محمد الخطيب

Key Responsibilities:
• Chief Risk Officer (CRO) of company, in addition to Head of Department of Project Controls department. Established the Enterprise Risk Management system, with issuance to all stakeholders the charter for the ERM committee chaired by CRO and sponsored by CEO. Members include CRO, CEO, CFO and directors. Framework utilised as building block is PMI's risk system with many similarities to COSO and ISO 31000.
• Enterprise Risk Management Policy established
• Development of the company’s ERM Framework and Procedure which defined Risk Appetite, Tolerances, and Threshold profile and levels. Assigning Division Risk Champions and Core-users to implements, support and ensure compliance of the divisions to Risk management framework, for all Proposals/Projects/Portfolio/Divisions/Enterprise.
• Updating of existing Standards of Operations (Procedures) for the introduction of principles and linkages between project level to portfolio level and hence enterprise risk systems. Including the EPC’s division.
• Conducted training to all divisions and all levels of the organisation on Enterprise risk management.
• Items included, risk definitions and identification techniques (metalanguage, categorisation: Financial, Strategic, Operational, Compliance, Knowledge management) and risk factor/source (external or internal).
• In tune with company’s strategic objectives and therefore, appetite, tolerance and Threshold levels of % of CM at all levels of the hierarchy, Qualitative assessments, quantitative assessment (EMV), and risk responses planning with the aid of the BOW-tie framework were developed. Followed by monitoring and control for updating the enterprise risk register for the effectiveness of risk responses, residual risks, allocating contingencies and analysis using Risk outlook and Foreseeability indices, secondary risks arising, and adding or closing risks on the registry.
• ERR dashboard/risk profile charts including risk heat maps part of company’s presentation to the board after approval of CEO was successfully done.
• Selection of ClickUp Software as ERM software from one of the various ERP/GRC/Cloud Based solutions available for automating the process.
• Restructuring of the Project Control organisational breakdown structure within company and establishment of a road map for the flow of involvement milestones in the various phases of company business model for a more directive role of the PMO. Key involvement from bidding, to contract award and due diligence to the execution reviews and controls leading the final closeout phase.
• Enhance and ensure compliance to Project controls protocols & SOPs: Contracts, Scope, Scheduling, Scheduling tools, norms, Progress Measurement, Invoicing, budgeting and forecasting, Reporting.

• Leading (Head of Department) the Project Controls department activities at Olayan Descon.
• Overlooking the condition of all the organisation’s projects under all the Business Units (Plant Services, Manufacturing, Yanbu Operations).
• Review company critical projects scheduling/PMS status/setup of the resource loaded schedule and providing guidance and instructions to planning engineers (more than 40 planners).
• Weekly project wise review meetings with individual project team members across the three Business Units. KPIs discussed in meetings together with conclusive key action points for follow-up by Project managers.
• KPIs monitored for project health include:
o HSE status.
o Quality Status.
o Progress review by Phase.
o Engineering documents status.
o Procurement status including MR to PO placement until delivery trackers (including free issue material).
o Construction review by discipline, including TSF (Civil, Structural Steel, Mechanical, Piping Prefab and erection, Electrical, Instrumentation and Telecom).
o Commodity tracking and workfront analysis review.
o Manpower status (Plan versus actual versus forecast) (Direct and Indirect craft wise).
o Equipment status (Plan versus actual versus forecast).
o Bank guarantees.
o Invoicing progress.
o Subcontractors status and invoicing status.
o Risk register, Concerns and urgent issue.
• Weekly follow-up meetings on the health of projects with the Chief Executive Officer (CEO) and Operations Director.
• Generation of Monthly Dashboard for the organisation’s projects aiding focus and monitoring improvement by the respective Business Unit Heads (HSSE Statistics, Quality, Progress, Manpower/Manhours, Equipment Deployment, Financial status by Business Unit, and highlighting of critical issues).
• Attending of Weekly internal review meetings and Client progress review meetings for the organisation’s critical projects.
• Update of the Standard of Operations for Field Projects and Manufacturing Business units, for improved control and monitoring by execution personnel and quality assurance is kept in check.
• Review and approval of project budgets: including forecast at completion costs and phasing of costs in relation to approved schedule.
• Co-ordination with finance, lead cost controllers in each BU and the various BU heads for tracking of the projects’ financial status: Revenue claimed, invoiced amount and status, Accounts receivable, Unbilled amounts, collected, retention amounts and payables (to vendors and Subcontractors) for the individual projects.
• Review and provide suggestions for tackling various claims to clients (in close relation to the contractual terms/clauses) for the protection of the company’s interests.
• Conducted successfully with an average participant satisfaction rating of 9/10 for the internal workshop on Best Practices for Project Management.
• Review of proposals prepared by proposal department for reverification of scope, estimated cost and timeline.
• Support Marketing department in working towards company overall qualification for higher value Saudi Aramco Projects.
• Support Internal Audit division head in conducting audit on a live project under Manufacturing division.
• Improvement of Vendors invoice submission cycle including verification gates and Statement of Accounts (SOAs), resulting in improvements in ODICO issued PO terms and conditions.
• Screening CVs forwarded by HR and thereof interviewing the candidates for Project Manager and Lead planning positions.

