MICHAEL E. BASSEY

• Championing PSM implementation in the Complex Process Facility for converting Natural Gas to Liquid Fuels
• Leading process risk mitigation efforts to prevent catastrophic outcomes
• Coordinating Process Hazard Analysis, LOPA, and HAZOP studies for the facility
• Leading Safeguard Stewardship efforts by working collaboratively with the Operations and Engineering teams to assure the effectiveness of safeguards to prevent Process Safety incidents
• Proven ability to learn quickly and adapt to new situations.
• Worked well in a team setting, providing support and guidance.
• Proved successful working within tight deadlines and a fast-paced environment.
• Strengthened communication skills through regular interactions with others.
• Participated in team projects, demonstrating an ability to work collaboratively and effectively.

• Led a team of 3 Performance Specialists and a Budget Analyst
• Developed standard operating procedures and document workflows to drive current and future processes.
• Supported Chevron Nigeria Mid-Africa (NMA) Strategic Business Unit (SBU) with incident classification, investigation, investigation quality reviews, operational learning, human and organizational performance integration, Operational Excellence (OE) performance and planning, OE data reporting, analytics, P&P digital opportunities and HSE data analysis/trending
• Currently serving as the SBU’s Lead Investigator and Learning Team Mentor
• Providing Investigation and Learning Team mentoring/training across NMA, leading the Incident Investigation and Reporting process and coordinating the regional community of practice (CoP) as well as facilitating the integration and/or linkage of multiple OE processes and programs to maintain investigation quality and promote Operational Learning
• Convened and Coordinated the monthly Serious Injuries and Fatalities (SIF) events review with NMA Senior Leaders (SBU Directors and General Managers), legal and other key stakeholders
• Coordinated the NMA SBU Alerts & Bulletins Review Board made up of Asset HES Superintendents and Unit Heads
• Facilitated over 80 ‘Alerts and Bulletins Review Board reviews to assess and recommend applicability and modes of sharing
• The NMA Alerts and Bulletin review process is recognized as a leading best practice across Chevron for assuring that lessons learned from alerts & bulletins get to the frontline workers that need it most
• Facilitated the design and launch of the African Region Learning Team CoP aimed at enhancing collaboration and technical development of facilitators across the African region with participation of personnel from Southern African SBU and Angola LNG
• Led the design and implementation of the Human Performance deployment plan across NMA working with internal and external collaborators
• Led Learning Team developmental and collaboration efforts across the African Region particularly in NMA, SASBU and Angola LNG teaming up with the OE/HSE Center
• Designed and launched the NMA BU Lead Facilitators Forum to build collaboration amongst Lead Investigation Facilitators, institute mentoring of Investigation Facilitators across NMA, and maintain a pool of experienced resources to assure high quality investigations
• Facilitated several high level, high consequence investigations including actual Level 3b (fatality) RCAs
• Designed and deployed a Process Safety Near Miss Determination and Loss of Containment Decision Logic for NMA BU.
• Offered data-driven recommendations to align company strategies and process improvement initiatives.
• Conducted training and applied change management to achieve desired outcomes.
• Implemented continuous improvement metrics to streamline workflows and reduce waste.
• Leveraged on-site observation and personal interviews to identify team and individual strengths.
• Created and optimized records management strategies to coordinate and protect information.

• Swift Sites (Site Constraints Automation, Supporting the Board of Swift Sites by providing expert insights on financial, siting, marketing and other business strategies to position the company for future growth and profitability
• Swift Sites created a web application that automates a tedious sites constraints assessment process, compiling online information from local development ordinances and GIS datasets to create a site constraints map and full development report that is available instantly
• Working closely with the Board of Directors of the Swift Sites to align on timing to launch out opportunities aimed at growing the company’s annual revenue to at least $100M by 2022:
• Providing wise counsel on issues raised by directors especially around building a sales team, financing and regional expansion from the 3 North Carolina locations to places like Atlanta, Nashville, etc
• Providing unbiased insights and ideas from a third point-of-view leveraging my knowledge of start-up business concepts and strategies
• Encouraging and supporting the exploration of new marketing strategies / ideas
• Providing social networking platform for directors and the company
• Encouraging the development of a governance framework that enables sustainable growth of the company and monitoring business performance
• Imposing challenges to directors and management that could improve the business e.g., recommended the subscription-based pricing tiers that is helping the business maximize its customer base
• Collaborated with other board members to develop and execute programs and initiatives to advance organizational mission.
• Provided guidance and leadership on strategic planning initiatives and organizational development.
• Assisted with development of organizational budgets and resource allocation plans.

