporting in to me for the execution. These projects are (a) Kukrahati LNG Terminal, (b) Kakinada LNG Terminal and its 12 km evacuation pipeline (c) 315 km x 24” Kanai-Chatta Shrirampur Pipeline Project for cross border supply of RLNG to Bangladesh.
• Was responsible for Conceptualisation, Project feasibility, bidding for the pipelines, Identification and subsequent JV Agreement with JSW Ports and the Equity Partners for the Projects, Detailed Route Surveys and Centre line fixation, Statutory and crossing permissions, DPR Preparation for Financial Closure and the FEED Level Engineering for the (a) FSRU based LNG Terminal Project at Jaigarh Ports, (b) the 60 km x 30” Jaigarh Dabhol Pipeline, (c) the 635 km x 24” Jaigarh-Mangalore Natural Gas Pipeline.
• Was instrumental in acquiring Multifuel Retail Outlet License for 100 RO’s across India. Currently in discussions with multiple CGD’s to have a win win exclusivity deal for the RO’s.
• Working on a Rural Gas Distribution Project, wherein a mix of sub-LNG Terminal and LCNG stations shall be used to maximize reach of Natural Gas to various customers. Concept has been developed and submitted to the Niti Aayog for supporting execution.
• Activities underway for setting up a 300 TPD Municipal Waste based, 14 TPD Compressed Biogas Plant in Mumbai and Pune along with integrated retailing of the CNG.
• Activities underway on a Pilot Project for Hydrogen Production, Liquefaction, Storage and distribution/ blending based on Methane Pyrolysis for Production and Reverse Brayton Cycle with LNG precooling for Liquefaction.

• Entrusted with the responsibility of managing the entire business for Bharuch GA, right from conceptualizing to feasibility analysis, stage gate reviews, designing and project execution aimed at connecting far flung areas with steel pipelines, planning and execution of pipeline projects, Operations, Maintenance, and all associated functions like Commercial, Finance, Admin etc
• Reporting relationships – 5 direct reportees of AVP/Manager Levels ; expanse of reportees 150 permanent employees and 1600 contractor employees.
• Between 2004 to 2007 and again between 2008 to 2010 was responsible for overall Engineering Services function in Gujarat Gas for entire Southern Gujarat GA’s. The role included developing new business opportunities in the Natural Gas arena, be it via M&A route or via use of organizational resources in developing areas.
• Was instrumental in bidding for new areas and natural gas pipelines under the Regulatory regime to ensure geographical expansion.
• Part of the Operating Committee for SAP PM and MM project implementation, opex and capex optimization drive in GGCL and key change initiatives involving people.
• Built an environment and work culture of continuous improvement and cost consciousness by increasing the involvement level of site personnel and middle management staff .
• Led restructuring and turnaround through development of new leadership team.
• Developed and implemented new strategies and policies to establish long-term business objectives and provide strong and sustainable organizational leadership.
• Maintained consistent growth in revenue, contribution margin, operating profit and EBITDA.
• Cultivated positive relationships with employees by implementing monthly events to resolve issues, provide feedback and brainstorm.
• Judiciously led efforts across developing, managing and monitoring the performance of multi-skilled work force. Ensured overall performance of the staff while setting performance parameters, deadlines & work delegation for them & providing them various accolades to motivate them on regular basis.
• Key Achievements:

a) Had ensured parallel implementation of three cross country steel pipelines between 2004-2006.

b) With GGCL investing more than Rs 1600 mn for the first time in 2005-06, was responsible for timely delivery of major Projects like Mora-Sachin-Palsana (Rs 707 mn); Kim Karanj (Rs 300 mn); Vapi(Rs 252 mn)

c) Had ensured a 100% uptime of the vast network and associated facilities through 29000+ Annual Maintenance programs

d) Established an Emergency Response System wherein the average response time to any network damage/fire is less than 25 min

e) We in GGCL believed that “all injuries are preventable”. Had implemented a series of initiatives which has resulted in 0 injuries over last 2 years (5 million man-hours). Some of these are Behavior Based Safety; Safety Intervention Process, Management of Change, Safety & Competency Passports, HSSE Lifesavers, HSSE Challenger Concept, Written Scheme of Examination, strong site control using a mix of SSRA, Tool Box and Work Place inspections.

