213492: 82444 - IMechE stakeholder event
Accessibility script for 82444_v1.2_Approval_16x9.mp4
Duration: 01:14:13
[Video footage]
Still of Brent Field
Programme title in white box
Shell Pecten
DECOMMISSIONING
THE BRENT FIELD
Duncan Manning / Alistair Hope
Business Opportunity Manager / Project Director
Stephen Tetlow in vision
“Ladies and gentlemen, a very good evening to you…”
Fade out of opening screen
Stephen Tetlow in vision
“…and welcome to the Institution of Mechanical Engineers, and to this manifestly very popular lecture this evening. My name's Stephen Tetlow, I'm the Chief Executive of the Institution. It's the second of our series of Shell lectures; lectures being done with the Institution and Shell.”
Medium close-up at lectern
Caption:
Stephen Tetlow
Chief Executive, Institution of Mechanical Engineers
Stephen Tetlow voice over
“Anyway, welcome to this…”
[Video footage]
A group of people across two rows of the audience
Stephen Tetlow in vision
“…lecture this evening. What we're looking to do is to really showcase the enormous global engineering challenge there is to decommissioning, and particularly in the UK. I'm not going to talk much at all now. You'll hear much more about that later. But what we are looking at is something in the region of a £47 billion global issue over the next 20 years, and the engineering challenges are absolutely immense. But then again, as in all great engineering challenges, the opportunities are also immense too. So I hope it's going to be a really, really interesting evening to you, and I'd just like to introduce our two speakers. Alistair Hope is Project Director for Brent Decommissioning for Shell, one of the largest and most complex projects in the North Sea today. Alistair has nearly 24 years' professional experience in Shell. That's both in Upstream, Downstream, gas power and in various research roles. He's worked in the Netherlands, Norway, the Philippines and UK, and his experience covers all aspects of oil and gas project development as well as operations, maintenance, new business development and HSE roles. He is, I'm delighted to say, a Chartered Engineer, and has a PhD in materials engineering from Cambridge. I'd also like to introduce Duncan Manning. Duncan is Brent Decommissioning Business Opportunity Manager for Shell Upstream International. Duncan will be our first speaker. Duncan joined Shell in 2013 after 19 years of service in the Royal Marines from where he retired as a Lieutenant Colonel. He had a very varied and successful career which saw him fulfil a number of appointments, as well as selection and attendance at the United States Marine Corps University for a period of study there. He completed three operational tours in Afghanistan and was responsible for planning and delivering a national level specialist response during the 2012 Olympic Games. In addition to a degree from the University of Aberdeen in geography and international relations, Duncan also holds a master’s degree from the US Marine Corps University. He is a Fellow of the Chartered Management Institute where he is also qualified in strategic direction and leadership. So Alistair, and now Duncan, we very much welcome you here and look forward to your talk. After your talk, we'll then gather on the stage and there'll be plenty of opportunities for questions. So Duncan, welcome. Thank you very much.”
Medium close at lectern; same continuous shot as Stephen Tetlow leaves the stage, Duncan Manning comes onto and to lectern
[Audio]
Applause
Duncan Manning in vision
“Thank you, Stephen. Thank you for the opportunity to provide a presentation to you tonight, on what is, for Shell, the largest decommissioning project that Shell has ever undertaken, and, as Stephen said, amongst the largest in the North Sea. As I joined the project three years ago, the parallels between Brent Decommissioning and the Olympic Games were increasingly evident, the longer I stayed in the project team. I'll tell you what they are at the end of the lecture, and keep you on a knife edge.”
Medium close-up at lectern
Caption:
Duncan Manning
Business Opportunity Manager
Duncan Manning voice over
“This is a large and complex d
Decommissioning project. It's large and complex for a number of reasons. Firstly, the location of the platforms…”
[Video footage]
Slide
Background still of Brent field
Heading: A complex major engineering project
Three text boxes at bottom of screen
Left box
Heading: CESSATION OF PRODUCTION
§ Delta 2011
§ Alpha, Bravo 2014
§ Charlie TBC
Centre box
Heading: INTERDEPENDENCIES
Alpha, Bravo & Charlie have multiple
interconnections & interdependencies
Right box
Heading: FACTS
· 154 wells / · 1 steel jacket· 4 topside (106kT) / · GBS
· 2 subsea locations / · 28 pipelines
Duncan Manning in vision
“…in the northern North Sea. Difficult to get to, and once you're there, actually you're constrained, particularly for overside work, by a narrow weather window to operate in. It's also complex because, unlike many decommissioning projects which you're required to work on one platform at a time, we've been asked to submit one decommissioning programme for all four platforms. But it's not just all four platforms. It's all four platforms, 154 wells, 28 pipelines, two subsea locations. And those four platforms are of three different designs.”
Full wide of stage showing Institution of Technical Engineers logo, full slide, three chairs underneath the slide and speaker at lectern
Camera re-frame: during this delivery, slow zoom in to medium close-up of speaker at lectern
Duncan Manning voice over
“So you can see from the slide here, three of the platforms are gravity base structures, or GBS, and one is a more traditional steel jacket. The fact that there's three different designs and four platforms means effectively each platform needs to be looked at individually.”
