To encourage well-being and create a good atmosphere on Draugen, a commitment was made to light, open, well-ordered and aesthetically designed rooms with artworks to please the eye.
Architect Bernt Brekke coordinated work on the decor. Together with the rest of the architectural team, he produced a profile of how the platform should function in terms of decoration and furnishing. This included determining the artistic expression each of the public rooms should convey.
Since Shell wanted to make the maximum possible use of mid-Norwegian sources in building and operating Draugen, the Møre og Romsdal Art Centre (MRKS) was commissioned to manage the decor.
That followed six months of meetings and presentations between Sissel Hagerup Heggdal, head of the MRKS, Shell and Kværner Engineering, which was project manager for the platform topsides.
This was the first time the art centre had been responsible for adorning an offshore platform, and Heggdal and her artists quickly discovered they all had to relate to a new “language” and a world where efficiency and speed were key terms.
Rooms differed greatly in their design and purpose. The artists also had to come up with new techniques to satisfy requirements for evacuation routes and fire regulations. The platform’s living quarters included a library, lounge, pool room, gymnasium and mess, which were all to have their own artistic embellishment.
Interiors throughout were decorated in light and pleasant colours, with furniture and fittings of the best design and quality.
Gjertrud Hals from Aukra and Bergen-based Elly Prestegård won to the two biggest assignments for artistic decoration on the platform. Hals is a fibre artist who has developed her own technique based on paper, print, spray-painting and braiding. She created an artwork tailored to the 21-metre-high stairwell, which extended over five stories. Her starting point was the mediaeval poem Völuspà on the role of the volve (sibyl) and her prophecies in Norse mythology, and she incorporated several of its texts in her piece. The whole creation was encased in laminated plastic before installation.
Prestegård was responsible for the sky lobby, and is thereby the first artist to welcome the platform workers after their helicopter has landed on the platform.
Only one room in the living quarters is open to personnel in work clothes. The “dirty coffee bar” allows them to take a break without having to remove boiler suits and protective footwear. Its furniture is in steel and the interior can be hosed down. Anita Vik Wætten was responsible for its artistic embellishment and her watercolours are laminated onto Formica boards.
Søssa Magnus from Oslo and Notodden’s Steinar Klasbu were allowed to exercise their talents in the mess, while Roddy Bell from Bergen chose big human figures in physical activity to decorate the gym.[REMOVE]Fotnote: Sissel Hagerup Heggdal (1993).Kystens flytende gallerier. Årbok for Romsdalsmuseet og Fiskerimuseet på Hjertøya: 148-154.
Published March 20, 2018 • Updated September 3, 2018
Transocean Drilling, which had taken over the Aker Drilling company, was commissioned to disassemble and remove the rig. Work began on 10 April and finished a month later.[REMOVE]Fotnote:Shell UP, no 5, June 1997.
Apart from the mud pumps, the whole package was modularised – put together from separate, relatively small units – to simplify removal and reuse.
This solution proved advantageous and meant that the whole job could be done with a limited number of people, using the platform’s own cranes to handle the modules.
No heavy-lift vessel therefore had to be chartered, which made the removal decision much easier to take from a purely financial perspective.
Nor was additional transport needed, since a recent shipping pool agreement (also covering large supply vessels) for the Halten Bank fields allowed components to be sent free as return cargo.
All the work was done without any accidents or other undesirable incidents, and production continued
unabated throughout the disassembly process.
After removal, the drilling rig was held in intermediate storage at Vestbase in Kristiansund before being shipped on to Forus outside Stavanger.
The package has been sold during the spring to the Stavanger-based Hitec company, which had delivered it originally in partnership with Canada’s Dreco.[REMOVE]Fotnote:Stavanger Aftenblad, 16 October 1997, “Hitec kjøper borerigg”.
Hitec had intended to use the rig for a particular project which failed to materialise. Soon after 2000, however, an inquiry was received by RC Consultants in Sandnes south of Stavanger.
Passed on by Hitec from the Norwegian agent of Russian state oil company Rosneft, this involved an invitation to tender for conversion of the Ispolin heavy-lift vessel to a drill ship.
Rosneft therefore needed a rig for the project, which was aimed at drilling the first well in the Russian sector of the Caspian, and the Sandnes company won the job.
This was accordingly a story of exporting Norwegian petroleum expertise, reusing offshore equipment from Norway and Russia’s commitment to increasing its oil production at the time.
RC Consultants’ contract was originally worth NOK 120 million, including the drilling module and engineering services related to its testing, transporting, installing and commissioning.[REMOVE]Fotnote:Stavanger Aftenblad, 4 February 2003, “Russisk borerigg gir kontrakt til Sandnes”.
