Robert Sharp is a Programme Manager with over 25 years of experience in maintenance management. He currently manages reliability and maintenance projects for Petrofac in the UAE. Previously, he has held roles developing maintenance strategies and implementing reliability programs for companies in oil/gas and other industries. He has extensive experience in areas like project management, reliability improvement, and developing key performance indicators.

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CURRICULUM VITAE
NAME Robert Henry Sharp
POSITION Reliability and Maintenance Programme Manager
CAREER PROFILE
Presently, Rob Sharp is a Programme Manager with Plant Asset Management (PAM) overseeing
Reliability and maintenance projects for Petrofac-PAM in the UAE. He has considerable
experience in implementation of reliability programmes and maintenance systems that have had a
significant impact on plant performance, which are delivered within project deadlines and budgetary
constraints. He also brings to the company more than 25 years’ maintenance management
experience, with particular focus on maintenance optimisation and reliability improvement, gained
in the Fine Chemical Manufacturing, Petrochemical, and Oil & Gas industries. Presently, Rob’s
current remit involves managing the interface between PAM and Emirates Global Aluminium, UAE,
ensuring that projects and value are delivered to client expectations.
KEY SKILLS/AREAS OF EXPERTISE
 Programme management of reliability and maintenance initiatives for offshore facilities.
 Project Management of Maintenance Strategy Development / Review projects for onshore and
offshore production and processing facilities.
 Project development, budgetary control and delivery.
 Development and management of reliability improvement initiatives.
 Development of a Reliability Driven Approach to maintenance.
 Development of Key Performance Indicators (KPIs) for maintenance and operations.
 Development and review of Performance Standards and associated activities.
 Provision of equipment criticality and methodology.
 Plant / organisation maintenance and operational performance reviews / audits.
 Facilitation of Reliability Centred Maintenance (RCM) studies.
 Facilitation of Root Cause Failure Analysis (RCFA) studies.
 Facilitation of Failure Modes and Effects Analysis (FMEA) studies.
 Development and implementation / facilitation of criticality assessments.
 Development of Planned Maintenance Routines (PMRs).
 Training in Maintenance Strategy Development and RCM.
 Development of Condition Monitoring programmes.

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RELEVANT PROJECT EXPERIENCE
 ADGAS, UAE.
o Development of Maintenance Policy, Strategy and Procedures.
 Agfa-Gevaert Ltd. / DuPont: 10 years.
o Implemented corporate ‘Maintenance Excellence Recognition Process’, a comprehensive
Maintenance and Reliability programme.
o Implemented plant reliability programmes, such as RCM.
o Standardised best practice across sister plants.
 British Nuclear Fuels Ltd (BNFL), Sellafield, UK.
o Maintenance Instruction Review.
 BP Alaska, North Slope, Alaska, USA.
o Implementation of Generic Maintenance Strategies
 BP North Sea, Aberdeen, UK.
o Programme Manager for the PAM-BP R&M interface.
o Team leadership and motivation to ensure project delivery.
o Project budgetary control.
o Development of a 3 to 5-year global compliance plan for R&M practices.
o Project Manager for development of a suite of global Equipment Reliability Strategies.
o Development of Generic Maintenance Strategies.
o Generic Maintenance Strategies Sustainability, Review and Continuous Improvement.
 BP Southern North Sea, Humberside / Aberdeen, UK.
o Development and Implementation of Generic Maintenance Strategies.
 Conoco-Phillips, UK.
o Maintenance Strategy Review.
o FMEA study on Fired Heaters.
o Criticality assessment of refinery non-return valves to optimise planned maintenance
activities.
o Capital expenditure methodology for justification and prioritisation of exceptional
maintenance.
o Development of an equipment timeline history database for critical plant components.
o Equipment Operating and Maintenance Plans (EOMP’s) review to promote operational
integrity.
 EGA, UAE.
o Facility Technical and Operating manuals for Operational Readiness.
o Standard Operating Procedures and Task Risk Assessments.
 Fairfield Energy, UK.
o Implementation of Maintenance and Reliability Improvement Programme.
o Development of Maintenance Policy, Strategy and Procedures.
o Interim Asset Maintenance Superintendent.
 Huntsman, North Tees, UK.
o Safety Integrity Level (SIL) determination
 Petrofac Production Solutions, Ticleni, Romania.
o Analysis of Maintenance Management Transition.
o Development of an equipment criticality assessment methodology and assessment.
o Development of Performance Standards for Safety Critical Elements (SCEs) from field
Safety Case.
 United Kingdom Atomic Energy Authority (UKAEA), Harwell, UK.
o Availability, Reliability and Maintainability (ARM) Strategy development.

