Christopher Michael ChiltonEngineer, Business & Project Leader, Lawyer

+44 1535 634170; +44 7375 400214church_shade@msn.com

Professional profileA strategic, results-oriented engineer, business and project leader and lawyer with an extensive track record spanning more than thirty years in project management, contract law and general management in both the public and private sectors. As an executive reporting to the Board or as a leader in the project team has; delivered projects in excess of £500 million to budget and programme, achieved commissioned manufacturing facilities within 18 months of planning application, relocated and established businesses internationally addressing all HR and TUPE issues, reduced project costs by $200 million, developed new ways of designing health services, realized savings on reshaping of organisations and operations by critical review and business process reengineering and saved $300 million on a ‘mega project’ through loan restructuring. Stakeholder management in regulated industries. With a fundamental belief that success lies in recognising and developing talent, has built sustainable teams in FTSE100 companies, manufacturing organisations, utilities, projects, government bodies and local authorities. Significant experience of working internationally in a multicultural setting with over ten years international exposure in North America, Europe, Middle East, Far East and Australia including the provision of business and legal advice on ventures in excess of $3 billion. Contract leadership for $10bn oil and gas field development programme including final investment decision and overarching contracting strategy.

Education Professional AffiliationsBSc Civil Engineering with First Class Honours* Chartered EngineerMPhil Civil Engineering Production Studies Fellow of the Institution of Civil EngineersPostgraduate Diploma in Engineering Management* Fellow of the Chartered Institute of ArbitratorsGraduate Diploma in Law Barrister, called to the Bar, England and WalesBar Vocational Course (Degree of Barrister) Fellow of the Dispute Board FederationDiploma in Arbitration FIDIC President’s List of Approved Dispute Adjudicators*With national prizes Fellow of the Association of Project Managers (Certificated

Project Manager)Registered Project Professional (APM)

Sector Experience Roles CapabilitiesAerospace Project Manager Project ManagementConstruction Programme Manager Programme ManagementCivil Engineering Project Director Operations ManagementEducation General Manager Strategic Business PlanningFood Delivery Manager Change ManagementGovernment Managing Director Contract LawHealth Contracts Director Dispute AvoidanceLaw Contracts Manager Scheduling/programming – Microsoft Project/PrimaveraManufacturing Chief Operating Officer Cost ManagementNuclear/Atomic Arbitrator Risk ManagementNuclear Decommissioning Mediator Efficiency ReviewOil and Gas Profitability improvementPharmaceuticals Investment AppraisalPlastic electronics Project and programme governanceTelecommunications Leadership of projects in regulated industriesUtilities

Career summaryPage 1

Aug 14 to Dec 16 BG International, Astana/London/MilanSanction Project Director, Karachaganak Expansion. The field is one of the largest gas and condensate fields in the world assets with estimated gross reserves of over 2.4 billion barrels of condensate and 16 trillion cubic feet of gas. The field is being developed and produced under an FPSA. At present, due to increase in the field Gas Oil Ration (GOR) the field facilities have reached the limit of gas handling. Expansion project ($10bn) will create additional value by the provision of additional, secure gas processing facilities and export/injection options to enable operator to manage an increase in the produced GOR from the field.

Develop revised Tender procedures to mitigate delivery and schedule risk for the project. Working with the Employer, prioritise activity required to deliver Project Contracting Strategy and Execution Plan (PCS/EP). Provide project and contract management expertise to help focus the negotiating team. Provide advice to both local content and contracts & procurement managers to assist in their input to PCS/EP. Work with PMT to ensure that the effects of cost control mechanisms are built into the PMT’s scope, structure and size. Develop and manage the relationship with the investor to maximise benefits to Contractor. Work on a daily basis with

investor to ensure the best possible transfer of information to and from PCS/EP.

Jun 13 – Oct 14 Sellafield Limited (nuclear site restoration, spent fuel and integrated waste management)Senior Project Manager – Active Effluent Treatment Plant (£500m) Certified ONR/NDA SQEP as Senior Project Manager Level 2 for complex projects over £500m.

Coaching and Mentoring of project managers to achieve “SQEP” status (suitably qualified and experienced personnel). Development of training and development planning based on APM Competence Framework. Collation of learning-from-experience and its application to complex process projects. Achieved project readiness for gated process (initial gate) to cost and budget. Developed innovative ways of engaging the supply chain notwithstanding OJEU implications. Development of capital delivery framework for $5bn over ten years – EPC/EPCm based partnership

Aug 12 to date Church Shade Limited (providing project leadership and dispute/claims advice engineering)Director – Projects and Disputes Consultancy

Providing advice on project leadership issues and dispute resolution processes Advising landholders on issues related to wind farm development Dispute adjudication boards in Europe/Far East on water treatment plants and electrical supply projects Advice to commercial start-ups.

