Premier Partner:

Produced by:

9 - 11 August 2010
Sofitel Brisbane Central, Australia

CONFERENCE HIGHLIGHTS
Shutdown Professionals from more than 100 Australian and New Zealand organisations have collaborated to create this program 23 Presentations and Sessions in four tracks over two days Seven International Presentations showing the challenges faced and the results achieved globally Optional and Separately Bookable Workshop on Challenge Planning - Using the 5T Process to simplify work and reduce the shutdown duration Pre-Conference JumpStart Session: When Things Go Wrong Avoiding Schedule and Cost Overruns on Shutdowns Entire Program Vetted by the Shutdown Advisory Team representing large, medium and small organisations across all industry sectors Interactive Shutdown Solutions Showcase featuring best-of-breed solutions, systems and technologies from selected Shutdown partners Take Home Tools and Resources: electronic access to all keynotes, track presentations and sessions Unrivalled Networking Activities: pre-conference drinks; community networking drinks on Monday evening; direct access to presenters at Speakers Corner; connecting at lunches and teas in the exhibition area; and utilising complimentary meeting rooms Membership to Australia and New Zealands Most Powerful Shutdown Community: you will receive a contact list of all conference participants, helping to maintain the momentum created and keeping the community connected, motivated and informed all year round

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HOT TOPICS
End-to-End Shutdown Planning Expending the right amount of energy on the right work; getting the right team working on the right jobs; ensuring your plans speak for themselves; providing your team with the tools they need to execute flawlessly; incorporating the JSAs into planning; driving consistent success with tight, effective and repeatable processes; understanding the phases you need to go through in planning and when each of these phases begins; identifying the critical path, milestones and plan to adhere to these actions in the allotted time; weekly meetings to discuss progress and unify goals; understanding the characteristics of an effective planner and identifying them; owning the plan but being adaptable to emerging work; applying the dynamics of challenge planning by redefining its role and the traditional methods used Attracting Skilled People with the Correct Technical Know How Getting buy in to ensure alignment from all your people; knowing your peoples individual skill sets and tapping into their experience; promoting autonomy vs. micro management; conducting post-shut reviews well; combating the ageing workforce issue; keeping great people employed and giving them continuous work outside of the shutdown; managing extensive labour hire in a remote location and finding solutions; looking overseas for skilled people; investing in trainee and mentorship programs; generating innovative solutions for managing and organising scarce resources; synchronising shutdowns with neighbouring plants - eliminate peak demand; incentive programs to attract the same quality people back regularly to run shutdowns; creating a competitive cooperation environment; redesigning shutdowns - preparing the shutdown team as a longer term solution; getting back to basics Selecting the Right Contractor Relationship Understanding the pros and cons of different contract models; fixed price vs. cost based; offering incentives and bonuses for achieving goals and enforcing penalties for missed targets; accessing contractors before entering into a partnership; balancing cost, capability and experience; developing the relationships between the contractors and your team to ensure ownership; working within the contractors culture and understanding what motivates them to do a better job; managing expectations of both parties; setting KPIs for safety, training your people in contractor management and using them to supervise on-site; specialist contractors for specialist activities; communicating to ensure clarity is given on scope and continually reinforced with transparency from all parties; understanding what is driving your contractors bottom line - volume, profitability, tenure and repeat business Comprehensive Shutdown Reviews to Capture Knowledge For Future Shutdown Utilisation Plan, plan, plan and review, improve and review again; striving for continuous improvement in future shutdowns; the review must be viewed as a priority and as an integral part of the shutdown plan; developing KPIs for the review process to measure outcomes; contractors must remain on site for the review process - the job is not finished until they have been comprehensively de-briefed; using the results effectively for practical implementation; putting a structure in place for collecting data during and post shut; creating a template for review - what went well, what went badly and what could be improved; getting the right people involved; deadlines vs. quality - the compromise when the unexpected occurs; building systems for knowledge management; ensuring safety success as a priority; communication is key letting everyone see the big picture Managing the Execution Phase to Ensure the Team Adheres to a Critical Path Together Develop the ability to forecast accurately; conduct daily meetings to monitor progress and flag potential delays; manage the information flow with external staff and contractors; develop systems for reporting and monitoring during execution; ensuring the critical path is being followed and the completion date and work lists have attainable goals; re-planning during shut if emergent work needs to be added; coordination of a large temporary workforce - transport, accommodation and catering; daily reporting at all levels to provide information around milestones and critical path; providing transparency during the execution; managing the complexity of permits and job packs - providing user-friendly correct safety and maintenance procedures without being time consuming Engagement and Coordination of Stakeholder Requirements to Ensure Management Support Helping senior management to understand that decisions need to be made on maintenance necessity and risk, not cost; developing a business case for shutdown; risk assessment for work scope justification; justification that the work scope is there because it is a critical maintenance requirement; agreement and sign-off of scope; gathering inputs from all stakeholders and prioritising the scope; learning to speak the language of senior management to communicate the importance; changing the perception of maintenance as a cost burden Managing Scope Creep Defining scope freeze and the scope freeze process; understanding that managing scope creep needs to start at the design stage; defining process scope additions; understanding the cost of scope creep; ensuring all jobs (large and small) are included; rigorous processes to interrogate additional tasks after scope freeze; balancing expectations vs. capabilities and organising people accordingly; contingency planning for all eventualities; challenge the scope - review on each planned activity; using historical data for justifying scope requirements; conducting pre-shut inspections to visually check the plan; accountability assigned to the individual in-charge of managing the scope of work; defining what constitutes break-in work and aligning and updating schedules if it emerges; variation management processes; qualitative risk analysis of your shutdown Risk Management Assessing risk and process pitfalls; selecting the optimal time to perform risk management; validating all decisions; investigating the tools and techniques people use to evaluate the criticality of planned maintenance; assessing the impact on reliability of deferred work; deferring a shutdown due to volatility in the market - keeping the plant on-line and reliable when it makes sense financially; identification, treatment and monitoring of key risks; ensuring you observe regulatory obligations; risk assessment of break-in and emergent work; having a contingency plan for mitigating risk; understanding the recent legislation changes around the industrial relations laws and the implications this can have on your shutdown and workforce; using external facilitators for risk assessments Coordinating the Timely Procurement of Materials and Managing Quality Assurance Ensuring critical spares are ready and on-site; effectively managing the quality of spares; allowing time and resources for quality assurance testing; developing a process for quality assurance and integrating the supply chain on and off site; building in enough lead time for parts and materials that do not pass quality checks to be returned or those that require a lengthy procurement process; exploring third party management of spares; deciding whether contractors should provide spares as part of their agreement; giving one individual ownership of this task Establishing Procedures to Ensure a Smooth Decommissioning and Commissioning of the Plant Building best practices for issuing and managing isolation and permits; agreeing on what should be the extent of a permit; developing a schedule for issuing isolation; implementing a recommissioning process and ensuring the plant is not recommissioned during shutdown; performing pre-commissioning checks to ensure there are no nasty surprises; clearly defining the process to communicate within the organisation; training the operators before start-up on the correct operating procedures for the equipment post shutdown; plant transition from operations to shutdown management; managing the quality of the start-up procedure - ready for start-up and ready for operations; defining when a shutdown starts and finishes Using Shutdown Management Software Tools for Improved Productivity and Control Using a system to control costs and budget to manage scope; employing tools for planning and scheduling; mitigating the risks associated with implementing a new software tool; deficiency discoveries from the assesment of current state; learn to use the tool as designed; design and implementation of an enterprise system; utilising the tools to stay on-track throughout the execution phase and collect data for reporting; producing performance reports for the review process Involving Operations, Production and Other Stakeholders for Long Term Buy-In Creating a one-team mindset between operations, maintenance and other stakeholders; changing the perception that shutdowns are solely a job for maintenance; selling the value of maintenance to production; defining key roles and delegating accountabilities and responsibilities to operations, production, marketing and HR in your shutdown; aligning KPIs to promote shared interest for success; goal swapping - maintenance appraised on throughput and operations on reliability; developing a cross-functional partnership approach that all embrace Dealing With Emergent or Break-In Work and Minimising Schedule Over-Run Budgeting for contingency spend and setting guidelines to manage extra outlay; utilising past history for managing expectations of emergent work costs; building the contingency into the overall budget; communicating the risk of what can be found when plant assets are opened up and work requirements grow; committing resources to pre-shut inspections designed to identify potential emergent work; sufficient scoping - time and resources for commissioning need to be allocated in the plan Managing the Cost of Safety and a Total Commitment to Zero Harm Evaluating the effectiveness of the JSA in relation to keeping people safe; making sure processes are put in place for special care with infrequent jobs; ensuring that everyone from the least experienced to the most experienced person is safe when working on the plant; getting the balance right between compliance and commitment; understanding the extent of costs associated with safety related delays; developing a well structured major maintenance event methodology that delivers repeatable zero harm results; managing restrictions and the time needed to check permits impacting the start-time for trades; making safety initiatives effective and communicating so that everyone listens; examining the need for a greater supervisor ratio to trades staff to drive a HSE way of thinking; fatigue management and daily toolbox meetings to talk safety Tracking Cost vs. Progress Throughout the Shutdown Developing a daily reporting procedure that provides intelligence on how the budget is performing compared with tasks completed; gaining the visibility of knowing how the shutdown is tracking throughout the execution phase; providing a clear picture of shutdown progress so you can take actions if necessary to bring the shutdown back on schedule and on budget; utilising an ERP system to manage the process; mapping progress to the critical path; ensuring rigger and preparedness for advanced visibility