“This rig only drilled five wells on Draugen from 1993, so I regard it as almost brand new,” Egil Tjelta, CEO of RC Consultants, told local daily Stavanger Aftenblad.
Trial assembly and testing of the package took place at Offshore Marine in Sandnes during the spring of 2003 under the supervision of five Russian engineers.
It was then broken down into two parts and transported to the port of Astrakhan on the Caspian in April. All this work was carried out with no problems of any kind.
Different routes were taken by the rig sections, with one travelling by barge through the Straits of Gibraltar and via the Mediterranean, the Black Sea and canals.
The other was carried by a specially adapted river boat via St Petersburg, the Russian canal system and the Volga, which empties into the Caspian.
Installation on the ship occurred in Astrakhan, which is where the problems started. Nobody had told the Norwegian engineers that drilling would take place in very shallow water.
The ship was actually due to sit in the seabed, because the Caspian in this area is only about five to 10 metres deep. Drawing on experience from Norwegian conditions and international safety standards, all warning lights flashed.
Installing the derrick and equipment presented no difficulties, but the fact that operational safety was not approved meant that a drilling permit could not be obtained.
The drill ship was admittedly renamed by President Vladimir Putin, but that carried no weight with the regulators. The project was shelved, but Ispolin was later used for other drilling jobs in the Caspian.
Finn Harald Sandberg, Norwegian Petroleum Museum
The Draugen platform comprises a round concrete monotower and an almost square steel topside. Putting drilling and oil transport functions in a single shaft posed a range of safety challenges. Moving from circular to square cross-section also proved testing.
— Top of the shaft with gliding formwork. Photo: Eivind Wolff/Norwegian Petroleum Museum
A technique known as “gliding formwork” or “slipforming” was used to construct the vertical sections of the concrete gravity base structures (GBSs) built in Stavanger and elsewhere. This was a special form of a “climbing formwork”, where a form is constructed and then disassembled once casting has been completed. It can then be reinstalled to cast the next section. That approach is preferred when constructing vertical sections of limited height, such as in residential properties or foundations.
Such cases involve a limited number of disassembly/reassembly operations. The method is advantageous where many cutouts – such as windows – are involved. Slipforming was the best approach for the big concrete GBSs because it permitted continuous construction with few joints and cost-efficient working.
Figure 2 shows how this is typically built up. The actual formwork comprises a vertical sheet installed to ensure that wall thickness and shape meet the design specifications.
Gangways are installed on both sides of the wall around the whole circumference to provide a work space and access for such jobs as installing reinforcement bars (rebars) and cutouts. Other tasks here include pouring concrete into the forms, applying epoxy, inspecting the finished result and repairing possible surface blemishes.
Formwork and gangways are attached to frames hung from hydraulic jacks, which move up as the structure rises. If the design requires changes in diameter, the formwork radius can be adjusted with a horizontal jacking system.
As concrete is cast, the whole formwork get raised by activating the jacks simultaneously. Adjusted to the curing time of the concrete, the speed of the glide will vary with complexity and volume and is normally 1.5 to four metres per day.
The jacks are constantly adjusted to adapt the formwork to the desired shape of the concrete wall and to correct possible variations without exceeding tolerances specified in the chosen building standard.
Careful control of shaft geometry is exercised with the aid of laser measurements to ensure that all dimensions meet the tolerances throughout.
The conical shaft in the Draugen GBS has its narrowest diameter at the sea surface, where it measures just over 15 metres compared with more than 22 metres down at the storage cells.
That reduces wave forces acting on the platform and thereby allows its base section to be reduced, as well as securing a more efficient design.
However, a circular cross-section with a relatively small diameter was not the optimal solution for the transition to the square topside.
The top of the shaft was accordingly designed as a box structure with a square cross-section measuring 22 metres to a side.
Designing and operating a slipforming process where the cross-section gradually changed from circle to square therefore presented a challenge in construction terms.
This required both a variation in wall thickness and an increase in external dimensions – squaring the circle in practice.[REMOVE]Fotnote: Tegning GS D 2001-001 GENERAL VIEW
The solution involved a system which made it possible to add additional formwork sheets as the slipformed area increased, and creating a frame with arms which stuck out from the centre.
A horizontal jacking system controlled the distance from the centre to the formwork, and this approach provided a successful outcome.
The formwork could be raised so that the shaft wall became a double arc with its external dimensions tailored to a favourable solution for designing and attaching the topsides.
One result of this building technique was that a checked pattern emerged on the transition piece, which gives the Draugen platform a characteristic appearance.
