Oil, Gas and Shipping Magazine

ISSUE 73 www.ogsmag.com

BP

A British Success Story

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Cover Story Page 6 :

Contents

BP

“A British success story”

BP

A British Success Story

Page 10 Mojix- How BP won the European Supply Chain Excellence Award Page 14 Booth Industries- Design and manufacture of high

integrity fire and blast doors, windows, modular wall

systems and escape tunnels Page 18 ARC Energy Resources successfully completes weld

overlay of Wye Pieces for Vulcan SFM Page 26 Neste Oil launches a new low-sulphur marine fuel in December Page 27 Ennsub wins major contract to build bespoke launch

and recovery system for Benthic’s latest remotely

operated drill unit Page 27 SPDC completes sale of Oil Mining Lease 24 in Nigeria Page 28 DSCV SBM Installer sold to OS Installer AS Page 28 Aertessen and ALE to transport Antwerp’s largest load

on public roads in port’s history Page 31 Proserv secure significant contract with Hess Corporation Page 32 Deloitte- North Sea industry needs a cultural shift to

maximise UKCS potential Page 35 ISN targets UKCS growth with Aberdeen acquisition Page 36 BHP Billiton- A leading global resource company Page 44 Tyco Fire & Integrated Solutions- Life safety and asset integrity Page 2 Page 5 Page 11 Page 14 Page 19 Page 23 Page 25 Page 26 Page 29 Page 30 Page 33 Page 34 Page 42 Page 43 Page 50 Page 54 Page 55 Page 56

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BP

A British Success Story BP is one of the world’s leading international oil and gas companies, active in more than 80 countries and with a payroll of 83,900. BP provides its customers with fuel for transportation, energy for heat and light, lubricants to keep engines moving, and the petrochemicals products used to make everyday items as diverse as paints, clothes and packaging. All this started from BP’s difficult beginnings as the Anglo-Persian Oil Company and the first oil discovery in Persia, back in 1908.

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A British Success Story A Long History William D’Arcy gambled his considerable fortune on oil, and now he was on the verge of losing it all.

It seemed that the geologists and experts who had wagged their heads encouragingly at him since 1901 had all been wrong about the oil beneath the sands of Persia. Having never set foot in Persia himself, Mr D’Arcy didn’t even have adventure travel stories to show for his investment.

What he had was letters and telegrams from his explorer, George Reynolds, urging patience. Now Mr Reynolds would be on the receiving end of an insistent telegraph: drill to 1,600 feet and give up. But giving up was not part of George Reynolds’s character, even if he might admit that this particular search had often seemed doomed. It had taken 10 days just to get to Shardin, eight months to start drilling and six years of toiling to find nothing of any consequence.

Torrential rains had washed away four months of work on a link road to Masjid-i-Suleiman, where two weeks ago a drill bit had fallen off in one of two last-chance wells and taken more than a week to fish out.

Then George Reynolds got the break he had been waiting for. On 26 May 1908, the drill reached 1,180 feet and a fountain of oil spewed out into the sky.

From remote Persia, telegrams were slow. Mr D’Arcy got the good news five days later.

“If this is true, all our troubles are over,” he beamed, adding, “I am telling no one about it until I have the news confirmed.”

Within a year, the Anglo-Persian Oil Company, which would one day become BP, was in business. The press talked up the vastness of the new company’s potential to the point that on the day Anglo-Persian stock opened for trading in London and Glasgow people stood five deep in front of the cashiers at a Scottish bank, desperate to get in on the action. And William D’Arcy, who had nearly lost everything, was richer than he had ever been in his life.

To find oil in Persia, George Reynolds and his caravan of explorers had lived through seven years of harsh heat, gastric illnesses and disappointments. The next seven years would be no less difficult for the AngloPersian Oil Company, which would one day become BP. The construction of the Abadan refinery, which would one day become the worlds largest, took many years, hampered by logistical problems and illness.

By 1914 the Anglo-Persian project was nearly bankrupt for the second time in its short history. The company had plenty of oil but no one to sell it to. Cars were still too expensive to count as a mass market for fuel, and more established companies in Europe and the New World had the market in industrial oils cornered. Besides that, refining couldn’t remove the Persian oil’s strong, sulphurous stench. It couldn’t be sold as kerosene for home heating, one of the main consumer uses for oil at the time.

Enter Winston Churchill, who had taken a new role in British politics as First Lord of the Admiralty. Britons were proud of their navy, and oil-powered vessels were the latest innovation. But while AngloPersian executives had courted the Royal Navy for years as a prospective customer for its oil, the old guard at Whitehall had been hesitant to endorse coal’s upstart rival. Churchill was a believer. He thought Britain needed a dedicated oil supply, and he argued the case in Parliament, urging his colleagues to “look out upon the wide expanse of the oil regions of the world!”

Only the British-owned Anglo-Persian Oil Company, he said, could protect British interests. The resolution passed resoundingly, and the UK government became a major shareholder in the company. Churchill had ended AngloPersian’s cash crisis, and no one had long to quietly ponder the long-term implications of a company entwining its financial interests with a political entity.

Two weeks later, an assassin killed the Archduke Franz Ferdinand in Sarajevo. Six weeks after that, Germany attacked France.

The Great War had begun. By its end, war without oil would be unimaginable.

No longer the novelty ‘horseless carriages’ of old, cars flooded onto the streets of Europe and the United States in the 1920s and ‘30s. BP gasoline pumps appeared around Britain, often flying little Union Jacks as a patriotic flourish. There were 69 pumps in 1921, over 6,000 by 1925. On roadsides in mainland Europe the letters ‘BP’ became a familiar sight too, as AngloPersian, which produced BP gasoline, entered these markets with gusto. Persia changed its name to Iran in 1935, and to stay modern the company followed suit.

But the good times wouldn’t last much longer.

Everything changed in the autumn of 1939, when Britain entered World War II. Suddenly gasoline was a rationed commodity, and BP, Shell and the other brands on sale in the UK were consolidated together into a generic fuel labelled ‘Pool’.

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Nationality trumped commercial viability, and BP’s growth on the continent abruptly stopped. Winston Churchill once again called on Anglo-Iranian to support a war effort, and this time to give it everything they had. Ordinary employees lent their expertise to some curious and innovative schemes. They burned petrol at British airstrips to clear fog for take-offs and landings and helped engineer the giant, spooled gasoline pipeline that trailed Allied ships on their way to Normandy.

Like many companies, Anglo-Iranian, which would later become BP, lost a lot in World War II. But like many companies, it also gained the resolve it needed to keep moving forward. As Europe rebuilt so did Anglo-Iranian, investing in refineries in France, Germany and Italy plus new marketing efforts in Switzerland, Greece, Scandinavia and the Netherlands.

BP gasoline went on sale for the first time in New Zealand. But this fragile new stability would soon be shattered by political crises in the oil-rich Middle East, with tremors that would shake the ‘Iranian’ right out of Anglo-Iranian’s company name.

Oil exploration in the Middle East had transformed the region, bringing new wealth and political influence. Nationalists throughout the Middle East angrily questioned Western companies’ right to profit from Middle Eastern resources.

With Britain’s imperial hold on the region rapidly unravelling, Anti-British sentiment escalated especially. Among the nationalists, Iran’s prime minister spoke vehemently against Anglo-Iranian’s presence in Iran. In 1951 he convinced the Iranian Parliament to nationalize oil operations within the country’s borders.

The refinery was shut.

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Three months later, all political debate exhausted, the last of Anglo-Iranian’s expatriate employees boarded a cruise ship and were gone. An impasse followed.

Governments around the world boycotted Iranian oil. Within 18 months, the Iranian economy was in ruins. Mobs in the streets demanded the prime minister’s resignation. When the parties returned to the table, they hashed out a new arrangement allowing a consortium of companies, including Standard Oil of Indiana (Amoco) and others, to run the oil operations in Iran. Anglo-Iranian’s stake was 40%. In 1954, the board changed the company’s name to The British Petroleum Company.