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KEYNOTE SPEAKERS
Bennie J. Moore Turnaround Team Lead, ConocoPhillips Company Limited (USA) Scope Creep - Whos the Ringleader of Your Circus? Tom Lenahan Director, Tom Lenahan Limited (UK) Shutdown Skill Shortage - Fact or Fantasy? Tom Lenahan has been involved in Shutdowns for over twenty five years and during that time has built up a comprehensive knowledge of all aspects of these events and their impact on the wider maintenance system and on the profitability of the company. Eleven years ago he formed his own company and since then has split his time between assisting companies to improve their shutdown approach and training people in shutdown methodology in house, on public courses and at MSc level at Manchester University in the UK (and formerly at Central Queensland University in Australia). Tom is also the author of the textbook Turnaround Shutdown and Outage Management which was the first ever book published on the subject. Tom has worked with, trained and facilitated major companies in over twenty countries around the world in the Oil, Gas, Aluminum, Chemical, Agrochemical, Cement, Paper and Manufacturing Industries. Bennie Moore has built quite a wide range of experience in the past 20 years associated with shutdowns, turnarounds and outages. Bennie has worked all job role levels from the Contractor Craftsman and Front Line Supervisor to Turnaround Superintendent, to the owner Catalyst Change Coordinator and Planner/Scheduler, to Project Controls Oversight, Primavera power user and P6 Enterprise System Implementation Lead. In his current position of Turnaround Team Lead at the ConocoPhillips Lake Charles Refinery, Bennie provides oversight of the planning, scheduling and execution for Unit Turnarounds and Catalyst Changes. Throughout his career, Bennie has worked with such companies as Brown and Root, Turner Industries, Jacobs Engineering and ConocoPhillips.

Daniel Fitzpatrick Maintenance Planner Engineering, Gold Fields Ltd - Agnew Gold Mine People Power - Your Biggest Challenge, Your Most Valuable Asset Daniel Fitzpatrick has been in mining and mineral processing for the last 14 years spending the majority of that time in the gold sector. He has worked for local and overseas companies across a number of operations and has spent time in both the maintenance and production sides of the industry. With a background trade in Mechanical Fitting, he completed further studies in engineering, business management and leadership and gained valuable hands on experience from many levels on real life and real world problems. Employed by Gold Fields Ltd at the Agnew Gold Mine in the role of Engineering Planner, he currently oversees all of the operations shutdown activities and have been successful in influencing a positive change to the shutdown environment and culture.

