Shutdown Management - Web view · 2016-06-09Added Revision 2 28 3 10 Added revision 3.0 21/01/12

Petroleum Development Oman L.L.C.

Document Title: Shutdown Management

Document ID PR-1721

Document Type Procedure

Security Unrestricted

Discipline Operations and Engineering

Owner Functional Operations Manager - UOP

Issue Date July 2014

Revision 3.1

This document is the property of Petroleum Development Oman, LLC. Neither the whole nor any part of this document may be disclosed to others or reproduced, stored in a retrieval system, or transmitted in any form by any means (electronic, mechanical, reprographic recording or otherwise) without prior written consent of the owner.

Petroleum Development Oman LLC Revision 3.1Effective: Jul 2014

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Page 2 PR-1721 - Shutdown Management Printed 06/05/23

The controlled version of this CMF Document resides online in Livelink®. Printed copies are UNCONTROLLED.


i Document AuthorisationAuthorised For Issue – July 2014




ii Revision HistoryThe following is a brief summary of the 4 most recent revisions to this document. Details of all revisions prior to these are held on file by the issuing department.

Revision No.

Date Author Scope / Remarks

Rev. 3.1 3 July 2014 UOP/61 Revisions to incorporate Audit findingsRev. 3.0 12 Jan 2012 UOP3 Enhanced step-in form with detailed check list.

Added Statement of Fitness.Added authorisation level of step in after PSM challenge elevated to Operations Manager and before PSM challenge by DTL.Updated RASCI matrix.Added 2 yearly station SD strategy statements.Included OSO5 and ONO5F feedback. Simplified milestones (reduced and specific).Enhanced KPI. Minor textual and graphical changes. Updates RASCI (R&R)

Rev 2.0 Mar-10 UOP3 Reviewed and Re-validated. See Addendum 1 for details of changes.

Rev 1.0 09-Dec-2008 UOP3 First Issue.

iii Related Business Processes

Code Business Process (EPBM 4.0)EP.13 Manage Supply Chain

EP.14 Manage Logistics

EP.71 Produce Hydrocarbons

EP.72 Maintain and Assure Facilities Integrity

ASS Manage Assets

IAP Integrated Activity Planning

iv Related Corporate Management Frame Work (CMF) Documents

Refer to Appendix 12




TABLE OF CONTENTSi Document Authorisation....................................................................................................3

ii Revision History................................................................................................................4

iii Related Business Processes.............................................................................................4

iv Related Corporate Management Frame Work (CMF) Documents.......................................4

1 Introduction....................................................................................................................... 8

1.1 Background 9

1.2 Purpose 11

Figure 2: Early Preparation Adds Value to the Business 11

1.3 Scope 12

Figure 3. Identify the Important Shutdowns for Milestone Tracking 12

1.4 Objective 13

1.5 Changes to the Document 14

1.6 Step-out and Approval 14

2 Roles and Responsibilities...............................................................................................15

2.1 Responsibility Shutdown Review Board 15

Figure 4: Shutdown Review Forums 15

2.2 Responsibility Shutdown Director 16

2.3 Responsibility Operations Manager 16

2.4 Responsibilities Delivery Team Leader (DTL) 16

2.5 Responsibility Shutdown Coordinator 16

2.6 Responsibility Activity Owner 17

2.7 Responsibility Production Coordinator 18

2.8 Responsibility Shutdown Planner 19

2.9 Responsibility Attendees to SD Meetings 20

2.10 Responsibility external Shutdown Planning Challenger 20

2.11 Responsibility AI-PSM Challenger 22

2.12 Responsibility Programmer 22

Figure 5: Overall Deferment (Including Preparations And Start Up) 22

2.13 Responsibility CDFP IAP 22

2.14 Statement of Fitness 23

2.14.1 Intent 23

2.14.2 Requirements 23

2.14.3 Application of SoF for Asset Restart 23

2.14.4 Maintenance 23

2.14.5 Incidents 24

Figure 6: Value of the Process Variable 24

2.14.6 Signatories 25




2.15 Responsibility Matrix 25

3 General Shutdown Management Rules............................................................................26

4 Shutdown Milestones......................................................................................................28

5 Mitigation Registers.........................................................................................................29

Individual Activity Risk 29

Overall Shutdown Risk 29

6 Activity Readiness...........................................................................................................31

7 Deliverables....................................................................................................................32

7.1 Shutdown Review Board Responsibilities 32

7.2 Directorate Deliverables: 32

7.3 Individual Shutdown Deliverables 32

8 Performance Monitoring..................................................................................................33

9 Change Control...............................................................................................................36

Figure 7: Change Control flow chart 36

Appendix 1 – Shutdown Terms of Reference..........................................................................37

1. Shutdown Review Board Meeting Level 1 (PDO) 37

2. Review Team Meeting Level 2 (Directorate) 38

3. Shutdown Meeting 39

4. AI-PSM Challenge 40

Appendix 2 - Action Tracking List............................................................................................43

Appendix 3 – Example of Job Hazard Analysis.......................................................................44

Appendix 4 - Shutdown Driver Sheet......................................................................................46

Appendix 5 – Check Lists.......................................................................................................47

1. Job Preparation Safety Checklist 47

2. SAP Activity Attributes Check List 49

3. Checklist for Non-SAP Activity Attributes 50

4. Pre and Post-Shutdown Activities Check List52

5. Shutdown Strategy Content Check List 55

6. Completion Check List and Statement of Fitness 56

Appendix 6 - Lessons Learnt Data Requirements...................................................................59

Appendix 7 – Change Request Form (Step-In, Step-Out, Change)..........................................60

Appendix 8 – Generic Shutdown Execution Plan Content........................................................62

Appendix 9 – Guide to After Activity Review...........................................................................64

Appendix 10 – Management Summary...................................................................................65

Appendix 11 - Terminology, Definitions and Abbreviations......................................................66

Appendix 12 –Reference Documents......................................................................................70

Appendix 13 - User Feedback Page.......................................................................................72

Addendum 1 – Changes at Revision 2.0.................................................................................73




FiguresFigure 1. Cyclic IAP Planning Versus Additional Separate Shutdown Planning 9

Figure 2. Identify The Important Shutdowns For Milestone Tracking 12

Figure 3: Early Preparation Adds Value To The Business 11

Figure 4: Shutdown Review Forums 15

Figure 5: Overall Deferment (Including Preparations And Start Up) 22

Figure 6: Value of the Process Variable 23

Figure 7: Change Control flow chart 36




1 Introduction

Management SummaryThe objective of this procedure is to provide consistent Shutdown Management within PDO. This procedure is largely based on historical good practices and on the Shell Shutdown Management Guidelines.

A shutdown is the ultimate form of integration often capturing a high density of high risk activities in a short window and constrained work site. HSE, deferment reduction and cost optimisation are the key drivers to well manage these shutdowns. Shutdowns are a key focus area for Process Safety Management.

A Level 1 Integrated Shutdown Plan (ISDP) across directorates shall be maintained, with a window of between 2 to five years. The ISDP is extracted from the directorate 2 year IAP plans and includes relevant management information.

The Shutdown Review Board oversees the high level shutdown management. It consists of the operations managers and is chaired by the operations and engineering functional director. The board meets twice a year and appoints Shutdown Directors for the major impact cross directorate shutdowns.

‘Critical shutdowns’ must adhere to all the requirements in this procedure. These are shutdowns with more than 1000 m3 deferment, significant gas capacity outage, high potential business impact or important impact on other directorates (deferment / capacity / power). Critical shutdowns are treated as projects with relevant milestones that must be met.

Shutdowns with over 1000 m3 deferment shall be overseen by the Delivery Team Leader (DTL). The key role of the Shutdown Coordinator is to drive preparation as per milestones and elevate issues (such as late readiness) timely to management level. In addition to this preparation tracking, dedicated shutdown performance indicators are developed to measure success of a shutdown.

All master activity data shall be SAP based. Additional necessary data must be added to the shutdown plan and maintained based on existing linked SAP orders.

The lessons learnt database shall be used to record and share lessons of shutdown planning and execution across the directorates.

This procedure contains a number of mandatory checklists that help stakeholders preparing better in building high Shutdown Documents. Checklists help reducing potential problems. Checklist are recognised methods in many industries such as aviation and medical (simple surgery checklists save lives).

Shutdowns durations must be based on detailed bottoms up activity optimisation (with reference to previous or comparable shutdowns) and full adherence to all relevant procedures. Deviation to procedures shall be in accordance with PR-1001e – Operations Procedure Temporary Variance.

The main risks shall be identified, mitigated and documented as part of the shutdown plan at activity and overall shutdown levels.

The shutdown driver sheet will be completed for the critical path, and near critical path activities. Activity owners and contractors must be fully transparent with sharing scope and material readiness at all times during any shutdown meeting.

After scope freeze all changes shall be managed via the change request form and approved by the shutdown coordinator. After PSM challenge all changes shall be approved by Operations Manager. Late changes cause re-thinking, re-work and may introduce significant HSE risks to be analysed and mitigated.



http://sww3.pdo.shell.om/getdoc?dataid=93945&objAction=download

http://sww3.pdo.shell.om/getdoc?dataid=93945&objAction=download


Critical Success Factors Agreed roles and responsibilities for each shutdown. Active driving of the preparation by shutdown coordinator (asks the right questions

and progress the preparation). Activity owners to adhere to the Shutdown milestones. Transparency of activity readiness (materials, work pack, resources) by contractors

and PDO. Effective Contractor interface. Availability and quality of SAP data and associated low level Contractor Primavera

schedule data Planning capability (PDO and contractors). Effective Shutdown Review Board (management feedback and improve loop).

1.1 BackgroundWhen first published, this procedure was the first CMF document detailing the shutdown management process. The procedure is aligned with the Integrated Activity Planning (IAP) process and does not cover detailed work execution at activity level, this being detailed in SAP Maintenance Craft Procedures (MCP’s), detailed contractors’ scope of work or CMF documents. (i.e. Instructions for doing an overhaul on a compressor).

The key difference between Shutdown Management and IAP is that IAP is a cyclic practiced integration routine (weekly, monthly, and quarterly); whereas Shutdown Management is similar to projects where scope, timing and duration change each time and the intensity of work during these ultimate integrations require special focus.

Figure 1. Cyclic IAP Planning Versus Additional Separate Shutdown Planning




There are two parts on shutdown planning (see Figure 1):

1. High level shutdown planning which is part of the quarterly update of the 2 year IAP plans. At directorate forums these high level shutdown scopes are discussed, challenged, agreed and issued. The durations are set and communicated with the production forecasting department. The most important agreement is made in the 3rd quarter of the year during the program build exercise when the reference forecast is set (promise to shareholders). Managing the high level shutdown planning is core IAP responsibility carried out by the XXO5 / UIP31 departments.

2. Detailed low level planning for each shutdown kicks off 6 months prior to execution. These plans include the low critical path at hour resolution including isolation and de-isolation activities, detailed leak testing activities and pre and post shutdown activities. They also include detailed resources required i.e. cranes, vendor support, welding units, vacuum tankers etc. Detailed shutdown planning is also IAP planners’ scope. It is initiated at the coast (XXO5) and handed over to the interior (XXO9); ideally after scope freeze.

The shutdown planning service is provided by the coastal IAP planning engineer and interior planners. There may be circumstances where one dominant activity executer can provide the detailed low level SD planning service if agreed with the SD owner (for instance a shutdown consisting mainly of large engineering tie-ins, where a detailed shutdown schedule is provided by the project engineer. This should be agreed with the shutdown coordinator.

Shutdowns in PDO are managed and budgeted within the directorates by the operations departments. The plans are prepared by the Integrated Activity Planning (IAP) community. As per CP-156, IAP plans are owned by Operations. SD plans are also owned by the operations, however, if operations has no significant work scope, a Shutdown may be owned by Engineering.

One common risk to shutdowns is delay due to late scope or material readiness. This has big potential impact on production promise. Delay can also have a negative impact on other disciplines that have aligned work i.e. maintenance and contractor mobilisation. Late delivery of scope more importantly, may result in identified risks being poorly mitigated through lack of preparation time. Late preparation causes ad hoc inefficiency amongst staff that already have routine duties to carry out. A shutdown that follows the milestones will significantly reduce these risks.

