TURNAROUND EXCELLENCE: PLANNING + EXECUTION SAMPLE REPORT

OQ SR2 TA 2022 EVENT OPTIMIZATION

ARCHIPELAGO

“A man who dares to waste one hour of time has not discovered the value of life.”

-Charles Robert Darwin

EXECUTIVE SUMMARY Archipelago was engaged in late 2021 to deliver a tailored Event Optimization program for OQ’s first Turnaround of their new SR2 facility. OQ set themselves the target of a top quartile mechanical window, or 18 days instead of the originally planned 39.

The results of these efforts generated progressive reductions in the overall expected duration of the Turnaround from a P50 analysis, delivering a significant production and risk reduction impact to OQ. The actual execution in 32 days represented a P20 result in our analysis.

39 Day Mechanical Window

27.2 Day Mechanical Window

25.2 Day Mechanical Window

Shut-Down + Start-Up Scope (14 days total) 23.8 Day Mechanical Window

19.8 Day Mechanical Window

18.1 Day Mechanical Window

The collective team engaged in over 100 hours of schedule optimization activities in planning to improve execution predictability. Furthermore, during execution, we conducted 179 workshops, meetings, and 1:1 coaching sessions to improve decisionmaking and performance.

ENGAGEMENT SUMMARY

07 Readiness Reviews

179

06

Engagement Sessions

Schedule Quality Reviews (SQR)

110+

Employees + Contractors Engaged

Recognition must be given to OQ and both contracting partners (STS and Yuhantech) for closing 99% of SQR and BTO actions. These directly correlated to the positive reduction in the overall event schedule, and the safe execution against the scheduled work.

04

Cumulative Distribution Function (OQ 2022 SR2)

PRE-SQR (P50 = 41.2 days) POST-SQR (P50 = 39.2 days) POST-BTO (P50 = 37.8 days)

Probability (%)

EXECUTION (P50 = 33.8 days)

ACTUAL: P20 in 32.1 DAYS March 12, 2022

Days EXECUTION OPTIMIZATION SUMMARY

1st

Top Quartile Turnaround

200+

117

Schedule Refinements

Real-Time Lessons Learned

42MM USD of additional production as a result

This report describes our original Commitment to OQ, The Planning and Execution Results, and, finally, the Future Opportunity moving forward.

We believe that OQ should systematize and scale the best practices to further improve their Turnaround Execution as they move into a busy period of Turnaround execution.

The opportunity to consistently execute TAs at this level is worth over OMR 200 Million.

05

Loading up the front-end is the best possible investment. What is done (and not done) in planning has more bearing on outcomes than anything else.

06

TABLE OF CONTENTS Our Commitment Archipelago Roles, Methodologies, and Deliverables

08

Planning Optimization Results of the Planning Optimization process (Q4 2021)

11

Execution Optimization Results of the Execution Optimization process (Q1 2022)

26

The Future Opportunity (Archipelago x OQ) Top Quartile Performance Systems and Next Steps

35

Conclusion Safety is My Accountability + Quality is my target

Appendices: Additional Resources + References Appendix A: 2022 SR2 TA Weekly Reporting Appendix B: Design Thinking Appendix C: High Performing Teams Appendix D: Engagement + Coaching Metrics Appendix E: Real-Time Lessons Learned

07

39 41 43 44 45 46

OUR COMMITMENT Archipelago was engaged to increase the likelihood of safe execution of the SR2 TA in the planned execution duration window.

We accomplished this through two programs: Planning Optimization and Execution Optimization.

This is the first Turnaround of OQ’s new SR2 facility. OQ set themselves an ambitious target of a top quartile mechanical window; specifically, shrinking the mechanical days by more than half, from 39 to 18. Archipelago committed to partnering with OQ to safely move towards their goal.

The objectives of the engagement were: • • • •

Integration of critical and near critical path schedules (Planning) Alignment amongst project stakeholders (Collaboration) The safe and predictable execution of the event, within cost and schedule targets (Safety + Execution) Extraction of opportunities to reduce schedule duration and enhance potential savings (Optimization)

Figure 01: Archipelago Event Optimization Workflow

08 03

During Planning Optimization, we accomplished our objectives with the following tools: • • •

Schedule Quality Reviews (SQR) Potential Deviation Analysis (PDA) Breaking Through Optimization (BTO)

Inevitably, the team dynamics of the SR2 2022 Turnaround team improved over the course of the Turnaround due to the collaborative nature of many of the Optimization Tools. This is a consequence of bringing people together to design and build.

We limited our focus to three pre-identified scopes of work: • • •

Area 100: U1400 CDU (Critical path) Area 700: U8900 Flare + Knock-Out Drum (Near Critical path) Area 600: U7400 Steam Condenser (Near Critical path)

Figure 02: Critical Path Network Diagram

During Execution Optimization, our goals for the Turnaround were to: • • •

Safely execute the event, Communicate, connect, and create alignment with all stakeholders, and Focus and adhere to the schedule of critical and near-critical path scopes of work.

We focused on the following deliverables, all complimented with 1:1 coaching: • • • • • • • • •

War room setup and consistent use Data-driven prioritization with clear visuals and dashboards Communication plan and recommended cadence Daily “execution cadence” Handover preparation and coaching for success Decision-making framework implementation Critical path schedule adjustments Risk mitigation analysis and updating Meeting effectiveness

09

“They say a champion is not made when he wins races. It’s the seconds, minutes, weeks, and months when he prepares that matter.”

-Eliud Kipchoge World Record Holder, Marathon

10

THE ENGAGEMENT: PLANNING OPTIMIZATION Together with OQ, we spent the last quarter of 2021 remotely optimizing the Event Schedule through multiple workshops. We then concluded those sessions with one in-person session: Breaking Through Optimization (BTO).

Together, we refined hundreds of schedule line items and found numerous opportunities for duration savings and risk mitigation approaches across the reviewed scopes of work.

07

Readiness Reviews

06

Schedule Quality Reviews (SQR)

200+ 3.4

days removed from the initial schedule (P50)

01

03

Potential Deviation Sessions (PDA)

Schedule Refinements

Breaking Through Optimization Sessions (BTO)

70+

Employees + Contractors (during Planning)

Each schedule refinement was immediately incorporated into the P6 schedule (realtime during a workshop). Actions that are not able to be captured in a scheduling tool are captured within the Archipelago Readiness Tracker. This tool is a single source of truth that enhances accountability and cultivated a heightened level of preparedness for the execution of the event.

11

Identify, Assess, and Implement opportunities to get closer to perfect

12

PERFECTION

TOTAL OPPORTUNITIES BEST EVER AVERAGE

UNACCEPTABLE

13

OUR RESULTS: PLANNING OPTIMIZATION The critical path for the Turnaround was the Area 100 CDU scope of work. A targeted mechanical execution window was set at 18 days. With additional considerations of shutdown, PSSR and start-up time, total time to pull-feed was 32.2 days.

The cumulative schedule impact of the Planning Optimization workshops was a schedule reduction of 3.4 days from the mechanical window duration.

Reviewing and challenging the quality of the schedules yields stakeholder and partnership alignment across the various scopes studied.

The commitment and participation of contracting partners, scope leaders and all Subject Matter Experts (SMEs) was exemplary, and fundamental to the objectives of the Event Optimization engagement. These include: • • •

Detail and granularity within the schedule to ensure clear scopes of work and accurate progress reporting during Event Execution.

Resources and equipment loading to mitigate simultaneous operations issues, constraints, and clashing work during Event Execution.

Clear and concise work descriptions of Schedule Activities to promote stakeholder alignment and clarity.

14

Cumulative Distribution Function (OQ 2022 SR2)

PRE-SQR (P50 = 41.2 days) POST-SQR (P50 = 39.2 days)

Probability (%)

POST-BTO (P50 = 37.8 days)

Days

OVERALL EVENT PDA (days) Pre-SQR

Post-SQR

Post-BTO

Deterministic

32.2

32.2

32.2

P10

38.5

36.7

35.8

P50

41.2

39.2

37.8

P90

43.8

42.0

41.0

NOTE: Operations’ Shutdown, Startup, and the Mechanical scopes in Areas 400, 800, 900, and Area 100 VDU were left out of the Optimization sessions. This is elaborated on further in the Future Opportunity section at the conclusion of this document.

15

DURATION ANALYSIS: Area 100: U1400 CDU - Critical Path

NOTES Significant durations from this critical path scope were reduced during both SQR and BTO sessions.

Much of the benefit came from agreeing to move selected scope into pre-work (such as setting up hoses pre-Turnaround) and performing PSSRs in a far more efficient way (example: team walkdowns.).

Further optimizations were agreed, including replacing trays completely (instead of cleaning them).

16

DURATION ANALYSIS: Area 700: U8900 Flare - Near Critical Path

NOTES Duration savings for this scope were captured by agreeing to increase hydro-jetting crews (from 2 to 3) combined with new hydro-jetting technology. It was also agreed to hold pre-Turnaround training sessions in water flushing for key manpower to reduce delays in execution.