Based on an e-mail from Dag N Jensen, former head of engineering design at Norwegian Contractors.
Kristin Øye Gjerde, Norwegian Petroleum Museum
The plan for development and operation (PDO) of Draugen submitted to the Storting (parliament) in 1988 gave the field a producing life until 2012 and a recovery factor of 37 per cent. When it came on stream in 1993, however, operator Shell was already working to both extend and increase output.
— Draugen field layout. Illustration: A/S Norske Shell/Norwegian Petroleum Museum
By 2017, Draugen’s producing life had been extended to 9 March 2024 and its expected recovery factor was put at 75 per cent. These forecasts have changed gradually, as technological advances in the oil industry permitted production improvements.
But the reservoir has nevertheless yielded surprises along the way.
Reserves up, producing life and recovery factor extended
Shell could report in 2001 that recoverable reserves in Draugen were larger than earlier thought.
Use of four-dimensional seismic surveys improved geological understanding of the reservoir, which was also behaving better than expected. A number of the wells were producing very well.
Draugen’s producing life was extended to 2016 and the expected recovery factor increased to 67 per cent. In the longer term, the goal was to recover at least 70 per cent – assuming that the field remained commercial beyond 2016.[REMOVE]Fotnote:Adresseavisen, 5 February 2001, “Draugen leverer olje helt til 2016”.
New subsea wells in south and west
To increase production from and producing life for the Draugen area even further, Shell now planned development of the Garn West and Rogn South subsea wells.
These would be tied back to the Draugen platform and increase reserves by about 81 million barrels or 13 million standard cubic metres (scm) of oil. That was nine per cent of the field’s 144.2 million scm in recoverable oil.[REMOVE]Fotnote:http://factpages.npd.no/factpages, 26 October 2017.
This decision built on rapid improvements during the 1990s in the methods for tying subsea wells back to fixed and floating offshore installations.
Discoveries too small to justify their own process platform could use relatively cheap, standardised subsea systems tied back to a fixed platform, a floater or even land. And unprocessed wellstreams could be sent over ever longer distances with advanced multiphase flow technology.
Development of small satellite fields had become a profitable business, which proved a boon for oil companies around 2000 when oil prices slumped towards USD 10 per barrel. An advantage of subsea wells was that they were quick to install and start up.
Located at the westernmost edge of the Draugen area, Garn West was the first to be tapped with the aid of two seabed wells tied back by a 3.3-kilometre pipeline in the summer of 2001.[REMOVE]Fotnote:Adresseavisen, 5 February 2001, “Draugen leverer olje helt til 2016”.
The Rogn South development was approved in the spring of that year, and Transocean Winner drilled and installed two subsea wells in 2002 so that they could come on stream the following January. Their wellstreams are routed via Garn West (see map).
These satellites helped to increase and extend oil production from Draugen – which was advantageous as oil prices staged yet another recovery after 2002.
Norske Shell could report in 2001 that it was investing NOK 1.5 billion in developing Garn West and Rogn South.[REMOVE]Fotnote:Adresseavisen, 30 May 2001, “Draugen større”. Among those winning contracts were Kværner Oilfield Products AS at Lysaker outside Oslo, which delivered the subsea systems.[REMOVE]Fotnote: NTB, 6 June 2000, “Draugen utvides for 130 millioner kroner”.
The Kristiansund business community also did well, with Aker Møre Montasje and Vestbase – the biggest local suppliers – securing work in the order of NOK 70-90 million.
Coflexip Stena Offshore won the pipelaying job, while the new water treatment system on Draugen was produced by Aker Offshore Partner at Stord.[REMOVE]Fotnote:Adresseavisen, 30 May 2001, “Draugen større”.
Water, water and more water
Production from Draugen was highly promising in 2001. It was at its highest-ever level of 12.87 million scm of oil equivalent (oe) per year – almost too good to be true.
This annual output of oil, gas and condensate equalled as much as the total expected recovery from Garn West and Rogn South combined.
The field nevertheless showed some signs of production weaknesses. As the oil was produced, the level of water in the reservoir rose and its proportion of output (or cut) increased. In June 2002, Shell reported that the water cut had risen to 35 000 cubic metres per month – a trebling from six months earlier.
Well A1, which only contained 10 per cent water in its oil output at 30 March 2002, increased this cut to 30 per cent over a three-month period.
With a record output of 77 000 barrels of oil per day (bod) making it the best of Draugen’s wells, A4 had to be shut down because of the salts being precipitated. These threatened to block the pores in its walls – a sign that the area being produced was approaching depletion. Production from the field was nevertheless not particularly reduced, since the other wells were increasing their output.[REMOVE]Fotnote:Adresseavisen, 11 June 2002, “…mens vannet stiger i Draugen”.
