Brian Siddall Email & Phone Number

Perth, Wa, Au

Perth, Wa, Au

Adelaide, South Australia, Au

Adelaide, South Australia, Au

Adelaide, South Australia, Au

Responsible for strategy, plans, risk management, assurance, forecasts, and performance management for the decommissioning of all Santos assets. • Member of the APPEA decommissioning steering committee, DISER decommissioning implementation working groups for FDPs & Financial Assurance; and CODA industry working group.• Established and maintained a company-wide decommissioning strategy including for industry collaboration, innovation, late-life asset management, energy transition, tax management and capability build. Supported by development of a decommissioning reference plan and scorecard targets, endorsed by the operating committee.• Provided assurance and benchmarking for project reviews, long term planning, budget, and company scorecard processes.• Developed a restoration cost estimating procedure and model, and provided stewardship over the restoration cost estimating process, including external audit sign-off.• Delivered the annual board paper on decommissioning strategy, portfolio status and restoration provision.

Adelaide, South Australia, Au

Responsible for functional leadership to the organization on asset retirement and decommissioning projects.• Led a Santos wide strategic review on behalf of the executive committee to review Santos’s ~A$2billion decommissioning liabilities (2019) with the target of a 20% reduction in overall cost estimates. Established the process, tools, resources and ran the supporting workshops for the initiative; also performed industry analysis and identified world’s best practices to form clear recommendations for change and future capability build. Delivered against the expected reduction targets for liability reductions and put in place transparent, repeatable, and auditable processes to achieve the outcome.• Developed the company’s decommissioning operating standard and management procedure addressing requirements, activities, and deliverables for the full asset lifecycle to ensure both compliance and project performance to achieve successful title surrender.• Created and ran a monthly decommissioning forum as a meeting place for all internal decommissioning stakeholders addressing industry trends, regulation, innovation & best practices, lessons learned, portfolio status & risks, and project performance. Reported status and performance of portfolio and plan monthly to the operating committee.• Worked with key industry stakeholders to drive and deliver change and improvement:- APPEA review of the Commonwealth government’s framework for decommissioning offshore, January 2019, and submission to DISER on the offshore decommissioning framework consultation paper, February 2021.- NERA creation and design of CODA and Advisian Study into the scale of Australia’s decommissioning liabilities.- Review of NOPSEMA Planning Proactive Decommissioning Information Paper (guideline).

Adelaide, South Australia, Au

Responsible for the management of Santos’s interest in the Carnarvon Basin working with joint venture partners Quadrant, Chevron, Exxon, government and other stakeholders. Interests cover our WA Domgas and Oil Assets, including John Brookes, East Spar, Reindeer, Stag, Barrow Island and Thevenard Island.• Established strategy, risk management, asset reference and abandonment plans and delivered cost savings of greater than A$300m through value enhancement initiatives, cost reduction strategies, capital rationalization and asset divestments.• Provided asset leadership in both commercial disputes and support of negotiation of new JOAs, Access and Balancing Agreements aimed at extending the gas business for an additional twenty years. Performed due diligence on the HJV asset base on Varanus Island.• Returned over A$20m to Barrow joint venture partners through non-operator audit findings and drove a reduction in the annual operating expenditure from A$160m to A$90m over a two year period despite limited participant voting rights under the JOA. • De-risked the Thevenard abandonment program and reduced cost estimate by A$200m. Worked with local contractors and engaged with the regulators and joint venture partners to review and revise the execution plans. Changed the planned approach from A$900m two-year mega project to a more fit for purpose A$700m, seven year phased package approach. Worked directly with the operator and the DMP to put in place appropriate remediation plans for leaking onshore well using ALARP principles.• Divested Stag after performing a thorough cross-functional review, updating the abandonment estimate and presenting decision analysis and recommendation to sell the asset to senior executives. Resulting sale removed an A$150m abandonment liability from the portfolio. As transition officer, worked with the buyer, operator, NOPSEMA and NOPTA during the 10 month post-sale period to ensure successful Transfer of Title to buyer.