IAP planners provide planning support to the shutdown owners and have a triple role:

IAP planning.

Shutdown Planning.

Maintenance Planning.

Within Shutdown Management there are no full time roles. The challenge for PDO is to manage shutdown safely in addition to routine roles.

A large part of the Shutdowns is a combination of multifunctional work (e.g. facility upgrade, new facility, modifications, new wells tie-ins, headers, maintenance work, static inspection and major technical integrity repairs).

The workload is carried out by routine staff supplied with EMC/ODC contractor staff and vendors.

The key shutdown drivers are HSE risk management and to minimise overall planned deferment. PDO operates in a relative low cost environment. Oil deferment and gas capacity constraints are the significant value drivers to minimise outage times. Costs are generally not the main driver for shutdowns in gas is alignment with customer demand (e.g. alignment with OLNG outages).




The majority of shutdown resource costs are captured via internal PDO staff costs and costs as per agreed rates in the contracts between ODC / EMC and the directorates. Much work is carried out by contractors who work side by side with PDO staff and have their base in the interior.

General information, lessons learnt and examples can be found on the Shutdown Management website (Home page > UEOD > UOP > Shutdown Management).

1.2 PurposeThe purpose of this document is to provide a comprehensive standard across all directorates in shutdown management and to continuously improve shutdown preparation and planning.

The reason to prepare all our main shutdowns professionally is to execute the work safely and timely as per shareholder cost and production promise.

Late preparation causes inefficient reactivity, potential additional mobilisation costs (up to 0.5 mln US$), staff frustration and also sometimes disintegration of integrated work scopes resulting in additional oil deferment or gas capacity reduction.

Figure 3 represents late effort required for late preparation.

Figure 2: Early Preparation Adds Value to the Business



http://sww.pdo.shell.om/sites/UEOD/UOP/SDM/default.aspx


1.3 ScopeThis procedure will provide the mandatory process of Planning of Shutdowns that occur on hydrocarbon installations (oil, gas) or installations that effect hydrocarbon production (e.g. power, water injection). This is applicable to the following 4 directorates: Gas, North Oil, South Oil and Infrastructure. This document will discuss the role of tools but it will not function as the instruction manual how to use the tools.

This procedure will be the only document that provides the mandatory process of Shutdown Management in PDO. It is in line with Shells Global Shutdown Management Process Guideline (EP 2006-5081, April 2006). It is basically a customisation of the Shell Guideline with the following key differences:

It is mandatory.

It is specific. It includes PDO relevant customisation of the global guideline (organisation, KPIs, classification, agreed templates).

It includes requirements that are not captured in the global guideline (certain roles, SAP).

Contractors play an important role in successful Shutdown Management. Their responsibilities are captured in section 2 under ‘activity owner’. A significant part of this procedure describes the interface with contractors and the roles and responsibilities of PDO staff and contractors.

Figure 2 below explains the minimum requirement of shutdowns that need to comply with this procedure.

Figure 3. Identify the Important Shutdowns for Milestone Tracking

Some shutdowns can have direct impact, or potential impact, on other stations, areas, or directorates including Infrastructure. It is important to identify and manage these overall impacts well. Typical impacts are:

- oil deferment due to limited tank capacity in the interior,

- condensate impact to gas (MOL outage),

- shortage of gas, power constraint, and

- Constraints in resources (e.g. static resources).




1.4 ObjectiveThe objective of this procedure is to provide a clear consistent standard of Shutdown Management, including roles and responsibilities, to all relevant stakeholders within PDO.

Shutdowns in PDO contribute for a significant part to total planned company deferment. Better management of shutdowns will lead to reduction of planned deferment, better management of HSE risks, and reduction in resource costs and improved overall efficiency of staff utilisation (the preparation phase and close out phase e.g. lessons learnt).

Distribution / Target AudienceThe audience of this document:

Shutdown Review Board.

Operations Managers and their leadership team.

Engineering construction coordinators (interior).

Functional Activity Owners (WRM Team Leads, Project Engineers etc).

Functional Activity Planners.

Production and maintenance supervisors and planners.

Static equipment team leader, supervisors and planners.

Planners and schedulers of activities in shutdown plans (e.g. project engineers, well engineers).

MOL, SOGL coordinator.

MAF Terminal Coordinator.

Power Generation and distribution leaders, supervisors and planners.

Commissioning Engineers.

Integrated Activity Planning community (Heads of IAP, Planning Engineers, Area Planners, and Area Schedulers).

Contractor planners and schedulers.

Contract Site Representatives.

Production Programmers and team leaders.

Material Expeditors.

Logistic Support.




1.5 Changes to the DocumentResponsibility for the upkeep of the Document shall be with the Functional Production Team Leader UOP, the Owner. Changes to this document shall only be authorised and approved by the Owner.

Users of the Document who identify changes, revisions or update requirements can notify the Custodian or his / her delegate and request changes be initiated. The Requests shall be forwarded to the Custodian using the ‘User Feedback Page’ provided in this Document.

The Document Custodian on behalf of the Document Owner shall ensure review and re-verification of this procedure every 3 years or earlier as and when required.

1.6 Step-out and ApprovalThis procedure is mandatory and shall be complied with at all times. Should compliance with the procedure be considered inappropriate or the intended activity cannot be effectively completed or safely performed, then step out authorisation and approval must be obtained in accordance with PR-1001e – Operations Procedure Temporary Variance, prior to any changes or activities associated with the procedure being carried out




2 Roles and Responsibilities

2.1 Responsibility Shutdown Review BoardThe ‘Shutdown Review Board’ is the highest level of Shutdown Management in the company. It is a permanent cross directorate board and meets at least twice a year. It is chaired by the Engineering and Operations Director and includes all operations managers.

Responsibilities:

Promote corporate alignment and consistent management of the critical shutdowns.

Appoint shutdown Directors for cross directorate impacting shutdowns.

Appoint senior challengers for the most critical shutdowns.

Manage high level feedback.

Steer the shutdown management process.

The level below the shutdown review board is at directorate level. It is chaired at Operations Manger level and includes all Delivery Team Leaders. Detailed terms of reference are in the appendix. The meeting could be held as part of, or after, one of the routine 2y or 90d IAP meetings.

Both review forums have a Meeting Terms of Reference in the appendix.

Figure 4: Shutdown Review Forums




2.2 Responsibility Shutdown DirectorEnsure cross directorate impact is managed well.

Act as change control authority during cross directorate plan changes.

2.3 Responsibility Operations ManagerMember of the cross directorate SD review board

Approve step-in activities after PSM challenge.

Approve major scope changes after milestone PSM challenge.

2.4 Responsibilities Delivery Team Leader (DTL)Appoint Shutdown Coordinators; preferable at Production Coordinator or

Maintenance Coordinator level, or Delivery Team Leader. Shutdowns are complex non-routine events of higher risk activities that must not be delegate to lower level leadership.

Oversee the Shutdown Coordinator and support issues for all critical Shutdowns.

Elevate milestone readiness delay at Coastal Directorate Team Leaders meetings or other relevant forums.

Approve step-in activities prior to PSM challenge.

Approve major scope change (additional or different work) prior to PSM challenge.

Sign off the Statement of Fitness (SoF) prior to plan start up. The SoF check list can be found in the Appendix 5 Item 6.

2.5 Responsibility Shutdown CoordinatorThis is generally the Production Coordinator, but can also be the DTL. Shutdown responsibility should not be cascaded down.

Own and manage the overall shutdown at 12 weeks prior to execution.

Manage (progress) the preparations as per milestones. This includes holding the PSM challenge.

Communicate major issues timely within the directorate (IAP TL, DTL, and Operations Manager) or with contractor.

Take actions if milestones are not met. Actively request activity readiness and data transparency. Elevate issues where necessary.

Communicate issues within your directorate. Assess and communicate within directorate if the Shutdown should be rescheduled for instance based on insufficient readiness (risking incomplete scope completion and HSE risks).

Manage HSE at equipment level and overall shutdown level. Encourage risk identification and mitigation both formal SD meetings and with activity owners separately. Ask the right questions.

Ensure that staff use and understand the latest CMF PDO standards and apply PR-1001e – Operations Procedure Temporary Variance when required. Avoid late deviation request.

Flag early if standards are not understood or not applicable. Communicate with relevant CDFH for clarification, feedback or step out.




Conduct or facilitate the external planning challenge and Process Safety Challenge timely. Chase and check activity owners to be ready for the challenge.

Sign off the Shutdown Execution Plan.

Manage changes (assess, authorise / reject and communicate).

NOTE: Change records will be administered by the planning engineer.

Manage the execution of the SD, or where applicable handover the execution to the field coordinator1.

Ensure that a (station) focal point during the SD is recording the actual progress as a minimum per day and preferred per shift at hourly resolution.

Organise After Activity Review and agree a list of lessons. See appendix 16.

Sign off the Shutdown Completion Checklist in Appendix 5 Section 6.

Ensure that lessons learnt are populated in the database and a one page management summary is issued.

Communicate and celebrate success.

2.6 Responsibility Activity Owner Submit shutdown work timely via SAP at regular IAP meetings in line with the IAP

code of Practice 156.

Fill in the shutdown driver sheet for activities that are critical path or near critical path or for activities that clearly drive the need for the shutdown (without the necessity to be the critical path)

Before scope freeze submit level 4 activity detail2

Attend shutdown meetings and after activity review or send a knowledgeable representative

Bring the latest relevant information for the SD meeting (pictures of the site can also be very effective)

Support this latest status of information with relevant documentation such as scope of work, Process Flow Diagrams, plot plans, ISO drawings, material lists, management reports, emails and other information that can be referred to in the meeting

Organise pre-meetings with your stakeholders / discipline (e.g. an electrical tie-in pre-meeting) to help progressing the shutdown preparations and to avoid wasting unnecessary discussion time at the shutdown meeting.

Raise only relevant problems at the shutdown meeting that cannot be resolved outside.

Ensure that proper handover if applicable.

Raise relevant issues that are not on the agenda.

Provide transparency in activity readiness:

o Budget.

o Resources.

o Risk mitigation.

1 For instance in the gas directorate where train outages can last several weeks. 2 Level 4 activity detail is at work order, or job card, or sub-equipment (e.g. lube oil system) level. Level 3 activity is at system or equipment level (e.g. pump).




o Material order status.

o Material on site status.

o Resource availability.

o Special tools and or vendor availability.

Refer to historical similar situations with regards to scope of work that can be useful to provide a better input in the shutdown plan (contact your peers in other area’s). Access the lessons learnt database.

Identify risks and mitigation of own activities including impact to others.

Identify pre-fabrication work that can be executed in the yard or outside the fence to minimise risks (e.g. hot work pre-work) or optimise the schedule.

Contribute constructively to shutdown scope challenge sessions and risk management.

Ensure that all resources to carry out the job are identified, booked, trained, certified. This includes where necessary familiarisation visits for [new] staff that unfamiliar to special locations or equipment.

Meet the milestones; give early warning if you cannot meet the agreed milestones. Please be ware that others may depend on your changes (such as due maintenance work, technical integrity repairs, deferment booking or vendor booking).

Comply with PDO Company standards. Always refer to CMF Live link on the PDO Homepage (not to hardcopies) for the latest standards.

Raise issues timely with the SD coordinator

The activity owner is defined as the budget owner of the activity. In cases where the execution party is different from the budget owning party (e.g. ODC, EMC, Well Services department doing WRM work), the budget owner is responsible to feed the service provider timely with the right information to carry out the work in line with the shutdown requirements. The service provider should flag issues at the shutdown meeting.

2.7 Responsibility Production Coordinator

Review activities that require process break in

Sign off approved isolation and de-isolation procedures

Plan isolation (hydrocarbon free) and de-isolation (leak test) in line with company procedures. Provide detailed plan to planner at hourly resolution with shift names.

Request operational waivers with risk mitigation for deviation approval.

Book timely sufficient resources to safely manage all work and minimum isolation and de-isolation durations.

