The document provides an overview and highlights from a report on offshore decommissioning in the Gulf of Mexico in 2012-2013. It discusses factors like new regulations impacting the industry and increased oversight following the Deepwater Horizon incident. It also reviews the decommissioning market in 2011, comparing actual activity levels to previous predictions. The report will examine the effect of new regulations and how the market has changed from 2011. It is aimed at management, operations, engineering, and sales professionals to inform business planning and strategy.
This document provides a summary of an offshore decommissioning report focused on the Gulf of Mexico. It highlights key factors like regulations driving decommissioning, cost reduction strategies, implications of the "Idle Iron" NTL, and predictions for decommissioning activity from 2012-2014. The report analyzes 2011 market conditions, acquisition trends, new technologies, lessons learned, and forecasts continued high decommissioning demand of around 150 platforms per year through 2016. It also examines challenges like deepwater projects and stricter regulatory compliance under initiatives like SEMS and SIMS.
The document summarizes an upcoming conference on decommissioning and abandonment in the Gulf of Mexico. It provides details on the conference agenda, speakers, attendees, exhibitors, and sponsors. Previous conferences have attracted over 1,200 attendees from 350 organizations in 15 countries, focusing on updating strategies and sharing lessons learned for improving safety and reducing costs on decommissioning projects in the Gulf of Mexico region.
Over the past 18 months, 5 commercial nuclear reactors in the US have begun decommissioning and 4 are continuing active decommissioning activities. Recent retirements have prompted questions about whether the nuclear industry is facing an unprecedented period of decline or if it is prepared to handle multiple decommissioning projects simultaneously. However, the industry has experienced similar challenges in the past, including periods in the 1970s, 1980s, and 1990s when several reactors were shut down. To date, 11 major nuclear facilities in the US have been fully decommissioned and their sites released for unrestricted use, and significant progress has also been made at several other sites. The presentation provides an overview of decommissioning activities at the Humboldt Bay Nuclear Power
Decommissioning & Abandonment For Oil & Gasprada2000
Decommissioning & Abandonment for Oil & Gas Industry. This is a strategic Global Business Conference aimed at reducing the costs to decommission using latest technologies and strategies to limit the liabilities of Oil and Gas operators. It will give tools to deal with Legal disputes and environmental treaties.
Subsea well intervention: Learning from the past - planning for the futureStatoil
1) Subsea well intervention technology has advanced from using only dry trees and platforms to now include wet trees and the ability to perform more complex interventions subsea.
2) Learning from past operations, operators are planning for the future of subsea well intervention by developing new technologies like temporary riser systems to allow more extensive intervention capabilities subsea.
3) These new temporary riser systems will enable a wider range of intervention activities subsea like drilling of sidetracks, helping to increase recovery from maturing subsea fields.
Cost Estimating for Offshore Oil & Gas Facility DecommissioningDonnie Miller
This paper reviews the process of decommissioning offshore oil and gas facilities in the US Gulf of Mexico. It discusses the typical cost elements of decommissioning including planning, well plugging and abandonment, platform preparation, topsides and jacket removal, and site clearance. It provides details on the costs and time required for various tasks such as pipeline abandonment, conductor removal, and cutting and removing the platform jacket. The paper also gives an example cost estimate for decommissioning a typical 4-pile drilling/production platform and compares actual costs to estimated costs for several projects to evaluate estimate accuracy.
The offshore decommissioning market review, 2011piersfrench
The document is a report on offshore decommissioning in the Gulf of Mexico in 2012-2013. It provides statistics on the number of platforms decommissioned from 2008-2011, finding that 2011 saw a record number decommissioned. It also estimates the size of the decommissioning market in the Gulf of Mexico to be between $1.5-$5.5 billion. Finally, it provides charts and maps showing the status and locations of platforms in the Gulf as of 2012.
Each offshore platform reaches the end of its lifetime at some point, and this necessitates decommissioning. This activity must be done safely, cost effectively and with as little environmental pollution as possible. While the life spans of these installations cover decades, they have not generally been designed with efficient decommissioning in mind. Moreover, the places where the facilities have been constructed are pivotal in defining the safest and most sustainable decommissioning method.
This 3 day training course will address the key issues surrounding an offshore decommissioning project. You will be exposed to key lessons learnt from Frigg, NW Hutton and Ekofisk, as well as lesson specifically derived from projects in based in Asia. The course will also assist in understanding the planning and decision analysis in decommissioning projects and costs involved.
