PREFACE

I had my training experience from 12.11.2013 to 09.05.2014 at Ceylon PetroleumCorporation oil refinery. I am fortunate to have
my industrial training experience in such a place where the chemical and process engineering mostly involve in Sri Lanka.Here in
this report I present the experience, knowledge, skills I had during the
training period. The report contains three chapters. The first chapter contains an introduction toCeylon Petroleum Corporation,
main products of the refinery, the organizational structureand SWOT analysis of the refinery. The second chapter contains the
training experience,information on production process and equipment, project work and assignments that Iinvolved during the
training period. The third chapter contains conclusio
I had a very successful training period and the experience and knowledge I got is veryvaluable to my future career.Abeysekara
A.W.A.T.M. (100008H)Department of Chemical and Process EngineeringFaculty of EngineeringUniversity of Moratuwa

INDUSTRIAL TRAINING REPORT

2013/2014
ii
ACKNOWLEDGEMENT
There are lots of people who have helped me towards the successful completion of myIndustrial Training. First of all I would
thank to University of Moratuwa and NationalApprentice and Industrial Training Authority (NAITA) for arranging industrial
training forundergraduates. Then I would like to thank Mr. N.A. Wijewikrama, the Director of theindustrial training division, Mr.
Roy Sankaranarayana, Mr. P. Gunawardanea, Mr. S.Amarasinghe and Dr. Jagath Premachandra for arranging me this opportunity
to have mytraining experience in Ceylon Petroleum Corporation.I sincerely thank Ms. Nirmala, the Human Resource Manager of
Ceylon PetroleumCorporation, Mr. N.R.R Jayasekara, Refinery manager and Mr. T.A.S.W. Tennakoon,Training Manager for
accommodating me as a trainee. I must greatly appreciate Mr.E.A.A.K.P. Edirisinghe, Training assistant for giving me advices,
sharing his knowledge andguiding me during the training period.I also express my gratitude towards Mr. Neel Wickramasinghe,
Manager TechnicalServices department , Mrs. Anoma Senevirathne, Mrs. Shiwanthi Rajapakshe, Mr. W.Rajapakshe, Mr.
Kodagoda, Mr. Chulaka and Mrs. Wenuja Mihirani Chemical and Processengineers of the Technical Services Department for
suppoting me to success my training period.I also thank Mr. Rathnasiri, Deputy Manager Technical Services (Laboratory), Mr.
C.Weerasekara (Inspection), Mr. K.H.E. Peries, Fire and Safety department and Ms. Janakee,the Librarian of the technical library
for helping me during my training period.I wish to express my gratitude again to all those people who helped me towards
thesuccess of my Industrial Training.Abeysekara A.W.A.T.M.100008HDepartment of Chemical and Process EngineeringFaculty
of EngineeringUniversity of Moratuwa

INDUSTRIAL TRAINING REPORT

2013/2014
iii
TABLE OF CONTENTS
PREFACE .............................................................................................................. i
ACKNOWLEDGEMENT .................................................................................... ii
1
CHAPTER 1 - INTRODUCTION ............................................................... 1
1.1Introduction to Ceylon Petroleum Corporation ........................................................... 1
1.2History of Ceylon Petroleum Corporation Refinery ................................................... 1
1.3Vision and Mission...................................................................................................... 1
1.4Organizational Structure ............................................................................................. 2
1.4.1Ceylon Petroleum Corporation ............................................................................ 2

1.4.2Refinery Division ................................................................................................. 3

1.4.3Organizational Structure of the Refinery ............................................................. 3
1.4.4Departments in the Refinery ................................................................................ 4
1.4.5Product Index of the Refinery .............................................................................. 4
1.4.6Functions .............................................................................................................. 5
1.4.7Emergency Preparedness ..................................................................................... 6
1.4.8SWOT Analysis ................................................................................................... 7
1.4.9Suggestions to improve ........................................................................................ 7
2CHAPTER 2 - TRAINING EXPERIENCE ................................................ 8
2.1
Training Center ........................................................................................................... 8
2.1.1
Training Schedule ................................................................................................ 8
2.1.2
Crude Oil .............................................................................................................. 9
2.2
Refinery Process ........................................................................................................ 10
2.2.1
Crude Distillation Unit (CDU) O1 Unit............................................................. 10
2.2.1.1
Overhead corrosion ..................................................................................... 11

