Bernie Simmons Email and Phone Number

Responsible for cost, schedule, quality and safe delivery of the WRMP slate of process unit revamps including engineering and procurement completion and construction management and turnover to operations. The revamp scope consists of modification to 11 process units and 3 related projects in various stages engineering and construction and TAR activity. Key skills acquired: Further development of integrated mega project management competencies as they relate to smaller projects and TAR integration.

Responsible for cost, schedule, quality and safe delivery of the WRMP new Gas Oil HydroTreater as part including engineering, procurement and construction management. Member, WRMP Process Safety Committee and past member of the WBU Incident Management Team. Key skills acquired: Large project management and further development of integrated mega project management competencies. Member of Projects and Engineering Academy, Cadre 11

Responsible for managing the interface between the WBU and the engineering contractor and for managing the engineering contractor for several scopes of work during the early select phase of WRMP and for the GOHT for Late Select, Define and Execute. Key skills acquired: further development of operating facility and engineering contractor management as well as improving cost and schedule control competencies and considerations of Mega Project Management. Member of Managing Projects Class in Manchester, UK, Cadre 1

Responsible for various facilities projects at the BP Naperville campus and other western suburb locations. Projects include office build-outs, a major HVAC redesign and renovation, steam and condensate system replacement, pilot plant construction and demolition and a new lab and office building. Member of Business Continuity Team. Key skills acquired: building services project management, HVAC considerations, hazardous material considerations and management

Responsible for the coordination of the renovation of 2 floors in an old office building, design and construction of the new space. Also responsible for the coordination of moving 275 staff from several locations to the new space during a major reorganization and the relocation of the entire Midwest LAN/WAN center and server farm. The new facility incorporated wireless LAN, wireless telephones and other new technologies. Key skills acquired: design and construction considerations for interior space, implementation of leading edge office technologies, considerations for the moving of several hundred staff, complexities of relocating technology equipment.

Responsible for the engineering of small refinery projects and the management of up to thirteen electrical, instrument, mechanical and civil engineers assigned to those projects. Supervised the project definition, detailed engineering and project purchases for over 100 capital and expense projects. Trained newly hired engineers in project management and refinery design engineering skills. Member of Whiting Capital Planning Committee. Participated on the Special (Small) Project ACP Implementation Team. Responsible for the Whiting initial rollout of the ACP. Leader of the WE&C Diversity Action Council. Responsible for the development of a New Engineer Toolkit. Developed a technical staffing strategy and a technical mentoring program. Key skills acquired: prioritization of many projects, diversity thinking, building close relationships with customers.

Responsible for the engineering of refinery projects and the management of the nine mechanical and civil engineers assigned to those projects. Supervised the project definition, detailed engineering and project purchases for over $125MM worth of capital and expense projects. Trained newly hired engineers in project management and refinery engineering skills. Provided expertise and project management insight into a new departmental project cost reporting system. Coordinated a corporate tax study that returned over $10MM in back taxes. Provided technical support to the Alternative Transportation Fuels Business Unit in late 1974. Began an effort to build CNG filling stations in the Chicago area. Made initial negotiations and contacts with an engineering and construction contractor. Key skills acquired: personnel management of professionals, employee work load planning and prioritization and interdepartmental team management

Responsible for the successful completion of the Amoco Building Recladding project which was completed on time and within budget. Responsible for the safety plan which resulted in safety performance that bettered industry averages. Controlled the $100MM budget. Managed the construction management contractor, over twenty construction subcontractors and suppliers and the engineering follow-up, both aesthetic and structural concerns, with an architect and an architect/engineer firm. Developed and implemented the quality control plan using a custom developed inspection document and Amoco building maintenance staff for inspection. Prepared project communications for Amoco management, building occupants and the general public through progress reports, corporate newsletters, local media and national engineering publications. Managed the disposal of the marble to an organization employing handicapped individuals to fabricate gift items. Key skills acquired: high profile project management, interface with high level management and public relations considerations

Promoted from this position to Project Manager. Responsible for administering the testing programs and the analysis of test data for both the existing marble and alternate new facade materials. Coordinated the evaluation of technical data provided by several sources and made material recommendations for structural components. Responsible for the development of the construction logistics and the implementation of the construction plans for both the facade strapping program and the eventual removal and replacement of the 43,000 slabs of marble on the Amoco Building. Participated in the final selection of the new cladding materials. Managed the architect/engineering firm responsible for the detailed design of the stone connection system. Coordinated construction activities with Amoco Building management to minimize inconveniences to building occupants. Interfaced with city officials in the project permitting process. Established a safety awareness program for all contractors that provided awards for specified periods of injury-free work. Key skills acquired: design and construction considerations for building facades, development and implementation of innovative materials testing, building construction project management, working with architects, consideration of aesthetic concerns and close interface with building management

Project Engineer, Responsible for the coordination of scope development, estimating, detailed engineering, and field construction for refinery process unit projects totaling over $60MM. Managed engineering contractor staff of up to 100 engineers and subsequently the construction contractors for a new chemical process for sulfur removal. Successfully built and started up two of these plants. Managed Amoco engineering staff for estimate preparation and contractor engineering staff for detailed design of a modification to a lubricants facility. Managed project details during this construction including the supervision of the required replacement of over 1,200 gaskets during a unit outage. Coordinated the detailed problem analysis and corrective design of several simultaneous small projects for existing systems at major process facilities. Managed both change and innovation on a $24MM process facility expansion. Required to change engineering contractors mid-project when the original contractor went out of business. Accomplished the turnover of data and documentation with minimum affect on cost, schedule and engineering quality. Construction constraints required a unique approach to installing a 400 ton process furnace. Coordinated the multiple construction contractors that built the furnace adjacent to the process facility and transported it on rollers to the final location. This project was completed under budget and ahead of schedule. It was started up and ran as designed immediately. Key skills acquired: engineering and construction contractor administration, schedule development and control, cost control, project engineering and construction management, multiple project prioritization and management and contract administration.

Equipment Engineer. Responsible for the purchase, installation and successful start-up of refinery process machinery. Key skills acquired: rotating equipment knowledge and working directly with vendors to satisfy unique process requirements.Lead Design Engineer. Responsible as the lead design engineer for a fast track refinery project. Key skills acquired: time management and work efficiency and prioritization and coordination of a multi discipline effort.Pipeline Engineer and Inspector. Responsible for the "front end" construction of a 120 mile section of a 500 mile 8" xylene pipeline. Key skills acquired: field surveying knowledge, knowledge of pipeline construction work and general construction experience. Design Engineer. Responsible for the engineering and detailed design for several refinery projects and studies. Key skills acquired: general refinery processes, detailed mechanical design of refinery facilities, understanding of instrumentation and electrical engineering, review and preparation of engineering and purchase specifications, review of vendor bids, preparation of bid tabs and preparation of construction documentation.