COMPETENCE AND COMMITMENT REPORT

To download guidelines on completing your form visit www.getchartered.org Please complete this report electronically. Each subsection can be expanded to allow you to provide sufficient evidence of your chemical engineering competence. Your report should be around 2500 words.

Surname: Personal name: Title:

A Evidence that you have the ability to apply to practical situations:

either chemical and general engineering knowledge and understanding (for CEng route)

or scientific knowledge and understanding (for CSci route). Tick one box only to indicate which Application Route this Section A refers: CEng Route CSci Route Notes: (i) if you wish to apply via both routes, an additional Section A must be submitted separately. (ii) even if you do not intend to take up a registration you must tick one box to aid us with your application for Corporate membership of IChemE.

Evidence:

i) Identifying or defining a problem, opportunity or project: During the Definition phase of a major project, a change note requesting the addition of a particular process material to the baseline requirements was raised. As a result, I was responsible for updating the contract documents to include the material properties, process conditions, outline specification of major equipment and related budget costs. These would be used by the Design and Build project contractor to modify the scope of their design. Since the material had not been processed by the company for many years, process information was not readily available and so I put together the data using numerous archived documents and specifications including records of historical production runs. Upon tabulating all the relevant process data and drawing up a process flow diagram, I found that the uncured form of the material would need processing in a curing oven for unfeasibly prolonged periods of time, which under the HSE regulations would have an adverse operational impact on the new facility by bottlenecking it. The uncured material also contained toxic isocyanates which would also have a large impact on the cost of the project since the existing design would have to be enhanced to include extra process engineering to deal with the toxic component of the material. In light of this information I made a recommendation to the engineering manager and project sponsor that the curing oven should be excluded from the scope of this particular project and considered within another more appropriate project, where the processing of the uncured material would be better suited. I detailed the justification in a formal report which was endorsed by the engineering manager and project sponsor, and the recommendation was subsequently adopted by the project.

ii) Combining ideas and contributions from different people and disciplines: As the Programme Development Manager for the Operations Capability Programme, I was responsible for compiling the governing Programme Business Case and the Concept Business Case for the potential individual projects, which were to be submitted to the Investment Sanction Board for scrutiny. In order to meet this deliverable, I engaged with and combined contributions from numerous colleagues from various different disciplines and management levels, across the company. I was responsible for making sure that the necessary and correct information flowed in a timely manner between all stakeholders to ensure that ultimately, the information presented in the Business Cases conveyed a true, compelling and robust picture of the business need.

The Institution of Chemical Engineers Form C Incorporated by Royal Charter 1957, Founded 1922 165-189 Railway Terrace, Rugby CV1 3HQ, UK Tel: +44 (0) 1788 578 214 A Registered Charity in England and Wales

At Programme level I captured and validated much of the strategic input into the Business Cases by capturing technical, operational and business information from stakeholders such as the facility users and managers, business heads, technical programme managers, corporate programme office, design authority etc. During the compilation of the Concept Business Case however, I had extensive interactions with members of the company Project Development Team such as the project manager, project engineer, requirements engineer, estimator, planner and risk manager, as well as facility user input. All were fundamental in contributing to the compelling Business Case I made by highlighting the business needs, constraints and assumptions, risks, options, affordability and next phase costs and schedule. The Business Cases subsequently received a successful sanction from the Investment Sanction Board.

iii) Creativity and innovation: developing your own ideas to produce new solutions, new designs and new technological approaches: As part of the Operations Capability Programme Sponsor Team, I was responsible for devising and implementing an overarching front-end strategic analysis methodology, covering the full scope of the company’s energetic materials Operations Business. This underwrote any individual project Business Cases and showed a clear and robust line of sight from any proposed facility delivery programmes to the corporate technical programmes. I captured technical programme information from across the Company, from colleagues across all management levels after which I modelled the data in a spreadsheet to yield projections of demand against capacity over a period of 20 years. During this exercise, I found that although the spreadsheet could model throughput driven elements of the Operations Business (e.g. number of trials to be assembled, tonnage of powder to be produced etc) capability driven elements (largely R&D aspects) needed to be analysed in a different way since throughputs were difficult to model. I subsequently developed a Capability Analysis methodology, based around a ‘traffic light’ system, where I captured capability requirements from across the Operation Business and subjected each requirement to analysis to determine the state of existing capabilities, and any gaps in capability. I also captured process flow diagrams which previously did not exist (for future project design proposals) ensuring that each requirement was satisfied by the diagram – thereby maintaining an auditable and verifiable line of sight throughout future process design proposals. The operational ‘hands-on’ experience I had acquired earlier in my career, in the batch production (mixing and blending) of a particular powder product, proved especially valuable during this exercise. The results of the above analysis enabled me to formulate a complete high level Operations Business Strategy, outputting strategic schedules for delivering the energetic materials Operations Capability Programme in the short, interim and long terms. My contribution led to 2 successful Executive Board investment sanctions, the company-wide adoption of the principles, and a written commendation by the Managing Director, praising the cross-company efforts and demonstration of a robust strategic methodology.