Further optimizations in inspections and PSSRs were incorporated into the schedule by the crossfunctional teams during the BTO session.

17

DURATION ANALYSIS: Area 600: U7400 Steam - Near Critical Path

NOTES Most adjustments to this scope were in refining the assumptions and productivity rates for the cleaning scopes. Further alterations were made to the contractor schedules for venting and PSSRs based on historical performance at OQ on similar scopes, and shortening inspection durations.

18

POTENTIAL DEVIATION ANALYSIS: We utilize our toolkit of workshops and software to design and analyze the schedule, normalize risks, and prioritize the improvement opportunities. It allows us to measure the schedule improvement over time.

The histogram below shows the evolution between the first and last Potential Deviation Analysis sessions. The probabilistic schedules are generated from our bespoke Monte Carlo modeling tool.

Simulation Histogram (1000 Run Monte Carlo)

In workshops spread over 2-months time, the team managed to optimize the integrated (near) critical path, resulting in a shift of the schedule of 3.4 days to the left.

19

In our simulations, the longest critical path was always driven by either the Area 100 CDU or Area 700 Flare scopes. In other words, despite being identified as near critical path, the Area 600 Steam Condenser was never the longest mechanical path – and therefore of less concern.

The longest path split between Area 100 CDU (89%) and Area 700 Flare (11%) is highlighted in the chart below. It should be noted that outlying points from days 4247 are risk simulations solely driven by the CDU. This helped direct our mitigation focus to the appropriate scope of work. Out of 1000 simulations, our model did not yield a single duration risk associated with Area 600. There are zero Area 600 points captured below.

Distribution of Longest Critical Path (Units) AREA 700

20

AREA 100

Sensitivity Analysis - Top Items Contributing to Worst Cases (Days) for the Event 3 blocks most influenced long-duration simulations: • • •

Buffing and welding of columns, The U1400 CDU shutdown, and The pre-inspection, cleaning, and post-inspection of trays 1-44 (lower)

Note that Area 600 activity blocks are not present in the tornado above as they never contribute to longest simulated critical paths.

Red bars help us identify those blocks where we need to work hard to mitigate the P90 impacts. This diagram represents the extreme scenarios - what drove the schedule when things did not go well. The red bars represent what moved the schedule to the right.

21

Sensitivity Analysis - Top Items Contributing to Best Cases (Days) for the Event

Note that the simulations were run with inputs heavily weighted towards a P10 outcome. As such, opportunities (the green bars in the above tornado) are an order of magnitude less significant than the equivalent risk mitigation tornados. In other words, for the SR2 TA, there is more value in preventing catastrophes than in finding new opportunities.

Green bars help us identify the biggest opportunities to shift the schedule to the left in the short duration simulations.

22

Sensitivity Analysis - Top Items Contributing to Average Cases (Days) for the Event

Blue bars show us what happens in the average simulation - they identify how certain activities influence the schedule in the average case, and by how much.

23

SURVEY RESULTS BTO SESSION FEEDBACK

Feedback captured after the BTO session was very positive. The lowest scoring item was having the “correct attendees present for” the in-person workshop. Every question scored over 80%.

“In 30 minutes, we have already done more team building than in the last few months” -Waheed Al Kindy, SR2 TA Manager

24

“Lost time is never found again” -Benjamin Franklin

25

OUR RESULTS: EXECUTION OPTIMIZATION Archipelago promised OQ an execution schedule improvement of 1 to 4 days. The actual improvement was 5.7 days. This section provides highlights and examples from the optimization on-site in Sohar between February 1st and March 15th, 2022.

EXECUTION OPTIMIZATION SUMMARY

1st

Top Quartile Turnaround

179

117

Engagement Sessions

Real-Time Lessons Learned

5.7

Day Schedule Improvement

Communication Cadence + Quality Framework: Develop a detailed Turnaround Communication Plan prior to a Turnaround. There is immense value (and time savings) in predetermining and communicating the flow of data, document design (handover documentation, tracking sheets, reporting, etc.), meeting locations and War Room set-up.

Doing so one week prior to pull-feed is too late.

26

Cumulative Distribution Function (OQ 2022 SR2)

PRE-SQR (P50 = 41.2 days) POST-SQR (P50 = 39.2 days) POST-BTO (P50 = 37.8 days)

Probability (%)

EXECUTION (P50 = 33.8 days)

ACTUAL: P20 in 32.1 DAYS March 12, 2022

Days

OVERALL EXECUTION (days) Post-BTO

Execution

Deterministic

32.2

32.2

P10

35.8

31.6

P50

37.8

33.8

P90

41.0

37.0

27

Actual 32.1 (P20)

War Rooms / Data-driven Prioritization To expedite decision-making, we put the most relevant information in the room (daily handovers at site.) This includes schematics, [near] critical path schedules, and critical actions.

28

Critical Path Schedule Adjustments / High Quality Handovers Early on, we coached around high quality handover communications between day and night shift. Consistency and simplicity result in clarity.

We collectively developed language for highest priority jobs: “5 star”. This messaging led to more clearly defined priorities, and appropriate allocation of resources between critical and non-critical path scopes.

29

Decision-Making Frameworks / Risk Mitigation Analysis Throughout the Turnaround, different areas of concern surfaced. These often challenged safety guidelines, planned durations of work or simultaneous operations.

No matter the challenge, we visualized the scope and prioritized activities and associated resources. Messaging was clear, concise and appropriately visualized to support decision-making with the right information at the right time.

30

Meeting Effectiveness The quality of communication directly correlates to the quality of execution. We actively coach around meetings (before, during and after), co-create communication framework(s), and provide guidance on reporting quality and cadence.

We actively pushed the team to foster a sense of urgency, and focus their attention looking forward, not backwards.

“I know where you are from your updates; I want to know where you’re going.”

Meeting Value | Starting + Finishing On-Time: Over the course of the Turnaround, the Execution Leadership Team spent 13.5 hours waiting for meetings to start or end, past their schedule times.

That is more than an entire duration of a shift.

31

We spent considerable effort driving appreciative enquiry: sharing recognition genuinely where it is due, to foster similar behaviors moving forward. In other words, recognize strong performance and let those who are doing a great job know about it.

MEETING EFFECTIVENESS SUMMARY

73%

Improvement in Team Engagement

104

75

Meetings that were led or guided by Archipelago

1:1 Coaching Sessions

61%

Improvement in Meeting Impact

Meeting Impact We objectively observe the following: Is this meeting effectively achieving its objectives? Are objectives clearly defined and communicated? Is there a clear and concise agenda? And is that agenda adhered to by meeting attendees, and the meeting leader?

Team Engagement We measure team engagement as a factor of 4 dimensions: Are the correct attendees present and actively taking part in the meeting? Are co-workers challenging one another? Is there levity and goodwill amongst attendees?

How do we know Team Engagement improved? We observed people moving away from asking for explanations or excuses. Instead, they offered support and ideas. This promotes partnership and collaborative solutions.

32

Real-Time Lessons Learned One initiative we initiated was capturing lessons learned during the event (as opposed to afterwards) to ensure the most relevant items are included.

We created anonymous on-line data entry, with QR-codes scattered across the offices and site (including some for the parallel Aromatics TA.)

We checked the Real-Time Lessons Learned (RTLLs) daily and implemented those that could immediately impact the event wherever possible. For example, three immediate opportunities included validating and increasing crew counts for torquing, increasing permit issuing resourcing for Area 100 and adjusting attendees for evening handovers to include inspection and process.

While the highest performing teams give everyone a voice, sometimes people do not feel they will be heard. In those instances, the anonymous data entry allows Archipelago to surface issues, without bias, to the appropriate leader for possible action.

Lessons Learned were categorized by opportunity (Safety, Schedule, Cost, Quality, or Team Engagement) – shown below. Many submissions spanned multiple areas.

117

103

Real-Time Lessons Learned Captured

RTLL flagged as “a required change in how we do things”

33

Our data analysis uncovered opportunities to address the shared lessons either during the planning phase of a Turnaround, or during the execution. 40% more of the lessons were applicable to Planning (105) than to Execution (75). 63 were relevant to both.

105

63

75

Translating a lesson into a learned lesson is the hard part.

Example: one action from planning was captured as: “Alignment session between the contractor and OQ Inspection to ensure we know what ‘clean’ means to mitigate additional cleaning.”

However during the turnaround, ~4 days were spent cleaning and re-cleaning trays in the CDU column due to misalignment of the definition of ‘cleanliness’. Despite an action and an associated mitigation being captured early in planning, translating it into action is difficult and requires dedicated effort.

Real-Time Data Collection: Consider the continuation and expansion of Real-Time Lesson’s Learned.

The introduction of anonymous and instant access (via QR code) to a data input form was a huge success during this Turnaround. This could be expanded to reporting close calls (HSE) or collecting feedback from working teams (Continuous Improvement).

34

FUTURE OPPORTUNITY: Archipelago X OQ

OQ should be proud. This first top-quartile Turnaround is a signal to OQ that better is possible.

