Michael Scott Email & Phone Number

Perth, Western Australia, Australia

Responsible and accountable for all Production Operations and Maintenance across the Perth Basin Operations. Includes Project start-up, pre-operations support and facility decommissioning.

Dongara

Perth Basin Person in Charge (PIC) responsible and accountable for leading and managing all safe operations across the production and legacy assets in the Perth Basin in accordance with the Safety Case. Also working closely with the Project and Commissioning Teams to progress the new Waitsia Gas Plant to first gas.

Perth, Western Australia, Australia

The Capital Projects Department is primarily responsible for defining concepts to basis of design and then progressing concepts through design and construction to handover to Operations.The role involved leading and managing a fully integrated functional project team to install facilities to dewater the CO2 disposal reservoir so that increased volumes of CO2 can be injected thereby delivering on Chevrons carbon capture aspirations and obligations.Within two months of commencing the position our Team had reduced the capital required from A$1.3 billion to A$650 million and accelerated the project by 6 months. The Team was lead and managed to deliver using minimum functional objectives and investor principles, which enabled efficient delivery using a quality and safety, schedule and simplicity mindset.The project was progressed to Basis of Design stage and was progressing several supporting scopes quickly to construction.The role required strong partnership values with a requirement to ensure that we have good working relationships with our Joint Venture Partners and Regulators so that the project can be progressed efficiently and effectively.

Perth, Western Australia, Australia

The Pre-Operations Department is primarily responsible for ensuring that Operations views are input into the design, that Operations are prepared and ready to accept projects after completion and the completion, commissioning and start-up of projects. My role necessitates collaboration with and influencing of a large number of stakeholders across the Australian Business unit. Mainly working with Technical Projects, Production Operations and Maintenance and Reliability we ensure that project engineers have considered the environment that the project is being introduced into and operations considerations are built into the project design so that the projects are cost effective, reliable, safe and operable. As well as the physical and human performance aspects we ensure that maintenance builds are complete and procedures, routine duties, operating manuals and console interfaces are updated and that operations personnel are adequately trained. My role also involves working very closely with the Commissioning and Start-up Team to ensure that they receive the support and advice that they require to undertake their duties in the completion, commissioning and start-up of projects.Key projects of note are Wheatstone Platform Compression, Wheatstone Platform Subsea Tie-in developments and Wheatstone LNG Plant LNG Loading Arms upgrades.

Perth, Australia

Since joining Chevron Australia I have added in the region of A$1 billion in value from subsurface development decisions, boosting production, removing threats and vulnerabilities on facilities, substantially reducing costs, optimising the Turnaround and providing clear direction and focussing on what is important.Initially stepped in as rotational 2:2 Onslow Production Manager from October 2018 until January 2019 as part of a Business Unit reorganisation. Responsible for all day to day tactical running of the Wheatstone LNG Plant and setting site strategic direction by working together as one-team with Wheatstone Operations Perth and Site Leadership. During my tenure we completed the commissioning of the domestic gas plant, which involved strong one-team leadership with Bechtel the construction contractor. The comments in the Chevron Leadership survey from Operations Personnel were very complimentary and demonstrated my effectiveness as a leader and manager.In February 2019 I moved back to Perth to become the Perth Production Manager responsible for keeping both the Wheatstone-A Platform and Plant fully reliable including coordinating and planning for the 2021 and 2022 Turnaround. During this time our Team successfully re-organised to the preferred company model that focussed on keeping the people, platform and plant running, addressed a large number of threats and vulnerabilities on the Platform and Plant, enhanced managing safe work systems, enhanced Conduct of Operations including operator routine duties and leak response and optimised the first Turnaround.During the 3rd Quarter 2020 we successfully optimised a previously poorly defined Turnaround by fully defining, ranking and rejecting excessive scope, recommending the splitting of the Turnaround over two years, rather than a one year mega-event, which resulting in the addition of A$300 million being added to the 2020 cashflow.

Perth, Western Australia

Responsible for leading and managing all matters associated with a leadership cultural change program across Chevron Australia Assets. The position reports to the General Manager of Operations and is responsible for improving the operational discipline and operational leadership of the company.Primarily this is a leadership behavioural change program that focusses on the how our frontline leaders and performers undertake their tasks with the correct behaviours to ensure that the right task is done the right way every time. The project ensures that tasks are designed correctly by providing the systems, processes, procedures, environment, tools, behaviours, feedback and stewardship activities so that tasks are reliably completed and sustained over time thereby delivering consistent outcomes and incident free operations. The project leverages heavily on the tools of change leadership and management, performance-based leadership and behavioural change. A key outcome of the assignment was working together with and influencing the Chevron Global Complex Process Facilities Department to establish a Conduct of Operations Framework across 14 global facility sites. Working as part of a global team we established a framework and was accountable for leading a team that drafted a Routine Duties Standard and participated in the review and comment on several other Standards that established the minimum expectations for Operational Discipline across a variety of Production Operations processes.The project spans across all of Chevron Australia’s four main assets (two LNG plants, one upstream platform and the Barrow Island Oil Field) and targets over 3,000 operations personnel across production, maintenance, engineering, marine and supply chain.