Kevin Cadieux Turnaround Coordinator, Alberta Envirofuels Inc. (Canada) Caring About Your Workers: The Path to Zero Injuries Kevin Cadieux is the Shutdown Coordinator for all shutdowns and mini-outages at Alberta Envirofuels in Edmonton, Alberta, Canada. Alberta Envirofuels Inc. is the worlds largest Isooctane facility and is jointly owned by Chevron USA and Fortum of Finland. Beginning his career at AEF in the trades, Kevin quickly became involved and passionate about shutdown execution and management. When the company recognised the value in full time shutdown preparation, Kevin quickly accepted the opportunity to lead that initiative. Kevin has been with AEF for 18 years, since the construction phase neared completion. Shutdowns at AEF have occurred in hot summers, extremely cold winters, on 2 weeks notice, with labor shortages and many other dimensions. AEF recently completed a $35M shutdown in the fall of 2008 and planning is in full swing for a full plant shutdown in 2012.

Geoffrey Knight Special Guest Speaker - An Extraordinary Life Story! Geoffrey Knights life story is extraordinary! It was Geoffreys Alice in Wonderland moment - mere seconds when he watched his booze and drug-addled gang-life spin through the air and skid to a halt in the middle of a state highway. In that fantastical moment he understood his life had to change. Tattooed, bearded, leathered and patched, the Highway 61 motorcycle gang member they called Trawler had clipped a timber truck with the handlebars of his Harley Davidson on the road at Puhoi, north of Auckland. Geoffrey gives you a fascinating insight into his life and how an adopted child who was the lead singer in his school choir became the right hand man to the president of New Zealands largest motorcycle gang. How he got out alive and what it has taken for him to turn his life around, re-discover his voice and realise his true lifes purpose of becoming an international opera singer. Geoffrey is a living testimony of what one human being can achieve when they have the courage, determination, tenacity and the heart to be the best!

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CONFERENCE OVERVIEW

Sunday Evening JumpStart

When Things Go Wrong - Avoiding Schedule and Cost Overruns on Shutdowns 17:30 Led by Sandy Dunn - Director, Assetivity Pty Ltd & Peter Durrant - Program Manager Education and Change Management, Covaris Pty Ltd

Tuesday Conference Day Two

TRACK A TRACK B

8.00

Arrival Tea & Coffee/Exhibition Viewing Keynote Presentation: Caring About Your Workers: The Path to Zero Injuries Kevin Cadieux - Turnaround Coordinator, Alberta Envirofuels Inc. (Canada) Morning Tea & Coffee/Exhibition Viewing Do You Really Understand How Much Your Shutdown Success Depends on Your Contractor Relationship? Tim Debenham - Maintenance Team Leader, Mighty River Power Limited (New Zealand) Dont Just Survive - Make Your Outages a Success - Get the Whole Team on the Ball and Up for the Challenge Gareth Dodd - Gas Turbine Maintenance Team Leader, Genesis Energy Limited (New Zealand)

9.00

Monday Conference Day One

10.00
TRACK A TRACK B

7.45 8.45

Registration/Arrival Tea & Coffee/Exhibition Viewing Conference Opening and Chairpersons Welcome Opening Keynote Presentation: Shutdown Skill Shortage - Fact or Fantasy? Tom Lenahan - Director, Tom Lenahan Limited (UK) Keynote Presentation: People Power - Your Biggest Challenge, Your Most Valuable Asset Daniel Fitzpatrick - Maintenance Planner Engineering, Gold Fields Ltd - Agnew Gold Mine Morning Tea & Coffee/Exhibition Viewing Effective End-to-End Shutdown Planning - The Key to a Successful Shutdown The Implementation of a Shutdown Process to Enable a Smooth and Successful Decommissioning and Commissioning Plant Transition Michael Russell - Shutdown Manager, Tiwest Joint Venture - Chandala Processing Plant ZERO Harm is Achievable: the Balance Between Compliance and Commitment Execution Deficit Disorder - Now its EDD and Not ADD They Have Finally Named the Shutdown Disease Andrew Nourse - Australian Manager Projects, MSS Pty Ltd (Projects Division) 14.20 12.25 10.40

9.00

Selecting the Right Contractor Relationship for Your Shutdown 11.35 Ilija Grgic - Engineering Manager, Shell Refining (Australia) Pty Limited

10.00 11.00

Skilled and Competent Shutdown Professionals Aplenty - Why Wont They Follow the Process? Peter Durrant - Programme Manager Education and Change Management, Covaris Pty Ltd

Lunch/Exhibition Viewing Changing Shutdown Culture From Failure Focused to Success Focused Wayne Bissett - Reliability Manager, OneSteel Limited Why Make it Hard? A Step Process to Effective End-to-End Shutdown Planning Norm Doxanakis - Principal Advisor - Asset Management, Rio Tinto Technology & Innovation Afternoon Tea & Coffee/Exhibition Viewing Closing Keynote Presentation: Scope Creep - Whos the Ringleader of Your Circus? Bennie J. Moore - Turnaround Team Lead, ConocoPhillips Company Limited (USA) Shutdown Conference Close Resource Coordination - A Critical and Often Forgotten Role in the Chain Chris Burton - Operations Manager, Shutdown Solutions Risk Management for Shutdowns - A Practitioners Guide Peter Harvey - Project Management Office Manager, Eraring Energy

11.40

Kevin Cadieux - Turnaround Coordinator, Alberta Envirofuels Inc. (Canada)

13.25

12.35

Johan Snyman - Maintenance Manager, BHP Billiton Nickel West (NKW) - Kwinana Nickel Refinery

