HSE Director

Steve Piscina

*

STEVE PISCINA

THE WAVE, MUSCAT, SULTANATE OF OMAN

+968-****-**** ********@*******.**.**

Commercially-minded senior HSE leader (chartered) with extensive experience of the energy sector in diverse locations and with multi-cultural project teams. Able to instil a sense of confidence and stability through delivery of continuous performance improvement and a strong safety culture across multiple global sites. Proven skills to take ownership of critical risks, provide thoughtful analysis to develop the requisite strategies and assure fit-for-purpose control through pro-active metrics. Career Summary

Position Company Date

Group HSE Manager ARA Petroleum Jan 2017 on

Regional HSSE & AI Director Petrofac Mar 2014 - Dec 2016 Project HSSE Manager Arrow Energy Jan 2012 - Mar 2014 HSSE Director Mubadala Apr 2010 - Jan 2012

Corporate HSSE Manager Repsol Sep 2005 - Apr 2010

HSE & SD Manager Shell Jan 1999 - Sep 2005

Environment Officer AIOC Dec 1997 - Jan 1999

Field Engineer Dames & Moore Sep 1995 - Dec 1997

Wellsite Engineer Halliburton Jan 1990 - Jul 1994

Education & Continuing Professional Development

Qualification Institution Date

CMIOSH – in progress IOSH 2018

Senior Leadership Development Programme Queensland University of Technology 2012 Executive Leadership Programme INSEAD 2011

Business Continuity Institute Accreditation BCI 2010 Chartered Environmentalist Energy Institute 2008

Internal HSE Management System Auditor LRQA / IRCA 2007 Emergency Response Planning ICS 2006

Incident Investigator Tripod 2005

Project Management Professional APM 2001

Fellow Geological Society of London 1997

MSc / DIC Environmental Engineering Imperial College, London 1995 BSc Geology University of Newcastle upon Tyne 1990 Additional Languages

Italian, Spanish

IT Skills

MS Office (Word, Excel, PowerPoint), MS Project, Visio, SAP, Oracle, Synergi, SoLogic RCA Interests

• Problem-solving, particularly combining analysis and experience to articulate complex ideas to a broad audience.

• Instituting change leadership in the context of impacts this has on an organisation’s performance.

• Constantly improving my leadership, negotiation and communication skills – cultural norms intrigue me.

• Family life – we enjoy travel and have an international outlook, having lived in several countries.

• Enthusiastic competitor in triathlon competitions. Steve Piscina

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ARA Petroleum (Oman)

A start-up company, tasked to develop resources, with a USP focussed on assets with known reserves but where uncertainties in volumes or production strategy exist.

Responsibilities:

Rapid transition of the existing HSE staff into an effective project team delivering operational excellence.

Develop in country value of Omani talent through training, mentoring and felt leadership.

Develop a corporate level HSE strategy for the ARA Group, and implement in the BUs.

Provide ongoing assurance of HSE performance through implementation of a comprehensive audit programme.

Technical Authority for technical queries and owner of the integrated management system. Achievements:

After establishing a multi-year strategy for the business, through consultation with the key stakeholders, I formulated the annualised work plan and budgets required to deliver it.

The strategy consisted of a period of transition where the fundamentals were re-learned; building of the critical management controls in time for a fast track drilling programme; and a longer-term period of cultural change to promote the right behaviours across staff and contractors.

Company representative to OPAL regulator – standing member on various technical and steering committees for issues such as cross industry standards development, incident reporting and process safety.

Elected Technical Committee member for the government backed HSE Apprenticeship Programme – part of a world class training initiative designed to bring 25,000 additional local employees into the market place. Petrofac Integrated Energy Services (Malaysia)

FTSE100 listed company operating the first RSC and PSCs in the South China Sea on behalf of Petronas. Responsibilities:

Manage the full HSSE & AI scope for SE Asia projects and Malaysia offshore operations.

Develop multi-year strategic themes and tactical planning to improve HSSE performance.

Develop local competencies (training and mentoring), to provide strong governance of the management system.

Focal point for liaison with Petronas, in country regulators (DOSH, DOE) and corporate HQ.

