My responsibilities as Senior Commissioning Engineer included:➢ Review and Approval of the Contractor Pre-commissioning & Commissioning deliverables suchas:• General Procedures and detailed Method Statements for Pre-/Commissioning activities (WaterFlushing, Steam/Air Blowing, Mechanical Cleaning of Equipment and piping, Final Box-up,Inertization, preservation…etc.).• Deatailed Procedures for Solo-run Tests of Prime Movers (Electric Motors & Steam Turbines).• Deatailed Procedures for Mechanical Run-in Tests of Rotating Equipment (Pumps, Compresssors,Blowers...etc.• Detailed Procedures for Refractory Dry-out and Alkali Boil-out of of Fired Heaters and WasteHeat Boilers, as well as Auxiliary HP Fired Boilers.• Deatailed Procedures for Loading of Catalysts and Chemicals, as well as Catalysts Conditioning(Reduction, Sulfiding, Hydrogen Srtipping…etc.).• Pre-commissioning & Commissioning Manuals for the individual Process and Utilities Units,along with the Operating, Maintenance & Safety (OM&S) Manuals of the same.• Detailed Pre-commissioning, Commissioning and Start-up Schedules.➢ Participation in Mechanical Completion (MC) Walkthroughs, Pre-Startup Safety Reviews (PSSR)sessions for the project individual Systems/Sub-systems, and reporting of Pucnch Points which arecategorized into A, B & C categories, based on criticality for setting close out deadlines.➢ Participation in the Pre-commissioning, Commissioning and Start-up phases of the CFP individualUnits, Trains, Modules and Packages.The auxiliary and supporting units are for sour gas/water treatment (SWS & ARU Units), sulphur recovery (SRU Unit), whereas the Utilities comprised Units for Steam Generation, Condensate Recovery, Sea Water Desalination/Demineralization, Fresh Cooling Water circulation and distribution Networks for Fuel Gas, Instrument/Plant Air, as well as Liquid Nitrogen Vaporization and distribution Network.

The ADNOC Refining Co. Crude Flexibility Project (CFP) described above is undertaken by SamsungEngineering Co. Ltd. (SECL) as EPC (Engineering, Procurement, Construction and Commissioning)Contractor. Apart from the Grass-root (Green-field) Process and Utility Units, the project comprisesAdil-CV page 5 of 9extensive Brown-field work at sites within the running RRW premises – the revamping workshighlighted above.My responsibilities as Permit Manager, in charge of Permitry and co-ordination between SECL andRRW, encompassed the overall supervision and steering of the following activities:➢ Movement of Construction Materials (Entry into/Exit out of) the Refinery premises.Returnable Materials included construction machinery and tools (such as welding machines, powergenerators, mobile compressors, portable manpower/tools shelters, scaffolding materials...etc.)Non-returnable Materials included plant new equipment (reactors, pumps, compressors, heatexchangers...etc.), structural components (piping, steel structural components and pre-assembledpiperack modules). building materials (pre-fabricated concrete panels as well as ready-mix concretefor foundation in-place casting).➢ Contractor and Sub-contractor(s) Heavy Vehicles and Construction Machinery (Trucks, cranes,excavators...etc,) entry into the Project sites within the running processing units, upon verificationof fitness certification provided by recognised third-party inspection firms (such as TÜV SÜD).➢ Contractor and Sub-contractor(s) Manpower entry into the Refinery (ranging from hundreds, whileon-stream, to thousands of Man-days during Turnaround and outage windows).

