Professional Review Report Example - IGEM - Institution of … prr example (2).pdf · ·...

Professional Review

Report Example

(2)

Chartered (CEng)

Membership

Institution of Gas Engineers & Managers

Page i Professional Review

Contents Subject Page 1.0 Curriculum Vitae ii 2.0 Competency Matrix Mapping iv 3.0 Professional Review, 1999 to Present Transco/NGT plc 1 4.0 Career Progression 1

4.1 1999 to 2001 Graduate Engineer 1 (BG plc GDP) 4.2 2001 to 2002 Network Officer 3 ~ Construction (Transco)

4.3 2002 to 2003 Network Operations Manager 6 ~ Special Projects (National Grid Transco) 4.4 2003 to 2004 Network Operations Manager 8 ~ Pressure Management (National Grid Transco) 4.5 2004 to Present – Implementation Manager – Next Steps 12 ~ MARS Team (National Grid Transco)

5.0 Professional Affiliations & Activities 13

6.0 Declaration 14 7.0 Appendix Degree Certificate 15


Page ii Professional Review

1.0 Curriculum Vitae NAME: Steven Vallender NATIONALITY: British DOB: 06/07/1975 EDUCATION: 1994-1998: University of the West of England, (Bristol)

2:1 BEng (Hons) Aerospace Manufacturing Engineering 1993-1994: North East Worcestershire College, Bromsgrove.

A’ Levels: Four, Mathematics, Physics, Art & Design 1988-1993: Haybridge High School, Brake Lane, Hagley. GCSEs: Nine, including Mathematics, Physics, Art and Chemistry PROFSSIONAL AFFILIATIONS: Associate (Graduate) Member of The Institution of Gas Engineers (IGEM) IGEM Young Persons Network Chairperson (03-04) IGEM Professional Development Committee Member IGEM Midlands Section Committee Member EMPLOYMENT: 2004-to Date: NGT plc: Implementation Manager – MARS Team Role: The implementation of the MARS Mobile Workforce solution into the

business, including the planning, resource allocation and interfacing with internal and external stakeholders as part of implementation strategy.

2003-2004: NGT plc: Network Operations Manager – Pressure Management Role: The management of financial and human resources to complete the

maintenance and repair of pressure reduction and storage plant and equipment operating up to 75barg, to prescribed legislation, policies and procedures & defined standards of service safely and efficiently.

2002-2003: NGT plc: Network Operations Manager – Special Projects Role: Single point of contact for special project works. Interface manager with

‘Network’ involving performance review against Provider Agreements; Budget submission for expenditure justification for all maintenance activities.

2001-2002: Transco Plc: Network Officer – Construction Role: Project Management from conception to completion of major construction

works, including project scoping, evaluation, procurement (material and resource), programming, reviewing installation and close out.

1999-2001: BG Transco Plc: Graduate Engineer Role: Development and completion of a 24-month personal technical training

programme to meet the objective of the Transco IGEM & IMECHE accredited technical engineering scheme: (Toward Chartered Status).

1998-1999: Kennametal Hertel Limited: Design Engineer Role: Employed to provide CNC design solutions using Computer Aided Solid

Modelling, applying ‘Design For Assembly and Manufacture’ and Concurrent Engineering Practices.


Page iii Professional Review

ADDITIONAL SKILLS/TRAINING: - Graduate Development Programme (National Grid Transco)

Including:- - IGEM Accredited Technical Training Programme- Project Economics and Decision Making - Working With Others- Princes Trust Volunteers Scheme- Basic Transmission Course- Basic Distribution Course

- ROSPA Managing Safely (IOSH) (ROSPA)- NRSWA Supervisory Course (Bromford Training Centre)- Internal Auditing Course (IQ Management)- Practical Environmental Management (Ground Work)

(National Grid Transco)- COSHH Assessments- Health & Safety at Work Act- Incident Management- CDM Course

(Advantica, Formerly BG Technology)- Below 7 Bar Network Engineering Update Course- High Pressure Network Engineering Update Course- Pressure Control & Storage Update Course- Gas Holder Maintenance Course - Pre-Heating Fault Analysis Course


Page iv Professional Review

2.0 Competency Matrix Mapping Section Evidence Ref Pg,p

A 1 Identify limits; broaden and deepen Knowledge

� Graduate Development Programme

� Research, Prepare and Present Technical Papers

� Active Member of Institution at District & National Level

� Safety Health & Engineering Standards & Procedures Group

4.1

4.1

4.1 -

1,[1]

2,[1]

2,[4]

-

2 Apply creativity and initiative

� Technical Paper Presentation – “One Man Down One to Go”

� Development and Implementation of Project Management Procedures and Systems

� Technical Non Routine Operations

4.1

4.2

4.2

2,[1]

3,[1]

3,[4]

3 Apply new technology

� PT5 & PT1 Pressure Testing Programme

� Implementation Manager for MARS Release 1.