• Client: SASREF Saudi Arabia, EPCM Contractor McDermott
Project scope: A unit-based project encompassing procurement, construction and commissioning assistance of various Plant process units.Four planned shutdowns during the project’s duration including main Turnaround Shutdown in October 2019 - the biggest shutdown and project in SASREF’s 30 years.
Key Responsibilities:
• In addition to Leading (Head of Department) the Project Controls department activities at Olayan Descon took the role of Project Manager for SASREF MMG Projects.
• Took over from 2 previous project manager, 6 months after project start and turned the project delays, over expenditure and low productivity 180 degrees within three weeks prior to the first successful shutdown of SRU-01 unit.
• Established systems for site control including;
o Site daily reports by site area supervisors to track commodities and productivity
o Improved Equipment utilisation via daily tracking and allocation of transport manager
o Overhaul of the 2 piping fabrication shops to increase daily production
o Improvement of HSE at site, including recruitment of HSE manager, safety officers, development a state-of-the-art training room
o Re-organisation and revamping of temporary site facilities to improve employee well-being and optimization of limited laydown area allocated by client
o Improved equipment preservation practices at laydown including building of 3 temporary warehouses and allocation of preservation engineer.
o Overhaul of the material management system (free issued and newly procured) in place for better inventory tracking.
o Weekly review meeting with all managers and planners to address and track project matters
• Improvement of client relations and co-ordination by imposing a positive attitude environment for all ODICO personnel.
• Boosting of workforce moral by getting the first approval in ODICO on proposals to CEO for incentives and overtime application on MMG projects.
• Successfully conducted 2 project execution strategies presentations to SASREF board members including the President.
• Effectively getting both packages’ schedules, Progress Measurement Systems, Project Control Procedure and invoices set-up and approved.
• Chairing of Weekly Client review meetings and daily meetings during shutdowns.
• Submission of Change orders to client based on various cost reimbursement methods (Cost plus, lump sum, unit rates or time rate basis).
• Successfully obtained of an acceleration change order and more than 60 change orders.
• Preparation of billing plan till end of project for forecasting the cash flow to be shared with CFO.
• Revision of budget as per the latest circumstances (manhours, machine hours, subcontracting services, material procurement, overheads) while maintaining the contribution margin (CM) (Total revenue - Total Variable Cost) percentage.
• Successful completion ahead of schedule of 3 shutdowns - 4 units in total ((Sulphur Recovery Unit) SRU-01, SRU-02 and (Boiler Management System) BMS-02, SRU-03 and BMS-03)
• Successful erection of new 110m tall derrick stack 2 weeks ahead of the schedule.
• Successful completion of the main Turnaround event in SASREF (with peak manpower of 1650 and 180 equipment) with all the challenges overcome;
o Ahead of schedule work on 2 furnaces comprising of 4 cells - Removal of Asbestos (with specialised Subcontractor ), removal of old hair pin pipes, refractory repair via specialised Subcontractor, insertion of new tubes including the new manway cut-out for new convection section upgrading.
o SCOT header demolishing (36” and 42”) and replacement including steam tracing installation of 800 ID- critical header for the SRU units of the plant.
o Total tie-ins are 259 out of which 90 are bolted spread across all units of the refinery.
• Successful completion of 4 million safe manhours - a record for ODICO.

