Bander M. DakheelAllah PMP®(PMI)

* Lead company operations, project execution, manufacturing & on site maintenance for major clients inside Saudi Arabia & globally as well for upper stream & down stream * Spearhead strategic growth and business expansion initiatives to broaden market presence in order drive sustainable revenue growth in domestic and international markets. * Direct organization development by sponsorship the SAUDIs , restructuring teams, implementing scalable processes, and cultivating leadership pipelines to support long-term corporate objectives. * Supervise and mentor departmental managers and employees to ensure high performance, accountability, and professional development. * Establish clear operational goals, performance indicators, and procedures to align teams with corporate strategy. * Drive operational excellence through strategic planning, performance optimization, and cost-efficiency initiatives. * Oversee project timelines, budgets, and resource allocation to ensure efficient and safe delivery of all ongoing projects. * Strengthen client relationships by maintaining consistent communication, quality assurance, and timely project completion. * Foster a culture of safety, collaboration, and continuous improvement across all company functions.

Sr. Manager of Turnaround & Major Maintenance department { IbnZahr (IZ site & IS site ) & SAMAC site } reporting to Maintenance Executive Director. Department & Organizational 1.Leading Turnaround & Major Department while focusing on EHSS Cultural enhancement 2.Driving the team as per SABIC strategical approach in leading the High & Medium scale turnaround. 3.Responsible for the Cost management in terms of Capex, Opex, Spending and closeout. 4.Driving the team to meet all the KPI’s for TAMM resulting in the success of the department. 5.Controlling and strictly driving the team into safe work culture in compliance with SABIC guidelines. 6.Ensure all EHSS requirement are compiled for all events and driving team to achieve it. 7.Ensure turnaround events are complied with all phases with major deliverables as per the charter. 8.Lead resolutions of complex technical and safety related. Culture & Improvement 1.Empowering people to get the best out of them which in result benefits the organizational growth. 2.Strong leadership qualities with strategic focus in SABIC Vision. 3.Structuring the TAMM organization to meet the best results for the turnaround, shutdowns and project implementation. 4.Effective engaging with Executive Management to understand their vision and making it a reality. Company 1.Responsible and accountable for overall completion of 13 plants including utilities. 2.Achieving the department business objective, which will benefit the company growth and overall SABIC growth. 3.Enhancing the OMS procedure with time to time review and embedding all the key lessons learnt. 4.Collaborating with other departments to meet the company goals. 5.Leading TAMM Steering Committee Meeting and meeting all the strategic business risks and needs 6.Strongly functional competency in OMS procedure, Budget overview and cash flow, SAP PM & turnaround Work process. 7.Engage and influence leaders to adopt new ideas to enhance safety, reliability, sustainability or cost saving.

Achievements : • Achieved more than 20% & 40% saving until 2020 & 2021 respectively. • Achieved 5.5 M overall Safe man-hours for all the turnarounds. • Leading the implementation of 5S methodology for Sustain and safe ma-terial handling as first project in Ibn Zahr and among SBAIC affiliates. • Successfully achieved 11 TA’s & 2 Emergency Shutdown with all KPI’s such as Schedule and Cost index. • ZERO COVID-19 cases during MTBE II TA 2020 and after that on depart-ment level. • Implementing of Proactive Readiness Program (PRP) system. Career Experience  Engaging SMT with the roadmap and status of TA with steering committee meeting.  Managing Turnaround of IZ worth more than SR 400 MM  Managing 22 planning engineers of various disciplines to follow Turnaround work processes.  Implementation of enhanced OMS-432 Turnaround work process.  Controlling the budget & spending of the turnarounds by monitoring Plan VS Actual.  Involved in contractor selection and evaluation of contract execution  Monitors TA Core Team progress against milestones, report status to the TA Steering Committee and maintains compliance records  Empowering all the team by defining individual objectives and setting key performance  Interfacing professionally with stakeholders (PED, operation, AED, inspection and FMD) for their best satisfaction to achieve TA goals.  Driving execution & contractor team through successful (safe, timely, quality, on budget) pre-turnaround, turnaround, and post-turnaround work.  Managing the success of turnaround project events by managing the organization and planning.  Ensuring the completion of all the audit points related to department.  Leading SAP data quality for 17,132 open orders.  Leading the core team for developing post turnaround look-back and lessons-learned

1. Managing projects within the approved scope, Schedule and budget. 2. Interfacing professionally with project stake holders for their best satisfaction to achieve project goals. 3. Managing project changes, materialized & unforeseen risks. 4. Managing project bidding process for FEED & EPC to ensure successful contract awards. 5. Participate in project audits and workshops (3D model, Risk, HAZOP, Constructability, etc.) as per project scope & schedule. 6. Managing and leading project turnarounds with effective interface between T/A, operation, maintenance & contractor’s teams.

IZ Project Development & Control Department. Sr. manger (A) 1. Developing Business Plan & KPI of project development & control Dept. 2. Managing projects of IZ 3. Managing 19 engineers of various disciplines in Engineering and Projects. 4. Preparing Annual Department Budget

1. Leading all capital project with E&PM and IZ to execute as per the target as Team Leader. 2. Leading the performance optimization projects with Ibn Zahr EXECUTIVE Management as team leader. 3. Achieve the G1, G2 & G3 of mega project deliverable within one month which is before the target. 4. Manage the reporting system of capital, Mainor & expended project. 5. Manage the temporary MOC.

1. Assigned for day-to-day activity (inspection engr.) for all the polymers plants (PPI, PP-II&PP-III). 2. Leading all total complex turn around inspections activity. 3. Assigned to performed internal inspection for Heaters and Boilers. 4. Root Cause Analysis (RCA) Team leader. 5. Assign to prepare the inspection package for the Catofin reactors and PSV’s of MTBE-II& I. 6. Worked six month with Operation department as part of my rotation.