Historically, this result was unheard of at OQ. The main contractor had never performed this well. Further to that, the impacts of a global pandemic were still adversely affecting the supply chain.

The additional production value generated by SR2 by achieving a top quartile result is USD ~$42MM. In other words, had we performed in a more typical second quartile mechanical window of 39 days (the original plan), the Turnaround would have taken 21 more days.

However, OQ’s opportunity is far larger than the captured USD $42MM. Over the next 9 years, OQ will execute 14 turnarounds and 2 “pit-stops”. To put that into perspective, the next decade has double the volume of work as compared to the previous one.

2023

2024

2025

2026

SR2 Aromatics SR1 + PP SR1 (other Salalah M&A MAF LPG LPIC

35

2027

2028

2029

2030

2031

“Our efforts are to get the most consistent pit-stops as humanly possible.”

Jonathan Wheatley, -Red Bull Sporting Director Formula 1 Pit Stop Record Holders

36 10

Extrapolating from SR2, the production opportunity to perform at top quartile versus second quartile is on the order of USD $40MM per Turnaround. In the next 9 years, this translates to an opportunity of USD $560MM (>OMR 200 MM) - only if OQ sustains top quartile performance.

The difference between top quartile and second quartile over the next 9 years is over OMR 200 Million.

Getting to the top is harder than staying at the top. We therefore propose that OQ embark on a generational goal of achieving top quartile results across their portfolio of Turnarounds throughout the next decade.

This could be branded as “The OMR 200 Million Project”. Each subsequent Turnaround in the program would embark on capturing their fraction of that opportunity. It would provide something for the team to strive for. Something for the execution teams, across all of OQs geographies, to work towards.

Capturing OMR 200 Million is ambitious. However, it is a very possible, long-term goal.

How do we get there?

What does capturing this value look like in practice? As the amount of work significantly increases (x2), the complexities grow exponentially. The Turnaround Services team will be even further stretched across multiple planning horizons, multiple geographies, and multiple assets.

We propose a 3-dimensional approach to get there: 1.

Systematize what went well.

This spans both planning and execution. Take the opportunity between now and the future Events to document and implement what worked. Do not wait for a team to re-design and re-engineer the great elements recently implemented.

Review all 117 Lessons Learned, understand what needs to be changed, and change them.

Example: it took a few days for a consistent handover meeting methodology (agenda, documents, and prioritization language). We do not need to reinvent this for each Turnaround (even though the area coordinators and night shift leaders will be different).

37

We need to establish processes derived from the excellent leadership of the Turnaround Leadership. Process > People: the current leaders may not lead each future Turnaround. However, we can create and leverage OQ specific processes to cultivate the right behaviors, systems and documentation (such as a High Performing Teaming element).

2.

Mitigate our mistakes (even the ones we were lucky enough to manage).

Research, document and mitigate historical Lessons Learned. Keep a dedicated team focused on these to address them prior to future events. Build new behaviors and processes into the OQ culture.

Example: the ferrules for selected scopes were the incorrect size. We heard that, “this occurred a few years ago.” There is an opportunity to prevent this, and other scenarios like it, from happening in the future.

3.

Plan more. Plan earlier. Implement the 100% solution.

Archipelago only optimized 10% of the SR2 schedule. We were lucky that more areas did not become critical. However, we believe that many more scopes could, and should have been reviewed and optimized during the event.

Example: the misalignment between manhole counts on a sea water line (6 vs the actual 35). Mistakes such as this could have much more severely impacted the event. A Schedule Quality Review (SQR), with the right attendees, would have identified and resolved this issue at least 6 months prior to pull feed.

38

CONCLUSION: Improving is difficult.

OQ decided to pursue something difficult. And they succeeded.

However, the journey has not stopped. And it never stops. We believe OQ has begun in a strong way. And we sincerely hope that OQ takes this opportunity to chase the OMR 200 Million opportunity in front of them.

Translating a lesson into a learned lesson is the hard part. We believe that the focus moving forward should be on embedding and systematizing best practices from this top quartile performance into OQ’s DNA. Archipelago would like to build on this recent success and be the partner of choice with OQ. Someone needs to be first quartile: Why not OQ?

Andrew Zakaluzny Founder + CEO Archipelago

_ Adam Onulov _ Aaron Richer _ Emma Theron 39

APPENDICES

Additional Resources + References

40

APPENDIX A: WEEKLY REPORTING OQ 2022 SR2 Turnaround Recognition [R+] • • •

Turnaround Timeline

Project Lookahead •

Abdulaziz [night shift] for helping drive consistency in evening handover reporting.

Waheed for openness to feedback; as well as applying learnings from Aromatics SD to this event proactively.

Hamed for improving the effectiveness of the Central Coordination Meeting: for creating a sense of urgency.

Oil Out

Start Up

February 17

March 07

•

Mechanical Network Diagram [near] Critical Path

Mechanical window formally began yesterday; Currently 2.5% days ahead of schedule. Critical path moved from Operations to TA Team.

Coordinating supervision and senior personnel on Night Shifts will be key, including correct resourcing and supervision from STS.

plan

area 100

Area 100 CDU

area 700

area 600

critical path Notes: Entering mechanical window; additional scopes will be added here when applicable (critical path currently CDU) • [Area 900 – HCU] • [Area 800 – DCU] • [Area 100 – VDU]

Area 700 FLARE Area 600 STEAM

Insights L e ade rs h ip • Ensure focused communications: “I know where you are from your updates; I want to know where you’re going.”

• Recognize strong performance: genuinely let those who are doing a great job know about it.

• Ensure space created for STS to share insights.

10

Team Engagement

5.6 0

79%

82%

Coaching Session Quality

Number of Engagements

Scope Change Form (SCF): Digging into the process, from SCF Request to Approval, on where the delays exist / how to expedite; needs to be ironed out as SCF volume will increase. Special thanks to Karim and Atoof.

Lifting: Multiple lifts have been repeated: exploring root causes to mitigate moving forward.

0

45

Co m m u n ic atio n s • Baseline of meetings and communications complete.

• Central Coordination Mtg: already more forward thinking.

• Handover Mtgs: consistency and focus on critical path by block leads improving real-time.

5.9

5.3

5.1

Performance Sustainment

Meeting Impact

10

Productivity: Site walks with Waheed have created awareness around delays in morning start times.

Opportunity to baseline morning productivity – is time on tools in the morning as expected?

Coachee Openness

OQ 2022 SR2 Turnaround Recognition [R+] •

Turnaround Timeline

Project Lookahead

Area Block Leads for future-thinking dialogue. “What may go wrong? What’s our plan B? How can I support?”

•

TA Team for visualizing SCF priorities and linking them to the [near] critical path, we better prioritize them.

•

STS for taking a more active role in the daily CCM.

Oil Out

Start Up

February 17

March 07

Mechanical Network Diagram [near] Critical Path

•

Currently 4% ahead of schedule. However, decision speed and a “sense of urgency” need to be disseminated across all aspects of TA delivery.

•

Burndown curve of Heat Exchanger box-ups is a steep waterfall: it is critical we clean, inspect, test, and box-up now or the waterfall may prove too powerful.

plan

area 100

area 700

area 600

Replacing Damaged Trays Area 100 CDU

critical path De-blinding and Torquing Area 700 FLARE

Area 600 Steam Generation and Condensate System [7400] ~3 days ahead of plan.

Detailed Inspection Area 600 STEAM

Insights Leadership • Created visibility (that has drawn action) on Heat Exchangers [HEX] in the War Room. 2x daily tracking of progress ensures bottlenecks are addressed real-time.

•

Night shift productivity and manning, including supervisory resources, to be assessed.

Communications • Instead of asking for explanations, we are hearing the team members offering support. This promotes partnership and solutions.

10

Team Engagement

10

0

57 Number of Engagements

PSSRs: Focused on increasing visibility and progress in the War Room, for both systems and subsystems.

5.9

5.1 0

Performance Sustainment

Meeting Impact

7.5

7.5

82% Coaching Session Quality

41

87% Coachee Openness

Notes: Area 700 Flare Knock out drum [8900] proactively cleaned and repaired: PSSR ~3 days early.

Central Coordination Meeting: Flirting with the idea of moving it to SR2 War Room and inviting key personnel to join zin person (as opposed to Teams) to maximize F2F in this critical week (peak manpower).

Learning: Real Time Lessons [Learned] kicked off, sourcing ideas for future thinking.

Shared with AP2 TA as well.

OQ 2022 SR2 Turnaround Recognition [R+] • •

•

Turnaround Timeline

Project Lookahead •

SR2TA leadership for their extensive messaging to the broader workforce after last week’s incident.

Start Up

Oil Out

TA Team for diligently working through issues and recovery plans with discipline. Plans and schedules are co-created and tracked with multiple stakeholders.

February 17

March 07

Currently 2% ahead of schedule.

•

Major risks: recleaning in Area 900 and ferrules / bolt delivery; may impact overall schedule and start-up.

•

Mitigations underway: optimizing cleaning and subsequent catalyst loading / sequencing ferrule installation by start up priority.

QA/QC for increasing visibility of the PSSRs.

