Sample CDR for Electrical Engineering

Resume of: XXXXXX XXXXX Objective

Seeking a professional position in the field of electrical power engineering utilizing my technical and commercial experience and interpersonal skills, I prefer working in an innovative environment with possibility of further career development.

Education

University degree: Bachelor of science, Electrical power and machines section, Ain Shams University, June 1999 Overall grade: Good Project grade: Distinction Position: 17th of the successful students totalling (231)

Experience

Current job since December 2004 Working for XXXXXXXX- DUBAI UAE as a senior projects engineer in the project Management Department, covering Gulf countries (UAE, Kuwait, Qatar, Oman and Bahrain). Where my achievements and accountabilities are:  Participated in establishment and development of the projects department (consultation business) in Schneider Electric Gulf.  Prepared technical and commercial offers for the projects (MV, LV and packages) in different market segments.  Strongly provided technical and commercial support to Schneider’s sales force in Gulf countries and to our agents to facilitate optimum positioning of Schneider Electric‘s offer in their Markets.  Developed the technical tender response, in cooperation with the sales team, taking into consideration the customer needs, and managed to optimise the proposals in terms of competitive positioning to the customer which lead to profitability to the company.  Followed up the contracts closely on regular basis to ensure registered margin, to meet contractual deadlines and to ensure delivery of correct equipment in accordance to customer’s requirements in time.  Conducted and developed excellent relations with the customers. 

February 2004 – November 2004

Working for xxxxxxx (Industrial Solutions and Services ) as a projects engineer , (CLIENT : BECHTEL Houston) in the LNG project ( liquefaction of Natural gas) ,and my accountabilities and achievements were:  Responsible for all Bechtel’s automation tools (Setroute software and 3D Model) to achieve full co-ordination and compliance with Bechtel’s requirements as well as their reporting systems.  Succeeded to propose optimal means to reduce equipment (materials and tools) and productivity costs.  Provided technical support to all departments involved in the construction cycle to achieve customer satisfaction, also handling all customer’s modifications and reporting their relevant cost and delay impacts.  Managed to provide solutions (drawings, BOQ, calculation notes, reports) for all electrical systems as electrical raceways, cables, lighting, earthing and switchgears.

August 2001 to February 2004 Working for xxxxxx as a senior projects engineer in the project Management Department, in the Industry, oil and gas and export Sectors (Gulf countries and East Mediterranean and south America). Where my achievements and accountabilities are  



   



Prepared technical and commercial offers for the projects in the industry, oil and gas market Segment as well as for all export jobs. Provided technical and commercial support to Schneider’s sales offices in Gulf and East Med. and to our agents to facilitate optimum positioning of Schneider Electric Egypt’s offer in their Markets. Prepared strong competing promotional and pre-qualifications files in order to penetrate new markets and to be added to suppliers lists for the huge companies in the oil and gas field in the Gulf. Responsible for achieving the annual sales budget (order intake) for the export accounts. Followed up the contracts closely on regular basis to meet contractual deadlines and to ensure delivery of correct equipment in accordance to customer’s requirements in time. Identified discrepancies between registered and actual margins, rationalized causes, and proposed improvements in the contractual process. Promoted and used standard solutions studied by the technical department to reduce production time and cost 12th of September 1999 to 1st of August 2001

Working for xxxxxxx as a design engineer in the design and standardisation Department where my achievements were:  Designed Medium voltage, low voltage, power factor correction switchgears and Motor control centres (MCCs)  Contributed to the development of optimal and economical solutions in the offer and order stage of different projects to comply with the requirements of the customer and to the international norms and standards.  Studied and designed contracts requiring high technical knowledge to produce documents (drawings, bill of materials, calculation notes, studies and manuals) needed for the customer as well as for the manufacturing cycle.  Succeeded to propose optimal means to reduce equipment and productivity costs.



