Andrea M. Metcalf

Leadership of the Analytical Lab Services and Quality Assurance program, Oil Measurements and Oil Scheduling teams. The Oil Movements team consists 28 high performing and experienced Laboratory Technicians, Measurements Specialists, Measurement Technicians and Oil Schedulers. - Accountable for the custody transfer, quantity, and quality control of tendered crude oil through the Trans Alaska Pipeline System. - Regular communication with TAPS Owners, TAPS Connectors, Alaska North Slope producers, oil shippers, oil carriers, the TAPS Quality Bank Administrator and State Regulators. - Managed $10M+ expense and capital budgets for Alyeska Pipeline connection facilities; Implemented process improvements, contract renegotiations, and team skill development to reduce reliance on outside services. - Managed $7M+ expense and capital budget for TAPS personnel and infrastructure. - Realized costs savings of $750K - Conducted a risk-based assessment to reduce operating costs. The assessment focused on safe operations, organizational efficiencies, and future business needs. - Former committee member of the API Petroleum Measurement Standards (COPM).

Management and continuous improvement of the Enterprise Risk Program, Incident Investigation, Lessons Learned processes and Alyeska’s Pipeline Safety Management System (PSMS). Alyeska’s PSMS is a risk-based framework with the purpose of meeting expectations set by its owners, state of Alaska and the Federal government. - Oversight of Alyeska’s PSMS; A Plan, Do, Check, Adjust continuous improvement model. Assisted senior leadership with setting and tracking continuous improvement goals. - Maturing how Alyeska Pipeline Service Company identifies risk, reduces vulnerabilities, and measures performance. - Led the annual Pipeline Safety Management System (PSMS) assessment, and work with leadership and executives to support the implementation of mitigations to reduce risks. - Accountability for designing and implementing actions that enable senior management to better monitor and mitigate significant operational, financial, and strategic risk. - Drive risk-based improvements to company processes to improve efficiencies and reduce risk. - Engagement with executive management and leadership across the company on top level risks, risk management best practices and status/effectiveness of risk mitigation activities. - Worked directly with senior management with a collaborative and inclusive approach that spans all company divisions. - Development of a continuous improvement model and toolset. (DMAIC process) - Provided coaching and training of risk identification principles, processes, and mitigation to the organization. - Management of the PHA-LOPA program, processes and policies. - Oversight and tracking of process safety risks and risk reduction action plans. - Oversight of the Enterprise Risk program and risk profile.

Led the Trans Alaska Pipeline System (TAPS) Pipeline and Terminal Controller team. Oversight of the Control Room Management Program (CRM). Success of the role and the team requires continuous collaboration with teams across the organization and external stakeholders. - Management and continuous improvement of Alyeska’s Control Room Management Program to support the safe and efficient operation of the oil and natural gas pipelines and terminal operation. (PHMSA 49 CFR Parts 192 and 195) - Continuous improvement and optimization of team size, responsibilities, and accountabilities without compromising safety. - Led and provided support through difficult team changes and during times of uncertainty. - Coached and developed new leadership. - Built relationships with numerous government agencies, TAPS owner companies, upstream operators/connector, and owner company representatives. - Regularly interfaced with government agency representatives; FBI, USCG, NTSB, BLM, PHMSA, DNR.

Led of the Automation Engineering Team responsible for ensuring the safety and reliability of the pipeline and VMT control systems, SCADA, oil measurement and Leak Detection systems. This involves daily collaboration with the OCC Supervisors and strong working relationships across all company operating areas. - Provided performance management and development of a high performing team. - Resource management of APSC automation engineers and contracted engineering personnel. - Baseline budget management and contractor steward for support services. - Ensuring effective use of the Management of Change Process (MOC), the Automation Engineering Team. - Ensuring adherence to and quality of automation engineering procedures and supporting documents. - Ensured adherence to Control Room Management Regulations (CRM) as it pertains to SCADA system repairs, modifications, replacement and management of change. - Facilitated process safety hazard analyses on an as needed basis.

