Zia Zaidi

AREAS OF PRACTICE
Engineering Management

Project Management

Risk Management

Construction Management

Plant Turn Around

Project Controls

Budgeting

Cost control

Civil Engineering

Mining

Explosive Plant

Oil and GAS

Infrastructure

SAP – PS Module

SAP – IM Module

MAXIMO 7.6

Primavera Ver 6.0

MS Project 2016

MS Office 2016

PRISM PM software

PROFILE
Dynamic Manager with 20 + years’ experience leading Project, Engineering and  Maintenance teams in change management to foster efficiency and develop millions of dollars to the bottom line.

Operational expert in Maintenance & Engineering with proven ability to refocus teams towards profitable growth, while leveraging relationships with business partners to drive performance.

Agile and Scrum Master in various cost, schedule and technical driven project and lead team to secure target with optimum approaches.

Change agent and Lean Manufacturing driven to build sustainable and market-driven infrastructures.

Depth of Knowledge by foundational multi-faceted experiences in Mining, Explosive Facilities, Oil and Gas, Cement manufacturing, and other manufacturing units to drive results and efficiency.

CAREER HIGHLIGHTS
Health, Safety & Environment always First: Working with site & Corporate Safety to reduce lagging indicators through a pro-active approach of promoting universal safety ownership.

Engineering / Project Management: Extensive Engineering, procurement and construction Management experience in various phases and process of projects throughout the project life cycle, from concept initiation (front end loading) until final and formal close out for Mega, Major, Capital, Greenfield and Brownfield projects.

Project Control Management: Master in Computer Science with Civil Engineering graduation backed me with exceptional understanding of controlling, monitoring and reporting skills. Application of IT skills are not limiting my approach of monitoring and controlling to a traditional domain but set over smart and analytical path.

Organizational Strategy: Redesigned Team Structures to maximize efficiency while reducing or maintaining annual cost structures across a variety of industries.

Corporate Financial Analysis: Managed and developed over multi millions in annual budgets, Projects, and Inventories over the course of 20 years along with development and implementation financial control procedures and processes.

Estimation, Budget preparation, Bidding, Scheduling and Costing   for SABIC, ARAMCO, CNRL and RIO-Tinto-IOC wonderfully fortuitous me to use latest planning and costing tools e.g. Primavera, SAP, Excel etc. to initiate lucrative project and assure its successes.

Turn Around / Shut down: Since last 10 years, leading the high priority, critical and Debottlenecking projects in more than 15 Shut Downs and 10 Turnarounds has provided me a combined experience of project management and plant maintenance understanding.

Analytical Thinking: Translated abstract concepts of Availability and Utilization across multiple industries and development of KPI’s into actions and improvement paths.

EDUCATION
MCS. Computer Science

Bachelor of Engineering (Civil)

CODES AND STANDARD FAMILIARITY
ACI318-83, AISC 341-05, ASME B31.3, API, CSA Z662, ERD, NRCAN,NBC, CAN/BNQ 2910-510

PROFESSIONAL DEVELOPMENTE
P.ENG (Civil)                                                                                       PEGNL/APEGS                  2018

Certified Risk Management Professional (PMI-RMP)       PMI USA                             2019

Certified Professional Business Analyst (PMI-PBA)           PMI USA                             2017

Certified Project Management Professional (PMI-PMP)                PMI USA                                   2016

SAP Project system & Investment Management (PS &IM) SABIC                               2015

Primavera Enterprise 6.0 (Course 102 & 106)                       PROMASTAR                     2007

Competent Communicator and Leader                                  TOASTMASTER                 2013

EXPERIENCE
Project Engineer                                                                                                              2020 –To Date

Rio-Tinto-Iron Ore Company- Labrador. NL

Turnaround Scheduler                                                                                                  2019 –2019

Canadian Natural Resources Limited

Lead Project Engineer                                                                                                   2013 –2019

Saudi Kayan Petrochemical Company

Lead Project Control                                                                                                      2008 –2013

Saudi Arabia Basic Industries Corporation-SABIC.

Planning & FEDC Manager                                                                                           2007 –2008

Descon Engineering Ltd.

Sr. Project Engineer                                                                                                        2006 –2007

Al-Suwaidi Industrial Services

Civil Engineer                                                                                                                    2000 –2006

Descon Engineering Ltd.
SUCCESS’S HISTORY
During: 2020 – To Date (at RIO-Tinto-IOC Iron Ore Company – Labrador. NL)

§  Project and Scope: Orica Explosive Plant upgrade is combination of regulatory compliance and production enhancement project, which enabled plant to increase Ammonium Nitrate emulsion annual production from 50MKG to 90MKG.

§  Project scope includes from feasibility of plant upgrade, Engineering in accordance to ERD regulation, NRC and NBC guidelines, procurement of equipment, upgrade of facilities and new infrastructure of utilities. Orica is responsible to design and install new process plant.

Project and Scope: South End Power system upgrade- Sub 606 supplies power to the Old Tailings Pump House (OTPH) and the Orica Plant Most of its components are of an antiquated design and have exceeded their design life. This has created risks to employee safety from arc flash, production and operating cost due to equipment failure.

Project Scope includes completion of a feasibility study, engineering and tender packages for the SUB-606 Upgrade. Execution includes procurement of E house, infrastructure civil work, transformers installation and feeding from E-House to OTPH.

Budget’s Management: ~CAN$70 Million.