Provided technical support to all departments involved in the industrial cycle to achieve customer satisfaction. Managed to provide standard solutions (drawings, BOQ, programs) to be used by the company for future contracts completion. Resolved the non-conformities.



Technical training



Summer 1998

 

At Landis & Staefa (Petrokima): included training on electrical panels manufacturing & Landis & Staefa controls, and participated in some running tenders (The Meredian extension project).  15th of March to 15th of June 2000: Participated in the NRTP training program at Schneider Electric Egypt: Included training in different departments (technical office, Project Management, procurement, Quality control Department, the L.V. & M.V. workshops, & the sales division).

Software skills

Spoken Languages

Other courses

Skills and affiliations References Personal data

Microsoft office including Excel, Word, Access and power point. Haendel (Schneider’s professional drawing program). Worked intensively on professional softwares used in programming Modicon PLCs and Schneider’s microprocessor based digital multifunctional relays (Sepam range) 

Arabic: mother tongue



English: fluent



French: Fair



Interpersonal and soft skills as Communication skills, problem solving and decision making, negotiation skills, trainings were given by PSDP European Management Centre, held in 2001& 2003.



Practicing sports, traveling and reading.



References are available upon request

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Full name: xxxxx xxxxx

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Date of Birth: xxxxxxxx

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Nationality: xxxxxxxxx

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Marital status: Single

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Military Service: exempted

Career Episode -1 Duration : Name of employer: Designation:

From October 1999 to July 2001 xxxxxx , EGYPT Electrical Design Engineer/ Project Engineer

INTRODUCTION xxxxxx Egypt. is one of the best-known multinational companies and a market leader in the field of electrical equipment. The core business undertaken by the company are Electrical Engineering projects, including manufacturing, supplying, installation, commissioning and testing of electrical equipment, low voltage and medium voltage equipment, as well as control systems. 1.1 I had the opportunity to join xxxxxx right after my graduation as an Electrical Engineer. I had already completed the 5year full-time course in Bachelor of Electrical Engineering in Ain Shams University. The first year of the course included some papers in Mathematics, and also provided a basic knowledge of physical sciences underpinning Engineering, mechanics, and chemistry. It also provided an overview of other disciplined of Engineering. The later years concentrated more particularly on the various aspects of Electrical Engineering. Of special interest to were some papers on Electrical Machines (I and II). Included in this was the design of various Electrical machines such as Motors, Generators etc. We had to design the shaft and rotor, calculate Input and Output values, losses, and so on for the machinery. I joined xxxxxx in 1999, which is one of the market leaders in electrical switchgear manufacturing. Initially I participated in a three month training called NRTP (New Recruits’ Training Program) during which I worked with different departments (sales, project management, design office, logistics, the workshop, and the site services) to have an indepth understanding of the nature of the work undertaken by the company. On the completion of my training period, I started my responsibilities as an Electrical Design Engineer and joined the company as a permanent employee. 1.2 My main responsibilities were to design, issue bill of materials and drawings for low voltage and medium voltage switchgears as well as motor control centers (MCCs), and power factor correction for projects in all market segments. 1.3 I will detail below one of the particular tasks I was in charge of as a design engineer. It was to standardize the use of electronic motor starters (soft starters) instead of conventional star delta starter as a starting method for squirrel cage induction motors. 1.4 General information regarding the project: In general, the commonly used methods of motor starting are the following: direct on line starting, star delta starting, autotransformer starters. These are the conventional methods of motor starting which depend on contactors, bi-metallic thermal overload relays…etc. However, electronic starters, known as ‘soft starters’, with variable speed drives using power electronics technology are rapidly replacing the old conventional starters due to various advantages to the user as well as the ease in installation. The Objective of the project were:  

Promote the soft starter product of xxxx – (Brand name is Telemecanique). Cost reduction of motor starters of small ratings up to 15 KW.

 

Price reduction of the MCC panels (motor control centers) which are composed of these starters. Standardize the schematic/control drawings and bill of materials to reduce time and cost of design.