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QUALIFICATIONS
 Chemistry Graduate (Honours) of the Royal Society of Chemistry (GRSC).
 Executive Master’s Degree in Business Administration with Merit (EMBA).
 Chartered Chemist (C.Chem).
 Member of the Royal Society of Chemistry (MRSC).
EMPLOYMENT EXPERIENCE
April 2016 – Present Plant Asset Management
Project manager
Emirates Global Aluminium (EGA), Al Taweelah Aluminium are constructing a new Aluminium
refinery in the UAE. In support of the Facility Operational Readiness team, Rob is responsible for
the PAM delivery team in provision of:
 Facility Technical Manuals,
 Facility Operating Manuals,
 Standard Operating Procedures,
 Task Risk Assessments.
This role involves engagement and co-ordination between the client EGA, The Bechtel-Petrofac
joint venture construction team, Rio Tinto the technology supplier to ensure that all documentation
is fit for purpose and use in the Operational Readiness plans.
Aug 2015 – Sep. 2015 Petrofac, Plant Asset Management
Project Support
 Support for the PAM delivery team in provision of maintenance procedures as part of on ADCO
Corporate Maintenance Manual.
May. 2014 - April. 2016 Plant Asset Management
Project manager
Responsible for the development and alignment of a Maintenance Strategy for ADGAS, UAE,
including a set of related Maintenance procedures. The Maintenance Strategy provides direction
and establishes the requirements for the application of key Maintenance Processes across ADGAS
facilities that comply with the ADGAS Corporate Vision and Mission. The main objectives of the
ADGAS Maintenance Strategy are:
 Compliance with:
o ADNOC Health, Safety and Environmental Management Manual of Codes of Practice.
o ADGAS Corporate Vision and Mission
o ADGAS Health, Safety and Environmental Management System.
o ADGAS Asset Integrity and Reliability Management System.
 Safe, reliable and predictable equipment performance.
 Establishment of a cost effective maintenance programme.
 Provision of consistent maintenance processes.

