APPLICANTS DECLARATION:

1. Royal Charter & Bye-Laws

I understand that I will be considered for the corporate class of membership and if admitted undertake to observe The Royal Charter
and Bye Laws, the Rules and Regulations of Professional Competence and Conduct and any other Regulations for the time being in force.

I declare that I have read The Chartered Institute of Building (CIOB) Royal Charter and Bye Laws and The Rules and Regulations
of Professional Competence and Conduct. www.ciob.org/about/royalcharter

2. Criminal Convictions
Have you ever received a caution or conviction for a criminal offence?

YES NO ✔
If yes, please provide details of this caution or conviction and whether this has become spent under the Rehabilitation of Offenders Act 1974
or the equivalent law in your jurisdiction:

NA

3. Insolvency/Bankrupt
Are you an undischarged bankrupt or within the last three years been subject to any insolvency proceeding or other arrangements with creditors in
respect of your debts (such as an Insolvency Voluntary Agreement)?

YES NO ✔
If yes, please provide details:

NA

4. Information on this application

On signing this declaration, I declare:
• That the information provided in this application form is true and accurate;
• That the application form has been completed by myself; and
• That the photograph provided is a true likeness of myself.

If at any time the CIOB discovers that you have failed to disclose any of the above or that you have provided false information,
the CIOB reserves the right to investigate the matter under the CIOB Disciplinary Regulations.

Should you have any queries regarding this Applicant Declaration please contact the Head of Membership and Employer Engagement
on +44 (0) 1344 630 700.

Signature of Applicant: ................................................................................. Date: ................................................

2
 APPLICANT STATEMENT
What becoming MCIOB means to me and what would I expect to contribute?

Definition of Charted, having successfully finished the necessary training and exam. Development of advanced and
professional knowledge in relevant industry. MCIOB is a professional and personal achievements which will contribute to
my knowledge growth career development and reputation in the societies of Saudi Arabia .MCIOB means to be a
professional and personal achievements which will contribute to my knowledge growth career development and professional
reputation in the societies of Saudi Arabia.

If successful, please indicate your preferred title for your certificate by placing a tick in one of the
boxes below:

Chartered Builder Chartered Construction Manager ✔

This does not affect the post-nominal MCIOB.

PART 1
EMPLOYMENT DETAILS
Please attach:
• A copy of your current job description 
• A copy of your most recent personal CV 
• Organisation chart that shows where you fit within your company
• CPD record for last 12 months (only required if you have been in membership for a year or more)
• One year forward action plan (this should include personal and company objectives).

EMPLOYMENT DETAILS:
Saudi Diyar Consultants
Company Name: .......................................................................................................................................................................
Senior Civil Engineer
Position in Company: ................................................................................................................................................................
Employment Type:..Permanent 01-10-2019
......................................................Date from:........................................ Till
To: ..............................................
Building RD-01,4th Floor Riyadh Digital City.,Saudi Arabia
Company Address: ....................................................................................................................................................................
...................................................................................................................................................................................................
Email: ..http://Diyar.com
.......................................................................................................................................................................................
+966115256230
Tel:.............................................................................................. . Mobile: ..+966115256230
................................................................................

SELF-EMPLOYMENT DETAILS:
Company Name: .......................................................................................................................................................................
Address: .....................................................................................................................................................................................
...................................................................................................................................................................................................
Email: .........................................................................................................................................................................................
Tel:....................................................................................Mobile::............................................................................ ..................
Company Registration Number: ...............................................................................................................................................

3
PART 2
UNEMPLOYED

APPLICABLE FOR UNEMPLOYED CANDIDATES

CAREER PLAN
Development need:

NA

How development need will be satisfied:

NA

What will this enable you to do?

NA

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 PART 3
COMPETENCE REPORT
Please demonstrate your competence in each of the following by reference to examples of your most
recent achievements at work (last 3 years) whether employed or self-employed.

SECTION 1 – Occupational Competence

COMPETENCE 3.1.1 Planning and Organising Work

KNOWLEDGE/EXPERIENCE – Please include at least one example.

