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Statoil 2/4S Removal Project

GASSCO HSE Summit ‘Removal of the Statoil 2/4 S Platform’

23rd October 2014

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Introduction of the Scope of Saipem Work

Project specific details

Summary of project including history, change development and methods employed.

HSE approach

Animation update for ‘as removed’ condition

Lessons Learnt

Conclusion

Presentation of the Removal of the Statoil 2/4 S Platforms

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Saipem scope was to remove the 2/4-S Jacket and Tripod structures and deliver to the Deconstruction facility at Kvaerner Stord, Norway

All Engineering and Structure Preparations, Removal and Transportation (EPR)by Saipem

Contract awarded in mid 2011

Topsides had been previously removed by others, so minimal access available and the structures have been unattended for a long time.

The preparation and removal work was performed in Q2/Q3 2014

10 different vessels and 2# cargo barges used in the execution of the Project.

Introduction

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Project Details - Key Operational Dates

• Campaign 1 – Survey 22nd June 2012

S7000 Flyby – Survey 30th August 2012

Grout Survey Campaign 28th November 2012

Campaign 2 – OCV 21st April 2014

Campaign 3 – OCV – Incorporated in to S7000 Removal Campaign

Pre-tow survey 4th July 2014

Removal Phase 1 – S7000 1st July 2014

Removal Phase 2 – S7000 8th August 2014

All structures delivered to KV Stord 18th August 2014

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Project Details - Interfaces and Subcontracts

Interfaces:

2/4-S deconstruction Kværner Stord

Warranty Surveyor London Offshore Consultants

Supplier and Subcontractors used:

Dredging and Excavation X-Subsea

External cutting (Piles and Riser) Cut UK

OCV EMAS

Lift Frame (Design and Build) WESL

Offshore access and NDE Kaefer Opus

Corner Platform Fabrication Hollandia

Survey (offshore and Pre/post tow) Fugro

Survey (onshore) Parker Maritime

Rigging supply Hendrik Veder/Franklin

Lifting Clamps (2000t and 1100t)capacity IHC

Weather Forecasting Met Office

Radiation Services Tracerco

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- EKOFISK 2/4S Removal

COPSAS {Field Operator}

Gassco AS {Operator}

Statoil {Client}

- EKOFISK Field

218 NM to Stord

3.5 day tow @ 2.5 Knots

c80m water depth

Project Details - Field location and ‘wet tow’ route

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- EKOFISK Field information

Live Field

c80m between structures

2/4T tank adjacent

80m water depth

Project Details - Platform locations within Ekofisk

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2-4S Jacket 2-4S Tripod and Deck

Project Details - Structures removed

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S7000 Scope – Tripod & Jacket removal

Tripod Deck ~ 142 tonnes in air

Tripod ~ 2500 tonnes in air - Pile Diameter = 72” x 2½” thick

2/4S Jacket~ 8000 tonnes in air 72” x 2½” thick

Project Details - Lifted and removed weights

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OCV Scope

- Campaign 2 – Intervention Campaign

April / May 2014

Excavation

Pile Cutting

Debris relocation

Anode removal

Leg cleaning

Project Details – OCV Scope

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- Subsea Surveys

- Campaign 1 Inspection (Grampian Surveyor)

Structure appraisal (GVI, CVI, FMD, Wall thickness, etc..)

Marine growth measurements

Densitometers (Radiation)

- Statoil Subsea Survey (Edda Flora)

Grout Inlet Recovery

Pile Weld inspection

Project Details – Survey Scopes

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Summary of project – Original Removal Method

Original Offshore plan was to:

Prepare the Structures by OCV

Use OCV in SIMOPS with the S7000 campaign

Remove the Tripod (lift on the S7000 deck)

Lift the Jacket

Wet tow the Jacket to the deconstruction site

Place the Jacket on the seabed

Place tripod on quay

Cut jacket and place one section onto the quay, the other section in front of the quay

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Summary of project changes/development

Unexpected challenge discovered – weld at top part of jacket (at water line) not as expected

Revise lift method – lift from piles

High risk with work on tripod very close to waterline

Development of access method by utilising bespoke access systems and Lift tools rather than welding lifting points.

