saipem limited Statoil 2/4S Removal Project GASSCO HSE Summit Removal of the Statoil 2/4 S Platform 23 rd October 2014

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1 Statoil 2/4S Removal Project GASSCO HSE Summit Removal of the Statoil 2/4 S Platform 23 rd October 2014

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

3 Introduction 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/Q different vessels and 2# cargo barges used in the saipem execution limited of the Project. 3

4 Project Details - Key Operational Dates Campaign 1 Survey 22 nd June 2012 S7000 Flyby Survey 30 th August 2012 Grout Survey Campaign 28 th November 2012 Campaign 2 OCV 21 st April 2014 Campaign 3 OCV Incorporated in to S7000 Removal Campaign Pre-tow survey 4 th July 2014 Removal Phase 1 S st July 2014 Removal Phase 2 S th August 2014 All structures delivered to KV Stord 18 th August

5 Project Details - Interfaces and Subcontracts Interfaces: 2/4-S deconstruction Warranty Surveyor Supplier and Subcontractors used: Dredging and Excavation External cutting (Piles and Riser) OCV Lift Frame (Design and Build) Offshore access and NDE Corner Platform Fabrication Survey (offshore and Pre/post tow) Survey (onshore) Rigging supply Lifting Clamps (2000t and 1100t)capacity Weather Forecasting Radiation Services Kværner Stord London Offshore Consultants X-Subsea Cut UK EMAS WESL Kaefer Opus Hollandia Fugro Parker Maritime Hendrik Veder/Franklin IHC Met Office Tracerco 5

6 Project Details - Field location and wet tow route - EKOFISK 2/4S Removal COPSAS {Field Operator} Gassco AS {Operator} Statoil {Client} - EKOFISK Field 218 NM to Stord 3.5 day 2.5 Knots c80m water depth 6

7 Project Details - Platform locations within Ekofisk - EKOFISK Field information Live Field c80m between structures 2/4T tank adjacent 80m water depth 7

8 Project Details - Structures removed 2-4S Jacket 2-4S Tripod and Deck 8

9 Project Details - Lifted and removed weights 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 9

10 Project Details OCV Scope OCV Scope - Campaign 2 Intervention Campaign April / May 2014 Excavation Pile Cutting Debris relocation Anode removal Leg cleaning 10

11 Project Details Survey Scopes - 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 11

12 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 12

13 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 13

14 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 14

15 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 15

16 Saipem risk management Project / Vessel interfacing 1. PROJECT SPECIFIC ACTIVITIES (MOSTLY NON ROUTINE) Project Action HAZID / Risk Assessment / HAZOP Project familiarisation Vessel / Site action Participate in and implement the above JSA at time of execution Risk reduced ALARP through Complete project life cycle 2. VESSEL / SITE ACTIVITIES INTERACTING DIRECTLY WITH PROJECT SPECIFIC ACTIVITIES (SOME ROUTINE) Project Action HAZID / Risk Assessment / HAZOP Project familiarisation Vessel / Site action Participate in and implement the above JSA at time of execution 3. VESSEL / SITE ACTIVITIES NOT CONNECTED TO PROJECT SPECIFIC ACTIVITIES (ROUTINE) Interface Point (Step Change in Risk profile) Vessel / Site action Task Risk Assessment JSA if activity is complex

17 5 Ring Strategy Current & Alternative Technology Programs There are 5 key areas that hold together and overlap Culture TASK / EVENT Procedures 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 Organisation & Communication Training 17

18 Accident causation components and actions Current & Alternative Technology Programs Key improvement action areas: Management of man / machine interface Assessment of existing / new technology Equipment replacement / enhancement Culture Key improvement action areas: LiHS JSA / TBT training Procedures Key improvement action areas: Extensive procedure revision New procedures introduced S7000 participation in project solutions Enhanced risk management process Organisation and Communication Key improvement action areas: Defined workflow communications process Re-affirmation of responsibility / authority Control of general deck access Enhancements to project familiarisation Informational screens Training Key improvement action areas: Training and competency system 18

19 5 Ring Strategy applied to 2/4-S Current & Alternative Technology Programs Culture TASK / EVENT Procedures Comprehensive planning and preparation of the operation must be deeper to ensure each activity is thoroughly investigated and challenged. Organisation & Communication Training Think ahead!! 19

20 5 Ring Strategy Current & Alternative Technology Programs Use of job card approach where activities are grouped allowing: Culture Procedures - Method Statement for each activity step developed. TASK / EVENT - Can we remove a human interface?? - Challenge. Organisation & Communication Training 20

21 5 Ring Strategy Current & Alternative Technology Programs Use of job card approach where activities are grouped allowing: Culture TASK / EVENT Procedures - Task Plan for group activity - J.S.A conducted for each activity - Permit to Work part of job card Organisation & Communication Training - Progress measurement and feedback to facilitate onward planning. 21

22 5 Ring Strategy Current & Alternative Technology Programs Use of job card approach where activities are grouped allowing: - Equipment lists for each activity given Culture TASK / EVENT Procedures - Simplification of activities and specific information to allow T.B.T to be conducted Organisation & Communication Training - Pre plan any specialist training or get expertise 22

23 5 Ring Strategy Use of job card approach where activities are grouped allowing: Current & Alternative Technology Programs - Task Plan for group activity - Method Statement for each activity set-out Culture TASK / EVENT Procedures - Equipment lists for each activity given - J.S.A conducted for each activity Organisation & Communication Training - 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 23

24 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 24

25 The Challenge Gain and make safe access and remove Remote structures, no access available Plan and develop solutions 25

26 The Challenge Gain and make safe access and remove 26

27 Safe access and work platform established 27

28 The Challenge Establish safe access for cutting 28

29 The Challenge Establish safe access for cutting 29

30 New and existing technology Remove the human interface Guidance systems that are remotely installed and released Remove the human interface 30

31 New and existing technology Remove the human interface Bespoke access, lifting and lift point systems Remove the human interface 31

32 Animations and physical models To improve understanding, communication, and task briefings, physical models and animations are utilised Better solutions, communication and briefings 32

33 Principle of barriers Swiss cheese model Undesired Event Eliminate Task Avoidance Personnel Protective Equipment (PPE) Protect 33

34 Risk process / Bridging the gap between project and vessel Risk Process Familiarisation Process Interface Between Project/Vessel Procedures Saipem Limited Project Procedures HAZID Risk Assessments HAZOPS Table Top Exercises JSA / TBT 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 S7000 Procedures / Standing Orders Familiarise Project Personnel with S7000 Procedures 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 34

35 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)

36 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 36

37 Lessons Learnt 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 37

38 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. 38

39 Animation 39

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