As a company that had once staked its entire strategy on Middle Eastern oil, BP found that its world had now been fully turned inside out. Fortunately BP had recently discovered major

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How BP won the European Supply Chain Excellence Award BP won first place in the Energy sector from the PWC sponsored 2013 European Supply Chain Excellence Awards for its ground breaking supply chain system to track global movement of construction materials for a multi-billion dollar double platform to be deployed in the North Sea. This is a vast operation involving 150 suppliers across Europe, with construction occurring in South Korea. BP’s Track & Trace system is a cutting edge solution powered by Mojix Inc., a Los Angeles based company. It provides complete supply chain visibility in real-time, giving BP the insight into the whereabouts of materials from the time they leave the more than 100 suppliers, through multiple transport and storage points, to their final destination at Hyundai’s construction site in South Korea, giving BP more control over the supply chain, costs and project timeline. Tracking data is available to everyone in the project via a web portal enabling the project team to determine where any piece of equipment is moving or being stored at all times. The Track & Trace solution was provided by Mojix Inc consisting of the unique Mojix tracking solution based on radio-frequency tags without batteries, but also GPS and other identification technologies in combination with a software application that integrates all relevant identification data in real-time with the relevant back-end systems of BP and its partners.

BP has reaped multiple benefits from the increased visibility, including no lost or missing equipment and no time wasted searching for materials. The process of construction planning and implementation has been completely streamlined. Going forward, supply chain performance data collected will enable continuous improvement in planning.

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A British Success Story oil fields in other parts of the world, including Prudhoe Bay in Alaska and the Forties field off the coast of Scotland. Now the company had to figure out how to get that remote oil to the sites where it could be stored, shipped or refined into gasoline.

And that would test the company’s engineering prowess as well as its environmental commitment.

The Forties field was 160 kilometres from the nearest shore, with over 100 metres of water flowing over it. BP’s engineers had to design production platforms with legs tall enough to perch above the North Sea’s notoriously rough waters and robust enough to stay standing even through harsh winters. The pipeline to a terminal at Firth of Forth would be the largest deepwater pipeline ever constructed. It needed the built-in security and agility to survive intense currents and corrosion.

At 1,200 kilometres long, the TransAlaska pipeline system was the largest civil engineering project ever attempted in North America, and one of the most carefully watched.

BP and Atlantic Richfield compiled extensive reports examining every potential environmental risk. The final designs for the pipeline included long aboveground stretches so that the warm oil passing through wouldn’t melt the permafrost. Raised areas at caribou crossings ensured that migration habits wouldn’t be disturbed.

When the oil started to flow from Alaska, no BP refineries or stations in the United States were there to take it.

Instead a 25% stake in Standard Oil of Ohio (Sohio) ensured that Sohio facilities were standing by to bring the first Alaskan gasoline to market. BP’s stake in Sohio grew over the years, and in 1987 BP bought the company outright, incorporating it into a new national business, BP America.

That same year the British government sold the last of the shares it held in BP. Fully privatized and in a period of intense self-scrutiny, BP

accelerated its sell-off of businesses – minerals, nutrition – that weren’t core to what the company had always done well: find, refine, transport and sell fuel.

In the late 1990s, with stiff competition in the energy industry setting off a string of prominent mergers, BP and Amoco joined to form BP Amoco. Then ARCO, BP’s old rival on the North Slope of Alaska, joined the portfolio. Later, Castrol’s motor oils and Aral’s distinctive European operation would also join the group.

As a century drew to a close and a whole new millennium approached, people around the world turned their thoughts to the future. BP was looking forward, too. The 20th century had drawn much of its immense energy from oil, and all signs were that the same would be true of the 21st. With major, long-term projects in Russia, the Gulf of Mexico, North America, Azerbaijan, Indonesia and elsewhere, BP had a lot of oil and gas in the proverbial pipeline. Furthermore, technology, including discoveries from BP’s own research facilities, was opening up new frontiers in the search for fossil fuels. As the millennium turned, BP people threw themselves into finding new forms of low-carbon energy while reducing BP’s own contributions to carbon in the atmosphere.

BP got involved in a Clean Cities campaign in Europe, launched an emissions trading scheme and expanded its solar power business, which now also included Amoco’s solar assets. In 2000, after a period in which the group grew to include Amoco and ARCO and Castrol (with Aral soon to follow) BP unveiled a new, unified global brand. Its identifier was a green, yellow and white sunburst, symbolizing energy in all its dynamic forms.

Under this new banner BP took bigger and bigger steps towards addressing climate change. It installed solar panels at its service stations, brought solar power to remote villages in the Philippines, helped bring hydrogen-fuelled buses to London and introduced new, cleaner types of motor fuel. It created a unit, BP Alternative Energy, devoted to making from all the various types of low-carbon energy – solar, wind, natural gas, biofuels – a viable, largescale and profitable business.

Mindful also of the more immediate demands of the world economy, BP people watched as the presidents of Azerbaijan, Georgia and Turkey inaugurated the BakuTbilisi-Ceyhan pipeline, which would transport one million barrels of oil a day from the Caspian. Projects in Angola, Russia and the Gulf of Mexico also came on stream.

From that first, uncertain search for oil in Persia, BP had grown to become a global energy company, providing large quantities of oil while also making strides along a promising path towards oil’s alternatives. Some might say BP had become (and perhaps always had been) an organization that embodied energy in all its many forms.

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Today, BP continues to explore new fields and to break new boundaries. It focuses heavily on both upstream and downstream operations.

Upstream The Upstream segment is responsible for activities in oil and natural gas exploration, field development and production, and midstream transportation, storage and processing. BP also markets and trades natural gas, including liquefied natural gas, power and natural gas liquids.

BP uses sophisticated technologies and tried-and-true techniques to find oil and gas under the earth’s surface. More recently, scientific techniques and new technologies have greatly improved the odds. Before putting drill to soil or seabed,

BP uses topographical maps, aerial photography, sound waves, 3D projections and other tools to form an educated guess about the size, shape and consistency of the oil or natural gas that lies underneath.

When all the experts have been consulted, the risks have been assessed, the environmental studies have been carried out and the data has been compiled into workable maps of the exploration site, the drilling crew can get started. Before any drilling begins on land BP may need to build access roads, construct a temporary power station or install wells for the water supply. In fragile habitats or very remote places helicopters or barges may be the only responsible way to get equipment and supplies into place. Drilling for oil in the winds, currents and choppy waters of the open seas is even more challenging. The most difficult part is getting a drilling rig to stay in position despite the currents and waves. Jack-up rigs, semi-submersibles or

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drill ships will be used, dependent on the location.

After establishing that there are large quantities of oil or gas (or both) at a drilling location, this site is known as a field. The next step is to plan and build a production facility, taking environmental, social and logistical factors into account.

Out at sea, BP builds oil or gas platforms that are strong and steady enough to cope with the amounts of oil and gas to be extracted, the depth of the water and the harshness of the climate or underwater environment. Over the decades-long lifespan of most production facilities, chances are new technologies will help BP reach deeper and deeper into reservoirs, helping to extract more of the resources within them.

BP transports crude oil in two main ways: pipelines and shipping.

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A British Success Story The choice depends on each project’s logistics, economics and location, as well as environmental considerations.

Meanwhile, arranging to get large amounts of oil, gas and energy products to all the places where they are needed is a steady and demanding job in itself.

Oil or gas in a pipeline is kept in motion by a system of pump stations built along it. Workers walk the length of the pipeline regularly to check for any signs of potential leaks or other complications. Inside the pipes, devices known as pigs flow through, helping clean and inspect each section of pipe. The Baku-Tibilisi-Ceyhan, or BTC, pipeline was one of BP’s most ambitious pipeline projects in recent years. It spans 1,760 kilometres of rugged terrain, with 1,500 river crossings along the way. After more than six years of planning and construction, including consultations with governments, environmental groups and the communities along its route, it began transporting oil from Azerbaijan to Turkey in 2006.

BP’s shipping division provides the logistics to move BP’s oil and gas cargoes to market as well as marine assurance on everything that floats in the BP group. The BP shipping fleet includes tankers specifically designed to transport crude oil, refined products or liquid natural gas. It was formed in 1915 to carry products for the Anglo-Persian Oil Company. BP Shipping operates an international fleet of crude oil tankers, product tankers and LNG carriers, transporting these energy products all over the world. Ships are crewed by around 1,250 seafarers, supported by close to 400 on shore staff and lead the industry in terms of health and safety performance.