Once a job has been handed over I produce a program of works and issue this to the client. It is broken down into Design,
Equipment, Installation, and Commissioning. Each individual category is then broken down further. I use a Revit, ASTA
program for this, this can then be fed into the client's larger program. It gives the customer important information, such as
how long the design will take, the importance of drawing approval, lead times on order the equipment such as Fans set and
items manufactured abroad. Then follows the Installation and Commissioning process.

Currently, I am running an installation of 5no Smoke Shafts at ROSA Project, under the main contractor Binladen. This is
taking a lot of planning and organization. A lot of our kit is being housed on the Roof, this means that it is vital to get this
in position early as the dampers will provide water tightness to the building. In order to fit the dampers to openings not yet
formed, it is important to get our drawings approved and confirmed with all the trades, joinery and roofers and the main
contractor to ensure the vents fit the first time. Getting these items to site early will also enable me to make use of the
Tower Crane on-site before it gets dismantled.

I will organize the installation, firstly I arrange a pre-installation visit with the company I have selected to install this item.
We will walk the job go through some site-specific aspects regarding deliveries, these will need to be booked in with the
logistics manager. As they are to be craned into position, I will have to ensure they are packed correctly and I have
submitted the weights.

I will go through the safest way to install, as the items will be quite heavy, we have selected to use a genie lift so as to
prevent the use of manual handling as much as is feasible. We will also use this visit to formulate our RAMS.

COMPETENCE  3.1.2 Managing Health & Safety and Welfare

KNOWLEDGE/EXPERIENCE – Please include at least one example.

Throughout my involvement in the construction industry, managing the health safety and welfare of my construction staff
has always been of fundamental importance to me. I wholeheartedly believe that working on a construction site should
hold no increased risk than working in other industries. In the past Sixteen years of on-site, I have noticed that things have
developed a lot.

I was instrumental in getting Considerate Constructors to visit one of the sites for Build fast, I knew that we would comply
but I felt it was important that we had accountability to the local public as it was quite an urban site.

I am SMSTS qualified and have taken this course 3 times during my career. At Buildfast, AWT, and SDC I had the day to
day responsibility for Health and Safety, I would perform, recorded Health and Safety inspections every morning and
every evening. I would ensure all items noted were implemented.

At this time I also had my Scaffold inspection certificate and part of my role was to undertake daily scaffold inspections.
Any problems I found I would stop the use of the scaffold in that particular area or as a whole until I a qualified scaffolder
rectified the issue.

I have written Risk Assessments and Method Statements for small works carried out by our staff, e.g. brickwork and small
joinery works.

Now I review RAMS prior to submitting them to the main contract, I will make adjustments where necessary from my
initial walkthrough with our installer, I then go through then again with our in house Health and Safety officer. I then
submit them to the main contractor for approval.

5
COMPETENCE  3.1.3 Managing Quality

KNOWLEDGE/EXPERIENCE – Please include at least one example.

Managing quality is a key aspect of my job. I have been brought up, learning from influential senior managers. I have
developed the key skills required to monitor quality throughout a job.

I learned a lot from Faheem Farroqi, the owner of Build Fast where I worked for 3 years high rise building and PHA
scheme. He was a former lawyer turned property developer and together we developed key quality check sheets. I
undertook these on a daily basis after work once the trades had finished.

Prior to every concrete pour, I would ensure we were at the correct level, the shutters were correctly erected. I would also
check them after we stripped the shutters. I would arrange for cubes to be taken away for testing and witness the slump test
prior to pouring.

I would go through all the walls erected and check them for level and plumpness. I would check all the cavities and ensure
they were all insulated correctly.

During my time at Buildfast, I undertook evening classing in Carpentry and Joinery, and Get Level A and combining this
with working for a cabinet maker at the weekend. Undertaking this has given me a vital understanding of this aspect and
the confidence to pull up work that does not reach the required standards.

I thoroughly read the specifications of the materials we install and research each item. This enables me to be thoroughly
and clearly understand how items should be installed. I, therefore, have the confidence to condemn work where necessary
and insist it is redone.

I have installed tanking systems to subterranean basements that require detailed inspections prior to being backfilled. This
is a critical activity as you will miss the opportunity to rectify a problem.

