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DOCUMENT REVISIONS HISTORY

Rev. Location of Change Brief Description of Change

01 AFU First issue

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TABLE OF CONTENTS

LIST OF ADDITIONAL APPROVALS 2

DOCUMENT REVISIONS HISTORY 3
ABBREVIATIONS 6
1 INTRODUCTION 8
BACKGROUND ..................................................................................................... 8
SCOPE .................................................................................................................. 8
USER NOTES ....................................................................................................... 8
RESPONSIBILITY AND AUTHORITY ................................................................... 8
2 MISSION AND VISION 9
3 PROCESS WORKFLOW 12
4 DEPARTMENTAL INTERFACES 14
5 COMMUNICATION, SHARING KNOWLEDGE 15
SHELL OU MIE NETWORK ................................................................................ 15
STEERING COMMITTEE MEETINGS ................................................................ 16
MIE COORDINATION MEETINGS ..................................................................... 16
LEADERSHIP NETWORK .................................................................................. 16
WORK PREPARERS AND SCHEDULERS NETWORK ..................................... 17
IMPROVEMENT MEETINGS .............................................................................. 17
CROSS-POSTING (CROSS-LEARNING) ........................................................... 17
TRAINING PLAN ................................................................................................. 19
PUBLIC RELATIONS .......................................................................................... 21
6 ASSESSMENTS / AUDITS 22
7 COMPETENCY ASSURANCE ASSESSMENT PROCESS 26
8 ROLES AND RESPONSIBILITIES 27
9 ASSESSMENT MILESTONES AND SCHEDULES 28
10 REWARD AND RECOGNITION 30
11 REFERENCES 32
12 DEVIATIONS 33
APPENDIX A – ASSESSMENT TOR 34
INTRODUCTION .............................................................................................................. 34
BIG ROLES ....................................................................................................................... 34
ASSESSMENT METHODOLOGY .................................................................................... 34
SCOPE 35

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CALCULATIVE CRITERIA ................................................................................................ 35

CALCULATIVE PERFORMANCE..................................................................................... 36
APPENDIX B. – SEIC MIE ASSESSMENT STRATEGY PLAN - 5Y LA 37
APPENDIX C – ASSESSMENTS MEETINGS AGENDA 38
APPENDIX D – TOR OF KEY MIE MEETINGS 39
DNR DAILY NOTIFICATION REVIEW ............................................................................. 39
YTT YESTERDAY, TODAY & TOMORROW.................................................................... 39
WSR WEEKLY SCHEDULE REVIEW .............................................................................. 40
90DLAH 90 DAY LOOK AHEAD SCHEDULE REVIEW ................................................... 41
52WLAH 52 WEEK LOOK AHEAD SCHEDULE REVIEW ............................................... 42
WEEKLY KPI REVIEW MEETING .................................................................................... 43

NOTE(S): Preferred method for creating Table of Contents is the use of Hyperlinks from the Insert Tab. However, the use of the
automated Table of Contents from Table of Contents group in the References tab is also possible but Heading Styles must be set
in advance of writing the document.

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ABBREVIATIONS
The following abbreviations are used in this document.
AMS Asset Management System
ARP Asset Reference Plan
BS2 Booster Station 2
CI Continuous Improvement
CIMS Corrosion and Inspection Management System
CM Corrective Maintenance
CMMS Computerised Maintenance Management System
CMPT Corrective Maintenance Prioritisation Tool
DCAF Discipline Controls and Assurance Framework
E&M Engineering & Maintenance
EP Exploration and Production
FAIR Focused Asset Integrity Review
GCP Gap Closure Plan
GTT Gazprom TransGaz Tomsk
HBA Hardware Barrier Assessment
HSE Health, Safety and Environment
IAP Integrated Activity Plan
KPI Key Performance Indicator
LNG Liquefied Natural Gas Plant
LOD2 Level of Defense 2
LUN‐A Lunskoye "A" (platform)
MIE Maintenance Integrity and Execution
MRP Maintenance Reference Plan
OE Operational Excellence
OPF Onshore Processing Facility
ORIP Operational Reliability Improvement Process
PA‐A Piltun Ashokh "A" (Platform)
PA‐B Piltun Ashokh "B" (Platform)
PM Preventative Maintenance
PrD Production Directorate
PS Performance Standard

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QA Quality Assurance
QC Quality Control
RBI Risk Based Inspection
RCA Root Cause Analysis
RCM Reliability Centred Maintenance
RRM Risk and Reliability Management
SAP Systems Applications and Products (in data processing) (company
name)
SCE Safety Critical Element
SD Shutdown
SEIC Sakhalin Energy Investment Company
SME Subject Matter Expert
TA Technical Authority

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1 INTRODUCTION

BACKGROUND
Starting from Feb 2018 OE, Gas Game, Game ME, BG Shell processes have been transformed into Asset
Management System (AMS) Therefore, Shell Global team will provide support for Operational Excellence
(OE) business system up to 2021.
SEIC’s Management decision is to stay within OE so far, however, best practices will be reviewed and
applied as per Continuous Improvement Strategy. MIE program is a part of OE business system.

SCOPE
The objective of this procedure is to formalize MIE process in operate phase and to be applied to onshore
and offshore oil and gas exploration and production facilities operated by Sakhalin Energy Investment
Company Ltd (SEIC) in order to manage any non-conformance against mandatory requirements of MIE
standard, procedure or specification and to ensure appropriate risk assessment and mitigating actions
are taken to maintain control of the risks.
Achieving effective management of the Technical Integrity and Maintenance Execution of our Assets is a
fundamental step in realizing Operational Excellence.