iv) Scientific or technical evaluation and optimisation (of product, process, equipment, method, project etc against the requirements you identified, or the brief you were given): One of the work packages proposed for consideration as part of a portfolio of small projects was the installation of a solvent recovery system to our existing mixing pans. The reason cited for this was the excessive discharge of solvent to the atmosphere, potentially an issue of interest to the Health and Safety Executive (HSE). I was responsible for understanding the issue surrounding the proposal, considering the implications and making a substantiated recommendation to the portfolio sponsor. As a proficient chemical engineer, I promptly consulted Integrated Pollution Prevention Control (IPPC) guidance on the release of Volatile Organic Compounds (VOCs) to the atmosphere, in order to validate the need for the solvent recovery system. I ascertained that the solvent in question was a Class B VOC, categorised as having low harmfulness however whose release should be prevented or minimised. Using my knowledge of the production process (from ‘hands-on’ operational experience) and projected future throughputs, I calculated that the solvent discharge for a single production batch would exceed the hourly benchmark figure recommended by the IPPC. However, the annual discharge figure fell significantly below the recommended IPPC figure.

In light of this information, I recommended that installing a recovery system in the very near future would not be reasonably practicable since the costs and efforts of re-qualifying the product could run into millions of pounds even though the capital expenditure would be relatively small. Since no current legislation exists governing the discharge of Class B VOCs, I concluded that although not best practice, the existing mixing process should continue until a major capital project addressed the issue - as per long term plans for the ageing mixing facility, unless otherwise directed by legislation. My recommendation was fully endorsed by all stakeholders concerned, and the proposal consequently removed from the portfolio of small projects.

v) Planning and execution of projects: organising or performing technical work to implement or validate solutions, designs etc: The Design Phase of a major capital project required electrostatic discharge data for different energetic materials, to determine the degree of electrostatic protection to be designed into a manufacturing facility. Energetic materials are classed as Comparatively Insensitive, Sensitive or Very Insensitive to ignition by electrostatic discharges as defined in the relevant regulations. On providing the Hazard Data Sheets to the C&I Engineer, I found that one particular material indicated a positive spark test ignition result at 45mJ which according to the regulations, require the implementation of an antistatic regime (flooring, footwear, work surfaces etc) including maintaining the facility at minimum 40% relative humidity. The regulations also state that materials with ignition energies in the range 45mJ to 450mJ (referring to 156mJ in particular) require much less stringent precautions, and the requirement for an antistatic regime may be relaxed. In order to avoid unnecessarily over-engineering the design, I knew it was critical that the material should be subjected to a spark test at 156mJ if possible. Since the standard spark test is only conducted at 2 levels (45mJ and 450mJ), the in-house hazard testing team was unable to provide this service due to the non-standard nature of the test. Hence, I investigated an appropriate contact who informed me of the only national establishment with the non-standard test capability. I contacted the establishment and over a few weeks, organised the execution of the test at the 156mJ level, negotiated the timescale, obtained the quotation and arranged payment, acquired the material and arranged for it to be delivered. The results arrived in a timely manner, showing a negative result at 156mJ. This substantiated the recommendation I subsequently made to the project, that a relaxed electrostatic protection regime excluding the need for minimum 40% relative humidity should be adopted. My proposal was hence accepted by the project.

B Evidence that you are able to handle the wider implications of your work as an engineer i) Ability to handle health, hazard and safety aspects: to apply appropriate principles, good practice, meet legislative requirements etc. I have taken part in HAZOP 1 sessions both as an observer and contributor, for a high-hazard facility project, having experience of ‘hands-on’ processing and my knowledge of the processes. I have subsequently followed this up by successfully completing the IChemE’s HAZOP Study for Team Leader course. My duties have also included being a company Risk Assessor, COSHH Assessor and Manual Handling Assessor which have enabled me to take responsibility for undertaking assessments in each area ranging from processing operations e.g. batch mixing of energetic materials, to conducting assessments on general activities such as sampling for PCBs, working at heights, manual handling operations etc. Having attended the Dangerous Substances and Explosive Atmospheres Regulations (DSEAR) and Hazardous Area Classification course; I have contributed to the ongoing implementation of DSEAR principles within processing facilities and major capital projects by providing zoning information to the facility Engineering Manager, including arranging for material to be A/B Classification (test for powder combustibility), Minimum Ignition Temperature (MIT) and Minimum Explosible Concentration (MEC) tested, externally.

