January 2017
Columns
Viewpoint: Reshaping the industry toward innovation, certainty and efficiency
It is no secret that capital costs of major projects have skyrocketed over the past decade. A July 2015 industry report noted that the average megaproject’s cost increase is 80% of its original value, with an average schedule slippage of 20 months.
The Author
Jim Brittain is the President of energy and chemicals for Fluor. He has global oversight for business development and operations in the upstream and downstream oil and gas markets, as well as the chemical and petrochemical industries. Prior to assuming his current position, he was President of energy and chemicals for the Americas region. Mr. Brittain has served the company in numerous roles in his nearly 30 years with Fluor, including as Vice President of operations and General Manager of Fluor Canada. Since joining the company in 1987, Mr. Brittain has held roles in operations, project management, engineering management and project controls for major refinery, upstream, gas processing, oil sands and petrochemical projects. He has extensive domestic and international experience, including assignments in Canada, the US, Saudi Arabia, the UAE, Japan and the UK. Mr. Brittain has a BCh degree in electrical engineering from the University of Manitoba, and is a registered professional engineer in Alberta.
Related Articles
- Optimizing NGL treatment for sulfur and methanol reduction at Pembina NGL Corporation’s Redwater fractionation plant—Part 2
- Manage reliability and asset management performance by implementing a reliable operations committee program
- Harness the power of asset performance management to transform reliability
Comments