USER NOTES
This document describes the “Maintenance and Integrity Execution Strategy” process at high level. This
procedure is part of the Sakhalin Energy Production Directorate Management System.

RESPONSIBILITY AND AUTHORITY

The Custodian of this document has the responsibility to ensure the validity of the document, the correct
level of approval authorities and distribute to all related parties. Identify the distribution requirements for
this document. In addition, the custodian is required to continue monitoring, resolve issues or problems
and improve the process.
The MIE focal point is responsible for implementation and monitoring compliance of the procedure. At
high level MIE project lead is responsible for implementation and monitoring of compliance of this
procedure. Assets in their turn might have own MIE focal point supporting MIE program in situ.
The custodian of this document is the E&M Manager, his responsibility is to approve this document and
fully accountable for implementation of the Procedure in operate phase and take corrective action
whenever required.

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2 MISSION AND VISION

MIE Program provides solid foundation to bring the company to its vision and Prime source for CI.

SEIC Vision: To be the premier energy source for Asia-Pacific.

Criteria to meet MIE: To become calculative on both IA (Integrity Assurance) and ME (Maintenance
Execution).

Mission
AMS implementation outcome will be reviewed on a regular basis and best practice will be considered to
implement within SEIC company as part of Continuous Improvement Project.
The main MIE Team target for coming 3 years aspiration target “Calculative” towards “Proactive” Level
for all SEIC assets. In order to achieve this target MIE Team worked out Communication plan, GCP and
CI Plan, Short-term MIE Assessments plan.
Reference to Road Map in Appendix B. Road Map to be updated every year for the next 5 years.

Key Performance Indicators (KPIs)

Analysis of performance of the work preparation, scheduling and execution process is necessary to
enable continuous improvement. This analysis is conducted at three levels.
First, the KPIs are analyzed on a weekly basis to understand where the WPSE process can be improved.
Second, the KPIs are reviewed on a monthly basis by Leadership to ascertain trends. Third, the WPSE
process should be audited internally by the asset to reinforce good performance and identify opportunities
for improvement.
These three reviews should be carried out on a continual basis and immediate feedback should be given
at the relevant review meetings. This guidance note concerns the first two levels of reviewing the KPIs -
auditing of the WPSE process is part of the WPSE Internal Auditing Process known as L4 Auditing Tool.
The KPIs reviews and analysis on weekly and monthly basis are done with the help of the Business
warehouse PB7 system. Training should be provided to support the understanding of KPIs, KPIs owners
are to be defined and given responsibilities to monitor, analyze and making decisions based on the
performance of their KPIs.
The table below shows the MIE KPIs that are to be monitored weekly and monthly, together with the
position of the owner for each KPI and are basement for assessment.

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Establish MIE for new divisions.

MIE life-cycle consists of the following stages:

- Define current status of MIE (conduct ME Health Check & IA Internal Assessment)
- Identify gaps in ME and IA processes
- Develop Gap Closure Plan as per smart system
- Schedule activities to close the gaps with priorities appointment and target date
- Track Gap Closure plan progress

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The main steps of MIE process-flow:

- Develop MIE organizational structure

- Develop and issue MIE pan-asset procedure
- Develop roadmap for the process /assessment strategy
- Make asset hierarchy register
- Identify SCE equipment in line with OE Blade 12
- Develop Performance Standard for SCE equipment (as per HSE Case & Bow-Ties)
- Develop and assign Maintenance Plans for SCE equipment (with MICs)
- Develop and assign Maintenance plans for non-SCE equipment
- Maintain equipment as per MIE requirements within WPSE process aligned to OE Blade 10

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3 PROCESS WORKFLOW
Phases to MIE Calculative:
 Make sure best practices are implemented

 Making sure all our Preventative Maintenance work is done right at first time & on time
 Raising the need to attend to a breakdown and fixing it
 Recording of history of work performed in our assets
 Making sure the right work is being performed at the right time, with the right people, right tools,
right access etc. and that it is done safely
 Embed the use of Productivity measures
 Activation and use of FSR (Facility Status Report) for Deviation Management and Visualization

Maintenance Execution Process is described in Work Preparation, Scheduling and Execution Process
Guide (Ref. 1000-S-90-10-P-0042-00-E).
Integrity Assurance process is described in Integrity Assurance Process Guide (Ref. 1000-S-90-10-P-
0041-00-E).

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Key MIE Meetings on SEIC assets:

 DNR (Daily Notification Review)

 YTT (Yesterday, Today & Tomorrow)
 WSR (Weekly Schedule Review)
 Weekly KPIs Review Meeting
 90DLAH (90 Day Look Ahead Schedule Review)
 52 WLAH (Week Look Ahead Schedule Review)

Terms of Reference to these meetings are in Appendix D.

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4 DEPARTMENTAL INTERFACES

MIE program is implemented for maintenance and integrity processes continuous support and
improvement and constant interaction within different departments (maintenance, reliability, planning,
finance, supply chain, etc).
MIE allows to see strengths, share it with other assets, see weak points and recommend how to improve
it around all processes and departments where maintenance connects it.

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5 COMMUNICATION, SHARING KNOWLEDGE

To support the assets with required information and coaching it is necessary to constantly communicate
at all professional levels. Therefore, MIE Communication plan was developed and various network
meetings and communication sessions are conducted on regular basis with different recurrence in order
to share best practices and opportunities for improvement.