INDUSTRIAL TRAINING REPORT

2013/2014
iv2.2.1.2
Desalting ..................................................................................................... 12
2.2.1.3
Main Distillation Column ........................................................................... 13
2.2.2
Naphtha Unifiner Unit O2 Unit ......................................................................... 14

2.2.3
Platformer Unit O3 Unit .................................................................................... 15
2.2.4
Gas Oil Unifiner Unit and Gas Oil Hydro Treating Unit (O4 and O7 Units) .... 18
2.2.5
Visbreaker Unit (O5 Unit) ................................................................................. 19
2.2.6
LPG Merox Unit (O6 Unit)................................................................................ 19
2.2.7
Vacuum Distillation Unit (O8 Unit) .................................................................. 20
2.2.8
Bitumen Blowing Unit (O9 Unit) ...................................................................... 20
2.2.9
Kerosene Merox Unit (15 Unit) ......................................................................... 20
2.3
Equipment ................................................................................................................. 21
2.3.1
Storage Tanks..................................................................................................... 21
2.3.2
Reactor ............................................................................................................... 22
2.3.3
Furnace ............................................................................................................... 23
2.3.3.1
O1F1 furnace .............................................................................................. 25
2.3.4
Heat Exchanger .................................................................................................. 26
2.3.5
Pumps ................................................................................................................. 26
2.3.6
Compressors ....................................................................................................... 27
2.3.7

Boilers ................................................................................................................ 28
2.3.7.1
Water tube boiler ........................................................................................ 28
2.3.7.2
Demineralizer ............................................................................................. 30
2.3.7.3
Deaerator .................................................................................................... 31
2.3.7.4
Boiler details ............................................................................................... 31
2.4
Departments .............................................................................................................. 32

INDUSTRIAL TRAINING REPORT

2013/2014
v2.4.1
Laboratory .......................................................................................................... 32
2.4.1.1
Oil tests ....................................................................................................... 32
2.4.1.2
Water tests .................................................................................................. 33
2.4.2
Inspection Department ....................................................................................... 34
2.4.3
Pump House ....................................................................................................... 36
2.4.4
Utilities ............................................................................................................... 37
2.4.4.1
Main utilities in the plant ............................................................................ 37
2.4.4.2
Water treatment process at the refinery ...................................................... 37

2.4.4.3
Water treatment process at water intake ..................................................... 38
2.4.4.4
Steam .......................................................................................................... 39
2.5
Projects and assignments ........................................................................................... 40
2.5.1
Project: Sulfur recovery Plant Simulation ......................................................... 40
2.5.1.1
Scope: ......................................................................................................... 40
2.5.1.2
Method ........................................................................................................ 40
2.5.1.3
Results ........................................................................................................ 41
2.5.2
Assignment ........................................................................................................ 41
2.5.2.1
Material Balance for CDU .......................................................................... 41
2.5.2.2
Overall Heat Transfer Coefficients of Heat Exchangers ............................ 46
2.5.2.3
Efficiency of O1P1B Pump ........................................................................ 51
2.5.2.4
Heat loss calculation of uninsulated pipe lines ........................................... 53
3
CHAPTER 3 - CONCLUSION ................................................................. 57
3.1
CONCLUSION ......................................................................................................... 57
ANNEX ............................................................................................................. viii
ABBREVIATIONS ............................................................................................. ix

Download PDF

1.4
Organizational Structure
1.4.1
Ceylon Petroleum Corporation
There are separate entities under Ceylon Petroleum Corporation. Most of the activities areadministrated by the head office in
Colombo 09.
Tab l e 1 . 1 E n t i t i e s u n d e r C P C
Entities under CPC Functionality
No.609, Dr. Danister de Silva Mawatha,Colombo 09.Head office,Set of the
chairmenSapugaskanda oil refinery Oil refinerySapugaskanda terminalCrude and product storage
farmKolonnawa Installation Product storage farmDistribution terminalAgro chemical
sectionOrugodawatta tank farm Crude tank farmBulk depots in Jaffna, Kilinochchiya,China Bay, Anuradapura,
kurunegale,Peradeniya, sarasaviuyana, Galle, MataraArea offices of respective Area and fueldepots
trengths: CPC refinery is the only company that refining crude oil in Sri Lanka.The staff has expert engineers and operators.There
are operators with a very good practice and knowledge for many yearsin the refinery.Weakness:
Theres a surplus of workers. Its an unnecessary expense for the company.
Management is not utilizing the human resource to the best. There are someworkers that are not willing to work.Capacity of
production is not enough to fulfill the demand. It is because with
the current property the refinery cant increase the production. Equipment
capacities are not enough. Lot of equipment is very old and overdue. Refineryis needed to modernize with the novel
technology.Opportunities:
The staff has expert engineers and other employees. Engineers have prepared project proposals to improve efficiency and
modernization.There is a high demand for products in Sri Lanka, especially for diesel and