Standing member of the weekly tender committee providing assurance of the supply chain process.

Senior Technical Authority for technical queries and owner of the management system.

Maintain a defensible annual WP&B for the function to ensure safe operations.

Ambassador for the Group’s annual excellence awards – facilitating & coaching quality bids.

Company representative at industry events such as SPE Long Beach 2014 and SPE KL 2017 (steering cttee).

Maintain an emergency response capability to assess and react to identified threats (eg. OSRP).

Upgrade business continuity planning to assure resilience to external events (increasing local terrorism threat). Achievements:

Following a troubleshooting period, I lead the change management process to improve our processes and performance, engaging the management team to identify aligned goals, creating awareness across the business, trialling and adopting workable solutions. These efforts yielded a right-sized business with improved behaviours, enhanced competencies and a reduction in recordable frequency from 5 to zero within 18 months.

Built a matrix team of 12 corporate (5 technical authorities) and > 20 asset-based professionals.

Successfully introduced a planned series of high value initiatives into the business including monthly review boards, quality business management system, asset integrity framework, control of work process, behavioural based safety system, risk based incident investigations, stop work policy, and management of change.

‘Walking the talk’ via regular contractor liaison (offshore engagements to FPSO, MOPU, WHP), demonstrating visible leadership and ownership (hazard awareness, duty to intervene) to improve culture and commitment.

Designed and delivered our behavioural safety programme to over 500 employees & contractors using a differentiated offering for the three risk exposure levels of audience (role play, video, case studies, Q&A).

Shortlisted in the annual Petronas excellence competition for our ‘Journey to Zero’ success story. GROUP HSE MANAGER JAN 2017

REGIONAL HSSE & ASSET INTEGRITY DIRECTOR – SE ASIA MAR 2014 – DEC 2016 Steve Piscina

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Arrow Energy (Shell / CNPC) (Australia)

Mega Project, to transport coal seam gas from 7,000 wells via high pressure pipelines to an LNG plant on Curtis Island. Responsibilities:

Devising strategy for aligning management of HSSE as part of the Integrated Project leadership team across multi

$Bn projects (drilling, upstream development, major pipelines, LNG plant, subsea tunnel, marine dredging).

Develop and deliver the planning, approvals and corporate requirements into the Project (definition of work tasks and deliverables, schedule, resourcing assessments) in preparation for FEED and construction contracts.

Source, select and maintain the Project HSSE organisation to address the identified safety critical elements.

Provide technical assurance of the concept/design phase HSSE deliverables (HAZOP, HSE Case, EIA, permits).

Contribute to development of the Project Spec and ITTs for LNG Plant and tunnel during FEED.

Set up fit for purpose systems to control and document that Project risks are ALARP in compliance with federal and state legislation, and international codes for major hazardous facilities.

High risk priority areas include design integrity, MAHs, transportation, organisational culture, construction, commissioning, competencies & leadership.

With Corporate HSSE, design an assurance and monitoring programme for contracted works, ranging from specialist fieldwork and site surveys to the principal EPC contracts.

Work with Community Affairs to implement a sustainability strategy for the Project. Achievements:

Arrow’s safety performance had progressively deteriorated (through normalisation of risk tolerance) to become the worst within the Shell Group. I lead the development and implementation of a visible safety leadership and behavioural programme for project staff to significantly improve our performance through 2013, resulting in a 50% improvement in KPIs year on year.

Being a new entity with a poor legacy HSSE record, a way forward to improve, by utilising best practice in safe systems of work and inductions was identified. I co-ordinated a multiparty team visit to Shell's Geelong refinery for discussion, presentations and training with key site managers to experience their approach. With these insights, an improved quality of induction requiring less time and cost to train the workforce was adopted.

Designed and delivered the initial inductions with geotechnical contractors for a site investigation campaign to achieve zero incidents (largest contract undertaken with a single contractor and best safety performance).

With traditional siloed thinking in contractor management apparent, and wanting to share the risk more equitably, I facilitated a ‘one team’ approach to contractor management by defining responsibilities for each party. With greater clarity across the integrated team, the contract was re-defined; work started on time and was ahead of schedule when the project was stopped.