f) Additional responsibility as Management Representative (MR) for ISO 9001 and have Rolled out the Integrated Management System (GGCL was the only T&D Company to have implemented all three ISO systems (i.e. 9001, 14001 and 18001)

g) Implemented a series of initiatives to bring the Loss of Unaccounted Gas (LUAG or Line loss) to (-)0.83% in 2013 (this is the lowest achievable in any CGD network, international benchmark being (–) 2.5 %) ensuring a PBIT impact of 127.5 MN

h) As part of the NPV optimization project have implemented a number of initiatives which lead to a net opex saving of Rs 110 M

• Played a key role in commissioning and subsequent Operation of Inert Gas Generation Plant, Instrument Air Plant, Main Ammonia handling facility, 2 x 25 MW Captive Power Plants, 2 x 98.4 TPH Heat Recovery Steam Generation Units and 110 TPH Thermax Boiler
• Was involved in initial planning, installation and subsequent commissioning of 3 x 6300 KL Naphtha Floating Storage Tanks; 2 x 5000 KL Ammonia Storage Tanks and 3 x 400 KL Naphtha and HSD day tanks
• Was involved in the Debottlenecking project of Ammonia Reformer and Synthesis Section; to increase Ammonia production by 300 MTPD
• Was part of the team involved in the configuration; streamlining and fine tuning of the various operational/ controlling logic parameters of the Central Control Room
• Achieved system improvement/ optimisation of multiple operating systems (ie. Mark-IV operating system for Captive Power Plant, DCS optimisation for Ammonia handling system and PLC based system for Inert Gas Generation Plant)
• Certified as “Tata Business Excellence Model (TBEM)” - External Assessor (based on Malcolm Baldridge Assessment process)
• Involved in contract negotiations, and finalization of NG and LNG contracts with GAIL, IOCL and SHELL
• Was part of the SAP implementation team for SAP Production Planning and Project Management Modules
• Between 2002-2004, was part of the M&A team which identified potential industries and markets worth acquiring and which finally led to the acquisition of HLCL, Haldia
• Led two Value Engineering drives (McKinsey driven cost and performance optimization program- “Project Manthan”)

(a) In Wave-1; was responsible for Energy savings in fertiliser Plant (the final outcome resulted in reduction of the overall energy per metric ton of urea from 5.65 to 5.03 GCal/MT urea)and

(b) In Wave-2 achieved a hugh fixed cost reduction in overall operational overheads and Optimising manufacturing processes and practices to reduce raw material consumption and other fixed and variable costs

• Set up the Strategy Planning dept in 2003 at Tata Chemicals (Fertiliser Div) alongwith Tata Strategic Management Group (TSMG)

• Was part of the initial Project Team for implementation of the Largest Paint manufacturing facility in India
• Was involved in Erection, Installation and Commissioning and Startup Production of the Resin Plan, Tankages and associated facilities
• Was responsible for the shift production, in line with the plant performance parameters and for aligning the plant short and long terms objectives
• Ensured compliance with prescribed quality standards and was the custodian of the systems related to quality at the plant site
• Ensured productivity improvement by identification and control of external costs
• Ensured that training and qualification program are implemented and that quality procedures are adhered to
• Ensured that the facility is operated in a safe, reliable and efficient manner
• Ensured that the preventive maintenance plans are prepared & executed
• Reporting of the results and triggering improvement drives for losses, quality, energy efficiency etc
• All the while ensuring that the reporting of inventory and required data per the closing requirements
• Ensured compliance to regulations for the waste disposal and recycling requirement(s)