Schedule challenge with other Statoil installation projects

Adjust S7000 schedule to allow a split campaign

OCV Availability challenge

Combine work on one vessel and avoid SIMOPS

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Summary of project changes - Solutions

Success By

Develop a robust removal solution for the Jacket – ALARP application

Evaluating how methods can improved and developed access and reduce risk to personnel

Vessel planning and flexibility

Work with Client to realise each others drivers to agree the best way forward

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HSE Approach – Some background

Saipem History

Serious Accident

A complete review of the process was carried out and follow-up plan and implemented further areas of focus were identified for improvement.

– ‘Bullseye’– identified areas where risk ‘step’ changed.

– Identified the “5 ring strategy” for success.

– Ensure that there are no ‘holes’ in our barriers.

– Use of Jobcard rather than long cumbersome manuals.

– Better communication (animations/snap t.v. screens/dirty briefing room onboard)

Saipem now have a robust risk management / project execution strategy

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Saipem risk management – Project / Vessel interfacing

Risk reduced ALARP through

Complete project life cycle

3. VESSEL / SITE ACTIVITIES NOT CONNECTED TO

PROJECT SPECIFIC ACTIVITIES (ROUTINE)

2. VESSEL / SITE ACTIVITIES INTERACTING DIRECTLY

WITH PROJECT SPECIFIC ACTIVITIES (SOME ROUTINE)

1. PROJECT SPECIFIC ACTIVITIES (MOSTLY NON

ROUTINE)

Vessel / Site action

− Task Risk Assessment

− JSA if activity is complex

Project Action

− HAZID / Risk Assessment / HAZOP

− Project familiarisation

Vessel / Site action

− Participate in and implement the above

− JSA at time of execution

Project Action

− HAZID / Risk Assessment / HAZOP

− Project familiarisation

Vessel / Site action

− Participate in and implement the above

− JSA at time of execution

Interface Point (Step Change in Risk profile)

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Training

Procedures Culture

Organisation & Communication

Current & Alternative Technology Programs

TASK / EVENT

5 Ring Strategy

• There are 5 key areas that hold together and overlap

• If there is failure in any of these areas, there is the increased risk of an event

• Maintain the function and input of these areas and the likelihood of an accident is reduced

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Current & Alternative Technology Programs

Accident – causation components and actions

Key improvement action areas:

Management of man / machine interface

Assessment of existing / new technology

Equipment replacement / enhancement

Key improvement action areas:

LiHS

JSA / TBT training

Key improvement action areas:

Extensive procedure revision

New procedures introduced

S7000 participation in project solutions

Enhanced risk management process

Key improvement action areas:

Defined workflow communications process

Re-affirmation of responsibility / authority

Control of general deck access

Enhancements to project familiarisation

Informational screens

Key improvement action areas:

Training and competency system

Culture

Procedures

Organisation and Communication

Training

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Training

Procedures Culture

Organisation & Communication

Current & Alternative Technology Programs

TASK / EVENT

• Comprehensive planning and preparation of the operation must be deeper to ensure each activity is thoroughly investigated and challenged.

5 Ring Strategy applied to 2/4-S

Think ahead! Think ahead!!

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Training

Procedures Culture

Organisation & Communication

Current & Alternative Technology Programs

TASK / EVENT

- Method Statement for “each” activity step developed.

- Can we remove a human

interface?? - Challenge.

• Use of job card approach where activities are

grouped allowing:

5 Ring Strategy

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Training

Procedures Culture

Organisation & Communication

Current & Alternative Technology Programs

TASK / EVENT

- Task Plan for group activity

- J.S.A conducted for each activity

- Permit to Work part of job card

- Progress measurement and feedback to facilitate onward planning.

