Gregory L. Engel Email and Phone Number

Led deployment of a standard SAP financial system and process structure for BP's global Upstream business including standardization of business and accounting processes. Worked proactively with the impacted Business Unit Controllers, local Finance teams and IT&S during implementation process. Developed and implemented cross functional change and deployment governance models. Managed finance system project budget of more than $40 million per year.** Recruited and managed a new Houston-based and regional finance organization of more than 40 people to execute complex system deployment projects in three major operating countries: Azerbaijan, Angola, and Oman.** Maximized business process and control automation in system deployment projects resulting in improved manpower efficiency both in finance and other functions.** Developed business case model and financial benefit delivery tracking process for new system deployments.** Guided initial development and deployment of a standard Upstream global financial data structure and master data management process.Completed a comprehensive Upstream segment finance system and process strategy roadmap with the following results: ** Generated IT investment efficiency savings of $50 million over five-year period or 15% below initial estimate.** Reduced annual ongoing IT support and maintenance costs by 30% or $10 million.** Enabled reductions in finance staffing requirements by up to 20% across multiple locations. ** Captured a $10 million annual improvement in joint venture partner recoveries and improved contractor cost control with new time-writing system.** Developed and validated Production Revenue Accounting (PRA) process re-engineering opportunity for BP’s North American onshore business which would generate a minimum 10% annual cost efficiency benefit.

As a Finance Professional, I managed business interface between Upstream Business Unit Controllers and the Upstream IT&S organization. Owned governance over Upstream IT&S software applications for finance, procurement, and human resource functions. Controlled a $40 million annual finance project budget including governance, delivery, timing, quality and risk management.** Led a software application study and business case recommending development and implementation of a global standard SAP-based time-writing solution. ** Developed and directed program to standardize and centralize the governance, structure and support of the SUN financial system used by 10 international Exploration and Production (E&P) businesses.** Completed a financial system option evaluation for BP’s new business in Iraq resulting in deployment of the cost effective and locally supportable Maximo-SUN system.** Guided a $20 million risk reduction project to decommission a heritage Amoco mainframe system and applications.

Directed all revenue, accounting, control, financial reporting, analysis, FERC reporting compliance, planning and cash flow management activities for BP's pipeline business in the United States with BP net revenue of $400 million ($900+ million gross) and BP net capital employed of $1.5 billion ($2.6 billion gross). Operations covered 18 states including the Gulf of Mexico, 35 separate pipeline entities (including 25 joint ventures) as well as 70 product terminals. Held ultimate responsibility for signoff of FERC Form 6 and 6Q reporting.** Developed and initiated process to test SOX controls around monthly volume and revenue recognition, billing, collection, reconciliation, prior period adjustment and reporting processes.** Initiated accounting, revenue and reporting processes for new BP operated Mardi Gras pipeline system in the Gulf of Mexico.** Simplified processes and increased efficiency while improving overall control environment and achieving departmental cost reductions of 20%.** Evaluated and executed complex business divestments worth over $500 million reducing BP’s pipeline and terminal business footprint by nearly 50%.** Improved FERC compliance through adoption of a new automated reporting system leveraging SAP.** Led outsourcing of 60% of finance staff to internal BP and external Accenture shared service centers.** Coordinated annual joint venture audits with E&Y covering 10 BP operated pipeline entities.** Executed major organizational transformation during tenure including adoption of IFRS and full SOX compliance and documentation requirements.

Managed all revenue, accounting, control, financial reporting, analysis, planning and cash flow management activities for BP's largest refinery and chemical facility complex. Handled volume, yield, revenue and cost of goods sold accounting processes for 450,000 barrels per day of refinery throughput (circa $10 million of gross revenue per day). ** Established the Texas City refinery as a formal business unit under BP's financial structure after the merger with Amoco.** Developed, implemented and maintained processes and procedures for accounting, financial control, planning and management reporting.** Integrated BP's local chemical facilities with the refinery into a single finance structure under one management. ** Designed and deployed the first integrated planning and reporting system for the BP South Houston site.** Recognized by the BPSH leadership team in 2003 as one of the top 5 contributors to improving site performance. ** Created and led BP's U.S. Refinery Controller network to standardize accounting, control and reporting processes.

Provided leadership, finance expertise and support to Amoco's Houston-based Upstream management and Chicago-based Corporate Controller. Included oversight of finance, accounting, control, planning, reporting (incl SEC) and performance management activities for all Upstream production operations outside of the United States. Led personnel succession planning assessments and placement recommendations for all Upstream accounting staff outside of the US.** Led quarterly due diligence and accounting policy compliance discussions with Corporate Controller.** Reduced monthly cycle time for the distribution of monthly performance reports by 50%.** Streamlined the annual Upstream Segment budget preparation effort while increasing data quality, accuracy and analytical methods. Prepared annual budget presentation material for Corporate level management reviews.** Initiated working capital reduction program which resulted in $50 million of additional cash flow over a two year period.** Provided accounting guidance and coordination for M&A activity in Argentina and Bolivia. ** Recognized and rewarded as a High Potential Finance Management candidate.** Merger integration leader and Subject Matter Expert between Amoco and BP.

Directed and managed all accounting, control, reporting, and planning functions for Amoco's most profitable international gas-producing business unit. Also provided commercial and business development support including economic analysis and recommendations for capital projects.** Deployed new accounting system locally in first year which significantly improved overall efficiency and financial reporting quality and timeliness. ** Reduced monthly accounting closing cycle from 8 workdays to 2 through adoption of new and simplified work flow processes.** Developed and deployed new financial planning, budgeting and forecasting system. ** Received award from Internal Audit in 1995 for most significant improvement in business/accounting processes and controls of all Upstream business units. ** Reduced accounting department costs by 20% per year.** Reduced staff overtime by over 75% per year.** First business unit to adopt FAS 109 methodology and deferred tax asset recognition within Amoco.