Mazhar Siddiqui

Roles & Responsibilities

Overall Business Functions
Company Operations
Programs and Projects
Operations & Maintenance
Construction & Installation Management
Plans & Programs

Integrated Management System
Systems and Processes
Quality Management System
Quality Assurance/Quality Control
Performance Management, KPIs, SLAs
Continual Improvement, NCRs
Corrective/Preventive Actions
Audits & Inspections
Complaints, Suggestions, Customer Satisfaction
Field Work Improvement

Health & Safety Management System
Health & Safety Management
Environmental Management System
Environmental Management
Energy Management System
Sustainability & LEED

Resource Optimization
Budgets, Strategies
Business Goals and Policies
Organizational training
Effectiveness and Efficiency
Client Relationships
Stakeholder Relationships
Sub Contractor Management

Company: SNC Lavalin
Location: King Abdullah Petroleum Studies and Research Center (KAPSARC) FM Project
Position: QHSE Manager
Level, Scope: Project Level, Operations & Maintenance

Departments
• Performance Management
• IMS/QMS/HSEMS
• QAQC
• HSE
• Document Control

Roles & Responsibilities:

1. Performance Management
• Managing a set of 31 KPIs. Brought down ‘Per Month Average KPI Failures’ from 2.5 to the current 0.1.
• Working with the team to identify performance issues through trend analysis, correcting deviations and taking preventive actions to prevent failures. Was able to maintain several consecutive months without a KPI failure.
• Establishing and managing performance of sub-contractors through KPIs.

2. Complaints, Suggestions & NCR Management
• Managing the resolution of Complaints, Suggestions and NCRs. Brought down the resolution time to the agreed upon minimum level and streamlined processes for smooth running of the system.
• Working with the team to investigate, analyze and identify the root cause of deviations and come up with workable resolutions to avoid recurrence.
• Streamlining and continually improving the processes and procedures for resolution of NCs,

3. Complaints and Suggestions.
• Categorizing and analyzing trends to identify areas that are weak and applying proactive resolutions.

4. Inspections and Audits Management
• Running a monthly Audits and Inspections program. Transited from manual inspections to an automated system using iAuditor inspections application.
• Working with the team to get Inspection and Audit findings resolved to full satisfaction of the client.
• Streamlining Inspection and Audit procedures and working on data to identify trends and prevent issues in future.

5. Quality and HSE Management System
• Established the ‘System-Training-Implementation-Supervision’ model of improvement.
• Reviewing client SOPs with a view to streamlining and updating information to reflect current needs and scenario.
• Developing policies and processes to organize and define existing operations using the input-process-output approach. Using MS Visio flowcharts for visual identification of steps and display.
• Maintaining a document control system to facilitate review, update, issuance and development of policies, procedures and templates.

6. Training Management
• Running the training program. Implemented an ‘Annual Training Calendar’ based on identification of needs. Volunteers were identified within the team to provide training. Implemented a ‘New Arrivals Inhouse Training Program’.
• Started a new method of imparting training through games, activities and role plays. This ensured enhanced learning and better employee engagement.

7. HSE Management
• Implementing the HSE Management System for the project in line with Global HSE Blue Book and client requirements.
• Ensuring that incidents are reported on time and appropriate investigation is done to identify the root cause and corrective actions are taken to address them.
• Ensuring that the ‘Behavior Interaction’ and ‘Imminent Danger’ programs are carried out to meet monthly targets and appropriate actions taken on identified issues.
• Ensuring that all operations are carried out in a safe manner and all project staff including subcontractors are aware of the system requirements namely work permit, job hazard analysis, PPEs, inspection of tools and equipment, third party inspections, sub-contractor onboarding etc.

8. Records Control
• Establishing the Shared Folder system for soft copy filing of documents and records.
• Establishing and managing the filing and control of incoming, outgoing and system documents.

9. Managing up (Client) and Managing down (Subcontractor)
• Having regular coordination with the client to discuss and resolve issues of mutual interest.
• Establishing and managing performance of sub-contractors through KPIs

Level, Scope:
Reporting to Group HSEQ Manager, Country Manager, Corporate and Project responsibilities.