The delivery of upstream activities is optimized and integrated with support from global functions with specialist areas of expertise: reservoir development, technology, finance, procurement and supply chain, human resources and information technology.

Technologies such as seismic imaging, enhanced oil recovery and real-time data support BP’s upstream strategy by

helping to gain new access, increasing recovery and reserves and improving

Clair Ridge Project Clair Ridge is a £4.5billion investment in the second phase of development on the Clair field, which lies 75km to the west of the Shetland Islands.

The project will comprise two new bridge-linked platforms, as well as new pipeline infrastructure to connect to processing facilities on Shetland. The next major milestone is the installation of the topsides, scheduled in 2015, with production expected to commence in late 2016.

The Clair reservoir was discovered in 1977. In the 1980s ten appraisal wells were drilled. This activity demonstrated that the structure extended to an area of some 400 square kilometres (150 sq mi) with static oil-in-place, although it failed to confirm the presence of economically recoverable reserves. Two further wells were drilled in 1991, two in 1992 and one in 1995. In 1996 there was a breakthrough in the drilling and extended well testing (EWT) of one well. The EWT was followed by the side-tracking of an offset well into the pressure sink created by the EWT. The 1996 well test results set the scope for the 1997 drilling programme and triggered interest in a first phase of development.

Two further wells were drilled in 1997 to appraise the ‘Graben’ and ‘3A’ segments to reduce uncertainty in these areas adjacent to the core area. In May 1997 it was agreed by the Clair partners to jointly develop the field. BP was appointed as the operator and programme coordinator. A development plan was approved in 2001, representing an investment of £650m by BP and its partners, ConocoPhillips, Chevron and Shell, in the project. The production facilities were installed in 2004. The first stage of the development was inaugurated on 23 February 2005.

platform. The installation of the DP and QU steel jackets weighing 22,300t and 9,000t respectively was completed in August 2013, while the topsides are expected to be installed in 2015. Initial drilling works for the project include the pre-drilling of seven wells using an eight-slot subsea template with the help of a semi-submersible drilling rig. The remaining wells, on the other hand, will be drilled by the DP platform for over 12 years.

The project primarily involves the installation of two bridge-linked platforms at a water depth of approximately 140m, the drilling of 36 wells (26 producing wells and 10 water injectors), and a tie-in to the existing Clair Phase 1 export pipeline system. The platforms will include a drilling and production (DP) platform and a 9,000t quarters and utilities (QU)

The produced oil will be exported to the Sullom Voe Terminal (SVT) via a new 6.5km long and 22in diameter pipeline connected to the existing Clair Phase 1 oil export pipeline, whereas the produced gas will be exported to the SVT via a new 14km long and six inches diameter pipeline connected to the west of the Shetland pipeline system.

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Clair Ridge is the first sanctioned largescale offshore enhanced oil recovery (EOR) scheme using reduced salinity water injection (LoSal® EOR) to extract a higher proportion of oil over the life of the field. To reduce the environmental impact of the project, the platforms will be powered using dual-fuel power generators, incorporating waste heat recovery technology. Vapour recovery will also be used to capture and recycle low-pressure gas for use as fuel or for exporting to shore.

In August this year BP and its co-venturers confirmed the safe installation of the Clair Ridge platform jackets, a major milestone in the Clair Ridge project.

Trevor Garlick, Regional President for BP’s North Sea business said: “Less than two

years ago we announced our decision to invest in the giant Clair Ridge project.

The safe installation of the two jackets in to the sea bed is a fantastic achievement by the project team, and is a very visible sign of our commitment to maintaining a successful long term business in the UK.” The Clair Ridge development will have the capability to produce an estimated 640 million barrels of oil over a 40-year period, with peak production expected to be up to 120,000 barrels of oil per day.

The project is headquartered in London, where over 750 people are currently employed. Approximately half of the Clair Ridge investment is occurring in the UK, with over 80 British companies providing engineering design and support services, hook up and installation services, manpower and a wide range of engineered equipment.

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Other Projects: Petrochemical Plants BP announced this month that it plans to invest over $200 million to upgrade its purified terephthalic acid (PTA) plants at Cooper River, South Carolina and Geel, Belgium. The investments will position these assets amongst the most efficient PTA manufacturing facilities in the world.

“This allows us to apply our latest proprietary technology and process know-how to existing assets, significantly improving their cost competitiveness and reducing their environmental footprint,” said Luis Sierra, President BP Aromatics - Americas, Europe and Middle East. “It enables Cooper River and Geel to remain the leading PTA manufacturing complexes in the Americas and Europe respectively.”

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Arc Energy Resources Successfully Completes Weld Overlay of Wye Pieces for Vulcan SFM Weld overlay cladding specialist Arc Energy Resources has successfully completed a contract to apply a corrosion resistant surface to the internal bores of two forged wye pieces for Vulcan SFM destined for BP’s Clair Ridge development.

This latest opportunity involved the supply of two 22” wye pieces, required for the convergence of two incoming pipe lines into one outgoing pipe line. Vulcan SFM carried out the engineering design verification, optimising the shape and using a new proprietary material grade capable of providing the required strength and giving good weldability. This was especially important because the internal surfaces were to be weld overlay clad with Inconel 625.

This requirement for the cladding led to Vulcan SFM contacting Arc Energy Resources, a leading welding engineering specialist with 20 years’ experience in weld overlay cladding and fabrication in the oil and gas industry.

The design requirements introduced new challenges for Arc Energy Resources’ cladding equipment and required the company to build an extended pit to accommodate the wye piece at its final size. Commenting for Arc Energy Resources, Alan Robinson says: “For our weld engineers the specification of the cladding was fairly straightforward. However, the geometry of the wye piece itself posed a challenge because once finished, an inspection pig has to be introduced into the bore to ensure that it passes a vital ‘radius of transition’ test.”

Ian Nicholls commented that for Vulcan SFM, cladding a wye piece was a new procedure. However, Arc Energy had the knowledge, experience and equipment to complete the work so he was very pleased to build on the established relationship and work with them on this project.

“We had developed a very good relationship during previous projects and importantly, received really good support from everyone at Arc Energy Resources.” he says.

The wye pieces supplied by Vulcan SFM for the BP Clair Ridge contract were clad by Arc Energy Resources and delivered in May 2013 and, as Ian Nichols sums up, “Machining of the cladding was carried out and the post clad inspection was perfect.”

For further information contact: Cliff Hall, Arc Energy Resources Unit 12 Eastington Industrial Estate, Meadow Mill, Eastington, Gloucestershire GL10 3RZ Tel: +44 (0)1453 823523 Fax: +44 (0)1453 823623 E-mail: sales@arcenergy.co.uk Web: www.arcenergy.co.uk

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A British Success Story By applying the latest PTA technology to these world-scale production facilities, BP expects to greatly improve feedstock and energy efficiency thus reducing both variable and fixed cost and greenhouse gas emissions. PTA is the raw material used to make polyester, which is found in a wide range of consumer goods ranging from fabrics to food and beverage containers. The BP Cooper River site is the largest PTA producer in the Americas and BP Geel is the largest in Europe. Cooper River’s PTA1 unit, one of two units at the facility, is expected to be upgraded by mid 2016. The project expects to create around 200 construction jobs at its peak and indirectly support many more jobs in the region. When the project is completed, the reduction in annual greenhouse gas reductions should equate to eliminating the electricity and heating emissions of about 2,000 typical U.S. households.

The Geel upgrade is expected to create around 100 construction jobs at its peak and will also indirectly benefit other businesses in the area.

Geel’s PTA3 unit is expected to be upgraded by the end of 2015 with PTA2 following in 2016. The annual greenhouse gas reductions should equate to eliminating the electricity and heating emissions of 1,500 typical Belgium households.