Challenge the maturity and realism of activities (duration, sequence, scope, materials, resourcing) based on your experience or from situation within PDO that are similar.

Ensure that activities can be adequately supervised.

Ensure all PTW are timely prepared.

Be ready to be consulted on the Statement of Fitness (SoF) prior to plan start up. The SoF check list can be found in the Appendix 5 Item 6.




2.8 Responsibility Shutdown Planner This role is carried out by the planning engineer followed up by the interior Area

Planner.

List the relevant activities as per SAP. Look ahead 3 years in order to achieve 2 yearly shutdown outage for all stations where this is possible to execute. Identify major SD scope at PB level from SAP. Identify integration opportunities and/or conflicts. Meet with scope owners to discuss scope.

Compile shutdown strategy document (see chapter 9).

Challenge the maturity and realism of activities (duration, sequence, scope, materials, resourcing) based on your experience or from situation within PDO that are similar.

Carry out data quality check (the correct coding, station, work description etc)

Prepare the detailed schedule in professional planning and scheduling tool. Identify interdependencies across different disciplines.

Maintain the schedule and maintain version control.

Establish activity relationships (dependencies) between activities.

Identify and optimise the critical path and highlight this in the plan or on lists

Identify the near critical path(s) and float.

Add the non SAP activity attributes to the plan such as resources requirements (exact number of staff, cranes, vacuum trucks, coordinators, shifts etc).

Communicate the SD activity plan. Save each version separately for reference and analysis.

Provide the Gant chart as per requirement of the SD coordinator (station, work centre, shift, focal point etc).

Report Shutdown progress per shift based on station focal point feedback. For long durations (e.g. Gas) report estimates of duration.

Provide resource histogram or enlarged schedule (poster) on request.

Compile the Shutdown Execution Plan (also known as the Shutdown booklet, or handbook). This includes the detailed shutdown schedule, Roles and responsibilities, Activity Risk – Mitigation list (equipment level), Shutdown Risk – Mitigation (station level), HSE plan, Plot Plan, Approved and rejected change requests, Signed off cover sheet and where helpful site pictures). See appendix for the minimum content.

Facilitate milestone status follow up and reporting.

Handover the shutdown planning from XXO5 (coast) to interior (XXO9) after scope freeze (MS13) or agree other timing with Shutdown coordinator.

Attend progress meetings

Save the base line SD plan revision 1, save another base line plan 1 or 2 days prior to execution’. Save the Actual SD plan. Compare activities actual versus plan.

Populate lessons learnt as per AAR minutes.

Minute Shutdown meetings and maintain an action tracker.

2.9 Responsibility Attendees to SD MeetingsThese are generally PDO project engineers, engineering contractors, maintenance supervisors, maintenance contractors.




Attend SD meetings and after activity review meetings. If unable to attend, send a knowledgeable and briefed representative that brings along the necessary information to the meeting.

Actively contribute to the meeting. Raise concerns or potential activity impact or constraints from your activity or other activity owners including production.

Read the previous Minutes of Meeting well in time.

Hold pre SD meetings for your own activities where necessary.

Bring the latest relevant information for the SD meeting. This includes a recent update of work pack completions status, detailed materials status and issues that you need support for.

Ensure that you have had a proper handover (shutdown meeting actions) if applicable.

2.10 Responsibility external Shutdown Planning ChallengerExternal is defined as from another directorate of from the function.

Review other relevant peer challenges carried out. Review SD lessons learnt database prior to attending the meeting.

Obtain all necessary pre-reading (Shutdown execution plan, plot plan, strategy document, latest MOM, readiness tracking).

Challenge the reported readiness. For instance request to demonstrate during or after the meeting the actual material status (no. of SD items ordered, in country, on site)

Carry out a few spot checks in SAP (verify if the shutdown plan matches with the SAP activity list). Bring a recent SAP work download.

Check the critical path and ensure:

- sufficient low level detail [break down] is available?

- it is based at hourly time resolution?

- has it been reviewed if more resources can shorten the path without increasing HSE risks significantly?

- timing correct i.e. is it based on 24 hr shift?

- resources experience matches the activity?

Do the same for the near critical path(s). Has the SD team reviewed potential ‘new critical paths’ that can overtake the old optimized critical path?

Carry out a station visit. (Picture the critical path and resource intensive activities in the plant. Does it make sense? Is the available working space sufficient for the people, cranes etc? Is the site clear, clean and safe without trip hazards?)

Challenge the status of resources (have gas testers an cranes been certified, reserved)

Challenge the pre-SD activities. (Is all work that can be done prior to the SD identified and planned to be done prior to the shutdown. E.g. shutting in high water wells, positioning cranes, prepare PTW, road grading, extra transport and food arrangements)

Question the activity owners on:

- materials status.

- Pre-fabrication status.




- risks involved with material delivery i.e. delays, non-availability.

- materials that are critical or long lead.

- status of materials on site i.e. are they being checked and tagged?

- how many site visits have been held when, what was reviewed.

Challenge the operational assumptions:

- are the operations resources identified by shift and names and are staff notified/booked?

- what is the shifts pattern?

- what if extended hours get delayed?

- are drain times based on previous actuals and can they be optimised

- what if draining goes faster than planned?

- do operations provide the facility at the overall most convenient timing (daylight)?

Verify if lessons learnt database has been used. Identify possible applicable lessons.

Check that:

- the required stakeholders are present in the meeting.

- project engineering present?

- are the attendees knowledgeable?

- are the decision makers present?

- is there constructive team behaviour?

Check if risk mitigation is included and reflected in the plan (the PSM challenge is dedicated for risk challenge). This could be at overall shutdown level, equipment level or crew level. e.g. has weather forecast been included when working at heights, and is a what-if scenario agreed?

Share practices or problems within your area of responsibility or experience and feedback lessons learnt to you area.

Issue a page (or more) report with main findings and advise on how optimized the scope is and how ready the preparation is.

NOTE: Much of this work can be done prior to attending the challenge session.

The peer review is applied at least for the shutdowns with over 1000 m3 and the main gas train outages. It is preferable carried out by a planner peer from another directorate. This is to provide objectivity and promote cross learning of practices and standardization. In addition, or as an alternative, a CFDH or CDFP can be invited as a peer challenger. This is advised in cases where the work scope is relatively large or where the work scope is relatively new for PDO or the Area (e.g. invite the electrical CFDH for shutdowns with a significant electrical work scope).

2.11 Responsibility AI-PSM Challenger Check activities preparations and activities comply with company procedures,

and if not advise on feasibility of waivers

Verify that the risk of any potential conflicts has been addressed fully.

Be ready to be consulted on the Statement of Fitness (SoF) prior to plan start up. The SoF check list can be found in the Appendix 5 Item 6.




2.12 Responsibility Programmer Issue the well close in and well start up program.

Identify and align main well tests that can be integrated with shutdowns.

Establish the latest deferment especially in relation with shutting down the station and starting up the station (see figure 5).

Update swing list.

Gas lift program.

Figure 5 below provides a schematic overview of estimated deferment verified by the programmer.

Figure 5: Overall Deferment (Including Preparations And Start Up)

2.13 Responsibility CDFP IAP Ensure that the SD procedure is aligned with the IAP procedure and regularly

reviewed.

Identify required competence and training requirements for SD planners.

Provide the planning and scheduling tools to carry out effective and efficient SD planning including SAP – Primavera interface.

Provide cross functional IT Toolset governance on support, change control, consistency, transparency and utilisation.

Provide a fit for purpose lessons learnt database. Verify utilization and identify improvement requirements.

Carry out at least one shutdown challenge session per directorate.

Carry out internal and/or external assurances of the shutdown management process.

Coordinate Process improvement sessions between the directorates.

Coordinate internal lessons learnt database.




Initiate or coordinate external or internal shutdown process assurances

Maintain web site.

Connect with other OUs (learning’s).

2.14 Statement of Fitness

2.14.1 IntentThe intent of the Statement of Fitness (SoF) is to ensure that when significant events that could affect the integrity of a facility have occurred the appropriate authority has been obtained at a senior level to confirm that necessary controls are in place to ensure a safe restart of the facility. The SoF aims to apply a formal process to aid the Asset Manager in confirming those controls are indeed in place.

2.14.2 RequirementsThe AI-PSM Application Manual calls for a Statement of Fitness (SoF):

After an overhaul or a turnaround

After a major modification has been carried out

NOTE: Greenfield Projects are not included in this scope (the SoF is part of the HSE Case)

2.14.3 Application of SoF for Asset RestartThe criteria outlined above fall basically into one of two categories:

Maintenance - (overhaul, turnaround) and Major Interventions

Incidents - (uncontrolled shutdown, excursion beyond equipment constraints, environmental conditions beyond design limits)

Note: This is dealt with in PR-1418 and is not within the scope of this procedure (PR-1721).

2.14.4 MaintenanceSoF following day-to-day maintenance is deemed to be adequately covered by a properly functioning and effective Permit to Work (PTW) system; hence no separate SoF requires to be completed. De-isolations, integrity checks, etc. shall be covered by the PTW system and equipment start up shall be covered by existing operating procedures.

However, for significant maintenance shutdowns additional assurance in the form of a SoF is required.

A significant maintenance shutdown is characterised by:

High spend and/or,

Long duration and/or,

Level of invasiveness (e.g. multiple interventions) and/or,

Control system replacements or major upgrades




2.14.5 IncidentsSoF shall be completed following an incident that involves uncontrolled shutdowns, operating conditions outside equipment constraints or environmental conditions beyond design limits. In these cases, SoF shall, as a minimum, be applied following high risk incidents (actual or potential consequences and likelihood are assessed High or Serious on the RAM)

IMPORTANT NOTE: The definition of high/serious risk incidents also covers high/serious potential near misses. Therefore in the case of a high potential near miss a SoF is required. Asset management should take a view as to whether facilities or parts thereof should be shutdown pending the outcomes of the investigation.

A. Uncontrolled Shutdown: An uncontrolled shutdown is defined as “a situation in which equipment shuts down (and/or blows down) in a manner that is not in accordance with the approved shutdown procedures.”

B. Conditions outside the equipment constraints:

The most stringent equipment constraint is often the IPF trip function, or can be the relief valve setting where the design does not include a trip function.

Figure 6: Value of the Process Variable

NOTE: Terminology used in ESP (Ensure Safe Production) and Alarm mgt DEP (DEP 32.80.10.14-Gen)

C. Environmental conditions beyond the original design parameters:The Asset experienced environmental conditions beyond the original design parameters. Examples include: earthquakes, hurricanes, waves higher than 100 year wave.

2.14.6 SignatoriesSignatories are, as a minimum, the senior person on site, responsible for confirming that required actions have been taken on site, and the asset manager as the accountable party. The signatories are required to sign of the SoF at the time of the restart. SoF’s signed pre or post start-up are not achieving the aims of the document.




2.15 Responsibility Matrix

A = Accountable, R = Responsible, S = Support, C = Consult, I = Inform.

The activity owner is general the sponsor of the activities: PDO Project Engineer, Maintenance Coordinator or supervisor, Production Coordinator, PT from the WRM team or Inspection Department. Services can be provided for the activity owner by contractor who should provide all required details at the shutdown meetings.




3 General Shutdown Management RulesPlanning:

1. The head of IAP is responsible for the overall directorate integrated shutdown plan that looks ahead at least 5 years and includes impact to shutdowns of other directorates. This is the communicated inter-directorate Integrated Shutdown Plan (ISDP).

2. The individual detailed shutdown planning is in principle executed by the IAP planning engineer and Area planner.

3. Shutdowns in PDO are generally classified as medium (refer Shell Shutdown Guideline), meaning; preparation starts 6 months ahead of execution.

4. Activities not in SAP shall not be accepted in the shutdown plan (excluding prep and post work and attributes that do not exist in SAP such as walk-about, crane number, shift number, isolation procedure, etc)

5. Deferment booking of each shutdown shall include and specify operational duration to bring the station down and up and ramp up time of wells. See figure 5.

6. In addition to the critical path, the near critical paths shall be identified, analysed and optimised by the shutdown planner.

