Perform Turnarounds
Standard and Manual
Mandatory
Restricted
Version T/A_SM_v1
Date Issued: June 2017
Copyright 2017 SGSI B.V.
The copyright of this document is vested in Shell Global Solutions International B.V., The Hague,
The Netherlands. All rights reserved. Neither the whole nor any part of this document may be
reproduced, stored in any retrieval system or transmitted in any form or by any means
(electronic, mechanical, reprographic, recording or otherwise) without the prior written consent
of the copyright owner.
Shell | Asset Management System Perform Turnarounds Standard and Manual
Contents
SECTION 1: STANDARD .............................................................................. 3
Purpose and Scope ............................................................................................... 3
1. Perform Turnarounds Requirements ............................................................... 4
1.1 Long-Term Turnaround Strategy ........................................................................................ 4
1.2 Turnaround Management ................................................................................................. 4
1.3 Scope.............................................................................................................................. 5
1.4 Planning and Scheduling .................................................................................................. 5
1.5 Post-Turnaround............................................................................................................... 5
SECTION 2: MANUAL ................................................................................ 6
2. Perform Turnarounds Manual ....................................................................... 6
2.1 Introduction ..................................................................................................................... 6
2.2 Expected Business Outcomes ............................................................................................. 6
2.3 Process Description .......................................................................................................... 6
3. Key Work Process Interfaces ....................................................................... 13
4. Key Performance Indicators ........................................................................ 15
5. Glossary ................................................................................................... 17
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SECTION 1: STANDARD
Purpose and Scope
The purpose of the Perform Turnarounds (T/A) standard is to provide a framework by which an Asset Team
can effectively plan, schedule, control and execute T/A events whilst reducing risks and ensuring
operational performance by:
establishing a well-defined and optimised long-term T/A strategy
adhering to basic T/A management principles such as structures for organisation and
responsibilities, premises, risk management, controls, and assurance and support
following a structured and timely scope development and optimisation process
creating T/A execution plans to efficiently execute the event at the required quality
continuous improvement by post-T/A performance review and embedding lessons learned.
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1. Perform Turnarounds Requirements
This Standard covers mandatory requirements for managing Turnarounds (T/A) in Shell and is
underpinned by the associated mandatory Manual in Section 2 of this document and non-mandatory
Recommended Practices.
1.1 Long-Term Turnaround Strategy
1.1.1 Each Asset shall have a documented long-term (minimum 10 years) T/A strategy endorsed by
the Asset Manager, aligned with the long-term Asset strategy, reviewed at least annually and
updated if required. The plan describes the ambition, drivers and sequencing of T/As for the
various Assets, facilities, trains and/or units, as well as the dependencies, duration, budgetary
cost and intervals.
1.2 Turnaround Management
1.2.1 General
[Link] Each T/A shall have a governing T/A Steering Team responsible for competitive target
setting based on external benchmarks, risk management, resource availability, T/A
readiness, scope management, setting the premises for integrated planning and
scheduling, alignment of stakeholders, execution, the review and embedding of
learnings.
[Link] Each T/A shall have a planning/preparation and execution team, integrating functions
such as Discipline Engineering, Projects, Production, Inspection, Maintenance,
Technology and supporting functions managed by a single person accountable for the
T/A.
1.2.2 Turnaround Event Strategy
[Link] Each T/A event shall have a T/A Premise document including the T/A event specific
strategy, business objectives, targets and scope acceptance criteria consistent with the
Long-Term T/A Strategic Plan.
[Link] Each T/A shall have a detailed milestone plan covering all phases of the Perform T/As
process with progress and compliance tracked.
1.2.3 HSSE and Risk Management
[Link] Each T/A shall have a T/A specific HSSE plan addressing performance expectations
and mitigation of risks related to T/A scope execution.
[Link] Each T/A shall have, update and track a T/A specific Risk Management Plan including
a Risk Register for identification, quantification, and prioritisation of relevant threats,
risks and mitigation plans.