This document provides a summary of an offshore decommissioning report focused on the Gulf of Mexico. It highlights key factors like regulations driving decommissioning, cost reduction strategies, implications of the "Idle Iron" NTL, and predictions for decommissioning activity from 2012-2014. The report analyzes 2011 market conditions, acquisition trends, new technologies, lessons learned, and forecasts continued high decommissioning demand of around 150 platforms per year through 2016. It also examines challenges like deepwater projects and stricter regulatory compliance under initiatives like SEMS and SIMS.
The document summarizes an upcoming conference on decommissioning and abandonment in the Gulf of Mexico. It provides details on the conference agenda, speakers, attendees, exhibitors, and sponsors. Previous conferences have attracted over 1,200 attendees from 350 organizations in 15 countries, focusing on updating strategies and sharing lessons learned for improving safety and reducing costs on decommissioning projects in the Gulf of Mexico region.
Over the past 18 months, 5 commercial nuclear reactors in the US have begun decommissioning and 4 are continuing active decommissioning activities. Recent retirements have prompted questions about whether the nuclear industry is facing an unprecedented period of decline or if it is prepared to handle multiple decommissioning projects simultaneously. However, the industry has experienced similar challenges in the past, including periods in the 1970s, 1980s, and 1990s when several reactors were shut down. To date, 11 major nuclear facilities in the US have been fully decommissioned and their sites released for unrestricted use, and significant progress has also been made at several other sites. The presentation provides an overview of decommissioning activities at the Humboldt Bay Nuclear Power
Decommissioning & Abandonment For Oil & Gasprada2000
Decommissioning & Abandonment for Oil & Gas Industry. This is a strategic Global Business Conference aimed at reducing the costs to decommission using latest technologies and strategies to limit the liabilities of Oil and Gas operators. It will give tools to deal with Legal disputes and environmental treaties.
Subsea well intervention: Learning from the past - planning for the futureStatoil
1) Subsea well intervention technology has advanced from using only dry trees and platforms to now include wet trees and the ability to perform more complex interventions subsea.
2) Learning from past operations, operators are planning for the future of subsea well intervention by developing new technologies like temporary riser systems to allow more extensive intervention capabilities subsea.
3) These new temporary riser systems will enable a wider range of intervention activities subsea like drilling of sidetracks, helping to increase recovery from maturing subsea fields.
Cost Estimating for Offshore Oil & Gas Facility DecommissioningDonnie Miller
This paper reviews the process of decommissioning offshore oil and gas facilities in the US Gulf of Mexico. It discusses the typical cost elements of decommissioning including planning, well plugging and abandonment, platform preparation, topsides and jacket removal, and site clearance. It provides details on the costs and time required for various tasks such as pipeline abandonment, conductor removal, and cutting and removing the platform jacket. The paper also gives an example cost estimate for decommissioning a typical 4-pile drilling/production platform and compares actual costs to estimated costs for several projects to evaluate estimate accuracy.
The offshore decommissioning market review, 2011piersfrench
The document is a report on offshore decommissioning in the Gulf of Mexico in 2012-2013. It provides statistics on the number of platforms decommissioned from 2008-2011, finding that 2011 saw a record number decommissioned. It also estimates the size of the decommissioning market in the Gulf of Mexico to be between $1.5-$5.5 billion. Finally, it provides charts and maps showing the status and locations of platforms in the Gulf as of 2012.
Each offshore platform reaches the end of its lifetime at some point, and this necessitates decommissioning. This activity must be done safely, cost effectively and with as little environmental pollution as possible. While the life spans of these installations cover decades, they have not generally been designed with efficient decommissioning in mind. Moreover, the places where the facilities have been constructed are pivotal in defining the safest and most sustainable decommissioning method.
This 3 day training course will address the key issues surrounding an offshore decommissioning project. You will be exposed to key lessons learnt from Frigg, NW Hutton and Ekofisk, as well as lesson specifically derived from projects in based in Asia. The course will also assist in understanding the planning and decision analysis in decommissioning projects and costs involved.