1.5 In addition to the three months training, I had another 3 days technical specialized training on soft starters conducted by the Product manager, I also carried out an in-depth study of all the relevant catalogues and technical documents. I was well prepared to take on the full responsibility for the assigned project. My job mainly involved the following: 

Prepare standard detailed material list (BOQ) for every standard motor rating to include all the required components with their proper quantities and part Numbers (such as the Circuit breaker, soft starter, terminal blocks, selector switch and auxiliary control relays…… etc).



Design the schematic (control circuit) where I followed the concept of value engineering which involves providing necessary functions at lowest cost, and the identification and elimination of unnecessary costs. and I prepared the complete drawing for each motor rating.



Calculate the cost saving in each motor rating by comparing the prices of the conventional starter components with the electronic motor starter components.



Calculate the accurate space required for each motor starter in the panel for both cases (conventional and electronic).

1.6 In 3 weeks time the initial study was complete, and I had the complete file ready including all the Bill of quantities and drawings to be used by all the designers in their different projects.

1.7

As shown by the study, we achieved 13% cost saving as a result of using these starters, however we had two more challenges ahead, first to increase awareness of the consultants and end-users regarding the advantages of using the electronic starters, and secondly to further increase the cost saving by 2 or 3 % more.

1.8

I started collecting data from the marketing department regarding the approximate quantities of starters required annually, market price and details of main competitors. Based on these data, I started negotiation with our soft starter supplier in France trying to get the best transfer prices.

1.9

In few months time I was able to get our first order for MCCs including soft starters, after several technical/commercial discussions with the consultant. It was for a pharmaceutical Co. During the execution of the job, I was responsible for following up the process in the workshop to ensure we are meeting the project requirements and IEC international standards. I instructed the technicians regarding all the required precautions and installation recommendations before they started the assembly. Assembly is carried out as per the following steps: a) The switchgear enclosure assembly b) Installing the main horizontal bus bars

c) Then the vertical bus bars. d) Fixing the metal sheet mounting plates. e) Fixing the functional units circuit breakers. f)

Fixing the motor starters (soft starters).

After the switchgear manufacturing was finished, I followed up the final quality control. I had to ensure compliance to the standards and specifications by: 

Visual inspection of the switchgear



Checking the compliance with the shop drawings.



Mechanical checking.



Checking the wiring.



Testing the sequence of operation (control circuits).

I also attended the customer inspection in our factory.

1.10 As the second phase of the project, I started coordinating with the logistics department to create all the data of the components on their system, including the part numbers, full technical description, transfer prices, and also to forecast annual consumption so that we can build effective stock, as per the forecasted requirements. 1.11I always ensure that the technical specifications were met and the technical data sheets were well prepared. By this technique cost over-runs can be eliminated and the smooth progress of work can be ensured. 1.12 As the number of orders with soft starters started to increase, it became necessary to provide training to all the designers. I conducted technical training sessions for the staff of the design office. As a result, the technical competency within our design team increased, and they became totally autonomous. 1.13 We were able to achieve a high competency level internally in terms of designing, costing and logistics. I also provided technical support to the product manager and the sales force in the early bidding stages of the projects. Our team work was highly successful. Working on such a project was beneficial for me as I learnt a lot in terms of dealing with other departments, consultants and various major clients. I was able to overcome numerous problems arising on site. Solving the problems gave a boost to my managerial and technical skills in all aspects of designing, planning and execution of large projects. Working with this organisation was an extremely rich experience for my career , I was able to understand Electrical Engineering in depth, and to apply what I had learnt in the work environment.