SHELL OU MIE NETWORK

The objective of this meeting is to be updated within the regions about Global progress and to share
information and good practices between themselves. Shell OU MIE Network Meeting is intended for MIE
Best practice, raising concerns and keep MIE community updated on the MIE/AMS news, program
changes.
Subjects for discussion are: sharing best practices and laying emphasis on the areas requiring
improvement.
The main participants within SEIC and Shell OU of this network are:
- MIE Leads and/or MIE Analyst
- Heads of Maintenance (one representative from OU) as MIE Process Owners
Frequency: 1 year

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Network meeting is focused on the main processes and concerns of the discussed subject, areas for
improvement in safety, reliability, cost reduction in maintenance but not limited to the listed above topics.
MIE Network meetings can be classified into:
- Interactive remote sessions (by means of telecons, Skype sessions);
- Site visits & face to face meetings;
- Sharing information through MIE web-page;
- Conferences/ offline open sessions

STEERING COMMITTEE MEETINGS

Steering Committee Meetings are principal Meetings for SEIC leaders in MIE Coordination process to
announce the main MIE strategy and Roadmap for long-term period to be approved and promoted.
Shell MIE best practice is agreed on the Steering Committee.
The main participants within SEIC are:
- MIE Lead
- E&M Leadership
- Offshore and Onshore Managers (Operations and Asset Managers, OIMs)
Frequency: 6 months for Offshore
6 months for Onshore
Meeting frequency and attendance depends on participants availability, so it can be changed.

MIE COORDINATION MEETINGS

MIE Coordination Meeting is conducted for communication with SEIC Assets MIE Teams to announce
MIE news, strategies, plans, ways forward, improvement implementation.
The participants within SEIC are:
- MIE Lead and/or MIE Analyst
- Heads of Maintenance (MTLs)
- Asset Maintenance Planners
- MIE Asset Coordinators
- Integrity Verification Engineers
- Lead Integrity Verifier
- Asset OE Engineers
Frequency: 6 months

LEADERSHIP NETWORK
Leadership Network Meeting is conducted for Assets Leadership Teams to discuss current issues and
concerns about MIE process towards Continuous Improvement plans/Gap Closure plans implementation
and progress, Coming assessments, Health Checks etc.
The main participants within SEIC are:
- MIE Lead and/or MIE Analyst
- Heads of Maintenance (MTLs)
- Heads of Operations
- Integrity Verification Engineers (Optional)
Frequency: 6 months

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WORK PREPARERS AND SCHEDULERS NETWORK

Work Prepares and Schedulers Network Meeting is conducted for Assets Work Prepares and Schedulers
to share the best experience, to raise working issues concerning MIE, to find solution in daily work with
the help of other assets’ experience and central team support.
Topics priorities: first the common issues from assets are discussed and then specific ones from each
asset if required.
The main participants within SEIC are:
- MIE Lead and or MIE Analyst
- Work Preparers
- Schedulers
- MIE Coordinators (Optional)
- Integrity Verification Engineers (Optional)
Frequency: 3 months

IMPROVEMENT MEETINGS
Improvement Meetings are conducted for the Assets to discuss Continuous Improvement and Gap
Closure plans progress and support to close all the gaps by coaching and training, apply new techniques,
methods.
The main participants within SEIC are:
- MIE Lead and/or MIE Analyst
- Heads of Maintenance
- Planners
- Operational Excellence Engineers
Frequency: 1 month

CROSS-POSTING (CROSS-LEARNING)

Cross-posting (cross-learning) plan value is to get proper experience for key MIE roles, to get the best
practice, identify gaps and use experience obtained at own asset.
Cross-Posting plan assume replacement of key MIE positions between assets and office staff as well,
e.g. offshore planner replaces onshore planner for some period (1-2 weeks) once a year (the same
scheme with other positions). The plan assumes that every key MIE position is replaced by the same role
between all assets.
To organize smooth exchange of MIE positions, handover process to be started early in advance.
During Cross-Posting process the asset impact should be as minimal as possible in one year, e.g. on the
1st year – Maintenance Schedulers cross-posting, 2nd year – MTLs or Work Preparers.
Cross-Posting process should not coincide together with MIE Assessment the same year since it can
affect the assessment results.
Approximate scheme of cross-learning plan as follows:

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The scheme can be changed depending on asset organization and further concerns.

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TRAINING PLAN

The purpose of the Regulation for Plant Maintenance Trainings within Engineering and Maintenance
department is to provide a general concept of professional trainings and development required by
professional discipline standards.

Any learning and development process implemented by the Company is based on personnel competence
assessment, capability and individual performance. This means that any training program developed for
an employee should be directly related to the position such employee is holding or will hold shortly and
must be based on the competence requirements for the position.
In this case the PM trainings are conducted for the required personnel with established priority identified
in the Trainings List. Maximum number of PM trainings participants is 12, therefore if there are free slots
for required training the person who doesn’t match to target audience requirement can be scheduled for
specific training from the waiting list.
If the person already took any PM training but needs the knowledge refreshment for his professional
needs he/she can be scheduled again if it was taken more than 2 years ago. All personnel who took SAP
Plant Maintenance trainings are recorded in the training register by the Training Coordinator.

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There is Plant Maintenance Trainings Schedule with exact dates of the trainings located on SEIC web-
page (http://sww.sakhalinenergy.ru/seic/prd/mandi/planning/Trainings.html).
Therewith MIE Trainer conducts one training or coaching visit per year per asset on-site according to his
asset training visit schedule.
Plant Maintenance trainings requirements per position:

All the trainings relevant for E&M personnel fall into the following categories:
 Mandatory professional technical trainings according to the identified gaps of individuals;
professional discipline standard and competence profile of the position;
 Recommended professional technical trainings recommended for career development purposes
and realizing company’s tasks and targets.