Adelaide, South Australia, Au

Managed Santos’s interests and personnel in the joint venture through to the end of pre-FEED. The development agreement (PDA) recognized Santos as operator of the upstream, with GDF Suez as operator of the midstream project. On completion of the appraisal drilling program managed by Santos the upstream operator role was successfully handed over to GDF Suez May 2013. • Negotiated amendments to the PDA addressing key issues such as LNG marketing and intellectual property rights; also represented Santos in sell-down, partner alignment and project finance activities.• Protected Santos’ interest through the creation of a Decision Review Board and the delivery of decision support packs with Santos’ view strategy, business cases, cost estimates, risk analysis and economics. Made clear recommendations to senior executives and the board in support of total expenditure of A$300m completing both the Concept Select and Definition Phases (pre-FEED) of the project.• Developed the Project Execution Plan (PEP) and ensured lessons learnt from industry and Santos’ LNG projects were incorporated by the project execution and contracting strategies and FEED & EPCIC consortium tender process. The deliverables greatly increased Santos’ knowledge and capability in FLNG, whilst at the same time increasing the value of the assets by better definition of the resource volumes, development options and execution risks.• Delivered the Risk Management Plans and ensured Santos’ concerns were addressed by the project, taking action to close gaps by providing direct services and seconded personnel to address project team capability concerns.• Developed the Governance & Assurance Plan and reviewed all project key decisions (KDLs) and provided expert input to the project team as and when required and implemented a joint assurance program with supporting resources for over 20 reviews in the Definition Phase alone, including external IPA Pacesetter and Turner & Townsend benchmarking.

Director and one of two founders of a start-up company providing independent strategy, investment and project management advice. Akamai grew from an initial position of two founders to a capable organization of twelve employees and became an established local brand servicing regional resource sector clients. Successful exit through sale of half share of the company. As Director of Akamai I advised on strategies and valuations for several regional energy companies, overseeing numerous project capability initiatives and reviews and driven major organizational and systems change management engagements. Performed Valuations and Decision Analysis on regional Oil & Gas opportunities for an International Resources Company leading to several investment decisions. Developed a Marginal Field Development Strategy for an International Energy Company leading to Board Recommendation to pursue regional opportunities. Led a Performance Review and developed a Procurement Strategy and Organizational Design for a Major International Mining Group. Performed Project Capability and Readiness Review for an International Resources company prior to successful Final investment Decision FID. For a Regional Energy Major reviewed the capability of an existing project delivery services provider (contractor joint venture) and provided a change management program to improve customer service, project capability and management systems. Further engaged by the joint venture to work alongside their senior leadership team to develop and implement an Integrated Management System.

Sydney, Nsw, Au

Reporting to the Executive General Manager, responsible for developing Origin’s Project Management Methodology and providing supporting project services and controls for all Major Oil & Gas, Power Generation and Renewable Energy Projects. Established (designed, resourced and developed) a central department to support the execution of major capital projects in execution planning, cost management, contract & procurement management, quality management and information management. Working with other Operators adopted best practice and developed a streamlined stage-gate investment decision making process for appraising, evaluating and executing major projects as they progress through their key development stages, incorporating opportunity framing workshops, project planning roadmaps and key milestone reviews supported by a value assurance program. Led the design and development of a project management system of core project guidelines and procedures, supported by key management tools for planning, cost and financial control.

Sydney, Nsw, Au

Reporting to the General Manager, Petroleum Developments I was responsible for the commercial management and project services functions and reporting for the Kupe Gas Project. Produced the Work Program & Budget required by the Joint Venture Partners to support the final investment commitment to the A$1Billion Kupe Gas Project, Taranaki, NZ. The development consists of an offshore platform, pipeline & umbilical to shore, HDD and onshore production station for an anticipated 250PJ of gas, 15 million barrels of condensate, and 1 million tonnes of liquefied petroleum gas. Led the negotiation and development of the A$800Million Alliance Agreement with the Main Contractor (covering A$650Million scope under management to deliver the offshore platform, pipeline & umbilical and onshore production station) including Joint Venture Partner workshops addressing key principles & terms, contract & procurement strategy, risk assessment & insurance strategy and incentive scheme & target cost estimate. Developed contract & procurement management guidelines including Origin’s corporate governance and due diligence requirements (contracts committee) for the Alliance. Established project commercial & coordination team and implemented key control & reporting systems to provide monthly performance & commitment reports. Led the evaluation of the various EPIC contract submissions and made the recommendation to award to the Joint Venture Partners, including a change in contract strategy from EPIC to an Alliance Approach covering the detailed design through to commissioning & handover of the project facilities. Managed the development of the work program and budget, including JVP workshops on the development plan and technical scope, project execution plan & schedule and overall project economics and capital cost estimate, resulting in the Final Investment Decision (FID) being delivered on schedule.