Mubadala Oil & Gas (UAE)

UAE’s primary investment conglomerate with managed assets in excess of $100Bn, tasked to diversify the state’s economy through G2G relationships and strategic partnerships. Responsibilities:

Global role providing HSSE governance to the upstream operated and non-operated businesses.

Manage ten in-country HSSE Managers across operations spanning Africa, SE Asia and the Caspian.

Influence direction of non-operated ventures through regular technical and operations committee meetings.

Provide the audit and technical quality assurance function for operated and non-operated assets.

Introduced Mubadala into the OGP and served as the inaugural company representative at AGMs. Achievements:

MOG were a young ambitious company with a rapid growth agenda and immature business processes; I lead the Operations Management Framework Project to address the control gaps. In drawing up a strategy and implementation methodology (through risk analysis tools including bow ties and ALARP demonstration), a robust management system was developed in each of the businesses providing scalability, clarity on expectations, competency requirements, improved HSSE performance and enhanced business efficiency.

In developing a global system flexible enough to be compatible with local regulations in multiple jurisdictions, a thorough understanding of which processes could be made common to ensure compliance with all regulatory PROJECT HSSE MANAGER JAN 2012 – MAR 2014

HSSE DIRECTOR APR 2010 – JAN 2012

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environments was required before articulating the results to senior management to achieve sanction.

I lead the development of the corporate level crisis and emergency response capability through process documentation, testing and training via scenario setting, business continuity and disaster recovery planning. The response teams improved in competency and were able to effectively respond to actual events, as demonstrated during real country evacuations required during the events of the Arab Spring.

A fundamental control gap was a centralised reporting, action tracking and performance management system. I performed a market analysis of available systems, took end user requirements into consideration and implemented a system using best current practice (IPIECA).

Repsol YPF (Spain)

One of the largest European integrated IOCs.

Responsibilities:

Corporate HSSE group member providing governance to the global upstream businesses.

Developed annual objectives, provided direction for HSSE & CSR issues, and managed three reports in Madrid.

Lead auditor for deepwater exploration in GoM (6th gen drillship) and South America (semi sub).

New business development focal point for due diligence negotiations (Iraq, Iran, Russia, American oil sands).

Upstream incident investigation using event tree analysis to arrive at root causes.

Appointed to the upstream selection committee as technical recruiter for HSSE professionals. Achievements:

Managed the Upstream HSSE Management System Implementation Project involving strategic direction using a risk based approach, gap analysis of requirements, tendered for suitable contractors, prioritised hazards through multi party workshops to develop mitigation controls, ensured consistent technical quality and produced the training packages. The updated system was well received during a series of ’road show’ engagements with the global businesses and quickly adopted.

As part of the technical leadership team reviewing major capital development projects in the delivery pipeline, I influenced future direction of the company in terms of new business prospects by advising on how the individual teams had approached HSSE risks in their respective leads (ranged from feasibility to FEED to pre-execution).

In an effort to enhance Repsol’s reputation amongst peers and stakeholders, I represented the company at external conferences and ongoing professional work panels (such as OGP, IPIECA, SPE HSE Conference Nice 2008 and Brasil 2010, HSE Excellence Conference 2010) to improve networking. Repsol YPF (Trinidad & Tobago)

Formed following a pre-emptive bid to acquire three offshore fields from BP. Employed as the HSEQ country manager, I was later promoted to a regional post covering deepwater drilling in Suriname, Guyana, Cuba and Venezuela. Responsibilities:

Carried out formal process hazard and asset integrity reviews of 14 offshore platforms with the EPC.

HSE Case development for a deepwater drilling programme in South America.

Worked in conjunction with the Regional Director to develop planning KPIs to improve HSE culture.

HSE design integrity input into various brownfield midlife compression and blow down projects.

Recruited a local team of professionals rapidly, to assist in transition across to Repsol management.

Extensive risk based revision of the local HSEMS to update it according to ISO & OHSAS requirements.

Lead the annual full deployment of emergency responses exercise to test the mutual aid agreement.

Developed the first health capability in the company, which subsequently influenced corporate policy.

Developed a business audit programme to assure quality of internal performance before external verification.

