In the summer of 2024, ConocoPhillips Canada successfully completed the largest turnaround in the business unit’s history at Surmont CPF2. The project, which required approximately 260,000 direct field labour hours, was completed one day ahead of schedule.
Located 35 miles south of Fort McMurray, Alberta, Surmont is ConocoPhillips Canada’s oil sands asset, estimated to contain over two billion barrels of commercial resources. The company fully owns and operates the asset, which includes two central processing facilities, CPF1 and CPF2.
To ensure continued safe and efficient operations, these facilities undergo routine turnarounds—planned shutdowns that allow for maintenance and compliance activities. Turnarounds are critical for asset integrity, safety, and regulatory compliance, as they provide an opportunity for comprehensive inspections and repairs.
“A turnaround is a standard maintenance activity within industry, and depending on the drivers, it can vary significantly in size and scope,” said Colin Herbert, ConocoPhillips Canada shutdown manager. “Turnarounds require a thorough amount of planning, preparation, and training to manage in a safe and effective manner.”
The 2024 turnaround at CPF2, an event that takes place every five years, required extensive preparation. Planning began in late 2022, allowing the Surmont turnaround team sufficient time to develop detailed schedules and protocols for staffing, equipment, safety and wellness.
“When you have a turnaround of this scope, you need to bring in contractors on-site to support,” said Ian Braconnier, ConocoPhillips Canada turnaround specialist. “These folks may not have previous knowledge of our site and procedures, so planning and preparing education, awareness and safety requirements ahead of time was necessary to ensure the project was successfully completed, and most importantly, to make sure everyone would go home safely at the end of each shift.”
To facilitate a smooth and safe execution, ConocoPhillips Canada prioritised early contractor engagement and onboarding. All contractors were required to complete safety orientations before arriving on-site, ensuring they understood the asset, safety requirements, and operational procedures. Surmont staff were also trained to collaborate closely with contractors, fostering open communication and strong working relationships.
Throughout the turnaround, safety remained a top priority. A communication campaign titled “Walk the Talk” reinforced key safety messages through facility signage and hardhat stickers, while daily team stand-ups provided opportunities to reinforce safety expectations.
Recognising the potential for fatigue during a high-intensity turnaround, the company also launched a wellness campaign. “In order to mitigate the safety risks associated with turnaround-related fatigue, we launched a robust wellness campaign, including information sessions and individual assessment tools, to support and normalise conversations about mental health and wellbeing,” said Matthew Starchuk, occupational health coordinator. “These also serve as important reminders to check in on ourselves and one another.”
The turnaround effort brought together expertise from across ConocoPhillips’ global operations. Eighteen employees from various business units, including the Lower 48, Alaska and the UK, travelled to Surmont to support the project.
Ten operators arrived in the days leading up to the ramp-down phase, providing invaluable assistance in halting production and preparing equipment for maintenance. Additionally, eight employees served as area coordinators throughout the shutdown, including Scott Ure, a Kuparuk maintenance supervisor from ConocoPhillips Alaska.
“The turnaround team was very welcoming and incredibly knowledgeable of the asset,” said Ure. “I was pleased with the opportunity to work on this collaborative effort and to share learnings with my Canadian colleagues.”
On 11 September, the Surmont team safely and efficiently completed the first phase of the turnaround, allowing CPF2 to begin ramping back up. The successful completion of the project stands as a testament to meticulous planning, robust safety protocols and international collaboration.
With the lessons learned and strong relationships forged, Surmont remains well-positioned to continue its legacy of operational excellence in the oil sands industry.
For more information visit www.conocophillips.com