Locations / Projects covered
1. Qatar Country Office
2.Qatar Foundation Health and Wellness Facilities Stadium Project (Civil as part of J&P - CONSPEL - J&P AVAX Joint Venture & MEP as CONSPEL Qatar)
3. Doha Oasis Mixed Use Development (MEP)
4. Msheireb Downtown Doha Phase 3 (MEP)
5. NAUFAR Hospital - Treatment and Rehabilitation Centre (MEP)
6. West Corridor P10 - Package 1 (MEP)
7. New Orbital Road (MEP)
8. Doha Intercontinental Hotel (MEP)

MAJOR ROLES AND RESPONSIBILITIES - CORPORATE

Integrated Management System
• Designed, developed and implemented the Integrated Management System (Quality, Health & Safety and Environment) based on requirements of ISO 9001:2015, OHSAS 18001:2007 and ISO 14001:2015 at Country level across all departments and projects at CONSPEL Qatar.
Document Management System
• Helped to implement Company Document Control System through the use of Open KM.
Training
• Trained all employees including high level Senior Managers in Company Policies and Procedures, Integrated Management System and requirements.
Project and QAQC Support
• Closely worked with the Project Directors in order to maintain and continually improve the quality of project delivery through effective closing of NCRs, tracking of KPIs, proper Corrective and Preventive actions, proper method statements and inspection-test plans, implementation of Project Quality Plans, overseeing the smooth running and performance of inspections and tests, calibration activities, preparation of as built packages, supplier and sub-contractor quality programs etc.
• Propagated and implemented a three-tier QAQC model that progressively eliminated NCs and promoted quality of installations and delivery. The model comprised of
a. Education b. Observation & c. Inspection.
Team Management
• The QAQC Managers of the Projects functionally reported to me. The HSE Managers reported to me for issues related to Health, Safety and Environment Management Systems.
System Audits
• Conducted Audits for effective implementation and performance of the Integrated Management System.
Reporting
• Invited reports and presentations from the Projects and support functions, reviewed and consolidated them for submission to the Country Manager, Corporate HSEQ Head and the CEO.
Meetings
• Chaired monthly Country QAQC meetings that served as a high level communication tool where all QAQC and IMS staff gathered together to showcase and discuss the quality and IMS performance of their projects, identify gaps / shortcomings and arrive at possible solutions, showcase best practices and pass them on to other projects, convey concerns for the attention of Country Manager and the CEO, obtain feedback and guidance from top management in order to achieve the strategic objectives of the company.
QHSE Newsletter
• Compiled a monthly QHSE newsletter for the Corporate that was forwarded to the Head Office for publishing.
Tender Documents & Assistance to Group Head Office
• Assisted the Corporate office in preparing tender documents, helped projects throughout the group with their mobilization and startup.
• Assisted top management with miscellaneous activities assigned form time to time.
Site Visits
• Routinely conducted site and project office visits to assess their quality and IMS performance first hand and resolve any issues with the Project Director / Manager

MAJOR ROLES AND RESPONSIBILITIES - PROJECT

Quality Systems Development and Implementation
Team Management
Supervision of Inspections & Tests
Progress Reporting
Subcontractor Management
QAQC Issues Management
Coordination
QAQC Reporting
Records Management
Training

Level, Scope:

Program Level, Infrastructure & Utilities

Departments / Services covered:

1. Program Management Office
2. Construction Management Office
3. Main Contractors & Sub contractors
4. Document Control, Planning & Project Control, Design & Engineering, QAQC, Construction
5. Infrastructure and Utility services viz. Roads, Storm Water, Sewerage, Irrigation, Firefighting and Potable Water, Medium Voltage, Street Lighting, Telecom Networks and Pumping Stations