Investing in Egypt BP Egypt has been awarded two new exploration blocks as a result of the 2013 EGAS bid round. BP and its partners have committed to invest a total of $240 million in the blocks over different phases. Block 3 – North El Mataria is BP’s first entry into the Onshore Nile Delta. The block is located in the northeastern part of the Nile Delta cone, approximately 57km to the west of Port Said city. BP will operate the block with 50% equity and Dana Gas of Abu Dhabi will hold the remaining 50% working interest.

Block 8 - Karawan Offshore is located in the Mediterranean Sea, in the northeastern part of Egypt’s economic waters. The block lies at approximately 220km to the NE and 170km to the NW of Alexandria and Port Said cities

respectively. BP will have 50% equity and the block will be operated by ENI, which holds the remaining 50%. The programme will include 3D seismic and three exploration wells in each of the onshore and offshore blocks in phases over 6-8 years.

Hesham Mekawi, BP North Africa Regional President, commented, “BP is proud of the successful partnership it has had with Egypt for 50 years. We look forward to continuing to play a key role in the development of Egypt’s energy sector and maximising the use of our existing resources. BP’s expertise and latest technologies will be deployed for mutual benefit in these new blocks, which it believes have gas-bearing characteristics.

Exploring the two blocks will require substantial investments to unlock their potential, and will be done as part of our commitment to meeting Egypt’s energy needs. We also look forward to working with our Abu Dhabi partners at Dana Gas.” BP has a long and successful track record in Egypt stretching back 50 years with investments exceeding $25 billion, making BP one of the largest foreign investors in the country. In Egypt, BP’s business is primarily in oil and gas exploration and production.

Downstream The Downstream segment is the product and service-led arm of BP, focused on fuels, lubricants and petrochemicals.

BP has significant operations in Europe, North America and Asia, and also manufactures and markets its products across Australasia, southern Africa and Central and South America. The segment comprises three businesses: Fuels, Lubricants and Petrochemicals. BP aims to operate all of these businesses as safe and reliable value chains and participates in multiple stages of each value chain, in the belief that it can deliver greater returns from integration than from owning a collection of discrete assets.

These value chains, combined with BP’s advantaged manufacturing operations, supply and trading capability and expertise in technology, allow it to pursue longterm competitive returns and sustainable growth. This strategy is about winning sustainably in the markets where BP chooses to participate: to outperform

the best competitor in a region and do it safely; investing to strengthen established positions while maintaining overall capital employed, and still seeking to shift the mix of participation and capital employed from established to growing markets. BP does this while operating within a stable financial framework to deliver attractive returns and growth in earnings and cash flow. The delivery of these activities is optimized and integrated with support from global functions with specialist areas of expertise: technology, finance, procurement and supply chain, human resources, global business services and information technology.

It has been quite a journey from those first tentative steps more than 150 years ago.

In 2014 and beyond, BP’s businesses are organized to deliver the energy products and services people around the world need right now.

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Neste Oil launches a new low-sulphur marine fuel in December Neste Oil will bring to the market a low-sulphur marine fuel in accordance with the EU Sulphur Directive requirements entering into force in 2015, and will begin distributing it in mid-December. The new fuel will significantly reduce sulphur, nitrogen and particle emissions in marine transportation. The Sulphur Directive sets a maximum sulphur limit of 0.1 per cent for marine fuels in the Baltic Sea, the North Sea and the English Channel. Vessels operating in these areas either need to install a sulphur scrubber or make a transition to low-sulphur fuel.

“The new product is considerably more refined than the usual heavy fuel used on vessels today. As a result of improved product quality the new low-sulphur marine fuel keeps the vessel’s engine cleaner and prolongs servicing interval of the engine. The fuel’s quality also brings savings in operating costs. By using a low-sulphur marine fuel our customers avoid the need to make large changes to their ships, such as installing sulphur scrubbers”, Olli Vesamo, Director of Neste Oil’s Direct Sales explains.

The product has been tested in different types of engines on five vessels; for example crude carriers M/T Tempera and M/T Mastera. The product worked perfectly in both main and auxiliary engines. The new lowsulphur marine fuel is stable and compatible with middle distillates. It does not create problematic bacterial growth in fuel tanks as it does not contain traditional biodiesel, FAME (fatty acid methyl ester).

Neste Oil produces high-quality low-sulphur marine fuel at its Porvoo and Naantali refineries and the product will be available at Finnish ports.

New marine fuel will be distributed by bunkering vessel in the Helsinki region. This is a fast, safe and efficient method widely used in many other large European ports. Neste Oil will also export low-sulphur marine fuel.

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SPDC Ennsub wins major contract completes to build bespoke launch sale of Oil and recovery system for Benthic’s latest remotely Mining Lease 24 in Nigeria operated drill unit Ennsub, the independent subsea design, engineering and technology company, has been awarded a contract worth £2 million by Benthic to build a newly enhanced and portable Launch and Recovery System to complement the latest addition to its seabed drilling and geotechnical drill fleet.

The Launch and Recovery System (LARS4) features Active Heave Compensation and 3000m deployment capability. It has been designed to provide Benthic and its clients with an enhanced deployment capability in deep and ultra-deepwater conditions and harsh environments. It has been configured to allow mobilisation of Benthic’s Portable Remotely Operated Drills (PRODs) on a wider range of vessels than was previously possible.

The contract includes the detailed design, manufacture and testing of a fully integrated launch and recovery solution, comprising of a high-speed electric winch with active heave compensation, bespoke deployment system and all associated power and control systems. The work will be undertaken at Ennsub’s new production facility in Teesside, UK. The equipment, which is estimated to take around eight months to design and build, will undergo detailed commissioning during Q2 2015 and will commence operations later that year.

Scott Macknocher, managing director of Ennsub, said: “This award reinforces our belief that an explicit understanding of end-user needs coupled with creative thinking and technical competence - can result in industry-leading deployment solutions for our customers.

“The Benthic LARS4 aims to deliver enhanced operating capabilities over comparable units and complements Benthic’s ambition as a leader in geotechnical seabed investigation.”

Steve Pywell, chief executive officer, Benthic added: “Benthic is very pleased with how the LARS4 design has been developed - to provide an enhanced deployment capability over a wide range of weather conditions yet fit within a relatively small on-deck footprint. We anticipate that LARS4 will enable Benthic to deliver services to our clients more efficiently and more reliably.”

The Shell Petroleum Development Company of Nigeria Limited (SPDC), a subsidiary of Royal Dutch Shell plc (Shell), has completed the assignment of its 30% interest in Oil Mining Lease 24 (OML24) and related facilities in the Eastern Niger Delta to Newcross Exploration and Production Limited (Newcross). Total cash proceeds for Shell amount to some $600 million.

This divestment is part of the strategic review of SPDC’s onshore portfolio and is in line with the Federal Government of Nigeria’s aim of developing Nigerian companies in the country’s upstream oil and gas business.

Shell has been in Nigeria for more than 50 years and remains committed to keeping a long-term presence there, both onshore and offshore. Through SPDC and its other Nigerian companies, Shell responsibly produces the oil and gas needed to fuel the economic and industrial growth that generates wealth for the nation and jobs for Nigerians.

OML24 covers an area of some 430 square kilometres and includes the Awoba, Awoba Northwest and Ekulama fields and related facilities. The divested infrastructure includes three oil flowstations and three gas processing plants, in addition to various oil and gas pipelines.

The divested fields produced on average around 13,000 barrels of oil equivalent per day (100%) during the first half of 2014.

Total E&P Nigeria Limited (10%) and Nigerian Agip Oil Company Limited (5%) have also assigned their interests in the lease, ultimately giving Newcross a 45% interest.

All approvals have been received from the relevant authorities of the Federal Government of Nigeria.

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DSCV SBM Installer sold to OS INSTALLER AS

SBM Offshore is pleased to announce that it has entered into an agreement to sell the DSCV SBM Installer, a Diving Support and Construction Vessel (DSCV), to OS Installer AS for US$150 million in cash.

OS Installer AS is a newly established joint venture between Ocean Yield ASA (75%) and SBM Offshore (25%). Both parties have signed a memorandum of agreement, and SBM Offshore will charter the vessel under a longterm bareboat charter for a fixed period of 12 years. The Company will have certain options to acquire the vessel during the bareboat charter period, with the first option exercisable after five years.

