Shutdowns and Turnarounds North America 2012 Brochure

www.ShutdownsAndTurnarounds.usT: +1 646 378 6026 E: [email protected]

Join us at Shutdowns and Turnarounds North American - theleading TAR conference and 11th edition in a global series -focused on the full life-cycle of shutdowns and turnarounds, frominitial planning through to restart. By learning from some of themost challenging shutdown and turnaround case studies, you canmaximize efficiency, minimize downtime and reduce risks for yournext TAR project.

Key areas of discussion for 2012 include:

•HSE: Learn the latest safety assurance techniques through a special safety focus section – and implement them into your next turnaround•ManagingContractors: Perform inductions that communicate the standards expected and assure the competence of all personnel•QualityControl:Assessing different operator measures to ensure quality assurance•ScopeManagement:Aligning your management strategy to ensure that your TAR reaches completion in your projected time-frame and does not increase in scope or complexity•Decontamination:Learn about the latest technologies and techniques to save time, money, and improve HSE

ScopeManagementFocusDay:September17,2012 An interactive workshop environment exploring the practical steps you can take to manage the scope of your turnaround planning

Led by John A. McLay, President, JMC Consulting

SPONSORS

Optimize your planning methods and execution strategies for efficient turnaround management

“

MainConference:September18-19,2012ScopeManagementFocusDay:September17,2012HyattRegencyNewOrleans,Louisiana,USA

Turnaround Experts sharing their insights include:

MikeGrabill,Turnaround Specialist, BPHaijeStigter, Team Lead Operations Support, ShellDaveLowry,Central Maintenance Lead, Shell StevenSuykens, Operational Turnaround and Project Manager Independent Belgian Refinery NVDanSawyer, Turnaround ProfessionalTomMcCusker, Regional Director, Plant Asset Management, PetrofacJohnA.McLay, President, JMCConsultingPaul Komperda, Global Technical Director, Zyme FlowDeconTechnologyClarenceP.Monteiro,Principle, TeamWorkGroupPeterHaar, CEO, Peter HaarConsultingCraigPindell, Reliability and Planning Specialist, CraigPindellConsulting

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‘Very valuable from a knowledge and lessons learnt perspective’ MekribanKaziyeva,BP(CaspianSea) ExplorationLtd

‘A very good conference. Very good to share issues and solutions’ WilliamCochill,Petrofac

www.ShutdownsAndTurnarounds.us

SCOPEMANAGEMENTFOCUSDAY:MONDAYSEPTEMBER17,2012

08:30 Registration and Refreshments

08:45 Chairman’sOpeningRemarks

09:00 TurnaroundWorkScopeDevelopment:Afullprocedure

To maximize the available planning time it is important to understand when the work scope starts, how the work scope is generated, what information is required to develop the work package and where that information can be sourced. Armed with this information the schedule, initial budget, detailed budget, control budget and work list cut-off date will have increased accuracy and provide realistic targets.

Objective: •Themainobjectiveistoprovidetheparticipantalogical and progressive pattern of Work Scope Development for the both plant assets and work scope support systems. •Todefinetheoriginsofthemastertechnicalfileforboth the plant assets and support systems – they start in the construction design stage but how and why •TrueorFalse:80%oftheknownworkforthenext turnaroundisavailable90daysafterthelastone? •Whymustthefullturnaroundteamordesignatebe involvedinthereviewofeachworkpackage:plantasset and support plan •Howtomakeaplantosettheworklistcut-offdateand then follow the plan •Whatisachecklist,howdoesitwork,whenshoulditbe appliedandwhymusteachonebeplantspecific;but where do you start.

Keyingredient:thefullturnaroundteamandsteering committee must understand the process and therefore will benefitfromthistraining.

Each participant will be provided a series of worksheets and be encouraged to participate in the interactive discussions. Bring your problems and pet peeves – we want them. sampleScotland’sfinestwhiskies. John A. McLay, President, JMC Consulting and acclaimed author of “Practical Management for Plant Turnarounds”

12.30 NetworkingCoffeeBreak

13.30TurnaroundWorkScopeDevelopmentinPractice:A PracticalGuide

Turnaround success is aligned closely with the development of an optimized workscope. If your workscope is not clearlydefined,itcanhaveacriticalimpactonyour turnaround performance, and lead to costly overruns. This session explains the critical considerations when putting together a scope optimization plan and highlights which have the largest impact on your turnaround success.

