Ting Jiang Email and Phone Number

- Leads the operations teams to achieve 100% safe and reliable operations of Energy, Utilities and Facility assets at the new Cathode site.- Leads construction and commissioning of Utilities and Facility assets. Delivered 100% system readiness by implementing either bridge solutions or achieving full system completion.- Serves as Cathode focal point for integration with Giga Texas. Collaborated with Tesla Emergency Services, Giga Security, Permitting and EHS to deliver and incorporate Cathode specific plans. - Drives Cathode production commissioning and qualification.

- Overall accountability for 3 Gas Phase Polyethylene trains.- Serves as the leader of a production plant accountable for plant results and for the implementation of and adherence to all relevant work processes in the areas of environmental, health and safety; asset capability and asset utilization; and production cost and product quality. - Supports employee growth and development through routine coaching and feedback, and development discussions.- Serves site leadership and other internal and external initiatives.

- Led a team of 42 process operators for 4 continuous solution polyethylene trains.- Achieved 100% operator staffing goal by leading and driving an inclusive culture.- Led the improvement of operator training program and reduced training timeline by 40%.- Led the asset utilization team and reduced operating discipline related AU losses by 30%.- Led the operations team to achieve 6% increase in product prime rate.- Led and implemented the Safety System Impairment Standards to ensure 100% compliance for more than 400 safety devices.

- Led a team of SMEs and developed the Transportation Equipment Fall Protection Guidelines, Truck Staging Area Guidelines and the Emergency Block Valve MET. - Led and participated in technology center reviews for 4 major logistics assets.- Provided technical support to meet the Process Safety streamlining goals for logistics assets in Texas and Canada.- Led the development and implementation of technology center audit process for 136 manufacturing led logistics facilities.- Identified 39 MET, Best Practice and Technology Information Package development opportunities. Led and implemented a process to track new document development and existing document reviews.

- Supervised 18 process operators in 2 different plants. Accountable for performance management, coaching and career development.- Led operations through 3 Turnarounds from 2014 to 2016 with zero injures and environmental impact. Total turnaround budget of $6 million and duration of 120 days. - Set and met goals for controlling plant’s annual budget of $4 million dollars (controllable prime).- Led LOPA Revalidation. Implemented Safety System Impairment Standard and Fire Protection Compliance as the Process Safety Focal Point. Developed and implemented the Safe Work Permit training module to ensure 100% compliance for 6 new operators.- Provided technical support to an $8 million plant expansion project. Led the successful plant startup on the new ABB operating system. - Led the separation of the Dow owned plant from Olin post acquisition.- Led the plant team through a Turnaround optimization to reach 25% reduction in Turnaround duration (prime to prime). Accomplished 19% reduction in the prime-to-prime duration. The plant reached expansion rate 30% ahead of schedule and generated an extra $400,000 in production for the business.

- Drove for daily plant performance and safety. Increased plant reliability and generated $1.2 million in plant production increase by setting 3 new MAC (maximum asset capacity) in one year.- Led Root Cause Investigation through 2 fouling events that caused 10% loss of plant production. Implemented spray nozzle technology that eliminated process fouling in a key process equipment which generated $1.3 million in cost and production loss avoidance. Received the Technology Center Award for this project.- Key contributor for 3 plant turnarounds from 2012 to 2013. Two of which were unplanned shutdowns that required the collaboration of the local maintenance group for planning and execution. - Led the implementation of an inhibitor change as the plant focal point by collaborating with the technology center and the analytical group. Generated $12 million dollars in NPV in reducing cost to produce. Received the Technology Center Award for this project.

- Lead Process Engineer for a plant Life Extension Project. Designed and successfully converted the plant from using furnace and heat transfer fluid to steam and condensate as heat source. - Led a Six Sigma project to debottleneck MRU performance. Achieved $380,000/yr in production loss avoidance without making any physical changes to the system.- Participated on a successful plant Start-up. Identified plant design flaws and implemented solutions to close gaps which generated $400,000/yr in savings.- Collaborated with engineering teams in 3 countries on 2 continents to design and build a $14 million new plant in Asia. Key contributor to the success of the project from FEL to mechanical completion in 1.5 years.