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1.2.4 Turnaround Assurance
[Link] All T/As shall have a T/A Assurance and Support Plan (TASP) and be subject to T/A
Assurance Reviews (TARs). TARs for low and medium complexity T/As may, at the
discretion of the Site Process Owner, be internally or externally led. All TARs for high
and mega complexity T/As are to be led by a Global Process Owner-approved external
subject matter expert.
1.2.5 Contracts, Logistics, Quality Management
[Link] Each T/A shall follow a pre-defined contracts strategy for material and services with
contracts awarded, reviewed and approved by the applicable contracts board.
[Link] Each T/A shall have a Logistics implementation plan addressing at a minimum people
and equipment (de)mobilisation, materials movement and laydown areas, warehouse
management, cranes, tools, staging areas, temporary accommodation, land, air and
marine requirements.
[Link] Each T/A shall have a Quality Management Plan throughout the Perform T/As process
including flange management.
1.2.6 Cost Management
[Link] Each T/A shall have a cost management plan that includes relevant cost estimating and
cost control requirements, supporting roles and responsibilities and reporting protocols
compliant to the relevant Line of Business (LoB) requirements.
1.3 Scope
1.3.1 The T/A Steering Team shall be responsible for establishing the scope acceptance criteria,
optimisation process and categorisation, the effectiveness of the T/A scope freeze and
adherence to the scope change procedure.
1.4 Planning and Scheduling
1.4.1 Work packages and execution plans, as detailed in the agreed premises, shall be developed
for all disciplines, including project and operational activities integrated into one multi-
disciplinary schedule.
1.5 Post-Turnaround
1.5.1 T/A Post Implementation Reviews (PIRs) shall be conducted within 3 months of the completion
of the T/A.
1.5.2 For overruns beyond LoB criteria for Business Plan (BP) duration or cost, an appropriate
investigation shall be conducted and documented.
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SECTION 2: MANUAL
2. Perform Turnarounds Manual
2.1 Introduction
Perform Turnarounds (T/A) is a process characterised by high activity density with numerous staff, vendors
and contractors executing complex intrusive activities, using heavy equipment and complex logistics.
Effective planning, scheduling, control and execution of the T/A reduces risks and ensures operational
performance.
The Perform Turnarounds manual describes the intent and mandatory ‘hows’ to support the Perform
Turnarounds Standard as detailed in Section 1 of this document.
2.2 Expected Business Outcomes
Consistently following the overall Perform T/A Process, applying learnings and regular reviews is one of
the key ways to yield predictable and competitive results along the following key business outcomes (subject
to economic viability and cost efficiency):
T/A Safety – Zero recordables, Zero Tier 1 and 2 incidents
T/A Intervals and Duration - optimised to industry competitive annualised T/A downtime
T/A Cost – Supporting annualised overall maintenance costs at 1Q – 2Q border based on
external benchmarks
T/A Quality – Uninterrupted and unimpaired runs for minimum of 60 days
Availability in Top Quartile category
2.3 Process Description
The T/A work process consists of seven phases with an indicative timeline, covering the period of time from
the strategic and longer-term plan to the event preparation, execution and post-T/A activities as shown in
Figure 1. The timeline will vary according to the complexity of the T/A.
Figure 1: The Turnaround work process
For each phase of the T/A processes, an intent statement and key activities which shall be delivered are
shown in Sections 2.3.1 to 2.3.7.
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2.3.1 Phase 1 – Develop and Update Long-Term T/A Strategy
Intent Statement: In Phase 1 it is essential to align the long-term T/A strategy for the Asset with the
Business and Asset strategy, often found in the Strategic Asset Management Plan to ensure that
strategic elements such as projects, maintenance and inspection work, other critical activities, as well
as external constraints and opportunities can be aligned to drive optimal business outcomes. The long-
term T/A strategy is the framework for the T/As, includes the planning assumptions and sets the
direction for short and medium-term plans such as Business Plans.
No. Accountable Party Activities
P1.1 Site Process Owner Review long-term T/A strategy with appropriate stakeholders
(SPO) taking into account business/Asset context, regulatory
requirements, technology/innovation, projects, etc. Where
these require changes to the strategy, the changes should be
endorsed by the Asset Leadership Team.