Mechanical Network Diagram [near] Critical Path

plan

area 100

area 700

area 600

Hydrotest + Torquing Area 100 CDU

[near] critical path Notes: On schedule or ahead on 3 optimized scopes

PSSR Area 700 FLARE

Area 900: internal cleaning impacting schedule; mitigation ongoing.

PSSR

Area 400: ferrules delivery and E-4609 impacting schedule; mitigations ongoing.

Area 600 STEAM

Insights Leadership • Heat Exchangers [HEX] visibility and daily management completed. There remain only a handful of exchangers, mostly in area 100.

•

Increased SCF visibility helped get them closed out. Now focused on one-on-ones where required.

10

Team Engagement

10

9.4

Performance Sustainment

Meeting Impact

7.5

5.1 0

5.9

0

48

Communications • Team Engagement is nearly double vs the week #1 baseline (5.1). This is due to meeting chairs soliciting feedback from all attendees, asking good questions, capturing actions, and keeping things positive.

PSSRs: Visual board was made and placed in the war room to track progress of activities, as a single source of truth.

78% Coaching Session Quality

Number of Engagements

General Communications: A very difficult and emotional time for all after the incident. Clear, candid, and consistent messaging must continue for the duration of the TA. Real Time Lessons [Learned]: Captured 40+ to date. Two immediate learnings already actioned, regarding crew counts for torquing and attendees for evening handovers.

Request to Management to solicit another round of feedback via email this week.

85% Coachee Openness

OQ 2022 SR2 Turnaround Recognition [R+]

Turnaround Timeline

•

Execution Leadership for their affirmative inquiry (positive reinforcement) coaching in the field.

•

Entire TA Team for executing over 1.6 Million Man-Hours with zero LTIs.

•

Top Performance: First top quartile mechanical window turnaround by OQ according to Solomon benchmarking.

Project Lookahead

Oil Out

Start Up

February 17

March 07

•

Mech Scope Completed safely, on-time, and on-budget

•

Start-up ongoing: Sequence of start-up aligned to allow final HEX machining to not affect oil in. Focus remains on quality and safety until the end.

•

Operations for continuing to progress a safe, critical path-focused start-up.

Mechanical Network Diagram [near] Critical Path

plan

area 100

area 700

area 600

Start-up Area 100 CDU

[near] critical path Mechanical Complete Area 700 FLARE Mechanical Complete Area 600 STEAM

Insights Leadership • The immediacy of decision-making became ingrained such that problems were actioned within hours, as opposed to dragging across shifts or even days.

Communications • Team Engagement, Meeting Impact, and Coaching metrics scored at all-time highs during our last week of mechanical work. This tells us that practice and encouragement have created positive norms of communication.

10

Team Engagement

8.8

10

Meeting Impact

Performance Sustainment 9.5 5.9

5.1 0

0

29 Number of Engagements

91% Coaching Session Quality

42

95% Coachee Openness

Real Time Lessons [Learned]: Captured 80+ to date.

Collating all lessons learned for the End of Project Report to be shared with TA Leadership next week.

Next Steps: Our focus moving forward is on embedding and systemizing best practices from this top quartile performance into OQ’s DNA..

The production value of moving to top quartile TA performance across OQ’s 5-year TA plan is ~USD $400MM.

APPENDIX B: DESIGN THINKING Design Thinking is a solution-based approach to problem solving.

This methodology is inherently rapid, iterative and collaborative. It enables the designers to understand and empathize with users, challenges assumptions/anchors and re-frame problems.

One of the biggest challenges of designing is accepting imperfection and iteration. It is rare to create the perfect solution on the first try.

Rapidly prototyping helps with communicating initial concepts – quick sketches and models that enable potential users to test scope, scale, and intent. These are (potentially) disposable, editable and invite improvement.

The clearer the picture, the clearer the path.

At Archipelago, we love future casting. When envisioning a future state, immersing oneself into that narrative through all perspectives and experiences ultimately generates the most tangible actions towards that desired future.

We like to have our partners write short stories. Whether they are about the most effective meeting in the world, or the greenest ESG program in history – we want to know what it feels like. Who is there?

Who does it impact? What are the results?

A charette is defined as an intense period of design or planning activity. It could refer to any collaborative session in which a group of designers draft a solution to a problem. In other words: a focused, cross-functional and time constrained working session in support of rapidly creating, testing and iterating.

Design thinking is a non-linear, iterative approach to problem solving. It is one approach – but one that we like to use with our clients to help with visualizing designs and re-framing perspectives on achieving desired future states.

43

APPENDIX C: HIGH PERFORMING TEAMS Researchers identified 5 signals evident in High Performing Teams. Our goal is to intentionally embed those signals in our teams every week.

01 Framing

The Leader conceptualizes within the team that this journey is a “learning”, not simply an “add-on”.

It is a journey worth doing In the end, we will be better off.

02 Roles

The Leader explains and reinforces to the team why their individual and collective skills are vital to the team’s success.

Without you, we don't suceed.

It is something reinforced through action; not just saying it a handful of times.

03 Rehearsals

Successful teams do dry runs of their key executables, and they have communication plans

We practice in sports... why not at work?

'Go-Live' cannot be the first time we try something.

“There is a difference between people in music and sports talent hotbeds and ordinary people everywhere else—talented people have a vastly different relationship with practicing.” -Daniel Coyle, The Culture Code

04 Encouragement

Team members are coached and feel empowered to speak up (psychologically safe)

Active tools are used to foster the surfacing of ideas and the airing of disagreements.

05 Active Reflection

After Action Reviews and associated learnings are intentionally incorporated between executables

Candid feedback before and after practice.

In the Navy Fighter Weapons School, immediate after-action reviews after every dogfight (Rehearsals combined with Active Reflection) was a fundamental game changer. Their win-loss ratio went from 2.4 to 12.5.

44

APPENDIX D: ENGAGEMENT + COACHING METRICS General

-1

0

2

3

4

5

6

7

8

9

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

Accountability (AI, AI Quality)

Turnaround Day -4 -3 -2 63%

0%

0%

1

56%

60%

50%

50%

94%

90%

100%

98%

98%

94%

93%

94%

100%

100%

97%

100%

98%

100%

100%

100%

100%

100%

97%

92%

100%

100%

Action Item Quality (avg of 4 factors)

75%

0%

0%

63%

88%

75%

75%

88%

79%

100%

95%

95%

88%

85%

88%

100%

100%

94%

100%

96%

100%

100%

100%

100%

100%

94%

100%

100%

100%

Engagement (right people, equality, laughter, good questions asked)

50%

50%

63%

44%

42%

56%

69%

75%

92%

50%

65%

75%

75%

75%

100%

88%

88%

69%

81%

89%

100%

85%

94%

67%

94%

94%

92%

81%

88%

3.00

1.00

7.00

4.00

3.00

5.00

3.00

5.00

2.00

6.00

1.00

5.00

5.00

2.00

3.00

2.00

2.00

4.00

2.00

2.00

2.00

3.00

2.00

1.00

session quality

733%

700%

843%

800%

767%

780%

867%

800%

800%

817%

700%

840%

840%

750%

800%

700%

750%

775%

700%

750%

900%

900%

950%

900%

client openness

800%

800%

800%

775%

900%

820%

900%

820%

800%

867%

900%

900%

880%

900%

867%

700%

850%

750%

700%

750%

950%

900%

950%

1000%

1.25

0.25

2.30

1.20

1.55

2.40

2.45

1.15

1.50

2.25

0.10

3.90

1.83

1.10

2.00

0.50

2.00

1.25

0.50

0.90

0.90

0.80

0.60

0.50

800%

560%

625%

500%

458%

531%

730%

813%

833%

700%

775%

875%

875%

938%

938%

875%

719%

917%

825%

906%

813%

813%

875%

875%

80%

56%

66%

62%

59%

71%

73%

90%

94%

93%

94%

97%

96%

97%

97%

94%

91%

95%

94%

95%

98%

96%

99%

100%

Coaching and Mentoring Session Questions number of C&M sessions

total coaching time (hrs)

Psychological Safety Score

-

-

500%

Trust: client openness, accountability, good questions, equality, constructive conflict

-

-

875%

781%

821%

708%

875%

Competency: challenges, resolutions, right people, conversation quality, aligned & supported decisions

51%

90%

63%

68%

53%

81%

74%

82%

87%

92%

83%

94%

96%

90%

96%

94%

94%

93%

97%

93%

93%

89%

94%

87%

94%

95%

90%

91%

98%

Care: gratitude, laughter, good questions, on-time start, resolutions, expectations, agenda, outcomes/objectives