• Deputy Lead Planner for all project areas.
• Leading three planning engineers to help achieve the daily, weekly and monthly deliverables.
• Responsible for monitoring the planning packages for seven out of the twelve project subcontractors.
• Calculation of Weekly Progress for seven subcontractors;
o Buildings Subcontractor (37 Buildings in Total), all areas.
o Site fabricated tanks erection Subcontractor (49 Tanks in total), all areas.
o CPF area civil Subcontractor.
o CPF area MEI Subcontractor.
o Tank foundation Subcontractor in CPF area (17 Tanks).
o Second Tank foundation Subcontractor in CPF area (20 Tanks).
o Subcontractor for Trunkline from CPF to Well Blocks 2 and 3.
• Successfully setup an automated Construction Progress Measurement System (CPMS) for all areas.
• Generation of Weekly/Daily Progress reports, S-Curves, commodity trackers and CPF area construction dashboard.
• Work-front analysis workshops with construction team and Subcontractors.
• Preparation of three week look ahead schedules, area-wise, to be presented at weekly client meetings.
• Coordination with project departments including but not limited to Engineering, Procurement, Construction, and Senior Management to resolve day to day issues.
• L4 Construction Schedule Monthly updates and forecasting on Primavera P6.
• L5 Construction Schedule development on Microsoft Project for Supervisor level monitoring and control.
• Construction invoice monthly progress back-up preparation, submission and attaining client approval on a monthly basis.
• Technical Queries and Letters preparation and review for Client and Subcontractors pertaining to Project Control aspects.

Gas Separation and Boosting Facility Project in Alrar, Algeria, my job responsibilities are as follows:

* Updating and maintaining the in-house procurement tracking program in order to update activities in the project baseline schedule.
* Analyzing procurement operations to prepare delivery status, delays and trend reports.
* Managing the re-baseline scheduling activities for procurement.
* Setting up and monitoring planning packages for the project’s subcontractor/vendor; that includes Technical Document Register, Procurement Tracking Register, Progress Measurement System (PMS), Progress S-Curves, Schedule and Reports.
* Conducting intermittent site visits to oversee actual progress vs planned/forecast.
* Generating Weekly and Monthly Progress Reports for the Client.
* Preparing Project Dashboard and Leading Indicators for Internal Management.

Worked on a Central Processing Facilities (CPF) Project in AlBadra, Iraq, my job responsibilities were as follows:

* Generation of Level-1 and Level-3 Schedule by revising the proposed schedule during bidding phase.
* Generation of Weekly and Monthly Progress Reports for the Client.
* Preparation of Project Dashboard and Leading Indicators for Internal Management.
* Coordination with the responsible expediter and logistics officer to close-out procurement progress.
* Generation and updating of Progress S-Curves and Manpower Histograms.
* Responsible for setting up the Construction Progress Measurement System.
* Configuration and update of Technical Document Register (In-house Engineering program).
* Preparation of engineering deliverables weekly and monthly look ahead and delay analysis.

Worked on a Natural Gas Liquids 4th Train Project in Al-Ruwais, Abu Dhabi, my job responsibilities were as follows:

* Responsible for setting up and monitoring the Mechanical Equipment Database.
* Responsible for monitoring the planning package for the project’s subcontractor and attending the weekly progress meetings.
* Coordination with project departments (i.e. Engineering, Procurement, Construction, Senior Management, Material, Logistics and Projects) to resolve day to day issues.
* Calculation of Weekly Progress for Mechanical /Structural Steel/Piping Erection and civil activities.
* Update of Commodity Curves on a weekly basis.
* Generation of Weekly and Daily Progress reports.

Worked on multiple projects such as:

** KOC-192: 140Km of 40” Pipeline Project:
* Preparation of Vendor Technical Queries and Technical Bid Evaluations for Tanks.
* Reviewing of pig launchers/receivers, crane calculations and drawings.

** 194OK- Saudi Aramco, Karan Utilities Co-generation:
* Responsible for reviewing the vendor design documents for the Heat Recovery Steam Generator (HRSG) package.

** PI-10017 -Addax Petroleum Gabon Proposal:
* Responsible for reviewing the datasheets, P&IDs and weight calculations for vessels (54 in total).

Job responsibilities were as follows:
* Analyzing the results of the computerized vehicle fault diagnoses reports.
* Coordination with the spare part department in order to provide the parts required for replacement.

Worked as Intern-Piping Engineer during the Mechanical Completions stage of the project.Client-Saudi Aramco, Contractor-Japan Gas Company.

Mechanical Equipment (Pumps, generators, shakers, BOPs, etc.) Maintenance Engineer Intern.