It has been said that hoses are the lifeline of your SPM. Unfortunately, they are also the most vulnerable part of your offshore terminal. To ensure that your hoses are well maintained and reliable, it is important to put an SPM hose test plan in place.
How frequently should I test my SPM hoses?
Hose manufacturers and OCIMF other operators vary on the life expectancy of a hose, but they rarely vary on the requirement for regular testing. Hoses need to be tested every 3-5 years because they deteriorate as they age.
What should an SPM Hose Test Plan include?
OCIMF guidelines offer a range of tests that need to be performed. We have included this list below:
Your terminal, however, is unique and it is important that you inspect your hoses for any known cause of concern. If your area is known for fluctuating temperatures, for example, you may need to test more frequently and pay attention to obvious degradation and other superficial damage that may otherwise be disregarded. Here, it is important that your testing team have the industry knowledge and experience required to offer you the most comprehensive testing tailored to your terminal, without breaking the bank on unnecessary items (or increasing risk!)
Find out more about MARSOL’s OCIFM testing in this case study.
Hose Testing records
Testing records are to be kept accurately and consistently with as much detail as possible. This is important because any new teammates that come on board should be able to analyse the history of your terminal at a glance, using the records.
This type of big picture data will also help you to approach your terminal operations in a holistic way, enabling you to identify the root cause of certain issues. By understanding the root cause of an issue, you can invest CapEx to enhance and optimise your SPM, instead of burning through your OpEx treating the symptoms every year.
Classification Society will review the testing records as part of the special surveys.
SPM Hose Testing does not mean replacing
When you test your hoses frequently, you will be able to predict possible failure before it occurs. This means that your hoses can be replaced or repaired following tests in order to extend their lifespan. This decision of whether or not your hoses are to be replaced or reused is not to be taken lightly. Make your decisions based on accurate data accumulated at YOUR terminal.
MARSOL proposes that you make the most of your change out by replacing failed hoses with new ones or previous spares which have remained unused, but within their design life. Older, serviceable hoses can be kept as spares in case of emergency. It is important to have spares as this will save you downtime should you be faced with an unforeseen event.
Skimping on an SPM hose test plan is not a good idea, but that doesn’t mean you need to spend money in places that do not benefit you. The best way to make the most of your SPM hose test plan is to have a team of experts tailor it to your terminal.
Whether financial or reputational, consequential costs of unmitigated risks or unexpected events can harm your company. As in most industries, the offshore oil and gas industry holds a great amount of risk. Avoiding risk is not possible, but a holistic offshore terminal risk management plan can make all the difference.
What is a holistic offshore risk management plan?
Looking at risks in isolation can blind you to their overall consequences and potential for snowball effect. This can cause you to misjudge the likelihood of the risk to occur and the severity of the outcome.
A holistic offshore terminal risk management plan looks at the bigger picture, taking into account fiduciary duties, design, operations and protocols to draw inferences and connections between the risks at hand. Find out more about MARSOL’s holistic approach here.
As every offshore terminal is unique, it stands to reason that every offshore risk mitigation plan must be too.
The terminal risk management plan is not a stagnant document buried in your ‘what if’ vault. Instead, it acts as a process, integrated with your project lifecycle.
The goal of a holistic offshore risk management plan
First and foremost, as with any risk mitigation plan, the holistic offshore terminal risk management plan aims to protect the stakeholders’ interests, but it also aims to achieve integrity management through a single point of responsibility or single custodian of the process, while maintaining cost efficiency.
Finding the root cause
For an offshore risk management plan to work effectively, it must be proactive, not reactive. For this reason, your maintenance team should not be chasing symptoms and effects. Instead, cast your attention to finding the root cause by means of data collection and analysis.
Some items for your SPM integrity management and risk mitigation plan to consider:
- Records control/data collection
- Assets & Spares Management
- Preservation and Maintenance
- Compliance to Guidelines
Having this control point or custodian perform the appropriate risk mitigation tasks at regular intervals of your process helps you to identify potential points of failure and to manage them proactively.