4.2

4.4

5,[1]

11,[2]

4 Promote new technology

� Implementation Manager for MARS Release 1 & 2.

4.5 12,[3]

Section Evidence Ref Pg,p

B 1 Identify opportunities

� Co-ordinator for Construction Team Improvement Workshop

� Strategic Working Groups

4.2

4.2

3,[3]

5,[4]

2 Apply research and analysis

� Nechells Holder Purge Implementation of Unique Purging Method

4.2 6,[4]

3 Implement designs, enhancements and solutions

� PT5 & PT1 Pressure Testing Programme

GL5/G17 Projects:- � Luggbridge AGI � Leamington Pre-Heater Repair � Nechells Holder Grip Attachments � Audley Valve Replacement � Acocks Green Defective Valve

Replacement

4.2

4.2 4.2 4.3 4.4 -

5,[1]

3,[1] 5,[3] 7,[1] 12,[2]

-

4 Evaluate designs, enhancements or solutions to problems

� Multiple Non Routine Procedures at All Pressure Tiers

� Project Scoping GL5/G17 Projects:- � Luggbridge AGI � Leamington Pre-Heater Repair � Nechells Holder Grip Attachments � Audley Valve Replacement � Acocks Green Defective Valve

Replacement

4.3

4.4

4.2 4.2 4.3 4.4 -

6,[3]

12,[1]

3,[1] 5,[3]

7,[1] 12,[2]

-


Page v Professional Review


C 1 Plan, implement and co-ordinate tasks

� Annual Maintenance Plan Execution

� Project Management:- � Preparation of CDM Health and

Safety Plans for Planning and Construction Phases

4.4

4.4 4.4

8,[3]

11,[3]

12,[2]

2 Prepare plans and budgets; organise, direct and control resources and people

� Project Management of Material, Labour, plant and Financial Resources

� BNRR Finance Co-ordinator � Involved in Maintenance Budget

for WM � Standby Rota Preparation &

Participation � Preparation & Submission of

Business Case for Budget Expenditure

4.2

4.2 4.3

4.3

4.4

3,[1]

4,[2] 7,[2]

7,[3]

8,[3]

3 Provide leadership and develop subordinates and others

� National Graduate Progression Framework (NGT)

� Staff Performance Reviews reviewing progress & setting targets

� Training Co-ordinator for WM � Developed, Implemented WM

Apprentice and adult Recruit programme, reviewing progress & setting targets

� IGEM YPN Chair – Programme Development

� Active Member of the Professional Development Committee

4.2

4.4

4.4 4.4

5.0

5.0

5,[4]

8,[5]

9,[2] 9,[3]

13,[1]

13,[1]

4 Implement quality systems

� Development and Implementation of Project Management Procedures and Systems, for Design, Finance and resource planning and Management

� Application of Project Quality Management Systems

� Pilot Workstream Audit Workshops

4.2

4.2

4.4

3,[4]

3,[4]

9,[4]


Page vi Professional Review


D 1 Work and communicate with others

� Maintenance Team Briefs � Tool box Talks with Industrial

Staff � Workstream Inspections � Safety Audits � Industrial Staff Sector Safety

Representative Chair � NOMF Forum Chair � IGEM YPN Chair

4.4 4.4

4.4 4.4 4.4

4.4 5.0

8,[4] 8,[4]

8,[4]

9,[4] 9,[4]

10,[1]

13,[1]

2 Prepare and present ideas and plans

� IGEM Technical Papers � Strategic Workshops � National Graduate Progression

Framework � Industrial Staff Resource

Workshop (MARS)

4.1 4.2 4.2

4.5

10,[3]

3,[3] 5,[4]

12,[3]

3 Create and maintain effective working relationships

� Strategic Workshops � Tool box Talks with Industrial

Staff � Industrial Staff Sector Safety

Representative Chair � NOMF Forum Chair

4.2 4.4

4.4

4.4

3,[3] 8,[4]

9,[4]

10,[1]


E 1 Comply with code of conduct

� Role Model for New and Current Graduates

� Active Member of the Professional Development Committee

5.0

5.0

13,[1]