My current role involves installing Life Safety Smoke Extract systems, I oversee a rigorousness commissioning process,
that I am responsible for signing off. If the system does not pass, we fault find and rectify until it is solved and I am
satisfied that it works correctly, only then will I sign it off.

COMPETENCE 3.1.4 Implementing Sustainable Construction Development

KNOWLEDGE/EXPERIENCE – Please include at least one example.

My first role was working for Build fast, initially, a property developer that would design and redevelop old disused
industries in urban settings in Rawalpindi and Islamabad starting in the late1960's and early 2000s. Economically this has
had an extremely positive impact on developing mixed-use developments, these areas are have turned from no go zones to
thriving zones both economically and socially. I personally have played a part in this working on a project in economically
disadvantaged areas of Rawalpindi and Islamabad and Rawat. This work has definitely helped regenerate these areas. This
was helped by using design lead developments with the community and future use in mind, this has produced developments
and areas that the public will benefit from for many years to come.

During my projects with Buildfast and AWT, I promoted the use of apprenticeship schemes and placed a joinery apprentice
with one of our full-time joiners. This actively helped the skills shortage in our industry.

One of the planning conditions for our Sangjani development was installing a rainwater harvesting tank. Producing
sustainable Greywater for garden irrigation, reducing the impact on the environment.

When working for AWT I was involved in producing two large developments of timber-framed buildings one a 6 story
residential block of apartments. Timber has many environmental benefits, promoting the use of timber framing encourages
the growth and expansion of forests which in turn lock away carbon dioxide, which helps reduce global warming. Timber is
said to be renewable so long as trees are planted to replace the ones felled for construction. This is in-contrast, brick, block
and concrete which all rely on the extraction of raw materials which will ultimately run out and the process that produces
these products create vast amounts of carbon dioxide.

I have also produce site waste management plans in the Rosa Project at Riyadh, we have always segregated waste and
ensured during our inductions that all contractors are aware of the importance of separating the waste to enable it to be
recycled where possible. We made all-out sub-contractors aware of there responsibility.

6
COMPETENCE 3.1.5 Knowledge of Commercial, Contractual and Legal Issues

KNOWLEDGE/EXPERIENCE – Please include at least one example.

I have been involved in cost-plus, item rates jobs. Finding the best value for the customer.

Currently, pre-start meetings, we then run through the contract in-depth, we go through our standard terms and
specification and estimate. This entails a breakdown of our design and the equipment we will be providing and what
exactly we will be installing. This is then run through in-depth by both parties and signed once agreed.

The Spec will include the price, breakdown and payment terms, installation, individual items of equipment, access we
allow in our contract provision for anything under 2m working height. On this particular job, we will require MEWP's
(Mobile Elevated Work Platforms) to install some ventilators. We will agree to add this a variation to our contract at a later
date our the client will provide us with the access as the will need it to complete some of there work. We also include items
and attendances excluded by Colt, containment not specified, lifting, hoisting and cranage of equipment to the roof,
preparation of openings, safe storage of equipment, builders work airflow test and normal working hours.

On a number of jobs, legitimate Contract Variations occur. On a job of mine in Saudiarabia the client was unable to get a
backup Power Supply. I came up with a solution that building control office was happy with by suppling a UPS (Battery
Back-up power source) with ATS that would kick in if the main building's power was to be damaged in the event of a fire.

My current project contract is Design-build and cost-plus project so I have a major contribution to this type of project.
Under a DB contract, it is important for the Client to have a directly employed Consultant to act as an interface between the
Contractor and client and to look after the interests of the Client. This consultant is known as the Employer’s Agent and his
role is to prepare a document known as The Employer’s Requirements, to obtain tenders or to negotiate a Contract Sum,
and to administer the contract at post-contract (construction) stage. He will carry out the functions of the Project Manager
and Quantity Surveyor dealing with all financial matters and all instructions on behalf of the Client. The Employer’s
Requirements in drawn and written form should accurately state what the Client (Employer) requires of the building in
terms of spatial requirements, materials, the performance of services and systems, quality, program

SECTION 2 – Management Competence

COMPETENCE 3.2.1 Communication

KNOWLEDGE/EXPERIENCE – Please include at least one example.