• Led a team of contributors to deliver the Chemical Risk Management (CRM) Project within a 6-month period, which addressed the increasing frequency of serious incidents (including 2 fatalities) resulting from chemical operations in the Business Unit
• Established formal and informal relationship with key stakeholders in the SBU’s chemical value chain to strategically identify gaps in the process stream
• Championed the framework design, planning and deployment of HazCom Safeguard Stewardship / CRM Project across NMA from, Worked collaboratively with Divisional Heads (SCM and HSE Superintendents) to develop a road map for the (CRM) Deployment Project
• Sought and obtained the Strategic Business Unit’s (SBU) Senior Leadership approval to execute the project roadmap as designed
• Implemented space and materials drop off control strategies to manage traffic congestion within the Warri dockyard using the Lean Sigma methodology
• Developed core competencies in chemical handling, storage and disposal practices through self-paced studies to support deployment efforts
• Coordinated the re-training of over 90 key role players on chemical storage, labelling, transportation and compatibility assessments, and deployed targeted fit-for-purpose trainings for key role players in the chemical value chain
• Led the development and deployment of a procedure for receiving Calcium Hypochlorite which was a major challenge for the business as well as safeguard verification checklists for receipt, transportation and storage of chemicals and gases
• Developed and deployed a procedure for managing waste chemical drums generated in Onne Port area
• Managed team meetings and discussed project's goals and objectives.
• Observed progress of each project, examined risks and coordinated contingency plans.
• Provided ongoing cost and estimate analysis reporting and managed cost allocation.
• Partnered with project team members to identify and quickly address problems.
• Adjusted project plans to account for dynamic targets, staffing changes, and operational specifications.
• Maintained tactical control of project budgets and timelines to keep teams on task and achieve schedule targets.

• Supervised and managed Loss Prevention Engineers, HSE Trainers and 24 Safety Representatives to deliver incident free Escravos GTL Plant turnaround and pit-stop maintenance
• Led the planning, coordination and implementation of effective strategies, tools and guidelines collaboratively with key TA stakeholders that ensured that all turnaround IMPACT deliverables and objectives were met
• Designed and implemented TA HES organization structure and resource needs for the 2016 Turnaround
• Developed the HES resources manning, mobilization and demobilization plan for the OMR / RMR / Transfer line repair and successfully executed the plan with a group of contributors to deliver world class results with no recordable incident recorded throughout the OMR
• Led the design and development of HSE management system for the turnaround per the Chevron IMPACT process, turnaround specific HSE procedures, HSE audit and inspections plans, emergency response plans, waste management plans, resource plans and access control plan
• Generated buy-in and gained alignment with the EGTL LT on the design and deployment of the ‘EGTL Daily Leadership Walkthrough’ during the Opportunity Maintenance Repair (OMR) of the facility with specific focus on identifying hazards or at-risk situations, addressing them and tracking improvements
• This generated several opportunities that were addressed in a timely manner as at Q3 2016
• Worked collaboratively with the Medical and Contracts team to develop a fast-track model for completing Fitness for Duty (FFD) certifications for contractor personnel for the FT1 Pit Stop Shutdown in 2015 which resulted in significant mobilization cost savings
• The same model was deployed for the 2016 Turnaround with great success
• Designed the training structure, logistics and set up, identified suitable training centers in Warri and Escravos which ensured that contractors were inducted prior to mobilizing to site
• This approach resulted in significant mobilization cost savings on accommodation and feeding for over 400 contractors for 3 days
• Cost savings estimated at $41,000
• Designed the EGTL FT Reactor Wash Water Treatment and Disposal Process, championed the Management of Change (MOC) process and engaged key stakeholders to successfully implement the design
• The result was a safe treatment and incineration of over 600 cubic meters of reactor wash water with significant cost avoidance of up to $305,000
• Co-facilitated the development and implementation of a process for skimming, unloading, and loading of the Autothermal Reformer (ATR) catalysts which was typically done by contractors like Cakasa and HPA
• The initiative resulted in cost savings of over $500,000 and development of in-house competency for catalyst skimming, unloading and loading in NMA
• Designed and implemented the 1st Risked Based Health, Safety and Environment Management framework (EGTL Turnaround SIMOPS Plan Fishbone) for the EGTL Plant Turnaround activity
• The fishbone captured exposures/hazards and safeguards for each stage of the turnaround
• The fishbone was widely applauded by Chevron’s VP, Jay Johnson and several leaders that visited the EGTL facility
• Participated collaboratively, working with the Enterprise Complex Process Facilities SMEs in conducting a Phase 7 Look back session for the 2016 EGTL OMR/Turnaround
• The Turnaround SimOps Plan Fishbone was identified as a best practice and recommended for turnaround planning and execution in the Enterprise Turnaround CoP
• Ensured all scope of work are risk assessed prior to execution and monitored the risk register to ensure all mitigation plans are in place
• Conducted planned and unplanned observations and inspections during Turnarounds to reinforce HES expectations and/or correct hazards and/or improve safeguards
• Prepared, managed, and monitored Turnaround HES budget.

