Zero SIFs in a Mega Turnaround: What Worked (And why)

Zero SIFs in a Mega Turnaround

Major Turnarounds (TAs) are large-scale, planned periods of non-production during which critical maintenance, inspection, repair, and upgrade activities are carried out. They are intensive events, often involving thousands of contractors, compressed timelines, and overlapping work scopes. These high-density operations mean compressed schedules, overlapping work scopes, and a surge of contractors all competing for space and time. In our most recent TA, we introduced practices that enabled Serious Injury and Fatality (SIF) incidents to be kept at zero. While our practices played a key role, the real success came from shared commitment and consistent engagement at every level. We treated risk as something to manage live—not as a form to be ticked off and filed on a shelf. We dialed up real-time leadership in the field – not to check up but to actively respond and act fast on improvements. This is Contractor HSE Management applied where it matters most: on the job, minute by minute. 

Zero SIFs in a Mega Turnaround: Key moves to keep SIF at zero

1) Run a live, risk-based management system—continuously.


We designed and operated a live risk-based management system throughout the TA. Practically, that meant three daily disciplines: 

(a) continuously assessing contractor risks by scope and activity, 

(b) deploying targeted audits and safety engagements in real time, and 

(c) standing up rapid mitigation plans the moment new risks emerged. 

This kept our field presence high, response times short, and visibility across all contractor tasks—even under extreme time pressure. Think of it as a rolling “health check” that never switches off. 


Real scenario: We identified early in the preparation phase that the scaffolding contractors within the TA scope did not meet the expected HSE capability level. Accordingly, we implemented appropriate mitigation measures to reduce the associated risks.

2) Differentiate level of contractor oversight required in real time.


We didn’t treat every contractor the same. Capability and risk exposure varied, so our support did too. Where competence was strong and risks were routine, the level of oversight needed was less. On the other hand, where critical tasks or weaker controls appeared, we increased coaching, checks, and leadership time on site. This targeted approach may have prevented the incidents by concentrated assurance exactly where it was needed most. Beyond the statistics, this approach also fostered a positive and collaborative atmosphere on site. Contractors and supervisors felt valued, trusted, and part of a shared commitment to safety. This cultural outcome was as important as the zero SIF record, since it built stronger relationships and sustained engagement.

How we did it (step-by-step):

  • Segmented contractors by task risk and demonstrated performance (daily).
  • Set clear oversight ratios (e.g., supervisor-to-crew) for each segment.
  • Triggered extra engagements when leading indicators drifted (missed toolbox actions, repeated minor deviations).
  • Introduced ‘Stand down’s, coached, and relaunched when critical controls didn’t meet the mark.
3) Lead from the front and close the loop—every day.


We hosted an on-site Contractor HSE Forum during execution. This brought leadership from all parties together to align expectations, share fresh learnings, and visibly demonstrate commitment in the field. This wasn’t symbolic; it sustained energy, cut ambiguity, and kept everyone aligned and committed to co-operate towards the same SIF-zero target. We also built rapid feedback loops between HSE, operations, and contractors so issues raised at 09:00 were solved by 15:00. 

Example: a forum-driven action on scaffold tag clarity eliminated repeat access errors within 24 hours—small fix, big risk reduction.

Conclusion

If you’re planning a large Turnaround (TA), design your Contractor HSE Management to engage directly the people involved and most at risk: 

  • manage risk dynamically before and during execution; 
  • prioritize field-level monitoring over paperwork; 
  • use leadership presence to maintain momentum and alignment; and 
  • keep tight, real-time feedback loops across HSE, operations, and contractors. 

A focused, dynamic strategy will support keeping SIFs at zero. Get in touch for support or advice on how to implement this.

SNSD: Safety and Sustainability differently

Sustained safe outcomes:

  • Vision to action
  • Central to local
  • Paper to people

Together saving lives

If you’re ready to do Safety and Sustainability differently, let’s talk now!