•Learnthefactorswhichhavethebiggestimpactonyour scope optimization process •Developariskbasedmethodologytolearnwhere your exposure is, and produce actions to limit it •Workwithyoursteeringcommitteetodevelopand execute a scope optimization plan – and drastically improve your next turnaround

17.00 EndofFocusDay

STARTYOURLEARNINGEXPERIENCENOW: VisitourOnlineDownloadCenter

Start your learning experience early at www.ShutdownsAndTurnarounds.us.You can also OnlineResourceCenter to get your hands on exclusive material from the speakers and other industry experts with resources such as presentations, white papers and podcasts. Check back regularly because new material will be added frequently in the run up to the event.

CONFERENCEDAYONE:TUESDAYSEPTEMBER18,2012


08:45 Chairman’sOpeningRemarks MikeGrabill,TurnaroundSpecialist,BP 09:00 Keynote:TurnaroundManagementbestpractice • Identifying the similarities and differences between different industry turnarounds • The planning process: What are the critical considerations to take into account when planning major turnarounds • Building a comprehensive plan to be monitored throughout the outage, ensuring that deadlines are met and management have full visibility over where the outage is, and where it should be • How can we as an industry overcome the problems of contractor ‘ownership’ of the project? JohnA.McLay,President,JMCConsultingandacclaimed authorof“PracticalManagementforPlantTurnarounds”

09:40 Minimiseincidentsandunplannedshutdownsusinga risk management process • Developing a risk matrix which identifies the areas where accidents are most likely to occur • Implement a management process to mitigate the risks associated with these activities • Utilising other control methods to minimise hazards and ensure compliance MikeGrabill,TurnaroundSpecialist,BP

10:20 CoffeeandNetworkingBreak

10:50 Speed Networking Session Speed networking will enable you to meet a selection of conference attendees within a short time and ensure an open discussion throughout the conference. Take advantage of this informal networking session to meet with other turnaround professionals. Don’t forget to bring your business card!

11:30 IntroductiontoIntegratedSTOManagement-usingan integrated solution to manage the following processes: • WBS-based Scope Development, Estimating and Budgeting including Risk Assessment and Mitigation; • Procurement Cycle and Contracting Process Management; • Planning, Scheduling and Execution including Safety Assessment, Mitigation and Permitting; • Forecasting, Earned Value-based Reporting, KPI Tracking, Change Management, Lessons Learned, Electronic Approvals, Asset History • Integration with corporate sources such as: ERP (SAP), Schedule (P6, MSP), EAM, CMMS ClarenceP.Monteiro,Principle,TeamWorkGroup

12:10 Working in confined spaces: Building awareness of steps you can take to minimize risks • Ensuring that our health and safety duties to those who work on our facilities are met • Developing methodologies which reduce the need to enter confined spaces • Ensuring that the atmosphere is safe to breathe in confined spaces whenever entry is necessary • Utilising technology to alert personnel to the danger StevenSuykens,OperationalTurnaroundandProject Manager,IndependentBelgianRefineryNV 12:50 LunchandNetworkingBreak

13:50 Preparing production equipment, process equipment, benzene,LELandH2Scontaminatedequipmentforsafer and faster maintenance • Explore a unique decontamination method for freeing refinery and petrochemical plants, vessels and lines of several common hazardous materials in order to make these vessels safe for personnel entry • Examine why the ability to deal with so many contaminations as a part of one application promotes both speed and safety and provides numerous benefits • Investigate how the method presented is able to reduce cost, reduce personnel risk, reduce pyrophoric risks to vessels, reduce cleaning and decontamination time and promote environmentally sensitive methods as viable choices for hazard reduction • Discover that these goals can be achieved in greatly reduced time compared to conventional technologies, providing significant cost benefits to the operator PaulKomperda,GlobalTechnicalDirector,ZymeFlow DeconTechnology

14:30 CoffeeandNetworkingBreak

15:00 Scaffolding:TheChallenges • Discover how early phase engagement is key to ensuring all aspects of successful turnaround management: Scope, quality, safety, duration, cost • Ensure that the individual contractors have a full awareness of what has been agreed by their company • The critical nature of the contractor induction phase – To get this wrong is to put the whole project in jeopardy • Conducting meetings on a one to one basis, providing extra coaching to increase contractor buy in DaveLowry,CentralMaintenanceLead,Shell

15:40 Ensuring quality control during shutdowns through contractor relation building • How safety systems should be set up on site, making sure that safety policies are applied evenly between owners, contractors and safety representatives • Ensure all personnel remain compliant with the rules and procedures of the site • Perform inductions that communicate the standards expected and assure the competence of all personnel • Plan work scopes realistically and effectively ensuring that the project is on time and within budget