All the same, it transpired over the years which followed that the amount of oil and gas produced went down as the water cut rose.
By 2010, production had fallen 20 per cent or 2.6 million scm oe from the peak year of 2001 and water output was approaching eight million scm.
Something had to be done if Draugen was to stay on stream. As part of Shell’s environmental improvement programme, a project for produced water and reinjection on the field had been launched. The reinjected fluid would be used for pressure support.
Advanced new seismic surveys identified a number of oil pockets in the area. That led in 2012 to a plan for drilling a further four new wells.
These would help to produce fuel gas for power generation on the platform, operations head Ervik explained.[REMOVE]Fotnote:Tidens Krav, 3 February 2012, “Langt liv for Draugen”. The electricity was intended partly to drive a new pressure support pump.
Shell contracted with Seadrill to use West Navigator for the subsea wells in this Draugen infill drilling programme to help boost oil production from the field.
Many of the field’s personnel have worked there for many years, making them thoroughly familiar with the installation and allowing close ties to be developed between colleagues.
When Draugen came on stream in 1993, 43 people per shift were expected to be sufficient for normal operation. Their jobs covered managing the process, maintenance, catering and cleaning, medical care and safety.
Most of these personnel are employed by Norske Shell or the catering company. The workforce can expand considerably when major maintenance or conversion work is underway.
Draugen employees work offshore for two weeks, followed by four weeks off on land. They do 12-hour shifts, either day or night, and their working hours over a year compare with those of an industrial worker on land.
Generally speaking, a shift runs from 07.00 to 19.00, and from 19.00 to 07.00. Work is planned so that as much as possible is done by the day shifts. Three shifts, each working two weeks at a time, are needed to get the tour rotation to work.
Since a new team takes over responsibility and jobs every other week, logging and documentation of work done, irregularities and plans are crucial.
When a different person comes out to work, they need to know what has happened over the four weeks since their last tour. So time was devoted to recording and reporting.
During the early years on stream, this could take the form of logbooks kept on the platform. Logs have subsequently become computerised, making them also available to the land organisation.
As communication via radio links and data transfer has improved, computerisation has provided enhanced support in ensuring the continuity of work at shift changes.
The team on land has access to the same computer systems used offshore, and follow up activities on the platform through such technologies as videoconferencing.
During their offshore tours, employees are part of a community which lives and works in one place. Draugen is a 24-hour society, in that workers also spend their leisure hours there.
The latter are largely devoted to eating meals and getting enough sleep. But some time is available for talking with colleagues and reading the papers.
A number of leisure activities are also provided on the installation, with a welfare committee made up of enthusiasts elected by the workforce.
This organises film shows, golf in a simulator, computer games, song and music, arts and crafts and angling.[REMOVE]Fotnote: A/S Norske Shell (2005) Shell Drift Draugen, brochure. The gym is the most popular leisure provision on Draugen.
Personnel travelling out to the platform are now allowed to bring their mobile phone. This can only be used in the living quarters, but has made it easier to keep in touch with family and friends on land. A dedicated wireless network has been installed to cover the living quarters.[REMOVE]Fotnote: http://www.draugen.in/velferdsnett/
At one time, mobile phones were prohibited on all Norway’s offshore facilities because they could interfere with helicopters, or exploding batteries could serve as an ignition source.
Control of the information flow provided another important reason for the restriction. The company was concerned about what information – or disinformation – could be sent ashore and create uncertainty and needless fears.
Mobile phones are still banned from the production area, precisely because of concern about possible battery explosions and disruption of electronic instrumentation.[REMOVE]Fotnote: Teknisk Ukeblad 7 November 2013, Derfor må mobilene bo på hotell,. https://www.tu.no/artikler/derfor-ma-mobilene-bo-pa-hotell/233850.
The central control room (CCR) is the platform’s heart and nervous system, and can monitor, govern and regulate the whole production process with the aid of a comprehensive computer system.
It runs the process and safety systems, which involves continuous supervision of operational equipment – including fire and gas detection as well as safety systems such as fire pumps and emergency power.
A minimum of two operators must be in the CCR at all times to facilitate planned work on the production facilities as well as responding to messages and alarms.
These personnel are also responsible for monitoring and controlling the loading of oil into shuttle tankers.
The CCR has a number of work stations, allowing operators to monitor and work on several systems simultaneously. More than two of them can be on duty when things get hectic.