2.3.2 Phase 2 – Kick off Preliminary T/A Development
Intent Statement: Phase 2 kicks off the preparation for the T/A and takes into account the strategic
elements of the long-term T/A strategy. The governance, organisational structure, premises and
preliminary cost estimates are established and aligned in order to set the foundation for success.
No Accountable Party Activities
P2.1 Asset Manager The Asset Manager appoints members of the T/A Steering
(AM) (Site GM) Team.
P2.2 SPO Appoint and put in place an Event Manager.
P2.3 T/A Event Establish a milestone plan for the T/A based on T/A
Manager (TEM) complexity.
P2.4 SPO Conduct TAR-0 and issue T/A Assurance and Support Plan
(TASP).
P2.5 TEM Develop preliminary Resource Plan for planning phase.
P2.6 TEM Pre-screen for T/A impact of Projects with the T/A Steering
team.
P2.7 TEM Establish Premises and Goals including scope acceptance
criteria and obtain approval from the T/A Steering team.
P2.8 TEM Ensure pre-T/A inspections and analysis to define scope has
started.
P2.9 TEM Discipline and Project Managers to develop key scope
strategies including technology opportunities, review long lead
and order material items.
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No Accountable Party Activities
P2.10 T/A Ops Lead Operational leaders validate operational systems and
interconnecting units for the purpose of planning,
decontamination, isolation, permitting and restart.
P2.11 TEM Draft T/A Controls plan (cost, schedule, scope controls).
P2.12 TEM Develop, implement and communicate the functional T/A
Preparation Plan ("Plan-for-the-Plan").
P2.13 TEM Refresh base line (+/-50%) estimate.
P2.14 TEM Draft and seek endorsement of 1st pre-spend Investment
Proposal if applicable.
P2.15 TEM Complete T/A Risk Management Plan and start completing Risk
register.
P2.16 TEM Develop contracting strategy and get sign off of initial
Contracting Plan.
P2.17 SPO Conduct TAR-1.
2.3.3 Phase 3 – Develop T/A Scope
Intent Statement: Phase 3 includes gathering multi-disciplinary (including Operations and Projects)
scope requiring a T/A, validation against scope entry criteria and freezing of the scope for the T/A to
deliver within the premises of the T/A in order to achieve overall top quartile Asset performance.
No Accountable Party Activities
P3.1 TEM Organise T/A Planning Team and update overall resourcing
plan.
P3.2 TEM Collect scope from all input sources. This should include project
and plant change Basis for Design Engineering Packages,
marked up P&IDs (and where available Approved for
Construction (AFC) packages) for project scope that require the
T/A.
P3.3 TEM/PM Process long-lead items lists from Projects and Maintenance
functions.
P3.4 TEM Test all scope against scope acceptance criteria as set by the
Steering Team, taking into account technology opportunities.
P3.5 TEM Perform a scope optimisation workshop
P3.6 Chair of Steering Declare T/A scope is frozen and communicate the final list.
Team (ST)
P3.7 ST Activate scope change procedure.
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No Accountable Party Activities
P3.8 TEM Develop, confirm and communicate "Basis for Planning" and
“Basis for Scheduling” documents.
P3.9 T/A Ops Lead Develop system decontamination strategy.
P3.10 HSSE Focal Point Initiate T/A specific HSSE Plan.
(FP)
P3.11 ST Endorse the strategy and contents for Quality, Logistics and
Hydrocarbon plans.
P3.12 TEM Perform scope risk assessment (including What-If scenarios).
P3.13 TEM Complete a risk assessment workshop and update Risk Register.
P3.14 CP FP Develop Contracting Award Plan and get endorsement.
P3.15 TEM Complete a scope based, factored cost estimate (+/- 30%) and
duration estimate and compare with BP targets.
P3.16 TEM Submit second pre-spend Investment Proposal request where
applicable.
P3.17 SPO Conduct TAR-2.