An important stage in the learning process is the evaluation of its efficiency, with the purpose of identifying
to what extent the learning goals have been achieved and with what level of quality. Participants of group
trainings held in the Training Centre of the Company fill out hard copy feedback questionnaires
immediately after the training completion.
All participants completed MIE trainings are recorded in the training register and this information is
correlated with asset competency assessment matrix by training coordinator and asset MIE focal point.

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PUBLIC RELATIONS

A public relations part attracts SEIC customers, employees, stakeholders, suppliers attention, investors
and potential business partners involvement. Regular forms of communication in the form of feature news
articles, public appearances and presentations establish important information and updates within MIE
program. This positive perception can help improve overall effectiveness by demonstrating the company's
ongoing successes.
One of key function of Public Relations is media relations. Therefore there are few ways of public relations
communication:
- Office Dashboards (3 months update)
- Assets Dashboards (3 months update)
- SEIC Web-site (3 months update)
- Daily news (6 months update)
- Office TV screens (3 months update)
- SEIC newspaper

SEIC central MIE web-site with all concerned information (news, rewards, main documents, MIE assets
information and reports, etc.) can be found in the following link:
http://sww.sakhalinenergy.ru/seic/projects/MIE/index.html

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6 ASSESSMENTS / AUDITS
GENERAL INFORMATION
The MIE 'calculative' assessment is designed to assess the relative maturity of an organization towards
excellence whilst implementing MIE program on processes:

 Work, Preparation, Execution and Scheduling (blade 10)

 SCEs and Performance Standards (blade 12)
It is required that Assets ensure that all opportunities and threats are assessed internally every 3 years
and with the help of external resources every 5 years.
Health check is to be driven by Asset own team (i.e. Head of Maintenance, Operational Excellence
Engineer, Asset MIE Coordinator) with support from central MIE team or pool of assessors if it is required
to conduct it with “cold eye” (SME (subject matter expert) from another asset) in order to identify grey/blind
areas.

Assessment Tools:

The MIE assessment tools are aimed to be used by an organization for 'self-assessment‘ on a brown-field
facility where MIE program has been in operation phase for a certain period of time.
As part of MIE assessment, data from a number of different sources (interviews, SAP, formal documents,
FSR, TR Measures and SAP BW, onsite visits, observations) should be assembled as evidence to support
the assessors decision. An Assess database has also been created to link certain key SAP tables and
run queries to test expected relationships and identify inconsistencies/ areas for improvement. Ideally this
pre-work should be started 2-3 months before the assessment (soon after Stage Gate 4), to allow time
for small corrections to be made. The guidance on how this work can be done is given in the following
documents:

Following a successful assessment, each OU will be allowed to carry out their own future assessments
and the central MIE team will endorse their findings before the Assessment certificate is issued.

 Maintenance Execution Assessment Tool As per OE Blade 10

 Integrity Assurance Assessment Tool As per OE Blade 12
 IA Data Checker (Empty shell) Version 4.6 which should be used to perform the main IA data analysis.
Requires Microsoft Access (optional part of MS Office) to use.
 Data Extraction from SAP for the IA Data Checker is a detailed description of how the data should
be extracted from SAP and imported into the MS Access database, and how the queries work.
Criteria of sustaining calculative status.
In order to be sure that we sustain Calculative level we need to conduct every 3 Years internal assessment
and 5 year external assessments and health check on identified gaps 1 year before internal assessment
and before external assessment.
All the mentioned assessments can be done also by special request from asset if they think it is necessary.
It is recommended to conduct both IA and ME assessment together or no longer than one month period
from each other.
Sustain Calculative level will be monitored on a quartile basis via Sustain validation report on Offshore
and Onshore Monthly Performance Management Meetings.

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Requirements:
To provide an independent external assessment it is vital to have uninterested team-members for
assessment crew, as a rule it is a team from another OU. To ensure maximum learning is transferred to
the business and execution efficiency, at least 3 to 4 of the reviewers should be from the business being
reviewed but they must be unbiased of the scope they are reviewing. Assessments with reduced scope
will require a smaller team but the ratio of reviewers from inside and outside the business should be
maintained. Assessment Team should be no more than 5 people.
It is necessary to conduct External assessment every 5 years and Internal Assessment in 3 years after
External one.
External Assessment group should consist of people from Pool of assessors (3-4 people) and 1-2 LOD2
people from other Shell OUs. The Assessment group should be limited to 4-5 people in total.
Internal Assessment group should consist of 4 people from the Pool of certified assessors.
It is also required to conduct Health Check review on identified gaps 6 months – 1 year before
Internal/External Assessment.

In case if asset fails with assessment (not calculative) there is 1 year to get it back and organize
assessment again.

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Maintenance Execution Assessment cycle

Integrity Assurance Assessment cycle

In IA cycle there are no Health Checks since it is done through such processes like Process Safety, HSE
Case review, FAIR, HBA every year for all assets. Assurance task execution is done via FSR on regular
basis and QM analysis is done on quartile basis.

