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BP : Rotterdam Refinery Office Move


Following the Texas City Refinery explosion at BP in 2005, there was a mandate throughout the organisation that all temporary buildings were to be removed and replaced with blast resistant buildings to house personnel.

The BP refinery at Rotterdam was undergoing a project to move the administration building to the outskirts of their refinery boundary. This would enable the majority of personnel to move to the new location and reduce the possible impact of any major incident on the building occupants.

With the building nearly complete BP were faced with the task of moving around 400 staff into the new building from various old and temporary buildings around the refinery in a managed and safe way, and in a manner which would not impact on the day to day running of the refinery. Health & Safety being the customers primary objective.


BP appointed prosource.IT to work with their facilities company and IT delivery team to manage the move of staff for them. dedicated a PM to work with the BP delivery team. The PM followed the move process:

  • Undertaking a detailed site visit. This was to understand the task, meet the rest of the delivery team and familiarise with the site and its protocols.
  • Create a plan to deliver the office move and agree this with main project team.
  • The office move plan summarised the deliverable, time scale, safety rules and man effort:
  • Move 360 staff from 8 buildings around the refinery into the new admin building over one weekend.
  • Move 40 staff split between two evenings a week before the main move to test the buildings infrastructure, IT, Telephony & Facilities. This is also to test the move process to allow time to fine tune.
  • Install new monitors to arms on all the desks as well as place new keyboards and mice out before the early movers. This also included the logistics around un-packing and arranging environmentally safe disposal of cardboard, plastic, polystyrene and metal.
  • Audit users current IT to produce a full inventory of:- users current location (desk/building), current machine type (desktop/laptop), current monitor size and amount, local printers, special applications in regards to refinery monitoring systems and any ergonomic accessorises.
  • Provide Dutch speaking IT trainers and arrange a week of training sessions in the new building for staff that will be moved. The training needed to cover IPT telephony, Canon multi-functional devices (Printing), AV and VC rooms as well as smart boards.
  • Build up a team of engineers to complete the required works. We appointed a Project Lead to work with the PM and used some of our core moves team; we then made up the staff for the main move weekend using resource from a local IT company.
  • Arrange and manage site access for all engineers, this involved a two hour site induction as well as arranging VCA training for all. VCA is a Dutch acronym for safety, health and environment checklist for contractors and staff working in Holland at a refinery and stands for (Veiligheids Checklist Aannemers).
  • Provide IT support for the users in the new building after they have moved in.
  • Remove any redundant IT equipment left behind in the old buildings and log any redundant network and phone ports for later de-patching
  • With a couple of the buildings this move would mean the building had no staff left in them so we had to also make a list of any redundant print queues.


How we delivered, effort & resource

  • Audit of users current equipment and setup
    • We were given a list of names and a rough idea of their current location
    • The PM & Project Lead then spent a week going around and collating the info
    • The results were given in to the main project and then the decisions were made on what actually would be moved and then that document became the moves schedule.
    • This was completed by two bodies over six days (twelve man days)
  • Initial desk setups with new monitors, mice & keyboards
    • Manage delivery and store
    • Unpack and distribute to all desks
    • Fix monitors to arms at each desk and adjust to enable full functionality
    • Set out keyboards & mice
    • Test all the equipment as well as the network (the network was implemented by T-Systems but we were required to test at each desk)
    • Safe disposal of rubbish
    • This was completed where possible by four bodies over seven days (twenty eight man days)
  • Early movers
    • Users were identified by the main project and split over two evenings
    • Disconnections at 16:00 hours following the moves sheet and for each we would complete a disconnection sheet that showed everything about their current setup and what was moving.
    • Reconnections from about 17:30 hours where we would check the disconnect sheet to see that everything required had moved and then setup at the new desk.
    • Testing would happen after all desks have been setup and the disconnect sheet would be signed off.
    • Support would be on the following working day and for these early moves we just walked around and offered help until everyone was happy.
    • This was completed by two bodies on two occasions each taking about two days in total (eight man days)
  • Main move weekend – Friday disconnect
    • Users identified by moves sheet and we created a plan of buildings to follow based on amount of users within each and allowing for the least amount of disruption to the running of the refinery.
    • Disconnects on the Friday starting at 13:00 and finished at 22:00 hours.
    • All engineers were requested to be on-site for 11:30 and we had arrange a big meeting room so we could gather and then the PM gave a talk on the plan for the day, HSSE, disconnection sheets and so on.
    • The disconnection team was split into two with the PM heading up one team and the Project Lead the other. It was decided that this was a better approach than having one big team going around (easier to manage and again to try and keep disruption to the end users to a minimum)
    • The end of the day/work was determined by the PM and Project Lead reviewing their lists and making sure that everyone on the list had been found or there was a reason we had no kit disconnected for them. More often than not if there was no kit then it was due to the users packing it up themselves.
    • This was completed using seventeen engineers as well as PM and Project Lead. In total (nineteen man days)
  • Saturday reconnects
    • It was decided to start on the top floor and work down (four floors in total)
    • The engineers were tasked with IT reconnections with the PM and Project Lead providing supervision, organisation and assistance where necessary
    • Each moves sheet would be completed by the engineers when each desk was finished
    • This was completed using thirteen engineers as well as PM and project lead. In total (fifteen man days)
  • Sunday reconnects and testing
    • The same process was followed for the second reconnects day
    • Each desk would be signed off by the PM or Project Lead after testing and final inspection
    • Any special desk setups, e.g. multiple machines, switch boxes, etc. were dealt with by the PM and/or Project Lead
    • This was completed using nine engineers as well as PM and Project Lead. In total (eleven man days)
  • Support
    • An IT Help Desk was set up for users to contact support staff in the event of any problems – this also involved some floor walking
    • All problems were logged and dealt with by an available member of the support team
    • Liaison with all other teams to resolve any outstanding issues
    • This was completed over eight days with two engineers as well as the PM and Project Lead. In total (thirty two man days)


Following an extremely busy weekend the new building was ready to receive approx. 400 people after relocating them from their old locations around the refinery. Through good forward planning and understanding of the user’s needs, the move was executed with no issues and on time. With the IT help centre running from 7am on the first day of occupation reacting swiftly to any issues by the end of the first day the whole move was seen by the refinery management and end users as a great success and surpassing their expectations. After a review with the BP project team Prosource asked for feedback so as to learn moving forward and were advised that in their eyes there was nothing that could have been done better.

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