ExxonMobil's 2005 annual report summarizes the company's strong financial performance and operational excellence. The company achieved record net income of $36 billion in 2005 through consistent execution of its business model across its upstream, downstream, and chemical businesses. ExxonMobil invested $18 billion in new projects, maintaining its disciplined long-term approach of only approving projects that are profitable across a range of price environments. The company distributed over $23 billion to shareholders in 2005 through dividends and share repurchases, demonstrating its commitment to delivering long-term growth in shareholder value.
8th Annual North Sea Decommissioning Conferenceetully
This document advertises the 8th Annual North Sea Decommissioning Conference happening in November 2011 in Aberdeen, UK. It summarizes that around 120 oil and gas installations could be decommissioned in the Southern North Sea alone by 2020, representing a large business opportunity. The conference will provide expert insights into challenges like costs, regulations, well plugging, supply chain management, and new technologies to help operators and contractors better plan and execute decommissioning projects.
The annual report summarizes ExxonMobil's strong financial results in 2006, with record net income across its Upstream, Downstream, and Chemical businesses. The company continued growing shareholder value through high dividends and share buybacks totaling $32.6 billion in returns to shareholders. ExxonMobil invested $20 billion in capital projects and advanced its portfolio of major projects, starting up seven new upstream projects. It focuses on long-term profitable growth through disciplined capital investments and a rigorous business model.
The document discusses PVA's strategic roadmap to maximize value by increasing its focus on oil and liquids-rich plays while retaining optionality in its core gas assets. It highlights PVA's track record of growth and value creation through maintaining low costs and delivering high returns, even in challenging commodity price environments. PVA plans to continue building its Eagle Ford Shale acreage position and expanding testing in the Marcellus Shale.
ExxonMobil's annual report for 2004 highlights:
1) Production from the Kizomba A project in Angola began in August 2004, setting a record for time from contract award to first oil production for a project of its size. Oil is transferred from the tension leg platform to the world's largest floating production, storage, and offloading vessel.
2) ExxonMobil earned record net income of $25.3 billion in 2004, with strong performance across its upstream, downstream, and chemical business lines.
3) ExxonMobil is well-positioned to meet future energy challenges through its commitment to operational excellence, disciplined investment approach, leadership in technology, and
Floating liquefied natural gas (FLNG) has significant potential but remains largely untapped. As FLNG allows access to offshore gas reserves and stranded fields without costly infrastructure, interest is expected to grow in coming years. Teekay LNG Partners, the largest LNG tank owner in North America, sees increasing demand for tankers that can liquefy gas onboard. The CEO has identified 30 sites that may need FLNG converters in the next five years across markets like China, Bangladesh and Indonesia. While the technology enables gas delivery without pipelines, the CEO is pessimistic about US LNG exports due to higher costs compared to regions like Qatar. However, FLNG presents opportunities to unlock reserves and bypass infrastructure, attracting future
This document provides a summary of ExxonMobil's 2007 annual report. It highlights that ExxonMobil achieved record financial results in 2007, with $40.6 billion in net income. All of its business segments - Upstream, Downstream, and Chemical - had record earnings. ExxonMobil invested $21 billion in capital projects and exploration. It started up 7 major upstream projects and plans to start 19 more over the next 3 years. ExxonMobil also increased its annual dividend by 49% over the past 5 years and distributed $35.6 billion total to shareholders in 2007 through dividends and share repurchases.
ExxonMobil delivered record financial results in 2007, with net income of $40.6 billion. The company invested $20.9 billion in capital projects. ExxonMobil operates worldwide in upstream, downstream, and chemical businesses, and seeks to grow shareholder value through disciplined investment, operational excellence, and industry-leading returns. Key accomplishments in 2007 included starting up seven major upstream projects, replacing over 100% of oil and gas production, and achieving the best safety performance on record.
Decommissioning and Abandonment Summit 2013Dean Murphy
The document summarizes the 5th annual Decommissioning & Abandonment Summit to be held in Houston, TX in March 2013. It provides an overview of the event, including speakers from major oil companies, regulators, and independent operators who will discuss industry trends and innovations. The summit will gather over 800 senior executives from over 400 decommissioning organizations to network and learn about strategic planning, regulations, costs, technologies and environmental challenges. Attendees will represent oil and gas operators, service providers, contractors, and government agencies working on decommissioning in the Gulf of Mexico region.
