Gerard Yap

“OOMCO” is a Muscat Stock Exchange publicly listed share-company that remains 40% owned by OQ, the National Oil Company of the Sultanate of Oman.
OOMCO is the leading company in Oman that serves the end-to-end downstream energy needs of the local Oman downstream oil market. OOMCO is the midst of increasing and diversifying its core energy portfolio offerings (e.g. fuel service stations, commercial-industry fuels, aviation, marine and lubricants) by enabling non-hydrocarbon “future mobility energy” needs of local consumers such as electric vehicles (EV).

•OOMCO is the fifth (5th) company to benefit from a proven tried-and-true IA concepts and methodologies
•Introduced and executed practical IA working principles, templates and reporting
•Deep transformation of IA Department start-to-finish operations
•Applied self-authored proprietary IA risk assessment technique to generate multi-year IA Plans
•Directs and reviews IA test program development
•Detailed quality review of IA project deliverables, output and reports
•Organizes, facilitates and leads Board Audit Committee meetings
•Develops and delivers holistic IA updates to Board Audit Committee
•Diligently drafts Board Audit Committee minutes while serving as Committee Secretary
•Developed and facilitates foundational Enterprise Risk Management (ERM) methodology, policies, and procedures while safeguarding IA independence and objectivity
•Conducts fraud investigations
•Developed Fraud Risk Management (FRM) policy and pioneered Pre-FRM and Post-FRM concepts
•Non-voting member of Anti-Fraud Management Committee
•Coach, mentor and train national-local IA team members

“QatarEnergy” (formerly “Qatar Petroleum (QP)”) is the integrated upstream to downstream national oil company of the State of Qatar. QatarEnergy and its network of subsidiaries and affiliates account for up to 60% of the country’s GDP and essentially fuel the economic engine and growth of the country. QatarEnergy owns approximately 74% of publicly listed Mesaieed Petrochemical Holding Co. (MPHC) which, in turn, owns 49% each of Q-Chem and Q-Chem II, and with Q-Chem II itself owning 53.3% of Ras Laffan Olefins Co. Ltd. (RLOC).

“Q-Chem & Q-Chem II” are both companies and at the same time world-class integrated petrochemical plants. They utilize the state-of-the-art technology of Chevron Phillips Chemical which also has 49% stake in both companies/plants. The two (2) plants, have a combined total-rated capacity of 1.195 Million metric tons per annum producing Polyethylene, 1-Hexene, Normal Alpha Olefins which are used to produce various everyday-life products.

“RLOC” is a joint venture company of Q-Chem II and Qatofin Company Ltd, which is partly owned by Europe-based international oil company, TotalEnergies. RLOC is a cracker facility that is rated to produce 1.3 Million MTPA of ethylene, which is piped into the production facilities of its two (2) main shareholders.

• Gerard was a QatarEnergy employee whose certified IA methodology led to his secondment to Q-Chem to lead and transform its struggling IA function
• His scope covered the companies of Q-Chem, Q-Chem II and RLOC - collectively, “Q-Chem Group”
• Implemented profound structural changes in Q-Chem Group IA Department and function
• Within the first three (3) months of taking the helm, Audit Committee members provided written testimonials of the remarkable transformation of the department and how the committee is run
• Introduced tried and true leading Institute of Internal Auditor/IIA-based IA procedures and manuals
• Established a coordinated approach towards Integrated Assurance Mapping to help reduce duplication of various assurance activities and efforts by various shareholders and stakeholders
• Based on a structured IA risk assessment methodology, developed five (5) year rolling IA plan for around seventy (~70) auditable areas of the Q-Chem Group
• Achieved “Generally Conforms” rating for External Quality Assessment (EQA) conduct
• Responsible for periodic reporting to essentially three (3) Audit Committees of the Q-Chem Group
• First line of contact for any whistleblowing and subsequent investigation
• Q-Chem Group and IA portfolio is set to almost double in 2026 when a 4th new company and the biggest (US$ $Billion 2.1 Million MTPA) Petrochemicals plant in Middle East is completed and comes onstream

“Muntajat” is a company that is 100% owned by the State of Qatar. It is mandated to be the sole local and global marketer, seller and distributor of the State’s regulated chemical, polymer and fertilizer products. In 2019, Steel, an unregulated product, has been added to Muntajat’s product portfolio. Sales of the company is around $6-7 Billion annually with ~20 global offices that enable product representation in over 120 countries.