7. For each major SD a contingency plan shall be made. This includes the most relevant what-if scenarios as well as a point of no return and point of return.

8. Each activity shall have a readiness indicator based upon a checklist.

9. Any activity more than 200m3 (or combination of activities) deferment shall have a SD driver sheet filled in3.

10. One jointly maintained SD list shall be used for communication in the directorate IAP plans.

Coordination:1. Shutdowns with over 1000 m3, or critical shutdowns, such as a train outage in the

Gas Plants, will be coordinated by the DTL. Daily execution may be left to the coordinators.

2. Shutdowns over 1000 m3, or critical shutdowns, shall have a peer planning review from another directorate.

3. Criticality of shutdowns is agreed at the SD review board.

4. Late scope submission shall be managed carefully. The coordinator must ensure that risk of additional work is identified and mitigated timely prior to acceptance.

Cross Directorate:1. Where applicable a senior appointee will be nominated by the functional director

engineering and operations (UEOD) for those shutdowns that critical and cross directorate. This will be reviewed twice yearly at the SD review board.

2. Shutdowns shall be held not at the end of a shift, and not overlap a shift unless it is not possible due to the duration.

3. Shutdown impacting MOL or with high potential impact to MOL, shall be executed not during weekends (due to central coastal MOL support) and exact dates (day) must be agreed with the infrastructure team.

3 The shutdown driver activity, or group of activities, may not necessarily be the same as the critical path activity. For instance a high volume static driven shutdown (correct or prevent Technical Integrity) may be the driver to shut down the plant, whereas a minor CAPEX modification that is carried out simultaneously but with less urgency may be the critical path duration. In the gas directorate OLNG is often the driver to shut down trains.




4. Shutdowns impacting Tank capacity or crude oil quality shall be discussed with Infrastructure team

Strategy:1. Maximum effort shall be applied in the 2Y IAP planning to plan for 2 yearly station

shutdown outages (with only ESD testing at required frequencies to maintain SIL Classification), unless there is very good business justification within the asset leadership team. Gas shutdown frequencies will generally be gas customer demand driven, whereas for oil they will generally be activity driven.

The intention of the strategy is to optimise shutdowns to those necessary to undertake Maintenance, Integrity or Flowline work.

2. There will be no major Shutdowns of two areas within in one directorate at the same time (resource issues) unless agreed with the operations manager

3. Shutdowns shall be avoided as much as possible during public holidays, Ramadan and the hot summer months (June, July, August).

4. Unless it is not economic or unsafe, nightshift or extended shift shall be applied to minimise planned deferment. (this may require special night time activity restrictions)

5. The shutdown scope shall only include station shutdown activities and major deferring activities. Non station shutdown activities shall not be included unless there is specific high value (.e.g. vendor availability or high unit deferment). These non-SD activities must be flagged and prioritised lower than SD activities).

6. Contractors shall be involved from the beginning till the end.

Tools:1. SAP shall be used for creation and closure of work and maintaining the Level 3

work scope (for PM level 4 operations). Engineering can use level 4 scope from Primavera but this must be aligned with the specific network activity as per SAP instructions with the relevant coding (production impact).

2. The detailed shutdown plans shall be made in MS Project or Primavera4.

4 Once the Primavera migration with the associated interface tool to SAP is successfully implemented across all areas and all functions Primavera shall be the mandatory detailed shutdown planning tool.




4 Shutdown MilestonesMilestones will be measured for the agreed identified shutdowns5 as per Shutdown review Board. The directorate milestone plan will be included in the Medium term directorate IAP plans. Milestones will be measured for each these individual shutdowns within the directorates. It will be rolled up functional support directorate for the shutdown review board meetings.

The key objective of the milestone measurement is to manage preparation better and ultimately to have better (and more efficiently) prepared shutdown plans, better optimization and no incidents.

Shutdown MS MilestonesAction Party

Weeks from start

Shut Down Strategy

1 Kick Off Meeting: Appoint Shutdown Coordinator.

XXO & XXO5 26

2 Issue Shutdown Strategy Data Sheet XXO5X 22

Front End Planning 3 First shutdown meeting. Contractors and activity owners (maintenance and project engineers) to present their scope and review the lessons learnt from the last shutdown.

XXO9x / SD Coord

20

4 Internal scope review meeting held. XXO9X / SD Coord

14

Detailed Planning 5 Work packs Issued at AFC status to interior construction; all maintenance work orders set to REL status.

XXE2X & XXEA2A

12

6 Freeze Scope of Work at Level 4 XXO9X / SD Coord

12

7 Conduct Scope Optimisation Exercise (Internal challenge Session).

SD Coord 11

8 AI-PSM and external scope challenge. SD Coord / XXO5X

8

Pre Shutdown Work

9 Reconcile Materials. XXO45x & XXE3X

6

10 Issue signed approved shutdown handbook.

XXO5X / XXO9X

2

Shutdown 11 Station shutdown and S.O.F. for restart.

XXO1X 0

Post Shutdown work

12 After Action review (AAR). Transfer finding to shutdown lessons learnt spreadsheet.

XXO9X/UOP3

+2d

The above milestones are minimum. Other milestones may be added.

5 Critical Shutdowns are estimated to be between 15 and 30 in number for a 2 year period.Page 28 PR-1721 - Shutdown Management Printed 06/05/23



5 Mitigation RegistersRisks must be identified both at activity level as well as overall shutdown level. The aim is to mitigate risks to an acceptable manageable level. Cross discipline risks should be identified and discussed and mitigated the Shutdown Meetings (examples are hot work and welding in close vicinity, potential clashes of cranes used for different activities and familiarity of the route for the vacuum truck drivers)

Individual Activity RiskShutdown activities are often non-routine, or infrequent. The risk must be identified and mitigated to an acceptable manageable level. Please refer to the PR-1172 - Permit to Work Procedure and the associated Job Hazard Analysis.

Activity Risk H M L Mitigation Action

Heat exchanger fouling not properly cleared by flushing

XProcure spare

Carry out flushing

Separator internal solid deposition greater than fluids expectation

XMonitor produced

Measure Build up using nucleonic

Flare tip condition not known until shutdown during ESD

X Pre-inspection during ESD. Inspect during SD. Replace parts.

Overall Shutdown RiskThis is aimed to reduce risks at plant level or at overall Shutdown level. Multiple cross functional activities for different activity owners and contractors bring additional risks that are important to identify. For every new added activity the overall risk must be reviewed. This is especially important from the moment change control is applied. Activities must not be simply added to the existing scope without reviewing the risk mitigation. This should be done prior to accepting the activity.

Shutdown Risk H M L Mitigation Action

40 cranes and 40 crane drivers supporting 8 activities on 25 units.

X

Focused joined crane driver HSE briefing session with contract managers

Field visit with experienced peer

Pre site visits with all contractor supervisors

Pre-shutdown HSE briefing with all crane drivers

Issue detailed crane plot plan

Position cranes prior to SD




Shutdown Risk H M L Mitigation Action

Vessel Entry and nearby hot work X Schedule activities not in parallel but in

series

Semi depressurized plant X

Review total plant gas free versus systems gas free.

Clearly mark and create barriers

Failure of DCS or UPS after Shutdown X

UOPA CFDH/CDFP personal to approve or be on site.

Maintain UPS generator.

Maintain Batteries.

Book vendor post SD.

Shortage of instrument commissioning contractor staff

XPost Shutdown

Arrange temporary support from other directorate




6 Activity ReadinessAll individual activities at level 3 (at the minimum level of work order, network activity) in the shutdown plan shall have a readiness indicator. This readiness should mature over time. The activity owners shall provide the status backed up by transparent information at the shutdown meeting (e.g. material status print outs). The main reason to track readiness at activity level is to provide good quality activity feed into the shutdown plan and identify areas for extra focus.

Readiness element Shutdown stage

Preliminary scope

development

-20w

Scope freeze

-12w

Update and Issue Rev 1 Shutdown Document

-8w

Change control

> -8w

1 Scope of work level 3 (WO, nwa) 50% 100% 100% 100%

2 Work pack level 4 (operations, nwae) 50% 100% 100% 100%

3 Budget available 75% 100% 100% 100%

4 All required Resources booked 50% 75% 100% 100%

5Activity Risks identified and mitigated

50% 75% 100% 100%

6Long lead items identified and ordered

50% 100% 100% 100%

7 Materials identified and ordered 50% 100% 100% 100%

8

Materials Required on site dates known to be before SD execution date

50% 75% 100% 100%

9 Isolation and de-isolation procedures 50% 100% 100% 100%




7 Deliverables

7.1 Shutdown Review Board Responsibilities1. Minutes of meeting and updated action tracking list

2. Agree the cross directorate Integrated Shutdown Plan (major Shutdowns across directorates in one plan)

3. Yearly shutdown management performance analysis and recommendations or as and when required

7.2 Directorate Deliverables:1. Minutes of shutdown meeting and updated action tracking list

2. Agreed directorate Shutdown Plan 6

3. Agreed overall Shutdown Strategy

4. Yearly Directorate Close out report of shutdown performance analysis and feedback

7.3 Individual Shutdown Deliverables1. Minutes of Meeting for each SD meeting. This includes:

a. An updated action tracking list

b. Attendance tracking list (based on invited stakeholders)

2. Detailed Shutdown Execution Plan (refer to appendix 15)

3. After Activity Review including:

a. Minutes of meeting Shutdown KPIs

b. 1 page management summary for the shutdown review board

c. List of lessons learnt at:

- Activity level (e.g. accessibility, spares, resources, tools)

- Station level (e.g. drain times, transport, food,)

- Corporate level (e.g. impact to others)

6 This is usually included in the 2 year Integrated Activity PlanPage 32 PR-1721 - Shutdown Management Printed 06/05/23



8 Performance MonitoringPerformance of the actual Shutdown versus the planned shutdown shall be monitored for critical shutdowns. These shutdowns are yearly agreed by the heads of IAP, CDFP IAP and the SD review board (SDRB) along with the reference forecast and updates in line with the 2Y IAP cycle.

Shutdown performance (date, duration, scope) will be measured against 3 base lines:

1. Reference STPF plan (promise to shareholders).

2. Frozen shutdown plan (change control applies from this point).

3. Latest version (including approved addendum scope) prior to execution.

Shutdown performance is considered to be successful if the actual performance against all three baselines is good. The SD review board shall be briefed on the overall PDO SD performance and provide business feedback where required (for instance repetitive late submission) at management level.

The overall performance of a shutdown is measured via a number of composite measures. Together they determine the overall performance. If 20% is not met, then a shutdown is not successful. A shutdown with a serious HSE incident such as a fatality or multiple incidents, is never a success.

Tracking against three baselines is necessary to measure real success and identify improvement areas. Baseline 1 performance (promise to shareholders) indicates our medium term planning capability/stability. Baseline 2 performance (IPP) indicates our short term planning capability/stability. Baseline 3 performance (1 day prior to execution) indicates our schedule versus execution performance. Baseline 1 and 2 may indicate significant issues that are not captured with baseline 3 measurement (for instance a shutdown that has delayed from February (cold season) into July (hot season) due to scope growth or insufficient maturation or material readiness.

Baseline 1 performance(reference: STPF 2Y IAP Plans - promise to shareholders)

Good Fair Not good Note

1

Pla

n. &

Sch

ed.

Milestones +/- 15% +/- 40% >40% 2 Start date +/- 30d +/- 30d - 60d > +/- 60d STPF promise3 Duration +/- 15% > 40% +/- 40% 4 Scope +/- 15% +/- 40% +/- 40% Scope change5 Deferment +/- 15% +/- 40% +/- 40%

Baseline 2 performance(reference: scope freeze)

Good Fair Not good Note

1

Pla

n. &

Sch

ed. Milestones +/- 10% +/- 25% >25%

2 Start date +/- 5d +/- 6 - 15d > +/- 15d IPP promise3 Duration +/- 10% +/- 25% > +/- 25%

4 Scope +/- 10% +/- 25% > +/- 25%mnhrs addendum scope

5 Deferment +/- 10% +/- 25% > +/- 25% 6 Resource utilisation +/- 10% +/- 25% > +/- 25% 7 Cost deviation +/- 10% +/- 25% > +/- 25%




Baseline 3 performance(reference: plan -1d with approved addendum scope)

Good Fair Not good Note1

Pla

n. &

Sch

ed.