Communication is probably the most vital part of my job and construction as a whole. As a Senior Civil Engineer, it is my
responsibility to deliver the clients and architects' visions into reality. This can only be achieved by communication via
many different forms of media and most vitally in person.

One of my key abilities is to in communicating clearly with all manner of personnel on-site. I chair design team meetings
and also take and distribute the minutes.

I ensure that the drawings are clear and understood by all parties. I have an AUTOCAD and Revit qualification and believe
drawings are still the most important way to communicate in construction. I will go through these in great detail and adapt
where necessary. I talk these through with the client and architect and then run through these again with the contractors
carrying out the work. I blow up the precise details and laminate these and ensure the copies were in the rooms required.
This gives the contractor a can to go through them again if they do have a copy also it does not give anybody the excuse to
get anything wrong.

I also chair weekly health and safety meetings with the supervisors of all the trades. We run through any pressing issues
and how the site may be evolving.

More notably I communicate via email. This is an effective way of communicating in a slightly more formal format. I can
then use the emails sent as a record of communication at a later date if required.

I have had job interviews via skype and IMO but generally, I do not use this format for meetings as it is generally preferred
to meet face to face.

7
COMPETENCE 3.2.2 Decision Making

KNOWLEDGE/EXPERIENCE – Please include at least one example.

There are many questions I encounter every day that require answers. During the past initial design, my role as Site
Engineer with AWT, we installed a subterranean gym that was bigger than the footprint of the superstructure, this required
a detailed design consultation with our structural engineer and waterproof and groundworks and concreting sub-contractor.
Due to the high water table, I made the decision to install a temporary drainage system, this incorporated excavating a
perimeter trench with a lower sump area. This allowed us to keep the area dry whilst we excavated, formed the shuttering,
poured the concrete, applied the waterproofing and then back-filled.

When working on the initial project development for Buildfast I was involved in the selection of sub-contractors. For
example, when selecting a scaffolding contractor I would work in consultation with our project QS, but I would draw up
how I wanted the scaffold to perform, where it could be tied back to the building and where I wanted the loading bays. I
would draw this up and send it to some preferred scaffolding companies, I would then bring them in for an interview.
Following the interviews do the submittal of a price, we would make our selection decision.

I have made the decision when it has been realized that we are running behind a program to work extended hours and
weekends on a rota basis. This definitely made the difference to allow the job to be completed on time.

Generally, the logistical and decisions made on site that doesn't affect the design are made constantly. However where
fundamental decisions are made that affect design and have consequences that impact cost, ultimately these need to be
approved by the client. My role would be to calculate these impacts, cost and potentially time and provide the client with
clear facts and options.

COMPETENCE 3.2.3 Managing Information

KNOWLEDGE/EXPERIENCE – Please include at least one example.

Within my role at AWT, we have a vital flow of information that is crucial for the completion of the project.

Project handover involves the sub engineer the job, Project Manager quantity surveyor, the financial and operational
director. At this point, we should have the Initial Drawings and Job Specification and Estimate.

We then run through the job, what has been sold, key points of contact, the customer, whether they are financially stable or
require to be put on a payment play. We then try and agree with the terms. Are there any penalties.

We go through the immediate actions required, e.g. get up to date IFC drawings, go through any specific job risks and how
they could be negated.

If we are working on the refurbishment of an existing building we may not have these drawings, in this case, I have had to
undertake a site measure and draw up a basic version to enables us to give the client why is required.

I issue a program that has clear dates when we expect to get drawings out. This may be delayed due to our workload I this
was to happen I would show the client how this may impact our program and look at how to gain this time back in other
aspects.

I have worked on jobs that have had a very limited drawing pack, this decision may have been made to save money. In this
case, I have had to work closely with our chosen subcontractor to work out robust details. This would have to be a
collaborative process that all parties would be happy with.

8
 COMPETENCE 3.2.4 Leadership and Strategic Management/Financial Management

KNOWLEDGE/EXPERIENCE – Please include at least one example.