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Jul. 2014 - Apl. 2015 Plant Asset Management
M&R Improvement Programme Manger
Responsible for the development and implementation of a Reliability and Maintenance (R&M)
Improvement Plan for Fairfield Energy UK (FEL) that detailed issues and associated remediation
focussed on gaining the greatest benefit for the Fairfield’s Dunlin Alpha asset in the short term, for
example maintenance routine standardisation and / or technical enhancement. The plan also
provided programmes of R&M related activities to be pursued in the longer term in support of FEL’s
Dunlin Alpha operational requirements and, additionally, included tie into a vulnerability study of the
Dunlin Alpha asset helping to develop a proactive annual maintenance and reliability programme
that was aligned with life of field expectations.
In conjunction with Fairfield Energy UK, an initial roadmap was developed that proposed mitigation
for identified R&M issues, including method, timescales and resources, taking into account the
existing Dunlin Alpha asset vulnerability study. Fundamentally, the roadmap helped to develop the
business case for change while defining the priorities for closing identified R&M non-conformances
aligned with strategic business objectives.
Mar. 2014 - Jul. 2014 Plant Asset Management
Interim M&R Superintendent with FEL
Fairfield Energy UK (FEL) Interim Maintenance & Reliability Superintendent reporting directly to the
Dunlin Area Operations Manager during transition to operatorship of the Dunlin Area asset.
Responsible for all aspects of the day-to-day Dunlin Alpha maintenance and reliability related
activities, thus ensuring the correct utilisation of plant and people resources to achieve
maintenance and reliability objectives. The main aspects of the role included:
 Developing and supervising a team of Operator Support Contract (OSC) personnel (including
offshore personnel) within the maintenance function to deliver Dunlin asset maintenance and
reliability objectives, annual plan and OSC commercial KPIs.
 Participation in execution of the 28 day/90 day plan activities and development of the MTAP
(medium term activity plan, 6 quarters) and 5 year plans.
 Developing, implementing and tracking maintenance and reliability budget.
 Maximising the liquidation of corrective work during short planned and unplanned platform
shutdowns.
 Maintaining planned and corrective backlog with agreed man hour targets.
Mar. 2013 - Mar. 2014 Plant Asset Management
Programme manager
PAM Programme Manager with responsibility for all PAM project work with BP North Sea Reliability
and Maintenance function. Acted as functional manager for a range of Project Managers,
Consultants and Senior Consultants assigned to the BP North Sea projects. A key aspect of the
role was the management and implementation of the BP-Petrofac Master Services Agreement,
specifically the requirement to work in conjunction with Petrofac Offshore Projects & Operations
(OPO), Petrofac Mechanical Services, Petrofac Metering, and Petrofac Training to deliver a
consolidated service to BP North Sea and thereby assist them to achieve compliance with the BP
Reliability and Maintenance Management Segment Defined Practice (SDP). The role essentially

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encompassed current BP North Sea projects such as:
 Reliability and maintenance improvement plan.
 Job plans optimisation.
 Repair and spares.
 Maintenance Strategy sustainability and related continuous improvement activities.
 Condition monitoring improvement.
Mar.2006 – Mar. 2013 Plant Asset Management
Senior consultant
Remit included continuous improvement of existing BP North Sea maintenance strategies,
improvement in current BP R&M programmes and additionally, the development and
implementation of an integrated three year continuous improvement programme (20 elements that
require detailed planning and execution) aimed at compliance to BP global strategic intent, and
ultimately leading to improved asset reliability, availability and maintenance.
From 2006 to 2010, had a major role in developing BP North Sea Generic Maintenance Strategies
(GMSs) for rotating and non-rotating mechanical equipment. The project subsequently expanded
to engage in maintenance gap analysis and implementation through 2007-12, which included
specific UK and global assets; specifically, project managed the implementation of GMS for BP
SNS assets 2011 to 2012. Additionally, spent 2008-10 engaged in GMS implementation with
overseas assets, mainly in the USA. Moreover, appointed project manager for the development of
a suite of global Equipment Reliability Strategies (ERSs) based on current North Sea GMSs.
Furthermore, involved in business development and engagement in 2012 with a European oil and
gas operator to carry out the following work;
 Analysis of Maintenance Management Transition: A review of transferred Maintenance
Strategies for the new field operator. Determination of any significant omissions or conflicts
with “International Oil Industry Standards”. Review based on the specifications of the transition
contract.
 Development of an equipment criticality assessment methodology, subsequent equipment
criticality assessment and provision of a fully documented process. Update of CMMS tags
information with relative criticality information for ensuing maintenance assignment.
 Development of Performance Standards for Safety Critical Elements (SCEs) derived from the
field Safety Case. This involved;
o Agreement of a Performance Standard format with operator.
o Preparation of draft revisions of three existing Performance Standards to the agreed
format (including listing the associated assurance and verification activities).
o Engagement with the appropriate operator field technical staff to review the draft
Performance Standard revisions.
o Modification the draft Performance Standards based upon the review meetings and
submission of final documents for operator and Independent Verification Body (IVB)
approval.
Jun.2002 – Mar.2006 Aker Kvaerner Engineering Services (AKES)
Consultant