13,[1]

2 Assess risks and apply safe systems of work

� Nechells Gasholder Demolition Project

� Review and Update Safety Technical Competencies for Industrial and Operational Staff

� Application of Safe Control of Operations

� Review of Tender Submissions for Evasive and Non-Evasive Works on Operational Sites

� Authorising Engineer on all Pressure Tiers

� Writing and Reviewing Method Statements and Risk Assessments to Enable Safe Working on Operational Sites

� Preparation of CDM Health and Safety Plans for Planning and Construction Phases

� Safety Health & Engineering Standards & Procedures Group

4.3

4.4

4.4

4.4

4.4

4.4

4.4 -

6,[4]

9,[2]

10,[2]

12,[2]

10,[2]

10,[2]

12,[2] -


Page vii Professional Review


E 3 Apply sound environmental practice

� Member of the Successful ISO14001 Implementation team for West Midlands

� Environmental Best Practice application, involving the briefing and implementation of New Procedures

� Writing and Reviewing Method Statements and Risk Assessments to ensure the application of sound environmental practice on Operational Sites

� Involved in COMAH On and Off-Site Contingency Plans

4.1

4.1

4.4 -

1,[3]

1,[3]

10,[2] -

4 Maintain and enhance professional competence

� Personal Development Plan Reviewed and Developed with Professional Mentor

� Continual Involvement in IGEM District Section

� Active Member of the IGEM Professional Development Committee

� IGEM YPN Chair

4.1

4.4

5.0

5.0

1,[3]

10,[3]

13,[1]

13,[1]

3.0 Professional Review, 1999 to Present Transco/NGT plc

4.0 Career Progression

4.1 1999 to 2001 Graduate Engineer (BG plc)

[1] The BG Group plc Graduate Development scheme comprised of a twenty-four

month IGEM accredited technical training programme. There were thirteen prime

objectives that contributed toward chartered status. Interwoven into the technical

programme was an eighteen-month generic scheme including, performance

management, interpersonal skills, team working, financial control and economics.


Page viii Professional Review

[2] The scheme included technical and management placements in business units,

self-study work and formal and informal training. The technical placements

provide opportunities to work directly with ‘industrial staff teams’. These team

projects included, policy replacement, low and high-pressure maintenance, gas

escape response and classification and subsequent repair.

For example, on a 24” ‘enforced diversion’ in Coventry, I participated in the

physical installation of a double Iris stop.

[3] My management placements focused on applied information systems.

For example I implemented a data capture solution to the Working Time Directive

Regulations within the framework of the Data Protection Act. I also wrote

innovative local procedures for managing waste streams as part of the ISO 14001

management system. The procedural tool I used was a database that monitored

full containers rather than individual waste items. Both projects involved a

structure of staff training and the communication of best practice. All projects

provided valuable experience and formed part of my mentor monthly reviews.

Fig 1. Demolition Sequence


Page ix Professional Review

[1] From the start of the programme I became an active member of the IGEM

Midlands district section. I took the opportunity to prepare and present a

technical paper for the ‘IGEM Young Engineer of Year Competition’ titled, “One

Man Down One to Go”. The paper outlined the construction and mechanical

workings of the M.A.N. waterless gasholder. It detailed the advantages and

disadvantages of a M.A.N. compared to the ‘water sealed vessels’. It concluded

with a resume of the demolition process used to demolish the M.A.N. holder at

Swan Village, West Bromwich; I went on to win the Competition.

[2] I was also privileged to win a travel scholarship to the World Gas Conference in

Hong Kong, based on a paper I submitted on IGEM “Venturing into the New

Millennium”. The scholarship to the Far East gave me the opportunity to meet and

exchange ideas with engineers from other countries and observe the application

of gas infrastructure in Hong Kong and China. Consequently I have a high regard

for the benefits of researching and presenting papers and actively encourage

young graduates to do the same.

4.2 2001 to 2002 Network Officer ~ Construction (Transco)

[1] I joined the team during a particularly active period; consequently I was fully

involved with all aspects of the work from day one. This specifically included

financial control, procurement and logistics, site supervision of multi-disciplined

staff and contractors and project closeout. I was able to work closely with and

learn from experienced engineers and managers. Much of my work at this time

required me to define the envelope of work and review subsequent tender

evaluations for the technical and non-technical services. This gave me the

experience required to identify and source resources in order to complete an

activity. I became fully involved in the physical works on site, G17 (IGE/GL5)

submissions and writing and carrying out LP, MP & HP non-routine procedures.


