Engineer Manager
Resume:
RESUME – Project Management & Engineering
Roland Anthony Dawson
Name:
Date of birth: September 14th. 1955
Nationality: British Language: English
Qualifications: Chartered Engineer
Fellow of the Institute of Measurement & Control (FInstMC)
Member of the Institution of Engineering and Technology (MIET)
European Engineer (FEANI – Eur Ing)
John Moores University, Liverpool; Graduated in Electrical & Electronic Engineering
Address: 9 ter Rue Jean Jaures
93140, Bondy
Paris
France
Contact: Telephone home: +84 8 37 444 016
Mobile numbers: +84 (0-903-***-***
+44 (0-787-***-****
E-mail: ******.******@*****.***
KEY SKILLS & SPECIALIST EXPERTISE SUMMARY
• Forty years’ experience in industry; 33 years’ in engineering management roles
• Totally committed to quality management and teamwork
• Experienced in; Oil & Gas, Chemical, Pharmaceutical, Engine Test Facility and Steel industries
• Experience gained in multi cultural and multi languages environments; including Europe, Asia,
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Vietnam, Malaysia, Singapore, Australia, China, Azerbaijan and Russia.
• Considerable expertise in engineering management – design process, integrity management, cost &
progress control and scheduling; either direct engineering management or management of
engineering contractors
• Expertise acquired in commissioning; including systematic techniques for assurance of the
completeness and assurance of technical integrity of the design
• Project management experience covering – conception design, cost estimation & control, scheduling
and implementation controls
• Very familiar with Partner relations, and production/operating agreement requirements
• Experienced in purchasing and contract management including tender processes; experience covers
specialist equipment and complex scopes for engineering, fabrication, construction and installation
• Expertise demonstrated in instrumentation and control systems
• Experienced in application of quality systems - trained Lead Auditor
• Managed maintenance in various industries with a sound knowledge of ma intenance techniques,
budget control and commercial awareness
• Performed roles with both staff and agency contractor T&C’s
• Apprentice trained, sponsored for further education and career development by BSC; leading to
Chartered En gineers status
SUMMARY OF POSITIONS HELD
Apr 2009 BP Vietnam (TNK) Engineering Manager - Lan Do Project
Nov 2006 BP Vietnam Delivery Manager - Dinh Co Terminal Expansion Project
Apr 2005 BP Vietnam Engineering Manager - Lan Tay Compression Project
May 2003 BP Azerbaijan Commissioning Manager - Shah Deniz Project
Sept 2001 BP SNS Commissioning Manager - Juno Project
Oct 2000 BP SNS Modifications Engineering Coordinator - Juno Project
Oct 1998 BP SNS Operations Representative - ECA Project
Feb 1998 BP SNS Project Engineer - Operations
Jun 1997 Novartis, Grimsby Works Site Control Engineer – Operations Assurance/Integrity
Mar 1996 Kvaerner Oil &Gas Project Engineer (Agency)
Feb 1991 BP Ex, Sullom Voe Terminal Lead Control Engineer (Agency)
Apr 1987 Tioxide UK, Grimsby Project Engineer
Nov 1983 Tioxide UK, Grimsby Instrument Maintenance Engineer
Apr 1982 Froude Eng, Worcester Electronic Contracts Engineer
Apr 1980 B.S.C. (Corus) Instrument Maintenance Section Engineer
Aug 1972 B.S.C. (Corus) Instrument Apprentice/Graduate Engineer
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Apr 2009 to Present Engineering Manager – Lan Do Project TNK Vietnam (Seconded from BP)
Project manager through conceptual design and engineering manager through implementation. Engineering
manager accountabilities’ included the delivery of a design and implementation integrity that meets the business
objectives of a safe, reliable and efficient production operation. Responsibilit ies includes; assurance on competence
of those people and organisations providing engineering support (Intecsea/Worley Parsons Malaysia); processes to
assure design integrity; full consideration of operational/reliability needs and life cycle costs; application of BP
standards and ETP’s; and implementation of integrity management requirements. The incumbent also fulfilled the
role of Engineering Authority for both the project and for the VN Operation.