Managing Potential points of failure
Adding another dimension to the classic bowtie analysis, MARSOL’s holistic approach uniquely makes room for adjustment and interference before the effect and eventual consequences follow.
CAUSE → EFFECT (perception snowball) → CONSEQUENCES
In most cases it is lack of maintenance (CAUSE) that causes damage to assets and potentially the environment. (EFFECT). The Consequences, however, may include scenarios like the Tanker making protest letters that could affect how your insurance deals with a claim.
Consider for example these causes, effects and consequences:
In order to effectively integrate your offshore risk mitigation plan into your terminal operations, you can consider an activities layout similar to the MARSOL layout below.
This type of activities layout combined with the integrity management process flow above should provide you ample opportunity to investigate root cause and management potential points of failure before consequences set in, but as every terminal is unique, we suggest booking a consultation to discuss your terminal conditions for best results.
Isolating consequences to avoid the snowball effect
The snowball effect occurs when a single event triggers a second event and the second event causes further events.
When a snowball effect occurs, the root cause becomes harder to identify, and many O&M providers may end up treating what they believe is the root cause, but instead, it is merely a second or third effect caused by the initial trigger.
Such occurrences raise doubt in your company and can escalate the concern to reputational damage such as loss of trust, and financial implications such as work stopping or legal consequences.
As with all aspects of the offshore terminal, risk must be considered holistically. If you do not understand the bigger picture, unforeseen consequences can creep in and harm your company. Don’t let that happen to you. Get in touch for a consultation about offshore terminal risk management today.
Let’s get down to brass tax. Your terminal will always cost you money, but it’s not how much you spend, it’s what you spend your terminal budget on that will return results. The trick is to manage your OpEx and CapEx in a strategic way that you are investing in the intrinsic value of your offshore terminal and not the support costs. In this blog, we discuss your terminal investment and how you can make your money work for you with an OpEx strategy that spends money in the right place: Operational Integrity Management.
Assessment of Operational Integrity and current OpEx
The first step is to ascertain a client’s current operational efficiency and Asset Integrity, Reliability and Availability (IRA). This process should be based on a proven, phased methodology that offers measurable data. The goal of such an integrity assessment is to reveal areas in need of optimization and to help you measure success and predict failure.
We conduct the experience-based assessment from a rigorous Operational Engineering position by utilising:
- A quantitative evaluation of existing terminal assets, operations and environment
- An independent, objective and qualitative appraisal by way of a detailed report and workshop
- An established and well-defined roadmap for improvement based on the integrity management program
This involves identifying the categories and impending improvements associated with design, assets, operations, environment and the client’s desire to innovate and the risk appetite implied. Gathering historical asset performance data, operational parameters and site-specific environmental conditions, we are able to create an optimal Operational Integrity Management solution that is custom-designed for the terminal from an operational engineering perspective specific to the client’s unique operating environment and OpEx budget with the endorsement and support of the OEM and Alliance Partners.
Introduction of Operational Integrity Management
Given the completion of analysis, a design is developed and tailor-made for the terminal and OpEx budget at hand. This design aims to maintain an asset in a fit for service condition while aiding the quantification of the remaining useful life consistent with the applicable standards.
MARSOL’s Operational Integrity Management focuses on a holistic system based on data acquisition coupled with over 50 years of experience attained through our long term offshore terminal expertise in preservation, commissioning & planned maintenance system (PMS) programs. This means that our team of expert engineers benchmark the existing terminal activities against industry best practices before developing and implementing the optimal custom Operational Integrity Management solution.
Any changes that are introduced into the terminal, whether mechanical or operational must be performed in the most dependable, safe, and cost-effective manner to achieve sustainability. With this in mind, the design and introduction of Operational Integrity Management will lower risk, the likelihood of failure and the consequence of failure, keeping the risk to the people, environment, asset, and company. as low as reasonably practicable (ALARP).
