Mark Little Email and Phone Number

Support Major Capital projects deliver multi-billion dollar opportunities.Provide Operational expertise to the project across all phases of Capital Projects Management System. Influence concept selection and engineering design to ensure new assets are operable, reliable and maintainable.Lead PreOps team through timely completion of Project Operations Planning deliverables, including preservation, systems completion, pre-commissioning, commissioning and startup.

Lead embedment of Front end loading phase gated planning process for Turnarounds across Chevron Australia.Upskill Technical, Reliability & Integrity and support teams on the IMPACT process, their role within it and their interdependencies with other functions.Developing and deploying digital tools to identify engineering studies and drive to timely completion then integrate subsequent project scope into turnarounds.

Built IAP team, built key stakeholder relationships and redesigned IAP processo recruited Gorgon IAP planner and secured transfer of WHS IAP plannero transformed IAP role from data entry service to excellence in data gathering, analysis, presentation and decision making facilitation while fostering an inclusive cultureo overhauled IAP governance, reducing documentation including developing and securing approval for redefined IAP planner position descriptiono redefined roles and responsibilities for Gorgon 90D IAP routines, guidelines, visual aidsResulted in:o increased collaboration, active participation in new process and positive feedback across IAP stakeholdersImplemented Project Symphony IAP (sIAP)o drove to conclusion the sign up of Chevron to sIAP – facilitated CVX legal, commercial & symphony leado developed and published procedure for sharing data under ACCC determination o stood up routines with industry collaborators participating under sIAPResulted in:o successful share of information between operators, amalgamating data between participants and providing immediate risk management to turnarounds and sustainable input to ABU long range planningo inspired industry peers beyond the to actively participate in an IAP ‘Community of Practice’. Benchmarking best practice for IAP processes, roles & responsibilities.o Guest Speaker at Australian Oil and Gas Conference 2020 – industry collaboration for TA eventsSupported Integrated Planning Request (IPR) development and implementationo engaging IAP stakeholders and IS service providers to understand intent and business caseo drove to conclusion priority for IS resources to develop ABU solution Resulted in:o successful development and implementation of IPR pilot with WHS DS and commencement to expand across ABU (including WA Oil)

Demonstrated high performance leading the 2020 Turnaround event team successfully through IMPACT front end load planning phases 1,2 and 3 in the role of Event Manager. Key achievements:- Teaming with Operations, Strategic Business Planning, Engineering and Projects to drive completion of Long range planning & project development deliverables in IMPACT phase 1.- Kicked off Phase 2 core team - lead multidiscipline team to leverage lessons from Train 1.- Fostered true ‘core team’ culture from across all ABU functions.- Strategically planned and delivered communications.- Fostering ownership of scope by Operations (pre-screening, scope challenge, scope change control)- Trained and coached majority of team who were new to IMPACT process (including event team leadership)- Revisited scope list, facilitating multidiscipline team scrutinizing non-IC PMs previously exempt from RTP and identified 315 of 631 as discretionaryResulted in unprecedented recommendations & recognition by Peer review team (CVX SMEs & Gorgon JVPs):- best facilitated scope challenge they had ever seen- no challenges to pyramid readiness or risk assessments- recommended I continue in the role of event managerAlso resulted in:- front end load planning (phase 2 & 3) delivered at ~40% reduced cost of Train 1 (approx. $5.7M less)- first ABU turnaround event team to not require Phase 3.5 peer review (prevented approx. $200k cost)- formally received recognition award and privately thanked for leadership efforts

Successfully completed $25M project to refurbish part of the Gorgon asset. Lead a multi disciplined team of Chevron employees and contract partners to plan and safely execute quality work. The work was executed without incident or rework and delivered in readiness for plant start up.Developing organisational capability to support the completion of project carryover works and IMPACT front end loading process for the events in the ABU long range plan. Recruited over 100 white collar and 300 blue collar personnel for Asset commissioning, Project carryover, Train 1 & GTG IMPACT teams with negligible turnover. Amended Maintenance Contractor Panel with additional roles for ABU Maintenance functions. Developed a standardized approach to deliver Turnaround Manager’s expectations with Blue collar recruits.Worked proactively as ABU IMPACT process SME to ensure Chevron Global IMPACT process for Turnarounds continues to be embedded and matured across the ABU. Built strong relationships and continues to team with central group to deliver continuous improvement to IMPACT process. ABU representative (governance & SME) for the new IMPACT Web Tool.Representative for ORG redesign for Turnarounds providing input to R&Rs across all functions involved in ABU Turnarounds; Turnaround Steering team, Operations, Strategic Business planning, M&R, Tech, SCM & HES.Representative for DCOM development; providing SME input to key stakeholder analysis and action planning.