Mar 12 – Jly 12 Fircroft Group (providing engineering resource in oil and gas)Project Director - Business Development

Developing a subsidiary in Canada focusing on mining for this company that has placed people in specialist technical industries for over 40 years, in mid to senior level roles worldwide with over 5,500 specialists in key sectors; Oil & Gas, Automotive, Power & Energy, Mining & Minerals and Engineering

Working with Board of Directors in UK and Ontario to establish a subsidiary to provide engineering services (project office, value assurance) and establishing entity, business planning, tender preparation and contract negotiation.

Oct 11 – Mar 12 Thames Water (regulated utility responsible for clean/waste water for Greater London)Programme Delivery Manager

Responsible for all aspects of the delivery of major process plants for the process business (part of the £4 billion AMP5 programme), treating waste water and delivering water to a population of over 10 million in London and the surrounding areas

Programming the final three years of the five year AMP programme for the delivery of around 2,800 MLD of water Effectively developing a reporting strategy based on earned value incorporating analysis of detailed schedules Working with construction teams and contractors to focus on regulatory outputs, whilst reporting to the Board on a monthly

basis on programme KPIs and safety performance Developed team working across the project managers reporting to me and improved cross-fertilisation of project issues,

reducing by almost half project issues escalated to the Board.

Feb 09 – Sept 11 BG Group (FTSE100 listed £12 billion/10,000 headcount oil and gas company)Project General Manager

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Delivering at all stages of project life cycle (create, assess, define, select, execute and operate) in the US, North Africa, UK and Australia for a programme valued at USD15bn to deliver gas and LNG to 2060

Identifying the impact of cross cultural behaviours and developing HR strategies to mitigate these effects, whilst also mentoring a number of senior managers in the business

Developed land acquisition processes reducing times for approval by half and saving in the region of $200 million Rescued a distressed project following termination of the original EPC contract valued at £400 million

Aug 06 – Aug 09 Plastic Logic Limited (a Cambridge spin-off developing forerunner to “Kindle” displays)Project Director

Reporting to the board for this VC funded Cambridge based company that received funding of US$500mm to enable it to establish the first plastic electronics factory in the world

Managing the German subsidiary in Dresden as interim Geschäftsführer with a key role in the selection of the factory location, project/schedule management of the overall scheme, delivery of the factory including equipment, development of expansion strategy in Russia and stakeholder management, including rigorous governance protocols

Delivered 8,000m2 factory within 18 months at 60% of international benchmarked costs including recruitment of initial team an procurement of start-up materials

Nov 04 – May 05 Plastic Logic limitedAdvisor to the Board

Expertly advising on procurement and management of infrastructure/cleanroom projects and the acquisition of high capital value equipment, including legal awareness of cross border contracting

Offering advice to Board on best practice project management; leading selection of and negotiation with contractors

Sept 05 – Jul 06 CENAMPS (Centre of Excellence for Nanotechnology, micro and photonic systems)Interim Project Director

Managing funding stage of a £20mm interdisciplinary research centre and pilot manufacture line for plastics electronics, liaising with industrial partners and funding agencies (DTI). Subject to OJEU procurement rules.

Handling critical analysis of the business with the Board, leading to the restructuring of the project team to deliver the programme, e.g. building, equipment, technology and process transfer.

Drafting and negotiating high-level agreements for technology transfer, whilst gaining advice on industry sponsorship

Jun 03 – Oct 05 National Health Estates (Arm’s length body responsible for the whole health estate)Strategic Advisor/Chief Operating Officer

Undertaking role as a Strategic Advisor to the CEO; for this Arm’s Length Body responsible for the stewardship of over £80bn in assets and a year on year construction programme of £4bn; employing 180 people with an annual budget of £30mm

Interim COO for consultancy division (Inventures) employing 100 people throughout its planned abolition Directing and facilitating core project team to provide strategic input to the direction of travel and products and services

required to support direction of travel Developing a programme management approach for the abolition of the agency, providing clear direction for the HR,

finance and organisational issues as functions are abolished, whilst providing leadership and focus to ensure that the products and services are delivered seamlessly

Closed down Inventures whilst reducing the expected involuntary redundancy numbers from fifty to zero, with the associated savings in cost and reputation

Jun 03 – Oct 05 Ipswich NHS Mental Health Trust (providing services to both Suffolk and Norfolk)Project Leader

Working with patients and staff to assess current services and re-design in light of DH guidance (National Service Framework), to produce clinical output specifications and strategic planning for the provision of new assets (£50mm via PFI) to contain new services