15.10

13.25

Lunch/Exhibition Viewing In Search of First Quartile Performance Shutdowns and Sustainable Business The Joy of Unexpectedly Inheriting the Project Controls Role: Developing, Implementing and Administering a Multi-Site Primavera P6 Enterprise System in My Spare Time Bennie J. Moore - Turnaround Team Lead, ConocoPhillips Company Limited (USA) Turn a Large Project (During Your Turnaround) From a Distraction Into an Advantage Avoid Insanity - Learn From the Mistakes of Previous Shutdowns Sandy Dunn - Director, Assetivity Pty Ltd 15.45 16.45

14.25

Troy McDonald - Shutdown Superintendent, BP Refinery (Bulwer Island) Pty Ltd

15.20

Joe Callaghan (SP) - Event Manager, Caltex Refineries (QLD) Pty Ltd; Andrew Cheetham - T&I Manager, Transfield Services (Aust) Pty Ltd & Mark Fox - Senior Project Manager, WorleyParsons Ltd Afternoon Tea & Coffee/Exhibition Viewing

Wednesday Workshop
Challenge Planning! - Using the 5T Process Led by Tom Lenahan - Director, Tom Lenahan Limited (UK)

16.10 16.45 17.45

8:00

Guest Keynote Presentation: Geoffrey Knight - An Extraordinary Life Story! Shutdown Community Networking Drinks Sponsored by Eventful Management

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SUNDAY 8TH AUGUST

17:30 Pre-conference JumpStart Session: When Things Go Wrong - Avoiding Schedule and Cost Overruns on Shutdowns Shutdown 2010 will kick off with an interactive discussion on dealing with unpleasant surprises during the course of shutdowns and turnarounds - how to avoid them and what to do when they do arise. The session will run on Sunday 8th August from 17.30 - 18.30. This complimentary 1 hour session is an invaluable opportunity to kick start your learning and to meet and network with your peers in a relaxing environment. Minimising Schedule Overrun Shutdowns are almost always time-constrained and the costs of running over schedule can be prohibitive. We will, in this first part of the discussion, talk about the types of things that can occur that cause shutdowns to run behind schedule, in particular we will examine the issue of emergent or break-in work, what you can do to minimise it and how to lessen the impact on project schedule. Minimising Cost Overrun Often less immediate than the impact of schedule overrun, is that many organisations are not aware until well after the shutdown has been completed how they have performed against the budgeted cost. In many cases, very unwelcome surprises arise when the final numbers are tallied. In this section of the discussion, we will talk about ways to track and keep control of costs during the course of shutdowns and minimise cost overruns. Led by Sandy Dunn - Director, Assetivity Pty Ltd & Peter Durrant - Program Manager Education and Change Management, Covaris Pty Ltd 11.40 TRACK A Effective End-to-End Shutdown Planning - The Key to a Successful Shutdown Wouldnt it be great for everything to come together and have your shutdown executed according to plan? With the execution phase being the shortest piece of the whole shutdown window, it is imperative that the time (months & years) leading up to those days is well used; expending the right amount of energy on the right work. Get the right team working on the right jobs and making plans that speak for themselves. Set your workers up for success by giving them exactly what they need to bring you in on time, on budget and having completed the right work. Who should be involved in the plan? What tools are important for planning? How much time should be spent? What are the milestones that you need to monitor and achieve? Who are the stakeholders and why? Who should make the decisions and why? What do solid plans look like and who should make them? What are the important milestones and why and to whom are they important? Incorporating the JSAs into the planning and follow through Ranking your worklist and making financial decisions based on how your planning has gone Kevin Cadieux - Turnaround Coordinator, Alberta Envirofuels Inc. (Canada) TRACK B The Implementation of a Shutdown Process to Enable a Smooth and Successful Decommissioning and Commissioning Plant Transition Like all projects, a shutdown is uniquely different. Whether the shutdown driver has been performed time and again or not, the next shutdown becomes unique. Changes occur due to any number of factors - government, environment, safety, commercial, process, plant or human resource policies implemented since the previous shutdown. In order to ensure a consistent approach to shutdown management, a clearly defined process must be adopted and communicated within the organisation. If a shutdown is not initiated correctly, success shall always be under threat. It is essential that plant management provide the necessary support and infrastructure and that the stakeholders are involved from initiation through to close-out. But the shutdown close-out is not the end, as the continuous improvement processes has just begun. At Tiwest Joint Venture, a 43 step shutdown management process is being implemented. This process has proved successful for one of the parent companies, Exxaro Sands, South Africa and is utilised for projects and major plant shutdowns. The discussion shall overview the 43 Step Shutdown Management process, focusing particularly on initiation of the shutdown project and stakeholder engagement for successful plant decommissioning and commissioning. 43 step shutdown management process Plant transition management - operation to shutdown and vice versa Issuing and managing isolation and permits Perform pre-commissioning checks to ensure there are no nasty surprises Shutdown deliverable management, i.e. QA, materials and isolations Managing the quality of the start-up procedure - ready for start-up and ready for operations The close-out meeting - no blame policy If a shutdown is unique, why implement a continuous improvement process? Michael Russell - Shutdown Manager, Tiwest Joint Venture Chandala Processing Plant 12.35 ZERO Harm is Achievable: the Balance Between Compliance and Commitment The ultimate quest is a major maintenance event delivered without hurting anybody and doing any damage to the environment, the community or equipment. We can all be compliant and do as we are told or make a choice and commit ourselves to the outcome we want. The balance between compliance and commitment makes the difference between success and hurting someone. When we work with people it is not always about the plan but the choices that people make when they execute the plan that can have catastrophic results. When we have the right people in the right places they usually will do the right things. During this discussion Johan will explore the delicate building blocks of a ZERO harm major maintenance event and will evaluate their importance in terms of compliance vs. commitment for the organisation. The building blocks of leadership, choices, operating discipline, planning and process and risk assessments form part of a well structured major maintenance event methodology that delivers repeatable ZERO harm results. Combining the building blocks with ownership drives commitment and involvement of all your service pillars that will deliver ZERO Harm. What does safety leadership look like? What does operating discipline look like? How do I plan for safety? I already do risk assessment - what is different? What does planned safety cost? How do I plan for interruptions that may distract the workforce? Johan Snyman - Maintenance Manager, BHP Billiton Nickel West (NKW) - Kwinana Nickel Refinery 13.25 Lunch/Exhibition Viewing Execution Deficit Disorder - Now its EDD and Not ADD They Have Finally Named the Shutdown Disease Having been involved in countless shuts, Andrew has developed a number of questions he likes to ask those he works with to understand their passion, enthusiasm and appetite for the monumental task at hand. They are: Do we all appreciate the importance of stakeholder analysis to ensure split second decisions during execution? Do you know how to ensure your management team from both sides can talk shutdown supervisor language? Do you really get the importance of contractor client relationships during the execution phase of your shut and what it can mean to you? Do you know who should be attending daily meetings and why? And what the best meeting room layout for scheduling and critical path meetings is? How do you weed out schedule non-conformers and get the team to take care of them? Come listen to Andrews views on these and other questions and you will leave with the following ideas in your toolbox: The knowledge of how to have your key decision makers as passionate as you are about the shutdown Some simple tricks to ensure you have engaged the right stakeholders and disengaged the right ones as well Be able to use a common-sense, back to basics approach to help tie the team together Carry out pre-task risk assessments to save valuable time during the execution phase Have your disciplining role taken care of for you Andrew Nourse - Australian Manager Projects, MSS Pty Ltd (Projects Division) 11.00 Morning Tea & Coffee/Exhibition Viewing