When facing a strategic leadership problem, a decision-maker must choose an appropriate reasoning strategy for a given
situation. Complex strategic choices sets focus upon providing deliberate and methodical support for decision-makers
engaged in strategic decision making. The increasing interest in the subject of leadership reflects the considerable
importance of this phenomenon. This study in short presents methods of strategic leadership selection in construction.
There could be separated five levels of a decision-maker: novice, advanced beginner, competent, proficient and expert.
Each of them acts in a different way. While working in complex environments, the human decision-makers can always
face situations where time constraints, high stakes, multiple players, ill-structured problems and situations are presenting
strategic decision making the information is used to make high-risk decisions. There exists a wide range of methods,
which could be applied to leadership strategy selection. Based on a literature overview, a LEVI 3.0 program based strategy
selection model is presented.
Financial management is the use of a company’s financial resources. This includes the use of cash and other assets—such
as equipment. Many everyday decisions affect a company’s financial future. For example, the decision to bid on a large
project can have a great impact on the finances of a company. When deciding whether to bid on a project, a manager may
need to address the following questions: Does the company have enough cash resources to perform this work or will the
company need outside financing? Can the company get bonded for this work? If not, what changes need to be made in the
company’s financial structure so the company can get a bond for the project? Should the company hire employees to
perform the work or should the company subcontract out this labor? Should the company lease or purchase the additional
equipment needed for this project? If the company purchases the equipment, how should it be financed? Will this project
require the company to increase its main office overhead? And, finally, what profit and overhead markup should be added
to the bid? The answers to all of these questions will affect the company’s finances. The answer to one of the questions
may change the available options to other questions. For example, if the manager decides to hire employees to perform the
work on the project, the project will require more financial resources than if the company had hired subcontractors to
perform the labor and may leave the company with insufficient resources to purchase the additional equipment, leaving
leasing the equipment as the only option.

COMPETENCE 3.2.5 Developing People or Teams

KNOWLEDGE/EXPERIENCE – Please include at least one example.

Step 1: Establish leadership. If your employees trust your judgment, they will work effectively even when you're not
around. ...
Step 2: Establish relationships with each of your employees. ...
Step 3: Build relationships between your employees. ...
Step 4: Foster teamwork. ...
Step 5: Set ground rules for the team.
Projects involve a wide range of different team members, with particular disciplines and backgrounds, diversity of skills
and personalities. It is often the role of the project manager (or team leader) to get the individual team members to view the
project from the ‘’big picture’’ perspective and direct them towards the same clear goals

The process of getting a group of diverse individuals to work together effectively as a team is the team-building process.

Team building can occur naturally as people work together to achieve a common goal, but this can take a considerable
amount of time, and projects often demand quick results. Approaches to team building can differ, depending on the type of
project, the managerial style of the team leader, and the specific types of people on the project team.

First, a plan must be created by the project manager, setting out the ‘what, how, when and who’ so that team members will
be able to understand their assignments and responsibilities. They must then select project team personnel considering not
only the person’s expertise but whether they will be an effective team player. The team can then be organized, giving
assignments, responsibilities, and accountabilities to specific people or groups of people.

The next step is getting the individuals to work together as a team. One crucial step to the team-building process is the
kick-off, or start-up meeting (see Consultant team start-up meeting). This start-up meeting is a chance for the team
members to get to know each other, establish relationships and lines of communication, identify problems, set goals and
objectives and obtain commitments.

9
COMPETENCE  3.2.6 Innovation

KNOWLEDGE/EXPERIENCE – Please include at least one example.

I am lucky to have been involved in a number of innovative construction projects. My very first job for Build fast
Company in 1999, was working on a development called PHA, this abbreviated for Pakistan Housing Authority. Build fast
was the first developer to introduce modular homes to the private market. The idea was to use off-site fabrication to
increase quality, reduce the risk of on-site accidents, ensure the site is tidy because there are fewer trades working on site.
On-site works included a subterranean car park and a steel frame that we attached to these apartments that were built
off-site by a company called Campaigner.

