Mohammad Husain

• After retirement in 2018, I created MH-Consultant, focusing on giving advice on Oil & Gas, petrochemicals, leadership, Coaching and Strategic planning.

Moving EQUATE from a local to a global player by initiating the first acquisition in the company's history

• This acquisition positioned EQUATE to become the second Glycols producer in the world.
• Achieve the complete debottlenecking project in EQUATE to reach 165MMSCFPD processing capacity and reach the 1-million-ton production of polyethene
• Advocated for EQUATE's Innovation program, and during his tenure, EQUATE registered its first IP
• Initiated the high-reliability organization (HRO) process, which enhanced company effectiveness and improved people performance, plant reliability, and seamless processes in the organization
• The company achieved more than a $ billion net profit during my leadership.

• With the limited time I had in KNPC, I worked hard to move the projects that were not moving, build the team, focus on cost optimization, try to achieve quick wins to improve the organization’s effectiveness and finish building what I called a transition plan, which I passed to my successor.

• As a DMD (Planning & Gas), I was responsible for several functions in KOC
• I was responsible for developing long-term strategies, annual business plans, and budgets
• Managed gas development, booster stations, and internal gas network operations
• Established and implemented HSE systems and regulations
• Oversaw strategic and operational planning, performance management, and budget control
• At the same time, I was responsible for leading the company's commercial department
• Establish the first integrated Gas Vision business in Kuwait
• The first commercial non-associated gas production in North Kuwait started using the Early Production Facilities (EPF) vehicle to produce 150 MMSCF of gas and 50 M BPD of light crude
• Establish the Enhance Technical Service Agreement (ETSA) model in KOC
• Finalise the ETSA agreement with Shell, the first of its kind in the business
• Enhance The HSSE process by introducing the latest practices and a close monitoring system
• Establishing an inventive culture in the director with Shell's help resulted in considerable enhancement in productivity and optimised production facility capacity, along with enhancing the innovation culture in Planning, HSSE, and the commercial department
• Carry out a complete commercial department restructuring to ensure the department’s capability for KOC’s continued expansion
• As a Deputy Chairman, I resume the chairman role during his absence
• During this period, I also managed the soil remedial project to clean the sand from the oil resulting from the Iraqi invasion of Kuwait
• I worked closely with the entrusted government entity to prepare the contract and develop the plan for the work
• By introducing close monitoring, facilities enhancement, and an extreme focus on gas utilisation, we reduced gas flaring in the organisation from more than 15% to a record low of close to 1%.

• I was given this responsibility, and my main job was DMD (Manufacturing)
• In this role, I supervised all the marketing activities at PIC.

• In this role, I was entrusted to manage the PIC manufacturing function, which covers plant Operation, maintenance, HSSE, procurement and Engineering
• Led the company’s production and manufacturing strategy
• Proposed and managed the budget for the manufacturing sector
• Ensured adherence to Occupational Security, Health, Safety & Environment (HS&E) criteria
• Generate the highest net profit for the company for a long time
• Enhanced the Plant’s reliability tremendously
• Ensure the entire operation of the MAXIMO system in the organisation
• Enhanced the effectiveness of the “Six Sigma” process in the organisation by focusing on people training, getting more involved, increasing the number of projects, and ensuring close monitoring of the results
• This activity resulted in considerable savings for the organisation
• Led the efforts in PIC to manage the fertiliser business after the upgrade and coordinated all efforts for smooth operation.

• In this role, I Led the first Assets Structure organisation in KOC
• I was appointed Executive Assistance Managing Director (EAMD) for North Kuwait assets
• This responsibility covers planning, development, production, maintenance and Engineering of the oil fields in North Kuwait, which cover Rawdatain, Sabriya, Ratqa, Abddili, and other minor fields
• Maintaining maximum production from NK fields with limited production facilities and taking over after massif fires in GC-15 and BS-130 occurred three days before resuming NK assets activities
• Focus on issuing a complete development plan to reach 1.0 MMBPD oil production from NK
• This is considered the first integrated, multi-disciplinary team to produce the plan
• Maximising gas production by innovative ways to ensure minimum flaring
• Prepare all documentation within a short period of time to reconstruct GC-15 and BS-130
• We maintained a seamless process with the underwriters to ensure a full insurance payment for the outcome of the GC-15 accident
• Ultimately, we succeeded in rebuilding the Gathering Center from the insurance coverage
• During the construction period, we initiated other projects, such as GCs and BSs and drilling the required wells to reach the targeted production
• We ensured during this period to prepare the team to be ready for the challenge and created a culture of innovation and a reliable and high-performing team.

• This was a transition position for a short period in which I Led the planning, finance, and system development activities.

• In this role, I was responsible for corporate planning, strategic and operational plans, and organisational performance management
• We started preparing and Producing the KOC 2020 strategic plan, which was approved by the KOC and KPC boards
• We Improved the five-year plan to a three-year rolling plan to capture the most forward-looking activities and be closest to reality
• We build the first reserve management system in the organisation to ensure up-to-date country reserve value
• Improve the BSC process in the organisation
• During this period, I lead several KOC and KPC group companies teams.

• Assessed organisational performance and recommended corrective measures
• Prepared performance monitoring and evaluation reports monthly
• Move from the Performance card process to the BSC process
• Present company performance to the top management every month
• We won the Chairman HSSE award during my period for producing the process to monitor and reduce the gas flaring in the company.

• Formulated integrated development plans and administered TSA with major oil companies.

• Developed operational plans and identified performance indicators
• Develop the five-year plan process
• Close monitoring of the company's key capital projects
• Coordinate the plan preparation with all KOC functions, to be presented and approved by the KOC executive team and KOC Board.

• I worked in the reservoir department, drilling department, and production operations
• Involved in post-liberation well-controlled activities and rehabilitation
• Fully involved in supporting the firefighting efforts from day one and was vital in preparing the intact wells for early production after liberation
• Build the first simulation Model for the Wafra Ratawi field and update the MN Oolite reservoir model
• Actively participated in preparation for the construction of GC-27 & 28 during the late 80’s and after the liberation
• Participated in the first development plan to produce 750 MBPD and the 2 MMBPD plan after liberation
• I actively participated in the first long-term plan at KOC.

Other Activities

Involvement in Remediation Works

- Head of the Joint Technical Team for KOC remediation efforts.

Involvement with International Oil Companies (IOC’s)

- Coordinated efforts with BP, Chevron, Total, and others under Technical Service Agreements (TSA) and Enhanced Technical Service Agreements (ETSA).

- He led the first multidisciplinary team covering KOC and BP to carry out the first integrated area development plan for west Kuwait fields. This plan included a production profile, field activities, drilling and facilities, and the required resources and investment. This work was then considered the base practice with other IOCs (Chevron and Total).

Additional Responsibilities

- Chairman and member of various committees and task forces related to business effectiveness, energy, production assurance, and strategic planning.

- I have been a Board Member of EQUATE, KOC, KNPC, GPCA, and Kuwait Energy during different periods. I have been the board chairman of Tripplee Holding Company since 2018.

- I was fully involved in preparing KPC's vision project in 2007, which was to be its new strategic direction.

- I led the first Kuwait Energy Master Plan team, consisting of members from the oil sector and outside, including some ministry representatives, to ensure the long-term availability of fuel to the country. Key achievements were creating the master plan and the gas import initiative.