2.3.4 Phase 4 – Complete Detailed T/A Planning
Intent Statement: In Phase 4 the work planning for all the scope is developed and consolidated into
one plan and schedule. Developing detailed work packages for the execution work force on all
activities ensures full understanding of construction method, sequence, resources and cost. To avoid
unexpected outcomes final cost estimates and schedule durations need to be reconciled with Business
Plan targets.
No Accountable Party Activities
P4.1 TEM Finalise Resource Plan including execution organisation.
P4.2 Block Co-ord. Develop and communicate Training Plan for "On-boarding" of
all execution resources.
P4.3 Block Co-ord. Complete and communicate execution phase administration plan
Meeting structure and schedules, shift schedule, communication
protocols for turnover, etc.
P4.4 CP FP Develop comprehensive Materials Management Plan to manage
all materials during preparation and execution of the T/A.
P4.5 Lead Planner Complete preparation of all detailed T/A work packages
including project scopes, crane and rigging plans, operational
isolation points, etc.
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No Accountable Party Activities
P4.6 T/A Ops Lead Complete the Operations T/A Plan for unit shutdown,
decontamination and start-up phases.
P4.7 T/A Scheduler Input all jobs into one integrated T/A schedule, check schedule
mechanics and optimise the schedule.
P4.8 T/A Scheduler Conduct review of complex work scopes and critical and near -
critical path jobs.
P4.9 Block Co-ord. Conduct final Schedule Optimisation/ Peer Review to identify
further opportunities for optimisation and simplification.
P4.10 TEM Finalise the integrated execution schedule including operational
activities and the integrated schedule for all pre-T/A work.
P4.11 HSSE FP Complete the T/A HSSE Plan and seek endorsement from the
Steering Team.
P4.12 TEM Complete Quality Management Plan and seek endorsement from
the Steering Team.
P4.13 T/A Ops Lead Develop flaw lists and risk mitigation actions to avoid delays to
execution and start-up activities.
P4.14 TEM Complete the development of the Hydrocarbon Plan that
describes the strategy for managing the various hydrocarbon
streams (where applicable).
P4.15 TEM Complete Logistics Plan and seek endorsement from the Steering
Team.
P4.16 Block Co-ord. Issue final T/A Execution Plan to provide orientation and
detailed reference information for the T/A to the execution team,
including contractors.
P4.17 TEM Implement cost controls and tracking system.
P4.18 TEM Complete +/- 10% estimate.
P4.19 TEM Finalise FID Investment Proposal (where applicable).
P4.20 Block Co-ord Conduct "What if" analysis to better understand risks to plans
with focus specifically on threats to meeting the T/A premises
during execution.
P4.21 CP FP Complete the award of all contracts and purchase orders for
materials and capital spares refurbishment.
P4.22 SPO Conduct TAR-3, and where appropriate, ensure endorsement of
the Final Investment Decision (FID).
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2.3.5 Phase 5 – Execute Pre-T/A Work
Intent Statement: The focus of the Pre-T/A phase is on transitioning into execution mode. The
execution team is on-boarded, trained and aligned to understand the scope, priorities and the overall
sequence of the work. Additionally, execution of the pre T/A activities such as mobilisation, staging of
materials, erection of scaffolding, insulation removal and the installation of temporary facilities is
completed in preparation for the execution phase.
No. Accountable Party Activities
P5.1 Block Co-ord. or Execute and manage scheduled pre-T/A activities for all scope.
Project Manager
(PM)
P5.2 TEM Execute systems turnover of pre-T/A project work to T/A
organisation.
P5.3 Logistics Co-ord. Execute logistics, infrastructure and staging of materials pre-
work.
P5.4 TEM Conduct multi-discipline execution alignment event.
P5.5 TEM Conduct training and on-boarding of execution resources.
(Quality, HSSE, Controls, etc.)
P5.6 TEM Monitor and control cost and schedule of pre-work activities.
Test out the controls plan. Train individuals on cost controls
system.
2.3.6 Phase 6 – Execute T/A Work
Intent Statement: The objective of this phase is to safely and flawlessly execute the planned scope of
work, and mitigate against disruptions to meeting the final plan and schedule.