My second job for Build fast involved the regeneration of three high rise council tower blocks. These were neglected
buildings ready for demolishing. Build fast the developer and builder with Architect Saifon a brief to convert them into
modern stylish apartments. This was carried out by stripping them totally back to there concrete frames and using this a the
skeleton to create better spaces to live. The old balconies were incorporated I top the apartment footprint, full floor to
ceiling glazing was used, to comply with Part B of the building regulations we used SIP, structural Insulated Panels to
close off this space. We then elected to over clad an insulate the entire envelope with a hang rain screen, on cladding rails,
that span from floor to slab, using a product with real timber veneer . The scheme was incorporated within a modern
landscaped environment.
This means that although innovative solutions to specific problems add to the overall experience and practices of a
company, as innovation is undertaken on a one-off basis, it does not necessarily benefit the company as much as might be
expected unless it is possible to incorporate it into the organization's standard management processes.
Here are six construction innovations and what they mean for the industry.
Self-Healing Concrete. ...
3D Printing in Construction. ...
Smart Buildings. ...
Modular Construction. ...
Cloud Collaboration. ...
Drones.

SECTION 3 – Commitment to Professionalism

COMPETENCE 3.3.1 Professional Judgement and Responsibility

KNOWLEDGE/EXPERIENCE – Please include at least one example.

I am lucky to have constantly had good role models so far during my career and been part of companies that value a
commitment to professionalism. Consequently, I conduct myself in a professional manner at all times to reflect my
company and myself in the best possible light, to colleagues, other companies and the public.

During one of my jobs with Army welfare trust I was involved in a job that required a muck shift from a number of trucks
along quite a tight, private residential road in bad weather. Unavoidably despite wheel washing as the wagons left the site,
muck got on to the road.

I took it instantly upon myself to employ our laborers to keep the road clean. There were also a number of potholes already
on the road and as a gesture of goodwill, I made sure we repaired these. I also made a point to personally introduce myself
to all the residents and give them my personal details and advised them to call me at any time if they had any questions or
problems during the build. I formed good relationships with the residents and kept them fully informed during the entire
build.

Whilst at Colt I have had a job where the specification was not quite thorough enough. For example, the electrical cable for
our smoke ventilators was specified to be 'P' Clipped to the walls on a refurbished high council block, which was ok, but
best practice would be to install the cable within the conduit. I found the required money within my contingency budget
and installed the cable this way.

I always honor the instructions I issue during a project, I ensure that they are substantiated and approved by the client prior
to issuing to avoid any possible debate later. I advocate the uses of MEWPs over ladders and put them into my RAMS
where appropriate.

Becoming a full CIOB member is extremely important to me because it instantly demonstrates my commitment to
professionalism.

10
 PART 4
APPLICATION CHECKLIST
You are on the brink of submitting your Professional Review Report, please have a quick look at the list below
and make sure your report supplies the information we expect to receive.

Ensuring your report meets these areas will enable us to directly send your submission to the Assessor. We want to avoid
having to come back to you for further information, which would obviously slow down the process. In our experience, the
list below highlights the areas which, if not covered will mean your report is returned.

SPECIFIC RECENT EXAMPLES ✔

Each section needs at least one good example of how you meet the criteria under the particular heading.
Your given examples need to be something you have taken responsibility for and will highlight your competence
in that area. Ideally your examples should be current, probably not going back further than 3 years. However,
in exceptional circumstances, we would accept an example going back further but not more than 5 years.

It’s better to have 1 or 2 really good quality examples rather than lots of unexplained examples.

CPD
Please attach a record of the CPD that you have undertaken over the past year with your report.
(Only required if you have been in membership for one year or more).

ORGANISATION CHART ✔
Please attach an Organisation Chart that shows where you fit within your company, showing your
manager and any direct reports.

ACTION PLAN ✔
Please attach your Action Plan which should include personal and company objectives and targets for
the coming year. This should also include any Training and Development plans.

PERSONAL CV ✔
Please attach your most recent Curriculum Vitae (CV). A generic company CV is not acceptable.

PRESENTATION ✔
Your report should be a narrative with examples from your day-to-day practice. Avoid using bullet points,
lists and headings. Please use spell & grammar checker and ensure your report says what you intend it to say.
Maybe ask a colleague to have a quick read through for you.

Your report needs to be written in the first person, so ‘I’ rather than ‘we’. Remember, it’s you who is applying
to be assessed for MCIOB.

JOB DESCRIPTION ✔
Please attach your current job description. This should highlight your day to day responsibilities.

This whole application form and required documents need to

be scanned and sent via email to: pr.application@ciob.org.uk

12
The Chartered Institute of Building
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