Page x Professional Review

Typically, decommissioning, re-commissioning of pressure reduction installations,

under pressure work and the installation of new pipework.

[2] Three of the projects during this time were:-

Re-validation works on the 36” Barlaston to Milwich HP pipeline (£2.65M)

Five HP Diversions as part of the Bnrr (Birmingham Northern Relief Road £1.2M).

High Pressure - Pressure reduction installation Re-build (£375K)

[3] On completion of these projects I initiated and managed a workshop to review

and evaluate the teams performance. Findings were used to inform strategy for

the next period of work. As part of the workshop I facilitated two S.W.O.T.’s, one

of the team and one of our activities. This identified skills gaps and process

development opportunities. I devised an action plans and co-ordinated work

groups with specific tasks to develop solutions and improvements.

[4] Financial control and forecasting was identified as a critical factor. Therefore I

developed and implemented a software solution, which managed forecasting,

[1] budgeting and financial reporting. This enabled individual engineers to take

responsibility for financial control of their projects. This I believe had a significant

impact on improving the business relationship between my team and our

stakeholders by improving the efficiency and consistency of our forecasting.

[2] My financial solution and procedures were successful in satisfying the external

scrutiny of the auditors sent to us by CAMMBA for the financial sign off for the

Bnrr works. This was pleasing as I had responsibility for the financial control of

our phase of the project.


Page xi Professional Review

[3] When I joined the team major project design was outsourced to specialist

outfits. I identified the need for the team to be able to complete conceptual

drawings for scope work and G17 (IGE/GL5) design modification submissions.

Having previously worked in an engineering design company prior to National

Grid Transco I was able to develop a bespoke solution. This included design

registers to manage records, standard drawing templates and component and

part libraries. I took the solution a step further and developed a suite of template

documents to be used for design, scope of works and modification submissions.

The full solution improved efficiency, consistency and quality and became

recognised as best practice. I also become the co-ordinator for the application of

IGE/GL5 across the Network for all maintenance activities.

[4] Within the Network structure the construction team were aligned to the

mechanical workshop. The facility provided fabrication, repair and revalidation

services for high and low pressure pipework, water bath heater tube bundles and

heat exchangers. This gave me the opportunity to work closely with the team and

develop my knowledge of mechanical fabrication and subsequent non-destructive

testing. Including weld inspection, hydrostatic and pneumatic testing.

[1] During my time with the pressure testing engineers I developed a package that

streamlined the PT5 and PT1 pressure testing process. The bespoke package

recorded the results of the test during pressurisation and monitoring and

automatically generated the pressure test report for the test piece, a bottleneck

in the current process. The package reduced the time taken to produced the

report by 80% and introduced a consistent quality document. The improvement

in the process came just in time for the national water bath heater programme.


Page xii Professional Review

[2] As this was my first substantive role I was given the opportunity to participate

in the emergency standby cover required across the Network. I was part of a one

in five cover as first call engineer for industrial and commercial, pre-heat and

gasholders. Prior to starting my first cover I made arrangements to spend time

with all the teams day to day to get to know the individuals and expand my

knowledge of their activities.

[3] I had the benefit of being supported by very experienced craftsman, resulting

in a concentrated but comfortable learning environment. One of my more intense

periods resulted in completing an emergency repair on a modular pre-heating

system; the repair involved the sealing a cracked fire tube in order to maintain

functionality. I subsequently had to complete a retrospective design and G17

(IGE/GL5) submission for approval.

[4] In 2002 I joined the National Engineering Graduate Development Working

Group. Its remit was to assist engineering graduates to develop their engineering

skills and to address the migration of engineers from the core discipline. The

output of the group established a structured guidance document to aid

progression and a framework against which an engineer could be objectively

measured and subsequently rewarded.

[1] I worked closely with technical training and defined the structured document

that presented a best practice approach to business placements including content

and duration. The next step was developing a competency and experience

framework to measure and reward the individuals. This involved liaison and sign

off from Human Resources, Pay role, the Director of Safety and Engineering and

the Chief Executive Officer. The project was successfully implemented.


Page xiii Professional Review

4.3 2002 to 2003 Network Operations Manager ~ Special Projects (NGT)

[2] Initial responsibilities included the role of single point of contact for the

enabling works and subsequent demolition of two column guided water sealed

gasholders on a top tier COMAH site.

