Quote To Live By: “Logic will get you from A to B. Imagination will take you everywhere.”-Albert Einstein


  • Managing Portfolio of Superfund Sites
  • PRP Group Representation
  • Project Management
  • In situ Bio-Remediation
  • Sediment Remediation
  • Cost Reduction Alternatives
  • Landfill Closure
  • Facility Lead Program Management
  • Operations, Development, Process Safety
  • Distribution, Quality Systems

  • Full Profile

    Bob Conger has thirty-seven years of diverse industrial experience with two major players in the chemical and global technology and specialty materials companies. His demonstrated performance in environmental, health, and safety, environmental remediation, process safety, operations, engineering, maintenance, quality improvement, marketing, and distribution at over ten sites is a tremendous asset to the EHS Support team. He has years of experience implementing and improving Remediation systems, Process Safety systems, empowered and self-directed work teams, cost effective systems, ISO-9002, and FDA cGMP work processes.


    • BS Chemical Engineering, Bucknell University, 1976
    • BA Math, Bucknell University, 1976


    • AEG Remediation Workshop, 2015
    • Arcadis Remediation Bootcamp, 2010


    Celanese Corporation – Dallas, TX 
    Corporate Remediation Manager

    Responsible for the ultimate project management of corporate environmental remediation projects. This included coordination of consultants and Celanese resources while directing projects to achieve the optimal benefits with appropriate expenditures. Had responsibility for ~60 Celanese and Superfund sites as well as running our Strategic Review process for three years. Major sediment sites included the Passaic River and Berry’s Creek. Was the site contact/negotiator with EPA Region 3 for a RCRA Facility Lead Program analysis of a complicated site in VA. Eliminated annual spending of $400K+/yr previously used for consultants to manage the Superfund program. Provided ~$1M of cost reduction savings per year during tenure in this position.

    Celanese Corporation – Shelby, NC
    Global Process Safety Leader

    Responsible for the improvement, coordination, and maintenance of the process safety programs for all Celanese facilities (forty sites). Provided resources for integration of new business acquisitions and existing sites around the world. Some major thrusts were the reduction of dedicated PS resources by over 50%, implementation of a corporate “PS Management Review System”, and the strategic development for globalization of Process Safety programs to the European and Chinese sites. Was also a lead PS Auditor. The company decided to relocate me from this position at the beginning of 2006.

    Acetate Group – Charlotte, NC
    Global Process Safety Manager

    Provide a brief description: What did we do for the client? What tools or methods did we use to complete the project-what innovative or cost savings approaches were implemented?

    Acetate Group – Bishop, TX
    Environmental, Safety, Health, and Process Safety Manger

    Managing the EH&S and Process Safety resources for the Bishop Facility, a 1400 acre site with 1200 employees and 15 operating units from the Celanese Commodity Chemicals, Ticona Engineering Resins, and BASF Pharmaceuticals Bulk Actives businesses. The Bishop site gained OSHA VPP Star status in 2000 and produces near three billion pounds of product with annual sales of $700MM. Proactive safety strategy including strong behavior based safety programs achieved a 0.5 OIR for 2000. Member of Core Team in 2001 to redesign the plant structure and reduce costs by $20MM/yr.

    Chemical Group – Bishop, TX
    Pharmaceuticals Operations Manager

    Managing the Operations and technical groups for the world’s largest and most technically advanced ibuprofen unit and a world-class acetaminophen unit. The department consists of 160 people with an operating budget of $70MM and sales of $100MM. Successfully implemented the sale and transition of both businesses to BASF during 1998. The capacity of both units were increased by more than 15% each year. Strong performance safety and customer service continue to improve. Some areas have celebrated seven to ten years of operation without an OSHA recordable injury and FDA inspections have been performed without notation of any “486 findings”. Adopted additional responsibilities of the New Business Development Manager during 1999. Developed the position and a matrixed organization to market the site for attracting new businesses to build units at the Bishop Facility. A marketing strategy was developed and brochures and website were constructed.