• Use of job card approach where activities are

grouped allowing:

5 Ring Strategy

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Training

Procedures Culture

Organisation & Communication

Current & Alternative Technology Programs

TASK / EVENT

- Equipment lists for each activity given

- Simplification of activities and specific information to allow T.B.T to be conducted

• Use of job card approach where activities are

grouped allowing:

5 Ring Strategy

- Pre plan any specialist training or get expertise

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Training

Procedures Culture

Organisation & Communication

Current & Alternative Technology Programs

TASK / EVENT

• Use of job card approach where activities are

grouped allowing:

- Task Plan for group activity

- Method Statement for each activity set-out

- Equipment lists for each activity given

- J.S.A conducted for each activity

- Simplification of activities and specific information to allow T.B.T to be conducted

- P.T.W. part of job card

- Progress measurement and feedback to be allowed

5 Ring Strategy

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Contents of a Job Card for Decommissioning

• Task overview • Safety particulars • Personnel requirements for task • Description of details of the work • Work permits • JSA forms • Discrete Risk Assessment of the

task • Plan of times for task • Completion checklists

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The Challenge – Gain and make safe access and remove

Remote structures, no access available Plan and develop solutions

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The Challenge – Gain and make safe access and remove

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Safe access and work platform established

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The Challenge – Establish safe access for cutting

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The Challenge – Establish safe access for cutting

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Guidance systems that are remotely installed and released

New and existing technology – Remove the human interface

Remove the human interface

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New and existing technology – Remove the human interface

Bespoke access, lifting and lift point systems

Remove the human interface

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Animations and physical models

To improve understanding, communication, and task briefings, physical models and animations are utilised

Better solutions, communication and briefings

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Task Avoidance

Personnel Protective Equipment (PPE)

Undesired Event

Principle of barriers – Swiss cheese model

Protect

Eliminate

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Risk Process Familiarisation Process

• HAZID

• Risk Assessments

• HAZOPS

• Table Top Exercises

• Review of Procedure together

• Familiarisation of Crew via Animations/Presentations • Campaign safety

awareness especially in “routine” activities.

Examples

• Working at Height

• Personnel Transfer

• Emergency Preparedness

This Must Capture :

• Residual Risks (ALARP) from Project Risk

Assessments • Energy Sources Inside The Work Process • Emergency Recovery

action plans • Risk Mitigation Toward Tasks Covered Under S7000 Procedures

• JSA / TBT

Familiarise Project

Personnel with S7000 Procedures

Interface Between

Project/Vessel

Procedures

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Project

Procedures

S7000

Procedures /

Standing Orders

Risk process / Bridging the gap between project and vessel

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HSE Statistics – Total Project

GENERAL SUMMARY TOTAL (Hrs) SAIPEM &

Subcontractors

Total Hours Worked 308,368

No. of Fatalities 0

No. of Lost Time Injuries (LTI) 0

No. of Medical Treatment Cases (MTC) 0

No. of Restricted work Cases (WRC) 1

No. of First Aid Cases 0

No. of Lost Work Days 0

No. of Safety Observations (S7000) 221

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HSE Statistics – Removal Campaigns

GENERAL SUMMARY TOTAL (Hrs) SAIPEM &

Subcontractors

Total Hours Worked 171,319*

No. of Fatalities 0

No. of Lost Time Injuries (LTI) 0

No. of Medical Treatment Cases (MTC) 0

No. of Restricted work Cases (WRC) 0

No. of First Aid Cases 0

No. of Lost Work Days 0

No. of Safety Observations (S7000) 108 (removal)

• - Includes all onshore and offshore activities in June

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Good project understanding and robust removal method development is key

Use Jobcards, physical models and animations for decommissioning

Perform as much subsea work from the same vessel to avoid simops

Invest in understanding the soils behaviour before construction activities and ensure that suitable contingency is available

Use pre-fabricated access wherever possible and get scaffold plans introduced earlier in project

Early engagement of contractors is recommended. All contractors to correctly plan their deliverables (avoid last minute work)

Ensure a good Client / Contractor relationship and accept correct managed change is likely

Never view decommissioning as “reverse installation” both operationally and contractually

Lessons Learnt

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Conclusions

Project was a great success from both HSE performance and schedule

Both Contractor and Client were focused on the issues and understood the differences due to a decommissioning project

Proactive HSE approach from client (not just a ‘policing’ approach)

Change is probable in a decommissioning project however it must be correctly managed.

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Animation

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