Milestones All within 5% up to 10% >10% deviation 2 Start date 0d +/- 2d > +/- 2d mobilisation3 Duration +/- 5% +/- 10% > +/- 10% 4 Scope +/- 5% +/- 10% > +/- 10% mnhrs discovery scope5 Deferment +/- 5% +/- 10% > +/- 10%

6Resource utilisation +/- 5% +/- 10% > +/- 10%

7Cost

deviation +/- 5% +/- 10% > +/- 10% 8

HS

E/H

ando

ver/

Rel

iabi

lity

LTI/RWC None 1 RWC 1 LTI or 2 RWC 9 Leaks None < 1 bbl 1 bbl or more 10 Punchlist < 10 minor

10 minor or 1 big

2 big or > 10 minor

11

Asset Registration

Everything in SAP

Missing low level SAP data 1 week after start up

Missing low level SAP data1 month after start up

12 Handover

Documents, Training provided prior to start up.

Documents and training provided 1 week after start up.

Documents and training provided 1 month after start up.

13

Risk Register updated yes

1 week after start up

1 month after start up

14

days successful operation without TA caused defect 30 20 10 flawless start up

Closer to execution date, more accurate data is required (scope, duration, deferment, impact, cost). Therefore the allowed deviations are smaller. Activity owners should focus on the shutdown part of the scope of work well in advance so that the deferment can be booked reasonably. 2 year planning requirements can be found in the IAP code of practice. The 2 year and 90d IAP windows functions as a routine cyclic reviewed dynamic radar screen where shutdowns and opportunities are identified, planned, aligned and optimised whereas the shutdown meetings focus in detail on the activities.




Example:

Baseline 1 Good (2) Fair (1) Not good (0) ACTUAL1

Pla

n. &

Sch

. Milestones +/- 15% +/- 40% >40% 02 Start date +/- 30d +/- 30d - 60d > +/- 60d 03 Duration +/- 15% > 40% +/- 40% 0.54 Scope +/- 15% +/- 40% +/- 40% 1

5 Deferment +/- 15% +/- 40% +/- 40% 10.5

Baseline 21

Pla

n. &

Sch

.

Milestones +/- 10% +/- 25% >25% 0.52 Start date +/- 5d +/- 6 - 15d > +/- 15d 0.53 Duration +/- 10% +/- 25% > +/- 25% 0.54 Scope +/- 10% +/- 25% > +/- 25% 0.55 Deferment +/- 10% +/- 25% > +/- 25% 16 Resource utilisation +/- 10% +/- 25% > +/- 25% 1

7 Cost deviation +/- 10% +/- 25% > +/- 25% 10.7

Baseline 3

1

Pla

n. &

Sch

. MilestonesAll within

5% up to 10% >10% deviation 12 Start date 0d +/- 2d > +/- 2d 13 Duration +/- 5% +/- 10% > +/- 10% 14 Scope +/- 5% +/- 10% > +/- 10% 15 Deferment +/- 5% +/- 10% > +/- 10% 16 Resource utilisation +/- 5% +/- 10% > +/- 10% 17 Cost deviation +/- 5% +/- 10% > +/- 10% 18

HS

E/H

ando

ver/

Rel

iabi

lity

LTI/RWC None 1 RWC 1 LTI or 2 RWC 19 Leaks None < 1 bbl 1 bbl or more 0.510 Punchlist < 10 minor

10 minor or 1 big

2 big or > 10 minor 0.5

11 Asset Registration

Everything in SAP

Missing low level SAP data 1 week after start up

Missing low level SAP data1 month after start up 1

12 Handover

Documents, Training provided prior to start up.

Documents and training provided 1 week after start up.

Documents and training provided 1 month after start up. 1

13

Risk Register updated yes

1 week after start up

1 month after start up 1

14

days successful operation without TA caused defect 30 20 10 1

0.9

OVERALL Shutdown

Performance0.7

If the milestone is met: 1

If the milestone is within fair band: 0.5

If milestones are not met: 0




9 Change Control Changes to the shutdown plan shall be managed in a structured way. Late Changes must be prevented as much as possible as this causes inefficiency to staff and may have negative knock on effect on other activity owners or the company’s production promise. Changes often cause additional risk or HSE requirements that must be reviewed in a controlled manner prior to accepting.

Changes consist not only of ‘step-in’ or ‘step-out’; they may also be significant change of impact or duration that was not anticipated in the reference forecast and 2y IAP plans (for instance impact on power that has been overlooked or overoptimistic estimation of duration). A change that is submitted must be SAP based and the activity must be matured (otherwise the impact and tasks cannot be assessed properly). All changes shall be attached the Shutdown Execution Plan as a summary list or as individual request.

Changes have to follow the following route:

Figure 7: Change Control flow chart




Appendix 1 – Shutdown Terms of Reference

1. Shutdown Review Board Meeting Level 1 (PDO)Objective

1. Agree yearly the top PDO shutdowns to be tracked via milestones and SD performance indicators.

2. Appoint senior management focal points and senior challengers for critical cross directorate shutdowns

3. Review Corporate Performance and feedback issues to management. Identify high level business improvement opportunities

4. Manage high level changes (management adjustments) and resolve inter-directorate conflicts

5. Steer the IAP community and Functional Activity Managers on management of shutdowns and the shutdown process

Scope / Dimension

Main Stations shutdowns controlled by PDO within a 2 year windows

Organiser

CDFP IAP

Chairman

Engineering and Operations Director

Minute Taker

IAP Team Leader (alternating between North, Gas, South)

Board Members

Operations Managers North, South, Gas, Infrastructure

Engineering Managers North, South, Gas, Infrastructure

Heads of IAP North, South, Gas, Infrastructure Planner

Head of IAP Gas (or Delivery Team Leader Gas)

Optional Members

Directors

Petroleum Manager North, South or Gas

Delivery Team Leaders

Infrastructure power system department manager

Head Infrastructure Terminal and Operations

MOL/SOGL System Management Coordinator

Heads of Programming

CFDH Production / Maintenance, CDFP IAP or other relevant disciplines

OLNG Representative




Inputs

2 Year Directorate IAP plans (shared top SD plan)

ASDP

Deliverables

1. Minutes of meeting with agreed actions

2. Yearly Top Shutdown Plan

3. Yearly Corporate Close out report of shutdown performance analysis and feedback

Meeting Frequency

At least twice a year. One of the meetings shall be aligned with the Program Build submission (Reference 2Y IAP Plan)

Sponsor

Engineering and Operations Functional Director

Comments

The IAP process manages the deferment agreements. The integrated SD plan is part of 2Y IAP. The individual detailed shutdown planning is in addition to the cyclic IAP. SD planning is provided by IAP, SD ownership is with the line.

2. Review Team Meeting Level 2 (Directorate)Objective

1. Establish Directorate Shutdown Strategy

2. Agree yearly the top Directorate Shutdowns to be tracked via milestones and SD performance indicators.

3. Review Directorate Performance and feedback issues to management. Identify high level business improvement opportunities

4. Manage high level changes (management adjustments) and resolve inter-area conflicts

5. Provide input to the overall PDO SD review board.

Scope / Dimension

Main Stations shutdowns controlled by Directorate within a 2 year window

Organiser

Head of IAP

Chairman

Operations Manager

Minute Taker

Head of IAP or Planning Engineer

Board Members

Operations Manager

Engineering Manager

Delivery Team Leaders

Head of IAP

Planning Engineers

Infrastructure Planner




Head of Programming

TL Maintenance Strategy

Optional Members

Petroleum Manager

Infrastructure power system department manager

Head Infrastructure Terminal and Operations

MOL/SOGL System Management Coordinator

CFDP IAP

Inputs

2 year Area IAP Plans

Deliverables


2. Yearly Top Shutdown Plan

3. Yearly Close out report of shutdown performance analysis and feedback

Meeting Frequency

At least twice a year. One of the meetings shall be aligned with the Program Build submission (Reference 2Y IAP Plan) April / August.

Sponsor

Asset Director

Comments

The IAP process manages the deferment agreements. The integrated SD plan is part of 2Y IAP. The individual detailed shutdown planning is in addition to the cyclic IAP. SD planning is provided by IAP, SD ownership is with the line.

3. Shutdown MeetingObjective

1. Progress the preparation

2. Agree the schedule

3. Resolve conflicts

4. Feedback main risks timely to directorate or SD review board.

Scope / Dimension

A specified Shutdown of specific Assets or sets of Assets

Chairman

Production Coordinator or Delivery Team Leader, or, if it is critical cross directorate a senior appointee

Minute Taker

Area Planner

Members (Mandatory if Activities)

Production coordinator

Maintenance Coordinator

Construction Coordinator




Area Planner

Area Scheduler

Supervisors Mech / Elec / Instrument

Contractors

Project Engineers.

Power representative

Gas representative

Infrastructure representative

Static Coordinator

Contractor Planner

Optional Members

Delivery Team Leader (larger SD, kick off, challenge)

Field Programmer, WRM TL, PT, WS

Inputs

2Y IAP and 90d IAP SAP

Contractor Schedule (Primavera)

Activity Owners

Deliverables


2. SD Document

3. After Activity Review lessons learnt

Meeting Frequency

At least 6 times or bi weekly

Sponsor

Operations Manager

Comments

IAP team provides planning and scheduling service to the operations leaders who own the Shutdown

4. AI-PSM ChallengeObjective

1. To confirm all necessary Process Safety measures have been taken in accordance with applicable CMF standards such as: safely shutting down, flushing, purging, isolating, making all surfaces and work sites safe to work on for the shutdown work scope, re-instatement, pressure testing and start up.

2. Confirm with the team (as table below) all relevant PDO CMF standards understood and complied with. Demonstrate approved deviation waivers for non-compliance areas including risk mitigation.

3. To confirm all necessary HSSE measures have been taken in accordance with the Shutdown guidelines and this is being (has been) implemented at site

Scope / DimensionPage 40 PR-1721 - Shutdown Management Printed 06/05/23



Process Safety: Identification and mitigation of elements that could lead to a Process Safety

Incident(s) Review of Shutdown Plan and main scope items from steady state operations though

the shutdown, back to steady state operation to ensure safe execution. Review of operating and maintenance procedure compliance pertaining to shutdown

scope of work. Site visit of the main scopes of work

Organiser

Planning Engineer

Chairman

Production Coordinator

Minute Taker

Production Supervisor

Mandatory Members

Appointed PSM reviewer by UOM Delivery Team Leader Production Coordinator Contractors Project Engineers Maintenance Coordinator Maintenance Supervisors Production Supervisors Area Planner Area Planning Engineer

Optional Members

IAP Team Leader Operations Manager CFDH / CDFP Operations XXO2/3/6 Depending on the nature of the event (e.g. power, mechanical) that is assessed

applicable discipline experts should be included in the ASRP

Inputs

Safety Case IAP plans CMF framework (focussing on the top-10 procedures) Shutdown lessons Learnt database Shutdown Execution Plan (Scope summary, HSE plan, Activity Readiness, Detailed

Shutdown Schedule, Risk Register, Permit plan, Master isolation plan, Manpower histogram, Logistics schedule)

Deliverables

Action List CC to Operations Manager

Meeting Frequency




At least once per identified event. For shutdowns between 8 and 12 weeks prior to execution date (between MS10 – MS17)

Sponsor

Functional Director Operations and Engineering (PSM Champion)




Appendix 2 - Action Tracking List

The action Tracker is tracking the status of actions (closed, open, pending or changed) in one single sheet or file (this as opposed to multiple lists after each meeting).

Every Shutdown meeting shall have minutes of meeting. Attached to those minutes will be a master (single) action-tracking list that will be used to track all actions. It is advised to manage this in one single Excel file so that closed actions can be filtered out (or hidden). The advantage of having one single action list is to manage actions better (it is clear to action parties that there is only one master action file, no confusion about the latest MOM, or the previous MOM actions). A single action tracker may also promote progress and will be more efficient to for after activity review (analyse) of the shutdown.

