Pit Stop for a Refinery – The Turnaround–Challenge

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One Turnaround–Network Serving all of Europe

Bilfinger can rely on the resources of its internal turnaround network for this project. The network pools the human resources and skills from independent operating units throughout Europe to form teams and task-forces of specialists from different countries and companies. The cooperation helps Bilfinger to combine regional expertise and locally proven technology solutions with international presence and know-how. “This strategy has enabled us to successfully position ourselves as an international service provider,” explained Gerald Pilotto, Executive President Bilfinger Industrial Maintenance. The project at Rotterdam is a good example: Despite the fact that teams from four countries, speaking three different languages, are employed on the site, they are able to work hand-in-hand.

“Drawing on the resources of Bilfinger companies in various countries, our turnaround network has positioned us as an international service provider for large turnarounds.” Gerald Pilotto, Executive President Bilfinger Industrial Maintenance

Six Bilfinger operating units from all across Europe have assigned a total of 730 employees to work on site. This has posed a considerable challenge for the planning team. In addition, 130 site supervisors, engineers, managers and coordinators work from offices housed in containers. The services of crane operators, forklift drivers, auxiliary staff and specialists are provided by third-parties.

Schuh estimates that roughly 3,500 people are involved in the whole turnaround project. It is no wonder that the lunch meals in the cafeteria are taken in shifts, as that is the only way to provide food for hundreds of hungry mouths each day.

Scaffolding innovation:

Bilfinger Uses First Magnetic Scaffolding Anchoring

The Challenge: Planning for the Unpredictable

In many cases, little time can be devoted to special requests. Also the Turnaround Managers regard unpredictable circumstances as the biggest challenge. “Of course we plan every step in advance,” says Gross. Every part and every operation has to be defined before any of the work actually gets underway. A detailed schedule makes it easier to coordinate the workers, tools and timing. Nevertheless, there may well be a few surprises at a production plant that is nearly 30 years old. Asbestos was installed as a fire prevention measure in many places around the refinery, but that fact does not appear anywhere in the documentation. Teams are now busy removing the insulation from enclosures and pipe bridges and properly disposing of the carcinogenic material.

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