Phil Hearn Email & Phone Number

Sunbury-On-Thames, England, United Kingdom

Surplus to Supper helps to bridge the gap between food waste and food poverty. Founded in 2017 in Sunbury-on-Thames, they have been active in sourcing and distributing surplus food to those in need and fundraising for local food banks and other charities.There are 4 strands to the charity:1. Food RedistributionFresh food that would otherwise have gone to waste is redistributed for free to support local foodbanks, schools, care homes, shelters, clubs, religious organisations and more. This is on a substantial scale with the charity currently collecting and donating on average 10 tonnes of food per week.2. Surplus KitchenThe Surplus Kitchen is run by a professional chef cooking surplus food. Our ethos is to provide one free meal for charity from each meal sold at the café (Buy One Feed One Free).3. Surplus ShopEvery weekend there is a Surplus Shop where we provide good quality food which would otherwise go to waste. The Surplus Shop is for everyone in our community who needs fresh produce. We ask for a mindful donation which will help us to continue supporting local foodbanks, charities, school lunch projects and community groups across the local area.4. EventsWe provide good quality surplus food right across the food industry for any occasion and all meals provided by Surplus to Supper are part of our 'Buy One Feed One Free' initiative: providing free meals for people in need within our community. www.surplustosupper.org

Surrey, England

Self Employed

Sunbury, Surrey, United Kingdom

A management role in newly formed department with the aim of enhancing business value through improvements in well reliability and quality of well services & equipment. Leadership of 20+ technical specialists to support regions in Eastern Hemisphere.Key achievementIn 2016, an assessment of loss of value from major Non-Productive Time (NPT) events on BP wells (from unplanned events such as equipment failure or downhole problems) was estimated at $400 million. NPT performance was not improving and learnings from investigations were applied inconsistently. In response to this :• I recognised an opportunity to apply root cause failure investigation methodology to NPT and initiated a project to assess the suitability of this approach.• Established thresholds to categorise NPT• Assessed investigation techniques with regional pilots and workflows• Developed report templates, centralised libraries to help ensure transfer of learningsThe project findings were translated into requirements and processes which were endorsed by BP Leadership and mandated in procedures. Initial results from regional pilot studies and early implementation of this work have been very encouraging.

A specialist, wide ranging role that covered the development of industry leading projects and procedures to improve well delivery, standardise equipment / well designs and optimise inventory.Key achievements:1.Inventory and equipment holding in the BP Upstream business had grown to $3 Billion in 2014. Due to changes in activity, drilling programmes and specifications, inventory had stockpiled in regions and led to significant warehouse, inspection, maintenance costs. I was nominated for a dedicated team of senior managers that was tasked to develop a series of interventions to reverse this trend. To enable this I influenced senior stakeholders and VPs to :o Develop plans to identify, sell or dispose of surplus or obsolete inventory o Implement measures to right size inventory holdings for portfolio.o Assist with the selection of standardised / transferrable equipment o Set up checklists to ensure that new orders were not already held in global surplus.As a result, this ongoing project reduced inventory in the Global Wells Organisation by approx. $800 million over a 4 year period.2.The use of non-standardised well equipment across BP resulted in inefficient use of resources, project delays and increased well costs. My role was to lead a wide scale programme to identify and deliver equipment standardisation opportunities across the global business. One of these projects concerned the allocation of contingency equipment to drill relief wells (for serious well control incidents) in BP. This project :• Developed and verified a standardised relief well design for BP’s subsea wells and selected the Wellheads and Tubulars.• Established a central hub and tested global equipment deployment system for this emergency response equipment . A unique industry project was delivered which reduced requirements for relief well equipment from 16 local sets in BP regions to 2 standardised systems held in a central hub. Estimated cost savings of approx. $180 million.

Sunbury

A functional role in the Drilling Engineering Discipline. Main purpose was to steer the development, maintenance and deployment of drilling engineering standards, practices, processes, tools to deepen engineering capability across the organization. Key achievementIn 2013, it was recognised the skills development and competency programme for BP Drilling Engineers had become outdated. The target audience was approx. 260 engineers in the Drilling Function and the programme required a refresh to reflect new technical, leadership and learning requirements. I established a new team to standardise the design and content of new competency matrices and access portal for the new programme based on a common learning philosophy. The final product was pilot tested, updated based on this feedback and endorsed by the BP leadership team for implementation in 2014.As a consequence, a distinctive development programme was delivered to build organisational capability and strengthen the technical and professional development of the workforce in BP.

Combined management role responsible for business support and planning, risk, performance and change management, staff development, deployment and recruitment.Key achievementThe programme to acquire seismic and drill up to 17 wells in onshore / offshore blocks in Libya was BP’s biggest exploration investment. Following the civil war and unrest in 2011, BP was preparing to re-enter the country in 2013 and it was a critical priority to rebuild and restructure the wells organisation. I made a series of proposals to the BP leadership to improve workflows, working practices, allocation /location of resources and design of the organisation for the Libya programme. I established and led a dedicated recruitment team and we optimised processes to fast track interviews, approvals to hire and onboarding for external hires to build a high calibre team.Through these actions, my team met challenging targets to fill 34 vacancies (including safety critical and leadership roles) in a period of significant activity and demand in the industry. This helped ensure the region was prepared and ready to commence an intensive drilling programme.

North Africa (Uk Based)

Accountable for all well engineering activities in Algeria and Libya covering new wells, well abandonment, well testing, fracking and completions.Key achievementProven reserves in a promising gas project in Algeria were significant but drilling wells in this area had been very challenging and commercial viability was uncertain. Internal and external pressure from partners was growing to determine future field development plans. In response, I led the team to apply more rigour to well engineering and design. Also, hosted a drilling workshop with other operators to share best practice on rectifying problems with well integrity / poor cement jobs. Introduced an initiative to optimise well locations to reduce directional work and recruited technical specialists to build fracking and well testing expertise in the team.As a result, three appraisal wells were successfully drilled that met all objectives and with significant performance improvements. Of these, two candidate wells were successfully re-entered, fracked and tested (for the first time for BP in the region) to provide valuable information to the BP board to make an investment decision.

Angola And North Africa (Uk Based)

Responsible for leadership of multi-disciplined teams of engineers and specialists in split geographical locations. Accountable for all aspects of recruitment & succession planning, appraisals & staff development, coaching and mentoring. My activities included technical assurance, integrity and delivery of complex exploration and appraisal well plans to regional drilling teams and operations support for well execution in continuous drilling programs. Activity set included Angola Deepwater Block 31 (extrasalt, subsalt and salt flank wells) and remote desert operations, tight gas and hard rock drilling challenges in Algeria and Libya.

SENIOR DRILLING ENGINEER 2001 to 2005 BP Angola Business Unit TECHNICAL SPECIALIST - EXTENDED REACH AND ADVANCED WELL DESIGN 1985 to 2000 BP Upstream Technology