    Polyester Intermediates 
    Technical Manager & Co-Products Business Manager

    Managed the Wilmington, NC engineering, laboratory, R&D, Process Safety, and Co-Products marketing and business functions (60 person staff, $6.5MM budget, 29.5MM operating budget). Facilitated and played key role in the development of a global strategy for the $1.1B/year Polyester Intermediates business. Reorganized the previously separate Technical & Co-Products departments into one department in March 1996 and provided an $8MM/yr positive earnings improvement for the methanolysis recycle business. Globalized the Co-Products business, capital management system, and R&D functions for the 5-site Polyester Intermediates business. Prepared a business plan for methanolysis business and ultimately shut down the business in March 1997. Approved an alternate process to utilize the equipment. Modified and implemented business plans for the marketing of the Co-Products product lines. Lead a team which successfully researched and negotiated a $50MM licensing agreement with Mitsubishi Chemical Company for terephthalates process technology.

    Chemical Group
    Northeast Distribution Manager

    Managed a chemical terminal in Newark, NJ with 47 HCC and 20 contract employees and a $7MM operating budget. Position also responsible for the administration of a contract warehouse and separate contract terminal. The Newark Terminal achieved ISO-9002 certification at the end of 1993. Performed an economic analysis, prompted by significant business changes, which indicated that HCC should sell the terminal and utilize contract facilities. Developed and sold to corporate management a performance based bonus plan to keep employees focused on a safe and efficient transition, transparent to customers. The transition implementation was completed in 1996 free of customer, environmental, or safety incidents and with great cooperation of the workforce. The 1995 operating budget was reduced by $3MM and an additional $2MM/yr savings achieved when the transition was completed.

    Chemical Group
    Midwest/West Coast Distribution Manager

    Combined the Midwest and West Coast distribution groups by relocating the Midwest office from Chicago to the Chemical Group Headquarters in Dallas. The group performed the administrative functions for twelve contract bulk terminals and package warehouses utilized by HCC and had a budget of $4.5MM. Quality incidents during 1993 were reduced by 60% and the elimination of under-utilized assets produced $800M/yr savings

    Formaldehyde and Derivatives Marketing Group Product Supervisor

    Provided coordination between the Marketing, Sales, and Manufacturing functions for a business unit with $200MM/yr in sales. Developed product material balances that lead to $7MM of additional sales by taking advantage of business conditions. Developed MRP and statistically based inventory and resupply plans for 120 product/package/locations that reduced resupply costs and increased product availability for customers. Provided earnings forecasts for the business group and played an important part in achieving ISO-9002 certification in 1992. Lead and participated on several Quality Action Teams associated with safety, productivity, and diversity.

    Operations Technical Group Leader

    Implemented a new organization and coordinated the support functions provided to four operating units by process engineers, project engineers, and chemists. Lead or participated on three quality action teams that received corporate quality awards for (1) implementation of statistical process control, saving $800M/year, (2) a step change improvement in product quality requested by our largest customer, and (3) an evolutionary approach which resulted in a rapid 35% increase in capacity of a sold out unit while requiring little capital. Initiated work and sold a concept of converting the process control of the units to a fully distributed control system. The project was funded for $2.4MM and installed in 1990.

    Quality Processes Group Leader

    Provided a change agent role in transitioning a manufacturing plant to a Quality culture while coordinating the activities of a group of engineers. The Philip Crosby and Demming Quality philosophies were adopted by the 750-person facility and engineering efforts were focused on developing interruption free processes. Higher Q1 yields and equipment utilization resulted in millions of dollars of additional earnings in a very competitive market.

    Celanese Fibers Group Polyester Filament Plant

    Started as a development engineer in polyester textile filament products. Developed Octolobal melt spinning and texturing processes that enabled a $3.6MM/year cost savings while achieving superior product quality. Accepted a new plant position as a Cost Reduction Planning Engineer in December 1979. Applied Boston Consulting Group (BCG) cost experience curves to facility businesses and identified, initiated, and/or developed economic justification for project expenditures of $4.1MM providing $3.6MM in annual cost reductions. Promoted, May 1981, to Maintenance/Project Engineering/Cost Reduction Superintendent of the False Twist Texturing Department. Job responsibilities included supervising the texturing maintenance (54 employees) and project engineering (3 engineers) functions as well as contract labor for the plant (84 people). An extensive head count reduction exercise was carried out in this assignment.

    E. I. DuPont de Nemours
    Industrial Fibers Division

    Began as a Production Supervisor directing the efforts of a shift in Nylon Beaming, Winding, and Direct Pack in a union facility. Promoted, December 1977, to Process Engineer of the same area.