Completed the company’s first Biodiversity Action Plan in conjunction with external regulators. Achievements:

Following acquisition, there was a high degree of change as leadership transitioned from the old to the new – understanding this required active management to ensure HSE did not suffer. I maintained our performance, through allocating single point accountability ‘roadmaps’ for the incoming leadership team. This was a break- through approach to managing HSE locally and resulted in more visible leadership shown by leaders, which HSSE MANAGER – CORPORATE UPSTREAM SEP 2007 – APR 2010 REGIONAL HSEQ MANAGER (CARIBBEAN) SEP 2005 – SEP 2007 Steve Piscina

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resulting in improvements in traditionally weak areas such as reporting, training and maintenance.

Founding Chairman of a cross industry group (AUOTT) to provide mutual aid between operators in the East Coast Marine Area, covering reciprocal offshore emergency and spill response assistance.

Voted finalist in the TT OSHA “HSE Manager / Team of the Year” Award.

Requested by the COO to head up the HSEQ team for the largest project in the portfolio – the $3Bn Algerian Gassi Touil Gas Project (later cancelled by Sonatrach).

Shell Salym Petroleum Development (Russia)

An early Russian JV, executing an integrated tight oil development project in western Siberia (CAPEX > $1Bn). Responsibilities:

Assigned as FEED HSE/SD Manager to obtain project sanction and progress to detailed design; then promoted to Environment Manager to mentor a local team, later became Construction HSE Manager.

Identify and onboard suitable local contractors and manage them for continuous performance per Shell standards.

Provide mentoring to a team of Russian staff in environmental skills, training and competencies.

In liaison with Russian regulators, provided the HSE design deliverables including safety case, hazard register, ESHIA, reporting requirements, social investment plans, security review, stakeholder mapping and HSE Plans. Achievements:

Obtained regulatory approval for the integrated project by satisfying the (often disparate) ESHIA and TEOC regulatory processes involving extensive negotiation with regulators, remediation strategy for 65 contaminated sites, oil spill response plan, environmental monitoring plans, flaring strategy and ISO14000 certification strategy.

As Construction Manager with 30 reports, provided the compliance interface between field construction (pipelines, drilling, facilities, civils) and the project office by sourcing a combined local/expat team to monitor our contractors across multiple remote sites via a single control of work system resulting in improved performance. Shell International Exploration & Production (NL)

Due diligence adviser for the $6Bn Enterprise Integration Project following acquisition by Shell. Responsibilities:

Provision of advice to three brownfield asset teams, following due diligence audit reviews.

Negotiation with planning regulators following a failed EIA submission on the Corrib Gas Project, Ireland.

Co-ordination of governance issues during takeover of Europe’s largest onshore oilfield from Enterprise Oil Italia.

Advised on decommissioning status of three onshore well sites in Enterprise Oil Greece. Achievements:

Time-sensitive strategic review of legacy HSE systems followed up with prioritised training and capacity building of high potential local staff in Ireland during the acquisition. Kept incoming MD appraised of the status regarding HSE aspects of the project following a failed technical submission to the regulator and government agencies.

Lead an IUCN team in a biodiversity survey/gap analysis of the existing operation on a proposed national park, involving engagement with ENI and regulators, to ensure compliance with Shell standards (notably oil tanker trucking through sensitive ecological areas).

Shell Exploration & Production Namibia Offshore (Africa) A phased gas to power development consisting of offshore wells, pipelines, power plants, and a floating LNG barge. Responsibilities:

Implemented the HSEMS to cover future operational activities, in compliance with ISO 14001.

Managed the ESHIA consultants, including participation in all regulatory and stakeholder engagement sessions.

Interfaced with principal contractor on technical issues including HAZID, HAZOP, QRA, and HFE.

Introduced ergonomic reviews into the FLNG vessel early design. HSE / SD ADVISER JAN – JUL 2002

HSE ADVISER JUL 2002 – FEB 2003

HSE / SD MANAGER FEB 2003 – SEP 2005

Steve Piscina

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Verified annual HSE performance reports (LTIF, TRCF, TROIF) for submission to partners.

