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ENGINEERING

execution costs related to longer turnaround
duration. Final results and conclusions
Management and control of the extensive refi nery
Despite the onset challenges our teams adapted revamping and maintenance meant the ‘Turnaround
quickly and remained focused on the successful 2020 Project’ was undoubtedly a challenging task.
and safe delivery of this milestone project. New Upfront preparation of the robust project plan was
working methods never tested became new day essential to the success of an elaborated long-term
by day procedures. project ending in a refi nery turnaround. Construc-
Care and commitment to ensure the health, safety, tability studies including logistic and installation
and wellbeing of those on site and the surrounding sequences, accurate and detailed planning sche-
communities was the primary focus. The number dules, and progress measurement were crucial
of people on site was greatly reduced by moving components to support the project execution stra-
those who could work remotely to their homes and tegy and decisions.
only the construction manager and supervisors re- The COVID-19 pandemic crisis has become the
maining on site. ‘challenge of the challenge’ pushing the refi nery and
the project team to face diffi cult decisions and uncer-
The Project opens scenarios tain scenarios. The pandemic forced the refi nery and
worth exploring and project organisation to an immediate mindset change
introducing never before tested working methods and
“consolidated as new potential new approaches using remote communications, rela-
work practices of the near tionships and data sharing.
About 70% of Sarlux and Wood personnel were relo-
future project execution cated at home during the refi nery turnaround without
suffering any impact to project execution.
The ‘Turnaround 2020 Project’ demonstrated that
Despite the crisis, the team have continuously, remote and smart working approaches adopted by
consistently, and safely maintained control of the most of the service companies are effective and valid
project during the pandemic with a fl exible appro- practices for carrying out industrial works.
ach and well-established project management and The Project opens scenarios worth exploring and
control systems. consolidated as new potential work practices of the
near future projects execution.

Fabio Fontanella

Fabio Fontanella, graduated in Mechanical Engineering at Politecnico di Milano in 1991. Since then, he
entered Amec Foster Wheeler Italiana, a Wood Company, as Project Engineer and over the years he has
covered positions of increasing responsibilities rising from Engineering Manager to his current role as
Senior Project Manager.
He participated to the execution of refi neries, petrochemical, chemical, pharmaceutical projects by wor-
king with major Clients such as ExxonMobil, Union Carbide, Serono, TotalFina, Tamoil, Bracco, Saras,
Arkema.

48 48 Impiantistica Italiana - Novembre-Dicembre 2020