Jump menu

Main content |  back to top

1. Planning a reliable, value-adding project

Project Life Cycle - Quote 1

Our business journey is likely to start ahead of your project’s kick-off meeting when our teams, led by an experienced project manager, will help you to identify the most robust options. There are usually many alternatives that could be selected to meet the needs of the market. We use a range of market studies, such as scenario planning and masterplanning, to help take a view of the future market and to enable more robust decision making regarding location, feedstock, logistics, process configuration and hardware requirements.

The next step is to make a robust and compelling case to investors and their banks. We use techniques such as net-present-value modelling, and provide services including technical assurance and investment memorandum guidance to help reassure investors.

2. Build in value during front-end development

Project Life Cycle - Proof Point

Once the investment plan is in place and has backing, the focus is on designing a project that will meet customer expectations. Several decisions are critical during this stage and have a strong influence on the overall project value. We will work with you to provide optimised technical solutions, and can put you in contact with our in-house trading teams for crude supply optimisation and product offtake deals.

The capital expenditure at Rayong refinery in Thailand was cut by 5% and its energy consumption were reduced by 26% after Shell Global Solutions employed a new concept to minimise duplication and maximise integration in the refinery scheme.

3. Target excellence in project performance

Project Life Cycle - Target excellence in project performance

For on-budget and on-schedule implementation, our project staff can help you to build your project team. As members of an integrated project team, we can interface with the contractors during the preparation of the basic design package so that your wider and longerterm venture and business objectives are achieved. During the EPC phase, the experience, skills and practical knowledge of our project staff can help to develop efficient, high-quality designs and to support safe technical and operational implementation.

Not only did Shell’s Port Dickson long-residue catalytic cracking unit in Malaysia come in at a cost 25% below the norm and on schedule, it also had a flawless 48-hour start-up and recorded 12.5 million work‑hours without a lost-time incident.

4. Guard against plant underperformance during commissioning and start-up

Right-first-time operational start-up requires systematic preparation. Our experienced teams can help to develop an integrated action plan, the Operations Readiness–Flawless‡ Project Delivery process, that embraces key activities such as project management, commissioning, start-up and turnarounds. The aim is to minimise capital and operational costs, enhance plant availability and reliability, and reduce the time to reach optimal operations.

5. Maximise asset utilisation

Once the refinery has achieved normal operation, it is important to focus on maximising the utilisation of the assets. We help customers to achieve this through Technical Services Agreements, Opportunity Confirmation Programmes and Business Improvement Programmes. All of these activities are performed with customers to leverage the combined experience and expertise of all the parties involved. For instance, maintenance costs at Mizushima refinery in Japan were cut by 38% following a Shell Global Solutions asset-management initiative.