Ensuring development of business case for project funding/financing (PFI) model Facilitating a series of workshops that enabled services to be reviewed in accordance with national care standards Expertly developing team confidence by producing revised service flows quickly and efficiently; typically three months’ work

compressed into two weeks Reducing the number of project teams from ten to four by focussing on the core service issues, returning approximately five

man-years of effort back to clinical/medical issues Ground-breaking inclusion of service users within project teams

Nov 02 – May 03 Plastic Logic LimitedManagement Consultant

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Acting as a consultant for this VC funded company making plastic electronic circuits based on the ink jet printing/spinning of conducting organic polymers, advising the Board on procurement and management of infrastructure and cleanroom projects

Establishing management by project systems within the business; adopting best practice procurement techniques for capital works to achieve savings of over 20% on major works contracts in addition to ensuring adoption of value engineering processes

Jun 02 – Nov 02 Shanks Waste Management (waste and recycling including landfill)Regional Managing Director

Holding full operational responsibility for £60mm division of £550mm plc, working within the solid waste sector of UK and Europe with both P&L and HR responsibility

Completing a strategic review of current business process and offering advice to the Board with respect to realignment of business focus in the light of the latest legislation

Undertaking leadership of restructure of the organisation to suit the current business needs Key achievements included increasing vehicle utilisation up by 60%, reducing fleet size reduced by 25%, driving profitability

up from 0.5% to 5%, rationalisation of KPIs and reframing business as a process industry with the emphasis on waste as an intermediate stage in a manufacturing process

Nov 00 – May 02 Cambridge Display Technology (VC funded Cambridge spin-off developing light emitting polymers)Project Director

Leading VC funded start up for the monetisation of displays based on organic light emitting polymers (OLEPs) on an international basis

Establishing a group project directorate, providing project management and advice on project structure, procurement, leadership and risk analysis for the procurement and construction of a manufacturing facility for OLEP displays

Achieving $30m funding for construction of a state-of-the-art OLEP display line (first of its type and size in the world) Introducing management by project philosophy; radically changing how research division planned work Key achievements included planning, design and construction of display line (including commissioning) within 12 months,

increasing value of the VC business by $100mm and negotiating with parties in USA, Japan and Europe to obtain typical savings of 20% on original quotations and target deliveries.

Apr 00 – Oct 00 Lucent Technologies (global fixed/mobile telephony business)Project Manager

Expertly managing the civil engineering and construction works associated with the deployment of communications networks throughout Europe Middle East and Africa on behalf of fixed and mobile network and technology providers

Establishing partnering deals on network builds throughout Europe; valued at £2bn Restructuring the method of obtaining project finance by convincing network builders to work on a DBFO basis, reducing

reliance on Lucent's loan facility by $300mm on a $1bn network build

Jan 00 – Mar 00 PowerGen CHP (Power plant division of electrical supply regulated utility)Interim Project Advisor

Successfully contributing to design and construction of a new generation combined cycle combined heat and power plant for Michelin Tyres; focusing on effective project management and project structure

Introducing a risk management system which allowed the identification of risk on a complex engineering project Demonstrating system to client, contractors and Secretary of State for planning issues

Additional Roles

2000 – 2008 Short-term leadership roles for Salt Union Limited, University of Bristol, Devon County Council, Energy Saving Trust, Ecole Hotelier de Lausanne. Also contributing to strategic direction setting

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for OGC (Gateway Review Leader), Stamford Vision 2015 and Professor Sir Richard Friend (Cavendish Laboratory, Cambridge).

Achievements included finalising planning approvals with Secretary of State for Environment and subsequent monetisation of benefits, savings in project costs amounting to £10 million, reorganisation and TUPE of a large government department, leadership of a CIC (community interest company) and development of a new teaching module. Resolution of disputes – NEC, ICE, JCT and FIDIC.

1990 – 1999 Range of critical management roles for TXU Europe, Kraft Jacobs Suchard, United Utilities, Degremont UK Limited, Atomic Weapons Establishment, Rolls Royce Plc, Nuclear Electric plc and short term roles for Pratt and Whitney, Cenco, GE Aerospace, Trestle Theatre Company (lottery funded), Portasilo Limited (materials handling) and Geofabrics Limited (engineering materials).

Achievements included project delivery across a number of sectors, the development of project teams, savings in excess of 25% of annual costs for part of a large utility through business process engineering, pro bono support for a large lottery funded arts project.

1980 – 1989 Various design, project and construction management roles including work for civil engineering contractors Costain Engineering, Peter Birse and Norwest Holst, Insituform (international pipe repair business), Merz and McLellan (design engineers) and ICI (pharmaceuticals).

Based on the experience gained became a member of the Institution of Civil Engineers, chartered engineer (in the UK and throughout Europe) and a member of the APM.

Assignments of less than five days duration are not shown. Specific Dispute Adjudication Board appointments and some contract advice assignments are omitted to respect client confidentiality.

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