MAJOR ROLES AND RESPONSIBILITIES

1. Was seconded to the Program Manager and provided him full assistance in daily coordination and management.
2. Full responsibility for all Quality related activities of the Construction Contractor and the Construction Management Consultant. The program included design, procurement, construction/installation, testing and commissioning of all infrastructure and utility services for Al Kharj Industrial City.
3. Supervised complete management reporting for the program. The reports comprised of weekly dashboards & monthly reports that highlighted items
related to progress, quality, health & safety, program risks and day to day issues.
4. Undertook complete review and redevelopment of the Project Execution Plan based on client requirements and PMBOK. The Project Execution Plan consisted of Project Quality Plan, Document Management Plan, Time Management Plan, Risk Management Plan, Cost Management Plan and Communication Management Plan;
5. Supervised the development of Method Statements and Risk Assessments, Inspection and Test Plans and other QAQC documents.
6. Managed the preparation and tracking of Material Submittals, NCR’s, Inspection and Test results, Material Received Inspections, Shop Drawing
Submittals, Requests for Information, Change Order Requests, Interim Payment Requests and reviewed them for fulfillment of specification requirements;
7. Identified problem areas through audits and advised for permanent rectification through root cause analysis and corrective action approach. Compliance to contract, specifications and standards were checked.
8. Managed and resolved day to day quality issues in coordination with the concerned Managers and Engineers,
9. Undertook review of design drawings with the assistance of concerned staff and coordinated with the designer for rectifications,
10. Prepared and reviewed BOQ’s, Health & Safety Plans, Project and Program Dashboards, Presentations and Reports;
11. Provided QAQC trainings to Program Management and Consultant staff as required.
12. Providing guidance on main contract documents, Designer, MOT, NWC, SEC specifications and standards like ASTM, AASHTO, BS etc.
13. Conducted Management Reviews and Chaired Quality Meetings.

Quality Process Manager - Corporate, Project

Location 1:

Saudi Oger Corporate Office, Riyadh

Division, Department:

HSEQ, PSAQ (Policies, Procedures, Processes, System Audits, Quality)

Level, Scope:

Corporate Level, Company Wide-All Divisions and Departments

Divisions / Departments / Projects covered:

1. Construction Division, Facilities Management Division, Design & EngineeringDivision, Oger Metal
Works, Oger Interiors, Riyadh Production Centers, Oger
Landscaping, Medical Services, Transportation & Administration Departments, Camps, Catering and Housing, Human Resource Management Division,
Regional Offices etc.
2. Mega Projects and all other projects.

Key Responsibility Areas - Corporate:

1. Quality Management System as per requirements of ISO 9001:2008, QA/QC, Business Process Management, Business Process Re-engineering, Six Sigma, Tools & Systems Training, Quality Objectives, Key Performance Indicators, Performance Reports and Analysis, Executive Reports, Management Review
Meetings, Continual Improvement, Corrective & Preventive Actions, Root Cause Analyses, Company Wide QMS Reps,
2. Occupational Health & Safety Management System (OHSAS 18001: 2007),
3. Environmental Management System (ISO 14001:2004)
4. Integrated Management System
5. Development, implementation and continual improvement of the above
systems and certification against them.

Location 2:

King Abdullah University of Science & Technology, Thuwal, Jeddah

Division:
Facilities Management Division (Operations & Maintenance)

Departments Covered:
1. Maintenance & Repair (HVAC, Electrical, Electronics, Lifts & Elevators, Hydraulics & Plumbing, Civil), Office Administration, Horticulture & Pest Control, Housekeeping & Janitorial, Materials Management, Recreation, Waste Management, Transportation, Housing, etc.
2. Project Management, Health & Safety, HRMD, Finance, Transportation & Logistics, IT etc.

Key Responsibility Areas - Project:

1. IMS, QMS, HSEMS, EMS, Business Process Management, Data Analysis, Root Cause Analysis, Corrective and Preventive Actions, Management Review Meetings, Continual Improvement, Quality Objectives & Key Performance Indicators, Quality Plans, Trainings, Audits
2. Performance Reports, Incident Reports, Problem and Resolution Reports,
3. Method Statements and Risk Assessments, Service Level Agreements, Projects & Contracts Management, Other areas assigned form time to time.