50%

88%

63%

50%

46%

53%

75%

81%

83%

88%

70%

78%

88%

88%

94%

94%

88%

72%

78%

82%

92%

83%

91%

71%

88%

81%

81%

88%

88%

2.00

1.00

2.00

4.00

6.00

4.00

4.00

4.00

3.00

1.00

5.00

5.00

2.00

5.00

2.00

2.00

2.00

4.00

4.00

7.00

3.00

5.00

4.00

3.00

4.00

4.00

6.00

4.00

2.00

8.50

1.30

4.75

6.63

3.17

5.38

5.33

5.33

5.60

7.50

6.16

6.16

3.75

5.58

3.75

3.60

9.50

5.80

7.08

6.37

5.27

5.42

3.50

1.93

5.58

5.58

5.60

5.15

3.65

100%

100%

50%

50%

33%

25%

0%

0%

33%

100%

20%

40%

100%

80%

50%

100%

100%

50%

50%

43%

100%

60%

75%

33%

75%

50%

33%

75%

50%

Average minutes late to start

1.00

8.50

9.50

4.33

3.50

5.25

4.50

8.00

6.67

10.00

3.00

3.50

6.00

5.25

8.00

3.00

6.50

10.00

11.50

6.25

2.00

2.00

Total minutes spent waiting

1.00

17.00

###

13.00

14.00

21.00

9.00

###

###

10.00

3.00

7.00

12.00

21.00

16.00

3.00

13.00

10.00

###

###

2.00

2.00

Meeting Fundamentals Questions Number of Meetings Average meeting start time Meeting Start On-time %

Challenges Shared

1.00

1.00

0.50

0.50

0.33

0.75

0.75

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

Resolutions presented

50%

100%

50%

50%

17%

75%

75%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Total expressions of gratitude

0%

100%

50%

100%

33%

25%

150%

150%

133%

300%

180%

140%

250%

200%

400%

250%

150%

50%

200%

100%

67%

60%

75%

67%

100%

50%

150%

150%

250%

% of meetings with gratitudes expressed

0%

100%

50%

75%

17%

25%

75%

100%

67%

100%

60%

60%

100%

100%

100%

100%

50%

25%

50%

86%

33%

40%

75%

33%

50%

25%

67%

75%

100%

Right people

0%

100%

100%

75%

67%

100%

75%

50%

100%

100%

60%

100%

100%

80%

100%

100%

100%

100%

100%

100%

100%

80%

100%

67%

100%

100%

100%

75%

100%

Equal involvement

100%

0%

50%

50%

50%

75%

25%

75%

100%

0%

80%

80%

100%

100%

100%

100%

100%

75%

100%

86%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Good questions

100%

100%

100%

25%

33%

50%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Expectations

50%

100%

50%

75%

100%

75%

100%

75%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

86%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Sidebars occurred

0%

0%

50%

50%

17%

25%

25%

25%

67%

0%

60%

20%

0%

40%

50%

0%

50%

25%

75%

29%

33%

20%

75%

0%

25%

50%

67%

0%

0%

Sidebar management: valid sidebars explained

0%

0%

0%

0%

0%

0%

100%

0%

100%

0%

0%

100%

100%

0%

0%

0%

0%

0%

0%

0%

33%

0%

0%

0%

100%

0%

0%

Sidebar management: invalid sidebars stopped

0%

0%

100%

0%

100%

100%

0%

100%

0%

100%

100%

100%

100%

0%

100%

0%

0%

Laughter evoked

0%

0%

0%

67%

50%

50%

Action Items captured

50%

0%

0%

Action Item Quality: accountable party

100%

0%

Action Item Quality: due date

0%

Action Item Quality: accountable party present

100%

Action Item Quality: accountable party agreed

100%

Quality of conversation

550%

600%

Impact of meeting

500%

Agenda

0%

Outcomes or Objectives

100%

Meeting Finish On-time %

100%

Average minutes overrun

25%

17%

0%

75%

75%

67%

0%

20%

20%

0%

20%

100%

50%

50%

0%

25%

71%

100%

60%

75%

0%

75%

75%

50%

33%

25%

25%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

83%

100%

100%

100%

100%

100%

100%

100%

67%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

75%

100%

100%

100%

50%

50%

0%

0%

50%

50%

100%

100%

100%

50%

80%

50%

100%

100%

75%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

50%

100%

100%

100%

100%

100%

100%

100%

80%

100%

80%

100%

100%

100%

100%

100%

86%

100%

100%

100%

100%

100%

100%

100%

100%

100%

50%

100%

100%

100%

100%

100%

100%

80%

100%

100%

80%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

650%

625%

500%

525%

700%

575%

700%

600%

560%

700%

800%

720%

800%

700%

700%

650%

825%

643%

667%

660%

700%

667%

700%

725%

683%

800%

900%

700%

550%

625%

617%

525%

550%

625%

667%

700%

660%

720%

800%

720%

800%

700%

700%

650%

825%

671%

700%

660%

750%

667%

700%

725%

783%

900%

950%

100%

100%

25%

67%

75%

75%

100%

100%

100%

60%

100%

100%

100%

100%

100%

100%

100%

100%

86%

100%

100%

100%

100%

100%

100%

83%

100%

100%

100%

100%

75%

83%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

86%

100%

100%

100%

100%

100%

100%

100%

100%

100%

50%

100%

100%

100%

75%

100%

67%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

83%

100%

100%

100%

100%

100%

60%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

0%

0%

50%

67%

0%

50%

25%

0%

100%

40%

40%

50%

20%

0%

50%

50%

75%

25%

43%

67%

60%

75%

33%

100%

75%

67%

75%

100%

15.00

17.50

###

3.00

6.25

3.00

###

11.33

11.00

18.00

10.00

11.50

10.00

15.00

10.00

15.00

15.00

11.25

###

3.50

5.00

10.50

6.00

7.00

10.00

0%

Aligned and Supporting Decisions Constructive Conflict

100%

Total number of attendees

3.00

10.00

###

###

###

###

###

###

###

###

###

###

###

###

###

###

###

###

###

###

###

###

###

###

61.00

###

###

###

31.00

Average number of attendees

1.50

10.00

16.00

11.00

8.83

13.00

10.75

16.50

14.33

###

15.80

15.00

19.00

15.00

###

21.00

14.50

13.00

16.75

12.14

9.33

11.80

13.75

12.67

15.25

13.50

10.33

14.00

15.50

15.00

###

###

18.00

###

12.00

###

###

###

###

###

###

###

###

###

###

###

###

###

17.50

###

31.50

###

###

###

Total minutes overrun

45

APPENDIX E: REAL-TIME LESSONS LEARNED Clean for Report (2)

#

What kind of learning are you sharing?

Please share your learning:

1

A best practice I observed

Diesel supply for portable equipment that consumes high quantities of diesel to be calculated prior TA, example of these equipment like Instrument air compressors (Atlas Copco), Aggreko. 10000 L diesel truck is required to be hired during TA to supply the required quantities of diesel.

1

2

A best practice I observed

Good practice to double check all torquing – build into the schedule and manpower resourcing that a torquing crew goes through sequentially (start-up sequence) and checks unit but unit that everything is properly tightened to ensure no leaks during start-up. They are going to do this for this TA.

1

3

A best practice I observed

During turnaround alarm horns are ringing everywhere so if emergency no one care about alarm horns so i suggest putting a different alarm horns with a different tone during turnaround

1

4

A best practice I observed

To Hire a crew with material and equipment for painting and blasting activities to attend any findings raised by inspection team during TA. The crew will be always ready to attend the blasting and painting in a quick manner.

1

5

A best practice I observed

“Safety is my accountability, quality is my target” – great motto that brings the team together, something to rally around. In addition, ending meetings together by saying it is cool. Creates unity.

1

6

A best practice I observed

Plan the work as per deadline - work backwards from critical path and make adjustments in planning.

1

7

A best practice I observed

Detailing of Worklist, splitting the work to other Disciplines i.e. Main Discipline Stat: Detailed scope Heat Exch. works..., Sub- 1 discipline Instr: pull-out instrument conn. Tag #...

8

A best practice I observed

Main contractor did detailed study of scope of work at site thoroughly. They've got all information and pre-identify those difficulties they will face during TA. Mitigation made prior to TA i.e. blind points (they ask to shift the location due to difficult location), they have tagged the Eqpt by aluminum plate for Major Eqpt (with Eqpt Tag punch on it), and sticker with full info for all Valves which are due for overhauling.

1

1

9

A best practice I observed

Worklist Systemization (4 nos) 1.Eqpt tag which can be handed-over early during shutting down (Day 1, 2, 3…)

2.Eqpt Service (Sea Water, Flare, Steam, Process, Air, etc. / If Heat Exch: Process x Sea Water) 3.Which Valves & Piping repair are linked to Utility = Priority A 4.Priority to return back = Priority A, B, C , D (Operations want to start first)

1

1

10

A best practice I observed

Planning for TA

1

11

A best practice I observed

Very good Pre-TA preparation and mobilization by the Main Mechanical Contractor despite of COVID-19 restriction

1

12

A best practice I observed

Learned a lot through the opportunity - thank you!

13

A best practice I observed

Masha 'Allah! Good practice is Flange management system inline to KPI "LEAK FREE STARTUP"

14

A best practice I observed

Innovation (and past lessons learnt experience, Khalifa) regarding the sealing of the leaking butterfly valve. Setting it in concrete to contain the leak until a future TA when it can be replaced. And ordering a replacement valve straight away so that it is ready for when there is an opportunity to replace the valve (proactive).