Established a special purpose vehicle to deliver the Cliff Head Pipe-lay on behalf of Roc Oil Ltd. Negotiated the contracts to establish both Onshore and Offshore Management Teams to project manage the A$60M Pipe-lay & HDD scope, covering the construction of a pipe-lay barge, pipeline system final engineering design, approvals, procurement, contracting, installation and pre-commissioning works. Scope of work covered two steel 273mm diameter pipelines, 14km long; one for production fluids, one for water injection. A 14km power cable for general platform power, specifically for powering electric submersible pumps in the production wells and a 14km chemical injection umbilical for corrosion and scale inhibition were also designed and installed.

Director and one of three founders of a start-up company providing premium rate mobile phone technology and services to interactive TV Broadcasters. Successful exit through sale to Bertelsmann. Delivered the company Business Plan, industry analysis, strategy, financial models and supporting presentations for investors. Raised seed finance, negotiating initial Term Sheet, Shareholders Agreement and complimentary investment agreements. Negotiated and managed media contract with Granada Sky Broadcasting for the provision of turn-key competition services.

London, England, Gb

Member of a small team of a rapidly growing new business responsible for the supply and marketing activities within the Atlantic Basin region (America, Latin America, Europe, Africa, Middle East) reporting to the General Manager Global LNG Negotiated Key Term Sheets with a North African Government for the option to purchase and sell US$5Billion of LNG over 20 years into European markets. Developed market opportunities for short-term supply and spot cargoes and the supporting commercial framework (master sales agreements) resulting in several valuable (US$10Million) short-term sales, spot cargoes and swaps being secured. Performed due diligence on a project to build a US$600Million re-gasification Terminal in Mexico, leading to a change in the project’s commercial strategy and resulting in a decision to proceed with the investment. Requested to work with the Shell strategy and scenario planning group to review Shell’s portfolio management process. Produced a report into Shell’s current portfolio management practices, capital allocation process and valuation techniques and made recommendations for improvement reflecting best practice and real options methodologies.

Perth, Western Australia, Au

Responsible for strategy development and business planning processes for the unincorporated North West Shelf Venture reporting to the CEO, executive management team and joint venture partners. Delivered and negotiated timely partner approval of the venture Business Plan and budget aimed at capturing new markets to facilitate and deliver on the venture partner’s expansion aspirations. Introduced and established portfolio and risk management best practices to address the challenges of a rapidly changing business environment. Adapted and implemented the Balanced Scorecard approach to strategy and performance management resulting in performance contracts and new incentive mechanisms being developed in order to align action and behavior to strategy.

Perth, Western Australia, Au

Reporting to the General Manager Business Development NWSV I was responsible for the development and management of a team of 16 project service professionals. Delivered the Terms of Reference for Woodside’s project lifecycle stage-gate decision making process (OPREP) for appraising, evaluating and executing major projects as they progress through their key development stages, incorporating opportunity framing workshops, project planning roadmaps and key milestone reviews supported by a value assurance program. Developed the project services organization, processes, guidelines and practices to support the management system, such as opportunity management roadmaps, project risk management guidelines and probabilistic cost and schedule modeling. Reviewed and formally endorsed on behalf of the CEO all major project cost estimates and plans. Performed capability and assurance reviews on NRA/GWA Rig Refurbishments and 2nd Trunk line Project.

London, England, Gb

Managed the design and construction of a 6MW onshore compression project at the existing Den Helder domestic gas plant, achieving completion on time and within budget. Responsible for all well tie-in and brown-field maintenance and upgrade projects on the key NOGAT pipeline system incorporating three gas and one oil platform. Delivered company first in the form of a subsea tie-back project which also incorporated new fluidised seabed technology for pipeline burial.

London, England, Gb

Received the annual group-wide Shell Gold Quality Management Award. Designed and implemented a system for de-bottlenecking production facilities, ensuring the offshore gas platforms produced at maximum design capacity resulting in additional incremental revenues. Designed a dynamic process model of HPHT flow-lines leading to the redesign and change out of existing well tie-in flow-lines to accommodate extreme low temperatures. Led study project of platform pipeline erosion and corrosion and produced Shell Design Guideline.

Master Of Business Administration - Mba

Chartered Engineer

Bachelor Of Engineering - Be, Mechanical Engineering