Zakiah Sulaiman

1. Steer and Drive Proactive Threat Detection at asset through Systematic Threat Elimination through Golden ERS and Institutionalization of Lessons Learned

a)Golden ERS: Successful completion of Golden ERS for selected criticality 1 (C1) equipment type for Mechanical Rotating & machinery control, Instrument and Mechanical Static Unfired & Fired. Approved by GTA for PETRONAS wide implementation. Received Focused Recognition (FR) for leading the Golden ERS program from Downstream Business Excellence (DBE) with value creation of RM 42 Million (EZVC No: 004105) by implementing right maintenance strategy to prevent recurrence incident.

b) Institutionalisation of Enterprise Lessons Learned: Pioneered the first targeted OPU lessons learned initiative in PETRONAS without incurring system costs. Developed an automated, end-to-end system to ensure lessons learned are delivered to the appropriate recipients for acknowledgment and implementation. The system was recognized by the SGM, Gas Processing and Utilities as a value-added pilot initiative and received focused recognition for its contributions to lessons learned from NC. Value Potential, Cost Avoidance of RM 8.2 Million.

2. Program Lead and Drive Downstream and Gas Business towards Value Driven Operational Excellence through GTS Business Collaboration (GBC) for seven (7) programs. The first-year close-out conversation with the GTS LT and Businesses' LT was acknowledged as a success. The Business LT expressed their support by requesting the program's continuation in 2025. By mitigating the challenge of delayed 15% progress in quarter 3 for Integrity programs, timely intervention by frequently engaging and strategizing with DBE and OPUs had successfully completed the program. Value Potential of total RM 59 Million.

3. Lead investigation involving multiple stakeholders and a multidisciplinary team for Hydrogen Proton Exchange Membrane (PEM) water crossover, collaborating with Lestari, GR&T, GPD, and GTS. Investigation outcome presented and accepted by Owner of Project (Lestari). Lessons learned and recommended actions from this investigation are being utilized as references for other hydrogen projects, such as Batu Kawa and Rembus. Value Potential, Cost Avoidance of RM 1.5 Million.

4. Technical Talent Development: Lead for Talent Reshaping program TI&R and Descriptor for SKG 12.3. Successfully established general SKG 12 Talent Reshaping Question Bank. Total of 4 TI&R Reliability (RIMS, ERS, RCA & DAVDA) embedded into Talent Reshaping TI&R. Received Focused Recognition from Group Capability for involvement from SKG12.3.

1. Technical Advisor and Technical Authority for KASAWARI- Phase 2 Carbon Capture and Sequestration (CCS). Took the initiative to be involved in the project in ensuring Reliability and Integrity aspects are looked at as there was no representative from Reliability and integrity in the project. Set the benchmark for greenfield CCS development within PACs in Malaysia Asset from 90% to 95% and agreed by MPM.

2. Novelty in SCSSV Reliability Advance Analytics collaboration with MPM, Carigali, EMEPMI and UTP in correlating and regressing the real time data i.e PI data to SCSSV failure prediction and developing prescriptive dashboard to suggests decision options. The recommendations and dashboard planned to be deployed to other in 2023.

3. Steer and Technical Advisor for Digitalizing reliability ecosystem via establishment of in-house intelligence reliability monitoring platform using Power BI as pilot solutioning at Terengganu Gas Terminal (TGAST). Successfully convinced TGAST and Centre team on continuous improvement process of System Reliability Modelling study via Intelligence Reliability Monitoring module piloted.

4. Provide Governance and Assurance role in tapping Asset Operational Excellence in prescribing the standard of major loss events analysis and attached as an appendix for PETRONAS Procedures and Guidelines for Upstream Activities (PPGUA). This subsequently arching the improvement of PPGUA Health, Safety & Environment and Asset Management section.

5. Architect in pioneering long term Reliability Surface Controlled Subsurface Safety Valve (SCSSV) Well improvement program and prescriptive dashboard and subsequently be replicated to other PACs for Unplanned Deferment (UPD) Program. IP Copyright the SCSSV Methodology Certificate number CR-23-00246

1.Lead and manage the review of Safety Critical Element Management program for Production Malaysia.

•Established Quality Check and Quality Assurance (QA/QC) guidelines and checklist for 3 scopes of SCE Management Program; Asset Verification, SCE Identification and Performance Standard exercise based on lessons learnt from Resak and KNNAG SCE Identification Management . The guideline and checklist is extensively used in SCE Management Program to fast track deliverables to Upstream HSE for consistent deliverables.

•Lead the review and responsible for QA/QC checking of SCE identification and Performance Standard exercise by TSAs to ensure utmost quality deliverable to EPHSE.

2.Lead and completed two Reliability, Availability and Maintainability (RAM) studies for Upstream

Garraf Facility

•Reliability, Availability and Maintainability (RAM) study for Garraf Facility (IGPP).

•Target of 98% was not achieved owing to no redundant compressors and equipment are majority in series configuration. Availability achieved with base case is 93%. Conducted sensitivity analysis for 2x50% LP, HP and dry gas compressors and 2x100% booster compressor and yielded 4% improvement.

•Potential value created with 4% improvement of RM258 million

•Laplace and Manns Test and CROW-AMSAA analysis were conducted based on MLNG and PGB data to have practical and real representation of failure data used.

BOKOR Platform

•Reliability, Availability and Maintainability (RAM) study for BOKOR Phase 3 EOR project.

•Target of 98% was not achieved with 85% realized from base case of 1x100% gas lift compressor. Conducted sensitivity analysis by configuring 2x50% gas lift compressor and yielded 9% improvement.

•Potential value created RM146 million yearly over 30 years.

•Conducted Non Homogeneous Poisson (NHPP) distribution based on BOKOR well unplanned deferment data for practical representation of RBD simulation.

3.Lead and manage the reliability portion of Maintenance Management Group Internal Audit findings closure for Melaka Lube Blending Plant (MLBP).

•Completed Asset Tag off with 2033 equipment identified and registered in PMMS compared to previously 1573 equipment from Asset Verification exercise.

•Resolved issues regarding incomplete plant drawing for asset tag off by referring to drawing from Petronas Melaka Refinery.

•Lead Equipment Criticality Assessment (ECA) with 12.94% Criticality 1 (C1) equipment.

•Lead and manage the development of maintenance plan and Bill of Materials (BOM) for C1 rotating, static, electrical and instrument equipment. Identified potential areas of improvement in systems, resulting in increased productivity.