The Operational Integrity Management Roadmap
Implementing an Operational Integrity Management plan with sustainability in mind means considering OpEx in balance with risk. For this, you need a good O&M strategy that ascertains the asset and operations’ areas of development. With all the data laid out and interpreted by our consultants, the client can make informed decisions by quantifying the financial, functional, and environmental and risk parameters.
With many stakeholders, such as operators, owners, local communities and insurers, it is vital that the entire facility’s environment and operational integrity be understood.
Operational integrity is our basis to provide extended services to cover life prediction and life extension programs. Especially with today’s ageing infrastructure and the low price of oil, this has become more and more relevant in the current market
MARSOL’s strategic approach to Operational Integrity Management ensures the facility’s integrity without compromise, while optimising both capital expenditure (CAPEX) and operational expenditure (OPEX). It directs the client spend towards maintaining the intrinsic value of the asset instead of external support costs and aims to lower risk while baring sustainability in mind.
Is your offshore terminal costing you more than it should? Let’s talk about OpEx and Operational Integrity Management.
While your offshore terminal may seem like a small piece of the puzzle, it plays a crucial role that can make or break your business in the oil and gas sector. To ensure that your terminal, whether single-point-mooring or multi-buoy-mooring, operates efficiently with your long-term goals and budget in mind, you need a sound O&M strategy.
Aspects of an offshore terminal O&M strategy
Your offshore terminal O&M strategy should serve to optimise and protect the integrity, reliability and availability of your offshore assets. This includes on-site management and operations, administration, engineering and maintenance execution.
Inspection, Repair and Maintenance
Through applying integrity-based Inspection, Repair and Maintenance (IRM) and creating an asset history, your terminal O&M strategy should be able to modify classic philosophies and associated work programmes periodically to reflect changes brought about by any influencing factors and unusual events. This will reduce risk within the system, as change is inevitable.
- Inspection & Condition Assessment
- Preservation Maintenance
Your offshore terminal O&M strategy should make provision for all marine assets and resources to ensure that time and money is accounted for. This provision will also highlight procedures required for safe and efficient tanker mooring and unmooring at the SPM/MBM. This includes hose connection and disconnection services as well as product transfer services.
- Pilot Services
- Tanker Handling vessels
- Emergency Response Services
- Oil Spill Response
Marine Hose Management Services
To ensure safe and reliable operation of marine hoses, a good offshore terminal O&M strategy will cater for hose management as well. Make sure that your turnkey O&M service provider is meticulous about regulated testing and as well fit-for-purpose operation of marine hoses.
- Hose Inventory Management & Storage
- Hose Change Out
- Testing and CLASS
- End-of-life assessment
- Destructive testing
Commercial Marine Products
Hardware provision is not an O&M service provider requirement, but it certainly is something to be included in your strategy. If your offshore terminal O&M partner can supply the desired marine products and can install, operate and maintain them according to manufacturer’s specifications – it’s definitely a bonus!
- HDPE Boats
- HDPE Modular Floating Docks
- HDPE Tanks
Why you need a turnkey O&M service provider
In the offshore oil and gas industry, many terminal service providers claim to be turnkey operations and maintenance providers, but they fail to meet the mark. This leaves you with unexpected operational costs and opens doors to risk, should multiple service providers fail to operate harmoniously.
A true turnkey solutions provider should cover every aspect of your offshore operations and maintenance so that you can focus on your core business. This includes the supply and maintenance of mechanical and electrical hardware, staff management and training, on-site execution and third-party outsourcing.
Such a provider gives you peace of mind through a single contact point and accountability.
The condition and operation of your offshore terminal can make or break your business in the oil and gas industry. To ensure that it functions at its very best, you need a sound O&M strategy and selecting a good long-term solutions partner is key.
As pioneers in the holistic terminal operations and maintenance approach, MARSOL prides itself on being a turnkey offshore O&M service provider, serving both greenfield and brownfield projects.
