Anthony Evans Email & Phone Number

Accountable for the safe, reliable and cost effective distribution of 3m te/a of Polypropylene and Polyethylene world-wide. Key activities include:-• Leadership of 7 on-site Operations teams of 90 people across Europe managing a budget of €220m• Contract management of 8 solid storage and handling terminals (including warehousing and silos) and 50 haulage contracts providing rail, road and sea transportation.• Drive continuous improvement and best practice sharing to achieve network optimisationOlefins• Accountable for safety Codes of Practice creation and delivery for all off-site Olefins movements• Establishing organisation and processes to deliver optimised delivery and handling of Olefins productsProcurementFor a period of 9 months in 2007 - 2008 I also held the role of European Logistics Procurement Manager in parallel, where I was responsible for the procurement of haulage for Polyethylene and Polypropylene. Responsibilities included:-• Creating strategy for procurement of haulage for 2mte/a of bulk Polyethylene and Polypropylene to improve service levels and reduce costs• Leading tender process, data management and negotiations with 3rd parties• In 2008 achieved 8% cost reduction in a €100m/a expenditure while securing a better balanced portfolio of suppliers and measurable customer service improvements

Accountable for the safe, reliable and cost effective distribution of Ethanol, Nitriles, Glycols, Polypropylene and Polyethylene across Europe. Key responsibilities included:-• Leadership of the on-site operations teams of 45 people distributed across Europe • Managing a total operating budget of €95 million• Contract management of 18 liquid and 4 solid storage terminals including warehousing and silos across Europe (total spend €30 million)• Contract management of 2 pan-European alliance contracts and circa 18 logistics service providers of rail, road and sea transportation (total spend €60 million)• Driving improvement through commercial contract negotiation and capturing maximum value across the logistics network. Key achievements include:- ­ 15% savings on solids storage in Europe­ 25% savings on Nitriles distribution costs in UK• Identification of opportunities to transfer best practice across Europe and through strong performance management of 3rd party KPIs achieve network optimisation, safety and service improvements

Responsible for leadership, financial management and safety performance of the Grangemouth site Polymers distribution operations. Identification of cross-site synergies and commercial opportunities. Project management of key opportunities identified to realise Group value, including:-• Re-commissioning of Polymers high density bagging line• Efficiency improvements of Refinery rail terminal through:-­ increased utilisation­ reduced costs via possible outsourcing­ exploiting synergies with Polymers rail terminal

Responsible for managing the office of the Grangemouth Complex Executive Director. The Grangemouth complex had c2,000 employees with 3 BP businesses represented on site. Responsibilities included:-• Facilitation of the Leadership Team, including coaching and support for decision making• Managing the reputation of the site through fostering relationships with key external bodies, politicians and the local community• Crafting corporate communications and briefings for internal and external use• Preparation of material for the Complex Board meetings, and deputising for the Commercial Manager to lead the site’s input to Board decisions• Orchestration of major site events, including design and facilitation of strategic planning meetings, Vice Presidents’ visits and Townhalls• Strong networking and influencing to act as a conduit for information flow to and from the Complex Director and the site

Accountable for the safe, reliable operations of the Ethanol, Benzene and Gasoline manufacturing plants, the strategic development of these plants and the cost performance of the area. I led a multi-discipline team of 120 people and managed a budget of £15m. The key aspects of this role were:-• Setting and delivering the area Performance Contract and managing the interfaces with the business in Sunbury. During this period the average availability of the units was >98%. • Instilling a strong safety culture, leading the assets through a period of zero DAFWCs and no environmental breaches.• Financial and operational performance reporting to the businesses• Creating a transformation agenda for Manufacturing units plan for its integration with Olefins units reducing fixed costs and exploiting operating synergies.• Managing the transformation to meet both the Grangemouth site requirements and those of the Ethanol and Benzene business units. This resulted in a 27% reduction in cash fixed costs.• Single Point Accountability for the interfaces between the Ethanol 4 commissioning project and the Grangemouth site to ensure smooth commissioning and integration with the business plans. Member of the Business Venture Team

Driving one of Grangemouth’s first cross-business change programmes, I led a team of functional experts in the delivery of:-• One site organisation structure to drive integration, optimise site performance and enhance benchmark positions • Single site wide processes for operations, maintenance and optimisation.• The development work of this team was carried forward to become the backbone of a successful site integration change programme

Accountable for the safe, reliable operation of the Olefins, Butadiene and Aerosol assets at Grangemouth. Responsible for a multi-disciple team of 105 people, the key elements of this role were:-• Contributing to the development of the asset performance contract and accountable for the delivery of the operations elements of that contract• Budgetary control and delivery of fixed and variable cost in these areas • Being the Grangemouth representative in the C4s business team responsible for the strategic development of the C4s business• Accountability for the successful commissioning of the Olefins cracker expansion • Deputised for Manufacturing Manager• Improved availability of the plant such that over a 4 year period availability averaged >98%. In addition the capacity of the Benzene unit was crept by 3% for 3 years in a row, with record productions being set each year.