The transaction is expected to close before the end of 2014 and is subject to final agreement on bank financing.

The DSCV SBM Installer is a state of the art multi-purpose Diving Support and Construction Vessel (DSCV), based on the MT-6024 design from Marin Teknikk in Norway and built to DNV rules and international regulations. Built

by Keppel Singmarine in Singapore in 2013, the vessel features the patented ‘double-deck’ design which improves safety as well as providing significantly more deck space. The vessel is equipped with a class III DP system as well as a fully integrated 12-man saturation diving system capable of operating in up to 300 metres of water. A 250 tonne knuckle boom crane and 150 tonne winch will enable the vessel to carry out offshore construction and installation work in water depths of up to 1,500 metres.

AERTSSEN AND ALE TO TRANSPORT ANTWERP’S LARGEST LOAD ON PUBLIC ROADS IN PORT’S HISTORY ALE will be working alongside Belgium-based Aertssen to transport the Port of Antwerp’s largest-ever cargo (pictured above), weighing 1,050t and measuring 24m (length) 11m (width) 23m (height), on 2nd December, at 9.30pm.

This partnership recently received the Contractor of the Month award for the OPTARA project on behalf of Total in October. Both companies will be responsible for moving the load from laydown at quay 363 5km along Scheldelaan to the refinery.

The two market-leaders are currently working together as part of Total’s €1 billion investment in its refining and petrochemical complex in Antwerp. The first modules started transportation from the manufacturing yard in Tarragona, Spain, onto a heavylift ship to Belgium in October.

Once in Antwerp, the joint venture company has been using 80 axle lines of SPMTs to transport several heavy modules and have used large telescopic and crawler cranes for installation.

Yannick Sel, Sales Manager at ALE - Projects, said: “Previous loads have never exceeded 800t so transporting the Port’s heaviest load ever weighing 1,000t is an historic moment we are proud to be a part of. Preparations have been made for this over the last months and we are looking forward to receiving the module in due course. This epic undertaking is only possible because of the expertise from both Aertssen and ALE.” Koen Van Dyck, Account and Project Manager at Aertssen added: “Operations have well started and soon we will be at full operating speed.

The good teamwork of ALE and Aertssen makes it a big pleasure to bring this impressive project to a happy end.”

The project started in October and is expected to complete in March 2015.

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Proserv secures significant contract with Hess Corporation This latest award by Hess Corporation is for the provision of a 12-well subsea control system along with associated topside and subsea interface equipment for the deepwater Stampede development, situated in the Gulf of Mexico.

Work for the project will be carried out in various Proserv subsea service centres and technology hubs around the world, reinforcing the company’s strong inter-regional capability. The design and manufacture of the subsea electronics modules (SEMs) and subsea control modules (SCMs) will be carried out by Proserv’s team of subsea experts in Great Yarmouth, UK, with Proserv’s Trondheim facility in Norway providing technical support. Final testing, servicing and the integration of equipment will be carried out at Proserv’s new dedicated controls facility in Houston, USA. The systems will be delivered to the client in a phased approach throughout 2015 and 2016 in line with key project milestones.

Proserv has a long-standing relationship with Hess Corporation and over the past three years has secured work with the operator which, including this latest award, is estimated to be worth around $35 million. These activities included providing subsea controls equipment and services for Hess Corporation’s Tubular Bells field, a fast-track project that has just announced first production, and Hess GoM brownfield projects.

David Lamont, Proserv CEO, said: “This is a significant win for the company that highlights the strength of our technical and engineering expertise as well as our market-leading status in the subsea controls and communications field.

“Proserv has already worked with Hess Corporation on several projects and the award of this contract is testament to the strength of our relationship and their trust in our ability to deliver robust technology solutions and services on time and to the highest standards.

We look forward to working with Hess Corporation in the successful delivery of this project and would also like to congratulate them on the expeditious production of first oil from the Tubular Bells development.”

Proserv, which operates worldwide across several regions, has a 40-year track record in delivering bespoke solutions for the energy industry, particularly in the drilling, production, subsea and marine market sectors.

The latest contract award builds on Proserv’s high-profile portfolio of clients and projects, and mirrors the company’s global success through contracts with major operators in other international provinces.

It also comes just weeks after Proserv was acquired by Riverstone Holdings LLC, a major US private equity investor with an impressive track record of backing independent operators and energy service companies.

News

Global-leading energy services company Proserv has secured a major contract win worth in excess of $20 million, underpinning the company’s fast-evolving international footprint and market-leading status in the subsea arena.

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North Sea industry needs a cultural shift to maximise UKCS potential

Report says new regulator, Government and industry need to adapt to “new reality” Companies operating in the North Sea require a cultural shift to make the most of the its potential, according to a new report from Deloitte, the business advisory firm.

News

The report, which gauges the oil and gas industry’s reaction to Sir Ian Wood’s Maximising Recovery Review, calls on the new regulator – the Oil and Gas Authority (OGA), the Government and companies operating in the North Sea to adapt to a new reality in the basin.

Overall, the research found respondents: • •

•

Supported a strong new regulator which can demonstrate focus and influence; Wanted HM Treasury to outline a stable, simple and internationally competitive fiscal regime which reflects the diverse profile of the UK Continental Shelf (UKCS); Thought closer collaboration between companies would help drive efficiency and cut costs related to extraction, while tax incentives and possibly different ownership models could encourage the sharing of infrastructure.

Derek Henderson, senior partner in Deloitte’s Aberdeen office, said: “The UK’s oil and gas industry is going through a serious period of transition; its three major stakeholder groups need to change significantly and adapt quickly. There must be more collaboration both between and within the groups, with companies working together to make extraction more economically viable and increased coordination between departments at Whitehall.”

The report also found that drilling activity on the UKCS needs to double to more than 90 wells per year over the next two decades to make the most of the estimated $1.3 trillion1 worth of oil and gas which potentially remains.

Henderson commented: “Only about a third of the known recoverable resources in the UKCS are left. The ‘easy oil’ days are gone and we need a fiscal regime that is more reflective of the current state of the basin. Companies are looking for a tax system which is simple to navigate, stable over the longer-term, incentivises investment and is competitive by international standards. Making the right changes could mean billions of pounds of difference to the UKCS, and simultaneously increase the taxable income as more oil and gas is recovered.”

Crucial to the changes will be the new regulator “with teeth”; the OGA, announced following the Wood Review. Businesses emphasised the need for the regulator to have the ability to encourage, incentivise, or enforce new ways of working.

Geoff Gibbons, oil and gas consulting partner at Deloitte, said: “The industry is very supportive of the new regulator and the Wood Review as a whole. However, those leading the OGA must have the powers required to lead companies and the UK Government in the right direction and make sure the utmost is done to maximise the resources left in the North Sea. “Nevertheless, industry cannot afford to sit and wait for the regulator to drive change. Respondents were quick to point out that many of the measures required have been known for some time and there is strong scepticism that real change will be delivered.

“If the industry can achieve all of the steps outlined by the Wood Review in time, this shift could help make the most of the remaining resource on the UKCS through maximising volumes, economic extraction and eventually effective decommissioning.”

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ISN targets UKCS growth with Aberdeen acquisition The specialist information and communications technology (ICT) services firm, headquartered in London, is enhancing its oil and gas expertise and presence by establishing an operation in the heart of Aberdeen, through this acquisition.

ISN works with oil and gas companies at every stage of their asset or business maturity, and delivers high performance ICT solutions and services that power companies from head office to well site, both in the UK and internationally.

Virtual Stream specialises in the design, configuration and support of enterprise ICT infrastructure – especially Citrix, VMware and Microsoft applications – and will be fully integrated into the ISN business with effect from January 2015.

This strategic acquisition brings two complementary and culturally similar businesses together, broadening and deepening the service offering to existing clients and creating a team of more than 80 technical specialists across the combined business.

Earlier this year Aberdeen-based Maven Capital Partners, a leading provider of private equity to the energy services sector, backed the growth of ISN in a £4.6 million deal that saw former Nessco founder Tom Smith join the firm as chairman.