• My role was mainly focused on providing HSE technical support to ensure safe EGTL Plant commissioning and start of beneficial operations
• Developed and supported implementation of risk-based approach to managing each stage of the startup phase
• Supported HES transition activities and integration plans (Phase 4 construction, to Plant Operations' integration)
• Facilitated and/or participated in various safety studies/formal risk assessments and other activities, such as Process Hazard Analysis (PHA), Hazard and Operability Studies (HAZOP), Job Hazard Analysis (JHA), and Incident Investigations (reliability and process related)
• Participated in developing and updating safe work standards and plant instructions as well as formalizing them into documented practices as required
• Developed, communicated, and provided training for BU Policies, Standard Operating Procedures and Emergency Response Plans
• Supported the setting up and operation of the Installation Emergency Management Team
• Provide HES technical support to the turnaround organization
• Develop turnaround safety / environmental, turnaround facilities / equipment location and turnaround travel plans
• Mentor and counsel HES Contract professionals on skills and career development opportunities
• Conducted fire incident studies for the EGTL facility
• This led to the integration of the proposed solutions into the URB / T&V programs which were implemented to improve the Plant safety and reliability
• Established formal and informal relationships that have enable business results in incident investigations, risk assessments, procedure development and reviews; communicated effectively at all levels of the organization
• Presented several proposals to the OELT for alignment and approval
• Developed the EGTL Plant Commissioning and Startup Safety Plan Fishbone – Risk Based safety plan approach that led to the safe commissioning, startup and beneficial operation of the EGTL Plant
• Developed the Rescue Team Time Allocation Database to allow for proper accountability and cost allocation of rescue charges to the appropriate cost centers
• This became necessary to address the increasing cost of rescue services charged by the contractor
• Completed a project on Spent Catalyst Waste Handling and Disposal in NMA SBU ahead of schedule in 2011.

• My key focus was on ensuring all associated equipment, procedures are process are available to support a safe transition to commissioning and start up
• Developed and reviewed commissioning procedures for several Plants in the Escravos Gas to Liquids Facility
• Led the development of over 26 Commissioning and Startup operating procedures for the Autothermal Reforming (ATR) Plant which were successfully deployed to start up the facility
• Participated in yellow lining, punch listing and management of punch list items prior to the plant commissioning
• Coached several field operations personnel on various commissioning activities
• Conducted safety in design (SID) reviews and field inspections / audits
• Supported Commissioning and Startup Planning and Implementation
• Prepared and verified equipment for commissioning and operation by leading or participating in Pre-Startup Safety Reviews (PSSR)
• Represented the commissioning team in small/mini projects geared at progressing the overall commissioning timeline
• Coordinated daily Permit to Work operations to assure proper control of work executed in the facility
• Participated in weekly operating procedure reviews

• Conducted piping, painting, coating, insulation and fire proofing inspections at the Fabrication yard in Musaffah, Abu Dhabi
• Engaged site contractors on safe work execution strategies and safeguards verification including launching of safe work execution initiatives during the hot summer months
• Performed safety in design (SID) verifications referencing Chevron Engineering Standards (CES) and Project Requirement documentations
• Supervised piping/equipment air blows and hydrotest per Chevron’s CES
• Performed Construction and Pre-Commissioning inspections referencing project specifications
• Coordinated long term preservation activities for plant equipment and piping
• Coordinated and supported the preparation of completed modules for shipment to Escravos, Nigeria including review and audits
• Coached and mentored new Personnel, Government Regulators and Joint Venture partners that joined the project team
• Introduced a Tri Weekly Newsletter while on the Project
• Co-ordinated Module load out operations and other equipment preservation efforts.

