The effective planning and management of shutdowns, turnarounds and planned outages is time-consuming and complex. Failure means increased costs, schedule delays and negative impact on operations.

The traditional view of operational shutdowns, turnarounds and outages (STOs) holds that they are maintenance and engineering events. This simplistic view is held by many organizations. A more realistic and holistic perspective, however, recognizes that the impact and scope of STOs extend far beyond the maintenance and engineering functions.

STOs can command significant capital and operating budgets. They attract the attention of shareholders and boards of directors, and impact inventory supply chains and customer relationships. They are, therefore, “whole business events”, not simple function-specific ones.

Considering all the potential ramifications, well-executed STOs can represent a source of competitive advantage for an organization. They can drive commercial performance, boost morale, bring recognition to high-performing teams and accelerate individual careers.

Topics:

• Ensuring personal and process safety during shutdowns, turnarounds, and outages
• Best practice strategies for effective contractor management
• Supply chain resilience and COVID-19: Managing supply chain disruption arising from the global pandemic
• Shutdowns, Turnarounds & Outages: Scope management
• The challenges of planning and executing shutdowns during COVID-19- Lessons learned