Public Admin. Ministry issues circular

pertaining to salary allowances,
granting permanency
The Ministry of Public Administration and Home Affairs has released a circular pertaining to providing allowances to
the government servants and the pensioners as well as granting permanent appointments to the casual, contract and
piece rate employees yesterday. The Ministry Secretary P.B. Abeykoon noted that the circular has been released in
accordance with 2015 Budget proposals.

The employees who are not permanent in their positions and who have completed 180 day satisfactorily service as at
October 24 will be given permanent appointments. The circular applies to government corporations and other
statutory boards.
Also the newly proposed salary structure for the government sector by the budget 2015 will be implemented from1st
of January. The pension scheme will also be amended accordingly.
Any further clarifications can be obtained on hotline of the Ministry of Public Administration and Home Affairs 0112
688 330.(KH)
Read 1224 timesLast modified on Friday,

Overview
The Ministry of Public Administration and Home Affairs as the Centre of Civil Administration facilitates and
coordinates services related to the Public Administration, District Administration, Divisional Administration, Village
Administration, Civil Registration and Employees Welfare. It deals with number of functional areas such as Public
Policy Making on Organizational Excellence, Human Resource Management, Institutional Development, Electronic
Government and Good Governance targeting Social and Economic Development along with the National Priorities of
the Government.
Vision
An Excellent Public Service to the Nation
Mission
To ensure an Excellent Public Service through Sound National and Regional Administrative System with Competent
Human Resources
Objectives

To formulate efficient public policies on Recruitment, Remuneration and other Service Conditions in Human
Resource Management (HRM) of Public Service.

To develop strategies to reorient mindset of existing Public Servants in responding to Peoples needs

To formulate and implement new Management Structures and Systems to enhance Productivity and Quality
in the Public Service.

To establish and share a System of Values (Result Oriented Attitudes, Accountability, Resource Prudence,
Impartiality, Transparency etc.).

To identify Training Requirements of Public Sector to facilitate and conduct Training Programmes.

To formulate and execute Pension and Programmes to address the issues related to Pension System.

To improve the Public Financial Management including Assets Management in the Civil Administration
system.

To enhance efficiency and effectiveness of the Decentralized Administrative System.

To devise framework for Institutional Development in the Public service, capable of achieving development
objectives and priorities of the Government.

To promote Application of Information and Communication Technology to improve Productivity and Quality of
service delivery.

To enhance the Competency of the Staff in the Public Service.

To upgrade, develop and execute Guidelines for System Simplification and Process Reengineering in the
Public Service to meet the changing environment.

To facilitate and coordinate the District, Divisional and Village Administration.

To perform functions delegated by law including Civil Registration and Document Management

To facility, coordinate and manage Projects related to Civil Administration, e- Government etc funded by
Donors as well as Government of Sri Lanka.

To organize and coordinate State Functions and Festivals including Independence Day Ceremony
Management

Implementation of policies, plans and programmes pertaining to the subject of Public Administration and
Home Affairs

Management of services pertaining to Combined Services, Sri Lanka Administrative Service, Sri Lanka
Engineering Service, Sri Lanka Scientific, Technological and Architectural Services

Management, monitoring and coordination of all agencies come under the purview of the Ministry including
District & Divisional Administration

Provide financial and administrative support services to the agencies which come under the Ministry of
Public Administration and Home Affairs

Development of Human Resources in public service

Making arrangements for capacity building of Public Service

Assist in formulation of Administrative Reforms Policies and implement them in the Ministry and institutions
under purview of the Ministry

Testing, practice and application of new public management concepts.

Statutory

Formulation and implementation of policies on public service Pension, W&OP schemes and Public Service
Provident Fund

Formulation, Interpretation and Revision of provisions in the Establishment Code

Organizing the National Independence Day Ceremony and other state ceremonies

Implementation of Holiday Act

Policy Formulation and Implementation of Civil Registration (Births, Marriages and Deaths).
Social Welfare of Public Servants

Formulation and implementation of social security schemes for public servants (Agrahara Insurance
Scheme, Property Loan etc)

Providing housing facilities for Public Servants and allocation of Government Quarters

Management of Holiday Bungalows, Circuit Bungalows for Public servants and management of Pensioners
Holiday Resort.

