The Hook-up and Commissioning program for the BP operated Clair Ridge facility was conducted over a period of three years, starting with the accommodation platform in 2015/16, and then the Production and drilling platform over 2017 and 2018. The total topsides weight is 53,000 tonnes, and the field is located in the harsh waters of the Atlantic West of Shetland. Typically 750 persons were based offshore, but over the life of the program some 7000 individuals worked offshore at some point on the project. Recognizing the safety leadership challenges with such a major hook-up and changing workforce a huge amount of effort went into preparation and working with our contractors to onboard the workforce. Over the first months of the campaign the safety metrics were healthy and there was a good reporting culture, however an increase in incidents was seen, including one late in 2015 where a medical evacuation was required from the platform. The individual made a full recovery and returned to work however it caused the Operator and Contractor project leaders to reflect on their safety leadership and how they were working with and engaging with the workforce. It was a catalyst for change as the team was determined that no other serious incidents would happen during the project delivery.
In this paper we will share the Clair Ridge safety leadership journey and the steps taken by the operator, with the support and collaboration of the main contractors, to set a new approach to safety through the development of a genuine Culture of Care. This included: Building of trust and credibility between leadership and the workforce Leadership openness and transparency in communication Empowering front-line supervision to be safety leaders and giving them the skills and tools to do this well
Building of trust and credibility between leadership and the workforce
Leadership openness and transparency in communication
Empowering front-line supervision to be safety leaders and giving them the skills and tools to do this well
As a result of the approach the Clair Ridge team is proud that, in the three years since the incident in 2015, over 9 million offshore workhours have been completed without any other Lost Time Incident, and a safe start-up was achieved with no process safety related incidents. Clair Ridge realised some of the highest participation in safety observations and near miss reporting across the Operator's global projects portfolio, a continual and significant reduction in all injuries and benefited from an excellent reporting culture.
A Culture of Care has been owned by all, and been recognised and commended by the contractor workforce and visitors to Clair Ridge.
SPE - Proposal for Paper
‘North West Hutton Decommissioning - a Major Challenge….a Major success'
Description and Scope
This paper describes the HSE challenges surrounding the decommissioning and removal of the first UK Major Offshore Installation in the UK sector of the North Sea, the North West Hutton (NWH) installation. The paper will explain how excellent HSE performance was maintained throughout a complicated and many faceted project, including dealing with; the harsh North Sea environment, the interfacing of an array of contractor disciplines and a multi-national workforce. The many lessons learned during the project are outlined.
The NWH Installation comprised an 18,000 tonne steel jacket support structure and 20,000 tonnes of topsides module. In removal terms this involved the reverse installation of 21 modules, followed by subsea cutting and removal of 58 sections of steel jacket, sitting in 140m water in the northern North Sea.
If the NWH decommissioning project was going to protect the offshore workforce and the environment there had to be a clear hazard management strategy and implementation programme. It was essential that hazard management was integrated right from selection of the right removal engineering solution through to final disposal. The work was executed safely through building an excellent relationship with all contractors and provision of absolute clarity on expectations, standards and processes and their communication and application.
The information in this paper will be of interest and use to for the planning of any offshore decommissioning activities.
Results and Conclusions
The total offshore removal programme was executed with approximately 900,000 man hours. There were no days away from work cases or high potential safety incidents. A number of lessons were learned, including:
Good assurance of compliance