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he documented history of Royal Dutch Shell plc in Pakistan dates back to 1903 when

partnership was struck between The Shell Transport & Trading Company and the Royal
Dutch Petroleum Company to supply petroleum to Asia.

In 1928, to enhance their distribution capabilities, the marketing interest of Royal Dutch
Shell plc and the Burmah Oil Company Limited in India were merged and Burmah Shell
Oil Storage & Distribution company of India was born. After the independence of
Pakistan in 1947, the name was changed to the Burmah Shell Oil Distribution Company
of Pakistan. In 1970, when 51% of the shareholding was transferred to Pakistani
investors, the name of changed to Pakistan Burmah Shell Limited (PBS). The Shell and
the Burmah Groups, retained the remaining 49% in equal propositions. In February 1993,
as economic liberalisation began to take root and the Burmah divested from PBS, Shell
Petroleum stepped into raise its stake to 51%. The years 2001-2 have seen the Shell
Petroleum Company successively increasing its share, with the Group now having a 76%
stake in Shell Pakistan Limited (SPL).

[edit] Financial results


In 2006/7 the profit after tax of Shell Pakistan Limited plunged by 77 percent compared
with the previous year.

Chairman and CEO Shell Pakistan Limited Zaiviji Ismail Bin Abdullah was reported to
have said that “the cash flow constraints resulting from overdue government receivables
is the greatest challenge faced by the company. The timely recovery of these receivables
is paramount to sustaining the viability of this company” The market share of Shell
Pakistan Limited dropped to 14 percent from 18 percent in the year . [1]

The Shell brand name enjoys a 100-year history in this part of the world, dating back to
1899 when Asiatic Petroleum, the far eastern marketing arm of two companies: Shell
Transport Company and Royal Dutch Petroleum Company, began importing kerosene oil
from Azerbaijan into the subcontinent. Even today, the legacy of the past is visible in a
storage tank carrying the date - 1898.

The documented history of Royal Dutch Shell plc in Indo_Pakistan subcontinent dates
back to 1903 when partnership was struck between The Shell Transport & Trading
Company and the Royal Dutch Petroleum Company to supply petroleum to Asia.

In 1928, to enhance their distribution capabilities, the marketing interest of Royal Dutch
Shell plc and the Burmah Oil Company Limited in India were merged and Burmah Shell
Oil Storage & Distribution company of India was born. After the independence of
Pakistan in 1947, the name was changed to the Burmah Shell Oil Distribution Company
of Pakistan. In 1970, when 51% of the shareholding was transferred to Pakistani
investors, the name of changed to Pakistan Burmah Shell (PBS) Limited.

The Shell and the Burmah Groups, retained the remaining 49% in equal proportions. In
February of 1993, as economic liberalisation began to take root and the Burmah divested
from PBS, Shell Petroleum stepped into raise its stake to 51%. The years 2001-2 have
seen the Shell Petroleum Company successively increasing its share, with the Group now
having a 76% stake in Shell Pakistan Ltd (SPL)- an expression of confidence.

Beginnings

Marcus Samuel, founder of the Shell Transport and Trading Company

Almost 200 years ago, a London antique dealer began importing sea shells from the Far
East to supply a fashion for exotic décor.

Marcus Samuel’s enterprise laid the foundations for a thriving import-export business
later run by his sons, Marcus Junior and Sam.

At this time oil was largely used in lighting and lubricants and the industry was based in
Baku, Russia, with its large reserves of high quality oil and strategic natural harbour.

Revolutionising oil transport

The arrival of the internal combustion engine in 1886 led to a surge in demand for
transport fuel. Building on their shipping expertise, the Samuel brothers commissioned a
fleet of steamers to carry oil in bulk. They revolutionised oil transport with the maiden
voyage of their first tanker, Murex. In 1892, Murex was the first ever tanker to transit the
Suez Canal. The brothers’ company was named the Shell Transport and Trading
Company in 1897. It used a mussel shell as its logo.

Becoming Royal Dutch Shell

Shell Transport’s activities in the East, combined with a search for new sources of oil to
reduce dependence on Russia, brought it into contact with Royal Dutch Petrolem. The
two companies joined forces in 1903 to protect themselves against the dominance of
Standard Oil. They fully merged into the Royal Dutch Shell Group in 1907.