Providing Official Transport Facilities

Strategies

Prudent Policy and Regulatory Framework for an efficient Human Resource Management System in the
Public Service

Administrative Reforms towards Process Reengineering and System Development to improve productivity in
the Public Service Delivery

Competitive Recruitment and Selection Process in Public Service.

Demand Oriented Capacity Development and Competency Matching

Decentralized Institutional Networks to take the Service Delivery to close to the Citizens

Decentralized Network of Civil Registration and Automated / Prudent Document Management System

Application of Information and Communication Technology for Quality Improvement and Transparent in
Service Delivery of the Public Service

Citizens/ Clients Charter to standardize the Service Delivery towards Citizens Centric Public Servic

Management style

Transformational Styles

The theory of a transformational style of leadership was first developed by academics James
McGregor Burns and Bernard Bass, who described in their books how leaders can bring
about change in organizations and in workers. Transformational leaders possess a vision of
where they want the company to go and charisma and skills to implement that vision.
Transformational leadership is also related to the charisma style of leadership, in which the
leader inspires largely through their personal charisma, and to the visionary style of
leadership, in which the leader sets out his vision for the organization and inspires others to
achieve that vision. Transformational styles of leadership work well in entrepreneurial
businesses.
Related Reading: Four Functions of Management and Leadership Styles

Participative Styles
Some leadership styles focus on participation. One of these is the democratic style of
leadership. In this style, the leader uses individual employees' knowledge and skills to help
build a consensus for what direction the organization should move in. This style is
appropriate when there are several directions an organization could take. The affiliative style
of leadership emphasizes teamwork. In this style. the leader works to enhance teamwork
and improve communications and morale. This style may help companies where employees
have become discontented due to poor communications.

Strong Leaders
Some styles of leadership rely on the personality of the leader for direction. Styles of
leadership relying on a strong leader include pacesetting, in which the leader sets high
standards and may be obsessive about achieving. Michael Dell, of Texas-based Dell
computers, has been described as a pacesetting leader for his constant focus on growing the

business. In the commanding style of leadership, the leader orders employees in the
manner of the military. This style may be useful in crisis situations. In the coaching style of
leadership, the leader works one to one with workers to direct them and improve performanc

Transformational Styles
The theory of a transformational style of leadership was first developed by academics James
McGregor Burns and Bernard Bass, who described in their books how leaders can bring
about change in organizations and in workers. Transformational leaders possess a vision of
where they want the company to go and charisma and skills to implement that vision.
Transformational leadership is also related to the charisma style of leadership, in which the
leader inspires largely through their personal charisma, and to the visionary style of
leadership, in which the leader sets out his vision for the organization and inspires others to
achieve that vision. Transformational styles of leadership work well in entrepreneurial
businesses.
Related Reading: Four Functions of Management and Leadership Styles

Participative Styles

Some leadership styles focus on participation. One of these is the democratic style of
leadership. In this style, the leader uses individual employees' knowledge and skills to help
build a consensus for what direction the organization should move in. This style is
appropriate when there are several directions an organization could take. The affiliative style
of leadership emphasizes teamwork. In this style. the leader works to enhance teamwork
and improve communications and morale. This style may help companies where employees
have become discontented due to poor communications.

Strong Leaders

Some styles of leadership rely on the personality of the leader for direction. Styles of
leadership relying on a strong leader include pacesetting, in which the leader sets high
standards and may be obsessive about achieving. Michael Dell, of Texas-based Dell
computers, has been described as a pacesetting leader for his constant focus on growing the
business. In the commanding style of leadership, the leader orders employees in the
manner of the military. This style may be useful in crisis situations. In the coaching style of
leadership, the leader works one to one with workers to direct them and improve
performance
Public Service Provident Fund

01

Introduction

The Public Service Provident Fund was established with effect from 01.04.1942 by the Ordinance No.18 of
1942 with the expectation of providing financial benefits to public servants who are not entitled for
government pension. The membership of this fund has been expanded by amendments implemented time to
time. This fund was enhanced by Public Service Provident Fund Amendment Act No. 17 of 2003 in order to
provide with benefits to public servants in daily paid or monthly paid non-pensionable services.
02

Structure of the fund

The Minister portfolio for the public administration was vested the power since 23.12.1970 to appoint
members of management board and the members are as follow.
1.

Director General of Pensions (President)

2.

Solicitor General

3.

Commissioner of Labor or a deputy director

4.