ii) Ability to handle sustainability aspects: these could include environmental, public concern and other societal issues, recognition of risks etc. When compiling the Operations Capability and Strategy report, a piece of information I gathered referenced a particular process waste material liberating fluorinated compounds upon disposal by incineration, hence the possibility of being unfavourable to our Montreal Protocol obligations. To substantiate this statement, I carried out an estimate based on the amount of fluorine present in the products of combustion and the time a given amount of the material would burn for, to conclude that although release rates were below the specified limits it would be environmentally best practice to possibly consider recycling the material rather than disposal by incineration. My recommendation was subsequently taken into account within a future operations strategy. During my university summer placement at a sugar refinery, I implemented a solid waste monitoring system to aid the company’s waste minimisation programme. Previously, there had been no system of measuring the solid waste tonnages that left the refinery for landfill. Hence, I proposed a system consisting of a waste monitoring system with simple instruction sheets and examples, which I communicated to the weighbridge operators and approved by the weighbridge manager. At the end of my placement, it was evident that the system was working and the figures were being correctly recorded on a spreadsheet I had designed – enabling the company to monitor its solid waste to landfill, on a weekly basis. iii) Ability to handle commercial and economic aspects: As the Programme Development Manager for the Operations Capability Programme, I was responsible for compiling the Programme Business Cases, ensuring that the Operations Business had a robust and convincing foundation upon which valid business needs were based. I presented clear and persuasive links to the company’s strategic aims, making sure that technical programmes, operational capabilities and capability delivery programmes were fully integrated within a single business strategy. Considering the intricate nature of the Business and numerous functional interdependencies within, I developed and implemented a strategic business model to justify and define the high value Business Cases. The model focussed on Programme Development where the primary activity I undertook was the front-end analysis of the Business e.g. technical programmes and requirements capture, stakeholder analysis, validation, gap analysis, throughput modelling, affordability etc. This yielded the potential interdependent projects comprising the governing Programme, at which point the individual projects would be delivered in accordance with the Programme schedule developed. I also ensured that the Business Cases made absolutely clear that the allocated funding provision for the Programme as a whole (at the Programme Development phase) was only an educated guess and that some indication of the affordability is made, since such figures are fundamental in informing high level, strategic business decisions early on. The methodology is the focus of a Guest Author feature I have written for publication in The Chemical Engineer magazine and has consequently led to company-wide adoption of the principles, redefining the company’s front-end project delivery process and the formation of the Project Development team to ensure that all future capital projects within the company are started correctly.

C Evidence of interpersonal, leadership and communication skills i) Managing interpersonal relationships: As the only high hazard facility representative embedded within a major project portfolio team, my responsibilities included working effectively with not only members of the core project team, but also interfacing with Design House and sub-contractual staff and of course, the facility community (both research and development, and manufacturing operations). I was responsible for ensuring that the effective communication of information was maintained between the facility and the project delivery organisation, in order to resolve potential conflict between facility operations and project activities.

During the front-end strategic forecasting activities underpinning the Operations Capability Programme, I engaged and actively managed a contract planner to support me in compiling deliverables such as charts and tables, as per my requirements. This included negotiating his time, since he was supporting multiple projects, and involved me setting clear goals and timescales for him, as well as training, inducting and monitoring his progress. Later, in compiling the Programme Business Case and associated project Business Cases I was responsible for ensuring that the correct information passed efficiently between all stakeholders of the Programme from the technical and operations community, to the supporting Project Development Team members such as the project manager, project engineer, planner, estimator and risk manager – in order to ultimately present a robust and convincing Business Case.

ii) Demonstrating leadership in a professional role: Recognising the need to pursue an external training course as part of my development early in my career, I realised that over 25 of my peers across the company would benefit from this course, too. Hence I arranged a 25 candidate course to be run on-site, potentially saving the company £10,000 in the process. I co-ordinated and hosted the weeklong event which consisted of organising the funding, agendas, venue and equipment, security clearances, external practical sessions and transport and escorting lecturers at all times during their time at the company. In my role as the company Chemical Engineering Co-ordinator, I arranged for IChemE to present a ‘Get Chartered’ event on-site. I co-ordinated and co-hosted the whole event which included obtaining a list of chemical engineers at the company and sending invitations, proposing dates, booking the venue, negotiating with IChemE, arranging refreshments and organising additional presentations on chemical engineering from within the company. I have also supervised and mentored a junior member of staff, as well as providing high-level energetic materials operations induction training to new starters on related projects.