MONDAY 9TH AUGUST

7.45 8.45 9.00 Registration/Arrival Tea & Coffee/Exhibition Viewing Conference Opening and Chairpersons Welcome Opening Keynote Presentation: Shutdown Skill Shortage - Fact or Fantasy? There are certainly less skilled people around than there used to be - but is that the real problem? Or is the real problem an inability or unwillingness to face up to the reality of the situation and start generating innovative solutions for managing and organising scarce resources. Corporate insanity is defined as a company doing the same thing it has always done but expecting different results. Its time to stop asking the victims question what can we do? and start asking the much more powerful victors question what do we want?. The process of resolving perceived skill shortages is not easy, it is not comfortable and it certainly is not cheap - but success is achievable! This presentation will look to provide you with some ideas that will help you achieve this. How to turn the we cant into we will Defining the real problem, not the perceived one Design work using the skill stack Using the power of process - systems before people Creating a competitive cooperation environment - double edged breakthrough Redesigning shutdowns - the longer term solution

Tom Lenahan - Director, Tom Lenahan Limited (UK) 10.00 Keynote Presentation: People Power - Your Biggest Challenge, Your Most Valuable Asset Love it or hate it your people can make or break your shutdown. You can plan, you can implement and you can execute but if your people are an unknown then so is the success of your shutdown. From contractors to managers, shutdowns are larger than the individual. They are a team of people with a common goal - to complete the work safely and on time. Your people are an endless source of knowledge, experience and ability and a well run shutdown is one that takes advantage of these skills. But how do you harness people power? How do you get buy in? How do you ensure that all your people are working with you and not against you? At Agnew Gold Mine they pride themselves on providing a shutdown culture where people are encouraged to contribute before, during and after a shutdown to improve the environment in which they work. It all begins with a successful stakeholder engagement process well before the shutdown starts. Dont judge a book by its cover - do you really know your people and the skill sets and knowledge you have available? The buy in begins - getting people on board for your next shutdown begins with the last one Shutdown time - promoting autonomy vs. micro managing/harnessing abilities vs. dictating work procedures Post shut reviews - potentially your most powerful tool. How well do you use it? A job well done - how do I know if the shutdown was successful? With our ever increasing reliance on computerised systems, strategies and KPIs to plan and run our shutdowns, it may in fact be basic people skills that will give you the greatest advantage. Daniel Fitzpatrick - Maintenance Planner Engineering, Gold Fields Ltd - Agnew Gold Mine