• Provided strategic direction and leadership for the Internal Audit Department (IAD) of Muntajat
o Responsible for establishing the Internal Audit (IA) Department from ‘ground zero’
o Developed leading practice IA Policies & Procedures based on internationally recognized standards
• Successful EXTERNAL QUALITY ASSESSMENT (EQA) Exercise
o 1st EQA on Muntajat IAD conducted in Oct-2016 - after only three (3) years since inception of IAD
- 96% GENERAL CONFORMANCE to the IIA Standards (EQA lead auditor, Alfredo Dautzenberg, commented as “Courageous and Well-Deserved”)
o 2nd EQA on Muntajat IAD conducted in Jun-2020 - within five (5) yearly IIA Standard requirement
- 100% GENERAL CONFORMANCE (EQA lead auditor, Donald Espersen)
o Both EQAs were performed by IIA Quality Services, LLC (email: Quality@theiia.org)
• Pioneered leading-edge IA Risk Assessment approach, methodology and quantification (~5, 600 risk scores) that controlled subjectivity and enhanced objectivity in prioritizing IA Projects
• ~747 Areas for Improvement identified over a period of six (6) years (~124 per year)
• ~607 Control Design issues/improvements identified
• ~2, 428 Agreed Recommendations (~400 per year) that are practical, cost-beneficial & technology-leveraged
• Ensured 100% Closure of Agreed recommendations to fully realize Internal Audit Value-Add
• Recouped US$ 1.5-2.0 Million annual budget through quantifiable Audit Findings
• Managed the Whistleblowing Hotline and subsequent investigations that arise
• Developed and provided Board and Audit Committee periodic reporting and advice regarding the company’s compliance, state of controls and status of IA program results

Ernst & Young (EY) is a Big 4 auditing-consulting firm that, among other services, provides Advisory Services which encompass risk management, internal audit, performance improvement, compliance, IT risk & assurance.

• Managed the delivery of IA engagements that provided independent and objective assurance and best practice consulting for the benefit of organizations
• Executed engagements within budgets and above-average client satisfaction ratings
• Oil & Gas IA/Risk clients had included:
o Royal Dutch Shell (RDS), Maersk Oil Qatar, Qatar International Petroleum Marketing Co. Ltd
(Tasweeq), Qatar Vinyl Company, Gulf Drilling International, Tasweeq; Producing Entities such as:
Qatar Petroleum, Qatar Gas, RasGas, Qatar Chemical Company, Qatar Petrochemical Company,
ExxonMobil, Dolphin Energy
o Developed ~1, 000 test line audit program for Royal Dutch Shell Non-Operated Joint Ventures
• Other diversified Non-Oil & Gas high profile clients had included:
o State-Owned Enterprises: Qatar Airways, Qatar Foundation, Qatar University, Kahramaa (power and water utilities company), Ashgal (Public Works Authority)
o Holding Companies: Industries Qatar, GSSG Holdings
o Banks / Insurance: Masraf Al Rayyan, International Bank of Qatar (IBQ), Commercial Bank of Qatar (CBQ), Al-Ahli Bank (Qatar), Qatar Development Bank (QDB) Doha Insurance
o Real Estate: Alaqaria (formerly Qatar Real Estate & Investment Co.), Mazaya, Tanween
o Others: Grand Hyatt Hotel, Qatar Cinema & Film
• IA engagement scopes had included:
o Order-to-Cash (O2C): Sales Contracts, Marketing, Pricing, Operations, Channel Management, Supply Chain (incl. Distribution, Chartering (Shipping), Logistics (Land Transport), Credit & Accounts Receivable Management, Cash Management
o Purchase-to-Pay (P2P): Contracts Compliance Management, Procurement, Accounts Payable, Disbursements, Payroll, Petty Cash, “One-stage” collusion scenario for Vendor payments
o Special Fields: Financial Reporting, Corporate Governance, New Market Entries, Projects, Health-Safety-Environment (HSE), Claims & Contingencies, Pension Fund, Maintenance, Shared Service Centre, IT Governance, Corporate Planning, Human Resources, UN Climate Change COP 18
• Qatar Foundation Finance: Manual, Risk & Controls, Process Flowcharts, Control Self-Assessment
• Effectively authored and published a cross-industry Qatar Risk Management Survey in collaboration with Qatar Foundation; analyzed the survey results to deliver key insights into Qatar companies’ risk management practices and challenges - Report published in 2012

PSPC is a Royal Dutch Shell integrated downstream oil company with a refinery that processes ~110, 000 bbl/day of crude oil that is sold and marketed to the Philippine domestic market as automotive fuel (petrol, diesel) liquefied petroleum gas (LPG), kerosene, Jet A-1, specialty solvents, and bunker fuel oil. The company also controls 900+ retail petrol stations, operates a lube oil blending plant and more than 20 fuel depots/installations.