[Video footage]
Brent Field slide above full screen
Duncan Manning in vision
“The complexity is also added to the fact that the platforms are at a slightly different stage of their end of field life. So you can see here that Brent Alpha, Bravo and Delta have ceased production, but Brent Charlie continues to produce. I flew off on Brent Charlie a fortnight ago, and the size and complexity really hit home on that flight out. An hour flight north of Shetland on a helicopter, you start to over fly Brent Alpha first of all. And at the time it had the second largest semi-submersible crane vessel just off the platform, in fact, dwarfing the platform conducting a change out of the crane on the platform and removing the production module, ready to start the reservoir isolation campaign. We then flew over Brent Bravo, and it was conducting at the time a very successful plug and make safe campaign, again isolating that reservoir. And then we landed on Brent Charlie, still a producing platform, but starting to focus on what it needs to do to get the platform ready for efficient decommissioning. And on the horizon, just within eyeshot, is Brent Delta, which at the time is going through the process of preparing itself for that lift that you saw in the film, and also conducting the attic oil recovery. So all four platforms are actually a hive of activity and are at maximum capacity and have been for a number of years. So there is real complexity here. But it also provides an opportunity. The opportunity is to learn, as we move between the platforms, and become better and more efficient, as we move off Brent Delta, which is the first to be lifted, and then on to Bravo, Alpha and in time, Brent Charlie. And because it is so large and complex, it's one of the reasons we've spent such a long time externally engaging with stakeholders …”
Medium close-up at lectern
Camera: re-frame, very slight re-frame during this delivery
Duncan Manning voice over
“…to understand their views. And we've engaged with over 180 organisations, and over 300 one-to-one engagements have been conducted. I've travelled the length and breadth of the country to conduct these one-to-one engagements, to understand what the views of stakeholders are, to allow us to explain what …”
[Video footage]
Slide
Heading: Working with others to find a solution
Across bottom of slide a graph timeline: 2006 2012 2013 2014 2015 2016 2017
Top left, five drawings grouped in two rows, across top row:
Calendar with 2007 in large figures, smaller text unreadable; a table from above with a person seated either side, on table 300+ in large letters, smaller text unreadable; a desk day calendar, 15 in large figures, smaller text unreadable
Across bottom row:
Two people approaching a reception desk, receptionist behind desk, on front of desk 14 in large figures, smaller text unreadable; a woman standing indicating a board to her left as if making a presentation, on board 100+ in large figures, smaller text unreadable
Line with arrow downwards from this group to text: Ongoing engagement
Below that is a dotted line, below that is beginning of graph timeline, 2006
Next to the dotted line is a thicker line continuously running to end of timeline
From section of thick line above next point on timeline, 2012, four arrows going upwards to text: CMSTG events; above that drawing of two people walking toward a reception desk, receptionist behind desk
From section of thick line above next point on timeline, 2013, single arrow going upwards to same representation of CMSTG event; single arrow goes up from that to text: Stakeholder 121s; above drawing of two people seen from above either side of a table
From section of thick line above next point on timeline, between 2012 and 2013, single arrow going up to text: Stakeholder events; above which is drawing of two people walking towards reception desk, receptionist behind desk
From section of thick line above next point on timeline, 2014, single arrow goes up to text; Cell sampling completed on Brent Delta; above that a drawing of a Brent platform
From section of thick line above next point on timeline, between 2014 and 2015, single going up to text: Production ceases on Brent Alpha and Bravo; above that drawing of a Brent platform
From section of thick line above next point on timeline, further along between 2014 and 2015, three arrows going up, spreading out at top to on left, text: Media trip to Brent Delta; above that drawing of press photographer; centre, text: Brent Alpha P&L begins; above that drawing of a Brent platform; right, text: Stakeholder 121s; above drawing of two people seen from above either side of a table
From section of thick line above next point on timeline, 2015, single arrow going up to text: Approval of Brent Delta topside DP; above that drawing of Brent platform
From section of thick line above next point on timeline, between 2015 and 2016, single arrow going to text: CMSTG events; above that drawing of two people walking toward a reception desk, receptionist desk
From section of thick line above next point on timeline, further along between 2015 and 2016, single arrow going up to text: Stakeholder 121s; above drawing of two people seen from above either side of a table – text this time in red
Timeline continues off beyond 2017 breaks up into dots and ends with an arrow pointing off slide towards the future
Bottom left text: Copyright of Shell UK Limited
Duncan manning in vision
“…we are doing, what we plan to do and gain their insight and understand their concerns as we move forward. We've also conducted, as you can see here, 14 wider stakeholder events. We've had all the stakeholders in one room, explained what we're currently doing and what we plan to do, and again, let them listen to the views of the other stakeholders in that room.”
Wide shot showing bottom left corner of slide screen, two chairs below it, speaker at lectern
Camera re-frame: during this delivery, slight camera move up
Duncan Manning voice over
“Because, of course, each stakeholder, whether it's an academic, a quango, a government organisation, a fisherman or environmentalist will all be looking at the project through their own lens…”
[Video footage]
Working to Find a Solution slide above full screen
Duncan manning in vision
“…and some of those lenses are quite different. And, of course, we know that there's unlikely to be one solution which provides a one-size-fits-all proposal which is going to be acceptable to all of our stakeholders. So it's finding that middle ground which is important to us and that's the importance of these wider stakeholder events. You can see here we've also spoken at a number of conferences to ensure that the lessons that we're learning in Brent Decommissioning are passed both to the other operators, but also to the supply chain, so that others get the benefit of what we've been doing in the Brent project.”
Same wide as above, camera now moves in to medium close of speaker at lectern
Duncan Manning voice over
“We divide decommissioning effectively into two components. The top part are those where there is pretty clear guidance or regulation in place, and it's really up to the operator to conduct the activity as safely and as efficiently as possible. So the first part of that is to isolate the reservoir from the surface, and to plug and make safe each of the wells. And whilst it's only one…”
[Video footage]
Slide
Heading: Elements of decommissioning