Drive and promote M&T agenda in AGTR with focus on Agility and Mindset ﴾like organization of M&T Showcases, Scrum trainings organization, networking, point of contact for agility﴿ Support organization in executing and implementing M&T projects and activities Guide 1-2 teams as a SCRUM coach, support those during start-up Support few teams as a Scrum Master Shared experiences with NS and Sunbury

Performance Analyst in M&T team - BP Exploration ﴾ Drive and promoted M&T agenda in AGTR with focus on Agility and Mindset ﴾like M&T Showcase organization, Scrum trainings organization, networking, point of contact for agility﴿ Supported organization in executing and implementing M&T projects and activities ﴾Wave point of contact, measuring value of projects, I was the first Scrum Master in BP for MSI project﴿ Developed CAMship concept ﴾incl. cadence, Roles and Responsibilities, learning roadmap, RLT interactions﴿ M&T Communication plan

Support AGTR to deliver cash cost reductions Lead the change process in the organization to embed a sustainable culture of cost performance and to make a sustainable step change in the cost base for the AGTR business Fully updated E&CP Communication Plan using networking with RP Office, C&EA and HR Prepared TOR for RLT Engagement Sessions, organized first sessions Support achievement of right balance of cost, production, and safety performance to deliver total business performance Supported finalizing the Cost Performance Framework and the latest Roadmap, which is essential for embedding a systematic and sustainable cost performance culture in AGT Worked with Finance and Performance Teams, supported excellent result on drafting the cost meeting cadence and cost categorization Development systems and tools that deliver sustainable cost performance for the long term, including activities that result in a culture of cost performance Developed new Cost Busters process as a part of CI program, which is helping transition the organizational cost performance culture Developed Activity Based Costing Template for Offshore Ops Promoted Cost Drivers concept to technical people, prepared educational materials Played an important role on the A&R Workshop prep team, which helped deliver a successful workshop ﴾130 AGTR leaders﴿ intending to transition the culture within AGT

Support Base Operations: * 7 Installations ﴾Central Azeri, East Azeri, West Azeri, Chirag, Deep Water Gunashli, West Chirag,Shah Deniz﴿ ; * $180m spend ; * 6 BROs ﴾Budget Responsible Officer﴿ on VP-1 level, 20 BROs on VP-2 level Support GOO Performance Management Team, HSSE Team, Activity Planning Financial Support: * Budgeting and Forecasting * Variance Analysis * Expertise on cost treatment External Reporting: * Inputs to AWPB ﴾Annual Work Program and Budget﴿ for ACG and SD PSAs﴿ ; * Presentation to Partners ; * Regular updates and Ad-hoc partners requests ; * Regular Milestones and Metrics update for partners Non-Financial Support: * Facilitation of QPRs by Area with VP * AOP/RDP/FDP ﴾Area Operating Plan/Regional Delivery Plan/Functional Delivery Plan﴿ set-up and regular updates process lead * Offshore Ops Performance One-pagers * Ops Weekly reports * Briefs for VP Townhalls ; * Brief for monthly VP Ops One-to-One meetings with GOO VP Offshore Ops ; * Consolidation of Process Safety and Integrity Management KPIs for monthly PSIM meetings ; * Functional Business Planning meeting updates ;

Part of BPE ﴾Business Plan Element﴿ structure set-up team in Offshore Ops Support Base Operations, VP Ops and Activity Planning * 6 installations * $146m spend Financial Support: * GFO Gross inputs on cost, Risks and Opportunities ; * Long-Term plan for area of responsibility * Monthly Cost performance reviews with BROs * BRO trainings for Operations ; * ORPC process relevant inputs ﴾Options Ranking and Prioritisation﴿ ; * FMs, CONs ﴾Financial Memorandums, Close Out Notes for FMs﴿ ; * Inputs for OPRs/ QPRs External reporting * Cost inputs into AWPB, presentations at AWPB sessions * Meetings with partners to provide deeper inside of cost assumptions Internal control * Accruals Assurance ; * DoFA list maintaining for Offshore Ops ﴾Delegation of Financial Authority﴿ ; * Non-Financial Support ; * PC/AOP ﴾Performance Contracts/Area Operating Plans﴿ process support ; * Non-Financial MI in GFO submission ;

Support 2 DMs ﴾Area Delivery Managers﴿ - CA DM and WA/EA DM, and Area TLs * 3 installations * ~$160m spend ; * Area operations, Production, Engineering, Maintenance, Subsea, Logistics, BMT, Labour and Overheads Financial support * Performance Management ; * Gross GFO/LTP financial and non-financial Inputs ﴾CPX/OPX, Production skins, Production One- pagers, Risks and Opportunities, Capital Commitments﴿ * BRO training pack development * OPRs/QPRs inputs ; * Support tagged Delivery Managers in their efforts to deliver CIP ﴾continuous improvement plan﴿ in 2009 - 2010. • Brainstorming sessions with Delivery Managers to identify cost reduction initiatives and work out plan to deliver those • CA Recovery Project Audit ~$180m Internal Control • Assurance of Accruals • FAL maintaining for Offshore Ops ﴾Financial Authority Listing﴿

Supervisory Role, 5 subordinates Support to Azeri Asset Management - Reservoir and Wells ﴾R&W﴿, Drilling and Completions ﴾D&C﴿ and Offshore Operations Financial Support: * Cost Inputs into Gross GFO and LTP ; * Drilling PIs: Days per completion, the Number of wells drilled, Days per Distance drilled etc. ; * Production PIs: Production, Operating losses and Efficiency numbers, New wells production etc. ; * Production One-Pagers and Oil Reserves Data * Risks and Opportunities * Monthly consolidated Azeri Asset Report Internal Controls Assurance of Accruals FAL maintaining for Offshore Ops ﴾Financial Authority Listing﴿ Non-Financial Support Headcount Plan People Data Management System ﴾PDMS﴿ consistency with Organisational Charts

Group Companies Financial statements ﴾Quarterly, monthly and annual reporting﴿ submission to head office Performance Management thru analysis of Financial KPIs * EBITDA * Operation Profit Margin * Gearing * Net Financial Debt etc. Production Performance information Consolidation of BS, IS and Cash Flow on monthly basis Reconciliation between local and international reporting Budgeting, Forecasting and Long-Term Plan Maintaining Fixed Assets Register HARPist for Garadagh Sement ﴾person responsible for sustaining Holcim Accounting and Reporting Principles in the company﴿

Holcim Group Companies Supervisory role, 4 subordinates Budgeting and Forecasting Assisting to Chief Accountant in Statutory reporting Maintaining Inventory accounting system Established process of quarterly inventory counts in order to: * align physical inventory balances with balances in the books ; * improve control over inventories to avoid uncontrollable use or even thefts ; * improve effectiveness of inventory use and order processing ﴾taking into account lead time, etc. Cost per ton of product analysis Accruals for Production Raw Materials SAP implementation-part of the Project team

Companies Sales reporting Sales short-term forecasts Invoices preparation Reconciliation of stock to system balance Tracking of Receivables in 1C and Sage Accounting Systems

Letter of Credit payments Loan Interest calculation Short-term Cash forecast Reconciliation of balances in AZN, USD Bank accounts Local and International payment orders

Raising contracts with Local and International Suppliers. Got understanding of: * Terms and Conditions * Delivery types ; * Customs clearance process, stages, customs clearance cost build-up Invoices verification Professional Accreditations: