Plant Asset Management

Resume

Personal Details

Name: Robert Henry Sharp

Date of Birth: 4th April 1962

Nationality: British

Contact: Email: Robert.Sharp@petrofac.com

Tel: +44 (0)1748 850175

Academic Qualifications: Chemistry Graduate (Honours) of the Royal Society of Chemistry

(GRSC)

Executive Master’s Degree in Business Administration with Merit

(EMBA)

Professional Qualifications: Chartered Chemist (C.Chem)

Member of the Royal Society of Chemistry (MRSC).

Position

Reliability and Maintenance Programme Manager, Plant Asset Management

Position Responsibilities and Experience Profile

Presently, Rob Sharp is a Programme Manager with Plant Asset Management (PAM). He has

considerable experience in implementation of reliability programmes and maintenance

systems that have had a significant impact on plant performance, which are delivered within

project deadlines and budgetary constraints. He also brings to the company more than 20

years maintenance management experience, with particular focus on maintenance

optimisation and reliability improvement, gained in the Fine Chemical Manufacturing,

Petrochemical, and Oil & Gas industries. Rob’s current remit involves managing the interface

between PAM and the ADGAS, UAE, Maintenance function ensuring that projects and value are

delivered to client expectations.

Career History

Jul. 2014 - Dec. 2015 Plant Asset Management Project manager

Responsible for the development and alignment of a Maintenance Strategy for ADGAS, UAE,

including a set of related Maintenance procedures. The Maintenance Strategy provides

direction and establishes the requirements for the application of key Maintenance Processes

across ADGAS facilities that comply with the ADGAS Corporate Vision and Mission. The main

objectives of the ADGAS Maintenance Strategy are:

• Compliance with:

ADNOC Health, Safety and Environmental Management Manual of Codes of

Practice.

ADGAS Corporate Vision and Mission

ADGAS Health, Safety and Environmental Management System.

ADGAS Asset Integrity and Reliability Management System.

• Safe, reliable and predictable equipment performance.

• Establishment of a cost effective maintenance programme.

• Provision of consistent maintenance processes.

Jul. 2014 - Apl. 2015 Plant Asset Management M&R Improvement Programme

Manger

Responsible for the development and implementation of a Reliability and Maintenance (R&M)

Improvement Plan for Fairfield Energy UK (FEL) that detailed issues and associated

remediation focussed on gaining the greatest benefit for the Fairfield’s Dunlin Alpha asset in

the short term, for example maintenance routine standardisation and / or technical

enhancement. The plan also provided programmes of R&M related activities to be pursued in

the longer term in support of FEL’s Dunlin Alpha operational requirements and, additionally,

included tie into a vulnerability study of the Dunlin Alpha asset helping to develop a proactive

annual maintenance and reliability programme that was aligned with life of field expectations.

In conjunction with Fairfield Energy UK, an initial roadmap was developed that proposed

mitigation for identified R&M issues, including method, timescales and resources, taking into

account the existing Dunlin Alpha asset vulnerability study. Fundamentally, the roadmap

helped to develop the business case for change while defining the priorities for closing

identified R&M non-conformances aligned with strategic business objectives.

Mar. 2014 - Jul. 2014 Plant Asset Management Interim M&R Superintendent with

FEL

Fairfield Energy UK (FEL) Interim Maintenance & Reliability Superintendent reporting directly

to the Dunlin Area Operations Manager during transition to operatorship of the Dunlin Area

asset. Responsible for all aspects of the day-to-day Dunlin Alpha maintenance and reliability

related activities, thus ensuring the correct utilisation of plant and people resources to achieve

maintenance and reliability objectives. The main aspects of the role included:

Developing and supervising a team of Operator Support Contract (OSC) personnel

(including offshore personnel) within the maintenance function to deliver Dunlin asset

maintenance and reliability objectives, annual plan and OSC commercial KPIs.

Participation in execution of the 28 day/90 day plan activities and development of the

MTAP (medium term activity plan, 6 quarters) and 5 year plans.

Developing, implementing and tracking maintenance and reliability budget.

Maximising the liquidation of corrective work during short planned and unplanned

platform shutdowns.

Maintaining planned and corrective backlog with agreed man hour targets.