Handover procedures between day and night shifts are just as important as they are when tours are being rotated offshore and to land. When the night shift is due to take over, meetings are held with the day shift before it stands down. Held in a room adjacent of the CCR, these review jobs done and planned, and the work permits (WPs). The WP represents an important document on offshore facilities. They are designed to ensure that all risk-related aspects have been taken into account. That covers the planning, approval, preparations, execution and completion phases. All activities are thereby coordinated, with information given on hot work or closed areas/equipment and taken into account when doing other types of jobs.
All WPs must be approved by the operations supervisor or the offshore installation manager (OIM).
Most of the process on the platform is automated – not least shutdowns. If abnormal values are measured by the detectors, the whole process plant will automatically cease running.
If such an emergency shutdown (ESD) or other crisis occurs, the CCR operators are trained to handle them. That plays an important role in safety and risk management work on Draugen.
A number of closed-circuit TV (CCTV) cameras are installed on the platform, allowing the CCR operators to follow physical events out in the process.
Since the platform came on stream, the CCR has been converted and upgraded a number of times. Bigger computer monitors and newer control software have been installed.
These upgrades have been carried out in consultation with the CCR operators in order to ensure that they provide the best possible workflow.[REMOVE]Fotnote: Raaen, Stine N (2015), Team Situation Awareness in Practice, MSc theses in cybernetics and robotics, Norwegian University of Science and Technology (NTNU): 60.
The meeting room is linked to the CCR, and contains systems for videoconferencing and collaboration with the land organisation. It also serves as an emergency response centre.
Screen capture from the film 1-2-3 Vi er med! produced for a campaign launched by the Draugen operations organisation in 1994.
The operations team on land is structured to support work on the platform, and performs the administrative duties which do not need to be done offshore.
It includes experts on the various activities pursued on the field, and additional capabilities can be acquired as and when required. The specialists on land can decide on the action to be taken in meetings with the offshore organisation.
One factor which attracted particular attention in the first phase after the field came on stream was the challenges faced in getting sea and shore to collaborate.
These problems could be related to the slow performance of computer systems and lines of communication, and inappropriate reporting structures.
One approach to improving collaboration and understanding between the two sides has been to post offshore personnel to the operations office on land for periods.[REMOVE]Fotnote: Conversation between production technician and acting chief safety delegate Jan Atle Johansen and Gunleiv Hadland from the petroleum museum on the Draugen platform, 7 March 2017.This means staff in Kristiansund have practical experience of working conditions on the platform, allowing them to conduct planning and administration related to work offshore.
Since the operations centre on land was opened in 2007, provision has been made for monitoring Draugen production from there – particularly on the night shift.
Should unusual incidents occur on the platform during these hours, key personnel from the day shift are called out until the position has been clarified.[REMOVE]Fotnote: A/S Norske Shell, 10 April 2003, Draugen organisasjonsendring. Konsekvensvurdering – Produksjonsleder Natt.
The land organisation has departments for logistics, contracts and procurement, human resources, maintenance, production support, and filing and document management.[REMOVE]Fotnote: A/S Norske Shell (2005) “Driftsavdelingen i Kristiansund”, Shell Drift Draugen brochure.
One example of a function which has been transferred from field to land is the switchboard for handling external telephone calls to the platform.
The work of planning personnel resources in connection with sickness, leave of absence and extra activities has also been moved ashore.
Sea-shore collaboration has been boosted by the process simulator at the Kristiansund office, which was included in the development plans as early as 1987 for personnel training.[REMOVE]Fotnote: Draugen impact assessment, September 1987: 22.
This facility was constructed with control systems which mimicked those in Draugen’s CCR, and it could be used before the field came on stream to test management of the process.[REMOVE]Fotnote: Draugen magasinet, no 2 1993, “Simulatoren brukt som testverktøy”, A/S Norske Shell E&P operations department.
Everyone employed as a production operator was trained in the simulator, and had to demonstrate at the end of the course that they could shut down and restart the wells.
A training plan was tailored for each person. Using the simulator, they could make mistakes and practise until they were proficient.
Operators could only start working on the platform after their competence had been approved by the instructors attached to the simulator.
Day courses have also been organised so that operators on their way out to the platform can be informed about updates since they were last at work.
When changes were made out on Draugen, the simulator was updated accordingly and, if necessary, the alterations could be tested before being introduced offshore.[REMOVE]Fotnote: Interviews between Nils Gunnar Gundersen and Gunleiv Hadland from the Norwegian Petroleum Museum, 27 October 2016 and 1 November 2017.
Training in this facility has played an important role in educating the production operators, and has been extended through their work out on the platform.