No. Accountable Party Activities
P6.1 PU/Ops Manager Shut down unit(s).
P6.2 PU/Ops Manager Perform decontamination and Drain, Flush, Purge and Vent
(DFPV) activities to ensure safe and environmentally responsible
shutdown, handover of operational systems, declaring T/A
Status.
P6.3 TEM Execute T/A scope.
P6.4 TEM Perform cost management and schedule control.
P6.5 TEM Manage emergent work items, e.g. discovery scope.
P6.6 TEM Manage pre-commissioning (e.g. Quality Control, Mechanical
Completion) and operational systems hand-over.
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No. Accountable Party Activities
P6.7 PU/Ops Manager Commission operational systems (e.g. leak testing, line-walks).
P6.8 PU/Ops Manager Start-up unit(s)/Asset and resume production.
2.3.7 Phase 7 – Complete Post-T/A Work
Intent Statement: The Post-T/A phase includes returning the Asset to normal operations by reinstating
insulation, removing scaffolding, demobilising temporary facilities and contractors and closing
activities in the work management system. A Post Implementation Review is conducted to capture
learning and drive continuous improvement. Learnings feed into preliminary scoping for the next
T/A(s) and may impact the long-term strategy plans.
No. Accountable Party Activities
P7.1 TEM Execute Post T/A work and demobilisation.
P7.2 SPO Complete Look Back - Evaluate the T/A performance against
KPIs and the T/A Process implementation.
P7.3 TEM Complete close out of T/A including history writing, inspection
reports, documentation (e.g. as-built), and work pack feedback.
P7.4 TEM Compile preliminary scope for next T/A, determine long leads
and establish "Base-line" cost estimate.
P7.5 TEM Complete close-out report and seek endorsement from SPO.
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3. Key Work Process Interfaces
The intent of the table below is to ensure relationship between key work processes remain a focus during
T/A work processes execution.
Process Inputs to Perform Turnarounds Outputs from Perform Turnarounds
Manage Equipment Care Optimised Turnaround scope Learning from scope execution
including pass/fail criteria
Equipment condition history, costs,
validation of completed tasks and
results
Requests to update Asset Register
Feedback to optimise Equipment Care
tasks and scope
Deferral requests
Perform Maintenance Corrective maintenance scope List of new/revised on-the-run ME
Execution (notifications) which requires a T/A scope items
for execution
Manage Projects Project scope which requires a T/A Information required for update of
for execution engineering documentation (as-built)
Ensure Safe Production N/A Turnaround Status and Plan
Management Of Change Approval for changes relevant to Information required for update of
the T/A documentation
Integrated Activity Planning Scope of work from non-T/A Long-Term T/A Plan
and Scheduling related activities
Pre- and post-T/A schedules for
(Upstream and IG only, not
Shared resource availability scope of work that needs integration
applicable to D-SM)
with other activities
Permit to Work Approved work permit Turnaround status – hazard freeing
status (risk reduction in permitted
Notification of completed work
work)
Work requests
Manage Supply Chain Cost estimates Supply chain demand within Rules of
Engagement. Notification of changes
Supply Chain Delivery Channels
to plan. Identification of returns,
Notification of changes rentals and repairs. Spare Parts
Availability of Material Interchangeability Records
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Process Inputs to Perform Turnarounds Outputs from Perform Turnarounds
Manage Threats and Improved definition and Identified threats and opportunities
Opportunities prioritisation of work to be executed
Forecast and Plan Economic impact Planned production outages
Production
Input into turnaround strategy
Perform Hydrocarbon and Production criticality of equipment Calibrated equipment
Energy Accounting
Ensure Quality Product Input into Turnaround strategy Availability and performance of
equipment impacting Product Quality
Product Quality considerations for
start-up.
Conduct Assurance Status of controls and associated Define control points and
risks recommended LOD1, 2 and 3
activities
Effectiveness of management system
Planned health checks
Annual Assurance Plan
Process performance indicators and
Templates for LOD1 assurance
trends
Learnings from other Assets
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4. Key Performance Indicators
Figure 2 shows the relationship between efficient execution of T/As and the link to strategic business results
such as reduced T/A duration, extended intervals and better safety and cost performance.