Don’t take chances on a patchwork team. Get in touch today.
The current market needs cooperation and support for EMEA and On Site Assistance, so much so that clients have expressed a market urgency in the hose planning sphere. Currently clients are approaching the market directly or via their agents for assistance. This creates a gap of knowledge transfer where clients have top-of-the-range products, but are unsure how to maintain and operate this optimally.
Market Need for Holistic Hose Planning
When it comes to hose planning, emergency support for immediate onsite engineering in case of failure is the first pain point that comes to mind, but when one approaches hose planning holistically, the market need becomes even more complex.
To avoid numerous emergency scenarios, there is a need for better hose logistics and storage, installation, testing and disposal tools and procedures. Procedures that favour hose life extension while maintaining the low level of risks and high level of performance.
For this reason, Marsol developed its Advanced Systems Integrity Management (ASIM) Program, an all-encompassing solution that ensures quality and efficiency fit for purpose.
Market Development Strategy & Brand Enhancement for Hose Planning
To approach this market need, short term and long term hose planning is required.
Short term services aim to increase volumes per customer.
- Direct sales through Agents
- Provide enhancement services
- Tendering -Upsell Options
- Build relationships through long term call out services
Long term services aim to increase market share without necessity to increase individual clients’ volumes.
- Retain existing clients
- Develop new clients
- Strengthen your brand locally and worldwide
- Through: Differentiators
- Localized rapid engineering response
- ASIM –Integrity management support leading to
- Hose life extension and life cycle management programs
Through short and long term hose planning, we enhance agents capability by supporting agents with value added tools.
This holistic hose planning approach changes focus from basic factory sales into enhanced turn key solution packages including:
•Site assessment (Operational)
•Site Specific Modeling
By proactively working with a holistic hose planning service provider like Marsol, agents can offer their clients aftersales and integrity services endorsed by the factory : An approach that disrupts the status quo.
Choosing your Hose Planning Partner
Ensure that your hose planning partner’s people are trained at the factory to ensure OEM aligned solutions and warranty protection programs.
Our Main Drivers
- We reduce client’ costs whilst
- Enhancing the service by
- redirecting expenditure
In order to:
- Maintain the intrinsic value of the facility
- Avoid interruption
- Safe operating practices with reduced risk
- Protect the environment
- Establish possible points of failure and mitigations programs
- Ensuring term cost effective functionality of the facility and assets Contributing to
- Long Term Market Development Strategy & Client Support
Establishing your hose management service focus
Services should address potential points of failure in support of its long term techno-commercial integrity management programs. This includes
- Integrity management and life extension of the facility and its individual components (pipeline, SPM, PLEM, hoses)
- Life prediction of the asset based on design criteria, Cause & Effect studies, and actual site conditions
- Collection and Analysis of the data to achieve realistic prediction and comparison risks
- Spares optimisation, storage, preservation program, cost reduction, material recycling
- Establishing service centers, identifying common denominators thus achieving standardisation and commonality of design
- Achieving economies of scale and optimisation of holding/hidden costs
Such a holistic hose management partnership offers the unique opportunity to combine strengths of both the integrity management partner and the agent supplier’s product specific knowledge and field experience.
Packaging this approach means combining expertise to fulfill the client’s expectations without losing focus on respective core competencies.
Your hose management plan should also be designed to offer
- Optimal risk management
- Minimization of OPEX and downtime costs
- Increased reliability and achievement of max life
- Optimization of CAPEX and OPEX Expenditure while considering cause and effect.
Are you putting together your SPM hose plan or revisiting your O&M strategy? Here we discuss examples of marine hose applications, lessons learned and best practices that help you to fulfil your fiduciary duties.
GREENFIELD OR BROWNFIELD SPM Hose plan
It’s never too early or too late to start your SPM Hose plan the right way.