Shell changed its logo to the scallop shell, or pecten, which is used today. By the end of
the 1920s Shell was the world’s leading oil company, producing 11% of the world’s
crude and owning 10% of its tanker tonnage. The 1930s were difficult: the group’s assets
in Mexico were seized and it was forced to concede generous terms to the Venezuelan
government when it nationalised its oil fields.

Post-war expansion

After the Second World War, as peace brought a boom in car use, Shell expanded into
Africa and South America. Shipping became larger and better powered. In 1947 Shell
drilled the first commercially viable offshore oil well in the Gulf of Mexico. By 1955
Shell had 300 wells. In 1958 Shell began production in Nigeria.

The oil crisis

In 1969, Ghaddafi took power in Libya, cutting oil production and raising prices. Other
producers threatened to do the same and the Yom Kippur war of 1973 brought the crisis
to a head. Within weeks OPEC countries quadrupled the oil price and imposed a boycott
for two months. The effect on the West was economically catastrophic.

Tapping new resources

The 1970s were notable for Shell’s development of the oil fields in the North Sea and
South America - difficult and expensive to do, but crucial given the reduced supplies
from the Middle East. In 1978 Shell completed the Cognac drilling and production
platform in the Gulf of Mexico, the world’s tallest platform at 1,100 feet.

Expansion

From the mid-1990s public scrutiny of the oil industry intensified as environmental issues
gained prominence. Shell was criticised over plans to dispose of the Brent Spar platform
and also ran into difficulties in Nigeria. As the new millennium got under way, Shell
expanded in China and Russia. In 2005 Shell dissolved its old corporate structure to
create a single new company. Shell remains one of the world’s major oil and gas
companies. We have interests in liquefied natural gas and gas to liquids products; we help
develop sustainable biofuels; and we are involved in wind projects.
he word “Shell” first appeared in 1891 as the trademark for the kerosene that Marcus
Samuel and Company shipped to the Far East. The small London business dealt
originally in antiques and oriental seashells.

In 1897 Samuel formed The Shell Transport and Trading Company. The first logo in
1901 was a mussel shell. In 1904 a scallop shell, or Pecten, gave a visual element to the
corporate and brand name.

Why the Pecten?

The company name was “Shell” and each of Samuel’s tankers carrying kerosene to the
Far East was named after a different seashell.

The Pecten may have been taken from the family coat of arms of a business associate, Mr
Graham, who imported Samuel’s kerosene into India and became a director of The Shell
Transport and Trading Company. Following a pilgrimage to Santiago de Compostela in
Spain the Graham family had adopted the St James’s Shell.

Over the years the form of the Shell emblem has changed gradually in line with trends in
graphic design. Designer Raymond Loewy created and introduced the current emblem in
1971.

Why red and yellow?

In 1915 the Shell Company of California first built service stations and had to make these
stand out from the competition. They used bright colours that would not offend the
Californians: because of the state’s strong Spanish connections they chose red and
yellow.

The actual colours have developed over the years, most notably in 1995 when a bright,
consumer-friendly Shell Red and Shell Yellow were introduced to launch our new retail
visual identity. The Pecten remains one of the greatest brand symbols in the 21st century.
Our Values

Shell Pakistan Ltd. employees share a set of core values – honesty, integrity and respect
for people. We also firmly believe in the fundamental importance of trust, openness,
teamwork and professionalism, and pride in what we do.

Sustainable Development

As part of the Business Principles, we commit to contribute to sustainable development.


This requires balancing short and long term interests, integrating economic,
environmental and social considerations into business decision-making.

Responsibilities

Shell Pakistan Ltd. recognizes five areas of responsibility. It is the duty of management
continuously to assess the priorities and discharge these inseparable responsibilities on
the basis of that assessment.

a. To shareholders
To protect shareholders’ investment, and provide a long-term return competitive with
those of other leading companies in the industry.

b. To customers
To win and maintain customers by developing and providing products and services which
offer value in terms of price, quality, safety and environmental impact, which are
supported by the requisite technological, environmental and commercial expertise.

c. To employees
To respect the human rights of our employees and to provide them with good and safe
working conditions and competitive terms and conditions of employment.

To promote the development and best use of the talents of our employees; to create an
inclusive work environment where every employee has an equal opportunity to develop
his or her skills and talents.