Career Episode - 2

Supply and commissioning of Electrical Engineering package for Gas production plant Name of employer: Duration: Designation:

xxxxxxx, EGYPT FROM AUGUST 2001 TILL FEB 2004 Senior Project Engineer (Electrical)

INTRODUCTION After working for almost two years in the design office in xxxx, I was selected to join the Project Management/ Operations Department in the designation of Senior Project Engineer. By this promotion , I was moving up in my career in Schneider Electric. The qualifications required for joining the Project Management Department included a minimum of 2 years of technical experience, and excellent communication and interpersonal skills since the nature of the job requires full interaction and coordination with all the internal departments, suppliers, clients and consultants. I joined the Project Management Department in August 2001, working mainly in the oil and gas, and export sectors. 2.1 As described above it is a technical-commercial position. Since I already had good technical experience, I only had to enhance and strengthen my commercial / managerial capabilities. I was trained for one month on the different quotation tools, and financial aspects such as Letter of Credit, bank guarantees, logistics and incoterms. I also underwent some training courses to improve communication skills, negotiation skills, time management and problem solving capability. 2.2 After one month’s training, I was quite ready and capable to take on my new challenge as a Project manager in the oil and gas market segment as well as for the export projects. In fact, the oil and gas sector is the most critical among all other market segments, since the oil and gas clients are all major international EPCs (Engineering, procurement and construction) including Bechtel, KBR, Technip. The nature of the oil and gas projects are of high technical specifications with strong safety and reliability requirements.

2.3 xxxxxx was invited for bidding in a major project for the supply of the complete electrical package. It was a targeted project for Schneider Electric, and we were very much interested in getting this prestigious project. 2.4 I was appointed to handle this project in the tendering stage, and also in the order stage( in case of the project being awarded to our organization). 2.5 General information on the project: The project was called Scarab Saffron development project for gas production, it was located in Idco – Alexandria – Egypt. The client was a consortium between ENPPI and Bechtel UK. The scope of the electrical package included supply, testing and commissioning of 3.3KV Medium voltage switchgear, power transformers, Low voltage main distribution switchgears 4000A, LV MCCs (motor control centres), DC system (batteries and battery chargers), Bus duct, UPS and SCADA system (electrical distribution supervisory system), relay co-ordination and short circuit calculation studies.

2.6 My main responsibility was divided into two main phases 1. Tendering phase:  Study in depth the enquiry documents (technical and commercial).  Finalize any clarifications on the tender documents with customer  Prepare complete technical and commercial offer 2. Project Execution:  Final negotiation of order commercial conditions.  Contract review and acknowledgment  Following up the project execution to meet the contractual obligations.  Ensure achieving the registered gross margin and profitability for the company.  Ensure high quality service for the customer and meeting the whole project schedule (the whole gas plant) and coordinating with different suppliers in the project and with mechanical scope of the project. 2.7 The main problem I was facing was that to remain competitive and win the contact for the project, and at the same time to fully comply with the specifications, keeping high quality in terms of reliability and safety (which can by no means be compromised in oil and gas industry). My only solution was the value engineering, exploring different alternatives to achieve required functions through the most cost effective ways. I started studying tender documents in details and clarified any vague points. Part of the ‘scope of work’ can be manufactured in our factory, and some equipment had to be sourced from different suppliers. I sent the request for quotations to the different suppliers, I evaluated their offers in co-ordination with our design engineers, held meetings with the suppliers to discuss their proposals and to try to optimize their offers. 2.8 I collected all the information on previous (similar) tenders, particularly regarding the prices of other competitors, and the main technical requirements. 2.9 As a result, I was in a better position to set target prices for suppliers. 2.10 Finally in 6 weeks time, and before the bidding closing date I was able, with the coordination of the design office and the sales department, to integrate a competitive compliant technical and commercial offer for the complete electrical package. It was then reviewed and accepted by the top management prior to submitting the proposal. 2.11Proposals for all bidders went through technical evaluation by the client, and after three rounds of technical clarifications which took almost 2 months time, we were short listed as a technically successful bidder. 2.12 During the technical evaluation rounds, we used one strong technical advantage in our offer which led to better positioning of our offer. This was the use of low voltage motor starters with coordination type 2. As per IEC standards, motor starters are classified into co-ordination type 1 and 2, They both protect people and property, however in co-ordination type 1 starter , when an electrical fault occurs due to a short circuit, the starter components have to be checked, and the circuit breaker or the contactors due to contacts welding has to be changed. In this case highly qualified maintenance staff are required. This also disrupts the continuity of service, which is very crucial in oil and gas industry, as time is needed to replace the defected components and put the starter into service again. While in co-ordination type 2, after an electrical fault occurs, the starter can be put into service again without changing any components, only slight welding of contacts might be required. Inmost cases, the fault can be easily cleared by switching on and off the contactor few times. The basic idea behind co-ordination type 2 starters is selecting an oversized contactor, and the combination