Below is an example of an action tracking list. The minimum required files are mentioned below. The advantage of tracking all actions in one sheet is that all times the status can be seen, hidden, filtered or sorted as per convenience of action owners or SD coordinators.

This also enables to see how long issues are ‘pending’ or to look back which decision have been made in the past and may have to be revisited in light of new changes.

Action Meeting nr

Status Raised on Action Description

Who When Remark

1 1 Closed 1st Aug Check as built drawings A.A. 1st Oct

2

1 Closed 1st Aug Check if new equipment in SAP B.B.

15th Oct Z6 is raised for K-5153 (new)

3 1 Closed 1st Aug Identify Long Lead Items A.A. 10th Oct

4

1 Deleted 1st Aug Review Lessons Learnt Previous SD

D.D.

12th Nov

5 2 Open 14th Aug Confirm FCP activities A.A. 10th Oct

6 2 Open 14th Aug

7 2 Open 14th Aug

8 3 Open 21st Aug

etc etc Etc




Appendix 3 – Example of Job Hazard Analysis

Job Hazard Analysis

Activity Name Team Composition Date

Work Involving Naked Flames

Construction Activity Hazard Analysis Workshop

19-10-1999

Step No

Description of Task / Step

Hazard – potential incident

Who or what might be harmed

Control / Recovery Measures Responsible Action Party

1 Prepare the site

Crude (accumulated or under pressure) – fire

Personnel and assets

• Hot work permit is obtained.

• The area is free of crude

• Fire blanket over any crude containing pit

• Drain Tundishes closes or plugged

• Hydrocarbon line spaded or double blocked

• Adjacent pipe work is leak free

• Clear escape routes are available

• Communication means

(radio, alarm button) are available

• Fire extinguisher, fire hose, firewatcher ready

• Non-asbestos fire blanket is available on site

• Sand bins are available on site

Gas – fire and explosion


• Work is allowed to commence according to PTW

• Gas testing equipment on location

• Permanent gas detectors available

• Isolation is checked

• The area is ventilated

Diesel – fire Personnel and assets, environment

• Diesel tank is at safe distance from flame and heat radiation

• Diesel tank is earthed

• The integrity of the diesel tank is checked

• Emergency shutdown switch is available

and functioning

Bottled gas under pressure – explosion


• Gas bottles are at safe distance

• Gas bottles are properly secured

• Gas bottles are equipped with flashback arresters

and check valve

• Gas bottles are certified and properly

colour-coded

• Equipment checked

• Gas bottles are not in confined space

Oil based sludge – fire

Personnel, environment

• The area is free from sludge




Job Hazard Analysis

Activity Name Team Composition Date

Work Involving Naked Flames

Construction Activity Hazard Analysis Workshop

19-10-1999

Step No

Description of Task / Step

Hazard – potential incident

Who or what might be harmed

Control / Recovery Measures Responsible Action Party

Work planning – concurrent operation on live system

Personnel, assets and environment

• Hot work permit is available

• Work scope has been discussed with

operation and agreed

• Climate conditions have been taken into account

• Planning made to avoid extending work to dark hours

Untrained personnel –•

harm to personnel and

poor quality work,

extended exposure

Personnel and asset integrity

Flame torch operator is approved/certified

2 During work Personnel below grade – toxic atmosphere

Personnel • Proper ventilation is available

• Portable gas detectors are installed

and functioning

Hazardous hand tools, grinding m/c – harm to personnel

Personnel • All hand tools (grinding m/c) checked

• Adequate PPE is worn

• Access is restricted

Ultraviolet radiation – health hazard

Personnel • Adequate PPE is worn

• Protective screen is used

Fumes – toxic atmosphere

Personnel • Adequate ventilation is available

• Old paint is removed

• Torch operator position is upwind

Manual material handling – harm to personnel

Personnel • Welded piece is properly supported

• Adequate lifting means is available

• Additional resources are available

• Torch operation can be carried out in

comfortable position

Heat stress – health hazard

Personnel • Adequate ventilation is available

• Heat stress exposure of the staff is limited (working shifts, alternating work with fitter)

• Enough cold water is available

• Sunshade is provided

The above table is not exhaustive and should be added to where applicable




Appendix 4 - Shutdown Driver Sheet




Appendix 5 – Check Lists

1. Job Preparation Safety ChecklistThe Job Preparation Safety Checklist below shall be used to provides a visual reminder and ensure that critical safety measures / precautions are not overlooked.

Work Involving Naked Flames Tick When Complete

Work Planning

1 Hot work permit is obtained

2 Work scope has been discussed with operation and agreed

3 Climate conditions okay for work, no heavy rain/thunderstorm, no electrical work in rain

4 Planning made to avoid extending work to dark hours

5 Clear escape routes are available

6 Communication means (radio, alarm button) are available

7 Fire extinguisher, fire hose, fire-watcher ready

8 Sand bins are available on site

Crude (Accumulated or Under Pressure) – Fire

9 The area is free of crude

10

Fire blanket cover any crude-containing pit

11

Drain tundishes closes or plugged

12

Hydrocarbon line spaded or double blocked

13

Adjacent pipe work is leak free

14

Non-asbestos fire blanket is available on site

Gas – Fire and Explosion

15

Gas testing equipment on location

16

Permanent gas detectors available

17

Isolation is checked

18

The area is ventilated

Diesel – Fire

19 Diesel tank is at safe distance from flame and heat radiation

20 Diesel tank is properly earthed

21 The integrity of the diesel tank is checked




22 Emergency shutdown switch is available and functioning

Bottled Gas Under Pressure – Explosion

23 Gas bottles are at safe distance

24 Gas bottles are properly secured

25 Gas bottles are equipped with flashback arresters and check valves

26 Gas bottles are certified and properly colour-coded

27 Equipment checked

28 Gas bottles are not in confined space

Oil Based Sludge – Fire

29 The area is free from sludge

Untrained Personnel

30 Flame torch operators are approved/certified

Personnel Below Grade

31 Proper ventilation is available

32 Portable gas detectors are installed and functioning

Hazardous Hand Tools, Grinding M/C

33 All hand tools (grinding m/c) are checked

34 Adequate PPE is worn, i.e. leather gloves, face shield, glasses

35 Access is restricted

Ultraviolet Radiation

36 Proper PPE for flame work is worn, i.e., gas weld glasses, leather gloves, etc

37 Protective screen is used

Fumes

38 Adequate ventilation is available

39 Old paint is removed

40 Torch operator position is upwind

Manual Material Handling

41 Welded piece is properly supported

42 Lifting means available as per Work Description requirement

43 Additional resources are available

44 Torch operation can be carried out in comfortable position

Heat Stress

45 Adequate ventilation is available

46 If ambient temp. >40°C prepare second crew to take turns to work and rest

47 Enough cold water is available

48 Sunshade is provided

The above table is not exhaustive and should be added to where applicablePage 48 PR-1721 - Shutdown Management Printed 06/05/23



6. Completion Check List and Statement of FitnessStatement of Fitness – Asset Restart Link

Completion Check List following Major InterventionsShutdown/Activity:

Description :

Date: Yes No

1 Has all shutdown work scope been completed or has suspension been agreed?

2 Have all points of intervention been correctly secured as per the associated method statement, all flanges assembled as per SP-2020, or vendor documentation?

3 Have all disturbed flanges been subjected to reinstatement leak test as per PR-1073?

4 Have all SCADA/DCS/Safeguarding systems been tested and reinstated fully?

5 Have all electrical distribution systems been fully reinstated?

Are copies of any authorised step outs included in the close out documentation?

6 Has all material and equipment not required for start-up been removed from site? (cranes, trucks, mobile units)?

7 Have all process lines involved in isolation or intervention been line walked (visually checked) against marked up PEFS (drawings) to ensure that they are in the correct operational start up position? (valves).

Are correct isolations as per PR- 1076 in place to segregate from non-operational parts of the plant? Or are they part of the Extended Period Isolation (EPI) Register?

Are as built drawings available for any plant modifications?

8 Have all modifications been risk assessed as to impact on existing operations?

Any Actions Required*:

I am satisfied that the above requirements are all in place, and that the following facility:

……………………………………………………

is safe to start up.

Signed/date




http://sww3.pdo.shell.om/livelink/livelink.exe/open/19614124


*Note: For Action Required please mention the actions, action party and closure time lines and attach these details with this form.




2. SAP Activity Attributes Check ListEvery activity owner shall use SAP to create, confirm and close work, and manage the schedule. At engineering level the high level tie-in must be represented in SAP; lower level may be represented in Primavera. For wells every well entry must be in SAP (the schedule engine should synchronise with SAP).

The following SAP fields are Mandatory in the detailed shutdown plan:

SAP FieldUsed

YES NO

1. Location

2. Station Code

3. Order

4. Oper./Act.

5. Order type

6. Work centre

7. Earl. fin. Date

8. Earl.sched.strt

9. Normal duration

10. Norm.duratn un.

11. System Condition

12. IAP Flag7

13. Funct Location

Some of those fields can be hidden when representing / printing the data in a practical format or size. It is important to have this data available when maturing the plan and / or running scenarios or identify risks.

The following SAP fields are Optional in the detailed shutdown plan:

SAP FieldUsed

YES NO

1. Planner group

2. Deferment

3. Priority Type

4. Description

5. Operation Short

6. Operation Long

7. Text, Long text

8. Comments

9. Min. duration,

7 IAP relevance can also be identified by system condition .A SAP BP IAP coding enhancement is agreed and planned to be implemented in 2010




3. Checklist for Non-SAP Activity AttributesNon-SAP Activity Attributes are applied for each individual activity (pre-shutdown, shutdown and post-shutdown) on the detailed shutdown plan). The attributes are not only important for the individual activity owner, but also for shutdown as a whole. The Shutdown planner will establish overall cumulative shutdown characteristics based on input from the activity owner. For instance overall drain volume (providing input for the production drain plan), overall crane number and type requirement and location (identifying crane clashes or opportunities to share), overall transport capacity, overall bedding and meal requirements etc.

Where applicable the following data shall be recorded preferably in the master Primavera schedule

Activity Attributes

Applicable

YES NO

1 Number of staff required in total

2 Detailed resource requirements (welders, riggers, supervisors, crane drivers, watchmen, labourers)

3 Shift ID (e.g. shift 1, or night shift. Include staff names to the shifts in the shutdown execution plan)

4 Permit number

5 Name Permit Holder (Name)

6 Name watchman

7 Work pack progress status (percentage complete)

8 Crane ID + boom length / maximum lifting capacity

9 Facility isolation Procedure Number

10 Drain volume

11 Purge Volume

12 Leak Test volume

13 Nitrogen Unit ID

14 Vacuum Tanker ID

15 Breathing Apparatus (BA) Sets ID

16 NORM

17 H2S

18 Mercury

19 Radiation

20 Approved deviation to procedure (Y/N)

21 Approved deviation to original due date (Y/N)

22 Approved change request (Y/N)

23 Hot Work

24 Confined Space Entry (Tank/Vessel)

25 Vendor requirement (Name)




Activity Attributes

Applicable

YES NO

26 Relationship to other activities (FS, SS, FF, SF, lag)

27 Highlight critical path activity

28 Flag near-critical path activities

29 start time and finish time (hours: minutes)

30 Station Coordinator (Name)

31 Scaffolding

32 HSE standby requirements (e.g. ambulance, fire truck, medic)

33 Priority

34 Potential regret

35 Site Accessibility (for cranes / people, restrictions)

36 Special non-routine tools (If Yes specify which)

37 Spade numbers

38 Blind numbers

39 Working at height

40 Material Tag numbers

41 Exclusion Areas (e.g. partially depressurised plant)

42 Cleaning resources required

43 Logistics requirements (transport to site)

44 Material costs

45 Resource Costs

46 Bedding requirements

47 Colour code (e.g. separate colours for PDO supervisors)

48 Relevance to other directorate

The above table is not exhaustive and should be added to where applicable




4. Pre and Post-Shutdown Activities Check ListIt is Recommended that these activities (where applicable) are included in the detailed shutdown plan either as milestones or activities8:

Pre-Shutdown Activities:

Milestone / ActivityIncluded

YES NO

1. Permits validation staff, contractors and vendors (e.g. H2S, PTW)

2. Test HSE equipment such as fire extinguishers and fire water pumps

3. Lowering liquid levels tanks and vessels

4. Position large resources such as cranes and trucks

5. Arrange temporary or additional Breathing Apparatus (BA) sets

6. Tag valves

7. Provide materials to site

8. Cut drums

9. Road maintenance / upgrading

10. Dig sludge pits

11. Contractor briefing or site awareness pre-visit

12. Toolbox talks

13. Operational site visit (re-visit shortly before the shutdown and each time after rain)

14. Engineering Field visit

15. Arrange required tested gas testers on site

16. Install shades

17. Non-shutdown pre work related to SD work (drill holes for power overhead line poles)

18. Radios supplies

19. Off site pre-fabrication

20. Mobilise, Train and Orient Personnel

21. Set up Utilities

Arrange temporary air (install & test)

Arrange temporary lightning (install & test)

Arrange temporary power (install & test)

Arrange temporary UPS

Water supply

Cleaning facilities, especially for tube bundle cleaning

8 This list is not intended to be complete, each shutdown has its own characteristics and requirements





YES NO

Catering, drinking water outlets and smoking areas

Sanitation

22. Scaffolding Erection

23. Make programming requirements

Update swing list

Gas lift program

Test program

Sequence of shutting down wells

Sequence of starting up wells

Overall gas liquid production flow

24. Make operational preparations

Sequence and control of spading

Quality of hydrocarbon-freeing; dryness of internals

Speed of issue of work permits, quality and accuracy of permits

Control of safety aspects including lockout/tag out procedures.