To encourage the involvement of employees in the planning and direction of their work;
to provide them with channels to report concerns.
We recognize that commercial success depends on the full commitment of all employees.

d. To those with whom we do business


To seek mutually beneficial relationships with contractors, suppliers and in joint ventures
and to promote the application of these Shell Pakistan Ltd. General Business Principles or
equivalent principles in such relationships. The ability to promote these principles
effectively will be an important factor in the decision to enter into or remain in such
relationship.

e. To society
To conduct business as responsible corporate members of society, to comply with
applicable laws and regulations, to support fundamental human rights in line with the
legitimate role of business, and to give proper regard to health, safety, security and the
environment.

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Principle 1: Economic

Long-term profitability is essential to achieving our business goals and to our continued
growth. It is a measure both of efficiency and of the value that customers place on Shell
Pakistan Ltd. products and services. It supplies the necessary corporate resources for the
continuing investment that is required to develop and produce future energy supplies to
meet customer needs. Without profits and a strong financial foundation, it would not be
possible to fulfil our responsibilities.

Criteria for investment and divestment decisions include sustainable development


considerations (economic, social and environmental) and an appraisal of the risks of the
investment.

Principle 2: Competition

Shell Pakistan Ltd. supports free enterprise. We seek to compete fairly and ethically and
within the framework of applicable competition laws; we will not prevent others from
competing freely with us.

Principle 3: Business Integrity

Shell Pakistan Ltd. insists on honesty, integrity and fairness in all aspects of our business
and expects the same in our relationships with all those with whom we do business. The
direct or indirect offer, payment, soliciting or acceptance of bribes in any form is
unacceptable. Facilitation payments are also bribes and should not be made. Employees
must avoid conflicts of interest between their private activities and their part in the
conduct of company business.
Employees must also declare to their employing company potential conflicts of interest.
All business transactions on behalf of Shell Pakistan Ltd. must be reflected accurately
and fairly in the accounts of the company in accordance with established procedures and
are subject to audit and disclosure.

Principle 4: Political Activities

a. Of companies
Shell Pakistan Ltd. acts in a socially responsible manner within the laws of the countries
in which we operate in pursuit of our legitimate commercial objectives.

Shell Pakistan Ltd. does not make payments to political parties, organizations or their
representatives. Shell Pakistan Ltd. does not take part in party politics. However, when
dealing with the government, Shell Pakistan Ltd. has the right and the responsibility to
make our position known on any matters which affect us, our employees, our customers,
our shareholders or local communities in a manner which is in accordance with our value
and the Business Principles.

b. Of employees
Where individuals wish to engage in activities in the community, including standing for
election to public office, they will be given the opportunity to do so where this is
appropriate in the light of local
circumstances.

Principle 5: Health, Safety, Security and the Environment

Shell Pakistan Ltd. has a systematic approach to health, safety, security and
environmental management in order to achieve continuous performance improvement.

To this end, Shell Pakistan Ltd. manages these matters as critical business activities, sets
standards and targets for improvement, and measures, appraises and reports performance
externally.

We continually look for ways to reduce the environmental impact of our operations,
products and services.

Principle 6: Local Communities

Shell Pakistan Ltd. aims to be good neighbours by continuously improving the ways in
which we contribute directly or indirectly to the general well-being of the communities
within which we work.

We manage the social impacts of our business activities carefully and work with others to
enhance the benefits to local communities, and to mitigate any negative impacts from our
activities.
In addition, Shell Pakistan Ltd. takes a constructive interest in societal matters, directly or
indirectly related to our business.

Principle 7: Communication and Engagement

Shell Pakistan Ltd. recognizes that regular dialogue and engagement with our
stakeholders is essential. We are committed to reporting of our performance by
providing full relevant information to legitimately interested parties, subject to any
overriding considerations of business confidentiality.

In our interactions with employees, business partners and local communities, we seek to
listen and respond to them honestly and responsibly.

Principle 8: Compliance

We comply with all applicable laws and regulations of the counties in which we operate.

Living by our Principles

Our shared core values of honesty, integrity and respect for people, underpin all the work
we do and are the foundation of our Business Principles.

The Business Principles apply to all transactions, large or small, and drive the behaviour
expected of every employee in Shell Pakistan Ltd. in the conduct of its business at all
times.

We are judged by how we act. Our reputation will be upheld if we act in accordance with
the law and the Business Principles. We encourage our business partners to live by them
or by equivalent principles.