MAJOR ROLES AND RESPONSIBILITIES
1. Worked on development, implementation, review and improvement of Integrated Management System and Quality Management System.
2. Analyzed and documented organizational processes bases on business and system requirements. (ISO 9001: 2008, OHSAS 18001: 2007, ISO 14001:2004, Quality Manual, PMBOK, Contract, Specifications and Client requirements).
3. Developed Method Statements, Risk Assessments, Inspection and Test Plans, submittals.
4. Made sure that required shop drawing, material and other approvals were being obtained as required by contractual documents.
5. Consulted on Standards (ISO, ASTM, AASHTO, BS etc.), Specifications, System Manuals and Contracts.
6. Set up QMS/QA/QC/BPM/Re-engineering initiatives based on PDCA and Six Sigma methodologies.
7. Evolved organization’s continuous improvement culture through appropriate change management strategies and senior leadership buy-in and workforce engagement.
8. Trained, mentored and motivated teams, defined roles and responsibilities.
9. Prepared, reviewed, edited Project Quality Plans, Quality Manuals, Quality Policies and Objectives.
10. Advised executive teams on progress, problem resolutions, identification and measurement of performance targets.
11. Monitored performance through KPI’s, conducted Management Reviews, resolved issues through meetings, workshops and brainstorming sessions.
12. Coordinated with Senior Management of Saudi Oger Ltd., Saudi Aramco, KAUST, KKIA, ADU & various other clients and subcontractors for issues concerning them.

Worked as Quality Systems and General Business Manager for Nagarjuna Construction Company Ltd. Lucknow, India from Aug 2005 to Sep 2008. Involved with the creation of its policies and procedures, quality plans and manuals of its various projects and offices / departments at the regional level.

Worked as Quality Systems and General Business Manager for Parker Udyog India Lucknow, India from Jun 2002 to Jul 2005. Involved with the creation of its
quality policy, quality manual, policies and procedures of its various departments and business units.

Worked as a Quality Management System Representative and Center Manager at a Distance Education Study Center in Lucknow, India from Apr 2001 to May 2002. Involved with organizing the processes and systems of the institute, its 2002. Involved with organizing the processes and systems of the institute, its departments and sections keeping in view the requirements of the various stakeholders. Also, delivered lectures in subjects like Management Principles, Strategic Management, Organizational Behavior, Business Economics, Industrial Psychology, Human Resource Management, Marketing management etc. to students pursuing Bachelor’s and Master’s degree courses in management.

MAJOR ROLES AND RESPONSIBILITIES
1. Established Quality Management System processes as per requirements of ISO 9001:2000. Monitored the alignment of management systems with business strategies and corrected any deviations.
2. Translated organizational strategies into system requirements with adequate focus on bottom-line results.
3. Managed the continual improvement of systems and processes using the PDCA, corrective/preventive action and management review approach; monitored improvement measures and corrective actions for their effectiveness.
4. Established Performance Criteria created SMART Objectives and monitored performance through Key Performance Indicators.
5. Created buy-in, established customer focus and implemented the processes and systems through training and involvement of the people.
6. Prepared training materials and conducted training programs to improve system management skills and performance.
7. Conducted and participated in workshops and meetings for speedy resolution of issues. Conducted brainstorming sessions to generate ideas.
8. Established processes and practices to determine customer requirements, created solutions to suit such requirements, monitored customer perceptions
and took corrective actions in case of deviations.
9. Built unique organizational and system capabilities in order to create long term competitive advantage for the organization in the market and industry.
10. Worked on organizational structures to create dynamic, flexible organizations that readily assimilated change.
11. Adopted and promoted international best practices by encouraging certifications and memberships.
12. Coordinated for process engineering and development activities across departments and sections.
13. Managed the use of data and measurements to identify special and common causes causing variations in processes and adopted strategies to standardize and correct them.
14. Used trend analyses to prevent occurrence of non-conformities through preventive actions.
15. Identified pain areas and used the 80/20 Pareto Principle for identifying and prioritizing problems for solutions.
16. Streamlined processes and systems to minimize delays, rework and cost overruns.
17. Liaised, communicated and coordinating with clients, customers, subcontractors, senior management, consultants and other interested internal and external parties regarding issues that required solutions through mutual exchange of ideas and agreement.
18. Studied and reviewed customer requirements, prepared clarification documents as required.
19. Prepared project quality plans.
20. Prepared plans and proposals as required.
21. Generated performance and operational reports of assigned responsibilities.