Agenda Ej Lister – President & CEO – STOnavigator™ inc. Managing Contractors, Logistics and Resources while reducing risk of congestion, and meeting all 3 KPI’s for the Execution Phase: Safety, Quality, Wrench-time 7 Keys to Successful Shutdowns Turnarounds & Outages Reliability Asset Management Team (RAMT) Key Performance Indicators (KPI’s) Achieving Zero Incidents Achieving Zero Re-work Achieving 60% wrench-time STO Stakeholder Strategies (Steering Committee) STO Project Controls (Cost/Planning/Scheduling/Logistics/Execution) Receiving accurate field updates Using Shift-Reports and not Look-a-heads Measuring Success Ej Lister – President & CEO – STOnavigator™ inc.

7 Keys to successful Shutdowns Turnarounds & Outages Asset Management Only through effective Asset Management and Risk/Cost Benefit Analysis can the Workscope and Budget for a STO project be managed and controlled… Methodology Only with a formal process, supported by technology and best-practices can a STO project be planned, executed and controlled efficiently… Organization A competent STO Manager, supported by a Stakeholder Steering Committee and a Project Controls Team is essential in establishing, and achieving the STO Key Performance Indicators (KPI’s)… Strategic Planning How each Stakeholder intends to add value—to meet the STO KPI’s—needs to be established, communicated and practiced as an integrated strategy… Planning & Scheduling Detailed Planned Job Packages (PJP’s) must be created with input from all Stakeholders, prior to Dynamic Schedule Management by the Project Controls what-if Team… Execution Management Executing according to the Plan to meet Safety, Quality and Wrench-time Performance Targets, while providing accurate and timely status updates from the field to produce a new Plan… Lessons-Learned Continuous Improvement is the last, but not least, key to successful Shutdowns, Turnarounds & Outages by capturing Lessons-learned… 2

The Reliability Asset Management Team Production Operations Technical/Engineering Maintenance Assigns the STO Project Manager STO Project Controls Coordinator STO Stakeholder Steering Committee STO Planning/Scheduling/Logistics Manager STO Planning/Scheduling/Logistics Team 3

Key Performance Indicators Key Performance Indicators and Targets are established by the STO Stakeholder Steering Committee with the STO Project Manager’s support Strategic Planning and Planning & Scheduling efforts must all focus on achieving the KPI Targets If you focus on Safety, Quality and Wrench-time, you’ll have the lowest cost, shortest duration STO project

STO Stakeholder Strategies (Steering Committee) Purpose Establish Stakeholder Strategies to achieve KPI Targets Establish Orientation/Communication Documents Tools/Information Stakeholder Strategy Document Best-practices Lessons-learned Procedure Schedule a Stakeholder Strategy Workshop Complete the Strategy Document Template Issue for review and approval Schedule Tasks on the Milestone Schedule (as applicable) Add items to the Action Items List (as applicable) Add items to the SWOT Report (as required) Orientation/communication Add all applicable policies, procedures, guidelines and information to the Orientation Package It does not good to create a Permit Strategy if you don’t inform Contractors where to receive a Permit… 5

STO Project Controls (Cost/Planning/Scheduling/Logistics/Execution/Dashboards) War Room Functional Team Representatives work together in a War Room setting Data Management and Document Control Communication Centre Cost Budget Control and Cost Management Planning Planned Job Package (PJP) Development Scheduling Dynamic Schedule Management (DSM) Weekly Milestone Schedule Daily Shift Reports Logistics Logistics Management Execution Contractor and Resource Management Work Management Dashboards Performance Dashboards report in Real-Time 6

Dynamic Schedule Management (DSM) Programming Programming is a function of establishing codes and parameters for the Scheduling Software to Schedule (verb) to produce a Plan (noun) Programming is done during the Strategic Planning Phase Scheduling Primarily done by the Scheduling Software, not by a Scheduler Majority of Scheduling is done during the Execution Phase Producing a Plan The Scheduling Software generates a Plan based on Programming, Priority, Resource Availability, Time-constraints by Work Breakdown Structure and Activity Codes 7

Dynamic Schedule Management (DSM) Activity Code Example Risk Grid 8

Shift Reports versus Look-a-head Schedules The Shift Report is generated by WBS after a new plan has been scheduled by Project Controls using Dynamic Schedule Management The Shift Report is printed on a different color paper each day The Shift Report can be copied in black& white for distribution to Contractors, Vendors, Coordinators, etc. Only the colored copy of the Shift Report is returned to the War Room for updating and progressing Updates are done, and new Shift Reports are created, between the hours of 03h00 - 05h00 each day The Shift Report is generated with a 12-hour look-a-head – NO MORE Using look-a-head schedules (bar charts) is a dangerous method, resulting in congestion, high risk, inefficiencies, etc. 9

Measuring Success Data Dashboards Reports 10

Thank you for participating – Questions? End of Session 5 Managing Contractors, Logistics and Resources while reducing risk of congestion, and meeting all 3 KPI’s for the Execution Phase (Safety, Quality, Wrench-time) Thank you for participating – Questions? 11