of starter components (circuit breaker, contactor and overload relay) are all tested together in the manufacturer’s laboratories. So this type of coordination ensures continuity of service and does not require highly qualified technicians at site. We were offering motor starters of co-ordination type 2 to comply with the project requirements, and this was a great advantage which was not offered by all manufacturers. Then the commercial proposal was evaluated Schneider Electric Egypt was awarded this contract which was the biggest in 2003, and our combined efforts were greatly appreciated by the top management. The second bidder was 4% higher in price and the overall proposed delivery time was one month more . 2.13 At this time I had to start the second phase which is the execution of the project. I started started by finalizing and acknowledging the purchase order. Kick-off meetings were held to start the process and I worked on getting the full technical documents and drawings approved. 2.14 I conducted a site survey with our site services engineers so that to ensure proper coordination with the overall plant system such as civil works, mechanical works, and the environmental conditions of the plant, so we better understood the process of the plant, and were fully aware of the overall system. I also checked the overall plant completion schedule, so as to prioritize our deliveries to be in-line with the overall schedule requirements. 2.15 During the course of the project execution, the client came up with some changes and modifications in the loads (motor ratings), which had some price and delivery impacts. I had a series of meetings with the client, and the rates and technical requirements for the variations were mutually agreed upon. 2.16 One of technical difficulties we faced was that the client changed the electrical equipment arrangement in the electrical room. As a result the space reserved for the low voltage switchboard became insufficient, and at that time we were already in the final stage of manufacturing. The designed and approved length of the low voltage switchboard was 9900 mm, however after the change in arrangement of equipment , the available space was only 4800 mm , and the civil works and the openings in the concrete slabs had been done accordingly as per the initial design. Being in late stage of the project execution made the situation even worse. I has discussions with the client to sort out this issue. Then I had to study different solutions to comply with the available space. I had to re-design the switchboard, trying out different layouts and re-arranging the electrical component layout within the switchboard. I was also trying my best to keep the components which were already installed unchanged so as to minimize further work involved and the time required for modification. After 4 days of detailed study, I proposed to the customer a new layout, which was “U” shape. Also I had to change the switchboard to be of the rear connection type (cables to be connected from the rear of the panel) as this also helped in removing some of the cable ducts and hence reduce the overall width. The switchboard being a “U” shape requires 2 additional cubicles (corners) which required special design as the bus bar rating was high, 4000A. Finally, this proposal was approved by the customer, however the only remaining problem was that the time required to manufacture these 2 additional cubicles (corners) was 2 months, while delivery of the switchboard was supposed to be in 5 weeks time. So we proposed that we would deliver the switchboard partially, meaning that all the columns/cubicles will be delivered as a first batch to allow the contractor to start fixing the panels and to start cable termination, while the 2 additional corners will be supplied as a second batch. I

also agreed to send our services engineer to ensure proper integration and installation of the complete switchboard at site. Also the contractor had to modify the civil works as per our recommendations. 2.17

I attended all the witnessed FAT (factory acceptance tests), only minor modifications were required, some of these were rectified in the factory, and some others were cleared at site after delivery.

2.18 I supervised the site activities which included the commissioning, testing and start- up of all the supplied equipment as well as testing the interface with the over-all site control system. 2.18 Working on such a project for almost one and half year - throughout the project life cycle has enhanced both my engineering and management skills to a great extent. It has provided me with varied experience in all aspects of project management.