I was appointed under the service provision contract between ADVETI and ADNOC Refining Company(Takreer) to provide On-the-Job Training to the UAE National young operating staff (Developees),following the Takreer Competence-Based-Training (CBT) program. The CBT program was laterreplaced by the Youth Development Program (YDP) Training program adopted by ADNOC group ofoperating companies (ADNOC opco's).The CBT program comprises Core competencies (covering Health, Safety & Environment "HSE",Energy, Oil & Gas business and Personal skills), General Job-Specific competencies which are gainedthrough class-room training courses and Particular Job-Specific Competencies for the respective Plants Processing Units. The Youth Development Program (YDP) is generally analogous to the CBT program in terms ofstructure, where the YDP Development Framework (DFW) is similar to the CBT Program (CBTP), andthe YDP Personal Development Plan (PDP) is also similar to the CBT Implementation Table (IT). Themost salient difference is that the YDP is Time-bound, depending on the Employee Grade and JobClassification. Other differences include Terminology, Implementation method and Employee GradeProgression during the development period.As On-Job Training (OJT) Instructor, my principal responsibilities were to:• Provide training and guidance to ensure the Developee's gaining of the necessary skills, throughtraining material presentations.• Provide the necessary data interpretation to ensure the Developee's understanding and retentionof target job knowledge.• Ensure the Developee's application of acquired knowledge and skills, through coaching andobservation during simulation of operational activities.• Monitor and motivate the Developee's attitude towards work.• Compilation of regular progress and assessment reports to the respective Operations Department,as well as the Training and Development Department (TDD).

Upon handing over the "Department Manager" position as per the Compnay succession plan"Emaratization", I have been appointed to participate in the following activities during the on-going Precommissioning / Commissioning phase of the Carbon Black & Delayed Coker (CBDC) project:• Close out of items pending from the project Engineering phase (P&ID, HAZOP, SIL and 3DModel Reviews) prior to the Mechanical Completion (MC) of Construction phase.• Development and Review of the CBDC Plants'Standard Operating Procedures (SOPs).• Review of the Plants' Operation, Maintenance and Safety (OM&S) Manuals, as well as the PreCommissioning/Commissioning Manuals of the same.• Verification of the CBDC complex Tie-ins with RR-East, RR-West and Gasco complexes.• Assist in training of the UAE National Developees as per the Competency-Based TrainingProgram (CBTP) requirements.

As Manager for the Carbon Black & Delayed Coker (CBDC) complex, my core responsibility was toPlan, Direct and Control all Functions and Operations of the Propane Dehydrogenation, Delayed Cokerand Special Carbon Black sections, including processing units for Petroleum Coke Calcination,Hydrogen Manufacturing, RFCC Slurry and Distillate Hydrotreating, as well as supporting units forLPG (Liquefied Petroleum Gas) Treating, Fuel Gas Sweetening, Sour Water Stripping (for re-use) andSulfur Recovery.The detailed Key Accountabilities of the CBDC Operations Manager fall under the areas ofManagement and Planning, Monitoring of Operations, Management Of Change, HSE Performance,Budget Management, Material stock Management, Maintenance and Shutdown, Replenishment ofChemicals and National/Expatriate Staff Development.As the CBDC Complex was still, at the time I was in charge, in the project execution phase (i.e. not yetup and running), I was assigned the responsibility of Leading the Refinery Operations Team, during theEPC (Engineering, Procurement, Construction and Commissioning) phase, to undertake the activitiesnarrated earlier under "Achievements", at the EPC Contractor Home Office (Seoul, S. Korea) and laterat the CBDC Project site (Ruwais Refinery - West)

Responsible for Planning, Directing and Controlling the day-to-day operational activities of theCondensate and Gasoline Sections inter-related process units (for ca. 3 and 4 years subsequently), so asto meet the pre-set production targets in terms of productivity as well as products' specifications.I reported to the Operations Manager. A team of 5 Shift Supervisors and about 30 Panel & FieldOperators, in each section, reported to me at the time.Principal responsibilities included:• Supervision and directing of major operational activities such as plant start-ups, normalshutdowns, as well as handling of plant upsets, emergency shutdowns and hot re-starts.• Monitoring of process operating parameters to meet the production targets and specificationsaccording to the Production Planning and Economics Department requirements.• Endorsement / Approval of maintenance Work and Material Requests in the MAXIMO®Computerized Maintenance Management System - CMMS.• Participation in Planning and Co-ordination for Plant Turnarounds and Forced Shutdowns.• Periodical Review and Update of Operational Procedures for Units’ Shutdown, Start-up…etc.• Initiation of Engineering Study Requests (ESR’s) for Plant Modifications and participation inHAZOP studies stipulated by the Takreer Management Of Change (MOC) Control Procedure.• Conducting Annual Staff Appraisal Exercise for subordinate employees.• Training, guidance and motivation of the UAE National Developees through a CompetencyBased Training program (CBTP), to ensure Safe and Efficient execution of the Emirati staffsuccession plan.The Plants in charge comprised Condensate Distillation Units (Two 140 kBPSD Trains), an LPGAmine MERICHEM Treatment Unit, Two MERICHEM Kerosene Sweetening Units, Naphtha andGasoil Treatment and Desulphurization Units, Continuous Catalyst Regeneration (CCR) NaphthaReforming Unit, Naphtha Isomerization Unit, Sour Gas Sweetening Unit, Sour Water Stripping Unitand Sulphur Recovery Unit.