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Pool of assessors (for internal and external assessments):

To ensure that all assets are safe and reliable they have to be firm at calculative level as a minimum. It is
necessary to establish the pool of assessors with sufficient manpower capacity to achieve that target.
Therefore, the Pool of assessors will be utilized to conduct required assessments.
Pool of assessors need to make random checks at all levels of business processes on asset to gather
data to reflect real picture They will be knowledgeable staff with a wide range of experience across
Upstream Production. They will include asset managers and members of asset leadership teams,
principal technical experts and members of the DLTs.
Leaders of independent reviews will be required to attend the ‘Auditing in a Technical Environment’ course
or the equivalent Shell internal auditor course.
All reviewers must attend the Operational Excellence reviewer’s course prior to carrying out a review.
Team members without the specified training will only be allowed if they have equivalent training or
experience, e.g. Shell internal audit training. Team members of assessment crew should be appointed by
Global Upstream Production OE Lead.
When resourcing an Independent MIE review team, consideration should be given to:
■ experience in the Operational Excellence review team of carrying out previous assessment
■ ensuring a balance between senior staff and current practitioners
■ personal development. The Operational Excellence review is a learning opportunity for the reviewers
and the most effective way of bringing staff together and sharing good practices. It is a two-way learning
opportunity:
– local input - a local reviewer is a very useful addition to assist the review team but also to obtain buy-
in for the process and the recommendations made
– availability of Operational Excellence review team staff
– impartiality of the combined team - there should be a healthy balance between local, external, OU and
consultancy staff.

Pool of assessors should consist of:

- SME (MIE process owner) from different assets

- MIE Lead
- MIE Analyst
- Integrity Verifiers
- MIE SME other (certified people of MIE process and/or with sufficient MIE experience, e.g. Head
of maintenance Planning, MP Team Lead, reliability Team Lead, CMMS Team Lead)
- MIE Trainer
Pool of Assessors selection and Assessment process scheme:
1. Define list of mandatory number of certified people
2. Certify people
- Initiate certification
- Continue to sustain as certified assessor (every 3 years to conduct as LOD2)
3. Define period of assessment in other Shell OU
- Agree on the budget between SEIOC and external resources
4. List people as per assessment schedule
5. Develop Assessment Schedule
6. Agree with assets and Offshore/Onshore Managers
7. Conduct Assessment

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7 COMPETENCY ASSURANCE ASSESSMENT PROCESS

Competency assessment process of key MIE roles on asset assume assessment hierarchy on different
professional levels, i.e. technicians do their competency self-assessment and then are assessed by
upper level (e.g. by Supervisors or Discipline engineers), then Supervisors, Work Preparers and
Planners are assessed by Maintenance Team Leads, and Maintenance Team Leads are assessed by
Central MIE Team (MIE certified assessors).
MIE Trainer makes competency assessment of MIE Asset Coachers.
Asset Coachers are nominated by the Asset internally.

To do the competency assessment it is used special tools like competency questionnaires and other.

Competency assessment should be conducted every 3 years at all levels and straightway in case of
staff changes.

Asset competency assessment scheme

MIE Trainer and Asset coaching system scheme

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8 ROLES AND RESPONSIBILITIES

All roles and responsibilities in MIE process are assigned and defined to different parties according to
RACI Matrix:

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9 ASSESSMENT MILESTONES AND SCHEDULES

From P6 Assessment template

Milestones:

- TOR (Appendix A)

- Schedule Approval

- Kick-off (Agenda in Appendix C)

- Close-out with result presenting to asset (Agenda in Appendix C)

- Gap closure plan establishment

- Action Tracker update

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10 REWARD AND RECOGNITION

Reward and recognition program is an incentive program within MIE process and an important tool to
support the process itself, to promote MIE program utilization and reward people who develop MIE
proactive behavior and contribute to company business. It gives the staff an empowerment to sustain MIE
program on a required level, recognizes successes and encourages employees by demonstrating that
excellence is recognized and rewarded.
Reward and recognition should encourage teamwork rather than just individual performance. Properly
developed incentive program can contribute to high teamwork performance.
Key success factors for incentive program:
 Everybody should understand and accept the targets
 The reward should be clearly linked to effort and achievement
 Performance measures should be transparent, consistent and achievable
 Everybody should be able to track performance in relation to targets and standards
 The team should influence its performance by changing behavior or decisions
 The criteria for recognition and reward should be clear
There should be an effective means of identifying employees who should be recognized. As a supplement
to a nomination program, supervisors should keep lists of notable employee achievements.

Some ways to help encourage employees:

• Thank employee in person
• Recognize employee’s contribution in front of his team members
• Recognize a person in town hall session by saying words of gratitude by management
• Reward a person with a promotional item or certificate

The list of initiative nominations for Reward and Recognition by present/prize:

Assets:

Nominated Cost
Nomination Cycle
by Weight
Best quality of Z1 creation: 
Asset MIE
All mandatory fields are filled in, sufficient data of identified
1M Process
problem with location, supported documents etc provided,
Owner
CMPT process well described.
Best Technical History (Z1, M3): 
Asset MIE
Template used, template filled with sufficient information of
3M Process
completed work, supported documents of completed work
Owner
provided 5, whys implemented where requires.
Continuous Improvement in WPSE process: Asset MIE 
Improvement of any steps in WPSE process that bring 6M Process
benefits to asset and MIE program. Owner
Asset MIE 
Best Work Pack 3M/6M Process
Owner
Best Feedback Form Asset MIE 
Including non-value adding activities 3M/6M Process
Owner
Best Productivity study results Asset MIE 
Report including recommendations for improvement 6M Process
Owner

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Best Practice to share (between assets): 

MIE Central
All involved people who establish the best process in any 1Y
team
part of WPSE on asset to be rewarded.
Best MIE coach / volunteer: Asset MIE 
Person from team who shares MIE knowledge with others 1Y Process
within team and by his will, without extra payment for it. Owner
Constant winner: 
Asset MIE
In case if the same person nominated more than 2 times on
1Y Process
same category he can be by awarded by gift of next cost
Owner
category.