Provided operational support of the TAPS Operations Control Center (OCC) and process safety SME for Alyeska Pipeline Service Company. This involved solving complex operating issues in the areas of hydraulics, abnormal operations and cold weather operations in a dynamic environment. - Supported the development and implementation of the PHA HAZOP-LOPA guidelines. - Provided process engineering support to project and engineering teams. Oversaw the baseline risk management and mitigation. - Cold Weather Operations support including seasonal forecasting, external and internal communication development, and day to day heat input requirements. - Fuel and Power Forecasting – Quarterly 2YR and 10 YR LRP. - Facilitated and reported the TAPS shutdown risk review and mitigations required to ensure the completion of planned work within the scheduled time and without incident. - Supported TAPS Operations Control Center; served as process safety SME. - Worked with field maintenance, automation engineering, and the OCC to create a repeatable framework that minimizes planned pipeline shutdowns, helping the North Slope producers maintain production rates.

Provided engineering support for the Colorado natural gas production operation. Safe, cost effective and timely project management of $1M - $10MM projects. Projects included infrastructure, civil, pipeline and process optimization. Responsibilities include the following: • Implementation of Lean Sigma principles to identify and implement cost savings changes. • Supported operations by resolving safety concerns and process inefficiencies. • Ensured PSM (process safety management) documentation and requirements for projects were thoroughly completed and documented. • Ensured projects were executed incident free, within the required +/- 10% of the budgeted amount and are executed as scheduled. This included initial safety meetings with contractors prior to work beginning to review the project scope, schedule and most importantly the safety requirements. Frequent visits to the project site during the construction phase. • Engaging operations and other key stake holders throughout all phases of the project management process.

Successfully managed the MOC and PSM program for 13 offshore platforms and 3 onshore facilities in the Cook Inlet Alaska assets. Led and implemented the Chevron Global Upstream MOC process and IT tool at the 13 offshore and 3 onshore Cook Inlet facilities. supervised the team who supported the MOC and PSM program: CAD drafting, Information Management and IT Tool Support. • Ensured compliance with OSHA Standards 29 CFR 1910-119 - Process Safety Management of Highly Hazardous Chemicals. • Regularly engaged the Facilities Engineering, Operations, Drilling and Completions, HES, and the Asset Integrity teams. • Participated in the Global Chevron MOC/PSM community of practice to help develop material and training for deployment the Chevron Upstream MOC process.

Engineering support for one offshore oil producing facility and one onshore oil storage facility. Incident free implementation of small capital projects. ($100K - $1 MM) • Successful demolition and installation of new over water walkways and grating. $1.2 MM and incident free and within budget. • Upgrade, scoping and design of onshore facility fire suppression and gas detection. • Review of PSV audits and mitigation of issues. • Technical support for tank inspections, repairs and replacement. • Daily engineering support for assigned facilities.

Provided process engineerig support for two sulfuric acids plants, the supporting water treatment plant, granular fertilizer plant and load out facilities. Bi-annual plant turnaround engineering support and planning. - Continuous improvement efforts included increasing production with the installation of new catalyst reactor technology resulting in increased production and revenue of $3M per year. - Achieved an excellent relationship with the operations personnel based on consistent and reliable support as well as effective implementation of process changes. - Energy management and improvement lead for all site facilities. Worked with operations to identify energy cost reduction opportunities. Measured and reported monthly energy usage and new cost reduction ideas to local and corporate management. - Management of various plant maintenance and turnaround activities that included reactor catalyst removal, screening and installation. This included planning and working with contract personnel year round to ensure safety, budget and schedule targets. - Acid distribution removal, screening and process material management. Worked with contract personnel to plan and remove ceramic acid distribution saddles. - Daily monitoring of process equipment to estimate and purchase catalyst and ceramic acid distribution saddles. - Management of chemical additives account for water treatment plant and sulfuric acid pants i.e.; corrosion inhibitor, scale inhibitors, flocculants. - Process design lead and installation of acid de-mister system.

Process engineer at Wyoming's largest Soda Ash chemical plant and on site coal fired and natural gas power plants. • Engineering support and Shift Lead during a 6 month long mothball effort of a legacy Soda Ash processing facility. • Supervision of 12-15 shift production operators during mothballing effort. • Responsible for power plant MOC (management of change) process and compliance. • Plant testing and implementation of boiler camera to improve safety and optimization of boiler burner performance. • Optimization and waste reduction of coal conveying system.