When hoses begin to show symptoms or points of failure we apply the following process:
1. Find Root Cause
Before you hastily begin to treat symptoms such as ruptures, for example, ask yourself why they have occurred in the first place. This will help you identify numerous holistic factors that could be affecting your SPM hose plan.
2. Assumptions vs Facts / Data / History
Don’t let years of experience blind you. No two terminals are exactly the same.
Change is a constant and the sooner you realise this, the sooner you will begin to value data that can guide your SPM hose plan.
3. Analysis / Knowledge + Experience
Once you have obtained the required data, you can begin to cast an analytical eye.
This is where the application of knowledge and experience is pertinent. Derive correlation and explore all known and unknown paths.
4. Proactive Long Term Solutions
When you have successfully identified the root cause and you have taken into account all holistic factors, you can begin to create a more robust SPM hose plan with long term durability, efficiency and sustainability in mind.
Determining the root cause of issues in your SPM Hose Plan
When looking for symptoms of failure in your SPM hose plan, it is paramount that you determine the root cause through holistic analysis.
Here are some pinpoints to look for.
List of Hose Indicator examples
- Change in buoyancy
- Sheltering & Chafing
- Leak detector activation
- Catastrophic Failures
- Hose Handling
- Float Loss
- String Length
- Exceeding hose life
SPM Hose Plan – Lessons Learned
In this section, we highlight two case studies, each with its own challenges and bespoke solution for the best performing SPM hose plan.
Case study 1: Changing Environment
In this project, our belief that change is constant was yet again proved by the ever-changing environment and its effects on terminal efficiency and longevity.
- System Design
- Regional data vs Site-specific data
- Landscape changes
- Coastline changes
- Operational consequences
What the hoses told us:
Upon inspection of the current hoses in use, we discovered that local conditions have changed from the basis of design. This was clear through the hose misbehaviour and symptoms, or points of failure.
Rapid abnormal wear of floating hoses and tanker rail components.
Our listening method:
Collected and analysed data
What we heard:
Through SPM hose plan analysis and site experience we identified
- Root Cause
- Cost-Effective Solutions
- Optimum hose life
Case study 2: Design Assumptions
In this project, we investigated the effect that seabed assumptions in modelling can have on hoses, buoys and PLEM loading.
- Seabed variations
- Winter and summer positions
- Near and Far Scenarios
- Understanding current direction & magnitude throughout the water column
- Effect on behaviour and integrity
What the hoses told us:
These hoses showed signs of impact that not only required a temporary fix to preserve the current hoses but also long term solutions that would prevent further damage.
• Subsea hose string to hose string contact
• Subsea hose string to seabed contact
Our listening method:
Collected and analysed data
What we heard:
Through SPM hose plan analysis and site experience we identified
• Chain trenching, affecting chain pretension
• Increased buoy excursion
• Predominant winter & summer buoy position
• Change in hose profile
Fiduciary duties linked to your SPM hose plan
It is your fiduciary duty to make informed decisions regarding your SPM hose plan.
If you listen to your system you will get to know it. Once you know your system intimately any changes in performance or signs of upcoming symptoms will easily be noticed. This will help you adapt to change and maintain the intrinsic value of the facility.
It is your fiduciary duty to avoid interruption in your efficiency by predicting system behaviour. This, in turn, will help you to protect the environment and offer safe operating practices with reduced risk.
When your system is understood holistically you will begin to progress from O&M towards integrity, resulting in all the above-mentioned successes.
It is important to give SPM Hose plan management the tools to make informed decisions regarding hose and system O&M.
At Marsol we strive to share our holistic philosophies that have proven success time and time again.
- Listen to the hoses
- Find the root causes
- Implement optimum solution
These best practices within the SPM hose plan enable design modifications and operational changes that are fit for purpose.
Is your management team equipped with the best tools and processes for the job? Find out today.
When it comes to offshore construction, investors and owners often miss one valuable piece of the puzzle – long term continuous operation and maintenance (O&M). O&M is not something to be considered an afterthought, but instead, an investment to be considered from the very beginning, with holistic application throughout the project lifecycle. In this way your terminal will not only function more efficiently, but also at a better OpEx, with smaller CapEx.