10

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11

MONDAY 9TH AUGUST

14.25 In Search of First Quartile Performance - Shutdowns and Sustainable Business The modern shutdown is a melting pot of competing pressures that can significantly impact not only the cost of a single event but ultimately the sustainability of the entire business. BP owns and operates a global network of refining assets that over the next 10 years will commit more than US$6.5b to the execution of shutdown events. With a clear directive to halt the spiralling cost of shutdown execution without impacting asset availability, BP Bulwer Island Refinery developed a strategy focusing on 6 key areas critical to shutdown delivery: Front end loading Organisational capability Shutdown risk management Shutdown scope optimisation Shutdown project integration Shutdown knowledge management Now, two years into this process, this presentation will focus on the learnings to date and outline some tools and examples that have been found most successful in improving the cost efficiency of shutdown planning and execution. Troy McDonald - Shutdown Superintendent, BP Refinery (Bulwer Island) Pty Ltd 15.20 Turn a Large Project (During Your Turnaround) From a Distraction Into an Advantage From April to June 2010, Transfield Services in conjunction with WorleyParsons and Caltex are executing a large turnaround at Caltexs Lytton Refinery. This involves major capital works integrated as part of the normal turnaround and inspection plans. The scope involves the replacement of large sections of key equipment within the Fluidised Catalytic Cracking Unit (FCCU), as well as executing the main turnaround and inspection scope on the FCCU and the adjacent units, plus coordinating a total refinery steam system shutdown. The project work comprises more then 20% of total man-hours to be executed. Planning commenced in July 2008 and the integration of a joint team from the three businesses involved is essential to ensure the delivery of savings to Caltex. Transparent and open schedule reviews between the team is critical to obtain buy in from all around scope, duration and logic. The challenge is how to ensure that neither the normal turnaround and inspection scope nor the project scope, is compromised. Lessons learned to ensure effective end-to-end turnaround planning delivers the execution phase effectively for the entire event Engagement and coordination of stakeholder requirements is key to ensure management support for the turnaround from three companies Managing scope creep needs to start at the design stage How to practically manage risk with a large project scope combined with a large turnaround and inspection scope Key success factors for such a complex event What would be done differently next time? Joe Callaghan (SP) - Event Manager, Caltex Refineries (QLD) Pty Ltd; Andrew Cheetham - T&I Manager, Transfield Services (Aust) Pty Ltd & Mark Fox - Senior Project Manager, WorleyParsons Ltd 16.10 16.45 Afternoon Tea & Coffee/Exhibition Viewing Guest Keynote Presentation: Geoffrey Knight: An Extraordinary Life Story! The Joy of Unexpectedly Inheriting the Project Controls Role: Developing, Implementing and Administering a Multi-Site Primavera P6 Enterprise System in My Spare Time With the surprise departure of the existing turnaround Team Project Controls person Bennie was provided with the opportunity to broaden his horizons by taking on new responsibilities - in his spare time, of course. Little did he know the magnitude of the journey on which he was about to embark. The realisation of ConocoPhillips people-dependent vulnerability was not just immediately obvious, but the impacts of the gaps were extremely widespread. Bennies first objective was to mitigate the risk to the normal operations of the Primavera 5.0 solution caused by the departure of the Project Controls Administrator, which led to a plethora of deficiency discoveries. As the timing was on the eve of a Primavera multi-site upgrade they took on not only their own system cleanup but the role of leading the development and implementation of the multi-site enterprise system. Defficiency discoveries form the assesment of current state If all else fails, read the instructions - in order to take full advantage of a tool Learn to use the tool as designed Design and implementation of an enterprise system Bennie J. Moore - Turnaround Team Lead, ConocoPhillips Company Limited (USA)

TUESDAY 10TH AUGUST

8.00 9.00 Arrival Tea & Coffee/Exhibition Keynote Presentation: Caring About Your Workers: The Path to Zero Injuries Everyone works as a means to support their personal lives. Our personal health and lives outside of work are far more important than any job. Ensuring our workforce KNOWS they are the biggest asset to any turnaround and that the organisation does care about their personal safety is a key to success. A truly caring work environment can inspire the workforce to be the eyes and ears for one another and reduce the injury potential dramatically. It is possible to integrate the workers that come to your site in the safety processes within the first hour of their arrival. Make them at home and make them a part of your safety team. A team of 400 or 700 safety people can achieve far more than a team of 10. It is possible to create a culture where workers do look after one another Family members can inspire workers to reach the next level Treat all members of your team as your biggest asset
Kevin Cadieux - Turnaround Coordinator, Alberta Envirofuels Inc. (Canada)

10.00 10.40

Morning Tea & Coffee/Exhibition Viewing TRACK A Do You Really Understand How Much Your Shutdown Success Depends on Your Contractor Relationship? Historically shutdowns started with an unknown workforce that arrives on your site with little more than a toolbox and an expectation that they will work a certain number of hours per day for a given period. Typically little was known individually and collectively about who they were, what skills they had, what motivation they had to do the best job possible for you and your plant. Whether your plant is new or old, rework is a result of poor workmanship or lack of skill/knowledge and/or poor planning. It is in the best interest of your plan, your plant and your production to minimise poor quality. By selecting the most appropriate contractor and applying their skills in a way that best suits them and the plant, buy in will be strengthened, quality will improve and your contractors will want to come back to repeat and improve the process for your next shutdown. Close the divide about your expectations and your contractors perception Communicate throughout the contractors shutdown team Have clear well defined goals and standards The development of contractor/shut manager relationships Understand and work within the contractors culture Alignment of values Tim Debenham - Maintenance Team Leader, Mighty River Power Limited (New Zealand) TRACK B Dont Just Survive - Make Your Outages a Success - Get the Whole Team on the Ball and Up for the Challenge When coordinating an outage using contract labour and overseas technical support it is critical that you fit all the pieces of the jigsaw together to ensure the outage is delivered on time, on budget and to the expected quality. Learn how Genesis Energy plans for and execute outages on their 385MW Combined Cycle Gas Turbine (CCGT) - the success story and how they improved processes to ensure the following year was just as successful. Getting the basics right - the key to success Plan, plan and plan Review and identify opportunities for improvement for future outages Forming good relationships with your staff and contractors to ensure ownership Schedule vs. quality - the compromise when the unexpected occurs Ensuring safety success as a priority Communication - letting everyone see the big picture Gareth Dodd - Gas Turbine Maintenance Team Leader, Genesis Energy Limited (New Zealand)

Avoid Insanity - Learn From the Mistakes of Previous Shutdowns It is said that the definition of insanity is doing the same thing over and over and expecting different results. By that definition, many Shutdown Managers and the organisations that employ them, must be insane. It is essential, if we are to improve shutdown performance, that we capture and utilise the learnings from previous shutdowns - both positive and negative. This presentation is based on leading practice, containing case study examples from a variety of organisations. Measuring shutdown performance - what performance measures and why? When the shutdown review should take place Who should be involved in the shutdown review? Capturing the lessons learnt Closing the loop - implementing identified improvements Sandy Dunn - Director, Assetivity Pty Ltd

17.45

Shutdown Community Networking Drinks Sponsored by:

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TUESDAY 10TH AUGUST

11.35 Selecting the Right Contractor Relationship for Your Shutdown The relationship between the owner/operator and the contractor for a shutdown is one of the most important ones during the event. The type of contract selected, lump sum, fully reimbursable, labour supply and anything in-between these poles can lead to multiple relationship types both positive and negative. Enabling contracts are needed as these ensure that the contractor and owner both get rewarded for surpassing minimum conditions of success as well as sharing in the pain when they are not met. Basic parameters used and learnt through multiple experiences include: The use of specialist contractors for specialist activities Ensuring clarity is given on scope up front and continually reinforced with a responsibility matrix Making sure that all parties are communicating frequently and early together to ensure a smooth event is executed Insisting on transparency from all parties Understand what is driving your contractors bottom line - is it volume, profitability, tenure or repeat business? Ilija Grgic - Engineering Manager, Shell Refining (Australia) Pty Limited Skilled and Competent Shutdown Professionals Aplenty - Why Wont They Follow the Process? Successful shutdown management demands efficient and effective processes for all aspects of shutdown work including scoping, scheduling, planning, execution, reporting and continuous improvement. Adherence to the process will yield major improvements in shutdown performance - return on investment, on-time completion of works and a safe working environment. Across industry the frenetic pace of operations mitigates against preparing competent people to follow the process diligently and we accept mediocrity - simple training and reinforcement of the process will reap huge rewards. Competent personnel need continual reminding to follow the process shortcuts are not acceptable New personnel need and want direction - never assume anything Detailed interfaces among all stakeholders allows everyone to do their work effectively and efficiently A requirements check list for assessing if shutdown professionals are set up to succeed and are undertaking work in accordance with the policy and strategy Getting back to basics and reaping the benefits of good team preparation Treat your team with dignity and respect: consider personal considerations and competency requirements Get the policy and standards - then walk the talk Peter Durrant - Programme Manager Education and Change Management, Covaris Pty Ltd 12.25 13.25 Lunch/Exhibition Viewing Changing Shutdown Culture From Failure Focused to Success Focused OneSteel is an extremely diverse business covering mining, ore processing, metals recycling, iron and steel making, steel rolling and end-product manufacturing. Shutdowns vary widely in scope and duration but have a common culture of being failure focused with scopes being largely determined by past and present equipment problems. As part of OneSteels Operational Excellence initiative they are working to change the shutdown culture to focus on those outcomes that will deliver success post shutdown. Scoping shutdowns to deliver equipment at required condition for future success Building confidence in asset condition information by improved techniques and standards Making plant condition information and KPIs visible using corporate OneCare database Improved maintenance standards and practices during execution of work Extensive use of condition measurement and management as part of the commissioning phase Making better use of condition information to optimise shutdown scope The standards and practices when executing to prevent post shut re-work and deliver exceptional operational results from day one How the right corporate KPIs can help break the shutdown dependency cycle and build confidence to reduce shutdown frequency Wayne Bissett - Reliability Manager, OneSteel Limited Resource Coordination - A Critical and Often Forgotten Role in the Chain The objective of the shutdown processes is to deliver the right work, at the right time, in the right way to ensure plant performance. Every task in the shutdown program has a distinct window that defines the right time for completion. The processes that deliver materials, special tools and services to the work site for each task must ensure that all the specified items will be available for the scheduled start of those tasks The activities to ensure the right resources are available are an essential aspect of the management of the shutdown Ensuring defined processes and people are made accountable How to achieve successful shutdown outcomes Chris Burton - Operations Manager, Shutdown Solutions 16.45 15.45 Closing Keynote Presentation: Scope Creep - Whos the Ringleader of Your Circus? It never ceases to amaze me how many items that become additions to the scope of any particular turnaround, whether they be by discovery or wish list. In spite of an existing process in place to control said scope growth, growth happens. Or does it? The bottom line is that post scope freeze scope addition and/or removal has to be managed. Management of post scope freeze scope addition and removal will play a large role in determining a turnarounds success. Ideally, the only scope growth should be from discovery. If your planning process has the appropriate rigor, inclusion work list items should end up in the original turnaround scope. How to define scope freeze and the scope freeze process, including key players Defining a process for managing scope add additions post scope freeze and removing items from the frozen scope What scope creep can cost you Is a Variance Czar right for you? Bennie J. Moore - Turnaround Team Lead, ConocoPhillips Company Limited (USA) Shutdown Conference Close 15.10 Afternoon Tea & Coffee/Exhibition Viewing 14.20 Why Make it Hard? A Step Process to Effective End-to-End Shutdown Planning You can often rely on good people on the ground to drive the required shutdown deliverables, but in order to be consistently successful in shutdown management you need tight, effective and repeatable processes underlying all of the shutdown activities. A good first step in the development of these processes is to compartmentalise the shutdown activities. Rio Tinto has broken their shutdown management processes into 6 discrete phases: Define, Plan, Prepare, Execute, Complete and Analyse. This presentation will step through these phases. How far out should you start getting serious with your shutdown planning? When should you freeze your scope? When does maintenance work become a shutdown? When should you publish your final schedule? When do you engage your contractor? When is a task out of scope? Norm Doxanakis - Principal Advisor - Asset Management, Rio Tinto Technology & Innovation Risk Management for Shutdowns - A Practitioners Guide Delivering projects and plant shutdowns is reliant on effective risk management, throughout the project and not only at the front end. Eraring Energy is undergoing major thermal plant upgrades involving the construction of cooling water reservoir, a dense phase fly ash handling facility and major refurbishment of steam turbines, boilers and auxiliary plant. The identification, treatment and monitoring of key risks to realise the project objectives is dealt with across the life of the project extending from the planning phase, through implementation and construction and into handover to operations. Risk analysis framework for Brownfield projects Different types and timing of risk assessments Key risk areas and process pitfalls Monitoring of the risk action plans Use of external facilitators for risk assessments Peter Harvey - Project Management Office Manager, Eraring Energy

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WORKSHOP

WEDNESDAY 11TH AUGUST Challenge Planning! - Using the 5T Process

The workshop is optional and separately bookable (places are limited and preference will be given to conference attendees) and will run from 8.30am to 3.00pm. Registration opens at 8.00am and morning tea and lunch are included.