We encourage our employees to demonstrate leadership, accountability and teamwork,


and through these behaviours, to contribute to the overall success of Shell Pakistan Ltd.

It is the responsibility of management to lead by example, to ensure that all employees


are aware of these principles, and behave in accordance with the spirit as well as with the
letter of this statement.

The application of these principles is underpinned by a comprehensive set of assurance


procedures which are designed to make sure that our employees understand the principles
and confirm that they act in accordance with them.

As part of the assurance system, it is also the responsibility of management to provide


employees with safe and confidential channels to raise concerns and report instances of
non-compliance. In turn, it is the responsibility of Shell Pakistan Ltd. employees to
report suspected breaches of the Business Principles to Shell Pakistan Ltd.
The Business Principles have for many years been fundamental to how we conduct our
business and living by them is crucial to our continued success.

Diversity and inclusion

A diverse workforce and an inclusive work environment are vital to our success and are
aligned with our core values of honesty, integrity and respect for people.

The varied skills and experience of people from different cultures, gender and ages
benefits our business, helping us to better understand our customers across the world and
to build stronger relationships at a local level. Our focus on diversity and inclusion also
means customers, employees and partners choose us more often.

• Learn more about diversity and inclusion on our global website - opens in new
window

Rewards & benefits

Our competitive salaries reflect the market conditions of the country where employees
are based and the high level of skill and experience required. We recognise and reward
individual achievement through performance-related pay and bonuses, and the benefits
we offer typically include pension/retirement plans and healthcare coverage.

We provide flexible working practices wherever necessary and possible, and we offer
competitive levels of annual leave entitlements and maternity/paternity leave. We also
accommodate career breaks and sabbaticals if possible and our employees are encouraged
to participate in social responsibility projects, employee interest groups and campus
recruitment.

Career progression

We provide our staff with professional training and development programmes and
support, and we offer leadership programmes. Working in international environments or
abroad allows our staff new insights and knowledge. We encourage creativity and
innovative thinking and we give employees the opportunity to face new challenges to
take on increased responsibility.
Listening to our people

We value communication and consultation with our employees, directly or via staff
councils or recognised trade unions.

We encourage our staff to report their views about our processes and practices safely and
confidentially to managers or Human Resources staff. Our global telephone helpline and
website enable employees to report breaches of our Code of Conduct and the Shell
General Business Principles, confidentially and anonymously.

Mr. Zaiviji Ismail

Mr. Zaiviji Ismail an MBA graduate from Cranfield University, UK, joined Shell
Malaysia in 1990. During his 20 years of service, Mr. Ismail has held various
appointments in the business and has served in a number of countries. In 2001 he was
seconded to Shell Oman as General Manager Retail Business, and in 2004, to Shell
Pakistan as General Manager Retail Business.

Effective September 2006, Mr. Ismail is the Chairman of Shell Companies in Pakistan
and Managing Director Shell Pakistan Ltd. Mr. Ismail serves on the Board of four
publicly listed energy companies, including one in Oman. He is a member of the
Malaysian Alliance of Corporate Directors and also serves on the Board of a number of
entities covering health, education and philanthropy.

Ms. Shahnaz Wazir Ali


Ms. Shahnaz Wazir Ali’s career spans 35 years of experience in policy and practice in
the education sector in government and the private sector. Currently she is the Executive
Director of the Pakistan Centre for Philanthropy (PCP), in Islamabad, Pakistan. She has
recently been elected to UNESCO Executive Board member for a 4 years term (2007 to
2011). She has also been elected to the National Assembly of Pakistan in 2008 Elections
and is a MNA. From 1997-2001, she served as the Senior Education Specialist at the
World Bank in Islamabad.

Her principal assignment was to provide policy, program and technical advice and
assistance to the Federal and the 4 Provincial governments to facilitate the
implementation of the countrywide Education Sector Social Action Program (SAP). The
establishment of the Prime Minister’s Literacy Commission, the National and Provincial
Education Foundations, the National Education Assessment System and priority actions
on EFA are also among her major contributions in the Education Sector.

Her career in and commitment to education can be traced back to 1965, when she
commenced teaching primary school children of deprived communities in Karachi, and
subsequently spent about 20 years in teaching and administrative positions in the private
sector, which included being Principal at the Lahore American School.