This article provides a primer on analyzing and valuing exploration and production (E&P) companies. It discusses key aspects of E&P companies including common ownership interests, accounting methods, and financial statement analysis. The article also covers reserve categories, how to read reserve engineering reports, and typical valuation approaches for E&P companies, which primarily use the market approach due to available data.
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- Exile Resources is an African oil and gas exploration and production company focused on Nigeria and with a license in Zambia.
- Their main project is the Akepo field in Nigeria, where they have re-entered and tested the Akepo-1st well, estimating production of 2,500-3,000 barrels of oil per day.
- Their goals are to begin production at Akepo in Summer 2010 and use cash flow to acquire additional projects in Nigeria and pursue opportunities elsewhere in West Africa.
Generic slides: AMEC in the Middle East, Africa and CISZhenya85
AMEC provides engineering, project management and asset support services across the Middle East, Africa and Commonwealth of Independent States regions. It has over 2,000 employees operating in 12 countries. AMEC has a strong track record of delivering large, complex projects for national oil companies and international oil companies. Examples include acting as project management consultant for Kuwait Oil Company's $6 billion capital project portfolio and providing engineering services for BP's major Azeri oil fields development in Azerbaijan. AMEC aims to be a top three service provider in its core markets through organic growth and acquisitions.
1. Anergy Ltd is an independent oil and gas exploration company focused on the UK and Norwegian North Sea. It was founded in 2005 by two energy executives with experience developing assets in Norway.
2. Anergy's strategy is to acquire mature, low-risk assets like old discoveries and producing fields with potential for added value. It aims to produce up to 50,000 barrels per day by developing a balanced portfolio including exploration and farm-ins.
3. Financially, Anergy is seeking £1 million in capital within 6 months to fund opportunities and initial developments, maintaining flexibility to reinvest earnings rather than pay dividends for now.
Simon Henry - Credit Suisse conference in Vail Colorado, February 8, 2012Shell plc
Simon Henry, Chief Financial Officer of Royal Dutch Shell plc, presented the Shells updated strategy as laid out in February of 2012 and the financial and operational highlights of 2011.
This document provides an overview of working capital management at Oil and Natural Gas Corporation (ONGC). It includes a project report submitted for a Masters in Management Studies covering ONGC's company profile, methodology, concepts of working capital, factors determining working capital requirements, working capital policy, current assets and liabilities management, ratio analysis, and suggestions. The report analyzes trends in ONGC's working capital over 5 years from 2004-2005 to 2008-2009 and finds that due to the nature of its oil and gas exploration and production business, ONGC requires substantial working capital investments and proper management of current assets and liabilities.
The Connected Fleet report 2014 analyzes trends in the fleet telematics market. It finds that while asset tracking and route management are currently most valuable, fleet managers are increasingly focused on driver behavior services due to legislation and cost savings. However, there is a disconnect between what services telematics providers believe are most valuable and what fleet managers need. Going forward, driver behavior data will be the most important service, along with tire pressure and predictive maintenance. The report also notes that the US market is expected to see the greatest growth in fleet telematics in 2014, and many US telematics executives plan major new product launches that year focused on fleets.
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ExxonMobil's 2005 annual report summarizes the company's strong financial performance and operational excellence. The company achieved record net income of $36 billion in 2005 through consistent execution of its business model across its upstream, downstream, and chemical businesses. ExxonMobil invested $18 billion in new projects, maintaining its disciplined long-term approach of only approving projects that are profitable across a range of price environments. The company distributed over $23 billion to shareholders in 2005 through dividends and share repurchases, demonstrating its commitment to delivering long-term growth in shareholder value.
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The annual report summarizes ExxonMobil's strong financial results in 2006, with record net income across its Upstream, Downstream, and Chemical businesses. The company continued growing shareholder value through high dividends and share buybacks totaling $32.6 billion in returns to shareholders. ExxonMobil invested $20 billion in capital projects and advanced its portfolio of major projects, starting up seven new upstream projects. It focuses on long-term profitable growth through disciplined capital investments and a rigorous business model.
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ExxonMobil's annual report for 2004 highlights:
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This document provides a summary of ExxonMobil's 2007 annual report. It highlights that ExxonMobil achieved record financial results in 2007, with $40.6 billion in net income. All of its business segments - Upstream, Downstream, and Chemical - had record earnings. ExxonMobil invested $21 billion in capital projects and exploration. It started up 7 major upstream projects and plans to start 19 more over the next 3 years. ExxonMobil also increased its annual dividend by 49% over the past 5 years and distributed $35.6 billion total to shareholders in 2007 through dividends and share repurchases.