Core Responsibility was to manage the Technical Division assigned departments. These included theProduction & Operations Dept., the Technical & Economic Dept., the HSE Dept., in addition to theCentral Laboratory and Central Power Generation Facilities sections.I reported to the Refinery Deputy General Manager, and stood-in for him in his absense. ThreeDepartment Managers, the Central Laboratory and Power Station Section Heads, with a total manpowerof ca. 350 staff members report to the Technical Division Manager.Principal Accountabilities included:• Organization and Endorsement of the Overall Start-up and Shutdown plans, test-runs andcommissioning plans of new production units,• Review and endorsement of Production Matrerial Purchase plans (OPEX).• Review and endorsement of Budgetary Items of Capital Nature (CAPEX).• Review and endorsement of HSE Annual Plans, and Overhaul Shutdown HSE plan.• Chairing of Division Departments' meetings, and follow up of action plans arising thereof.• Participation in evaluation and approval of heavy-investment projects of capital nature, andinnovative Plant Change Proposals (PCP’s) for performance improvement.

Responsible for the Safe and Efficient operation of the Refinery inter-related processes. I reported to theTechnical Division Manager. Six (6) Plant Supervisors and ca. 200 staff reported to me.Principal Accountabilities included:• Preparation of an optimized Operational Scheme according to the Production Plan.• Supervision of the individual units start-up, normal operation and shutdown activities.• Supervision of non-routine activities such as Catalysts Replacement & Regeneration.• Troubleshooting of process upsets in collaboration with the dedicated area Process Engineer.• Organizing Crude Oil and Finished Products Handling together with Quality Certificates.• Organizing supply of utilities (water, electricity, air, nitrogen, fuel and steam) to the Refineryprocess units and the in-house subsidiary Petrochemical (Polypropylene) Plant.• Conducting Job Hazard Analysis (Task Risk Assessment) for non-routine activities.• Issuance of Annual Staff Appraisal Reports for the department employees.The KRC Refining complex copmrises a 2.5 million T/A Crude Distilling Unit, a 1.8 million T/AResidue Fluid Catalytic Cracking (RFCC) Unit, two (2) one-million T/A Delayed Coking Units, a 0.5million T/A Diesel Hydrotreating Unit, a 150 kT/A Gasoline Reforming Unit, a 1.2 million T/AGasoline Hydrotreating Unit and a 400 kT/A Gasoline CCR Reforming Unit

Responsible for the Safe and Efficient operation of the Omar Gas Plant Installation and the GasTransmission & Distribution Network, ensuring that the quality / quantity of the products are meetingthe company’s contractual obligations.Eight (8) Production CCR/Field Shift Supervisors and a total shift workforce of 50 persons reported tome. Additionally, the Maintenance disciplines (Elec., Instrument & Mech.) Section Heads werereporting to me when acting as Gas Plant Superintendant, in his absence.My Principal Accountabilities were to:• Ensure meeting production yield and quality targets safely and efficiently.• Ensure sustained plant integrity by maintaining continual healthiness of safeguarding systems, andensure availability of an official documented Audit Trail.• Maximize the Plant up-time by promptly addressing unplanned process upsets, and regularlyreviewing and updating Contingency plans for Emergency Response cases.• Liaison with Maintenance disciplines for planning of preventive / remedial maintenance activities.• Ensure that concurrent operations – CONOPS (construction/commissioning activities which interfacewith existing and live Gas Plant systems) are carried out safely and efficiently.• Ensure proper dissemination of HSE related issues (Safety Alerts, Newsletters…etc) to staff.• Train, guide and motivate staff to ensure the Safe and Efficient plant operation althrough.• Stand-in as Gas Plant Superintendant in his absence, reporting to the Oil Field Operations Manager.