Career Episode -3 Establishing Projects management Department in the GULF region Period : Since 26th December 2004 till present Name of employer: xxxxxxx – DUBAI Designation : Senior Project Engineer (Electrical) INTRODUCTION 3.1 xxxxxxxx is one of the major entities of the corporate organisation, keeping xxxxxx as the market leader for Low voltage and medium voltage products in the Gulf. It is also considered as one of the fastest growing subsidiaries of Schneider Electric world-wide in terms of revenue and profitability. In line with the fast growing economy and business in the gulf region, especially Dubai and Qatar, the management decided to cope with this dynamic market by bringing expertise from different Schneider entities to build a projects consultation centre (Projects Management Team). I consider it as my greatest career opportunity to be the first to join this newly created department , and play a role in establishing this type of projects business in the region, utilizing my six years of experience in Schneider Egypt. 3.2 I started my new position on 26th December 2005 as a Senior Projects Engineer in the projects Department which we called ‘Local Consultation Centre. 3.3 The project management department is responsible for: 

Study of tenders in depth (technically and commercially).



Promote Schneider’s standard solutions and packages and better position schneider’s offer in the market.



Prepare technical and commercial offers for projects electrical package.



Projects execution and follow up ensuring delivery of correct equipment on time and meeting all contractual terms.



Ensure achieving the registration margins, profitability for the company.

In addition to the above, my responsibilities included setting up the system in terms of forms, documentation, process, interface with other departments, suppliers and customers, as well as building a central database for all Gulf projects. 3.4 In a very short time, (three months time) we were successful to win our first big project . Project Information   

Project : Al Ain Air College – District cooling plant. Customer : SNC-Lavalin & Tabreed Scope of Schneider: Supply, testing, commissioning and start-up of the electrical equipment package comprising: a) 11KV Metal clad switchgear, with SF6 circuit breaker, 1250A, 25KA/3sec, IP41. b) 3.3KV Metal clad switchgear with SF6 CB, 2500A, 25KA /3sec, IP41.

c) d) e) f) g)

Cast resin Power transformers 11KV/3.3KV, 7MVA Cast resin Distribution transformers 11KV/0.4KV, 2.8MVA 3.3KV Soft starters for chillers. LV/LV isolating transformers. Relay co-ordination study.

3.5 At the beginning of the project I conducted 3 kick-off meetings with the client to figure out the real needs of the whole district cooling plant project as an over-all system, so that we provide the appropriate scheme and control system, in terms of power demand , ensuring proper sizing of all equipment including current transformers, circuit breakers and bus bars. We also had to prepare the completion schedule, ensuring we are in line with the overall system progress. We also confirmed the environmental data of the site which is located in Al-Ain in UAE, to make sure we are providing the appropriate equipment degree of protection IP, to provide anti-condensate heaters for humid conditions, to apply adequate de-ration factors for bus bars and circuit breakers in case of high ambient conditions (which is the case in this part of the world). 3.6 The real difficulty, risk and challenge I was facing was our limited capabilities in terms of resources, tools and effective set- up since we were in the beginning stages of operation. I had only two engineers and a draftsman at that time, and we had to do the engineering drawings, BOQ, calculation notes and all technical documentation submittals; project contractual follow up, handling modifications by advising technical feasibility and their relevant commercial impacts on price and the delays involved. We also had to look into logistics issues such as following up with suppliers (in France and USA) and the forwarder. We also followed up financial aspects as invoicing, receivables and monitoring our margins. 3.7 The project execution period was approximately ten months, during this period the management was strongly supporting us to overcome any obstacles, and a real team work was taking place to secure the contract. I was very closely following with our suppliers in France, guiding them especially in the technical issues and ensuring that they meet the contractual dates. 3.8 Our project scope was mainly divided into two major phases: a) Supply of the equipments to the site. b) Site activities (supervision on installation, commissioning and start up). After completion of the first phase, we started preparations in advance for the second phase by mobilization at project site, arranging for the tools and equipment necessary for testing. One of the main activities during commissioning is the setting of all the protective relays according to the relay coordination study that are prepared. I had to overcome a critical problem in this stage, which was the lack of upstream electrical network data and difficulty of achieving selectivity. The purpose of the relay co-ordination study is to achieve selectivity (discrimination) between different levels of the network, to ensure continuity of service and reliability. In other words, it is to set the protection relays with fault values and time values in such a way as to ensure that in case of any electrical fault , the closest circuit breaker feeding the fault will trip not the main upstream breaker, thus we can isolate the faulty section without interfering with other loads in the network. We needed the settings and type of curve of the existing upstream relay so that we can carry out the coordination study, but the client and AADC (AL Ain distribution company), confirmed that these data and documents are not available and that the upstream relay is an old fashion electro-mechanical relay supplied more than 20 years ago. I checked the upstream existing switchgear at site to get the exact type and model of the relay as well as the settings, and later