Role on Projects: Being Project Engineer responsible to manage the project from idea initiation till commissioning, i.e Leading team to drive projects from Gate 0 to Gate 6 in IOC Plant Project Framework.

This under line includes but not limited to

Developing feasibility study, AAFE development and approval, AFE development, Setting Design Requirement, Value Engineering, Scope development, Engineering quality verification, CWP development, Budget Development, Cost control, Procurement and execution are over all KPI of my role however main KPI of project is to ensure safety first with optimum control six constrains particularly meeting challenging time line. Beside tight time lines, High Risks- Pandemic (COVID) and limitation of ERD and NL province, Projects are achieving its all mile stone with ZERO incident.
During: 2019 (at CNRL – Canadian Natural Resources Limited – Fort McMurray. AB)

CNRL Turnaround: worked as Turnaround Scheduler for CNRL, Horizon Oil Sands, Fort McMurray, AB. CANADA

Role : Managed the development and maintenance of  till level 5 resource leveled turnaround schedules for various units with various activity codes to organize and report data from the schedule according to the needs of various stakeholders. Collaborated with plant, operation & maintenance leads to validate schedule inputs for field executable activities including logic and optimize resource utilization. Schedule update with actual progress, validation of CP and NCP with task owners. Incorporated all approved scope changes (SCN) in schedule on regular basis, analyzed and reported their impact on resource requirements and turnaround milestones. Developed various what-if scenarios during the planning and execution phases as per specific requests of stakeholders, evaluated the impact of various turnaround variables and presented those scenarios to project owners to help them in taking timely and informed decisions. Participated in schedule risk review sessions, provided input on the identification of potential risks and updated schedule with recommended mitigations. Utilized earned value techniques to track planned versus actual progress, developed project KPIs and analyzed and reported project performance trends and variances to management.

 

During: 2017-2019 (at Saudi Kayan Petrochemical Company. JB- Saudi Arabia)

§  Project Name: Installation of Oxygen Mixing Station with related nitrogen System was a DBN project, which enabled Saudi Kayan EG/DMC plant to increase DEG/MEG production to its maximum i.e. 140%.

Role on Project: Being Lead Project Engineer responsible to manage the project from idea initiation till pre-commissioning. KPI of project were to ensure safety first with optimum control six constrains particularly meeting challenging time line.

Project Value: ~US$10 Million.

 

During: 2014-2016 (at Saudi Kayan Petrochemical Company. JB- Saudi Arabia)

§  Project Name: Construction of SADARA-Kayan Ethylene Pipe Line is a SABIC strategic project, which make Saudi Kayan capable bidirectional transfer of Ethylene to/from SADARA and Chemanol petrochemical companies.

Role on Project: Being Project Manager  responsible to construct 6 KM 10” Ethylene line from SADARA through RC corridor till Saudi Kayan battery limit and In Side Battery limit (ISBL) facility including Metering station, Analyser, E&I, Civil and mechanical scope. KPI of project were safety first and meeting quality standards. JACOBS provided Engineering.

Project Value: ~ US$35 Million

 

During: 2009-2013 (at SABIC- Saudi Arabia Basic Industries Corporation. JB- Saudi Arabia)

§  Project Name: Saudi Kayan Petrochemical Complex was one of the largest petrochemical projects with 140 million work hours, includes various process units e.g. Olefins, Polyolefin, EOEG, Amines, Phenol and Polycarbonates.

Role on Project: As Lead Project Control – Offsite PMT, I was responsible for, Commercial Bid Evaluation, Budgeting, Resource Planning Scheduling, Change Control, Contract Amendments, Commercial Close Out, Status Reporting etc. Fluor served as EPC for U&O and reporting to SABIC U&O-PMT. Project Value: ~ US$18 Billion.

 

During: 2007-2008 (at Descon Engineering Ltd.   Islamabad Pakistan)

§  Project Name: EPC of 7200 TPD FCCL Cement Plant Project’s Scope include EPC of Preheater, Kiln, Silos, Raw mill feed, Cement Mill, Lime station, Crushing Station, coal mill and associated Civil, Structure, Piping and E&I work.

Role on Project: Planning and FEDC Manager:  Responsible for scope WBS analysis, Activity listing Networking, resource planning, cost estimating, Scheduling, Budgeting. Monitor and control project to keeps it on-track, on time and within Budget through various tools and technique e.g. CP Analysis, CPI, SPI and Change Control Management. DESCON performed as EPC with Polysuis AG Germany JV. FCCL-Fauji Cement Company Limited was client. Project Value~ US$30 Million.

 

During: 2006-2007 (at SABIC- Saudi Arabia Basic Industries Corporation. YB- Saudi Arabia)

§  Project Name: Construction of YANSAB Petrochemical Complex U&O K003 Package mechanical scope include five boiler, three Steam turbine Generator, four boiler feed water pump etc., and associated Civil, Structure, Piping and E&I work planned with budgeted~3.5Million direct Man-Hours.

Role on Project: Sr. Project Engineer: Responsible for scope WBS analysis, Activity listing Networking, resource planning, cost estimating, Scheduling, Budgeting. Monitor and control project to keeps it on-track, on time and within Budget through various tools and technique e.g. Critical Path Analysis, CPI, SPI and Change Control Management. Al-Suwaidi Industrial Services- Construction Contractor and Fluor served as EPC for U&O. Project Value ~ US$100 Million.