ISN is led by a management team with significant sector expertise which has enabled the business to differentiate itself as an oil and gas specialist and which offers a distinct advantage to its client base.

ISN offers a range of IT services, from strategic advisor and project management, which often involve the design and installation of the entire ICT solution, to the day to day administration of managed services, including remote monitoring and service desk functions.

David Greenwood (pictured above), managing director of ISN, said: “This deal brings two businesses with strong and complementary cultures together, positions us within the UK’s oil and gas centres and provides considerable benefits to our current and future clients.

We believe there is a strong appetite for an organisation of our scale and substance in the market and we look forward to providing our collective client base with an expanded service offering, as well as winning new business by being based in the granite city.”

Virtual Stream founder Russell Robertson (pictured above) said: “There is a natural fit between the two businesses and our respective clients and partners, which will facilitate integration and the expansion of our service offerings. The team here is looking forward to growing market share in Aberdeen as part of ISN, drawing on our strong technical backgrounds and understanding of the needs of oil and gas.”

Ewan MacKinnon, investment director of Maven, said: “We are very pleased with the acquisition of Virtual Stream. It will enhance ISN’s capabilities and extend their client base to include additional companies in Aberdeen, an important market for future growth.

News

ISN has acquired Aberdeen IT consultancy, Virtual Stream, for an undisclosed sum.

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BHP Billiton A Leading Global Resources Company

BHP Billiton is a leading global resources company, formed from a merger between BHP and Billiton. From two small mining companies founded in the mid-1800s, BHP Billiton is now a world leader in the diversified resources industry. The company is among the world’s largest producers of major commodities including, aluminium, coal, copper, iron ore, manganese, nickel, silver and uranium, and have substantial interests in oil and gas. An unrivalled portfolio of high quality growth opportunities will ensure BHP Billiton continues to meet the changing needs of its customers and the resources demand of emerging economies at every stage of their growth. The diversification of the BHP Billiton portfolio continues to be its defining attribute.

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History Billiton’s roots trace back to 1851 and a tin mine on a little known island in Indonesia, Billiton (Belitung) island. Billiton became a global leader in the metals and mining sector and a major producer of aluminium and alumina, chrome and manganese ores and alloys, steaming coal, nickel and titanium minerals.

Billiton also developed a substantial and growing copper portfolio.

Broken Hill Proprietary’s rich history began in a silver, lead and zinc mine in Broken Hill, Australia.

Incorporated in 1885, BHP engaged in the discovery, development, production and marketing of iron ore, copper, oil and gas, diamonds, silver, lead, zinc and a range of other natural resources. BHP was also a market leader in value-added flat steel products.

BHP and Billiton merged in June 2001, becoming one of the world’s largest diversified resources businesses that is today among the world’s largest producers of major commodities, including aluminium, coal, copper, iron ore, manganese, nickel, silver and uranium, and with substantial interests in oil and gas. In 2010, BHP Billiton celebrated its 150th anniversary and three significant milestones: Billiton’s establishment on 28 October 1860, BHP’s incorporation on 13 August 1885 and BHP Billiton’s listing on the Australian and London Stock Exchanges on 29 June 2001.

Business Areas BHP Billiton’s’ aluminium business has a portfolio of assets in three stages of the primary aluminium value chain: mining bauxite, refining bauxite into alumina and smelting alumina into aluminium metal.

It is one of the world’s largest integrated producers with operations in South America, Southern Africa and Australia.

Aluminium is a widely used non-ferrous metal with demand driven by end use consumption in transportation, packaging, construction and household items.

Its nickel business is one of the world’s largest nickel miners, the fifth largest refined nickel producer and a global supplier of nickel to the stainless steel industry.

BHP Billiton has two producing assets located in Australia and Colombia. Austenitic stainless steel, or nickel-containing stainless steel, promotes a more stable and ductile structure that contributes to corrosion resistance. This product is instrumental to many industries including architecture, transport, aerospace, medical and heavy industries as well as chemical processing and energy applications.

Nickel is also an essential element in many non-stainless steel applications like specialty alloys, foundry, chemicals and refractory material industries.

The manganese business has two producing assets located in Australia and South Africa and is a world leader in the seaborne supply of manganese ore and a global producer of manganese alloy.

Manganese is an indispensable element in the manufacturing of steel, which in turn is an essential material in many industries including construction and transportation. Its use in the steel making process results in increased strength, resistance and machinability.

BHP Billiton’s globally diversified coal business produces thermal coal primarily for use in the electric power generation industry and high quality hard coking coal

for use in the international and domestic steel industry. With operations strategically located in areas with seaborne access, the business delivers logistical advantages to its customers.

BHP Billiton has access to dedicated deep-water ports allowing the use of large capacity vessels to further build on regional logistic advantages. There are eight thermal coal operations located in South Africa, Australia, the United States and South America.

In addition to seaborne supply into the Atlantic and Pacific markets, BHP Billiton services domestic markets in South Africa, Australia and the United States.

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Metallurgical coal has a total of eleven operations and a further two green-fields mines under construction in Australia.

These assets produce high quality hard coking coal, which is an essential raw material in the production of steel. This high quality hard coking coal is produced from low cost asset bases in Queensland (predominantly open cut mines owned in an alliance with Mitsubishi Development Pty Ltd and Mitsui) and New South Wales (100 per cent underground operations). With long life reserves, a strong portfolio of undeveloped resources and key infrastructure, the Coal business

has the flexibility to continually expand BHP Billiton’s production capacity in line with customer needs.

BHP Billiton’s copper business has an excellent portfolio of mining operations with substantial growth opportunities and a number of expansion opportunities — both greenfield (new sites) and brownfield (developments on existing sites). This is allowing the company to expand production significantly through various projects. With a portfolio of large, low-cost mining operations — including the Escondida mine in Chile which is the world’s largest single producer

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of copper — the aim is to become the pre-eminent supplier in copper through capacity expansions, reliable supply and innovative solutions. The operations also produce uranium oxide concentrate, lead concentrates and zinc concentrates, and provide base metal concentrates to custom smelters and copper cathodes to rod and brass mills and casting plants. BHP Billiton is also focused on exploration. Its greenfield activities allow exploration of some of the most geologically prospective terrains across a wide array of countries and operating environments. Exploration activities include opportunity identification, application for and

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acquisition of mineral title, early reconnaissance operations to multimillion-dollar delineation drilling programs.

BHP Billiton Iron Ore is one of the world’s leading iron ore producers with operations in Australia and Brazil, selling lump and fine product from Australia and iron ore pellets from its Samarco operation in Brazil.

Principal iron ore operations are based in the Pilbara region of northern Western Australia. The operation comprises a complex integrated system of seven inland mining operations, more than 1,000km of rail, stockyards and two separate port facilities located in Port Hedland. These operations are owned through a number of Joint Venture arrangements. BHP Billiton Iron Ore is a 50:50 joint venture partner with Vale at the Samarco operations in Brazil. Iron ore is a major component in many modern office towers, including iconic structures around the world. It is also used extensively in motor vehicles, washing machines, refrigerators, ovens and other white goods. In pursuing ongoing growth plans, BHP Billiton Iron Ore is committed to working with its local communities to support sustainable development in the region and ensure their needs are incorporated into the company’s expansion plans.

working interest with a bias for operatorship. It also holds interests in exploration blocks, exploring for significant upstream opportunities in proven basins and promising prospects around the world using the latest seismic and geophysical technology to locate new resources.

BHP Billiton’s potash activities are aimed at potash project development. Its interest in potash is via development projects largely within the Canadian province of Saskatchewan. Potash is a globally traded commodity primarily used as a fertiliser. BHP Billiton has exploration rights to over 14,500 square kilometres of highly prospective ground in the Saskatchewan potash basin.

The Jansen Project, located 140 kilometres east of Saskatoon, Saskatchewan, is its most advanced project and is in feasibility study stage.