Working within the Oil and Gas sector reporting to Chevron ABU Major Maintenance Manager.Leading the design, development and execution of the ABU Maintenance Competency Assurance process. The key focus is to ensure operational readiness for Gorgon and Wheatstone LNG facilities as they transition from Phase 4 construction to Operation.

Lead Laboratory and Training teams; four direct reports and nine indirect reports.Own and continuously improve Critical Controls for key training competencies to prevent site material risks.Fatal Risk Control (FRC) Site Champion for Hazardous Materials.Deliver $1.3M Laboratory and Training budget.

Lead Laboratory, Met Accounting and Day team; three direct reports and 14 indirect reports.Ensured production data was recorded accurately and reported timely.Implemented and facilitated a process for the integration of Production forecasting and maintenance planning. Ensured Production planning for maintenance and outage execution; plant run down, isolation, permits and commissioning.Delivered integrated project schedules for plant run down, maintenance execution and plant run up to clearly define critical path.Lead the analysis of plant outage progress and determine priorities against current critical path and emerging risks.Delivered Laboratory, Met Accounting and Day team budget of $0.6M.

Lead a team of two direct reports and over 50 indirect reports to safely operate half of the refineryOwn the process safety for South Area; complete Process Hazard Analysis (PHAs), Bow Tie reviews and Critical control audits.Audit commissioning and resume control of $90M H2 plantLiase with DMP and DEC to ensure safe operation of the plant aligns with legislationControl cost permits and work flow in 1SAP; accountable for $70M consumables budget.Drive Process optimisation and safety improvements; Housekeeping improvements (5S)Own the Management of Change of the South Area; including HAZOPs, PSAs

Principal Maintenance Engineer, tasks include:Conducting Field Leadership (DuPont); Layered Audits, Critical Planned Task Observations,FRCS Working at Heights Site ChampionValidating major maintenance planning to ensure maintenance budgets are met whilst production risks are adequately mitigated. Implementation of Business Teams organisation structure.Site contract owner for key maintenance service providers.Validate and prioritise Improvement projects.Lead Serious Incident investigations utilising the ICAM process. Monitoring plant condition and determining maintenance priorities.Drafting Maintenance Budget and Re-forecasting maintenance budgets in DPO – GSAP.Control cost permits and work flow in GSAP Lead plant area outages; Nightshift site manager for Major Outage

Senior Machinery Engineer, tasks include:Acting in the role of Maintenance Superintendent Lead Serious Incident investigationsSupervision and development of Graduate Mechanical EngineerLead Technical support for major capital projects (Sinter Furnace installation >$40M)Maintenance representative for improvement projects groupSupporting CMI inspectors during 2007 & 2008 Major site outagesLead condition monitoring programsImplementing of FLAC standards on siteConstruct reliability block diagrams and complete reliability centred maintenance reviewsCritical Plant Downtime and Asset utilisation reporting

Reliability Engineer – Leach Area, tasks include:Acting as Principle Reliability Engineer Lead Serious Incident investigationsImprovement of plant availability and reduce operating costs through investigating, proposing, designing and managing modifications.Utilise methods such as root cause analysis, reliability analysis, availability analysis and improvement investigations.Support maintenance with daily problem solving and trouble shootingDetermine Plant criticality and review maintenance strategiesProject management of minor projects (< $250k) - Develop scope of work; capital cost estimates; applications for capital funds; safety risk assessments and schedule preparation. Liaising with OEM specialist technicians for critical equipmentDevelop, Implement and Audit Maintenance Standards

Graduate Maintenance Engineer, tasks include:Acting as Services Area Maintenance Engineer and Refinery Outage PlannerLead technical resource for Services area during 2003 Major site outage Acting as Senior Mechanical Engineer (seconded to Kambalda Nickel Operations for 3 months)Planning of major maintenance task – Boiler acid clean & High speed Process Air CompressorCompleting safety incident & plant breakdown investigationsReview of critical spares holdingsWriting plant modifications; work scopes and requests for capital expenditureCompleting HAZOPs; Project Safety Reviews and JSAs

Graduate Maintenance Engineer, tasks include:Acting as Maintenance Engineer - Underground Mobile EquipmentActing as supervisor and Maintenance Coordinator for Fixed plant and Concentrator shutdownsManaged condition monitoring for UGME; completed Thermal analysis for UGME and Cons plantCompiled end of month Maintenance KPI report; completed site wide Lubrication audit

Graduate Project Engineer, tasks include:Completed material take offs from P&IDs and tech drawings; procured materials and equipment.Onsite contact - supervised contractors; material delivery; liaised with client regarding scope changes or technical queries; liaised with Structural engineer to complete design calculations.

Undergraduate Engineer (vacation employment), tasks included:Assisted Underground services – maintenance; charge up & blasting; scaling; vent bag repairs; surveying and ground support. Ticketed for Light Vehicle and Integrate Tool carrier operation.