Office staff:

Nominated Cost
Nomination Cycle
by Weight
Common
Minimum Z6 in process: 
Person from any discipline with minimum number of Z6 to 6M MP Team
be reviewed and nominated as most active.
Average aging of Z6 less than or equal 3 months: 
Person from any discipline which provides his input to Z6 in 6M MP Team
time during the period to be nominated
Z6 fast response and progress 
6M MP Team
Best Z1, M3 
6M MP Team
Continuous Improvement in WPSE process: 
Improvement of any steps in WPSE process that bring MIE Central
1Y
benefits to MIE program. team

ME - 52 week Look Ahead Process

Best equipment optimization schedule: 
Best optimized Schedule for maintenance of equipment to 1Y MP Team
be reviewed and person to be nominated
Best improvement and progress provided 
(for engineers) 1Y MP Team

Work Preparation of Q1: 

Asset MIE
Maintenance Planner with 100% of prepared TL for first
1Y Process
quartile within 52wLA process to be reviewed and person to
Owner
be nominated.

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11 REFERENCES

20 EP.03 ST-06 Discipline Controls and Assurance Framework

21 0000-S-90-01-P-0074 Technical Authority Roles and Responsibilities Procedure

22 1000-S-90-90-S-0004 SEIC Operations Philosophy

23 MIE1000 MIE Toolbox

24 EP 2009-9112 Operational Excellence, Vol. 4, Process Element 12, SCEs and

Performance Standards

25 Asset Integrity – Process Safety Management Application

Manual (Shell HSSE&P Control Framework – Website)

26 EP 2009-9121 Operational Excellence, Vol. 4, Production Element 21,

Unscheduled Deferment, ORIP and RCA.

27 EP 2009-9009 Safety Critical Element Management Manual

28 1000-S-90-90-T-0009 Corrosion Management System

29 OG. 04-30260 Risk and Reliability Management (RRM) Version 2 Manual for S-
RBI, S-RCM & SIFpro

30 EP 2009-9118 Operational Excellence, Vol. 4, Plant Element 18, Inspection and

Condition Based Maintenance

31 MIE2505.01 Corrective Maintenance Prioritization Tool User Guide.

32 1000-S-90-01-M-0028 Maintenance Work Management Manual

33 EP 2009-9110 Operational Excellence, Vol. 4, Process Element 10, Work

Preparation, Scheduling and Execution.

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12 DEVIATIONS
All deviations that require implementation should be applied through MOC process.

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APPENDIX A – ASSESSMENT TOR

INTRODUCTION

The MIE 'Calculative' assessment is designed to assess the relative maturity of an organization towards
excellence whilst implementing MIE program on processes:
 Work, Preparation, Execution and Scheduling (blade 10)
 SCEs and Performance Standards (blade 12)

Following the completion of the MIE delivery at the facility (platform / gas plant), there needs to be a period
of sustained operational performance where no further implementation activities (i.e. coaching, integrity
data upload) are being provided. After typically 3 months, an assessment for sustainability of the MIE
gains needs to be performed to confirm successful completion of the facility improvement.

BIG ROLES

 Calculative Assessment is conducted internally and the asset is due for a sustainability review in
a 3 years period
 The 3Y Assessment results are tied into the SEIC score cards and PRD management systems
 Shell Global could support to provide with a cold eye reviewer from other OUs and/or from central
team, however no time writing is allowed.
 MIE Assessments/ Cycles are incorporated into asset 5Y integrity Plan
 Assessment team leads would be the SEIC MIE Lead and core team as following
1- Verification Lead, IA Assessor
2- CMMS team Lead: IA data checker support
3- ME Lead: Maintenance Execution Assessor
4- E&M maintenance analyst: BW and ME analysis support

 SEIC to continue following Shell trilogy in implementation and sustainability reporting with the
scores are in Shell data entry tools
 With the asset getting mature further support from Shell would be needed to conduct MCI/OCI
reviews with the results integrated into the MIE journey map.
 Assessment Lead has to become globally certified Assessor and MRTA TA2 level
 Assessment Lead also can support global team and peers in other OUs with MIE
reviews/Assessments if needed.

ASSESSMENT METHODOLOGY
There are two assessment tools. One for Maintenance Execution (ME) work stream and the other for
Integrity Assurance (IA) workstream. They are identical to the Operational Excellence (OE) review
questions for Blade 10 and 12. Blade 12 is in turn, is fully in line with the Technical Integrity Framework
maturity levels.

The MIE assessment tools are aimed to be used by an organization for 'self-assessment‘ on a facility
where MIE program has been completed.

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MIE program delivery support includes one external review on the first facility where MIE has been
implemented for training and calibration purposes. The need for further external reviews on other facilities
will be decided by the OpCo.

SCOPE

A typical MIE assessment is conducted for both workstreams together and takes 2-3 days to complete.
In addition, data mining will be conducted shortly before the assessment. The key components are:

 Interview with people

o MIE implementation team
o Maintenance and Operation supervisors
o Work preparers
o Maintenance schedulers
o Maintenance technicians
o Technical support
 Analysis of Measures dashboard and Business Warehouse
 Analysis of FSR (SCE status, deviations)
 Attendance to key meetings
o Weekly Schedule meeting
o Daily Notification and YTT meetings
o FSR meeting (if held separately)
 Sampling of notifications and work orders, SAP data mining
 Analysis of key documents such as Local Performance Standards
 Visit to staging area, workshops
 Visit the plant, check physical asset condition

CALCULATIVE CRITERIA

Calculative is a measure of the maturity of our way of doing things (culture), and was originally spelt out
in the terms of the HSE Culture. In MIE terms 'Calculative' means:
 People know their roles in maintenance execution and integrity assurance and are competent in
performing them
 We are reliably compliant to the requirements of the global WPSE and SCE Management
processes, all the process steps and all relevant SCE's are implemented.