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The decommissioning market was certainly a busy one in 2011. The lack of severe hurricanes in the
2011 season minimized the number of evacuations and consequent interruption to offshore operations. In
addition, weather downtime, although erratic early on, was minimal particularly from June through September.
This made contracting simpler and enabled many operators to select lump sum with an option on downtime
due to a named storm. Given the lack of named storms that entered the Gulf of Mexico (GOM), this strategy
has proved cost effective. Technology has advanced compared with previous years and tooling has become
more reliable, enabling ef cient turnaround on salvage projects. The cost of decommissioning platforms was
kept down by a few operators undertaking campaigns as part of their business strategy.
More regulation was enacted through 2011, resulting in much more oversight by
the US government on the Outer Continental Shelf (OCS) oil and gas operations.
Gulf of Mexico Oil & Gas
Decommissioning Market Report 2012-13 The aim of these new regulations is to hold operators accountable for safety
and the environment, with tougher civil penalties for violations. Operators must
Analysis of the decommissioning market in 2011, forecasted
demand and best practice to improve your business planning,
reduce cost and optimize your resources. now demonstrate active procedures and processes in place for safety and the
environment, covering a broad range of offshore activities. These regulations
stem from – or have been accelerated by – the Deepwater Horizon incident of
April 2010 and are primarily targeted at drilling operations; however, they apply
to all oil and gas operations in the GOM OCS. Compliance with regulatory
requirements is now mandatory and operators must demonstrate this for all
OCS oil and gas operations via documentation, hazard analysis and job safety
analysis. Although many operators followed the guidance of API RP 75, it was
not mandatory. Additional regulations have been enacted that provide far greater
detail on what is expected of oil and gas operators.
The 2012 decommissioning report will examine in detail the context of the new regulations and their effect
on the decommissioning industry in the GOM. In addition, the decommissioning market in 2011 will be
discussed and how this compares with predictions from 2010. Predictions for 2012 and 2013 will be based on
performance in 2012 and prior years, and compliance with the ‘Idle Iron’ NTL.
Who should buy this report?
Management – Chief Executive Of cers, Managing Directors –
who are keen to ensure that their business planning is informed
by comprehensive analysis of the decommissioning market.
Operations – Chief Operations Of cers, Product Managers – who
seek best practice to ensure that the decommissioning process is
economical and improving continually through the expertise of their
peers.
Engineering – Project Engineers, Directors of Engineering
– who are seeking to keep up to date with the innovations of
competitors with a view to improve decommissioning techniques
and continually re ne their safety contingencies.
Sales – VP of Sales, Sales Managers – who need to know
the market drivers and companies active to ensure their sales
strategies are optimized.
Business Development – Bids & Proposals Manager,
International Development Managers – who need an independent
overview of the market and its participants to intelligently grow
their business opportunities.
Sample pages
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BEFORE FEB 17
Chapter Overview and Research Highlights SAVE
1 Market overview
$450
The predictions for 2011 reviewed
A consideration of the volume of decommissioning activities predicted in the GOM 2011 report and what has
subsequently affected these levels. This includes how operator’s proactive decommissioning campaigns were made
possible by the reduced level of hurricane activity in the region over the past two years.
2011 Market reviewed
Analysis of the level of decommissioning undertaken, including a consideration of the factors behind operators
decommissioning the highest number of platforms than any other year.
2 2011 Market in Detail
In-depth look at the decommissioning market in 2011 covering detailed analysis of what was decommissioned and how
operators improved on previous year’s performance. Primary research undertaken through surveying contractors in the
region to provide a thorough overview of the market.
Beyond 2011 predictions
2011 was certainly a busy year for decommissioning activity with the number of platforms salvaged far in excess
of predictions from 2010. Operators have continued to decommission platforms at an increased rate compared
to previous years with Apache Corporation alone decommissioning over 60 platforms in 2010. The active use
of a functioning SIM system has enabled a number of operators to develop decommissioning strategies and
concentrate resources utilizing decommissioning campaigns in addition to decommissioning platforms that
present high to very high risk.