Offshore construction with O&M in mind
When it comes to designing and constructing an offshore terminal, it is of paramount importance to determine two aspects before proceeding. What are the requirements in terms of throughput? How is the terminal going to be operated? Once this has been established, the basis of design can be finalised incorporating al the operational needs and design requirements. Thus, giving a blend of design parameters that ensure optimisation of both CapEx and OpEx. Typically, this would be intrinsic to establishing the budget and the EPC Contractor would need to construct in line with the above parameters. Is it thus fair to ask: “Have the interests of all stakeholders been considered?”
When approaching offshore construction holistically, it stands to reason that those who will use and regulate the facility should be involved in the design and construction process to ensure capital costs and operating expenses are optimised, while the ongoing integrity of the system is maintained.
Decisions should not be governed simply by minimising the design and fabrication costs. Instead, start by creating an operating philosophy document for O&M that deals with the entire value chain and lifecycle of the project.
Discrepancies from FEED to O&M
Over the years it has become obvious throughout the development process, that there were inconsistent contractual priorities when converting the Front-end Engineering & Design (FEED) concepts into reality (conflict between project management being short-term and operational management being long-term having different priorities and consequences).
We have to keep in mind that the owners, or financiers, will not be the operators of the terminal. This means that by the time these facilities are completed, the contracting structure (from FEED through to project champion) will involve investors’ consultants, the EPC contractor, contractors’ consultants, subcontractors and vendors.
The ‘Missing Man’ here is the future operator, who will inevitably take full care and custody of the facility under the O&M contract.
The needs and vulnerabilities of this stakeholders are often not considered by the preceding contractors, as it’s not the scope of any individual participator, leading to discrepancies between what is functional, what is required and what is constructed. In such cases, a lot of time and money has gone to waste.
To ensure that this does not happen to you, we suggest reaching out for a holistic approach based on the principle of interface management.
This very important consideration should not be stitched on in the end, but instead, be integrated into the design, engineering, fabrication, installation and operation processes right from the start of the project design.
The focus here will be on operational costs, to save on construction while building a terminal perfectly suited and regulated to meet your site-specific needs.
Optimising OpEx with O&M
For any project there needs to be a minimum viable product (MVP) with focus on OpEx (operational cost) optimisation. This is in part achieved through the conversion of the O&M philosophy into a basis of design, thus ensuring that operability is considered and catered for in the end design.
OpEx optimisation is best achieved by influencing the facility’s design and engineering at the early stages of the project because changes made at this stage can be made with the lowest cost impact while, at the same time, maximizing the design effect on long term OpEx. This is MARSOL’s operational engineering approach.
There are numerous components involved in ensuring the integrity of the system throughout its operating life, including design life realization, life expectancy and possible life extension, which should all be considered as part of the base of design inputs.
As an operating company, MARSOL is not only focused on sound design principles in order to optimize OpEx, but also to ensure sound design and component inputs to offer an underwritten long-term integrity management service.
Long-term integrity O&M
If your terminal is long passed its FEED stage, you can still optimise. MARSOL has invested years of experience and knowledge of the field into the creation of Marsol’s Advanced Systems Integrity Management (ASIM). ASIM uses data collection, analysis, holistic field condition data and methodologies (both physical and operational) to arrive at the optimum design for the site and service. This is of paramount importance as quite often, the operating environment in the modern-day context is changing, and thus the design parameters are no longer relevant and modifications may be needed.
Although ideally applied through design and construction, ASIM is effective at any point in the project lifecycle, because it follows the Marsol continuous improvement cycle which is aligned with The Deming Cycle.
The Deming Cycle (also known as PDSA Cycle), is a logical sequence of four repetitive steps for continuous improvement and learning.