The Lan Do project consists of two subsea wells connected to the existing Lan Tay platform via a 12” 13% Cr
seamless subsea pipe line and hybrid umbilical. The subsea trees and subsea control system were from FMC, subsea
valves from Cameron (Ring-O), engineering/procurement performed by Intecsea and the construction and
installation implemented by Sapura Acergy and PTSC Offshore Services.
Nov 2006 to Apr 2009 Delivery Manager – Terminal Expansion Project BP Vietnam
T he delivery m anager role took overall responsibility for implementation of the Terminal Expansion project. This
included the conceptual/detailed design and procurement contract performed by Shedden Uhde (Melbourne), and
execution of construction contracts for civil & structural, piping, and instrument work scopes (utilising local
Vietnamese contractors). The procurement of valves ordered from China (Neway) required particular QA/QC
activities, to result in a successful delivery of reliable valves. T construction requirements included a significant
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amount of pipe and equipment welding within the ‘live’ gas plant and therefore required extensive use of pressurise
habitats, which were executed safely.
This project doubled the original capacity of the Dinh Co terminal through the introduction of a second train to meet
the demands of the increased throughput due to the implementation of the Lan Tay compression project (below).
The design resulted in an improved train functionality that enabled a much reduced project cost, and has
subsequently proven to be an extremely efficient and flexible operating facility.
Apr 2005 to Nov 2006 Engineering Manager – Lan Tay Compression Project BP Vietnam
The engineering manager’s objectives were to deliver a design that satisfied the gas production demands within the
challenging timescale prior to expected reservoir pressure decline. This required close management of progress of
the engineering contractor (Worley Parsons – Malaysia) to ensure engineering fed procurement with prioritised
specification and quantity requirements to ensure delivery in time to facilitate fabrication of the compression
module. The key contract for compressors and gas turbines (Dresser-Rand/Solar Turbines), was selected by the
engineering manager early in the project to allow delivery in time for inclusion into the module.
Inherent in the role was the management of the technical integrity of the design and the competence of the
contractor’s engineers. During the design process a gap analysis was undertaken to ensure the standards of the
existing platform systems still were aligned to the BP Group Practices, before completing the design in-line with the
existing platform design. A major issue occurred during fabrication with the supply of East European piping with
dubious mill certification; this was identified through the thorough QA/QC processes in place, and after subsequent
analysis a small amount of pipe was discarded. The Engineering m anager role also took responsibility as Project
Engineering Authority with accountabilities for meeting overall company Integrity Management standards.
The project was intended to maintain production capacity following the expected reduction in reservoir pressure; the
design has also been able to increase capacity in the early years and furthermore has proven to be a very reliable and
operable system.
May 2003 to Apr 2005 Commissioning Manager – Shah Deniz Project BP Azerbaijan
The commissioning manager controlled the preparation and implementation of mechanical completion acceptance
and commissioning of the platform facilities to maintain the technical integrity of the design. This was achieved with
a small team of seven discipline commissioning engineers who managed the systemisation and testing/certification
requirements to satisfy mechanical completion, and then produced comprehensive function test commissioning
procedures.
The preparation was undertaken in parallel with the final stages of design of the TPG 500 propriety jack-up platform,
in the Technip offices in Paris. Subsequent monitoring of completion and certification for fabrication took place in:
Singapore for the hull strips, and Norway for the drilling derrick (which were subsequently transported to Baku via
the Russian canal system). Final construction activities were undertaken in a new yard in Baku. These split
completion activities added significant complexity to the monitoring of mechanical completion because systems
were partially completed during fabrication, and only fully completed during final construction in Baku. The
commissioning team managed this complexity utilising the GoC certification / completion system.
Sept 2001 to May 2003 Commissioning Manager – Juno Project BP SNS
The role of commissioning manager was to assure the technical integrity of the single NUI platform with two wells,
seven subsea wells at six subsea locations, nine pipelines, two subsea manifolds (one of which includes a unique
subsea HIPPS system) and brown-field modifications to the host Cleeton platform and Dimlington gas terminal; and
that it met the intent of the detailed design. This was achieved through implementation of the GoC certification
system utilising systemisation for controlling mechanical completion and comprehensive function test
commissioning procedures to ensure the completeness of the integrity assurance.