• 98.2% favourable SOX attestation for controls compliance
• Effectively co-managed external and internal auditors for SOX and general business controls assurance
• Implemented Shell’s revitalized and relaunched global Risk Management Policy (RMP)
o Custodian of Shell Group of Companies risk register (~300 risks) that is updated quarterly
o Developed methodology to filter, aggregate and qualify Top 25 key corporate risks
o Reporting to Senior Leadership and Board Audit Committee
o Automation of Shell Philippines’ global risk matrix tool
• Developed/implemented local strategy & workshops to roll-out Shell Finance Control Manual and RMP
• Led Business Control Incident (BCI) & Fraud investigations: root cause analyses, remediation & reporting
• Member of Shell International global GRA Network

• Successfully led/participated in the delivery of various local, regional and global audits that covered both Shell Upstream (Exploration) and Downstream (Manufacturing, Distribution and Sales) spanning a variety of businesses (e.g. Aviation, Marine, Lubes, LPG, Retail, EP Contract Compliance and Management) and corporate functions (e.g. Pension funds, Shared Service Centres, Credit Management)
• Audit findings and recommendations had led global businesses to rethink effectiveness and efficiency of governance and control processes and streamlining of reporting protocols.
• Secretary to Shell Downstream Philippines Board Audit Committee - provided quarterly audit and risk updates
• Member of Staff Disciplinary Board

• Cross-posted to London, UK, as part of the Shell Management Exchange Development Program
• Accountable for the maintenance, development and user application of Shell Europe’s Opexbay program
• Cost-effectively developed and rolled-out FORSCHE (Faster-Opex Reconciliation Schedule) to 30 European countries which drove Opexbay data accuracy and reliability to 99% across Europe - highest globally
• Delivered cost management information (MI) reports to key regional business and finance stakeholders
• Acquired proficiency in MI data warehouse and systems such as: Cognos Powerplay, MS Access

• Enabled evolution of Shell Retail Franchisees into Company-Owned Company-Operated (COCO) model
• Increased Shell’s knowledge of the Retail business and developed best practice tools and techniques based on in-depth hands-on operational involvement
• RAP Finance functions: 1.) sales forecasts; 2.) cost budgets; 3.) profit and loss planning; 4.) cash flow management; 5.) statutory compliance; 6.) capital funding proposals for COCO outlets; 7.) negotiation of value-added services with financial institutions; 8.) management information reporting with “what-if” sensitivity analyses; 9.) support decisions on project proposals; 10.) COCO site finance audits
• Together with RAP operations manager, achieved annual station openings/takeovers target

• Designed first Shell retail site business-finance planning model (named “Accuracy”) using MS Visual Basic
• “Accuracy” was used: 1.) as a site profitability analysis tool; 2.) to establish retail outlet income and cost benchmarks; and 3.) to deliver more than P100Mn (US$2 Mln) incremental income after Year 1 implementation
• “Accuracy” evolved to become a performance evaluation tool for intelligent business discussions with franchisees
• Developed and documented systems, procedures and controls for co-managed sites

• ~9.5 Mln liters per month of petroleum product sales with an annual value of ~US$70 Mln
• Managed 23 medium to large scale Shell retail petrol franchisees
• Increased market share to 45% versus 35% of Caltex and 19% by Petron
• 1999 Shell Crystal Marketing Awards winner for achieving overall business results and targets
• At zero (0) cost to Shell, implemented a successful local promotions initiative which had a 5-way WIN effect for the Customer, Forecourt Staff, Shell Franchisee, the 3rd party promo partner, and of course, Shell

• Retail Finance Initiatives: 1.) derived financial and qualitative learnings, 2.) consolidated and interpreted data, 3.) supervised Shell IT secondees in MS Excel programming for reports generation
• Presented New Retailer Agreement using “Robin Hood” analogy during successful BFI 8.3 Shell Retail
• Medium-term Plan delivery to shareholder representatives
• BFI 8.4 series saw Shell shareholders and stakeholders providing full support and resource commitments to PSPC’s medium-term business plans

• ~5.7million liters per month of petroleum product sales with an annual value of ~US$50 Mln
• Increased from 23 to 30 medium-scale Shell retail petrol franchisees during his tenure
• Increased average monthly sales volume turnover by 26% from 4.5Mn (1995) liters to 5.7Mn (1998)
• Increased market share from 35.7% (1995) to 38% (1998)
• Negotiated long-term lease rates for two of the Visayan archipelago’s biggest company-owned stations
• Successfully converted a soon-to-open competitor station into a Shell branded outlet

• Performed quarterly confirmation of sundry intercompany accounts with global Shell Group companies (mainly in London, the Hague, and ASEAN countries)
• Timely analyses and reporting of local intercompany sundry for eight (8) local Shell subsidiaries and affiliates

• Receipt, recording, transmission, validation and timely payment processing of contractor and supplier invoices
• Evaluated and reviewed propriety of staff expense reimbursements claims prior to payment
• Monthly analysis and confirmation of unliquidated staff cash and plane fare advances