Figure 2: Perform Turnarounds KPIs
The following lagging KPIs are non-event specific and tracked by the Assets to foster alignment between
end-to-end processes:
Non-Event
Leading /
Specific KPI KPI Description Comment
Lagging
Category
Production Asset Reliability Lagging
Availability
Total Downtime/Deferment Lagging LoB specific targets are to be set
by LoB Leaders, based on
Cost Overall Maintenance (T/A and non- Lagging external benchmarking where
T/A) Cost available
Duration and Annualised T/A Downtime Lagging
Interval
The following lagging KPIs are T/A Event specific, and meant to measure outcome/bottom line T/A
performance as well as associated process gaps. The Event Specific KPIs shall be recorded in T/A Premise
document (as per ST [Link]) during the planning and execution phases of the T/A, and ultimately
reviewed during the Post-T/A phase (part of PIR). Management Progress and performance reports shall be
prepared, shared and discussed during the preparation, execution and post-T/A phases of the T/A event
and issued regularly to the Site Leadership Team and T/A Steering Team.
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KPI Leading / Reference to Industry Best
KPI Description Reason for Metric
Category Lagging Standard in Class
HSSE Number of Lagging [Link] 0 Measure of how effective
recordable cases Assets are managing
reported during T/A Personal Safety in T/As
(TRC=
LTI+RWC+MTC)
The number of Tier1 Lagging [Link] 0 Measure of how effective
or Tier2 Assets are avoiding spills
environmental
incidents reported
during the T/A
Duration Actual Calendar or Lagging [Link] BP +/- 5% Measure for predictability
Equivalent Duration of T/A duration
[Link]
versus latest Business
Plan Duration 1.5.1
Cost Actual costs versus Lagging [Link] BP +/- 5% Measure for predictability
latest Business Plan of T/A cost
[Link]
or FID Investment
Proposal [Link]
1.5.1
Production/ Number of days Lagging [Link] > 60 days Indication of effectiveness
Availability after start-up without of scope selection for T/A
trips and associated and quality of the
production losses execution
Scope Total sum of scope Leading 1.3.1 < 5% Indicates effectiveness of
changes between T/A scoping process,
Scope Freeze date adherence to scope
and the T/A freeze and preventive
Completion date, maintenance strategies
based on Direct
Field Labour (DFL)
hours
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5. Glossary
Term Definition
Asset A production facility. Asset is synonymous with Site in Downstream Manufacturing
Terminology. An organisational set-up within a business domain which is responsible for
the life cycle management of an agreed delineated set of single or multiple facilities and/or
reservoirs. For producing Assets, the management accountability of the organisation resides
with a delegated Asset Manager/Site General Manager according to the Manual of
Authorities.
Asset is synonymous with Site in Downstream Manufacturing terminology.
Annualised Annualised T/A Downtime is the total duration of the T/A in days divided by the interval
T/A Downtime between the T/As. The cumulative downtime over the interval will not include other forms of
planned facilities maintenance. Annualised T/A Downtime can be forward looking,
backward looking or both.
Block Individual responsible for the integration of all required disciplines and, through them, the
Coordinator preparation, execution and close out of a T/A. (Note: depending on the Line of Business,
this role is also called “T/A Coordinator” or “T/A Leader”)
Critical Path Longest sequence of activities in an integrated T/A schedule which must be completed on
time for the T/A to complete on due date. An activity on the critical path cannot be started
until its predecessor activity is complete; e.g. if it is delayed for a day, the entire T/A will be
delayed for a day unless the activity following the delayed activity can be completed a day
earlier. To complete the T/A on schedule it is the critical path and the tasks that are part of
it that must be managed most closely.
Discovery All scope that is proposed and approved (or rejected) during the execution of the T/A
Scope (execution window of phase 6 of the T/A process).
Direct Field The direct field labour hours include all progressable craft man hours plus support man-
Labour (DFL) hours. If man-hours are not used as the means to calculate the direct field costs, efforts
hours should be made to reverse calculate a reasonable quantity of man-hours associated with
the direct field costs.