Mar. 2013 - Mar. 2014 Plant Asset Management Programme manager

PAM Programme Manager with responsibility for all PAM project work with BP North Sea

Reliability and Maintenance function. Acted as functional manager for a range of Project

Managers, Consultants and Senior Consultants assigned to the BP North Sea projects. A key

aspect of the role was the management and implementation of the BP-Petrofac Master

Services Agreement, specifically the requirement to work in conjunction with Petrofac Offshore

Projects & Operations (OPO), Petrofac Mechanical Services, Petrofac Metering, and Petrofac

Training to deliver a consolidated service to BP North Sea and thereby assist them to achieve

compliance with the BP Reliability and Maintenance Management Segment Defined Practice

(SDP). The role essentially encompassed current BP North Sea projects such as:

Reliability and maintenance improvement plan

Job plans optimisation

Repair and spares

Maintenance Strategy sustainability and related continuous improvement activities

Condition monitoring improvement

Mar.2006 – Mar. 2013 Plant Asset Management Senior consultant

Remit included continuous improvement of existing BP North Sea maintenance strategies,

improvement in current BP R&M programmes and additionally, the development and

implementation of an integrated three year continuous improvement programme (20 elements

that require detailed planning and execution) aimed at compliance to BP global strategic

intent, and ultimately leading to improved asset reliability, availability and maintenance.

From 2006 to 2010, had a major role in developing BP North Sea Generic Maintenance

Strategies (GMSs) for rotating and non-rotating mechanical equipment. The project

subsequently expanded to engage in maintenance gap analysis and implementation through

2007-12, which included specific UK and global assets; specifically, project managed the

implementation of GMS for BP SNS assets 2011 to 2012. Additionally, spent 2008-10 engaged

in GMS implementation with overseas assets, mainly in the USA. Moreover, appointed project

manager for the development of a suite of global Equipment Reliability Strategies (ERSs)

based on current North Sea GMSs.

Furthermore, involved in business development and engagement in 2012 with a European oil

and gas operator to carry out the following work;

Analysis of Maintenance Management Transition: A review of transferred Maintenance

Strategies for the new field operator. Determination of any significant omissions or

conflicts with “International Oil Industry Standards”. Review based on the specifications of

the transition contract.

Development of an equipment criticality assessment methodology, subsequent equipment

criticality assessment and provision of a fully documented process. Update of CMMS tags

information with relative criticality information for ensuing maintenance assignment.

Development of Performance Standards for Safety Critical Elements (SCEs) derived from

the field Safety Case. This involved;

Agreement of a Performance Standard format with operator.

Preparation of draft revisions of three existing Performance Standards to the agreed

format (including listing the associated assurance and verification activities).

Engagement with the appropriate operator field technical staff to review the draft

Performance Standard revisions.

Modification the draft Performance Standards based upon the review meetings and

submission of final documents for operator and Independent Verification Body (IVB)

approval.

Jun.2002 – Mar.2006 Aker Kvaerner Engineering Services (AKES) Consultant

Responsible for Asset Management Consultancy within AKES through provision of various

Asset Management optimisation services including:

Availability, Reliability and Maintainability (ARM) Studies.

Maintenance Philosophy and Strategy Development.

Maintenance Strategy Reviews including functional analysis and criticality studies.

Asset Performance Improvement.

Benchmarking / auditing.

Spares rationalisation.

Major shutdown rationalisation.

RCM / FMEA / RCFA.

Development of Key Performance Indicators (KPI’s).

Achievements for a major petrochemical manufacturer:

FMEA study on Fired Heaters.

Criticality assessment of all critical unit non-return valves to optimise planned maintenance activities.

Capital expenditure methodology for the justification and prioritisation of exceptional maintenance items.

Development of an equipment timeline history database for critical plant components tied into an overall maintenance strategy (MTBF).

Equipment Operating and Maintenance Plans (EOMP’s) review and development to promote mechanical and operational integrity.

Other achievements:

Maintenance instructions review / development for major UK nuclear plant.

Strategic audit review put in place for a major agrochemical company.

Development of site wide maintenance philosophy and strategy for a major chemical manufacturer.

Other responsibilities included:

Client proposal development, which includes scope of work, cost and timescale.

Preparation and delivery of client presentations.

Preparation and delivery of papers at industry seminars.

Manufacturing Excellence 2003, England. “Focussing on Maintenance Best

Practices: A Necessary Evil or Competitive Advantage.”

Maintenance Management 2003, Dubai. “Developments in The Cost Effective

Delivery of Maintenance Tasks.”

Manufacturing Excellence 2004, England. “Criticality studies – How Important are

they in Today’s Maintenance Agenda?”

Maintenance Day 2005, Holland. “Business improvement through the application of

reliability Based Maintenance.”