Sustainable Communities

This month, in response to the widespread devastation caused by the Ebola outbreak in West Africa, BHP Billiton Sustainable Communities has donated US$400,000 to the Pooled World Health Organisation (WHO) Ebola Response fund. The contribution from BHP Billiton will provide immediate actions to support affected countries and will provide interventions in neighbouring at risk countries until December BHP Billiton Petroleum has 2014. BHP Billiton has worked in exploration, development, West Africa for a number of years production and marketing activities through its iron ore exploration in more than a dozen countries assets. Business Director West around the globe, with a significant Africa Iron Ore, Graham Reynolds, position in the deep water Gulf of said: “The West Africa region is Mexico, onshore US and Australia. in desperate need of international Petroleum also operates assets assistance to contain Ebola. It in the United States, Australia, is both a direct and indirect United Kingdom, Trinidad and humanitarian disaster impacting on Tobago and Pakistan. Its oil and every person living in the affected gas strategy is to focus on material countries including our employees opportunities, at high

and contractors past and present.”

BHP Billiton Sustainable Communities is a charity established by BHP Billiton as part of its community investment program. Most projects supported

by BHP Billiton Sustainable Communities are multi-year projects and they predominantly focus on building capacity of individuals and institutions, ensuring the programs will leave

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a lasting positive legacy after completion.

Striving For Excellence BHP Billiton never takes its performance for granted. It continues daily to strive to safely operate all of its assets at capacity and continue to identify those resources that it will leave to the next generation of BHP Billiton leaders.

BHP Billiton is committed to the health and safety of its people, the environment and the communities in which it operates. The long-term nature of its operations allows it to establish long lasting relationships with the host communities where it works together to make a positive contribution to the lives of people who live near its operations and to society in general.

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We aim to provide a high level of service and this means that every single job is specifically tailored to suit the customer’s requirements.

Our 12 robust AS-350 helicopters can handle almost any task. It is the ideal helicopter for sling operations with our experienced and competent long-line sling pilots. Our 8 Bell 212s with their versatile and spacious cabins, are effective in mobilizing your exploration camp.

Our Dash 7s are very flexible combi/cargo aircraft that can meet all passenger and cargo requirements. With its unparalleled STOL capability, it matches the short runways all over Greenland and it is capable of landing on frozen lakes and other simple runways.

We are simply your sustainable choice in Greenland.

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Life Safety and Asset Integrity

Tyco International is the world leader in electronic security and fire protection to more than 7 million customers worldwide through its global ADT, fire protection services and safety products businesses. Its commercial customers are both small and large, spanning retail, banking, logistics, maritime, mining, petrochemical, government and many other industries. They include 80% of the world’s top 100 retailers, 300 international airports, 80% of commercial vessels at sea and some of the world’s largest mining and petrochemical operations. Tyco International’s portfolio of products and services are used to safeguard firefighters, prevent fires, deter thieves and protect people and property. All of these services are backed by over 80,000 dedicated and responsive local service team members in over 500 offices around the world. Although the total portfolio of offerings is split into three divisional streams, the business works very much as one whole, offering the best in quality products and services. From its Centre of Excellence in Manchester, England, Tyco designers and system engineers provide support to many sister companies around the world. By focussing on quality systems and people, Tyco provides a service that is of the highest standard and ensures that its customer base receives high quality systems that, put simply, “do the job”.

Tyco Marine Services are specialists in fire protection, safety systems and service throughout the world and have an unrivalled firefighting package that is underpinned by its own manufactured products, designed to meet the requirements of the marine industry in the 21st century. With a long history of providing bespoke fire safety solutions for both commercial and military applications, Tyco Marine Services are certainly best placed to offer a diverse range of Fire Detection, Suppression and Safety equipment. Tyco are constantly developing its range of fire detection systems, utilising the latest technology to provide a cost effective high performance solution. Detection solutions cover both conventional and addressable systems and the MX T2000 addressable controllers are industries’ preferred choice across the world. This system has been recently enhanced by the introduction of the 850 series of detectors. These detectors meet the latest marine regulations and have already been approved by the major class societies. Tyco is one of the only manufacturers that are able to offer a complete range of suppression solutions, from CO2, Novec, FM200, water mist, sprinkler and spray, to foam systems (including Hot Foam). Tyco Marine Services are strategically placed at locations around the world to offer a full through life support for Tyco designed systems.

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“Tyco provides a service that is of the highest standard and ensures that its customer base receives high quality systems that, put simply, “do the job”.

All of their service engineers have the experience and depth of knowledge that guarantees the highest level of service in most locations around the globe and their access to products and additional services means that customers can be assured that all requirements can be met.

Tyco Fire & Integrated Solutions specialise in the design and maintenance of safety critical systems which monitor and control, ensuring a safe working environment in the demanding petrochemical industry. In an emergency Tyco’s automated safety systems operate by detecting and containing an incident, preventing escalation and leading you to safety. Whilst being part of an International Company, Tyco Fire & Integrated Solutions provides a local presence in your area, catering for the specific day to day needs and demands of clients. Within its individual business units, it has considerable resources. It is staffed by qualified, experienced engineers and designers who use the most up to date computer aided technology, applying it to systems throughout the Oil & Gas & Petrochemical industries on a number of diverse applications. The role of the Oil & Gas division is to provide a full scope of solutions to the industry and provide clients with a tailored point of entry into an extensive engineering product and service base.

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“Tyco have been completing deluge design, installation and testing within the North Sea for the past 30 years and have been working with the HSE post KP3 report, standardising the industry approach to deluge�

Solutions range from supplying multi-million pound turnkey projects to component spares. Tyco Fire & Integrated Solutions is ISO & OHSAS accredited with regard to health & safety, quality & environmental approvals. Its areas of expertise include, consulting consulting services, feasibility and pre-engineering studies, project management, detailed design, manufacture and installation, full turnkey contractual responsibility, commissioning, training, on-going 24hr Service and Maintenance Support and inspection and testing.

Tyco have been completing deluge design, installation and testing within the North Sea for the past 30 years and have been working with the HSE post KP3 report, standardising the industry approach to deluge. In recent years it has been instrumental in implementing the dry testing for deluge systems. This has borne significant cost savings for clients and more importantly the primary method of fire fighting has been fit for purpose. Tyco has personnel completing offshore deluge testing who have in excess of 20 years practical offshore experience, this is backed up by onshore support with a similar experience profile. The foundation of the scopes executed is to meet client needs and to ensure systems adhere to British and International Standards for fire protection.

www.ogsmag.com As a business, Tyco are market leaders in the provision of fire protection solutions onshore and offshore. Offshore, the scope of supply we execute is to ensure life or asset protection which is an integral part of the platform safety case and safe operating philosophy. Tyco have been completing design, installation and servicing of active fire protection systems in excess of 15 years. The use of rope access technicians for deluge testing provides a significant cost and productivity saving for the client as any blockages can be resolved at the time of testing.

Tyco have been executing maintenance and servicing of this equipment for the past 20 years and have a bespoke workshop in Aberdeen that services all extinguishers, trolley units and breathing apparatus (BA) sets. Tyco technicians both on and offshore have extensive experience maintaining loose safety equipment, deluge valves and hydrants. Tyco carries formal accreditation to Health & Safety, Quality Management and Environmental Management systems as well as DNV accreditation for survey and maintenance of fire extinguishing equipment, systems and self-contained breathing apparatus on ships, high speed and light craft and mobile offshore units.

All aspects are handles from Tyco’s premises in Altens, Aberdeen where they have a workshop with a team of 10 technicians dedicated to this scope of work. Tyco’s onshore workshop service is supplemented by 32 site technicians who have the ability and the competency to undertake all maintenance on loose safety equipment offshore or at onshore sites. They have 25 years experience servicing and installing deluge valves and combined with our close relationship with 2 sub-contract vendors this offers a ‘best in class’ solution to testing of the valves and associated equipment. Fire extinguishers and trolley units are the back bone of Tyco’s service business and to this end, Tyco have a bespoke workshop facility that has been designed to facilitate, test, paint, re-fill, re-certify and re-deliver both wheeled and portable extinguishers. All the work carried out at the Aberdeen, Altens site is compliant to BS5430 & BS EN1968-2002 and Tyco has obtained UKAS accreditation for its cylinder inspection, testing and service. Anything that cannot be serviced at on site and has a requirement to be refurbished by the original manufacturer can be managed by Tyco on behalf of the customer, resulting in significant cost savings to the customer.