16:20 PanelDiscussion:Withownerscompetingfortalent from a limited skills pool, what can be done to ensure that all turnaround work is completed to a high standard? • Identifying the key areas of turnaround work that are not carried out to a high enough standard • Weighing up the pros and cons of different assurance systems such as the tag system • Independent Owners: How can they compete for skills with the giants? • Coordination: Can turnarounds be scheduled so that the best talent is more often available? StevenSuykens,OperationalTurnaroundandProject Manager,IndependentBelgianRefineryNV DanSawyer,TurnaroundProfessional MikeGrabill,TurnaroundSpecialist,BP

17:00 Chairman’sSummar

17:15 NetworkingDrinksReception


CONFERENCEDAYTWO:WEDNESDAYSEPTEMBER19,2012


08:45 Chairman’sOpeningRemarks 09:00 CaseStudy:Lastyear’sshutdownatanoffshore production site • Preparation: Aligning people with the schedule and process • Parts resourcing: How we avoided discovering incorrect specification parts when it was too late • Cost control: Planning and tracking for project costs, not direct costs • Planning for skills availability: How we ensured that the most able staff were available – through co-operation and integrated planning with our competitors HaijeStigter,TeamLeadOperationsSupport,Shell

09:50 SessionReservedforGlobalVaporControl

SAFETYCRITICALELEMENTS

10.30 NetworkingCoffeeBreak

11:50 ScopeManagement: • Planning for each outcome: Some tasks will form your ‘ concrete’ plan, others will need to be flexible • Ensuring that your flexible plans have back ups to mitigate the risks • Front end loading: Making sure that the work is always done in the planning time, not the execution – This includes pre- shutdown and inspections to minimise unexpected outcomes • Using an assessment method which grades your ability to manage critical tasks in the event of a deviation from the original plans PeterHaar,CEO,PeterHaarConsulting

11:40 SessionReservedforGlobalVaporControl

12:50 LunchandNetworkingBreak

MAINTENANCE&INSPECTION

13:20 RoundtableDiscussions-worstcasescenario: Delegateswillformdiscussiongroupsandbegiven aproblemsolvingactivity.Theywillneedtowork together to come to a conclusion on the best course of action, and present their findings to the audience.

14:00 AreWeThereYet?-ToolsandTechniquestoAssessYour Plant’sShutdownReadiness • Develop a shutdown assessment plan that provides solid feedback on all your deficiencies and strengths • Learn the tricks of the trade to match scope, cost and duration • Ensure that you take full advantage of the previous lessons learned • Develop the necessary actions, owners and timelines to address issues before they become problems. • Proven methods for determining schedule readiness DanSawyer,TurnaroundProfessional

14:40 CoffeeandNetworkingBreak 15:20 Ensuring safety during shutdown planning while minimizingtheimpactonproductivity • A crucial function that the turnaround industry must address is developing the methodologies which ensure safety while not impacting on productivity levels • Examine the implications of process safety related plant failures for the energy industry • Create process safety indicators in your turnaround projects so that safety performance can be reviewed – Just because an accident didn’t happen, it doesn’t mean there were not risks • Monitor the performance of leading indicators and identify trends for safer future projects • Prioritise work and shutdown planning to raise safety performance to higher standard CraigPindell,ReliabilityandPlanningSpecialist,Craig PindellConsulting

16:00 PanelDiscussion:Offshorevs.Onshore • Explore the similarities and differences between the challenges of onshore and offshore turnarounds • Examine the timescale differences, as well as the life-cycle costings • Debate and share the lessons learned from both sectors • This session will be facilitated by experts from the onshore and offshore world JohnA.McLay,President,JMCConsultingandacclaimed authorof“PracticalManagementforPlantTurnarounds” MikeGrabill,TurnaroundSpecialist,BP TomMcCusker,RegionalDirector,PlantAsset Management,Petrofac

17:00 Closeofconference


AboutOilandGasIQOil and Gas IQ is an information based portal dedicated to providing the latest oil news and gas news. We explore Oil and Gas industry developments and facilitate the continued learning of oil and gas professionals. We offer100technicalandstrategicoil and gas conferences across Europe, Asia, the US and the Middle East. Every year we educatealmost5,000strategicand practical executives annually.

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MainConference:September18–19,2012ScopeManagementFocusDay:September17,2012HyattRegencyNewOrleans,Louisiana,USA