Retained by the project to advise on stakeholder engagement throughout the divestment and exit strategy. Achievements:

Developed training programmes to promote sustainable HSE awareness amongst partners, contractors and government agencies, including emergency response drills and activity audits.

Management of our drilling contractor on all HSE matters including bridging arrangements between component systems which resulted in a zero recordable incident rate during two deepwater well campaigns. Shell Global Solutions International (UK)

In-house consultancy providing solutions to environmental issues. Responsibilities:

Project management of a £2M RBCA project at a UK chemical works involving appraisal, strategy formulation, cost benefit analysis, contractor procurement, regulatory liaison, design and monitoring.

Designed the CSM and initial QRA for an upstream facility in Egypt to optimise the remedial design concept.

Managed the EIA on behalf of Shell’s bid for operatorship of oilfields in the Libyan Desert.

Advised on the results of due diligence studies for an asset swap with Texaco.

Reviewed remediation proposals drafted by consultants for a downstream retail network in Oman.

HSE due diligence of the Kuwait Northern Oil Fields in support of a billion dollar bid for operatorship from KOC.

Produced the HSE Action Plan for the NLNG Upgrade, as part of the IFC funding commitments.

Environmental lead in a site review of the Fergana Refinery Upgrade in Uzbekistan, as per EBRD loan conditions.

Lead an emergency response team in mitigating the effects of a heavy hydrocarbon spill in the River Mersey. Achievements:

Based on good stakeholder relations I was able to secure further business opportunities and was posted to Nigeria to assist in gaining environmental approvals for a key client, including regulator liaison, stakeholder identification, training, EIA review, local recruitment, flaring strategy (CDM) and awareness campaigns.

Lead a new business development drive into Eastern Europe, involving market assessments and partnering with local consultants for joint venture bids.

Seconded to C&P to develop the supply chain process for outsourced work including contracting strategy, pre- qualification, tendering, negotiation, award, execution and claims resolution. Introduced revised terms into standard templates to ensure greater chance of HSE success during contract execution. Azerbaijan International Operating Company (Georgia) Field-based position ensuring contractor compliance with EIA commitments on the WREP Project, involved construction of an 800km oil pipeline from the Caspian Sea to a terminal and loading buoy in the Black Sea. Responsibilities:

Undertook baseline surveys of air quality, archaeology, surface/ground water, contamination and marine ecology.

Site selection screening study for optimisation of the terminal location per BP standards.

Managed oil spill response activities including the on/offshore plans and training of response teams.

Developed strategy for air quality modelling of surface facilities and verification sampling. Achievements:

WREP was sanctioned to replace a Soviet era pipeline, which had fallen into a state of disrepair resulting from questionable initial design integrity and lack of ongoing maintenance. There were many areas along its length where oil had spilled and caused contamination problems – I developed the remediation strategy including bioremediation trials and subsequent full-scale operation and monitoring.

Developed the EMS for construction of surface facilities (PS, PRS, terminal, loading buoy) per BP standards and in compliance with the approved EIAs. Construction proceeded according to strict requirements laid down in the EMS, hence removing the potential for unplanned environmental disturbance. ENVIRONMENT OFFICER DEC 1997 – JAN 1999

SENIOR CONSULTANT JAN 1999 – JAN 2002

Steve Piscina

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Dames & Moore (UK)

European HQ of a large engineering and environmental consultancy. Responsibilities:

Site engineer for contaminated land and groundwater remediation projects (<$10M’s) including technical lead, design, pilot testing and installation of novel technologies, regulatory liaison and reporting.

Works included a divested former BP refinery and tank farm, airport fuelling plant in Heathrow, hazardous waste management facility in Qatar and Azeri oilfields containing a UN designated protected site. Halliburton (UAE)

Oilfield services company providing geological logging and interpretation consultancy to rig site operations. Responsibilities:

Geological engineer responsible for rig based monitoring equipment and collation of real time drilling data.

Undertook microscopic analysis of cuttings including GC measurements for VOCs and hydrocarbon fluoroscopy. FIELD ENGINEER SEP 1995 – DEC 1997

WELLSITE ENGINEER JAN 1990 – JUL 1994

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