46

RTLL for

RTLL for

Planning

Execution

Safety

Quality

Schedule

1

1

1

1

Team En-

Cost

gagement

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

Clean for Report (2)

15

A required change in how we do things

Operation & Process didn’t clearly discussed and defined the cleaning method for F1401 & F1501 for Convection tubes: whether they will use SODA ASH or other method leading to stop the C-1401 blinding and causing delay.

1

16

A required change in how we do things

Input of data into spreadsheets should be standardized as much as possible so that it is possible to easily extract and consolidate the data to gain insight into progress (e.g. PSSR process status – inputs should be set using ‘data validation’).

1

17

A required change in how we do things

Decontamination activities: it’s an Operation activities it was executed with many issues and safety maters example .. there were two incident: a) Chemical splash b) fire water splash.

1 The survey team from ZAYM-Flow was different form the execution team so, there were many requirements during the execution and example: Manifolds, additional connections, more hoses and they are not a permit holders future to concede all these points.

18

A required change in how we do things

Operations not heavily involved in Planning Optimization sessions: opportunity to involve them much more. Not much insight into their ramp-down / ramp-up plans. We know they can be flexible, but working much more together in planning can lead 1 to more optimization - and it builds rapport to be used during execution

19

A required change in how we do things

Communication suppose to be the key factor for succeed. Communication devices to be distributed earlier and to be equate for both OQ and he main contractor (till last moment and we waited for the Radios, IS phones, Pick-up to be improved in future.)

1

1

20

A required change in how we do things

Inspection based recommendation were communicated in batches up to 3 SCF for single equipment which is causing the delays in execution and IDLING as well. Clarity on SCF procerss overall required well ahead of TA - perhaps across all of OQ?

1

1

21

A required change in how we do things

To have checklist for MC walk down per equipment type

22

A required change in how we do things

Valves are identified for refurbishment and removed during TA to refurbishment. But some valves are fully corroded externally and cannot be reused; no spare is available also.

Required pre-TA inspection of these valves and identified for a replacement.

23

A required change in how we do things

For the contractor workshops like fabrication, machining, valve reconditioning etc. which are far away from plant (Muscat, Nizwa etc.), one execution coordinator to be deputed to those places for better co-ordination & execution. This will save precious time and money.

1

24

A required change in how we do things

Dedicate a decision maker at night shift from POS & Inspection

25

A required change in how we do things

DCU V-2420 A/B/C/D BUD flanges flanges (60”), contractor tensioning tool cannot fit on the flange. Special modified tool is required as space is very restricted. site visit and scope of work should have captured the issue.

26

A required change in how we do things

E-A2004A, heard sound of hammering. When I reached the location and asked them whether they are tightening the flanges or opening. The hammering crew responded that after hydraulic torquing they are further tightening the joint by hammering, because while preparing for hydrotest, the joint started leaking at 10 barg. The test pressure is 12.22 barg. requested the area supervisor to investigate the reason for leakage, instead of straightaway resorting to hammering.

Requested the Descon area supervisor to report flange leaks to OQ so that OQ team also is aware of the problem and the solution implemented

27

A required change in how we do things

Schedule widely inaccurate for the hydrocracker blind (3 days different in schedule than actual). Would / Should have been caught in planning.

28

A required change in how we do things

Hydrojetting issue with rain in the forecast; no risk captured that the storm water drain would be full (1,000m cubed) is full.

1 In other words, addressing rain (rare but possible) in the Omani winter led to us spending > USD $30,000 on barrels for dirty water, instead of the original plan.

1

29

A required change in how we do things

Hydrojetting of the Bundles at SR2 – many takeaways: a.It seems like there are never 3 inspection teams working. Visited numerous times (3 at writing) and usually 1 team working, sometimes zero, only once 2 teams. Yet inspection seems to be the critical activity right now. b.According to the crews there, the water removal truck is not coming often enough. So hydrojetting has to stop because there is nowhere for 1 the dirty water to go. c.Finally, the crane / hydro-jetting machine setup is leading to only 4 hydrojetting machines working at any one time (since the crane is unable to access the fifth one.) So another limiting factor is the layout of the area. Is this the first time?

1

30

A required change in how we do things

Input of data into P6 should be standardized as much as possible so that it is possible to easily extract and consolidate the data to gain insight into progress (e.g. typos are rampant, torquing is spelled different ways, hard to search on it.).

1

31

A required change in how we do things

Availability of bolts remains an issue – some units have started up already and others are still awaiting bolts. Seems such a simple/common item that there should be plenty of stock of.

1

32

A required change in how we do things

The TA organogram & the specific support OQ manpower required for the TA execution ( Block leaders & their site teams) had to be agreed a head/upfront to avoid last moment changes or not even availability. In SR2- TA 2022 this took almost Three months to convince and 1 agreeing with other Plant manager to release them with no clear strong strategy by TA when to be Mob & De-Mob. -TA team to concede the period of plant orientation understanding the Packs upfront meeting their team.

-Their compensation, Pier deem ext.. to be clearly communicated to the supported team to avoid the denial to participate.

1

1

1

Page 2

47

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

Clean for Report (2)

33

A required change in how we do things

Inspection team to be proactive in terms of performing the inspection and issuance of report

34

A required change in how we do things

MIM User Account Creation for Permit Holders takes too much time and each application need to be submitted one by one, and the system takes time to issue the new ID and then IT to provide the password

1

35

A required change in how we do things

MOC jobs to be studied in detail before execution. Basically inputs from all stakeholders for any change from issue of package till start of execution to be considered. Example: CCR lift line: Axens (licensor) inputs were not taken during package preparations and just before execution the entire construction plan was changed to meet Axens requirements.

Similarly at the time of execution of any MOC latest package needs to be considered to avoid any rework.

1

36

A required change in how we do things

For the civil repair works as part of TA preparation, it is important to procure some amounts of the advanced concrete material prior to start the TA. those material is the FOSROC products such as Nitofill EPLV, Nitomortar S, Renderoc Laxtra, Conbextra EP40, Renderoc FC, Nitoprime Zincrich, etc. The estimation of the material quantities to be consulted with TSD engineering. This will reduce both time and cost.

1

37

A required change in how we do things

Attitude of OQ permanent staff is usually harsh with on-supply contractor staff. During scheduling & execution, Field Instrument Supervisor was observed using harsh words for three to four times.

1

38

A required change in how we do things

Training (HSE Induction) and gate pass- HSE Induction requested to be done outside by contractors. Suggested to rearrange training by having session at Majees Sports Club or Liwa Science and Innovation center as temporary training venue. This might fully utilize trainer resources and avoid deploy trainer at several places with less participant.

1

39

A required change in how we do things

A combined understanding to be made with respective executor for each single job. During scheduling and specifically during execution, we came to know that respective end user doesn't even know about his job and they were blank.

Moreover, each department should take the ownership by themselves as well.

1

40

A required change in how we do things

AP TA Worklist needs more re-organization. A lot of jobs were put on basis of past trend (Copy/ Paste) specifically for Electrical, Instrumentation & Rotary.

Secondly, Instrument Jobs which are linked with other static or rotary jobs should be categorized in same group so that these can have clarity.

1

41

A required change in how we do things

A clear communication workflow should be developed in order to minimize delays when different stakeholders are part of same activity.

1

1

42

A required change in how we do things

1.OQ Manpower on night shift is 1/10th that on day shift (yet manpower is 7/10th that of day shift) i.OQ. 180 on day shift, ~30 on nights shift (OQ) ii.Manpower: 2400 on days shift, 1800 on nights shift

1

1

43

A required change in how we do things

War room should have been a separate room (no dedicated meeting room, only one to be shared.)

1

44

A required change in how we do things

45

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

War room should have been allocated, along with posters, white boards, materials, supplies, and a dedicated resource a few 1 months prior (not <1 week prior to pull feed.) i.Not enough time to set up

1

1

1

A required change in how we do things

Area Leads flown in from other refineries / locations. Great to leverage their knowledge, but should have been here earlier (2 weeks+ prior?) to fully understand scope, and settle on a way of doing things (communications.)

1

1

1

1

1

46

A required change in how we do things

Key subcontractors mobilized too late (weren’t familiar with site). Different subcon personnel in planning and execution.

1

1

1

1

1

47

A required change in how we do things

Ops activities in primavera are >60 hours long – SQR would resolve this with scheduling rules (but it was out of scope in planning.) By optimizing then the plan is more accurate, and easier to adjust in the future. Ops SD is very “black box” but a huge opportunity we believe.

1

1

1

48

A required change in how we do things

There is a lack of lifting plan for a specific lift – and lack of clarity for lifting in general (told at least 4 lifts were re-done with different cranes.) The entire lifting plan, and integrated plan with lifts and roads needs to be reviewed in a BTO (again, full offer does this.) Need to do this next time. Re-work is loss of huge productivity.)

