Risk Manager

7/2015 – offen

FORCE ● Copenhagen ● Risk Mgmt. Lead ● Management Team:
• Spearheaded a shift in strategic planning and buy-in from corporate management for new strategic shift in planning – by establishing consensus about the company’s exposure to strategic risks and opportunities.
• Mapped out new insights into the company’s risks & opportunities exposure related internal organization projects and external markets, by assessing all projects, divisions and departments across the international organization.
• Drove risk and opportunity based change management activities by establish formal risk registers and assigned risk ownerships across the organization.

Dong Energy ● Copenhagen ● Risk Mgmt. Consultant ● DK Asset Management
• Delivered advisory for the Enterprise Governance, Risk & Compliance Management Control Framework;

Dong Energy ● Copenhagen ● Project Risk Assessor ● HEJRE Field Development Capex Project
• Identified and assessed high impact risk exposures related to the execution planning of HEJRE oil field development project, and maintained a project risk register. The high-risk items were articulated in project risk report to the corporate risk advisory team, supporting the decision to halt this capex projects.
Dong Energy ● Copenhagen ● Project Risk Assessor ● SOLSORT Field Re-development Capex Project

Dong Energy ● Copenhagen ● Project Risk Assessor ● SOLSORT Field Development Capex Project
• Identified and assessed high impact risk exposures related to the execution planning of SOLSORT oil field development project, and maintained a project risk register. The high-risk items were articulated in project risk report to the corporate risk advisory team.

Projektleitung / Teamleitung (IT), Risikomanagement, Transformation Management, Projektmanagement - Risikomanagement

8/2012 – 6/2015

PROJECT MANAGER, ASSET OPERATIONS RISK REVAMP PROJECTS (PHASE II)

MAIN ACHIEVEMENTS:
• Reported to upstream chief risk officer - and assisted in creating corporate top management consensus for strategic shift in the management practices for operational risks - by revealing multiples of high risk root-cause commonalities across facilities in operation, relating to safety and production risk barriers;
• Under CRO, main person in charge and leader for operations excellence and risks revamp program of projects (Phase II) for 27 oil and gas fields (figure below). Stewarded enterprise wide risk based change programs, implementing risk controls such as risk based performance standards based inspection & test programs and safety critical activities– streamlined for all asset in operation, embedded into the SAP/PM module. Accountable for the oversight of the implementation of the risk management framework, with its procedures;
• Eliminated the high risk culture of SCE-bypass operations, by enforcing the asset integrity risk governance;
• Reviewed and re-communicated new risk policies and procedures, receiving executive management buy-in;
• Contributed to consensus among the production risk sharing stakeholders for asset life extension budget of MYR 200M for the Barona and Erb West brownfields;

MAIN DELIVERABLES:
• Articulated risk report to the company’s Chief Risk Officer on a monthly regular basis, with verbal risk update;
• Revealed and maintained 3000+ registered high risk items for 27 oilfields (figure below), and based on this – stewarded out-of-compliance gap-closure brownfield intervention plans and change management activities;
• Chaired risk assessment meetings on a regular basis across the upstream organization;
• Developed and established the enterprise risk, governance, compliance management control framework, serving as basis for the ERM system implementation program of projects – including communicating such throughout the wider organization – including hiring and deploying change agents to achieve set goals – including defining methodologies and tools across the upstream organization and risk tolerances – with c-mgmt. endorsement;
• Within the ERM system, MetricStream™, established enterprise risk register for technical and operating integrity risks and trained risk management champions, as risk based change agents – including overseeing of the implementation planning of the critical risk controls – including guide, coordinate and subject matter experts, working with multiple functional groups improving general purpose risk management capabilities.
• Established cross-organizational alignment on ERM system and practices by hosting organizational wide ERM forums, addressing wider risk areas such as insurance, internal audit, finance, credit and IT;
• Kicked-off and took the lead in the practice of the RMU unit’s role in delivering capex project risk assessments of selected capex projects (PFLNG 1) – including auditing selected sub-contractors;

HEAD OF PROGRAM MANAGEMENT, ASSET OPERATIONS RISK REVAMP PROJECTS (PHASE I)

MAIN ACHIEVEMENTS:
• Established deeper understanding and consensus among the upstream division’s top management, by my RMU team and I revealing risk profiles of selected field operations, creating high added value to counter-act upon;
• Under Petronas Upstream’s HSE Risk Management Unit (RMU/HSE), main person in charge and leader for the MYR 1 billion budget frame program, operations excellence and risks revamp program of projects (Phase I), risk profiling 27 assets in operation (figure below);
• Lead a team of 40+ professionals, organized into the 6 work streams of:
i) safety integrity (design safety case);
ii) technical integrity (maintenance);
iii) operating integrity (production safety case);
iv) project execution integrity (operations readiness);
v) asset data integrity (IT solutions);
vi) organizational integrity (enterprise technical governance);
• Across the 27 upstream fields (figure below) – comprising of: gas hubs, oil processing, subsea pipelines, wellhead platforms, flowlines, storage tanks - in the Malaysian basin, de-escalated the company’s exposure to high risks factors related to the technical and operating integrity of the facilities.
• In charge of the Program Management Office (PMO) for the enterprise risk management of selected 27 upstream fields off- and onshore Malaysia.
• Direct reports were: 6 x Work Stream Leads; Contracts Mngr.; Program Services Mngr.; Project Risk, Quality & Compliance Mngr.; Change Mngr.; Cost, Plan & Schedule Mngr.;
• Lead the planning and organizing of the AIPSM Phase I project team in all parts of the work scope definition.
• For execution, steered the 4-staged program management approach of GAIS (Governance ● Assess ● Intervene ● Sustain), as below:

MAIN DELIVERABLES:
Stage 1: Established Technical Governance Management:
• Revisited, updated, upgraded design safety cases and established operational safety cases – this, for the 52 fields, resulting in definition of both “hard” ad “soft” safety barriers and registers of Safety Critical Elements (SCE), linked to asset registers equipment;
• Developed new streamlined SCE Operational Performance Standards, addressing Technical Integrity Risks – including risk based maintenance, inspection & function testing routines for topsides, structures, wellheads, and pipelines. The operational performance standards were updated for Critical Operating Parameters (COP) and defined new Safe Operating Limits (SOL);
• Developed new and streamlined Safety Critical Activities, -Positions, -Information, -Competencies (SCA/ SCP/ SCI/ SCC), addressing Operating Integrity Risks – including Maintenance & Inspection Management Systems (MIMS) (SAP), Safety Management System (SMS) (Synergy), Matrix of Permitted Operations (MOPO) & Simultaneous Operation (SIMOPS), Engineering MOC, Procedural MOC;
• Developed new guideline for Process Safety Management, addressing Organizational Integrity Risks – including Technical Authority Framework (TAF), Program of Certificate of Fitness & Annual Risk Assurance, Organizational MOC;
• Implemented Facilities Status Monitoring (FSM) and Facilities Deviation Management (FDM) as key elements of the IT Technology Integrity Risks Management – broadcasting the Process Safety Management (PSM) online “health & risk” monitor of assets in operations.
Stage 2: Assessed Integrity Risk of “hard” and “soft” in-place Safety Barriers:
• Ensured detailed identification installed safety barriers and verification of gaps between governing performance standards and actual technical conditions – by contacting inspectors of respective disciplines (mechanical, electrical, instruments, process, operation), delivering integrity risk status reports;
• Established 3-tired enterprise risk registers, revealing commonality root-causes, and maintained the non-conformance and action tracking program;
Stage 3: Intervened the non-compliances with close-out activities:
• Developed risk based gap-closure plans – with work volume budget estimations - for top management approval. Drove non-compliance gap closure activities across the operation and organization;
Stage 4: Sustained the integrity risk assurance management systems:
• Sustained the asset risk and integrity management system by training, coaching and change management – across the upstream organization. Rolled out risk champions and ownerships roles and responsibilities;

Technisches Projektmanagement, Technisches Qualitätsmanagement / QS / QA, Risikomanagement, Betriebskontinuitätsmanagement (BKM), Projektmanagement - Risikomanagement, Projekt-Qualitätssicherung, Enterprise project management (EPM), Projektmanagement - Personalmanagement, PMO

7/2010 – 7/2012

EMAS • AUG-11 TO AUG-12 • SINGAPORE • ASSET OPERATIONS RISK ASSURANCE MANAGER, LEVEK EMAS FPSO AT CHIM SAO OFF VUNG TAU BY PREMIER OIL
Re-implemented Operations Risk Assurance Mgmt. (ORM) by implementing effective risk controls and assurance for the FPSO at Chim Sao, by an integrated solution for Asset Integrity Mgmt. System (AIMS), Risk Assurance, Maintenance Management System(MMS), and the Permit-To-Work (PTW), using Galiom™, Maisy™ and ePTW;
• With a team of 4-6 professionals, covering risk assessment, compliance, assurance, and verification, established technical authority framework for management of safety barriers.
• Reviewed operational risk case. Developed performance standards for operations risk critical elements.
• Implemented integrated risk based enterprise asset management systems – including Risk Control Activities, Matrix of Permitted Risk Operations; Risk Based Management of Change (MOC), Standard Rism Assurance Procedures, Risk Based Permit-To-Work (PTW), Critical Information for Operations;

EMAS • AUG-10 TO AUG-11 • SINGAPORE • PROJECT RISK MANAGER, ARUNOTHAI FPSO AT ARTHIT GAS FIELD OFF SONGKLA (THAILAND) BY PETRONAS)
With a team of 1-3 people, supported, facilitating and chaired regular project risk assessment meetings for both internal and external stakeholders, allocating risk mitigation actions.
• Implemented Project Risk Mgmt. (PRM). Mitigated the about 300+ high project execution risk items over the period of the $ 0.5 billion FPSO conversion project – this, by driving the projects audit, verification and QC activities and resolving non-compliances. Areas of risk-focus were: operations readiness, project plan, schedules, costs, QHSES, contracting, and technology.
• Administrated 3rd party inspectors to drive risk based QC activities during all stages of the EPCM project.
• Re-worked and the enterprise asset risk management system, manual and procedures;

Qualitätsmanagement / QS / QA (IT), Projektmanagement, Projektmanagement - Risikomanagement, Projekt-Qualitätssicherung, Auditor