[3] In order to remove the holders the site needed substantial rationalisation and

as authorising engineer I was responsible for preparing and completing a number

of complex non-routine operations. These included flow stopping, purging,

pipework and equipment removal and large diameter tie-ins of all pressure tiers.

All completed against strict timescales in order for the demolition works to start

on schedule.

[4] During the planning process I liaised with the appointed contractors in order to

review and develop working practices in line with internal policies and procedures

and the Construction Design and Management (CDM) regulations. The two

holders were sited in a low point on the landscape, which was further

complicated, by the proximity and height of the surrounding buildings.


Page xiv Professional Review

Fig2. New Purging Methodology [1] Therefore methods, as described in IGE/SR/22 were not directly applicable. The

new methodology was based on a review and challenge and resulted in the use of

one of the hollow columns as a 45-meter purge pipe. I designed and installed the

grip attachments that were subsequently used to complete the purge.

[2] Following completion of the holder project the role developed into interface

manager between Network Maintenance and our primary stakeholder. This was

achieved through regular meetings, which reviewed performance against defined

Service Provider Agreements (SPA’s). The SPA’s included maintenance, training,

construction works, health and safety, special projects and the management of

Ad-hoc work requests. During this period I developed new practices, which

improved the consistency and efficiency of the control measures used to monitor

performance and delivery. The role also involved preparation for the financial

review. This included budgetary submissions, for capital, operating, replacement

expenditure and the compilation of financial information, which was used to

justify maintenance activities.


Page xv Professional Review

[3] Toward the end of this period I was responsible for managing the standby rota.

The completed rota highlighted a number of skills gaps and training needs,

[1] specifically with regards to support for pre-heat. To address this I developed a

course to close the gaps. I defined the content, created the training package

completed the delivery and assessments of the necessary staff. Before

implementing I secured the support of the trade union. The training package was

presented on site and combined practical and theoretical material. Recently the

package has been used as a benchmark to deliver a similar course on Gasholder

Antifreeze systems.

4.4 2003 to 2004 Network Operations Manager ~ Pressure Management (NGT)

[2] In April 2003 I assumed the duty of a Pressure Management Network

Operations role accountable for the day to day running of a geographical sector.

[3] In outline my responsibilities were for the planned and unplanned maintenance

and repair of high-pressure reduction installations, holder stations, industrial and

district governor stations and gas conditioning apparatus. I was accountable for

defining and managing the sector Capital and Revenue expenditure budgets. The

experience I had gained in the construction department significantly help when

forecasting, preparing and submitting business case for ad-hoc spend.

[4] I managed seventeen direct staff, two technical, twelve governor craftsman,

one adult recruit and two apprentices. Responsibility for direct reports for the first

time came with associated requirements and challenges. Monthly team

compliance briefs were always active and safety audits and quality workplace

inspections were full of discussion.


Page xvi Professional Review

[5] Staff performance and target setting were central to the delivery of the

required workload. I completed staff performance reviews on both a formal and

informal guise. I used a review and challenge technique to encourage full

[1] involvement in the process. Working closely with my staff and industrial staff

has ensured high performance, zero outstanding maintenance and full

compliance. The responsibility for full compliance with Codes of Practice, Field

Procedures and legislation significantly increased my knowledge of related

Standards and Operating Procedures for example the Pressure Systems Safety

Regulations.

[2] In addition to the performance and compliance of the team I was also

accountable for their development. This involved ensuring they were more

effective in current roles and acquired the relevant skills for future workloads. I

adapted a method used during my mentor meetings to highlight development

opportunities as part of the review. I was finally responsible for the update and

signoff of my staff and industrial staff’s safety and technical competencies.

[3] I was responsible for the key development of my adult recruit and apprentices.

I defined and co-orientated a review framework in my sector for the appraisal of

their progress. This involved mapping their training requirements against the

framework and defining a formal procedure to manage the process. The process

recorded current progress and formally set mutually agreed targets to be

achieved by the next review. I was particularly pleased with the results, as were

the business, and as a result the process was adopted as best practice across all

sectors.


Page xvii Professional Review

[4] During my time in the role I pioneered the development of the industrial safety

representative role within the section with very successful results. Communication

channels were greatly improved near miss reporting increased and the attitude to

safety of the whole sector increased. The group, my two safety representatives

and myself met bi-weekly to discuss and action health and safety issues within

the sector. The team developed best practice approaches to site safety audits,

[1] information reporting and formal review on progressed and actioned items.