with very much difficulty I found the curve characteristics on the internet. Then came the main problem, when it was found out that according to the information of the upstream relay it was impossible to achieve co-ordination since the upstream over current and time settings were very low. Initially we requested AADC to check the possibility of changing the upstream settings to the required settings. However, after they checked the complete upstream network they came back to us confirming that it is not possible to make any changes. It was a serious problem especially since the project start-up date was planned to be within a months’ time. It was quite obvious that the current or time selectivity cannot be achieved, so I was looking for an alternative solution, and after few days of checking the detailed technical manuals and catalogues of our microprocessor protective multifunction relays Sepam ( Merlin Gerin type), and the schematic drawings, I found that we can achieve logic discrimination between our provided 11Kv and 3.3KV switchgears, since this feature is available in our provided relays. When a downstream relay senses a fault it will give a blocking digital input signal to the upstream relay to delay its tripping for an adjustable time, which is sufficient to let the downstream relay trip and isolate the fault. This solution was an alternative solution to the normal (commonly used) time and current discrimination. 3.9 All site work was carried out in full co-ordination with different suppliers , such as chiller suppliers and generator suppliers, and the plant was successfully energized. 3.10 Finally the project was completed and handed over to the client. The realized margin was in line with our targeted margin at the beginning of the project. Commissioning reports were also prepared and analysed for possible ways of improvement. It is also submitted to the Management for their reference, review and comments about improvement opportunities, if any. 3.11 This project success was the main trigger and motivation for the company to decide increasing the resources and capabilities immediately to cope with the unbelievable fast moving business cycle in UAE. It was also decided to increase the scope of our activity to include supplying EMCS (energy management and control system) in 2006. 3.12 Working on this project was of great importance for me, since I had the chance to go through the whole cycle, preparing the quotation, negotiating the offer, awarding of contract, and execution of work at project site. During my career, I always ensure that my work is professional and ethical. 3.13 In addition to this project, we also managed to win few more projects. Our internal set-up is now organized.

CONTINUING PROFESSIONAL DEVELOPMENT Trainings: Summer 1998 At Landis & Staefa (Petrokima): included training on electrical panels manufacturing & Landis & Staefa controls, and participated in some running tenders (The Meredian extension project). 15th of March to 15th of June 2000: Participated in the NRTP training program at Schneider Electric Egypt: Included training in different departments (technical office, Project Management, procurement, Quality control Department, the L.V. & M.V. workshops, & the sales division).

Courses undergone: Microsoft office including Excel, Word, Access and power point. Haendel (Schneider’s professional drawing program). Worked intensively on professional softwares used in programming Modicon PLCs and Schneider’s microprocessor based digital multifunctional relays (Sepam range) Interpersonal and Communication skills, problem solving and decision making, negotiation skills – training was given by PSDP European Management Centre, held in 2001& 2003.