Responsible for the Safe and Efficient operation of the OMAR Gas Plant, by working as Central ControlRoom (CCR) or Field Supervisor on a rotational basis.Regular duties included:• Performing Start-ups, Normal/Emergency Shutdowns of whole Plant or the individualtrains/modules, monitoring and adjustment of process parameters and troubleshooting of processupsets.• Safe handover of equipment for maintenance/service as per the Permit-To-Work requirements.• Regular spot checks on Process Equipment and Instruments ATT (Alarm & Trip Testing).• Review and update of the Plant modules’ OWIs (Operations Work Instructions).• Participation in PCPs (Plant Change Proposals) from the design stage through commissioning.• Participation in pre-commissioning & commissioning of new green-field extensions to the plant,as well as revamps and retrofits.• Technical development of the National operating staff to achieve the required competency.OMAR GAS PLANT processes Associated Natural Gas into specification quality Sales Gas(industrial fuel), Liquefied Petroleum Gas (LPG, domestic fuel) and Stabilized Condensate (forCrude Oil enrichment). Production dimensions are 160 MMscfd of Sales Gas, 500 MT/D of LPGand 5000 BPSD of Stabilized Condensate.Over 50% of the Syrian Power Generation, at the time, was directly dependent on the continualSafe & Efficient operation of the OMAR Gas Plant and its associated Gas Transmission andDistribution Network. The Network comprises a 650 km long, 18” diameter pipeline (operated at95-105 Bar pressure), 21 Block Valve Stations (BVS’s) and 9 Pressure Reduction & MeteringStations (PR&M’s) for gas offtake. The BVS’s & PR&M’s are centrally controlled from the GasPlant via a Supervisory Control And Data Acquisition system (SCADA).

Responsibilities included, amongst other miscellaneous non-routine activities:• Routine Production and Quality Control activities for Feedstocks and Products.• Conducting Revamps for the Oil Extraction, Refining, Detergent and Allied Products Plants.• Preparation of the Annual Production Plan and CAPEX/OPEX for Sr. Management approval.• Administrative and Human Resource activities for the plant staff (ca. 80 staff members).ASVOC is a subsidiary company of the Arab Authority For Agricultural Investment And Development AAAID (a multi-national investment establishment in Sudan). It is an industrial complex producing Vegetable Oils, Margarine, Detergents and Allied Products.

Core responsibilities included:• Performance of plant start-ups, shutdowns and handling of emergencies.• Plant monitoring in accordance with feedstock and product quality.• Process optimization in terms of energy conservation and loss control.• Preparation of periodical Production and Operating reports.• Technical training of operating personnel.ABA EL-MUTASIM ENTERPRISES is a private-sector industrial complex producing VegetableOil Products, Toilet Soaps, Pharmaceutical-grade Glycerol and Synthetic Detergents.

I was one of four peer Process Technologists reporting to the Technical Department Manager. We werecovering, on rotational basis, areas for Physical Separation processes, Chemical Conversion processes, ProcessUtilities and Technical Auditing.In each area, except for the corporate Technical Auditing, the principal accountabilities included:• Daily follow-up of the Process Units in charge (Separation, Conversion or Utilities).• Provision of day-to-day advisory service to Operations Department, regarding theoperatingparameters, according to imported Crude Oil quality andProduct Specifications.• Trouble-shooting and Problem-solving activities pertinent to the units in charge.• Participation in the Refinery short &longterm projects of capital nature in the all phases ofDevelopment, Design and Execution.• Participation in Technical Upgrading of operating staff.Port Sudan Refinery is a Hydro-skimming complex comprising process modules for Crude OilDistillation, Desulphurization and Catalytic Reforming. Support facilities include steam raising, powergeneration, desalination of seawater, boiler feed water treatment and softening of subsurface water forcooling purposes.