Alan Howells Email & Phone Number

Responsible for the development and implementation of common processes and procedures for Maintenance and Integrity Management across 5 Production Units worldwide including developing and supporting a common and improved Work Management methodology through the corporation wide 1SAP Business System implementation. Provide functional expertise to the Production Units in the areas of Production Operations and Maintenance & Integrity Management. In addition to my core Maintenance and Integrity Management role I have also undertaken the following during my time in Houston• Project managed two global Improvement projects for Planning & Scheduling and Integrity Management of Fixed Equipment (using RBI philosophy).• Led the ICAM investigation team investigating a small condensate release and subsequent fire at our Zamzama Gas Plant in Pakistan• Participated (as an Operations & Maintenance SME) in a challenge team for the potential re-start of a Hydrogen Gas plant at the Nickel West Kwinana Nickel Refinery• Undertook a comprehensive Root Cause Analysis (RCA) into frequent gas releases from, and failures of, pilot operated PSV’s on the Stybarrow FPSO (NWS Australia). Identified, and resolved, multiple failure modes and procedural issues around operation and repair of the PSV’s. (spent 1 month in Perth)• Managed an investigation into, and remediation of, frequent small bore fitting (SBF) failures on reciprocating compression trains on the Stybarrow FPSO. Recommended measurement and analysis process (including process pulsation, dynamic vibration and as-built pipework measurement, together with FEA modelling) to successfully resolve pipework failures.

I was responsible for Engineering support to the Offshore and Onshore Operations Teams managing a team of up to 22 Engineers/Technicians covering all the critical Operations Support disciplines including Mechanical, Electrical, Instrumentation/Control/IT+T, Process, Pipelines, Integrity Management and Maintenance Management.My focus as Engineering Manager was to make the Asset Support Team more "operations orientated" (as opposed to being Projects orientated) by focussing on measuring and improving Plant reliability and the performance of key support contractors. As part of this process I introduced cost management and reporting processes to improve the visibility of contract spending to the Budget Holders in the Operations Teams and also introduced measurement and reporting of key maintenance parameters across the Operations Sites. I initiated the first set of System Custodian reports for maintenance and verification of Safety Critical Elements in the Asset's history.Another key focus area for me in this role was the re-organisation and structuring of the group to manage group numbers (in line with the Field Development Plan) and to reduce, where possible, the contribution to G+A costs from support contractors e.g. (Pipelines Management, Systems Support, Telecoms, Electrical Engineering) without impacting the quality of the support. This involved re-negotiating /restructuring contracts, re-prioritising/reducing workscopes, ensuring costs are appropriately allocated to Project/Extra Asset workscopes and identifying/pursuing opportunities for "marketing" Team skills outside the Asset/Company to support other Assets/Irish Sea Operators.I regularly interfaced with our JV Asset Partners, providing Operations and Engineering feedback on Asset performance, issues and their resolution. I also carried out, as a Team Member, Corporate audits on BHP Assets outside of Liverpool (Algeria and Pakistan) covering Post Investment Review and Start-up Preparedness.

I am responsible for Operations for both our Offshore Production Complex and Onshore Oil Storage/Offshore Loading facilities. I have been responsible for introducing and developing the necessary systems and processes to allow us to operate under the Company's Safety Case regime, and for developing the indigenous personnel to be able to efficiently manage and operate the facility within this regime. Working on a rotational basis (3+3) I have personal responsibility for the review, development and enhancement of the Asset Maintenance Management System. I have used my knowledge and experience to identify shortfalls in, and develop, our Written Schemes of Examination, and am working with my colleagues to develop and embed robust System Operating Procedures. In my period of tenure we have sustainably increased our production efficiency from 78% to it's current 96% monthly average whilst reducing our Safety Critical maintenance backlog to zero over the whole of 2008 and to date in 2009. I have also developed a robust Budget development and cost management process for the Operations Team.

B.Sc. (Hons), Mechanical Engineering At Establishment, Engineering

Master'S Degree, Computer Science