Perth, Australia

Responsible for leading and managing all asset matters related to the Barrow Island (BWI Joint Venture) Oil Field and Thevenard Island (TVI Joint Venture) oil and gas fields/retirement project. The Asset Manager is responsible for all strategy, safety, production operations, maintenance, offtake, environmental (Class A Nature Reserve) and financial matters related to the operations within these Joint Ventures. The position responsibilities are very broad and involve the leadership and management of every phase in the hydrocarbon value chain from the subsurface to oil sales. The asset manager manages a multi-discipline team that covers public affairs, health and safety, environment, workover rigs, subsurface, facility engineering, production operations, maintenance, gas power station operations, marketing, offtake and finance. The asset employed approximately 150 people in the daily operations, produces 5000 barrels of oil per day and injects over 80,000 barrels of water per day. Led and managed the Barrow Island asset team and substantially improved the value of the asset with personal and process safety improved (zero serious personal incidents, zero reportable spills), team working and culture improved (employee survey demonstrated the highest team morale across Chevron Australia), operational leadership and discipline improved (systems, processes, procedures, behaviours, leadership), costs controlled and reduced (approximately 50% reduced saving $200 million over three years), production improved (arrested water-flood decline and brought on new reserves production) resulting in net cash flow greatly improved. During my tenure we also implemented a “clean as you go” site remediation strategy that substantially reduced the legacy abandonment liability on Barrow Island.In 2014 the Thevenard Asset abandonment plans were successfully approved by the Joint Venture and Government, the asset safely shut-down, de-energised and the asset retirement commenced.

Perth, Western Australia, Australia

Responsible for leading and managing a team of workover engineers, petroleum engineers, reservoir engineers and geologists that were responsible for managing all aspects of subsurface definition for the Barrow Island (BWI Joint Venture) oil field and Thevenard Island (TVI Joint Venture) oil and gas fields/retirement project including management of three workover rigs, reserves reporting, production forecasting, well management and waterflood optimisation.During this period, we increased the reserves and production simply due to maximising the efficiency of the waterflood project.

Perth, Australia

Responsible for defining and securing approvals for a variety of Barrow Island oil and gas developments. Responsible for undertaking and coordinating reservoir engineering studies, facility estimates, well construction estimates, defining economic scenarios and bringing recommendations to the Chevron Decision Review Board.During this period, I stopped a development that had the potential of eroding company value when technical work demonstrated that the recoverable gas was much less than initially estimated.

Perth, Australia

During a six-month notice period, non-compete restriction and time-off, I undertook several consulting jobs to keep me busy. The jobs were varied and interesting:• Providing management and technical consultancy to several global oil and gas companies.• Fiscal, economics, subsurface and facility due diligence on a production project in the Former Soviet Union.• Providing strategy advice for a new country entry in Asia.• Providing technical and strategy advice on a shale oil project in the USA.• Providing reserves advice for a new IPO to raise $10MM in Romania.• Providing well proposal advice for a company in Eastern Europe.• Completed a due diligence for a small Australian E&P Company acquiring an oil field in Western Australia.After six months I then looked to secure employment back into mainstream oil and gas and secured a position with Chevron Australia.

Perth, Western Australia

Responsible for all safety, technical and corporate aspects of Cooper Energy Ltd and successfully grew the company from a 200 bopd/$9MM cash/Australian based company to 1500 bopd/$90MM cash/multiple country E&P company.

Perth, Western Australia

2003 Blacktip Subsurface Team Leader2000-2003 Middle East New Ventures1997-2000 NWSV Subsurface Team Leader in a variety of asset development roles (Goodwyn, Echo-Yodel, Wanea-Cossack)

Melbourne, Victoria

Bass Strait and North West Shelf Reservoir Engineer responsible for a large variety of reservoir engineering responsibilities. Assumed a role as well test expert that was responsible for testing a number of offshore exploration and appraisal wells.

London, England

Northern Area heavy oil and Southern Area tight gas developments.

London, England

Systems and Business Analyst and then Financial and Credit Analyst.

Woking, England

Short-term position that I took before returning to undertake a Masters in Petroleum Engineering.

Glasgow, Scotland

Responsible for the design and specification of petrochemical and oil and gas structural and civil engineering projects.

Meng, Petroleum Engineering

Bsc First Class Hons, Civil Engineering