The only constant we know is change. As investors and management, it is paramount to fully understand the implications of the changes, and adjust accordingly, as part of the integrity management regime.
Over the last 50 years, Marsol International Personnel has developed engineering solutions for the fabrication, commissioning and operation of offshore terminals and infrastructures. During that period, we have increasingly identified and reengineered points of failure in many different systems. Some were generated by design and engineering, but many by the changing environmental conditions and by operational practices not suited to that particular facility.
Controlling your CapEx with O&M
Although operating expenditure is crucial to a project’s success, the up-front capital expenditure (CapEx) is equally important. It is true to say that a sound OpEx Minimum Viable Product is maximised by sound design and engineering at the CapEx stage. However, if CapEx is considered in isolation, OpEx can be negatively affected. Costing you more in the long run.
This being the case it is vital to focus on design and engineering optimisation that not only takes into account the end goal and client requirements, but also considers expediency and cost-effective fabrication, material and component selection, installation methodologies, the operating environment and personnel.
Within the CapEx there are separate cost drivers that should be identified and accommodated. Right from the outset, during the FEED process design, decisions should not be governed simply by minimising the design and fabrication costs.
Consideration should include the cost of installation and operation, including preventative, and corrective and preservation maintenance principles. Assigning the responsibility for design and installation to an EPC contractor may facilitate the first step, but not the second; generally, the design has been approved already (often a variation of a generic design) by the client before issuing the tender. This places you back in the realm of discrepancy between FEED and long-term O&M.
An example of the above is the pipeline design: a pipeline needs specialist equipment, which in itself will require significant mobilisation and operating costs; at this stage, the advantages that could be gained by acquiring a more robust and costly pipe (one that could eventually result in savings in installation costs and have potential for a longer lifespan) will have been forsaken.
It is the same principle as the OpEx optimisation model: First we need to take the O&M philosophy, and resultant basis of design inputs, and then create a design, engineering and installation regime that encompasses all the requirements. It must optimise fabrication and installation costs while at the same time supporting the long term integrity management service.
When all is said and done, a facility that has a reduced risk of failure and the potential for life extension allows the parties to offer and underwrite such a service. This approach then addresses not only the client’s requirements, but also the needs of the other stakeholders, with regards operability.
Decisions should not be governed simply by minimising the design and fabrication costs.
Starting with an MVP
Marsol has developed a holistic approach to CapEx optimisation that has been established with a focus on SPM integrity management. This means that by combining the two skills sets, the client can be offered a full turnkey solution from FEED to operations, supporting the owner, EPC contractor, OEMS and future operators responsible for O&M.
This approach allows the smooth transition from FEED to long-term operations and protects all parties’ interests, avoiding costly (and potentially reputation-damaging) contractual discussions and disputes and replaces the blame game with sound technical solutions.
It is important to remain cognisant of your impact on the environment throughout the entire process. This is not only limited to -for example- a loss of containment incident and the obvious subsequent spill, but also the knock-on effect to unrelated parties (fisherfolk as an example) who are stakeholders to the environment in which your facility operates. Important to note that your day to day operations (without any incidents) may also affect these stakeholders in a negative way.
ASIM was originally developed to address similar criteria at brownfield installations without the benefit of being involved at FEED or basis of design phase. The principle of ASIM is to enter an existing field with the intent of establishing a holistic picture of the field and its operations. Then through the assessment of design criteria, historic information, new data and using experience gained on multiple sites, at different geographic locations, over extended periods of time, arrive at a site-specific integrity protocol. By creating the history you are providing managers the tools to make informed decisions, thus fulfilling their fiduciary duty.
By adopting a rounded, full lifecycle approach it is possible to ensure that all stakeholders take an approach that optimises both cost and operational efficiency at the minimum acceptable risk level over the entire life of a facility. The result is a win-win situation for all concerned.
Starting a new project with your eyes on CapEx optimization? Don’t settle for mediocre: Talk to the experts.
Ready to optimize an existing project’s O&M? Let’s discuss.