PREMIER PARTNER

PARTNERS

WORKSHOP OUTLINE
The dictionary defines planning as detailing the method by which a thing is to be done. In our case the thing is a shutdown and our concern is with the method we use to plan it. This workshop presents an approach to planning which can simplify work and reduce the duration of a shutdown. It was founded on the JFK Imperative and draws some of its methodology from SMED, Formula 1 pit stop practice and practical actions performed by shutdown practitioners around the world in a number of industries. The workshop will also demonstrate how challenge planning can be used to question the traditional approach to planning by redefining the role of planning and focusing into one integrated process some existing ideas that are presently used in a piecemeal way. The process is based on what Dr Edwards Demming called Profound Knowledge - the concepts we have to understand before we can proceed effectively. On completion of the workshop the participants will have the capability to: Employ the 5T process to reduce duration Recognise the most potent symbol of improvement Use profound knowledge Ask the most powerful question in planning Adopt Ferrari Phenomenon thinking Apply the dynamics of challenge planning There will be a case study to demonstrate a 5T outcome. The workshop will benefit anyone who is involved in planning shutdowns at any level of the company - Senior Managers, Shutdown Managers, Engineers, Planners and Supervisors. Led by Tom Lenahan - Director, Tom Lenahan Limited (UK)

Transfield Services delivers essential services to key industries in the Resources and Energy, Infrastructure Services and Property and Facilities Management sectors. A leading global provider of operations, turnarounds, maintenance, engineering and asset and project management services, Transfield Services has more than 28,000 employees in Australia, New Zealand, the United States, the United Arab Emirates, Qatar, New Caledonia, South East Asia, India, Chile and Canada. www.transfieldservices.com

PARTNERS

COVARIS

Progress Through Knowledge Engineering

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GETTING VALUE FROM SHUTDOWN 2010

The Maintenance & Reliability Story

2010 marks our 15th year of serving and supporting the Australian Maintenance and Reliability Community. The depth and breadth of the Shutdown Conference content is the result of 6 months of careful research and development. Using a unique research methodology - a series of five Round Table Discussions conducted around Australia with Shutdown Professionals we have created a conference program that gives you answers to current challenges and inspiration to embrace future opportunities.

Mr/Mrs/Ms First Name Position Organisation Address

Surname

HOW TO REGISTER

Postcode Phone Fax Which phone number would you prefer on the Networking List? Special Dietary Requests Approving Manager Position Email Please send the tax invoice to my approving manager Please send the tax invoice to me Mobile Email Phone Mobile

The Value of Shutdown 2010 to You and Your Organisation

Its not just about attending the conference. Our promise is a whole-of-conference commitment to ensure tangible ROI and membership to a community for ongoing learning and networking: Pre conference requests - let us know before you attend your most pressing challenges. Our Maintenance Networks Team will arrange one-on-one meetings with speakers or other attending professionals to discuss and discover solutions One-stop shop for knowledge and professional development - 23 candid and insightful sessions from speakers representing different industries and countries Take away tools and resources - youll leave the conference with contact details for every other conference attendee plus electronic access to all presentations, keynotes, demos and workshops Post conference commitment - our Maintenance Networks Team speaks daily with Maintenance & Reliability professionals. This team is accessible at any time during the year to introduce you to other organisations and people in the Shutdown Community that youd like to connect with for idea exchange or knowledge sharing 100% investment-back guarantee - if for any reason you believe you did not get value from attending Shutdown 2010, we will refund your entire registration fee

A) Conference Registration Fees: Includes electronic access to all content, participant contact list, entry into conference and exhibition, lunches, refreshments and networking drinks. Team bookings are encouraged to accelerate the spread of knowledge across your organisation. Early Bird Registration: Register on/before 30th June 1 - 4 Participants 5 or more Participants $2395 (+GST)/participant $2295 (+GST)/participant Standard Registration: Register after 30th June $2595 (+GST)/participant $2495 (+GST)/participant TOTAL A: AU $

B) Workshop Registration Fees: Includes electronic access to all content, entry into the workshop, refreshments and lunch. The workshop is optional and separately bookable. $850 (+GST)/participant Challenge Planning! - Using the 5T Process C) Please Also Register Me for the Complimentary JumpStart Session: When Things Go Wrong - Avoiding Schedule and Cost Overruns on Shutdowns D) Accommodation: Conference Venue: Sofitel Brisbane Central, 249 Turbot Street, Brisbane QLD, Australia Superior Room AU $200 (+GST/room/night) Luxury Room AU $230 (+GST/room/night) Departure date: TOTAL D: AU $ TOTAL A + B + D: AU $ E) Payment Options: Special Note: Payment required prior to the event. Please include accommodation (if required).
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TOTAL B: AU $

Eventful Management: Maintenance and Reliability Community Specialists

We live and breathe Maintenance and Reliability Engineering. Since 1996 more than 10 000 people have attended our Maintenance and Reliability events in Australia, New Zealand and the US. We absolutely love what we do and are deeply passionate about building communities that connect people, encourage networking and guarantee knowledge sharing. To explore our portfolio of Maintenance and Reliability events, take a look at www.eventfulmanagement.com or call us on (+61 2) 9955 7400

Arrival date:

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/ Card Expiry Signature: Cancellations Cancellations must be advised in writing at least 21 days prior to the event. Where an alternate delegate is not possible, an administration fee of $550 (+ GST) per delegate will be incurred for cancellations. A refund will not be given if a delegate fails to attend or cancels within 21 days prior to the event. *Eventful Management reserves the right of admission.

Contact Eventful Management to Register

Mail: Phone: Fax: Web: Email: 54 Victoria Street, McMahons Point NSW, 2060, Australia +61 2 9955 7400 +61 2 9955 3899 www.shutdownconference.com register@shutdownconference.com

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54 victoria street mcmahons point nsw 2060 australia p +61 2 9955 7400 f +61 2 9955 3899 w www.eventfulmanagement.com