3 New technologies
Technologies in the industry are continually being re ned with an enduring focus on improving engineering techniques to
increase reliability. Additionally, there are a number of areas where new technologies are being tested but yet to be proven
on a GOM OCS project. These could have a signi cant impact on the ef ciencies of decommissioning in the years ahead.
4 Efficiency / Resource Average platform decommissioning durations
Water Average Duration to
Discussion on how operators and contractors have utilized Platform Type
Depth (ft) Decommission (d)
ef ciencies to undertake a greater number of salvage projects Caisson 50 1-2
compared to previous years. A look at potential resource issues Braced Caisson 100 2
based on industry feedback and where salvage projects can be 4 Pile 150 3
more ef cient. 6 Pile 200 3->7
8 Pile 200 4->7
4 Pile 400 5->7
4 Pile 500 6->7
Table does not re ect the P&A of wells which are extremely variable)
5 Acquisition / Divestiture
A recap of asset operator shift in 2011 looks at the continuing trend of acquisition of GOM OCS assets by the independents.
Details of the acquisitions are provided and how the operator eet number shave changed.
6 Best practice and Lessons Learned
Service Providers
Interviews and case studies with three of the biggest Integrated Service Providers in the region, to consider what is best
practice and the lessons learnt when decommissioning in the Gulf.
Operators
What is world class decommissioning? Where can cost ef ciencies be made in tackling offshore platforms? The
perspective of operators considering their decommissioning.
7 Market Forecast and Future Growth
A look at present trends and prediction on future decommissioning market taking in to account factors such as
resource, number of assets to decommission, improved ef ciency and contracting strategy. An in depth examination of
salvage campaign strategy and implementation of methods for ef cient use of resources and salvage project planning.
Average number of platforms predicted to be decommissioned per year between 2011-16 = 150
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BEFORE FEB 17
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8 Market Challenges / Regulations
From November 15th all operators shall have a fully implemented Safety and Environmental Management System
$450
(SEMS) that will follow the guidance of API RP 75. In this chapter, the changes in the regulatory landscape are
considered and the impact on decommissioning in the region.
SEMS
What is SEMS? The SEMS requirement affects practically all-offshore operations from drilling activities to lifting point
certi cation. In this chapter, the impact on your decommissioning activities, including cost reduction, personnel safety
and the environment are discussed in more detail
SEMs
To ensure their compliance operators are requiring contractors to provide documentation and evidence for satisfying
key areas of the SEMS such as safety and environmental performance with written safe work practices. Directly
SEMS is requiring all contractors to have “Operating Procedures” and a “Mechanical Integrity Plan” that accompany
all supplied equipment in addition to a “Hazard Analysis”. Contractors may adopt sections from an operators SEMS
program but the operator and contractor must document agreed policies.
SIMS
API 2SIM is imminently due to be issued as guidance for the implementation of a Structural Integrity Management system.
BOEM have stated greater oversight of operators and use of a SIM system to not only manage a eet of platforms but also to
implement decommissioning strategy as part of the SIM system.
9 Industry Learnings
A concise, considered summary of the industry as 2012 begins, including SIM and API 2SIM, and their impact and
in uence on decommissioning strategies.
10 Reefing
A brief look at 2011 ree ng projects by operator, asset type and water depth. Comparison to ree ng trends in previous
years and predictions for 2012.
23.3% of all reefed platforms are located in a water depth between 150 – 200 metres
The second most commonly reefed structure is an 8-pile Jacket, with 100 structures reefed by December 2011.
In 2009, 2010 and 2011at least 25 structures reefed each year
11 References
Methodology
The 2012 decommissioning report has utilized contractors in the decommissioning market and their
extensive research, experience and expertise from observations on market performance, dif culties
operators and contractors to generate a concise in performing the work and establishing base line
picture of the decommissioning market in the GOM performance.
OCS.
Analysis of the latest data covering the GOM
A key element of this year’s report is a detailed OCS eet of platforms and structures reefed in
review and analysis of the changing regulatory 2011 yields many interesting facts and the data
requirements that have broadened mandated is presented in a number of ways to help readers
regulations when undertaking operations on the understand potential impact on business decisions
GOM OCS. The research includes analysis of data and market forces. Trends are presented to help
obtained from BOEM, industry and other public forecast future decommissioning work load in to
domain data as well as input from the Texas and 2012 and 2013 and the potential additional demand
Louisiana ree ng programs. on decommissioning resources.