25. Position portable equipment

Welding units

Cutting units

General hand tooling for contract labour personnel

Adequate rigging/scaffold equipment

Air powered tools and utility air distribution equipment

Specific power generation or utility air compressor equipment

(if shutdown activities require loss or interruption of facility utility supplies)

Precision tooling for bolt make-up (i.e. torque wrenches etc)

Lighting systems of adequate design/standard (i.e. for vessel entry etc)

B/A equipment for all vessel entry type activities

Site work stands/benches

Specialist personnel lifting equipment as required

Adequate cleaning equipment

Field communications equipment.

26. Provide tools and easy access to them





YES NO

27. Inspect rental equipment

28. Mark spades9

29. Identify minor tag jobs

30. Provide drawings and specifications

31. Prepare relevant barriers/safety signage

Post-shutdown activities, for example:


YES NO

1. After Activity review

2. De-mobilise small and large resources

3. Inspect and store / scrap left over materials (this may require lifting activities)

4. Scaffolding

5. Re-instate infrastructure (e.g. fences, shades, temporary pits or access roads)

6. Acceptance Testing New Equipment

7. Punch list items

8. Painting

9. SAP Asset registration (FLOC, equipment, mcp, history)

10. Verification that new equipment is registered in SAP

11. Site Cleaning

9 During the last week prior to the start of shutdown date, the isolation spades should be hung at the relevant flange joints, with a tag showing the activity and permit reference. It is recommended that critical spade locations be identified by distinctive paint marks: Blind locations are identified and tagged, Blinds placed at pre-tagged locations, Tie-in points, Decontamination injection systems.




5. Shutdown Strategy Content Check ListOnce the Shutdown Planning / Execution Team has been set up, the draft shutdown strategy document should be created. The Check List below can be used to ensure that the strategy is fully inclusive.

NOTE: Often the high level strategy is already established within the directorates.

TopicConsidered

YES NO

1. Third party involvement

2. Weather conditions

3. Technical Integrity Requirements

4. The shutdown objectives

5. Shutdown driver (reason) versus shutdown critical path

6. Driver sheet

7. Previous lessons learned reviewed

8. Organisation chart/responsibility matrix

9. Shutdown performance measures

10. Provisional estimates for the budget

11. Resource planning

12. Management of vendors and contractors

13. Management of long lead items

14. Materials on site

15. Quality Management Plan

16. Project Management

17. Risk Management

18. Long Lead Items

19. Concurrent Operations Philosophy.

NOTE: The directorates should establish their own strategy (e.g. one station per year, not more than one station per month, winter based, OLNG driven etc). This needs to be reviewed yearly aligned with the PB cycle.




6. Completion Check List and Statement of FitnessThe Completion Check List link

Completion Check List following Major InterventionsShutdown:

Date: Yes No

1 Has all shutdown work scope been completed or has suspension been agreed?

2 Have all points of intervention been correctly secured in line with agreed method statement, all flanges assembled as per SP-2020, or vendor documentation.?

3 Have all disturbed flanges been subjected to reinstatement leak test as per PR-1073?

4 Have all SCADA/DCS/Safeguarding systems been tested and reinstated fully?

5 Have all electrical distribution systems been fully reinstated?

Are copies of any authorised step outs included in the close out documentation?

6 Has all material and equipment not required for start-up been removed from site? (cranes, trucks, mobile units)?

7 Have all process lines involved in isolation or intervention been line walked (visually checked) against marked up PEFS (drawings) to ensure that they are in the correct operational start up position? (valves).

Are correct isolations as per PR- 1076 in place to segregate from non-operational parts of the plant? Or are they part of the Extended Period Isolation (EPI) Register?

Are as built drawings available for any plant modifications?

8 Have all modifications been risk assessed as to impact on existing operations?

I am satisfied that the above requirements are all in place, and that the following facility:

……………………………………………………

is safe to start up.

Signed/date


Note: The checklist is to be completed by the Production Co-ordinator to indicate that all pre-start up checks are complete.





Statement of Fitness – Asset Restart Link





7. Shutdown Management Compliance ChecklistBelow list is a quick shutdown management self check for a single shutdown, an area, a directorate or PDO. This is an addition to the formal Operations Excellence Review Questionnaire (blade 9 IAP and Shutdown Management).

QuestionRating

(0-100%)Remarks

1 Is the Shutdown Review Board Meeting regularly held?

2 Is a cross directorate Integrated Shutdown Plan maintained in line with the IAP/STPF based on SD review team meetings?

3 Are all the shutdown milestones all monitored & met?

4 Are [PDO] lessons learnt reviewed prior to the shutdown?

5 Are regular shutdown meetings conducted?

6 Is a SMART action log being maintained and issued timely after each SD meeting?

7 Are the right representatives / activity owners and executors attending all the meetings well prepared?

9 Are activity owners identifying, ordering and progressing the delivery of materials in time (long lead, bulk). Are they sharing the detailed status and follow up?

10 Are the activity owners providing level 4 detail with required resources and transparent readiness in time?

11 Do activity owners, contractors, service providers and, the operations team identify all relevant pre and post shutdown activities?

12 Are risks per activity and risks for the overall shutdown identified and mitigated?

13 Are the overall cumulative shutdown requirements identified and controlled (cranes, drainage, shifts)

14 Is a detailed shutdown schedule with critical path and resource requirements produced?

15 Are the interdependencies of activities well identified and is the plan well optimised with everyone’s input?

16 Is the Shutdown plan professionally challenged by a peer?

17 Is the overall Shutdown Execution Plan issued as per content guideline and signed off?

18 Are changes formally managed and are associated risks re-assessed properly?

19 Are dedicated shutdown KPIs measured?

20 How good is the after activity review? Are all relevant stakeholders constructively sharing all practices and learning’s?

21 Does the Shutdown Review Board get the right feedback

Average Overall Score:




Appendix 6 - Lessons Learnt Data Requirements

The following Data is required from the Field on Lesson Learnt:

SD name

Directorate

Area

SAP station code

SD start date

Observation as per AAR meeting

Recommendation as per AAR meeting

Clarify

The following Data is required by Coordinator of the Lesson Learnt Database:

Lesson ID

Status

Rating

Corporate Action

Action Party

Corporate Lesson learnt

Level

Category

Discipline(department)

Type

Relevance

Analysis

Analysis Comment

Optional Data required:

Work order, contractor, department, and supervisor.

Lessons learnt shall be shared on the Shutdown web site (accessible at the website of CFDH Production, UOP).




Appendix 7 – Change Request Form (Step-In, Step-Out, Change)







Appendix 8 – Generic Shutdown Execution Plan ContentThe overall shutdown document is the Master Document and the Main Reference to the shutdown. It is a compilation of different files, merged together into a single document; preferable converted a single Acrobat file in ‘pdf’ format. The document should be presented in Sections as detailed below:

Cover Page Shutdown Description and signatories i.e. Shutdown Coordinator, Shutdown Planner and Applicable Stakeholders

Content Page

Section 1 Management Summary

Shutdown driver activity.

Main HSE risk and mitigation.

People on site.

Critical path.

Interfaces with other areas.

Dates, duration, deferment.

For a large shutdown, a fact sheet can be added that stipulates the numbers of resources, shifts, etc.

Section 2 Organisation

Roles and Responsibilities.

Organogram (with names).

Section 3 HSE Plan

Objectives, Focal Points.

Hazard and Recovery to the team members, Emergency Management, Site Emergency Team, What to do in an emergency.

Logistics, Communication.

PPE Check List.

Entry LOG.

Working Hours.

Material Handling and Storage, General Safety Instructions, Food and Refreshments, working in hot temperatures; shading)

Risk and mitigation register at overall shutdown level.

Risk and mitigation register at critical equipment level.

Section 4 Shutdown Operations

Introduction, Shutdown Key Data, Integration information, Shutdown Objectives.

Applicable Procedures references (isolation, draining, start-up Procedure, Hot Bolting Procedure, B-6 Stringing Procedure, Welding Procedure, Variance Control.

Tool Box Talk.

Special Tools.

Lifting Equipment.




Plot Plan.

ESD List (Station wise Shutdown Sensitive ESD's’.

Section 5 Planning

The low level detailed shutdown plan:

o SAP based work orders (or operations level) and net work activities10.

o critical path identified.

o near critical paths known.

o pre and post shutdown activities.

o This plan must be at hourly resolution. (in Primavera or MS Project where Primavera has not been implemented yet).

Contingency plan (what if scenario).

High level management schedule (if required).

Shutdown KPI’s.

Shutdown milestones.

Provide plan per station if required.

Non SAP mandatory fields are: critical relationships (Activity links), activity ID starting at 1, department, name of supervisor or focal point, crew name if needed (crew-1, night crew) and comments or special constraints (e.g. vendors) if necessary. This has to be populated in the MS Project or Primavera schedule.

Section 6 Approved and Rejected Changes.

10 SAP is the master source. Activities such as well survey, pipe line pigging, commissioning etcetera should also be present in SAP.




Appendix 9 – Guide to After Activity ReviewAn After Activity Review (AAR) should be held within two days after the completion of the Shutdown, with all disciplines, including contractors, who were involved with the planning and execution of the shutdown. The AAR should be in the form of brainstorming sessions and only challenge feedback for clarity, rather than judgmentally. The AAR should identify equally items that worked well and improvement opportunities. The following questions should be asked:

1: What Did We Set Out to Do? What was our intent? What should have happened? Did leader and team intents differ? What was on your mind?

2: What Did We Actually Do? Why? How? What would a video camera have shown? Are we discussing facts? No blame. Look at Key Events, Chronological Order or Functions/Roles.

3: What Have We Learned? Focus on what we have learned, not what we will do next. What do we know now that we didn’t know before? What strengths and weaknesses have we discovered? What advice would we give to someone starting out now?

4: What Are We Going to Do? Exactly who will do what and when? Use descriptions (Specific, Measurable, Achievable, Realistic and Time-based). Sustain strengths and improve weaknesses.

5: Who Are We Going to Tell? Submit lessons learnt in the lessons learnt database and provide a one page management summary for the Shutdown review board. Feed essential urgent matter to SOSLT, OSDLT or TDG.




Appendix 10 – Management Summary A one page management summary shall be shared with the shutdown review board in order to review overall PDO shutdown management and retain relevant historical information within the company.

