Christo Mey

TotalEnergies acquired the shares in Anadarko's Mozambique LNG project and CCS JV, a joint venture between Saipem (75%) and McDermott (25%) was contracted to do the engineering, procurement and construction of the project in the northern province of Capo Delgado.

The engineering and most of the procurement were done in Milan, Italy.

I was the manager of Compliance for the joint venture, seconded by McDermott. I worked with the Compliance Committee, reporting to the Board. I… Show more

TotalEnergies acquired the shares in Anadarko's Mozambique LNG project and CCS JV, a joint venture between Saipem (75%) and McDermott (25%) was contracted to do the engineering, procurement and construction of the project in the northern province of Capo Delgado.

The engineering and most of the procurement were done in Milan, Italy.

I was the manager of Compliance for the joint venture, seconded by McDermott. I worked with the Compliance Committee, reporting to the Board. I initially worked in Milan until the Code of Ethics and other policies and procedures were developed. I then mobilized to Maputo to oversee the project's Compliance responsibilities as the Compliance Counsel.

The project was suspended due to an attack by Islamic insurgents on the town of Palma, which is near the project site. Fifty-five people were killed, and the town totally destroyed in the aftermath. TotalEnergies decided to suspend the project until the security situation in the province improved. Nearly 3,500 construction workers and staff were evacuated. The Mozambican government is trying to eradicate the insurgents and restore security. Show less

 Managed and led a multicultural Procurement and Contracts team. Improved teams’ performance, recognized and rewarded performance, mentored employees, and supported their development.
 Aligned change management goals with organizational priorities and applied general management skills and knowledge to plan, organize, and exact change management across various project sizes.
 Developed a change strategy to enable managers to lead, promote and execute the change, including… Show more

 Managed and led a multicultural Procurement and Contracts team. Improved teams’ performance, recognized and rewarded performance, mentored employees, and supported their development.
 Aligned change management goals with organizational priorities and applied general management skills and knowledge to plan, organize, and exact change management across various project sizes.
 Developed a change strategy to enable managers to lead, promote and execute the change, including communication, training, and knowledge transfer strategies.
 Ensured all supply chain activities, including strategic sourcing, were carried out per the approved project execution plan/schedule, meeting our Contracting Strategy and Plan's objectives within agreed budgets and in line with project processes and procedures.
 Managed ongoing change programs to provide integrated change management solutions for project execution initiatives.
 Led the execution of change management programs; assessed and diagnosed problems to develop fit-for-purpose solutions and provided project management training.
 Analyzed and interpreted the scope to assess any impacts of change and potential risks to the execution schedule.
 Collaborated with stakeholders to provide the business context in the design, development, cost, and implementation of change to ensure alignment.
 Identified resistance from the clients and built required plans to overcome problem areas and manage client expectations, claims and disputes.
 Built and executed communications plans to drive awareness and understanding.
 Determined the appropriate contracting strategies for proposals (RFQs) and tenders (RFPs).
 Experienced in Risk management and mitigation strategies, including Compliance with third-party risks and vendor management.
 Optimized resource utilization by establishing priorities, assigning workloads, and providing training on change management, effective communication and contract administration. Show less

The company was based on Snake Island, Lagos, Nigeria. The company had developed facilities to fabricate topsides for offshore oil producers, like Total, Eni, ExxonMobil etc. The company also had a dry dock which operated to refurbish and repair ships. During my tenure, we delivered two topsides, one to Total and the other to Samsung Heavy Industries.

Unfortunately, during this time, the Niger Delta Avengers started attacking the offshore installations and pipelines, and politically… Show more

The company was based on Snake Island, Lagos, Nigeria. The company had developed facilities to fabricate topsides for offshore oil producers, like Total, Eni, ExxonMobil etc. The company also had a dry dock which operated to refurbish and repair ships. During my tenure, we delivered two topsides, one to Total and the other to Samsung Heavy Industries.

Unfortunately, during this time, the Niger Delta Avengers started attacking the offshore installations and pipelines, and politically motivated attacks caused the cancellation of all further projects. The company was forced to lay off virtually all expats. Show less

July 2021, our interest in the Sturgeon Refinery was sold but we continue to support their mission. Canadian Natural Upgrading Limited, a wholly owned subsidiary of Canadian Natural Resources Limited, still owns 50 per cent of the Partnership.

The North West Redwater Partnership's project was to build the Sturgeon Refinery northwest of Edmonton. It was the first greenfield refinery built in Canada since 1984. It is also the world’s first refinery designed to capture CO2 process… Show more

July 2021, our interest in the Sturgeon Refinery was sold but we continue to support their mission. Canadian Natural Upgrading Limited, a wholly owned subsidiary of Canadian Natural Resources Limited, still owns 50 per cent of the Partnership.

The North West Redwater Partnership's project was to build the Sturgeon Refinery northwest of Edmonton. It was the first greenfield refinery built in Canada since 1984. It is also the world’s first refinery designed to capture CO2 process emissions from the outset.

We were a small team based in the offices of Air Liquide in Frankfurt, Germany. We were representing the client for the engineering phase of the gasifier. The gasifier was based on Lurgi's intellectual property. Air Liquide was contracted for engineering, procurement, and construction of the gasifier.

I acted as the Prime Contract Manager, collaborating with the team and the Project Director. For a while, I also acted as the interim Project Manager. Show less

Karachaganak BV is a joint venture involving Eni, BG (now Shell), Lukoil, Chevron and KazMunaiGas. The field produces gas and condensate, which is exported through pipelines linked to Gazprom. Eni and BG were the joint operators, and I was responsible for the Compliance department. I also advised the Procurement and Contracts departments for all changes to standard terms and conditions, change management and contract negotiations.

This is a major EPC Project for the engineering, procurement, and construction of an $8 billion SAGD in the Alberta Oilsands.

I managed the prime EPC contract with Bantrel.

This project combined and reduced the number of on-shore facilities (at Ras Laffan) needed by the ten off-shore gas producers of the North Field. The negotiations resulted in reducing establishing a single sulfur storage and export facility, a single condensate refining facility, an LPG gas facility and a substantial reduction in LNG tanks.

The various agreements signed among the parties saved several $million for Qatar Petroleum and the participants in the agreements.

This was the first privatization of State-owned oil and gas assets in the Middle East. The project was done in conjunction with Clifford Chance (Dubai), HSBC Bank and Ernst & Young.

Industries Qatar Q.P.S.C. was incorporated as a Qatari joint stock company on April 19, 2003. The shares of QAFAC, QAPCO, Qatar Steel and QChem were transferred to Industries Qatar as a holding company. Qatar Petroleum remained the majority shareholder. The IPO allowed Qataris to share in the economic wealth… Show more

This was the first privatization of State-owned oil and gas assets in the Middle East. The project was done in conjunction with Clifford Chance (Dubai), HSBC Bank and Ernst & Young.

Industries Qatar Q.P.S.C. was incorporated as a Qatari joint stock company on April 19, 2003. The shares of QAFAC, QAPCO, Qatar Steel and QChem were transferred to Industries Qatar as a holding company. Qatar Petroleum remained the majority shareholder. The IPO allowed Qataris to share in the economic wealth generated by the country's national resources. The IPO was a major success. Show less