Mr. Rafi H. Basheer

Mr. Rafi H. Basheer, is a chartered accountant and a career finance professional. After
completing his accountancy training in London, UK, Rafi worked for two years with
PricewaterhouseCoopers in Dubai as Assistant Manager in Audit before joining Shell
Pakistan in January 2000. In Shell he has done a variety of roles locally and overseas
ranging from Retail Finance Manager Shell Pakistan, Mergers and Acquisitions Finance
for Shell Downstream Asia/Pacific, Global Governance Manager for the Downstream
B2B business, and most recently as Finance Manager East for the Commercial Fuels
business.

Rafi enjoys reading, travelling and playing golf but most of his free time is spent with his
wife and three young children.
Mr. Farrokh K. Captain

Mr. Farrokh K. Captain received both his Bachelors and Master degrees from the
Massachusetts Institute of Technology where he was a member of the class of 1966. He
then worked as a Management Consultant with Arthur D. Little First in the USA in
Cambridge, Massachusetts, and then went on to establish their practice in Pakistan. From
1978-1994 he lead a major US-Pakistan joint venture chemical manufacturing business
in Pakistan. Captain-PQ Chemical Industries ( Private ) Limited. He is also a member of
the Board of the American Business Council.

At the age of 50, Mr. Captain stepped back from active business, turning this over to
professional management. He has spent the years since exclusively in the field of social
work. He is a Trustee of the Layton Rehmatulla Benevolent Trust. A much renowned
chain of 10 Hospitals for curable blindness spread throughout Pakistan, which treats 1
million patients a year Free of Charge and to date have treated 10 million patients. In
2002 he was invited to join President Musharraf,s Human Development initiative in
Pakistan as Chairman of the Pakistan Human Development Fund.

He is also one of the 25 founder members of the Pakistan Human Development Fund
each of whom has contributed $ 100,000 to this initiative.He is also a leader in the still
underdeveloped share-holder activism movement in Pakistan. In this capacity he has
contributed significantly to the enhancement of minority shareholder rights reflected by
both changes in the laws and corporate practice in Pakistan.

He has completed 18 Years service and is presently serving his seventh three year term as
a Director of Shell Pakistan Limited, representing the interests of the minority
shareholders of Shell Pakistan Limited.He has served for 29 years as MIT,s Alumni
representative for Pakistan and is President of the MIT Club of Pakistan.

Mr. Imran R Ibrahim

Mr. Imran R. Ibrahim is a graduate from Government College, Lahore, and pursued
post graduate studies at the Institute of Business Administration in Karachi. He is an
entrepreneur with over 30 years of experience in diverse areas of business.
Mr. Nick Chong

Mr. Nick Chong Is a Singaporean national. He completed his education from Monash,
Melbourne in Australia with an Engineering degree and subsequently obtained an MBA
through a distant learning programme while working for Shell. Nick has served two and
half years in the Army during his National service in Singapore and spent two years in
Singapore’s Public Utility Board before joining Shell’s Pulau Bukom Refinery as an
Engineer in 1984.

Since then, he has taken up various Refinery roles in maintenance, major projects,
technical advisory and change management. He has served two years as HR GM
Singapore before moving on to a regional Engineering role and as General Manager
Distribution for Middle East/Asia, a role in which he is responsible for Distribution
activities in Pakistan, Oman, UAE, Malaysia, Singapore, Hong Kong, Thailand, Laos,
Philippines and the North Pacific Islands.

To stay fit, Nick enjoys going for jogs in the hills near his home but time constraints are
always a perfect excuse for not meeting his commitment to keep fit. In his spare time he
also enjoys reading Chinese history.

Mr. Zaffar A. Khan

Mr. Zaffar A. Khan graduated as a mechanical engineer in 1967 from Peshawar


University and soon thereafter joined Esso /Exxon Chemical which following an
employee led buyout became Engro Chemical in Pakistan. He retired from the Company
in 2004 after serving for 35 years the last 6 were as President & CEO. During the early
years of his career he served Exxon Chemical for 10 years in Hong Kong, Singapore and
USA in the petrochemical business. His career with Exxon/Engro spanned all major
corporate functions i.e. Marketing, Manufacturing, Finance & Corporate Services.

He has done an Advanced Management Program from the University of Hawaii and has
attended short courses at INSEAD and the Harvard Business School. Mr Zaffar Khan has
served on a number of diverse boards both in the private and public sector. He has also
chaired several of these boards. These aside from the various Engro boards include
United Bank, Sui Southern Gas, Ufone, Pakistan Telecommunications Co (PTCL),
Pakistan Steel, Karachi Stock Exchange, Pakistan International Airlines (PIA), Civil
Aviation Authority & the Aga Khan Education Board.

