TURNAROUND EXCELLENCE: PLANNING + EXECUTION SAMPLE REPORT

OQ SR2 TA 2022 EVENT OPTIMIZATION

“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.

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.

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.

Cumulative Distribution Function (OQ 2022 SR2)

Probability (%) Days

EXECUTION OPTIMIZATION SUMMARY

PRE-SQR (P50 = 41.2 days)

POST-SQR (P50 = 39.2 days)

POST-BTO (P50 = 37.8 days)

EXECUTION (P50 = 33.8 days)

ACTUAL: P20 in 32.1 DAYS

March 12, 2022

1st 42MM 200+ 117

Top Quartile Turnaround Real-Time Lessons Learned USD of additional production as a result Schedule Refinements

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.

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.

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

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)

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

Figure 02: Critical Path Network Diagram

“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

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 06 03 Readiness Reviews

3.4 days removed from the initial schedule (P50)

Schedule Quality Reviews (SQR)

200+ Schedule Refinements

Potential Deviation Sessions (PDA)

70+ 01

Breaking Through Optimization Sessions (BTO)

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.

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

PERFECTION

BEST EVER

TOTAL OPPORTUNITIES

UNACCEPTABLE

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.

Cumulative Distribution Function (OQ 2022 SR2)

POST-SQR (P50 = 39.2 days)

PDA (days)

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.

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).

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.

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.

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.

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)

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.

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.

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.

SURVEY RESULTS

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

“Lost time is never found again”

-Benjamin Franklin

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.

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.

Cumulative Distribution Function (OQ 2022 SR2)

ACTUAL: P20 in 32.1 DAYS

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.

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.

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.

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.

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.

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

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.

73% 61% 104 75

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.

Improvement in Team Engagement

1:1 Coaching Sessions Improvement in Meeting Impact Meetings that were led or guided by Archipelago

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.

Real-Time

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).

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.

“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

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.

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).

The difference between top quartile and second quartile over the next 9 years is

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.

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

APPENDICES

Additional Resources + References

APPENDIX A: WEEKLY REPORTING

• Abdu laziz [night shift] for helping drive consistency in evening handover reporting.

• W ah eed 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.

Leaders 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.

n cation s

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.

57 82% 87%

• 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.

critical path

Notes : Entering mechanical window; additional scopes will be added here when applicable (critical path currently CDU)

Scope Ch an ge F orm (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

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

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.

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

ahead of plan

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

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.

the end

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

critical path

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

• 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.

29 91% 95%

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.

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

02 Roles

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

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

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

05 Active Reflection

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

After Action Reviews and associated learnings are intentionally incorporated between executables

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

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.

APPENDIX D: ENGAGEMENT + COACHING METRICS

right

APPENDIX E: REAL-TIME LESSONS LEARNED

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

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.

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’).

17 A required change in how we do things

18 A required change in how we do things

19 A required change in how we do things

20 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. 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.

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 to more optimization - and it builds rapport to be used during execution

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.)

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?

required

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.

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

required change in how we do things

27 A required change in how we do things

28 A required change in how we do things

29 A required change in how we do things

30 A required change in how we do things

E-A2004A, heard sound of hammering. When 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

Schedule widely inaccurate for the hydrocracker blind (3 days different in schedule than actual). Would / Should have been caught in planning. 1

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

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 the dirty water to go.

1

1 1

1 1 1 1

1

1

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 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.

1 1 1

1

1 1 1 47

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.

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.

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.

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.

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.

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.

required

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

41 A required change in how we do things

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

1.OQ Manpower on night shift is 1/10th that on day shift (yet manpower is 7/10th that of day shift)

180 on day shift, ~30 on nights shift (OQ)

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

should have been allocated, along with posters, white boards, materials, supplies, and a dedicated resource a few months prior (not <1 week prior to pull feed.)

Leads flown in from other refineries / locations. Great to leverage their knowledge, but should have been here earlier (2 weeks+

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

loss of huge productivity.)

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

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.)

49 A required change in how

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.

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.

54 A required change in how we do things

55 A required change in how we do things

56 A required change in how we do things

57 A required change in how we do things

58 A required change in how we do things

59 A required change in how we do things

60 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 am sure this was done, but not sure why it is not coming up as an issue.

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.

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.

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.

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.

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.

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.

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

1 1

A required change in

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

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

72 A required

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. 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. 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.

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.

98 Both of the above!

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.

line is communication and standardization of the PSSR process

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

induction is well planned by HSE team. Suggest to Have the dedicated Additional Team (02 Trainers) to Cater on spot

Hindi and English Language. There are some urgent on spot site access required for the Visitors and we

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.

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

ensure that Civil team are aware of plan and timeline

100 Both of the above!

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

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

104 Both of

We have to kept some stock of materials like Demister pad for vessels, Stud bolts for some special equipment's like R-

, F-A2001/2/3/4, E-A3111A/B, E-A2001 and all size of Stud bolts for SEA WATER valves, flanges etc.

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

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