Being 'calculative' is not end of the journey towards excellence. At 'calculative' stage there will be still
opportunities to improve the efficiency/ effectiveness of our business. A facility should aim to move to
'proactive' and then 'generative' stage as desired state.

A facility is calculative when:

 More than 90% of calculative criteria (i.e. 17 out of 19 IA; 22 out of 24 ME questions are at least
scored 3) in MIE assessment tools is met and none of the elements is at 'pathological' level (i.e.
score 1).
 Average score is 'calculative' i.e. more than 3 i.e. 60%, for IA and ME respectively
 All the minimum standard questions (labelled as Minimum Requirement 'Y' in the assessment
tool) are at least at score 3.

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A facility can not be calculative if (example):

 The scope is not fully implemented across all the facility e.g.:
 Asset register is not complete for SCEs
 Some SCE groups have not been covered in implementation
 There are ‘calculative’ gaps in implementation e.g.:
 Deviation process has significant gaps
 Work order quality and completion has not been achieved

CALCULATIVE PERFORMANCE
There are clear performance measures stated around 'calculative' criteria. These have been referenced
in the assessment questions. All these measures are available through Measures Dashboard except
'Maintenance Productivity’, which has to be manually calculated.

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APPENDIX B. – SEIC MIE ASSESSMENT STRATEGY PLAN - 5Y LA

Assessment strategy schedule will be updated once a year for 5Y LA.

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APPENDIX C – ASSESSMENTS MEETINGS AGENDA

Kick-Off Meeting Agenda:

1. Assessment Tools Description
2. Assessment Team
3. Assessment Objectives
4. Assessment Process
5. Assessment Levels

Close-Out Meeting Agenda:

1. Calculative/Proactive Level Definition
2. Key Staff Interviews
3. Maintenance Execution/Integrity Assurance Highlights
4. ME/IA Measures and KPIs
5. Score announcement
6. Areas for improvement
7. Rewards
8. Way Forward (Next Steps)

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APPENDIX D – TOR OF KEY MIE MEETINGS

DNR DAILY NOTIFICATION REVIEW
FREQUENCY: Daily basis
PURPOSE:
• Review all Z1 notifications in *AWRE* status to ensure quality & correct prioritization for approval.
OBJECTIVES:
• Check / Review outstanding notifications.
• Approve notifications based on CMPT matrix.
• Identify High priority jobs for immediate preparation and execution.
• Cancel Duplicate notifications.
• Check notifications quality (Text / Attachments) / Ensure all notifications have enough
information to allow effective work order preparation.
• Put notification in *MIRQ* status, if additional info is required.
• Make sure all notifications are proceed within 48 hours (including *MIRQ* notifications).
ATTENDEES:
• Head of Maintenance
• Scheduler
• Discipline Work Preparers
• Discipline Engineer
• Head of Operations
• Operations Supervisor
AGENDA:
• Review notification quality to ensure relevant information is supplied to allow effective work
order preparation.
• Make sure that temporary mitigation is sufficient.
• Use detailed description of the problem with Standard Text template included in long text of
notification.
• Use Symptom Codes / Breakdown Flag / Execution Condition / Correct Functional Location.
• Check *SCE Function Impaired* and put *Yes* or *No* based on criticality of the job.
GROUND RULES:
• Correct use of Mitigation & CMPT matrix.
• Notifications Quality.
• Participation of the DA and the relevant discipline representatives
MEASURES:
• Notification Approval Time / Notification Number Rejected/MIRQ
• Meeting Attendance Log
INPUTS:
• All Z1 Notifications in *AWRE* status in SAP
OUTPUTS:
• Approved Z1 Notifications.
• Instruction for Work Preparer on possible remedial action.
• Coaching feedback to creators of notifications
• MIRQ Feedback.

YTT YESTERDAY, TODAY & TOMORROW

FREQUENCY: Daily

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PURPOSE:
• To manage the schedule by understanding the impact of any work deviating from the schedule
and agreeing action
OBJECTIVES:
• To review progress of daily maintenance activities against the schedule
• To ensure maintenance activities scheduled for today and tomorrow can be delivered
• To review & challenge break-ins to the schedule
• To identify and schedule maintenance activities required to ensure maximum availability of
equipment
ATTENDEES:
• Head of Maintenance
• Head of Operations
• Discipline Engineers
• Scheduler (Facilitator)
• Maintenance Supervisors
• Operations Supervisor
AGENDA:
Yesterday
• Review progress against the daily schedule
• Identify reasons for any non completion
• Agree any required actions
Today
• Consider any challenges to today's schedule.
• Jobs cancelled. Fill in work required?
Tomorrow
• Review 1 day ahead (3 days on Friday)
- Interfaces? Potential reasons for non completion?
- Are work packs, material, isolations, etc ready?
• Identify any potential break ins, prioritize & prepare
• Review action tracker.
GROUND RULES:
• Completed work confirmed by end of day (PCNF/CNF). Report by exception but view in SAP
those discussed
MEASURES:
• Unscheduled Fill-in Work
• Meeting Attendance Log & Action Tracker
INPUTS:
• Daily Schedule in SAP
• 3 Day look ahead
OUTPUTS:
• Updated Daily Schedule
• Updated Action Log
• CNF’ed Work Orders
• Reschedule of all incomplete work orders