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Responsible for Asset Management Consultancy within AKES through provision of various Asset
Management optimisation services including:
 Availability, Reliability and Maintainability (ARM) Studies.
 Maintenance Philosophy and Strategy Development.
 Maintenance Strategy Reviews including functional analysis and criticality studies.
 Asset Performance Improvement.
 Benchmarking / auditing.
 Spares rationalisation.
 Major shutdown rationalisation.
 RCM / FMEA / RCFA.
 Development of Key Performance Indicators (KPI’s).
Achievements for a major petrochemical manufacturer:
 FMEA study on Fired Heaters.
 Criticality assessment of all critical unit non-return valves to optimise planned maintenance
activities.
 Capital expenditure methodology for the justification and prioritisation of exceptional
maintenance items.
 Development of an equipment timeline history database for critical plant components tied into
an overall maintenance strategy (MTBF).
 Equipment Operating and Maintenance Plans (EOMP’s) review and development to promote
mechanical and operational integrity.
Other achievements:
 Maintenance instructions review / development for major UK nuclear plant.
 Strategic audit review put in place for a major agrochemical company.
 Development of site wide maintenance philosophy and strategy for a major chemical
manufacturer.
Other responsibilities included:
 Client proposal development, which includes scope of work, cost and timescale.
 Preparation and delivery of client presentations.
 Preparation and delivery of papers at industry seminars.
o Manufacturing Excellence 2003, England. “Focussing on Maintenance Best Practices:
A Necessary Evil or Competitive Advantage.”
o Maintenance Management 2003, Dubai. “Developments in The Cost Effective Delivery
of Maintenance Tasks.”
o Manufacturing Excellence 2004, England. “Criticality studies – How Important are they
in Today’s Maintenance Agenda?”
o Maintenance Day 2005, Holland. “Business improvement through the application of
reliability Based Maintenance.
Mar.1990 to Jun.2002 Agfa-Gevaert Ltd.

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Reliability Engineering Manager
The following positions were held with Agfa-Gevaert Ltd (formally DuPont):
Jan.1998 to Jun.2002 Support Engineering Manager (Mechanical)
Aug.1996 to Jan.1998 Reliability Centred Maintenance and Power Services Manager
Aug.1995 to Aug.1996 Senior Reliability Engineer
Nov.1992 to Aug.1995 Reliability Engineer
Mar.1991 to Nov.1992 Process Chemist
Oct.1990 to Mar.1991 Research Chemist
Main achievements:
 Responsible directly for the leadership, management and motivation of a team of mechanical
engineers responsible for plant uptime, equipment reliability and availability, and production
enhancement projects. Furthermore, led the site pump team, condition monitoring team and
facility support team.
 Led and implemented the DuPont ‘Maintenance Excellence Recognition Process’ (MERP) that
allowed the plant to achieve ‘MERP’ accreditation for its maintenance systems.
 Implemented reliability techniques such as online signal analysis, vibration analysis,
thermography, online patrols etc and the appropriate performance metrics. This contributed to
the business by increasing both yield and uptime figures by approximately 20%.
 Developed and standardised reliability best practices for sister European sites as part of
DuPont’s ‘European Zero Defects Team’ and subsequently organised a corporate workshop for
European manufacturing plants.
 Implemented the Reliability Centred Maintenance decision process at Leeds, which provided
maintenance strategies for critical production plant.
Oct.1986 - Oct.1990 B.R. Vickers and Sons Limited,
Leeds R&D Chemist
 Research and development of new textile lubricants.
 Provision of technical support and chemical analysis on customer problems.
 Assisted in the company attaining ISO9000 accreditation.
 Product trials at client sites.
Oct.1980-Oct.1986 University of Glasgow Analytical
Chemist
 Involved in most aspects of analytical chemistry, but mainly spectroscopy.