A nominated member of the fund

Director General of Pensions appoints the secretary and accountant of the provident fund.
03

Officers eligible for membership

Permanent and non-pensionable public officers

Public servants received temporary, monthly salaries

Non-pensionable employees recruited on contract basis

Daily paid or monthly paid, non-pensionable public servants

Non-pensionable foreign employee or a non-pensionable local employee serves in Sri Lanka Overseas

Officers in Sri Lanka reserve police service

Officers in minster staff and officers in minister staff of Provincial Councils

Officers of Civil Defense Force

Members of the staff of Provincial Councilors (retired officers from public service are not entitled to contribute

Missions

for this provident fund)

04

Method to avail membership

Duly filled PSPF04 application in two copies should be sent through the Head of the Institution in order to
avail membership in this fund.

The PSPF04 application sent by stating the registration number under the PSPF should be attached to the
personal file of the contributor.

The Head of the Institution should inform the number to the contributor.

It is important to be cited these details in history sheets of officers.

It is compulsory to indicate the PSPF number at each instance when inquire about contributions, refund of
contributions or corresponding with PSPF.

Membership numbers shall not issue for duly completed applications.

Membership numbers shall not issue for any application not submitted through Head of the institution.
05

Charging of contributions

A certain percentage of the salary should be contributed by all members of this fund. It called as
compulsory contribution. Percentage calculated as below.
Duration

Percentage

From 01.01.1972

05%

From 01.01.1972 to 31.12.1994

06%

From 01.01.1995

08%

The government shall credit 1.5 as of the compulsory contribution to the fund as bonus. Monthly
contributions should be recovered by calculating to the approximate Rupee from 01.01.203.
06

Sending contribution

Contributions charged by contributor in 8% can credited to the fund by a cheque written in favor of the
Secretary and Accountant Public Service Provident fund. It is important to credit contribution money not
waiting till received the membership number.
Departments in central government can credit this money to the account 8098 by account summaries.
07

Annual abatement records

Annual abatement records of all employees of a department who are members of PSPF should be sent to
this office by using Form PSPF-02 at the end of each financial year.

08

Revocation of membership

Membership shall revoke on following reasons.

i.

Receipt of pensionable status

ii.

Completing 60 or 55 years of age

iii.

Resign

iv.
v.

Abolition of post
Conclusion of contract period

vi.

Termination of service on disciplinary reason

vii.

Vacate of post

viii.

Death

09

Method to receive benefits

1.

Dully filled form PSPF-03 should be forwarded (together with other documents) through the Head of
the Department where the contributor served last.

2.

Heads of institutions should verify as to whether the contributor has not received awards in this
regard on a previous occasion.

3.

The declaration of the contributor should fill by heirs in respect of contributors died.

4.

The first reason to the abolition of membership shall be considered into make awards by the fund
and the date as such would be the date which the incident occurred for such abolition in PSPF.

5.

Since the interest is paid only for the period from the date commenced membership in PSPF to the
date abolition of membership, it is informed to submit applications as soon as the abolition effected and
elapsing time to submit applications to obtain benefits has been caused to arise several issues.

6.

Following documents should be supported with the application.

Appointment letter for a post in PSPF entitlement

Appointment letter for a post in permanent and pensionable entitlement

Approval letter to resign (at a time of resignation)

Birth certificate of contributor, if age completed

Report on charging of contribution

Death of the contributor

i.

Death certificate

ii.

Marriage certificate

iii.

Birth certificates of children

iv.

7.

Divisional Secretary report of heirs

Above all documents should be certified as true copies by placing name included official stamp of

the citifying officer.

8.

A cheque for the total amount shall send to the Head of the Department together with award letter
and a copy of the award letter shall post to the contributor.

9.

Any dues for government from the contributor should be recovered by the award. All charges shall
recover by the relevant department.

10.

Head of department shall pay the money to contributor after deducting the money payable to
government by the contributor.

11.

Contributory money is recovered for widows and orphans pension scheme from the members
abolished PSPF membership to receive pensionable entitlement.

10.

Payment of benefits

Benefits shall pay under following sections.

Section
14

Details

The compulsory contribution and government bonus shall pay together with interest at the current year
shall paid at a formal conditions such as conclusion of service, resign.
16

Only the compulsory contribution and relevant interest thereto shall pay to contributor at a time of service
conclusion due to vacate of post or misconduct.

20

Only the compulsory contribution and relevant interest thereto shall pay to contributor at a time when
contributor received pensionable entitlement