He is currently serving on the Boards of State Bank of Pakistan, Unilever Pakistan,


Acumen Fund Pakistan and the Pakistan Centre for Philanthropy. He has also served as
President of the Overseas Chamber of Commerce and Industry and on several
Committees of the Government of Pakistan notably the Economic Advisory Board, Pay
& Pension Committee, and the Committee that recommended the National Environment
Quality Standards. The President of Pakistan conferred the Sitara e Imtiaz (a civil award)
on Mr. Khan.

Mr. Michael Noll

Michael Noll: VP Finance Business-2-Business In 1987, Michael started his career in


Germany as deputy controller of a Shell Chemicals unit (agrochemicals). After that, he
held various jobs in EP, OP and Chemicals, serving in the Netherlands, UK, Singapore
and Germany.

He has been involved in 2 rounds of Globalisation (Chemicals 1998 – 2000 and


Downstream 2005 onwards) and was leading the Finance, IT and C&P organisation in
Germany during the acquisition of the DEA business and the subsequent integration of
the new business into Shell. His preferred hobby still is to spend as much time as
possible with the family. He and his family love the mountains so skiing in winter and
experiencing the beauty of the alps in summer are real family highlights.

Mr. Badruddin F. Vellani

Mr. Badaruddin F. Vellani is an Honours graduate in Chemical Engineering from the


Loughborough University of Technology and is also a Barrister at Law from the Middle
Temple (London). Mr. Vellani was called to the Bar in July 1982 and commenced legal
practice at Karachi immediately thereafter. Mr. Vellani is enrolled as an Advocate of the
Supreme Court of Pakistan and is entitled to appear before all courts and tribunals in
Pakistan.

Mr. Vellani is a partner in the law firm of Vellani & Vellani. In addition to his legal
practice, Mr. Vellani has been a member of the board of directors in several companies
having foreign investment. He is presently a member of the board of directors of
Unilever Pakistan Foods Limited, Parke Davis & Co., Limited, Novartis Pharma
(Pakistan) Limited and Esso Pakistan (Private) Limited. He is also an Alternate Director
on the Board of Roche Pakistan Limited and of Singer Pakistan Limited (where he is also
Chairman of its Audit Committee).

Mr. Vellani is the Chairman of the National Committee of the Aga Khan Foundation,
Pakistan and the Chairman of the National Committee of the Aga Khan University
Foundation Pakistan, and is a member of the Board of Directors of the Pakistan Centre
for Philanthropy.

Mr. Vellani is also a Council Member and one of the Governors of Hisaar Foundation (a
not for profit foundation for water, food and livelihood security). He is also a member of
the National Committee in Pakistan of the International Chamber of Commerce (ICC)
and on the ICC Task Forces on IT & E-Commerce and on Enforcement of IP Rights and
on Arbitration. Mr. Vellani was also a member of the Task Force on Tax Administration
in Pakistan headed by Syed Shahid Husain, which was set-up in 2000 to reform the
administration of the Central Board of Revenue.

Mr. Omar Sheikh

Omar has been with Shell since 1995 and has worked in Retail, commercial Lubricants
and Downstream Strategy and Portfolio in several assignments. For last nine years Omar
has been with Shell International Limited in London during which time he worked with
senior Downstream Leadership on developing business strategy and implementing
portfolio transactions.

Omar has an MBA from INSEAD, France and MBA from IBA Karachi. Omar is
returning to Shell Pakistan after several years away and his last role in Pakistan was
Lubricants Indirect Sales Maanager. He is married to Ammara and they have two
daughters. Outside of work, Omar’s main interest are travelling, cricket and books,

Mr. Gary Fisher

Gary Fisher joined Shell in 1985 as a Retail Territory Manager after completing
Bachelor Degree from the University of Western Australia. Gary has a wealth of
experience in all areas of Retail including overseas assignments in New Zealand,
Pakistan and Thailand. For the past 7 years Gary has been in the East Retail Leadership
Team having roles in Marketing and Operational Excellence. As the Retail Streamline
Accountable Executive (SAE) for Retail in East, he helped in the very successful
implementation of the GSAP program in Malaysia, Hong Kong and Singapore