For the 2012 decommissioning report a cross A combination of data analysis, market research and
section of operators and contractors have review of the latest regulatory regime yields potential
been interviewed or invited to ll out an online strategic business drivers that can signi cantly
questionnaire to provide greater detail and lower risk to both the environment and increase
understanding from their respective ends of the safety of personnel. In addition, operators can learn
decommissioning market. Their input provides how signi cant lowering of costs and risk can be
invaluable insight in to best practice, new achieved by catching up on industry trends and
technologies, resource availability and case changes in regulations that ultimately bene t the
studies. Of particular interest is the experience of GOM oil and gas industry.
For more information contact: mvincent@decomworld.com
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BEFORE FEB 17
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Contents $450
Welcome 8 Market Challenges / Regulations
About DecomWorld & Biography of the author 9 Decommissioning challenges
Industry Review
9.1 Regulations
Acknowledgements 9.2 Deepwater
Index of Figures and Tables 9.3 Safety and Environmental Management
Abbreviations 9.4 Structural Integrity Management
Mandated Changes
Executive Summary
Status of API 2SIM
1 Introduction Impact / Influence
Strategy / Mitigation
2 Methodology
10 Future Growth and Direction 2012-2014
3 Market Overview
11 ‘Idle Iron’ NTL Simplified
3.1 Predictions for 2011 reviewed
3.2 2011 Market overview 12 Industry Learning
3.3 Decommissioning overview.
13 Reefing
4 Acquisition / Divestiture
TARP / LARP
5 New Technologies Statistics
Save The Blue Initiative
6 Best Practice and Lessons Learned
References
7 Market Forecast
Contractor Lists
Index of Tables and figures
Tables Figures
Table 1 Structures Decommissioned and % of GOM Figure 1 Distribution of Survey Responses by Job Function
Structures Decommissioned from 2000 through 2011
Figure 2 GOM Number of Installed and Decommissioned
Table 2 % Change of Installed, Decommissioned and Platforms from 1943 through 2011
Remaining Platforms Based on Remaining Fleet in the
GOM from 2000 through 2011 Figure 3 GOM Number Decommissioned Platforms from
BOEMRE & BOEM Data 1995 through 2011
Table 3 Decommissioned Platforms by Operator over the Last
Decade Figure 4 Percentage of GOM Structures Decommissioned each
Year from 1970 through 2011
Table 4 Average Platform Decommissioning Durations
Figure 5 Structures Decommissioned and % of GOM
Table 5 Recent Acquisitions by Black Elk Energy Structures Decommissioned from 2000 through 2011
Table 6 Decommissioned GOM Fixed Type Structures in Figure 6 Trend of Installed and Decommissioned Platforms in
Water Depth Greater than 500ft the GOM
Table 7 GOM Fixed Type Structures in Water Depth Greater Figure 7 % Change of Installed, Decommissioned and
than 500 ft Remaining Platforms Based on Remaining Fleet in the
GOM from 2000 through 2011
Table 8 Sample Key Considerations for Platform Ree ng
Candidacy Figure 8 Top 6 Number of Decommissioned Platforms by
Operator over the Last Decade
Table 9 GOM Platform Distribution by Type and Operator
Figure 9 2011 Decommissioned Market by Operator
Table 10 GOM Platform Distribution by Water Depth
Figure 10 Distribution of ‘Deep Water’ Fixed Platforms in GOM
Table 11 GOM Borehole Status as of December 9th 2011 with API 2INT-MET Zoning
Table 12 GOM Expired or Terminated Leases - Borehole Figure 11 LARP Ree ng Trend by Year
Distribution by Region
Figure 12 LARP Reef Top 20 Number of Donations by Operator
Table 13 GOM Expired or Terminated Leases - Borehole
Distribution by Water Depth Figure 13 LARP Reef Donations by Platform Type
Table 14 ‘Idle Iron’ NTL Simpli ed Figure 14 LARP Reef Donations by Platform Origin Water Depth
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What the industry thought of the 2011 report: BEFORE FEB 17
SAVE
“The 2011 Gulf of Mexico report waswork. It was of awhich enough standard that
details I needed to plan our offshore
a good report,
high
provided me with
$450
I used it to educate the rest of my company. I look forward to the 2012 report to
use in our business planning over the next few years. ”
J. Wittenbraker – CEO, Mactech
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