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The complexity of the project facilities production network created a need for particular attention to scheduling of
hook-up and commissioning activities, to ensure efficient progress and effective safety management, both of which
were the responsibility of the commissioning manager.
The project was a joint venture with active participation from all three equity partners (British Gas, Amerada Hess
and BP) through a joint development team approach for which the commissioning manager was a key member of the
leadership team. This project concept was to develop a combination of otherwise marginal fields to make a viable
project and was the follow-on to the successful ECA (Easington Catchment Area) development philosophy.
Oct 2000 to Sept 2001 Modification Engineering Coordinator – Juno Project BP SNS
The engineering co-ordinator of modifications to the Host Facilities (Cleeton Platform and Dimlington Terminal) was
responsible, within the joint development leadership team, to manage the definition and delivery of Brownfield
modifications of the existing infrastructure through the conceptual design stage. This was based upon process
engineering flow assurance analysis for production from the Juno related gas reservoirs, and subsequent individual
discipline design considerations.
A further important aspect of the role was the protection of BP’s longer term interests as operator, through influence
over the other partners and to ensure the project was aligned to the BP operating principles.
Oct 1998 to Oct 2000 Operations Representative – ECA Project BP SNS
The role of the Operations Rep was to provide BP’s input into the facilities detail design, with particular focus on the
operability of the concept and the suitability of the facilities to link with existing operational systems. This required
direct input and managing the enrolment/coordination of other operations, maintenance and integrity technical
authorities. Furthermore, the role involved operations input into the commercial agreements for production and
operating services, managing the transition from commissioning into full operation and reinforcing BP safety culture
and systems into all project activities.
In addition to activities in support of the project this role had responsibility for the delivery of the following aspects
of operations readiness for accept ance and to operate the facilities:-
• operations input into the Safety Cases
• production of Operating and SIMOPS Procedures
• creation of maintenance records within the engarde system
• receipt and cataloguing of engineering documentation and manuals
• transfer of project verification into the operations scheme
• implementation of a comprehensive training programme
The project was managed by partners (British Gas and Amerada Hess) with a contribution from BP for key roles of
Ops Rep and Commissioning Manager. BP would be the provider of the Production & Operating Services, and
therefore the role of Op Rep had particular importance to the ongoing commitment for the operation and
maintenance of the facilities.
Feb 1998 to Oct 1998 Project Engineer - Operations BP SNS
The project engineer – operations, was responsible for managing the project design engineering activities of the fully
integrated alliance contractor team (Amec) who provided a design and implementation service for all capital
expenditure projects at BP’s Southern North Sea, Terminal and Offshore Gas Facilities. This includes responsibility
for technical integrity, cost control, planning, resource management and adherence to ISO 9001 accredited quality
system procedures. The multi-discipline engineering team consisted of over sixty engineering staff including
professional qualified engineers, designers and CAD operators supported by planners and cost contro l personnel.
One of the main tasks of this role has been the management of change during the transition between the outgoing
and the incoming alliance engineering contractor, which involved maintaining the drive to complete existing projects
whilst the new company established its corporate procedures and ensured that these are integrated with the
existing BP Amoco Technical Integrity and Project Control processes.
Jun 1997 to Feb 1998 Site Control Engineer – Operations Assurance / Integrity Novartis, Grimsby
The team of technical Site Discipline Engineers provided expertise in each discipline to ensure compliance with the
appropriate S tatutory Instruments, Regulations, Company procedures and standards. This was achieved through
audit, project approval and also by leading the two technical network groups of 12 instrument and 12 process
control engineers from the maintenance and project departments. Through these networks future site standard
philosophies and strategies are formulated to ensure commonality of practices and methodologies adopted across
the site.
Production was reliant on its control system for operation of its multi-product low volume, high value,
pharmaceutical and agro products. The requirements of authorities for quality control and assurance of production
recipes was business critical; with particular attention of the US Food and Drug Administration (FDA) audits. The site
was also self sufficient for power with a combined heat and power plant, and with a biological effluent treatment
plant.