WSR WEEKLY SCHEDULE REVIEW

FREQUENCY: Weekly
PURPOSE:
• To approve the 7 day schedule for the following week which will be frozen and adhered to by both
maintenance and operations
NB All other work will be considered break-in
OBJECTIVES:
• To review the past week’s schedule for compliance
• To agree the upcoming week’s schedule based on:
• CMPT Ranking

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• Maintenance Availability
• Operational Needs
• To Freeze the 7 Day Schedule
• Review and update 7/14 Day Scheduling meeting tracking log
ATTENDEES:
• Head of Maintenance
• Work Preparers
• Discipline Engineers
• Head of Operations
• Scheduler
AGENDA:
• Discuss lessons learned from previous weeks schedule
• Review progress against current week’s schedule
• Include carry over work in the new schedule
• Review the proposed 7 Day Schedule and confirm:
• Equipment will be available
• Work packs, isolations, permits etc are ready
• No last minute resource concerns
• Review any equipment contingency plans
• Approve & Freeze the 7 Day Schedule
• Look ahead at upcoming work, 14, 28 & 90 days (highlights only)
GROUND RULES:
• Individuals & Team to “own” the Schedule
• Complete Attendance Log & Action Tracker
MEASURES:
• Schedule Compliance
• % Resource Loading of Schedule
INPUTS:
• Resource Capacity
• Completed Work Packs
• Proposed Schedule
• Look ahead →90 Day
OUTPUTS:
• An Approved & Frozen 7 Day Schedule
• Guidance towards building the future Schedules
• Attendance/Action Logs

90DLAH 90 DAY LOOK AHEAD SCHEDULE REVIEW

FREQUENCY: Monthly
PURPOSE:
Site wide meeting to review IAP relevant PM and CM work orders to be executed within the next 3 months.
OBJECTIVES:
Review upcoming IAP relevant PM/CM work to ensure:
• work is scheduled in correct month/season
• Current resource capacity can manage planned work
• Materials, esp. long lead items, will be ready in time
• Services/Vendors & equipment on site, will be ready on time.

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• Discuss threats and opportunities

• Soft freeze next 28 days.
ATTENDEES:
• Scheduler
• OIM
• Head of Maintenance
• Head of Operations
• Head of Operational Excellence
• Head of HSE
• Discipline Lead Engineers
• Field Engineers
AGENDA:
Review 90DLAH chart to ensure:
- equipment release is possible from Operation
- vendor service purchase orders in place and mobilisations confirmed for next 28 days
- review project support requirements from Maintenance & Operations, ensure associated work
orders exist and are scheduled
GROUND RULES:
• Individuals & Team to “own” the Schedule
• Complete Attendance Log & Action Tracker
MEASURES:
• % Schedule Compliance – learnings from any IAP issues last month.
INPUTS:
• 90 day look ahead with PM & CM work at WO Header Level.
• Projects/Modifications networks & work orders
OUTPUTS:
• An approved 90DLAH plan
• Attendance Tracker
• Action Logs

52WLAH 52 WEEK LOOK AHEAD SCHEDULE REVIEW

FREQUENCY: Quarterly (every 3 months)

PURPOSE:
To review the PM work orders/maintenance plans which are coming up in the next year.
OBJECTIVES:
Review upcoming PM work to ensure:
- work is scheduled in correct month/season
- Current resource capacity can manage planned PM work
PM work which needs to be completed during Turn Around needs to be marked with system condition
code and moved to July of correct TA year.
ATTENDEES:
• Scheduler

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• OIM
• Head of Maintenance
• Head of Operations
• Head of Operational Excellence
• Head of HSE
• Discipline Lead Engineers
• Field Engineers
AGENDA:
• Review ALME planner to ensure manpower capacity load is accurate.
• Review 52WLAH chart to smooth peaks and ensure resource loading is sufficient to complete the
work.
• Review PM scheduling influences such as; season, activity i.e.: Turn Around, Pit Stop.
• Create list for CMMS of any PM Work/Maintenance Plans which need to be rescheduled
GROUND RULES:
• Individuals & Team to “own” the Schedule
• Complete Attendance Log & Action Tracker
MEASURES:
• % Capacity loading per month
INPUTS:
• Resource Capacity chart taken from ALME planner
• 52 week look ahead with PM work divided per month. At WO level.
OUTPUTS:
• An approved 52WLAH with correct PM work phasing
• CMMS to be advised where maintenance plans need rescheduling
• Attendance/Action Logs

WEEKLY KPI REVIEW MEETING

FREQUENCY: Weekly
PURPOSE: Review of MIE Measures Weekly Dashboard
OBJECTIVES:
• To review weekly M&I measures.
Drill down into measures where problems identified.
ATTENDEES:
• Scheduler (SAP Access)
• Head of Maintenance
• Head of Operations
• Field Engineers Operations
• Shift Supervisor
• Work Preparers
AGENDA:
• Review of M&I Measures Weekly Dashboard
• Address actions for deteriorating trends
• Record actions in action tracker
MEASURES:
• PM Backload

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• CM Workload
• Maintenance Schedule Compliance
• Emergency work
• Unscheduled fill in work
• Estimating Accuracy on all job Hours
• Maintenance history against required fields
• Approved notifications in Process
• Notification cycle Time from OSNO>NOPR
GROUND RULES:
• Start and finish on time
• Report by exception
• Awareness prior to meeting by attendees of individual business area performance
INPUTS:
• MIE Dashboard (live system)
• Report showing downloaded results (necessary due to time issues)
OUTPUTS:
• Action tracker outlining actions to be taken to solve identified problems
• MoM

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