石油和天然气Spirit EnergyMorecambe Bay, Irish Sea, UK

Spirit Energy, DP6 and DP8 Simplification Project

Under a £24m EPC contract, DSL simplified process and control systems and carried out structural repairs and partial topsides decommissioning on two Morecambe Bay NUIs, removing over 500 tonnes of scrap steel.

关键指标

EPC contract value: £24m
Scrap steel removed: 500+ t
Man-hours without LTI: 300,000+
Rope access hours without LTI: 6,234+

升级与改造平台退役海上既有设施改造

New hydrocarbon recovery technologies have extended North Sea and Irish Sea assets beyond their original life cycle, and operators are choosing to upgrade and simplify their assets, processes and control systems. Spirit Energy wanted to simplify systems on DP6 and DP8, two normally unattended installations in the Morecambe Bay production complex.

The aim was a higher level of automation, increased production efficiency and fewer routine and intervention visits to the platforms. The scope also included structural repairs and a partial topsides decommissioning of redundant vessels and drilling substructure, all delivered in challenging offshore conditions.

DSL was awarded an EPC contract for process simplification, controls upgrade and structural repairs, partnering with a design and engineering house for the FEED and process design. Our dedicated project management, HSE and planning team produced comprehensive work packs and risk assessments, supported by in-house design, engineering and fabrication.

Offshore, DSL provided management, supervision and mechanical and E&I construction services. The work covered instrumentation, electrical and telecoms upgrades, process and utilities piping rationalisation, structural and piping installation, structural decommissioning and redundant equipment removal, supported by rope access teams, barge interface and de-interface, and the supply of MATCOs, lifting appointed persons and coxswains.

The contract was completed in September 2018. More than 500 tonnes of scrap steel was removed from the assets, and DSL completed over 300,000 man-hours without a lost time incident, including more than 6,234 hours on rope.

The project showed a Tier 2 contractor delivering an EPC scope normally associated with a Tier 1 contractor, with a collaborative approach and open sharing of information between client and contractor leading to cost and time efficiencies.

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