Cathodic Protection Inspector (Job code: JB00048154)

2 more candidate(s) also applied for this job.

Posted on - 09/10/2018

 
  • Key Skills:
    Oil & Gas Industry
    Industry:
    Petroleum / Oil and Gas / Power
  • Functional Area:
    Site Technical Personnel
    Functional Specialization:
    NA
  • Qualification:
    Diploma
    Qualification Specialization:
    Electrical, Mechanical
  • Location:
    SAUDI ARABIA
  • Experience:
    5 - 7 yrs.
  • Yearly Salary:
    Negotiable
 

JOB DESCRIPTION :

Job Title:
Cathodic  Protection  Inspector 

Qualification: Diploma in mechanical or electrical Engineering 
Experience: Minimum 5 years’ experience in performing Cathodic Protection inspection activities on Tank floor buried equipment’s and buried piping
Certified by  NACE/– CP  level 3 as corrosion technologist

Nationality: Indian
Email Id: rec19@asmacs.net

company profile :Cooperheat Saudi Arabia Co.Ltd.

Stork, a Fluor company, is the overall name of today's technology company, but its activities date back to the formation in 1827 of the Nederlandse Fabriek van Werktuigen en Spoorwegmaterieel (Dutch machine and railway equipment works), in brief: Werkspoor, which later also became the official name.This originally Amsterdam-based company merged in 1954 on an equal basis with the engineering works Gebroeders Stork & Co., which was founded in 1865. After opening a new machine factory in Hengelo in 1868, Stork's international expansion started as it concentrated mainly on (industrial) production equipment (steam and other engines, boilers, pumps, sugar refineries), while Werkspoor's main activities were means of transport (ship components, steam locomotives, diesel trainsets, carriages, buses, and bridges).In the fertile post-2d world war years the combination (which for a long time worked under the very well known name Verenigde Machinefabrieken/VMF) grew strongly in the sector which can best be described as heavy capital goods. The vulnerable nature of this market (completion of the post-war rebuilding, large projects, long decision-making processes) led the company's management to initiate a far-reaching - and with government support successful - turnaround in the 1970s and 1980s.

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