The complied performance document was fed back to the network operations

management forum (NOMF), which I went on to chair. Attended by the

Operations Managers, Safety Representatives and Senior Shop Stewards, the

purpose of the forum was to discuss and action any issues relating to the Network

and specifically the Industrial Staff. Chairing the NOMF gave me the opportunity

to develop my negotiating skills, build upon trade union relations and have a

direct positive impact upon the working team. This was acknowledged by the

business and as a result I have presented issues at the LJIC on behalf of the

sector.

[2] In addition to the planned and unplanned maintenance activities I was also

responsible, as Authorising Engineer for any works being undertaken on any of

my sites. The role involved the application of the safe control of operation

procedures, reviewing method statements and risk assessment to ensure the

proposed method covered all operational, safety and environmental eventualities.

Once satisfied with the defined controls, as with the Nechells holder demolition

project, I was responsible for the issue of permitry as authorisation for works to

commence. In order to achieve Authorising Engineer status I had to compile a

pack that included all relevant information to prove competency, the document I

submitted was adopted as best practice and was used as a template for all

subsequent submissions.


Page xviii Professional Review

[3] During my career I have continued to fully support the Midlands Section of

IGEM and in April 2003 I prepared and presented my second technical paper at a

district section meeting. Having worked on the final revalidation works of the

Barlaston to Milwich Pipeline as a network officer, I research and prepared a

paper on Stress Management in High Pressure Pipelines.

Fig 3. Stress Results on HP Pipeline (Highlighting Critical Areas)

[1] The paper presented the cause and effects of ground movement from mining

on pipeline loading and reviewed the techniques applied in order to mitigate the

resultant stresses. The final section of the paper described the application of the

work I had completed during my time as a Network Officer in Construction. The

paper was recently short-listed and submitted for the IGEM Silver Medal Award.

[2] In July 2003 I led the implementation of phase one of the Network Maintenance

Mobile Asset Repository Solution, (MARS). This initially involved the delivery of a

training package to selected Industrial staff. The content of the course took the

attendees through the use of the new GoBook laptop through to using e-mail,

word processing, GPRS and completing the asset data capture database. Due to

the varying skills levels in the group and a reluctance to embrace new technology

the course tested my communication and delivery skills to the limit in order to

ensure a quality package. Feedback questionnaires from the course highlighted

the highest possible marks for the programme. The subsequent step involved the

physical asset data capture and equipment validation, with over three thousand


Page xix Professional Review

sites to visit, the task required significant attention to ensure targets were

delivered.

[3] Managing a geographic sector did not exclude me from special project work.

For this reason, I recently managed a 36” High Pressure Valve replacement

project on a Transmission Station.

[1] The project included the initial conception work and generation of the business

case for expenditure authorisation.

Fig 4. Design Submission

[2] I subsequently produced the scope of works for the invitation to tender and

created the G17 (IGE/GL5) design submission. I also took the opportunity to

create and own the health and safety plan as part of the Construction, Design and

Management Regulations (CDM) for the Planning and Construction. Finally I was

involved in the non-routine procedures as competent person to decommission

and re-commission the pipeline in order to complete the modification works and

return the line to full operation.

4.5 2004 to Present – MARS Implementation Manager – Next Steps

[3] Having been involved in the rollout of Phase 1, I have recently been appointed

as implementation manager for West Midlands for the second phase. The role

involves defining the strategy and executing the final solution into the business.

This has included planning training delivery, resource allocation and the

interfacing with internal and external stakeholders to ensure sign off.


Page xx Professional Review

5.0 Professional Affiliations & Activities

[1] I was a founder member and am now chairman of the Young Persons Network

(YPN). The Institution launched the YPN as a vehicle through which to

communicate and encourage newly qualified engineers and young professional to

continue their profession. We do this by organising events to bring young people

into contact with current professionals in the industry. Finally I am an active

member of the IGEM Professional Development Committee (PDC).

[2] I enjoy these rewarding activities partly because it provides me with the

opportunity to meet professionals and new graduates, partly because it helps me

fulfill my responsibilities as an active member of Institution and also because it

helps me fulfill my own commitment to my personal professional development.

6.0 Declaration

“I certify that I have read the Professional Review report written by

………………………. and confirm that to the best of my knowledge it is a true and

accurate statement”

Name: Robert Murray BEng (Hons), MBA, CEng, FIGEM, FInstLM, MIED

Signed:___________________________ Date:________________________

Designation: Head of Engineering - Central England, Fulcrum Connections

7.0 Appendix – Degree Certificate (Copy)

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