Page 35 - SAPREF 50 year

Turnarounds: A true test of a
refinery’s project management skills
A Turnaround is a shutdown of the operating units within the refinery in order to restore their mechanical integrity and process efficiency. It is also an opportunity to perform statutory inspections and execute projects necessary for growth and safety. Typically SAPREF has a Turnaround every two years with the entire site shutting down for a predetermined number of days.
Planning for a Turnaround starts at least two years in advance with the core Turnaround team developing the strategy and structure based
on the complexity of the upcoming event. As part of the drive for continuous improvement, SAPREF uses the lessons from previous Turnarounds to embed the good practices and improve on areas of concern. Local suppliers and contractors are generally used to support the event, but based on the risk profile and capability, some vessels and pieces of equipment are sourced internationally.
The Turnaround Village is the nerve centre for the planning and preparation for all Turnarounds. It houses the core team and contractors as required for each event.
The impact of a Turnaround on SAPREF is major — some Turnarounds see more than 6000 people on site at times. In the days leading
up to the Turnaround, all personnel working
on the Turnaround undergo an ‘on-boarding’ programme (in addition to a general safety induction) to familiarise themselves with the rules, regulations and good working practices
needed to work safely and efficiently.
Due to the fact that no product is being
manufactured during this time, the shutdown needs to be as short as possible and therefore work on the critical path occurs 24/7 with a fatigue plan in place to manage the overall hours that are worked.
SAPREF endeavours to employ local people and develop them further. However when there is a shortage of critical resources, labour is sometimes required from outside SAPREF’s immediate neighbourhood.
To enable optimum performance and productivity, all staff on site are given a free sustaining breakfast pack and a subsidised lunch. In addition, during the execution phase SAPREF, together with the service providers, provides transport to and from the surrounding areas. The logistics associated with this are challenging but beneficial both for the personnel and also for achieving the anticipated result.
The shutting down of plant is a critical phase of a Turnaround since it encompasses decontamination processes to ensure that the
equipment is made safe for people to work
on. Equally important is the start-up phase, which is the final chapter of the Turnaround
and confirms the quality of the work executed. Process safety is of utmost importance in both phases and precautions are taken to ensure
that all hydrocarbons are contained. A delay in not meeting the overall planned schedule has a ripple effect on cost, shareholder confidence and most importantly, it impacts on product supply to the market. It is for this reason that Turnarounds are vitally important not only for SAPREF and the community but also for the country.
The challenge is to execute the scope
of work within the committed timeframe, meeting the required quality standards and without any injury to personnel or harm to the environment.
The 2013 Turnaround was a unique event in that two major zones (North Zone and Central Zone) had a statutory shutdown at the same time, making this the most complex event in SAPREF’s history. In addition, the South and Oil Movements/Utilities Zones had significant work to be undertaken. The number of people on site peaked at 6400; the overall duration was also the longest ever seen at SAPREF (65 days) with the cost for this event exceeding R800million.
Said Turnaround Event Manager Anil Jugree: “The overall result was a staggering success with only a 3% and 4,5% deviation in schedule and cost respectively. Furthermore, our safety performance was exceptional with only one Medical Treatment Case for the entire event. In comparison to Turnarounds of a similar size across the world, this result has placed our performance in the top quartile.”
Anil concludes: “The 2013 Turnaround
has proven that by working together SAPREF, together with its staff, local community, suppliers and contractors, can execute complex and challenging events whilst simultaneously striving for continuous improvement.”
COMMEMORATING 50 YEARS OF EXCELLENCE
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