Reviewing the process on the platform in the simulator at Råket in Kristiansund. Training supervisor Geir Solberg is in the foreground. Photo: Engvik/Norske Shell/Norwegian Petroleum Museum NOM (NOMF-02784.046)
Maintenance and turnarounds
As much maintenance work as possible on a platform like Draugen is preventive, and planned to avoid the need to take corrective action – in other words, repair a fault after it has occurred.
Maintenance based on fixed intervals includes such activities as replacing seals, filters and other components exposed to wear and tear.[REMOVE]Fotnote: Pedersen, Vikse and Tingvold (2017): Vedlikeholdsanalyse RCM hos Shell, BSc thesis, Molde University College: 9.
This is the same approach as the one taken with a car which gets serviced at regular points, where parts are replaced after a specified number of kilometres driven or time passed.
Roughly 150 different safety valves are in use on Draugen, for example, tailored to various sizes and pressures. These get replaced during production shutdowns or maintenance campaigns.[REMOVE]Fotnote: Pettersen, Victoria C F and Sæter, Karina L, 1 July 2014, RFID-merking av sikkerhetsventiler: Forbedring av informasjonsflyt i vedlikeholdsprosesser på Nyhamna, BSc thesis in petroleum logistics, Molde University College.
Maintenance work on Draugen is organised on the basis of an inspection programme which specifies equipment checks at certain intervals and is coordinated by computer systems.
The programme lists components where critical faults could arise and which must receive particular attention during maintenance. Other items can be assessed as safe to leave until they fail, and are only replaced then.
An initial version of the inspection programme was established in the spring of 1993, even before the field came on stream, in a collaboration between Møre Engineering, Liaaen and CorrOcean.[REMOVE]Fotnote:TidensKrav 12 May 1993. “Møre Engineering: Fra bygging til drift”. Supplement on industry in Nordmøre.
Much of the equipment is continuously supervised by a computerised condition monitoring system (CMS). Analysing data from the process plant can detect whether something is wrong.
Also set up to notify abnormal temperatures, this condition-based maintenance (CBM) solution avoids having to open up the equipment to check for faults.
Once the CMS has provided such notification, the load on the relevant component can be reduced until it can conveniently be replaced.
The operator on the platform reports to the technical supervisor, who contacts the responsible manager on land in turn.[REMOVE]Fotnote: A/S Norske Shell (2005) Shell Drift Draugen, brochure. They can then jointly assess the action to be taken.
Production operators on Draugen routinely tour the process areas with the emphasis on identifying anything abnormal, and experienced people can detect leaks early simply by the smell.[REMOVE]Fotnote: Werner Frøland, team coordinator at Draugen in film Norske Shell 100 years. 1912 -2012
Planning maintenance tasks has made it possible to concentrate such work at times when production from Draugen is shut down. These periods are known as “turnarounds”.
Production from the platform has been suspended for roughly 14 days every other year – or once a year in the event of major projects.
This shutdown is partly intended to make it possible to perform inspection and maintenance in areas of the platform which are difficult to access during production.[REMOVE]Fotnote: NRK Møre og Romsdal (10 May 2011) Bruker milliarder på produksjons-stans https://www.nrk.no/mr/draugen-stenger-i-19-dager-1.7626438
A dedicated team in the operations organisation on land will have been responsible for planning the work to be carried out during a turnaround. Equipment, extra personnel and required materials need to be ordered well in advance in order to be available at the right time.[REMOVE]Fotnote:Shell Drift Info Draugen and Ormen Lange no 5, 2006, “Vedlikeholdsstans krever ett års forberedelse”: 9.
A turnaround is usually scheduled for the summer season so that weather conditions are as good as possible during this period of concentrated work.
The scope of maintenance grows as a platform ages, and doing it takes longer. Wear and tear can lead to failures and faults, and cause accidents or unwanted shutdowns if not detected in time.
With the need to replace all or part of equipment items increasing over time, the attention devoted to continuous improvement and maintenance efficiency also rises.
Contracts have been awarded to Aker Solutions and Aibel for work on maintenance and modifications, and these companies provide additional personnel to help carry out such work.
The platform’s catering personnel are responsible for such activities as food preparation and cleaning, and are employed by external contractors. Nevertheless, they have been incorporated in the permanent offshore organisation, shown on organograms and included in presentations of the workforce.
That has reflected a desire to minimise the distinction between Shell employees and catering personnel,[REMOVE]Fotnote: Interviews between Nils Gunnar Gundersen and Gunleiv Hadland from the Norwegian Petroleum Museum, 27 October 2016 and 1 November 2017.and the latter have felt an integrated part of the team from the start.[REMOVE]Fotnote: SSP.OKS’EN no 3, 1994, “Draugen- Min Arbeidsplass”, Mai Breivik, catering assistant
In collaboration with the platform nurse, catering staff also have roles in first aid, emergency response and drills for this.[REMOVE]Fotnote: Conversation with nurse Carina Løvgren on the Draugen platform, 7 March 2017. A small organisation means people have supplementary duties, particularly if a crisis occurs.
