Wendy Ding Email & Phone Number

Fort Mcmurray

• Managing a dozen of sustainable projects including raw water line/gypsum slurry line upgrading, gas detection system upgrading, waste water treatment plant, air compressor system upgrading and #790 steam line repair etc. The project sizes are from $500K~$20MM.• Leading project teams to go through Gate 1, Gate 2…Gate 5 defined at Suncor ADEM, obtain gate approvals and funding approval, establish decision support packages, schedules at level 2/3 and estimates at class 5/4 until close out the projects, including MOC close out.

Kuwait

Oct 2015-June 2017, EPC Project) Kuwait Weapon Factory, Ministry of Defense, Kuwait (Factory, ~US$ 110 Million) Acting Project Director provided leadership for the site team consisting of over 80 engineers and service staff including six managers in engineering, construction, procurement, project controls, document controls, and financial. Led the team developing the project execution plan, the strategic plans for detailed design, procurement and construction. Directed development and approval of baseline schedule, staffing plan, budget and WBS structure. Rendered expertise in training the team members. Ensured the project in compliance with HSE requirements and local laws. Acted as a principal point of contact and chaired project meetings with the Owner’s top management team on a weekly basis. Guided negotiations with service contractors.

Calgary

• (May 2012-Mar 2015, Feed to Detailed Engineering) Surmont 1 Debottlenecking CPF Project; Alberta (SAGD, ~US$ 400 Million)Project Engineer led the team to manage multi-discipline engineering deliverables including P&ID, PFD, SLD, 3D model reviews, specification deviations and etc.. Managed engineering interfaces with QA, construction, operations and facilities start-up teams. Identified variances between the scope of work, budgets and schedules and provided solutions. Ensured the project remaining within the designed scope being in line with the budget, schedule and quality requirements. Ensured the engineering inputs to the estimates realistic to achieve the required stage approvals; led the team to close out purchase orders &HAZOP items. • (May 2012-Dec 2014, Feed to Start-up) Pad 103 and Surmont 1 CPF Tie-in Project; Alberta (Pipeline, US $25 Million)Project Engineer led the team managing all engineering activities. Proactively coordinated with all stake holders including HSE, planning, cost controls, permitting, operation, construction, procurement, integrity, start-up, suppliers, and document controls. Prioritized the scope of work, reviewed and consolidated all activities of pre-turnaround, turnaround and post-turnaround. Led the team to perform risk analysis toward hot tapping and made a strategic plan to manage cold and hot tie-in lists economically at minimal risk probabilities. Took sound decisions while site issues camp up with design flaws, shortage of or wrong materials and etc. By the end of the project, I received a special recognition award for the outstanding efforts during Surmount 1 shutdown 2014.

Calgary

• Kearl Fine Tailings Treatment Project, Alberta, Jun 2011-Apr 2012 (Tailing, Front End, Budget: US$3.5 billion) Project Engineer prepared and maintained class-4 estimate and level-2 schedule. Ensured the scope of work of engineering aligned with DBM requirements. Reviewed and discussed all studies with engineering leads and prepared proposals for the Owner. Assisted the Owner to consolidate the scope and optimize the design of thickeners, staging pumps, bulk concrete foundations and tunnels. The man-hours were controlled so effectively that this project at conceptual/pre-feed stage was completed at a cost 25% less than the budget. • Kearl Lake Initial Development, Alberta, Apr 2010—May 2011 (Mining, Detailed Design, Engineering Close-out, Budget: US$12 billion) Project Engineer managed engineering deliverables at various project phases from front end, detailed design to engineering close-out; managed materials take-off, engineering man-hours, EWP and CWPs, change orders, trends, schedules, and building permits; prepared weekly meeting minutes and weekly reports; coordinated with multidisciplinary engineers and all other stake holders; ensured the scope of work in line with DBM requirements; prepared and reviewed class 3 estimates; prepared and reviewed packages for buildings, pump skids, E-houses and their RFQs; and performed bid evaluations.

Calgary

• Shell AOSP Downstream Expansion Project, Fort Saskatchewan, Alberta, Jan 2007--Mar 2010 (Refinery, Construction, Budget: US $4 billion)Field Mechanical Engineer responded to field technical queries; coordinated with multidisciplinary engineers and vendors on technical issues in relation to static equipment. Prepared field change notices, requests for Information, non-conformance reports, and construction re-work/extra-work orders and back charges. Tracked progress of erection of stick built steel/modules, and static equipment. Prepared lifting studies for all heavy/critical lifts in U&O area, including over 250 pieces of pipe-rack and process modules, 40 pieces of static & rotating equipment. My important achievements : #1- created standard format to do calculations of rigging design; #2- set up a flare stake with 300 feet high at a minimal cost as saved over a hundred million dollars for the Owner. • Petro-Canada Refinery Conversion Project, Edmonton, Alberta, Sep 2005–Dec 2006 (Refinery, Detailed Design, Budget: US $ 3 billion)Senior Planner developed schedules at level 3 for all off-site fabrication activities. Maintained schedules at level 2 established for working areas including Sour Crude, Delayed Coker, Utilities & Offsite. Monitored engineering progress against fabrication status and construction demands. Worked on various S-curves and vendor data reports. My important achievement was to identify busts for managers’ direction in advance and have created a bust report format for the project.

Bachelor Of Applied Science - Basc, Structural Engineering

Changsha, China

Master'S Degree, Civil Eng./Project Management

Surmont 1 2014-Shutdown, Conocophillips