Gary Brockway

• After the planning phase I lead the Team as the execution supervisor to perform the work with zero injuries within schedule and budget
• Led the Chevron turnaround planning team and contractor leadership employees to plan and integrate Major Capital Project with expense work scopes into one primavera schedule

• Led the Kazakhstan (TCO) employees to plan and execute low complexity maintenance turnarounds, utilizing IMPACT lite tools
• This included working with the power ops division to keep the critical power generation equipment on a planned outage schedule that ensured reliable and predictable power for TCO operations

• My position is specifically focused on stewarding the Routine Work Control (RWC) process in the Base Business for all routine work activities
• I coach and mentor, both Operations & Maintenance personnel, to ensure RWC principles, per Chevron documented protocol are adhered to
• The Routine Work Consultant is the SME leading the implementation of the RWC process
• Primary goal is to improve the efficiency of the planning, scheduling, and execution of routine maintenance activities
• I advise dedicated teams of operational and non-operational personnel to ensure routine maintenance activities adhere to the RWC Process and safely executed on time and on budget

• Company Overview: I led the TA Planning Team using Chevron’s IMPACT Process to accomplish phase 1 through phase 5 planning for the Escravos Gas to Liquids (EGTL) Facility turnaround
• This TA was budgeted for $113 MM, with a 1900 person on site during peak
• My position transitioned into the Turnaround Execution Supervisor, who leads the field execution effort
• Turnaround was completed with Zero injuries

• Company Overview: I led the Team using Chevron’s IMPACT Process to plan and execute the first compliance turnaround on the Agbami FPSO
• This TA was budgeted for $49.5 MM
• The 2016 Full Facility Turnaround project was achieved without incidents or injuries and the objectives of safety, cost and schedule were met
• A total of 410 contract personnel was mobilized for the Turnaround, these included: welders, fitters, flange management, rigging specialists and inspectors from various locations in and outside Nigeria
• A total of 140 Operations personnel was also dedicated to the TAM, making the total TAM personnel 550
• An additional 179 personnel were in the field executing the Agbami Phase 3 manifold hookup work during the period
• The total peak personnel in the field during the TAM was 729
• LPO of ~ 750,000BO was avoided by executing the Agbami Phase 3 work during the TAM shutdown window and ensured the Agb-35 well was started up in December as planned
• Agbami FPSO was restored to producing at nameplate capacity of ~ 250MBOPD
• Note: The planning and execution of this event required detailed logistics plans that included an accommodation vessel, security vessels, multiple supply vessels, subsea pipeline vessels, and helicopters transferring personnel for Lagos (1hour & 45-minute flight)

2012 Sanha Offshore Complex/FPSO Turnaround

• Company Overview: I successfully led the Team using Chevron’s IMPACT Process to plan and execute the compliance turnaround on the Sanha/FPSO turnarounds
• This turnaround maintained an Incident and Injury Free (IIF) performance and came in under the $28 million budget
• Note: At the time Sanha FPSO was the largest liquefied petroleum gas (LPG) hull ever built and the first floating production facility to combine all LPG processing and export functions aboard the same unit
• The planning and execution of this event required detailed logistics plans that included an accommodation vessel, surfers and helicopters transferring personnel for Malongo base

2013 Fox Offshore Complex Turnaround

• I successfully led the core team using Chevron’s IMPACT Process to plan and execute the compliance turnaround on the Fox Complex turnarounds
• This turnaround maintained an Incident and injury free (IIF) performance and came in under the $25.5 million budget
• Note: This platform consists of an NGL, GS and GIP operating units
• The critical paths included two air cooled exchanger re-tubes
• The planning and execution of this event required detailed logistics plans that included an accommodation vessel, surfers and helicopters transferring personnel for Malongo base

2014 Julie Offshore Platform Turnaround

• I successfully led the core team using Chevron’s IMPACT Process to plan and execute the compliance turnaround on the Julie Platform turnaround
• This turnaround maintained an Incident and Injury Free (IIF) performance and came in under the $12 million budget
• The planning and execution of this event required detailed logistics plans that included an accommodation vessel, surfers and helicopters transferring personnel for Malongo base

• Company Overview: Managed Contract Administration Office
• I was responsible for managing the Primary Maintenance Contractors for Routine Maintenance that had an original $85 Million Dollar Budget
• The group consists of Chevron Company Reps and Maintenance Team Leaders that manage 400 plus or minus contractors daily
• We manage Capital Projects that are designed in house
• We work with the Engineers to validate Estimates, so AR’s are controlled and predictable
• Example, Projects this year include 56 Pipe Line $ 4.3 million, Ethanol Conversion Project $2 Million, 42 Plant Air Driers $2.5 Million, 004 pipe line $2.1 Million
• We performed this work and maintained a TRIR of .239 and a DAWFR of 0.000 by Kicking Off and Using the LPS system with our employees and PMC Contractors

• My responsibilities were to coordinate the 360-maintenance employee’s day to day activities which include training, vacation, sick leave and personal leave
• I was also responsible for Long Range Planning that included forecasting Attrition, Turnarounds, New Projects, and Business Needs

During my assignment, I managed the hiring of two groups of Maintenance Trainees.

• My responsibilities included receiving the applications, reviewing and ranking applications by set criteria, selecting and training a Diverse Team of Chevron Employees to conduct interviews which resulted in the ranking and hiring of the new employees

• They consist of 3 Maintenance Team Leaders and approximately 40 Chevron Mechanics.
• These crews’ primary responsibilities were to manage and execute small capitals projects and Compliance Turnarounds.
• We executed multiple events on schedule, within budget and without injury.
• Events executed were Alky 2 Piping and I/E on a major compliance T/A, Sulfur 4, 004 Pond Pipeline, and MVRU.

• During this assignment I was responsible for leading the core teams with Chevron’s IMPACT Process to plan the turnarounds for Pascagoula Refinery
• During phase 5/6 I would lead the team to perform the maintenance execution portion Turnarounds which include the Extra Work Control Process (X&W Items), Turnaround Data Base, Package Completion Process and Managed the Turnaround Contractors
• Some Turnarounds Worked (FCC/Alky I Reliability and Net Cash Margin Uplift Project, Hydrogen 2, Isomax2, GRU, Hydrogen 3 Waste Heat Boiler Failure,) and Sulfur Plant Turnarounds

• During this assignment I was responsible for receiving all the work request documents from Engineering
• I created estimate sheets from excel and performed man-hour and duration estimates for all jobs to be executed during the turnaround
• I worked with the primavera scheduler to make Logic ties for all the estimated jobs
• During the execution phase I would receive all the updates and validate the Master schedule for reporting out
• Turnarounds Involved in – Sulfur 1 & 2, VDU, Hydrogen 3, Alky 2, RDS Modules, CHDN, ISO 1 & 2, Rhen 1&2, Crude 1, Aromax