Mar.1990 to Jun.2002 Agfa-Gevaert Ltd. Reliability Engineering Manager

The following positions were held with Agfa-Gevaert Ltd (formally DuPont):

Jan.1998 to Jun 2002 Support Engineering Manager (Mechanical)

Aug.1996 to Jan.1998 Reliability Centred Maintenance and Power Services Manager

Aug.1995 to Aug.1996 Senior Reliability Engineer

Nov.1992 to Aug.1995 Reliability Engineer

Mar.1991 to Nov.1992 Process Chemist

Oct.1990 to Mar.1991 Research Chemist

Main achievements:

Responsible directly for the leadership, management and motivation of a team of

mechanical engineers responsible for plant uptime, equipment reliability and availability,

and production enhancement projects. Furthermore, led the site pump team, condition

monitoring team and facility support team.

Led and implemented the DuPont ‘Maintenance Excellence Recognition Process’ (MERP)

that allowed the plant to achieve ‘MERP’ accreditation for its maintenance systems.

Implemented reliability techniques such as online signal analysis, vibration analysis,

thermography, online patrols etc and the appropriate performance metrics. This

contributed to the business by increasing both yield and uptime figures by approximately

20%.

Developed and standardised reliability best practices for sister European sites as part of

DuPont’s ‘European Zero Defects Team’ and subsequently organised a corporate

workshop for European manufacturing plants.

Implemented the Reliability Centred Maintenance decision process at Leeds, which

provided maintenance strategies for critical production plant.

Oct.1986 - Oct.1990 B.R. Vickers and Sons Limited, Leeds R&D Chemist

Research and development of new textile lubricants.

Provision of technical support and chemical analysis on customer problems.

Assisted in the company attaining ISO9000 accreditation.

Product trials at client sites.

Oct.1980-Oct.1986 University of Glasgow Analytical Chemist

Involved in most aspects of analytical chemistry, but mainly spectroscopy.

Oil & Gas Consulting Experience

Programme management of reliability and maintenance initiatives for offshore facilities.

Project Management of Maintenance Strategy Development / Review projects for onshore / offshore production and processing facilities.

Project development, budgetary control and delivery.

Development and management of reliability improvement initiatives.

Development of a Reliability Driven Approach to maintenance.

Development of Key Performance Indicators (KPIs) for maintenance and operations.

Development and review of Performance Standards and associated activities.

Provision of equipment criticality and methodology.

Plant / organisation maintenance and operational performance reviews / audits.

Facilitation of Reliability Centred Maintenance (RCM) studies.

Facilitation of Root Cause Failure Analysis (RCFA) studies.

Facilitation of Failure Modes and Effects Analysis (FMEA) studies.

Development and implementation / facilitation of criticality assessments.

Development of Planned Maintenance Routines (PMRs).

Training in Maintenance Strategy Development and RCM.

Development of Condition Monitoring programmes.

Asset Experience (Oil & Gas)

British Nuclear Fuels Ltd (BNFL), Sellafield, UK.

- Maintenance Instruction Review.

BP Alaska, North Slope, Alaska, USA.

- Implementation of Generic Maintenance Strategies.

BP North Sea, Aberdeen, UK.

- Programme Manager for the PAM-BP R&M interface.

- Team leadership and motivation to ensure project delivery.

- Project budgetary control.

- Development of a 3-5 year global compliance plan for R&M practices.

- Project Manager for development of a suite of global Equipment Reliability Strategies.

- Development of Generic Maintenance Strategies.

- Generic Maintenance Strategies Sustainability, Review and Continuous Improvement.

BP Southern North Sea, Humberside / Aberdeen, UK.

- Development and Implementation of Generic Maintenance Strategies.

ConocoPhillips Humber Refinery, Humberside, UK.

- Maintenance Strategy Review.

- FMEA study on Fired Heaters.

- Criticality assessment of refinery non-return valves to optimise planned maintenance

activities.

- Capital expenditure methodology for justification and prioritisation of exceptional

maintenance.

- Development of an equipment timeline history database for critical plant components.

- Equipment Operating and Maintenance Plans (EOMP’s) review to promote operational

integrity.

Fairfield-Energy UK.

- Implementation of Maintenance and Reliability Improvement Programme.

Huntsman, North Tees, UK.

- Safety Integrity Level (SIL) determination.

Petrofac Production Solutions, Ticleni, Romania.

- Analysis of Maintenance Management Transition.

- Development of an equipment criticality assessment methodology and assessment.

- Development of Performance Standards for Safety Critical Elements (SCEs) from field

Safety Case.

United Kingdom Atomic Energy Authority (UKAEA), Harwell, UK.

- Availability, Reliability and Maintainability (ARM) Strategy development.