Execution An alignment workshop where details are presented, discussed and challenged in an
Alignment attempt to drive complete understanding and identify any unresolved risks.
Lead Planner Individual responsible for the effectiveness of the integrated planning effort for an event or
an individual T/A.
Note: depending on the Line of Business, this role is also called “Lead T/A Planner”.
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Term Definition
Plan-for-the- A control document specific to technical and operational disciplines that guides the
Plan development of deliverables to reach a level of preparation to support predictable and
completive T/A performance.
The Plan-for-the-Plan lists all activities in accordance with the Manual and Recommended
Practices. Deliverables are aligned with the T/A Process Phases and establishes all planning
and preparation activities to support key milestones. Each activity will be assigned to a
specific individual and include dates for start/finish.
Pro-ratables Costs incurred by the T/A but shared with projects and other activities not funded by the
T/A budget. Examples are overhead services and incidental materials that are not directly
attributable to either the T/A or the project. These costs are allocated based on a pro-
ratable cost allocation agreement.
Scope Activities defined by the scope generation processes (such as Manage Equipment Care,
Manage Project, MOC) and/or regulatory/statutory requirements that needs a T/A for
execution.
The T/A scope of work consists of preventive and corrective maintenance items, inspection
and other engineering discipline scope, (capital) projects tie-ins, plant changes, operational
cleaning, etc.
Scope Freeze Formal date that all submitted scope for the T/A has been received, optimised and
Date approved by the T/A Steering Team. Any scope proposed and approved beyond this date
will be either Addendum Scope (until the start of the T/A) or Discovery Scope (all scope
proposed during the actual T/A execution).
Turnaround A Turnaround (T/A) is characterised by a scheduled unit outage, planned well in advance
(in the Business Plan) with a planning horizon of at least 1 year, has a known schedule and
repetitive interval, consists of intrusive, multi-discipline (mechanical, instrumentation,
electrical, operational, etc.) maintenance, inspections and repairs.
Short and partial unit downtimes for e.g. ESD tests, catalyst replacements, cleaning or
emergency repairs are not T/As.
T/A The T/A Completion date is the date that the unit has been started up after completion of all
Completion technical and commissioning activities, and has reached a production state and level as
Date defined in the Line of Business, such as “Product on Specification”, “Product in tank” of
“Production at required IPSC level”. The Post-T/A phase formally starts at this milestone and
includes all remaining activities that can be executed whilst the unit is running at normal
production condition (e.g. scaffolding removal, materials returns, etc.).
T/A Controls This plan describes what strategies for implementation, timing and assigned responsibilities
Plan will be in place to manage, control and report cost, schedule and scope development and
progress.
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Shell | Asset Management System Perform Turnarounds Standard and Manual
Term Definition
T/A Event Accountable manager for the integration of all required disciplines and, through them, the
Manager full preparation and execution of an integrated T/A event, potentially comprising multiple
smaller unit T/As or blocks in the same time window.
T/A Individual responsible for the preparation and execution of all aspects of the operations
Operations deliverables in a T/A area, including coordination and supervision of the work permit
Lead administration.
Note: depending on the Line of Business, this role is also called “T/A Operations
Coordinator” or “Operations Focal Point”.
T/A Premise This document defines the key information that will drive the activities of the T/A team with
document the description of the strategy, drivers, objectives, responsibilities, key risks and milestone
plan for a particular T/A.
T/A Scheduler Individual responsible for the effectiveness of integrated scheduling for an event or an
individual T/A.
T/A Status The state within a T/A when the following is achieved: (1) The unit or equipment is shut
down and depressurised and battery limit blinds/spades are installed to de-energise the
equipment to the satisfaction of operations and (2) Unit de-inventory has been confirmed by
operations.
T/A (Event) Chartered by the Site Leadership Team and typically chaired by the Asset Manager (AM) /
Steering Team Site General Manager or Production Unit (PU) Manager, the T/A Steering Team is
accountable for setting premises and delivery of one or more T/A event(s).
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