SUMMARY STATEMENT OF COMPETENCIES CLAIMED

Competency Element

PE1.1

PE1.2

How and Where Demonstrated

I Have undergone a 5-year course in Electrical Engineering which has provided me with a strong base in Mathematics. The preparatory and first year of the course provided a basic knowledge of the physical sciences, and information sciences underpinning engineering. The next 3 years concentrate more particularly on the various aspects of Electrical Engineering.

The second to fourth years of the Engineering degree course concentrate on various papers related to electrical Engineering. Knowledge of materials, awareness of technical and professional practice (1999 till date)

Paragraph reference in Career episodes 1.1

1.1, 1.5, 1.9, 206, 2.12, 2.15, 3.8, 3.12

Thorough knowledge of the LV and MV equipment and control systems (1999 - date)

PE1.3

Subjects covered in my engineering degree course.

1.1, 1.2, 1.5, 2.16

I have undertaken the design of various MV and LV equipment and control systems.

PE1.4

The Engineering degree course has provided me with a wide knowledge base, particularly the subjects covered in the preparatory and first years, which evaluate the place of Engineering in society.

1.1

PE2.1

Identifying technical problems and achieving a solution.

2.16, 3.8

PE2.2

I have interacted with logistics department, product manager, sales personnel, and engineers of various disciplines.

1.10, 1.13, 3.6

PE2.3

I always use Value Engineering in my work (1999 - present).

2.7, 3.10

Once a project is over, the reports are analyzed for possible ways of improvement.

PE2.4

I have completed the design of various electrical machines such as motors and generators.

1.1, 1.2, 1.5, 2.16

I have undertaken the design of various MV and LV equipment and control systems.

PE2.5

I was responsible for all the Electrical Engineering works involved for the Scarab Saffron Development Project, Egypt

2.3, 2.5, 2.6, 2.12, 2.13, 2.15, 2.16, 2.17, 3.4, 3.5, 3.8, 3.9, 3.10

I was solely responsible for the Electrical Engineering works involved for the Al Ain air College- District Cooling Plant, Al Ain, U.A.E

PE2.6

I prepared the quotation for work, after studying the market for prices of materials, and estimating the labour involved.

2.7, 2.10, 3.10

I prepared reports of work on a regular basis and compared with the progress chart.

PE3.1

I conducted negotiations with clients, suppliers. Preparing reports management.

PE3.2

for

submission

to

I analyzed the information I received from suppliers before deciding on the best I always ensure that technical data sheets are well prepared. Controlling and monitoring the work at site.

1.6, 1.8, 2.6, 2.11, 3.5, 3.9, 3.10

1.8, 1.11, 3.6, 3.8

PE3.3

I always apply the concept of Value Engineering in my work (1999 – date)

2.7, 3.10

Once a project is over, the reports are analyzed for possible ways of improvement.

PE3.4

Awareness of standards and codes of practice in my field of engineering.

1.1, 2.2, 2.12, 2.16, 3.8, 3.12

I am particular that my work is always professional and ethical. PE3.5

I was responsible for all the Electrical Engineering works involved for the Scarab Saffron Development Project, Egypt

2.3, 2.5, 2.6, 2.12, 2.13, 2.15, 2.16, 2.17, 3.3, 3.4, 3.5, 3.8, 3.9, 3.10

I was solely responsible for the Electrical Engineering works involved for the Al Ain air College- District Cooling Plant, Al Ain, U.A.E Communicating and coordinating with clients, consultants, other team members. PE3.6

I underwent a course in MS Office to improve my computer skills.

1.1, 1.5, 2.1

I attended several in housing training programs and seminars conducted by Schneider Electric.

PE3.7

I always present a professional image in all my work (1999 – date) and in my interaction with clients, consultants, suppliers, as well as my colleagues.

1.5, 1.13, 2.1, 2.4, 2.6, 2.13, 2.16, 2.18, 3.3, 3.8, 3.9, 3.10