• Supported the Project Management Professor (Prof. Piet Stoker) in delivering the course module
• Supported the preparation of course materials, discussions, and homework assignments for deployment
• Initiated, facilitated, and moderated classroom discussions for sections of the course
• Graded and evaluated students’ class work, assignments, and group projects
• Prepared and delivered lectures on Project Management applications and tools
• Managed and coordinated the digital platform (eFundi) for projects and assignments
• Developed easy and open rapport with students that encouraged learning in a connected and enjoyable atmosphere.
• Provided constructive and timely feedback to students to advise on areas of concern and suggest improvements.
• Supported positive image of university by being responsive and promptly responding to requests and inquiries.
• Created and designed quizzes, tests and projects to assess student knowledge.

• Understudied the operation of the Autothermal Reforming (ATR) Plant at the Sasol Plant in Sasolburg, South Africa
• Certified on Autothermal Reforming Plant (ATR) Field and Console Operations
• Operated the ATR Console in the Sasol plant in Sasolburg for a period of 30 months
• Trained new Operators deployed to the ATR Plant in Sasol
• Obtained Advanced Fire Fighting (AFF) and other operations certifications
• Officially reassigned to train and mentor new Plant Operators at the Sasol ATR Plant in Sasolburg, South Africa after 2 years
• Successfully trained, mentored and certified 4 new Operators assigned to the Autothermal Reforming Plant.

• Managed the process of developing feasible solutions to resolve field issues or allows for utilizing opportunities
• Responsible for ensuring Site Management, Project Control Management, Engineering Management, Procurement, Construction Management, etc
• Are all coordinated and properly staffed to meet all Peland’s project goals
• Ensured accurate and timely reporting standards are maintained throughout the lifecycle of projects I was involved in
• Coordinated with site management on status, significant trends and changes of approved scope
• Ensured compliance with safety and QA/QC programs by all parties, especially short-term labour contractors and sub-contractors
• Maintained and conducted reviews of detailed design drawings and specifications
• Monitored engineering progress against budget and forecasted schedule
• Below are some specifics:
• Developed, coordinated, and completed the feasibility study for the Victoria Project, Port Harcourt
• Executed operations project with multiple project engineers and managers within the Port Harcourt region including engineering, procurement, owner’s team, and external construction management consultants
• Participated in and led risk assessments and actively managed the risks of 2 assigned projects
• Prepared project estimates, budget, schedules and execution plans
• Prepared and submitted reports on the progress and status of assigned projects
• Maintained effective and on-going communications with construction and contractor management teams.

• Estimation and Calculations of cement quality for different formations
• Cement Analysis and Testing
• Operating cement pumping and mixing equipment, such as blenders, liquid additive metering systems, centrifugal pumps and data acquisition systems
• Assisting during the rigging-up and rigging-down of cementing service equipment on work locations and plug setting
• Troubleshooting cementing equipment and advising on its maintenance and repair as required
• Maintained bulk equipment and plants
• Performed pre- and post-trip equipment inspections and associated paperwork and/or reports

• Experience focused mainly around:
• Estimation of Monthly Cash calls and Expenditures
• Calculation of Weekly and Monthly Production rates for JV Fields
• Compilation and monthly reporting of production figures for JV fields
• Field inspection and supervision of JV operations (land and offshore)
• Escalation of field data issues to appropriate JV authority for resolution
• Monitored drill sites for compliance, production and safety issues.
• Collaborated with stakeholders to identify and deploy optimal strategies for handling drilling needs.
• Conducted investigations and evaluations into straightforward and advanced oil and gas extraction issues.
• Collected and organized data used by management in key decision-making.

• Students Representative, Development and Management Engineering Class of 2006

Second Class Upper Division)

• Secretary General, Nigerian Universities Engineering Students Association