Once a year, personnel practise establishing an emergency sick bay in the mess. Installed in cooperation with the nurse, this facility is dimensioned for up to seven injured people.
From offshore to onshore
The operations organisation has been split between platform and land, but a trend in working life on Draugen is the transfer of jobs to the onshore team. This has meant a gradual reduction in permanent staffing offshore. Heavy-duty maintenance and major projects are assigned to limited periods during the summer, when extra personnel and specialists on the relevant work are sent offshore.
Kristin Øye Gjerde, Norwegian Petroleum Museum
Draugen was the first field to begin production on the Halten Bank in the Norwegian Sea. Its oil could be loaded into shuttle tankers and shipped to refineries, but finding a commercial solution for the gas was less simple.
When the field came on stream in 1993, it was estimated to contain a lot of oil (575 million barrels or 92 million cubic metres)
and small quantities of natural gas (three billion cubic metres)
No export infrastructure for gas was immediately available. Shell’s proposal to flare the gas in situ was rejected by the government on resource management and environmental grounds.
Injecting the gas into Husmus, a satellite reservoir, offered a temporary solution. This was permitted for six years while a permanent export system was put in place.[REMOVE]Fotnote:Norsk Oljerevy, no 11, 1993, “Draugen-prosjektet vekket Midt-Norge”.
Haltenpipe right past
Problems with gas were not confined to Shell and Draugen. After exploration drilling was permitted above the 62nd parallel (the northern limit of the North Sea) in 1980, a number of discoveries were made on the Halten Bank.
Saga Petroleum found gas in the Midgard field in 1981 with its third well in the area, while Statoil and Shell discovered Smørbukk and Draugen respectively in 1984.
Statoil then proved Smørbukk South in 1985, when Conoco also found Heidrun. And Norsk Hydro discovered the Njord field the following year.
Success on the Halten Bank accordingly came quickly. All three Norwegian oil companies and international operators Shell and Conoco became involved in development assignments there.
Several of these fields contained natural gas in addition to oil, and opportunities for shared pipelines to bring this ashore were discussed on several occasions.
Heidrun’s gas reserves were larger than those in Draugen, and flaring these was again excluded by Norwegian emission standards. Nor was injection relevant.
Since no gas transport network existed this far north, Statoil and operator Conoco resolved to lay the Haltenpipe gas line to Tjeldbergodden and to build a methanol plant there.
As the state oil company, Statoil was particularly concerned to meet the political goal that Norway’s petroleum production should create spin-offs and jobs on land.
Haltenpipe would pass within a few kilometres of Draugen, so a gas tie-in from that field seemed sensible. Statoil/Conoco therefore proposed that the Draugen partners should become co-owners of both pipeline and methanol plant.
Negotiations were pursued in 1992 between Shell/BP for Draugen and the methanol group on delivering gas to Tjeldbergodden. But the former felt the methanol project was too expensive. Nor were they interested in producing this chemical.
They offered their gas free of charge, but Statoil/Conoco declined.[REMOVE]Fotnote: Lerøen, Bjørn Vidar (2012): Energi til å bygge et land. Norske Shell gjennom 100 år, 177–78. The negotiations accordingly foundered, and Haltenpipe passed Draugen without a tie-in.
Draugen Gas Export
As noted above, permission to inject Draugen gas in Husmus was limited in duration. Offshore could announce in March 1998 that Norske Shell had finally found a buyer for the gas.
Development of fields and transport solutions from the Norwegian Sea had now made several strides. In connection with its Åsgard development, Statoil was planning a new gas pipeline to Kårstø north of Stavanger.
This would pass within 78 kilometres of Draugen and laying a spur from that field to a T-joint on the Åsgard line would allow its gas to be sent to Kårstø.
There it could be processed and transported on to consumers in continental Europe.[REMOVE]Fotnote:Offshore, 1 March 1998, “Offshore Europe”.
This solution was fully in line with what Shell wanted.
A plan for installation and operation (PIO) of a pipeline to link Draugen with the Åsgard Transport system was submitted to the Ministry of Petroleum and Energy in May 1999.
In the consultation process on this Draugen Gas Export facility, politicians in Møre og Romsdal county council expressed some dissatisfaction.