1

1

1

49

A required change in how we do things

Disconnect between the schedule updating by STS (which OQ seems to use) and the actual condition at site. Eman said, “it’s not matching the site condition, and the STS lead planner, Aatif, said it’s because they ‘don’t want to take too much credit in the field.’” We need an accurate schedule condition. Will try and print and cross-reference.

1

1

50

A required change in how we do things

In a Central Coordination Team meeting, they mentioned that prior to the turnaround they agreed, “no SIMOPs”. And some people in execution took that to mean they didn’t need to think about it. When HSE asked people doing SIMOPs work (people working in a column separated by a partition, including hot work, in Area 100), they did not know about SIMOPs and execution was frustrated that the work was stopped. If SIMOPs is “skipped”, it needs to be communicated “how” they move forward.

1

1

48

Page 3

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

48

A required change in how we do things

There is a lack of lifting plan for a specific lift – and lack of clarity for lifting in general (told at least 4 lifts were re-done with different cranes.) The entire lifting plan, and integrated plan with lifts and roads needs to be reviewed in a BTO (again, full offer does this.) Need to do this next time. Re-work is loss of huge productivity.)

1

1

49

A required change in how we do things

Disconnect between the schedule updating by STS (which OQ seems to use) and the actual condition at site. Eman said, “it’s not matching the site condition, and the STS lead planner, Aatif, said it’s because they ‘don’t want to take too much credit in the field.’” We need an accurate schedule condition. Will try and print and cross-reference.

1

1

50

A required change in how we do things

In a Central Coordination Team meeting, they mentioned that prior to the turnaround they agreed, “no SIMOPs”. And some people in execution took that to mean they didn’t need to think about it. When HSE asked people doing SIMOPs work (people working in a column separated by a partition, including hot work, in Area 100), they Clean did notfor know about Report (2) SIMOPs and execution was frustrated that the work was stopped. If SIMOPs is “skipped”, it needs to be communicated “how” they move forward.

1

1

1

1

1

51

A required change in how we do things

No clear alignment of the PSSR process. Who initiates mechanical walkdown/PSSR walkdown and who needs to be at each needs to be established upfront and clearly communicated.

1

1

1

1

1

52

A required change in how we do things

The ferrules issue: not the first time incorrect sizing has shown up, yet how do we move forward?

1

1

1

1

1

1

53

A required change in how we do things

How can we ensure effective handover from day to night shift for main contractor? i.e. STS. Some issues are arising now towards the end of the shutdown that time is being lost during night shift due to handover not being done properly and night shift not having correct paper work/knowing exactly what they need to do. Not having access to cell phones is a problem. Maybe it should be discussed with ‘STS’ prior to the shutdown what their process is for handover? Although I am sure this was done, but not sure why it is not coming up as an issue.

1

1

1

1

1

1

54

A required change in how we do things

Issues around who issues permits during shutdown and startup activities where ops people are helping the main contractor (STS). Shall we put this on paper? Process!? YES! Not clear, it’s not on paper. Source is the HSE incident in Shutdown – no permit when there was an HSE incident, Ops was leading the job, STS contractors were helping….NO PERMIT. So, how do we handle Ops SD/SU when no permit given…STS no contract for holding permits during SD/SU.

1

1

1

1

1

1

55

A required change in how we do things

Materials received late although the Equipment’s were ready for box-up in some cases 10 days ahead we could finish boxing up some equipment’s and are worth examples: Ferrules for Exchangers came wrong size and also they came too late, B-6 B-7 bolts, Nuts & valves specially in DCU area late handover of the valves came very late every day we were promised the consignments will arrive but not happening.

1

1

1

56

A required change in how we do things

Issue with crack in the Floating Head in Area 100 (E-1514A) that has “been repaired twice already, including in Muscat”(Salim) and “this has happened before, it’s a ‘lesson learned’ but not learned” (Waheed). Need to understand more what the issue is, but Waheed and others have expressed concern that we don’t learn from lessons and implement them in future turnarounds.

1

1

1

1

1

57

A required change in how we do things

Receiving TA materials in Wearhouse done in SR 1 and wasting time to again shift them to SR2 we need to improve this area and find a solution with Wearhouse team.

1

58

A required change in how we do things

Location of the TA village (eating tent, etc.) needs to be carefully planned in future turnarounds to ensure that the village does not have to be moved before start-up. For this TA they are having to move some of the tents due to them being in located in areas that need to start up first.

1

1

1

1

59

A required change in how we do things

Similarly OQ agencies especially For Re-tubing, In situ repair & NDTs time more than p6 plan. we could do within target. No use for efficiency and MP sit idle then retain extra to recover and catch-up.

1

1

1

1

1

60

A required change in how we do things

During starting up of AP plant, a few equipment failures (E-A2002 AFC tube leakage, E-A2111A tube leak, ST-A2001-E1 tube leak eyc) delayed the activities. Some of these works were NoGo for TA worklist due to budget constraint. To avoid such failures, the condition of equipments which are TA/shutdown dependent, need to be properly evaluated and included in TA worklist (if required).

1

1

1

1

61

A required change in how we do things

JSA - for permits

1

1

62

A required change in how we do things

More than 10% of DEL resources idled due to other agencies jobs e.g. Balzona job , Incite repairing , Re-tubing, Channel cover repairing, machining etc.

1

1

63

A required change in how we do things

Spares, especially Bolts of exchangers, supplied on the last moment. Qty-45 Nos critical exchangers accumulated & have to attended at once. Ultimately need more resources than planned. It become challenge (Hydro-testing etc.) for Descon.

1

64

A required change in how we do things

Personal car parking to be arranged in SR2 since the workshop inside the process area and the personal cars are not allowed.

1

65

A required change in how we do things

Readiness & Presents of the Process Team need improvement ( In the beginning days of the TA they were not present fully or partially in the meetings)

66

A required change in how we do things

There need to a cut-off date for receiving revision on engineering packages for the MOCs (Management Of Change). After the cut-off date, any revision in engineering package must be approved in SCTA (Steering committee) before considered for execution. Multiple changes in engineering packages causes difficulty in sourcing material & execution.

1

67

A required change in how we do things

TA Village Facilities are required to be allowed by Operations & Process Safety to use during Plant Normal Operation, Shutting Down & startup. To identify and allocate and Approve the Location for the use of TA Village

1

1

1

1

1

1

1

1

1

1

1

Page 3

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

49 68

A required change in how we do things

By the grace of Almighty DESCON inducted the best resources & due to well planned but as per Efficiency of effort TA was expected to complete 5 days before but due to Delay in arrival of parts of critical eqpts(Exchangers).

1

1

1

1

1

65

A required change in how we do things

Readiness & Presents of the Process Team need improvement ( In the beginning days of the TA they were not present fully or partially in the meetings)

66

A required change in how we do things

There need to a cut-off date for receiving revision on engineering packages for the MOCs (Management Of Change). After the cut-off date, any revision in engineering package must be approved in SCTA (Steering committee) before considered for execution. Multiple changes in engineering packages causes difficulty in sourcing material & execution.

1

67

A required change in how we do things

TA Village Facilities are required to be allowed by Operations & Process Safety to use during Plant Normal Operation, Shutting Down & startup. To identify and allocate and Approve the Location for the use of TA Village

1

68

A required change in how we do things

By the grace of Almighty DESCON inducted the best resources & due to well planned but as per Efficiency of effort TA was Clean for Report (2) expected to complete 5 days before but due to Delay in arrival of parts of critical eqpts(Exchangers).

1

1

69

A required change in how we do things

Heater convection section finned tube cleaning is carried-out by Air blowing and manually. Manual cleaning is not effective. 1 Cleaning with dry ice shall be done by specialized vendor.

1

70

A required change in how we do things

Columns trays cleaning is being carried-out manually and it is taking lot of time and cleaning is not so effective. Columns trays cleaning shall be done by hydrojetting (360 deg C hydro-jetting nozzle)

1

71

A required change in how we do things

1. E-1714 tube side inlet nozzle flange and shell side outlet tightened, with rusted studs and nuts, not cleaned and not lubricated. Flange already tighten and certified, and tags also signed by respective parties (Hydratight, STS, OQ).

2. Informed TA QC team, contractor to take corrective action.

3. Need to understand which party approved (by signing the tags) and how it was approved, to ensure no gaps in our process.

1

1

1

72

A required change in how we do things

1. E-2431, multiple infractions observed during boxup activity: a. STS were hammering the nuts as it stuck. b. STS were trying to install nuts without lubrication c. Around 10 studs and nuts already installed, but without existing washer. d. studs and nuts are kept on grating, not housekept properly and no visible separation between damage and new ones.

2. STS stopped hammering and took out the studs installed, applied grease and installed back with the existing washer. One personnel was also assigned to housekeep the studs and nuts inside an available tray.

1

1

1

73

A required change in how we do things

During random walk for flange management audit, I observed that gasket seating surface of R-A2002 was machined after weld deposit for the spool piece flange. The flange machining was not good in inner ring seating area. There are radial depressions.

1

1

74

A required change in how we do things

Most of the SCFs are being routed without material reservation number which is causing delays for getting the reservation number.

