Turnaround

The KPO Turnaround strategy is focused on optimisation of production and minimisation of cost by extending intervals between turnarounds and reduction of actual turnaround durations. This must be achieved whilst ensuring safe, reliable continuous operations and regulatory compliance. Interval extension has been applied to Unit 3. This unit historically had full turnarounds every year: from 2023 onwards, this will be reduced to once every three years, in line with the rest of the field.

The strategy for turnarounds in 2022 was to hold a single, integrated full field turnaround starting in September. The entire KPO production system was closed in for just under 25 days in this period. Such a massive undertaking results in a huge load on both KPO and contractor staff and equipment. KPO took the opportunity, therefore, to execute smaller shutdowns of the individual production trains at the Unit 3 facility during the summer period. This minimised the peak loading during the turnaround and reduced HSE risks related to concurrent activities at the unit.

The major drivers for the turnarounds in 2022 were integrity and reliability. In addition to routine inspections, statutory maintenance and project activities, the main scopes included: the replacement of two vessels and the removal of obsolete heat exchangers. The reinjection compressor systems at Unit 2 were fully overhauled, including replacement of compressor internals and refurbishment of the gas turbines.

This work was completed with only 4 minor first aid cases. This was an exceptionally good result. This was achieved following an intense period of HSE preparation. KPO had many new contractor companies at this turnaround and particular attention was given to contractor engagement. This took place not only at managerial level but also at supervisory level.

During the turnaround period, over 2,200 HSE inspections were held and 90 leadership or management site tours. The management tours comprised both KPO and contractor senior personnel in combined sessions.

KPO continued to focus on safe lifting operation including awareness sessions for lifting teams, review of non-routine lifting plan by specialist and focussing on rigger and banksman roles. Quality aspects were also vital to the turnaround, with attention given to minimising any leaks prior to start-up. Reducing leaks means less re-testing of pressure systems and reduced nitrogen emissions. KPO had a significant improvement in the leak rate, with only 0.5 % of 8,400 joints having minor leaks.

Overall, there were just over 2.2 million man-hours of work executed by around
12 000 different staff