They wanted clarification of the regional spin-offs from this project, and called for measures to secure more work for mid-Norwegian players in all new Norwegian Sea developments.[REMOVE]Fotnote: Møre og Romsdal county executive board, 16 September 1999, item U-162/99 A: Konsekvensutgreiing for Draugen Gasseksport.
That demand fell on stony ground. The priority was to ensure that Norwegian Sea gas reached the market, and calls for local jobs took second place. The PIO was approved in April 2000.
Draugen Gas Export became operational in November 2000.[REMOVE]Fotnote: Norwegian Petroleum Directorate, 1 October 2007: Helhetlig forvaltningsplan for Norskehavet. Statusbeskrivelse for petroleumsvirksomhet i Norskehavet. Its diameter of 16 inches offered opportunities to tie in several other discoveries in the area.
Once the pipeline was in place, therefore, surplus gas was no longer a challenge for Draugen and new satellite fields were developed.
The Garn West discovery came on stream in December 2001, while Rogn South was approved in the spring of 2001 and began production in January 2003.[REMOVE]Fotnote: Norwegian Petroleum Directorate, 1 October 2007: Helhetlig forvaltningsplan for Norskehavet. Statusbeskrivelse for petroleumsvirksomhet i Norskehavet.
Draugen Gas Export
Total investment: NOK 1.15 bn (2007 value)
Technical operating life: 50 years
Capacity: about two bn standard cubic metres (scm) per annum
Operations organisation: Kristiansund
Length: 707 kilometres
Diameter: 42 inches
Available technical capacity (ATV): 70 million scm/day
Technical service provider: Statoil
Åsgard Transport and connected fields
Statoil was accustomed to taking a leading role in the development of the pipeline network on Norway’s continental shelf (NCS), and did so again when the Norwegian Sea-North Sea link was realised. Growing demand for gas in continental Europe made it possible.
The Midgard discovery operated by Saga and the Statoil-operated Smørbukk/Smørbukk South finds were unitised in 1995 to create a new licensee structure with Statoil in the driving seat.
Renamed Åsgard, this area became the subject of the biggest single development on NCS, which made extensive use of increasingly tested and reliable subsea technology.
An oil production ship, Åsgard A, and the floating Åsgard B gas/condensate platform were tied to 63 subsea-completed production and injection wells split between 19 seabed templates.
The gas/condensate satellites Mikkel and Yttergryta were also tied back to Åsgard B through seabed templates and associated flowlines.
With water depths of 240-310 metres across the area, plans called for oil from Åsgard A to be shipped ashore by shuttle tankers.
The big reserves discovered in the Norwegian Sea created the basis for tying this area to Norway’s existing gas transport system in the North Sea.
Operational in 2000, the 42-inch Åsgard Transport pipeline is 707 kilometres long from a starting point on the seabed beneath Åsgard B to the Kårstø processing plant.
Gassco is the operator of this system today, with Statoil as the technical service provider. Åsgard Transport can carry 25 billion cubic metres of gas per annum.
All the fields in the Norwegian Sea except Ormen Lange and Heidrun (part) export their gas through the pipeline. In addition to Åsgard, that includes Statoil-operated Njord, Heidrun (part), Kristin and Norne, BP-operated Skarv, and Draugen.
The Njord oil field lies due west of Draugen and came on stream in 1997. Associated gas was initially injected in parts of the reservoir to maintain its pressure.
Gas exports began from Njord in 2007, reducing the quantity available for injection. The gas travels through the 40-kilometre Njord export pipeline, which is tied into Åsgard Transport.
Heidrun, on stream since 1993, still sends the bulk of its associated gas to Tjeldbergodden. Opening Åsgard Transport also made it possible to transport part of the gas to Kårstø, but little use is made of this opportunity.
Like Njord, the Norne oil field came on stream in 1997 and its associated gas was injected as pressure support until 2005. Part of the gas was exported via Åsgard Transport from 2001, and all this output from 2005 when gas injection ceased.
The Alve gas/condensate and Urd oil fields pipe their production to Norne for processing and onward transport.
Kristin is a gas/condensate field just to the south-west of Åsgard, which came on stream with a tie-in to Åsgard Transport in 2005.
Tyrihans was tied back to Kristin as a subsea development in 2009. Some gas from Åsgard is injected into this field to improve oil recovery.[REMOVE]Fotnote: Kristoffer Evensen, Kjetil Nøkling, Martin Richardsen, Kamil Martin Sagberg and Marius Haara Tjemsland (2011): Gasstransportkapasitet fra Haltenbanken til Europa. Project assignment in subject area TPG4140 natural gas, Norwegian University of Science and Technology (NTNU)
Published April 27, 2018 • Updated October 2, 2018