As part of a Total Care Maintenance program, Tyco offers a state of the art Chemical De-scaling service executed from its Aberdeen, Altens site. The program comprises: de-scaling offshore & onshore wet and dry firewater systems; pickling vessels and pipework; cleaning production tubing and equipment and the decontamination of pipework, valves and equipment. The cleaning process is controlled and monitored frequently to maximise efficiency of the chemical treatment and to minimise circulation time. The CEFAS registered chemicals used in these processes are biodegradable and water-soluble and will reach maximum efficiency and dissolving capacity at temperatures between 30ºC and 95ºC depending on the chemical required and the application. As the chemical solutions will not have any detrimental effects on the pipework or vessel integrity, circulation will be perfectly safe.

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Safety procedures, technical provisions and continuous monitoring of the processes are completed by trained Tyco operators ensuring safe operation. The chemicals and the descaling methods are patented in 30 countries and registered for usage in a number of regions including the North Sea. Tyco has a dedicated detection & control business stream with design and engineering support together with a sales office, customer support and fire & gas laboratory in Aberdeen and Manchester. With over 30 years experience in supplying fire & gas services to the oil & gas sector they hold formal safety, quality and environmental accreditations supported by well refined competency and training schemes.

Tyco’s detection & control design engineers and project management teams share a common goal, to be the best, to make a difference and to exceed the customers’ expectations and surpass industry standards. These teams of engineers complete a yearly ‘Healthcare’ inspection of fire & gas systems. This visit would establish any faults or requirements on the fire & gas panels, involve carrying out the necessary maintenance and reporting back to operator and project management teams. This level of service has radically reduced the number of faults and spurious alarms. With its manufacturing capability and key strategic partnerships, Tyco is now at the leading edge of this technology and can provide TMR SIL3 systems for fire & gas with RTP technology. This, together with a committed staff, ensures that they have the technology, personnel resource and infrastructure to focus on meeting the customer’s needs. Tyco are a source of supply and technical support for a wide range of fixed and portable detectors and offer a range of fixed and portable gas detectors for flammable, toxic and oxygen gases to suit all applications.

They can also supply a wide range of intrinsically safe smoke, heat and flame detection systems in addressable or conventional configurations depending on the application. If you have a short term need for multi-gas, area gas or personal monitoring gas detectors, you have the option to hire rather than buy.

As an accredited distributor for Crowcon, a fleet of monitors and spare parts are available from stock held in Aberdeen. With an in-house design team, Tyco can tailor fixed detection requirements to a client’s specification. Offshore engineers are supported by a dedicated onshore support team providing constant support and communication.

Tyco have been providing Environmental Engineering Solutions for over 20 years and hold 30 key maintenance/engineering support contracts covering over 50 offshore and onshore petrochemical facilities.

Tyco also holds high profile contracts with BP Sullom Voe and Exxon Mobil Sage Terminal, Peterhead as well as a global contract in the Caspian region; sensitive to Environmental and Health and Safety impacts.

Tyco has an extensive team HVAC and Refrigeration engineers and technicians. This enables a quick response to be provided where there is a requirement for troubleshooting or maintenance at short notice.

This team is committed to operating a 24/7 service and in the event of a breakdown would aim to mobilise appropriately qualified staff within 12 hours, less where practical.

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“Tyco have been providing Environmental Engineering Solutions for over 20 years”

Tyco’s capability is further enhanced by all members of its onshore project management team. Each one is based in Bridge of Don, Aberdeen and acts as the main focal point providing constant support and advice to appointed offshore teams and clients alike. During the execution of work, the appointed focal points remain in constant contact with both the offshore teams and appointed client representatives. Work is monitored daily and trip reports illustrating daily work breakdown schedules are completed. Following de-mobilisation, the focal point will review the reports, test sheets etc and discuss action required, if it is deemed necessary. Certification packs will be issued on completion of work and the focal point will be made available for any consequential meetings. They will also become focal points within Tyco for any further engineering, materials supply and general enquires.

As part of its portfolio of services to the firefighting sector, Tyco provides specialist training in confined space entry covering both theory and practice from its training modules located in Great Yarmouth, England, although this training can also be undertaken onsite. Some of the Fire & Safety Products that Tyco can provide include: fire fighting foam, fire protection clothing and equipment, chemical suits, GRP cabinets, breathing apparatus, smoke hoods and harnesses.

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www.ogsmag.com

“Tyco are also innovative solution providers, utilising over 20 years experience and technical ability to supply control systems and chemical injection packages to the petrochemical industry worldwide�

Tyco have been providing Interface design services since 1994 and in that time have completed over 100 such activities with a 100% safety record. Tyco have also carried out over 50 interface design activities to a number of other operators in the North Sea. Tyco are also innovative solution providers, utilising over 20 years experience and technical ability to supply control systems and chemical injection packages to the petrochemical industry worldwide.

They provide solutions suitable for hazardous and non-hazardous areas with SIL ratings and DNV 2.7.1 approvals. Tyco have been supplying control system technology to the oil & gas industry since the early days of North Sea production. This includes pneumatic, hydraulic and electronically automated control and safety shutdown systems for both manned and unmanned offshore installations. Manufacturing takes place at their site in Norwich, by ATEX approved engineers who are fully qualified in manufacturing equipment which meets worldwide standards including European Standards for pressure equipment, NORSOK, North American, Canadian and Australian standards.

With more than 20 years industry experience and an extensive product range, Tyco is able to offer complete compliant solutions for wired communications that provide both operational and life safety systems for

www.ogsmag.com onshore and offshore installations and other challenging environments. From its Nottingham branch, the Spector Lumenex brand underlines the versatility of Tyco and helps to capture the total solution approach which it can offer to clients planning new installations or expansion of existing facilities. The products and services offered include: Public Address/General Alarm (PAGA); Public Address/Voice Alarm (PAVA); Firephone 400; Mentor Intercom Solutions; Voice over Internet Protocol (VoIP) Solutions and field equipment. Where Spector Lumenex systems are installed, Tyco can carry out rigorous tests and inspections and provide a written evaluation of the entire communications system. Training is a crucial aspect of supporting a communication system, so Tyco engineers work with the customer to enable operators and maintenance crews to feel confident and competent in their day to day duties.

Rhomax Metering was acquired by Tyco in 2004 but has been providing metering solutions to the oil & gas industry since 1986. Based in Aberdeen, Rhomax has a proven performance history in providing specialist metering support for a wide variety of projects on behalf of clients. Rhomax have the consultancy, auditing and project management expertise to fulfil all customer requirements on design, representation and installation. The knowledge of flow measurement systems has proven to reduce costs and uncertainties either at both the design and operational phases of projects.

Leading in the field in fire-related life safety and asset integrity means practicing what you preach. Tyco is committed to producing its products and providing services to customers in a safe, responsible manner that respects the health and safety of its employees, the environment, customers, shareholders and the communities in which it operates. Tyco believes in promoting a work environment where protecting people and the environment is the way to conduct business. All Tyco employees, managers and supervisors as well as contractors are responsible for understanding, promoting and implementing a Zero Harm policy and the accompanying operating principles.

The Zero Harm policy is comprised of every employee looking out for the health and safety of those around them; a work environment where working safely and protecting the environment is encouraged and rewarded; managers and other workers are held accountable, in a consistent and fair manner, for not working safely or for not protecting the environment; all harmful environmental impacts are eliminated; every meeting starts with an EHS message. Tyco’s HSE culture is not only driven by Senior Management but also by the employees. Awareness of the Integrated Management System and the policies are brought to the attention of new employees through induction. Policies are also positioned in prominent areas throughout the workplace and posted on the company’s internal intranet. Tyco take a proactive approach to hazard identification and identifying activities / operations / processes which can be eliminated, substituted or controlled by appropriate measures. Risk Assessments are conducted on activities which are conducted by competent trained personnel. The QEHS Team compile a monthly slide which is distributed throughout the organisation of the organisations performance, which includes incident statistics. In addition, the QEHS Team compiles a quarterly newsletter (QUENSH) which covers both negative and positive points with regards to QEHS.

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