Shutdown characteristics Plan & actual data Remark

Shutdown description

Shutdown station/area

Shutdown date dd/mmm/yy

Shutdown coordinator

Shutdown driver activity

STPF booked duration

STPF booked deferment

Scope frozen duration

Scope frozen deferment

Actual duration

Actual deferment

Learning’s captured in database?

Shutdown Characteristics (e.g. people on site, cranes, drained volume, shift pattern, number of tie-ins)

Highlights

Lowlights

Compiled by

(Planning Engineer)

Attach the shutdown KPI.




Appendix 11 - Terminology, Definitions and Abbreviations

Terminology and Definitions

Activity Owner The person who approves the budget to execute the work.

Addendum Scope Scope change approved or rejected after scope freeze

Asset Integrity The ability of the asset to perform its required function effectively and efficiently whilst safeguarding life and the environment.

Change Management (against activity plan)

Change Management includes all basic steps to manage changes against an agreed plan: requesting, registering, reviewing, deciding (approve or reject), incorporating in plan, communicating, executing, reporting and analysing & improve.

Contingency Plan Alternative plan or solution based on what-if scenario

Compliance Practice to each and every mandatory step as per mandatory documentation.

Critical Path The critical path is the longest duration path through a network diagram and determines the shortest time to complete the project or shutdown.

Cut Off Date Last date submission is allowed.

Discovery Scope Scope change identified during shutdown

Effective Delivers the desired result.

Efficient Delivers the result smooth.

Float The amount of time a task can be delayed without affecting the required due date.

Function Well engineering, facility engineering, well services, operations & maintenance, exploration (in other words ‘activity owners’).

Functional support Process support (in other words the CFDH/CDFP organisation that sets standards and is responsible for assurances and improvements).

Hot Bolting Is not allowed except LP water system. Refer to CMF procedures.

Mature Development of activity details over time: availability of specific details such as material availability, resources, duration, production impact, etc.

Milestone A significant point or event (with zero duration).

Near Critical Path Activities that have little total float and could easily become critical as a result of unforeseen circumstances or conditions during project or shutdown execution.

Operation Activity one level below SAP work order at sub equipment and work centre level detailing out the task to be done.

Opportunity Identified possibility to optimise, often not yet scoped out or budgeted.

Driver Activity or process that drives (dictates) another activity or process or the shutdown reason or shutdown duration.

Global Shell EP Globally.




Integrated Activity Planning

IAP is defined as the integration of critical 11 Functional activities (on functional work plans that are identified and planned by the functions) on hydrocarbon installations, with the main objectives to: minimise planned deferment. maximise opportunities and [early] production. reduce costs & HSE exposure. form the basis for plan execution. reference for changes.All above in the best interest of the company.

Process Safety The management of hazards that can give rise to major accidents involving the release of potentially dangerous materials, release of energy (such as fire or explosion) or both.

Readiness Indicator how matured the activity is for execution in terms of budget, materials, manpower, scope, vendor etc.

Shutdown Event where a station or major part of the facility (train, MOL, tank) needs to be shut down for a temporary period causing direct or potential deferment, in order to execute maintenance, inspection, repairs, modifications and or tie-ins; often a combination of cross functional high density of activities in a short time frame.

Shutdown Execution Plan

The overall integrated document that contains the detailed schedule and all relevant information relevant to the shutdown (See appendix). This document is signed off by the Shutdown Coordinator and stakeholders.

Time Resolution Required accuracy in plan type.

Very Short Term Plan window of 14 days.

Short Term Plan window of 90 days.

Medium Term Plan window of 2 years.

Shall This identifies a mandatory action that must be followed.

11 Critical is defined by the plan content criteria in the IAP code of Practice CP-156.




Abbreviations

2Y 2 years

90d 90 days

AAR After Activity Review

ARP Asset Reference Planning

ASRP Activity Safety Review Panel (also known as the PSM Challenge)

Bbs Barrel

BP Business Plan

BW Business Warehouse

CAPEX Capital Expenditure

CDFP Corporate Discipline Focal Point

CFDH Corporate Functional Discipline Head

CMF Corporate Management Framework

CP(A) Critical Path (Activity)

CP Code of Practice

DTL Delivery Team Leader (manages the operations of one area)

EMC On Plot Engineering Maintenance Contractor

EPBM Exploration and Production Business Model

HSE Health Safety Environment

IA Integrity Assurance

IAP In this document: Integrated Activity Planning, or Integrated Activity Plan.

IPP Integrated Production Plan

ISDP Integrated Shutdown Plan

KPI Key Performance Indicator

L3 Level 3 (Work order, network activity level)

L4 Level 4 (Operations, detailed scope of work level at sub equipment level)

LTI Lost Time Incident

MAF Mina Al Fahal

MCP Maintenance Craft Procedure

MEI Maintenance Execution & Integrity

MOL Main Oil Line

MS Milestone

MT Medium Term (1 year – 2 year)

NWA Network Activity (SAP)

NWAE Network Activity Element (SAP)

ODC Off Plot Contractor

(O)LNG (Oman) Liquefied Natural Gas

OPEX Operational Expenditure




PB Programme Build

PDO Petroleum Development Oman

PF Production Forecasting

PPE Personal Protective Equipment

PSO Production System Optimisation

PSM Process Safety Management

PTW Permit To Work

RASCI Responsible, Accountable, Support, Consult, Inform

RWC Restricted Work Case

SAP Systems, Applications and Products

SD Shutdown

SDEP Shutdown Execution Plan

SLA Service Level Agreement

SMART Specific Measurable Achievable Realistic Time

SOGL South Oman Gas Line

ST Short Term (90-days up to one year)

SoF Statement of Fitness

STPF Short-term Production Forecast. This is a rolling 2-year forecast, based on well potentials and constraints, which takes account of individual activities, however also – where necessary - utilises historical averages for allocation of deferments. Note that ‘short-term in production means two years where as in IAP short term means 90 days.

TDG Technical Directorate Group

VST Very Short Term (14 days period)

WIMS Well Integrity Management System

WO Work order (SAP)

WRM Well Reservoir Management

WSAM Well Services Activity Manager (tool)

14d 14 days

Z6 Code for notification request for SAP change




Appendix 12 –Reference Documents

Management Framework Corporate Management Framework (CMF) PFAIMS

Policies PL-11 - Integrity Policy

PL-06 - Information Management Policy

Codes of Practice CP-102 - Corporate Document Management - CoP

CP-107 - Corporate Management Framework - CoP

CP-114 - Maintenance Code of Practice

CP-115 - Operate Surface Product Flow Assets - CoP

CP-117 - Project Engineering - CoP

CP-122 - Health, Safety and Environment Mgmt System - CoP

CP-129 - Contracting and Procurement - CoP

CP-131 - Risk Management - CoP

CP-132 - Logistics Services - CoP

CP-136 - Planning in PDO - CoP

CP-145 - Optimisation Management - CoP

CP-153 - Production Forecasting - CoP

CP-185 - Code of Practice for Technical Integrity Management

Procedures PR-1001c Temporary Override of Safeguarding System Procedure

PR-1001e Operations Procedures Temporary Variance

PR-1005 - Maintenance and Inspection Activity Variance Control Procedure

PR-1013 - Static Equipment Maintenance and Inspection

PR-1029 - Competence Assessment & Assurance

PR-1032 - Maintenance Plans Approval Procedure

PR-1040 - Well Services Operations Programming

PR-1042 - General Operational Safety

PR-1047 - Well Integrity Maintenance

PR-1050 - Preparation of Work Practice Procedures by Contractors

PR-1073 - Gas Freeing, Purging & Leak Testing of Process Equipment (Excluding Tanks)

PR-1076 - Isolation of Process Equipment Procedure

PR-1078 - Hydrogen Sulphide Management Procedure

PR-1079 - Gas Freeing and Purging of Tanks Procedure

PR-1081 - The 'Buddy System' Procedure

PR-1086 - Locked Valve Control Requirements

PR-1093 - Pressure Relief Valve Isolation and Locking Procedure

PR-1095 - Operations Asset Management Procedure



http://mus-as-001/roadmap/roadmap.show_mde?type_id=9&mde_id=17302


PR-1148 - Entry into a Confined Space Procedure

PR-1160 - PDO Planning System Procedure

PR-1172 - Permit to Work Procedure

PR-1178 - Product Flow Asset Procedure

PR-1235 - Main Oil Line (MOL) Management System Procedure

PR-1236 - South Oman Gas Line System (SOGLS) Management Manual

PR-1248 - Functional Criticality Assessment Procedure

PR-1259 - Infrastructure Management Procedure

PR-1444 - Well Engineering Management Procedure

Guidelines GU-484 - Planning and Scheduling Guidelines [facility engineering]

Specification SP-1240 - Production Forecasting

Training Material SAP PM

SAP PS

SAP PS IAP

Primavera Project Management. Course 102

Primavera Advanced Project Management. Course 106

CMCS Planning & Scheduling Theory Training Manual (2007)

PDO Web Sites IAP Process: http://sww.pdo.shell.om/sites/UEOD/UOP/IAP/default.aspx

North IAP: http://sww9.pdo.shell.om/dept/od/ond/ONO/ONO5/

South IAP: http://sww.pdo.shell.om/sites/OSD/OSO5/default.aspx

Shutdown Management: http://sww.pdo.shell.om/sites/UEOD/UOP/SDM/default.aspx

SAP: http://sww.pdo.shell.om/sites/UID/UIS/default.aspx

Global TOE Global Process 03 Integrated Activity Planning: http://sww-toe.shell.com/process3/

TOE Global Processes: http://sww.shell.com/ep/toe/

EPBM v4: http://sww.shell.com/ep/toe/tr/epbm/epbm.html

Shutdown Management (MIMS, EP2006-5081) website:

http://sww.shell.com/ep/toe/tr/mims_volumes/mims_volumes.html



http://sww.shell.com/ep/toe/tr/mims_volumes/mims_volumes.html

http://sww.shell.com/ep/toe/tr/epbm/epbm.html

http://sww.shell.com/ep/toe/

http://sww-toe.shell.com/process3/

http://sww-toe.shell.com/process3/

http://sww.pdo.shell.om/sites/UID/UIS/default.aspx

http://sww.pdo.shell.om/sites/UEOD/UOP/SDM/default.aspx

http://sww.pdo.shell.om/sites/OSD/OSO5/default.aspx

http://sww9.pdo.shell.om/dept/od/ond/ONO/ONO5/

http://sww.pdo.shell.om/sites/UEOD/UOP/IAP/default.aspx


Appendix 13 - User Feedback Page

PR-1721 – SHUTDOWN MANAGEMENT USER FEEDBACK PAGE

Any user who identifies an inaccuracy, error or ambiguity is requested to notify the custodian so that appropriate action can be taken. The user is requested to return this page fully completed, indicating precisely the amendment(s) recommended.

Name:

Ref ID Date:

Page Ref: Brief Description of Change Required and Reasons

UOP3

Custodian of Document Date:




Addendum 1 – Changes at Revision 2.0

Page Description of Change

7 Section 1. Introduction Management Summary – para 1 deleted ‘existing’, added ‘historical good’ Para 2 added ‘Shutdowns are linked closely to the Process Safety Management’. Para 6 deleted ‘shall be tracked by’, added ‘must meet the shutdown. Deleted ‘better preparedness’ added ‘a quality end product that is a the reference for safe execution’. Added ‘These shutdown shall all undergo an PSM challenge (Milestone 19 which is 6 weeks prior to execution)

12 Section 1.6.1 – Terminology and Definitions added ‘Asset Integrity’, added ‘Process Safety’.

13 Section 1.6.2 Abbreviations added ‘ASRP’. Added ‘PSM’

16 Section 2.2 added ‘This includes holding the PSM challenge’

20 Section 2.6 added ‘Planning’ to title

22 Section 2.9 – Replaced matrix

25 Section 3

Coordination point 2 added ‘planning’

Strategy point 1 added ‘for Gas they will generally be gas customer demand driven, whereas for oil they will generally be activity driven’

27 Section 4 – Added new milestone M19 – Process Safety Challenge

34 Appendix Re-worked and rationalised