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Mar 1996 to Jun 1997 Project Engineer Operations Support (Agency) Kvaerner Oil & Gas
Responsible for the control system, instrumentation and electrical design and implementation of all capital
expenditure modification projects for BP’s Southern North Sea (North of the Humber) Terminal and Offshore Gas
Facilities. This included responsibility for technical integrity, cost control, planning, resource management and
adherence to ISO 9001 accredited quality system procedures. The team consisted of fifteen pro fessionally qualified
engineers supported by planners, designers and CAD operators.
The main theme of planned capital expenditure was operating cost reduction and improvements to the individual risk
levels of offshore facilities. This was being achieved by the reduction in processing carried out offshore by exporting
wet gas (therefore removing de-hydration equipment) and the introduction of ‘Normally Unattended’ operations
status by performing operations, diagnostics and testing activities remotely through an ‘open’ communication
architecture. Full analysis of potential business benefits formed a part of the project c onceptual design approval
processes.
Feb 1991 to Mar 1996 Lead Control Engineer (Agency) BP Exploration, Sullom Voe Terminal
The lead control engineer led a team of control engineers whose functions included feasibility studies, capex project
implementation, fiscal metering support and auditing, DCS enhancement and support (such as the application of
model based optimisation software and plant information systems) and maintenance support services. This multi-
discipline engineering department primarily provided control of capital expenditure, control of the site plant
modification systems and upheld the industry codes of practice and standards.
The main area of expertise and concentration was for safety e ngineering. This involved the categorisation and
auditing of protective instrumentation systems to enable a risk based assessment of the impacts of failure. Although
the International Standard IEC 61508 was not available during this period, the work on instrument protective
systems was in line with the latest industry moves, from which evolved this new standard.
The role also provided DCS expertise when acting on behalf of the Terminal operations during the acceptance of a
project to replace all existing discrete panel mounted instruments with a Honeywell distributed control system.
Aug 1972 to Feb 1991
7 years with Tioxide UK, in Grimsby; performing project engineering and maintenance engineering functions biased
on instrumentation and control. Led implement of modernisation and automation of this aging multi-stage fine
chemical titanium dioxide plant – significant improvements in control and quality consistency achieved through
implementation of recipe handling and batch control software utilising the Honeywell TDC 3000 system.
2 years with Froude Engineering, in Worcester; performing electronics contracts engineer for the design and
implementation of control systems, for engine testing facilities, involved the control of dynamometers, rolling roads
and engines using discrete electronic controllers or alternatively GA or DEC PDP-11 computer systems. Was the
technical point of contact for all contracts within the Eastern European market, especially Russia.
9 years with British Steel Corp (Corus), at Shotton Works, North Wales; starting as apprentice Instrument Artificer
when it was a fully integrated steel production and strip steel rolling plant, subsequently sponsored to John Moores
University, Liverpool, graduating in Electrical & Electronic engineering in 1978. Returning to the steel works to
complete work experience in every department, fulfilling the requirements of Chartered Engineer, and culminating as
Commissioning Engineer for the newly built s trip steel coating plant. Finally being promoted to Instrument Section
Engineer, setting up and leading the Instrument maintenance and operations support section of the coating plant for
2 years.
A sample of subsequent Industrial Training :
BP EM3 - Engineering Management
Negotiation - Skills for Project Managers
CVP - Capital Value Process
BP ASA - Advanced Safety Auditing
BP - Experienced Leaders
Safety - HSE Leadership / Advanced Safety Auditing.
Genesis Inc. - Performance Through People (Empowering a diverse workforce).
HOTA - Basic Offshore Safety Induction and Emergency Training Course.
Kepner Tregoe - Analytical Trouble Shooting – Root Cause Analysis.
Oil Systems Inc. - 'PI' Plant Information Systems Implementation.
Kelton Eng. - Oil & Gas Fiscal Metering.
JENBUL - Hazard and Operability Studies.
Time/Systems - Time Management.
Bywaters - Quality System Lead Assessor/Auditor training, approved by the I.Q.A.
Juran - Quality Systems.
Coverdale - Teamwork for Middle Managers.
NRPB - Ionising radiation safety for Competent Persons, and 1985 legislation update.
Honeywell - Comprehensive training on TDC 2000, 3000 and PLC systems.
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