75

A required change in how we do things

Permit system

76

A required change in how we do things

Flange management for de-blinding activity with audit from quality team on site

1

77

A required change in how we do things

Specify a real startup time of the TA, as the startup was not aligned correctly

78

A required change in how we do things

Training (HSE Induction)

79

A required change in how we do things

Segregation of waste management in Safety Induction Program

80

A required change in how we do things

Budget in general was not align as per agreed and materials.

1

81

A required change in how we do things

The number of relief valves were off in an early meeting. Something like 42 were missed. i.If SQR each scope and review each method statement in SQRs, this would have been mitigated

1

82

A required change in how we do things

Environment changed the fill criteria for catalyst in drums for area 900, from 90% to 80%, which means that Carlos needs more drums and schedule is delayed at least 1 shift.

1

83

A required change in how we do things

Last minute presentation prep (Steering Committee) and even MGMT committee. We can set up templates in the future for sure.

84

A required change in how we do things

It would be good if they had a template that they used when updating people involved as to the status and next step required in the PSSR process. Updating meeting requests for walkdowns and leaving in previous info is very confusing.

Bottom line is communication and standardization of the PSSR process could be improved

1

Page 4

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

50 85

A required change in how we do things

For the master PSSR tracker, standardize inputs so that data can be used to create visibility and insight relating to the progress.

1

1

82

A required change in how we do things

Environment changed the fill criteria for catalyst in drums for area 900, from 90% to 80%, which means that Carlos needs more drums and schedule is delayed at least 1 shift.

1

1

1

83

A required change in how we do things

Last minute presentation prep (Steering Committee) and even MGMT committee. We can set up templates in the future for sure.

1

1

1

1

84

A required change in how we do things

It would be good if they had a template that they used when updating people involved as to the status and next step required in the PSSR process. Updating meeting requests for walkdowns and leaving in previous info is very confusing.

Bottom line is communication and standardization of the PSSR process could be improved

1

1

1

1

1

1

85

A required change in how we do things

For the master PSSR tracker, standardize inputs so that data can be used to create visibility and insight relating to the progress.

1

1

1

1

1

1

1

86

A required change in how we do things

Where multiple contractors are involved supervision/coordination needs to be closely monitored and managed. Felt like Clean for Report (2) there was so much downtime on scopes with multiple contractors involved

1

1

1

1

1

1

1

87

A required change in how we do things

Area 800 waited a long time for small valves – are these not something that should be easy to have excess of in the warehouse? What went wrong that these valves were not available? Small issue but having a big impact. The same with the 1 ferrules – focus is required on all items not just major equipment. In this shutdown besides some ‘surprises’ with large Page 5 piece of equipment – small things like bolts, valves, ferrules have hampered progress.

1

1

1

1

1

88

A required change in how we do things

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

For F-1501, rated blinds were not used so they cannot perform HT. Why were normal blinds, and not rated blinds used? Did they not anticipate HT? I am not sure of the difference between the 2, except that the rated ones can take a higher pressure.

Does it not make sense then in future to be default use rated blinds for pieces of equipment that could required a HT? Maybe a HT was never planned for this equipment, but then extra work was done which required HT. But if std practice is to use the rated blind then you are always safe. (They not need to drain equipment, change blinds and refill which could 1 take days to complete...).

Spoke to Khalifa about the rated blinds – he said they did not anticipate the welding, therefore used normal blinds not rated ones. Rated blinds harder to get hold of. Extra work required is, not going to impact the scheduled. But still something to possibly highlight for lessons learnt – potential impact of needed rated blinds but only normal ones were used?

89

Both of the above!

TA EXECUTION BLOCK LEADS / AREA LEADS Block /Area leaders must join TA team at least one month before TA starts which will help them in familiarization of people, area, scope of work and as well in the preparation of TA execution.

Availability of job packages.

It must be shared with all area block leads.

1

1

90

Both of the above!

To circulate RASCI model for each activity with stakeholders and whoever involved in activities

1

1

91

Both of the above!

To make area stakeholders involved from planning phase at least one month before execution (Block lead/contractor/area planner)

1

1

1

92

Both of the above!

To have rules and responsibilities shared with Block leads and other departments involved in turnaround Before day 1

1

1

1

93

Both of the above!

Engineering to update all drawings to avoid last moment changes (drawings must be as of date)

1

94

Both of the above!

HSE induction is well planned by HSE team. Suggest to Have the dedicated Additional Team (02 Trainers) to Cater on spot HSE induction Hindi and English Language. There are some urgent on spot site access required for the Visitors and we need to wait for the empty slot

1

1

1

95

Both of the above!

Upfront Logistic Readiness before the commencement of actual TA activities

1

1

1

96

Both of the above!

Understanding and clarity of work scope and complexity of tasks from beginning should be ensured from contractor. TA Schedule must be front loaded for successful negation and steering of all tasks. Academic and specific work related minimum qualifications/certifications of key position holders for main contractor must be assessed prior to award of project. Capability of main contractor must be assessed/documented as agreement for conflicting/changing scenarios during realization of TA.

1

1

97

Both of the above!

The project Newsletter need to be easier to read and look at (charts are too narrow, too much info on weather and not enough trends and data). More forecasts, less reverse-looking. Could be a workshop / session to standardize across all of OQ TAs?

1

1

98

Both of the above!

To ensure that Civil team are aware of plan and timeline even if they received mails, area planner have to discuss with them 1 and ensure they are aware of the plan and criticality of each relevant item in WBS

1

1

99

Both of the above!

Prepare IT logistics and test it at least one week before TA execution

1

1

1

1

1

Clean for Report (2)

1

100 Both of the above!

Stud Bolts requirement..

Initial plan was not to purchase any bolts as we can procure bolts in just 7 days..

For most of the equipment it worked wonderful but for the ones which was opened as SCF or due to some extra operation requirements we had to procure bolts on priority.

So lesson learned for me was we should procure X% of bolts in preparation phase of critical equipment / with bad equipment history

1

101

Both of the above!

TA was executed in safe manner, we should have good plan in keeping contingency material especially Bolts and Gasket

1

102

Both of the above!

Need materials coordinator per area, not just one common one

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

51 1

1

1

1

Clean for Report (2)

100 Both of the above!

Stud Bolts requirement..

Initial plan was not to purchase any bolts as we can procure bolts in just 7 days..

For most of the equipment it worked wonderful but for the ones which was opened as SCF or due to some extra operation requirements we had to procure bolts on priority.

So lesson learned for me was we should procure X% of bolts in preparation phase of critical equipment / with bad equipment history

1

101

Both of the above!

TA was executed in safe manner, we should have good plan in keeping contingency material especially Bolts and Gasket

1

102

Both of the above!

Need materials coordinator per area, not just one common one

1

1

1

103

Both of the above!

Worklist optimization to be done properly to avoid any issued during start up of the plants

1

1

1

1

104 Both of the above!

We have to kept some stock of materials like Demister pad for vessels, Stud bolts for some special equipment's like RA2001/2/3/4 , F-A2001/2/3/4, E-A3111A/B, E-A2001 and all size of Stud bolts for SEA WATER valves, flanges etc.

1

1

1

105

Conduct quiz for contractor to ensure that they understand safety procedures

1

106 Both of the above!

Butterfly valve gasket flange gasket should be standard one. Manual fabricated gasket from Teflon sheet or Rubber gasket should not be used. Reason - If Inside diameter not cut properly, Valve open close will be in trouble due to disc is touching the gasket ID. It causes rework to open the valve and replace the gaskets.

1

1

1

107 Both of the above!

SCF: All SCFs must go with the main contractor which will give benefit as: Main contractor will take the ownership of the equipment.

Jobs will fast and more reliable.

Contractor’s interest will be increase.

Tracking of SCFs will be easy for all stake holders (Asset integrity, POS, Maintenance and TA planning team) Commercially can be negotiate with main contractor.

1

1

1

108 Both of the above!

Equipments Cleaning strategy: Cleaning strategy or the procedure e.g., manual cleaning, hydrojetting or sand blasting of equipment’s internals to be agreed 1 and finalized during scope preparation. It will help to save a lot of time and resources.

1

1

109 Both of the above!

To keep all circulated information written for maintaining obligation of the reporting party

1

1

1

1

110

Both of the above!

PTW Cabins- Quality of the Fittings are not of a good quality and the Power Got Tripped repetitively for some of the cabins

1

1

1

1

111

Both of the above!

To waive the Third hydro test in next TA

1

1

1

1

112

Both of the above!

Create a team to segregate the items in free zone and register the same in SAP system

1

1

1

1

113

Both of the above!

Process team to be trained on using BA to be ready for any type if inspection

1

1

114

Both of the above!

Proper Logistics , permit shelters

1

115

Both of the above!

Special arrangement of Catering tent at site

1

116

Both of the above!

Logistic preparations to start ahead of schedule

1

117

Both of the above!

Hard Ladder is required for internal inspection

1

Both of the above!

Page 7

52

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

Archipelago prides itself on being 100% supportive, yet 100% objective.

web: email: social:

www.archipelago.one info@archipelago.one @archipelago.one