mohammed sammur

Heading the business operations for LT Hydrocarbon in the Middle East and North Africa - Leading the Engineering & Construction operations of three Strategic Business Units and three JV companies in Saudi Arabia and Kuwait. Core clients incluse SA ARAMCO and associated JVs, SABIC, KPC, KNPC, KOC, KAFCO, BANAGAS, Iraq MoO, Iraqi NOCs and IOCs, etc.

Achievements since joining LT in April 2011 include:

Establishment of Cluster II business for Hydrocarbon International - Integrated Management Set-up for the GCC Operations (3 Strategic Business Units: EPC= Mid-Downstream and Offshore (EPC) and Construction: HCPI. A complete project delivery organisation was created and it inclueded Finance, HR, Business Development, Contracts Management, Procurement, Proposals/Estimation, HSE, QA/QC, Operations: Project Execution and PSM. Restructuring and strengthening of exiting two JV-Construction companies in KSA and Kuwait. Creation of a third JV company for the exectution of EPC projects in the Kingdom of Saudi Arabia as per Aramco’s initiative - Led negotiation with partner engineering company and development of all relevant agreements (e.g. shareholder agreement). Establising collaboration with local contractors. Sales achieved to date in excess of BUSD 2.0. Since joining L&T resource strength grown from 12 to more than 500 staff - Direct reports includes 3 x VPs, 11 x GMs. Workmen employed at project sites in excess of 5000 mobilised mainly on projects being executed in Saudi Arabia and Kuwait.

July 2014: KOC awards LT EPC Contract for the Gathering Centre GC30 project (value USD $850M). Awaiting the award of the NRP pipeline EPC project contract ($800M).

March 2014: Successfully negotiated the acquisition of partner Atco’s civil capabilities (550 manpower resources). This led to augmenting and strengthening the construction capabilies of the JV compnay LTAtco. Previously, LTAtco only had elctro-mechanical construction capabilities (in 2011 LTAtco had 150 electro-mechanical construction workers). LTAtco workforce strength of 2200 now includes Civil and E&I as well as Electro-Mechanical.

August 2013: Successful qualification of LT by KOC as EPC contractor for project categories 15 (projects upto USD $500M) and 14 (Mega projects > USD $500M). This was a major breakthrough for LT in Kuwait as previous efforts spanning over a decade prior to my joining LT in 2011 had failed to obtain qualification for the lessor of the two categories, namely Categiry 15.

June 2013: IK-EPC contract for Midyan Gas Processing Facility project warded by Aramco (value USD $300M)

February 2013: Appointment of effcetive agent and Successful Qualification of L&T by KNPC for Category 1A (≥ KD 100M) Projects in Kuwait. For the two mega projects of KNPC. A consortium with other leading EPC companies is establised for bidding the two mega projects of KNPC, NRP & CFP (new refinery and clean fuel projects, total budget= USD $37 Billion).

April 2012: Successful bidding and award of SADARA PE project as LSPB. Contract was awarded to LTAtco (LT construction arm in KSA) in April 2012. Project value USD $265M (Unit rate based).

Year 2012: Apointment of effective agent and Successful Qualification of L&T by the Iraqi Ministry of Oil and associated NOCs and Construction Company (SCOP).

Years 2011/2012: Successful Qualification of L&T by Saudi Aramco, Sabic for all Upstream, Mid & Down Stream Projects including cross-country piplelines and Long Form MPP. This led to L&T’s invitation to bid for a portfolio of projects in excess of USD $3.0Billion (e.g. Aramco: Jezan Refinery/Ras-Tanura CFP/Midyan Gas Processing, Sabic: PE Pipeline for SADARA, etc.). Currently bidding for 4-Jezan packages & Long Form MPP project (Client Aramco) and two packages for Sabic.

Heading projects operations in Europe and the GCC countries. Covering Oil and Gas and Petrochemical industries. I successfully set up project JV company between Akerprocess Gulf and ACEC which is a Saudi Engineering Services company. My responsibilities included P&L management, acquisitions, managing departments such as HESS, Finance, HR, Contracts Management, Legal, Project Execution, Supply Chain Management, PCM.

Project Director for the Ethylene Amines Project (a JV between Huntsman and Zamil Group, TIC = $220M). This project is to design and build a 27, 215 tpa Ethyleneamines Plant at Al-Jubail Industrial City in Saudi Arabia. JE was the PMC and executed FEED for both the ISBL and OSBL. Managed all aspects of the project including EPC contractor selection and management until Final Acceptance of the Plant. Facilitated Value Engineering workshop resulting in significant design improvements and thus significant cost savings - Client approved additional work that will deliver cost savings in excess of USD 10 Millions. The project received very high commendation from the client (achieved a score of 91% in Client Survey).Also, worked as member of a team of senior managers from Jacobs Global operations in the transitioning of a newly acquired Saudi Arabian process/piping engineering company in Al-Khobar, KSA. Core clients include ARAMCO, SABIC, etc. As the MoP and Project Director in KSA, resposibilities include delivery of GES contracts to such clients and providing complete project management services and process capabilities from In-Kingdom.

I joined the CEGB in England following completion of my PhD studies at the University of London in 1988. I worked as 2nd Engineer in the Structural Integrity Department supporting the safe operations of conventional and nuclear power stations in GB. Following the privatisation of the company, I was selected to work for Nuclear Electric and was promoted to the position of Principal Engineer heading the reactor pressure vessel team in 1995. I successfully led a team of first class engineers and scientists, and helped achieved the continued operations/life extension to 40 years of power plants such as Bradwell, Sizewell A, Oldbury and Dungeness A. I was subsequently promoted to head the Materials Engineering and Nuclear Systems Groups. I held several senior management positions such as manager of projects, operations manager (heading all six engineering departments in Reactor Services Organisation - With full P&L responsibilities, led 400 staff and resources supplied by the strategic alliance companies, comprising Mitsui Babcock, Babtie, Taylor Woodrow, Alstec and FN). I managed and led more than 2000 manpower resources during peak times such as power plant outages. Managing 6 engineering departments (400+ staff) including 7 Senior Consultants, Branch Budget £10M pa)), namely: Plant Engineering, Materials Engineering, C&I, Nuclear Systems, Structural Analysis and Civil. Providing engineering project services to all nuclear power plants in England & Wales.

In 2004, I was requested by the head of the Reactor Services Organisation to join the lead team at Dungeness A to lead the managemnt of change in a difficult functional environment by establishing a fully functional project management department. I successfully led this challenging management of change mission and a fully integrated project management organisation became fully operational within a year. I headed the decommunising and projects departments at Dungeness for two years delivering very critical projects such as the reactors defuelling chutes to the full satisfaction of the NDA and British Nucelear Feuls.

ERA is an engineering consultancy. Seismic qualification of of structures, including chemical process, seismic qualification, piping/vessels design, scheduling of inspection and maintenance operations.

Responsible for running the diagnostic and maintenance department