iii) Communicating ideas and plans by report writing and oral presentation: I have compiled a number of technical and commercial documents, major ones including the Operations Capability Programme Business Case and associated project Concept Business Cases, which have been subject to scrutiny up to Executive Board level. Detailing the Front End Programme Management methodologies I have developed, I have also written a Guest Author feature for The Chemical Engineer magazine which featured in the May 2008 issue. I have also actively participated in the Concept Phase Strategic Level Optioneering Study for a portfolio of major projects, and as Study Secretary, have authored a number of official reports detailing the outcomes. Through my duties as Programme Development Manager for the Operations Capability Programme, I have also enjoyed the opportunity of giving verbal presentations to colleagues and committees from across all levels of the company including the company Directors and Managing Director.

D Evidence to show that you are committed to high standards of professional conduct I regularly attend company events such as Health & Safety Legislation Seminars and awareness sessions on various legislative instruments such as the Radioactive Substances Act 1993 and COSHH Regulations 1999. I have also thoroughly enjoyed “Target Zero” assurance events such as presentations given by Ken Woodward and Precious Mackenzie. I have also attended IChemE sponsored events such as the Easyfairs Powder Handling Exhibition and enjoyed the Magic of Chemistry – Pyrotechnics and Asbestos Abatement Horizons Lectures, respectively. I also had the opportunity to attend the 2007 IChemE Gala Awards Dinner as part of the company table. As a candidate nearing CEng application, my training and experience as part of the Graduate Scheme was scrutinised during the company’s reaccreditation of its Scheme by the IChemE. The company was granted successful reaccreditation and the representing candidates highly commended. I have supervised and mentored a graduate engineer in the course of normal duties as well as professional development. I have also provided and continue to do so, extensive guidance and support to peers and my line manager in their respective applications for CEng status. In order to share my high level programme development methodologies for complex, high value projects with my fellow professional chemical engineering community, I have written a Guest Author feature for publication in The Chemical Engineer magazine. I am also registered as a ‘whynotchemeng’ volunteer and look forward to my first event soon.

E Continuing Professional Development (CPD)

(i) Report of CPD already undertaken

- Target Zero seminar: Think What If, Not If Only’ - Ken Woodward

- Site Licensing seminar - Lessons Learnt seminar: Front End Project

Development - Financial Planning presentation - Incident & Injury Free workshop - Explosion Accidents Safety workshop - Environment exhibitions - Physical Security Awareness seminar - HAZOP for Team Leaders course - Written TCE article on Front-End Programme

Development - Joined ‘whynotchemeng’ scheme

Benefits received The training courses, workshops and seminars I have attended over the last year have been a continuous learning curve for me. Apart from the technical competencies and awareness, the main benefit of this has been the change in my professional maturity over such a short period of time, especially working with colleagues from a diverse range of disciplines with an equally diverse range of experience. Some events also provide an opportunity to experience a wide range of topics that are not normally encountered during the course of my day-to-day duties such as personal finance planning, environmental issues and physical security awareness.

(ii) Future CPD Plan

- Achieve CEng MIChemE status - Develop on-the-job (Project Sponsor) training

competencies: Investment Appraisal, 3 Point Estimating and Confidence Modelling, Risk Management

- Obtain APM membership - Participate in ‘whynotchemeng’ events - Broaden development through mentoring and

writing for publications such as TCE

Expected benefits The achievement of chartered status brings wide recognition of my professional status, having attained a benchmarked level of professional competence and commitment. In my current appointment as Project Sponsor, I also need to develop further the necessary competencies to a proficient level, required to satisfy the responsibilities that come with the role. I also look forward to wider professional development and responsibility through ‘whynotchemeng’ and writing for publications such as TCE.

Applicant’s statement This Competence and Commitment report presents a true account of my professional working experience and of my CPD report & plan Signed………………………………………………Date………………………… Confirmation This is a true account of the professional working experience and the CPD report & plan of…………………………….………………………….(Candidate’s name) Surname: …………………………Forename:…………..……………………………..Title:………….. Signed………………………………………………Date………………………… Professional qualifications……………………………………………………….. Relationship to candidate………………………………………………………… [If the experience described covers more than one employment, then each section should be initialled by someone who is familiar with it, and all should sign at the end. The people who sign do not have to be either referees of the application, or Chartered Engineers or Chartered Scientists but they should indicate their professional status and working relationship to you]