Jun 13
Project Titan – Setting New Standards
Project Titan – Setting New Standards

RIL's Cryogenic Ethane Storage and Receipt Facility at Dahej tells the story of how LTHE helped its customer set a new benchmark in liquid Ethane Transportation & Storage.

When Reliance industries Limited (RIL) decided to establish the largest supply chain for Ethane from production facilities in USA to its Cracker Units in India within a short period of time, it knew that getting there wasn't going to be easy. Such a thing had never been attempted before, certainly not on the scale RIL had in mind. There were technological challenges involved in long surface transportation of liquid ethane and severe time constraints. Accomplishing the goal meant that it had to bring in the big guns – L&T Hydrocarbon Engineering (LTHE).     

It was LTHE's strong execution capabilities and technological supremacy which led RIL to repose its faith in the former and award the turnkey EPC project to establish the Cryogenic Ethane Receipt and Storage Facilities at its Dahej Manufacturing Complex.

The complete Basic and Detail Engineering of the Dahej Facilities comprising Unloading Arms, 8 Km cryogenic pipeline from jetty to the plant, the Storage Tank and associated Balance of Plant (BOP) facilities, procurement and construction of double-walled full containment Cryogenic Ethane Storage Tank was awarded to LTHE in the first phase of the project in August 2014.

The project schedule posed a unique challenge. While globally, projects of this nature took anywhere from 34 to 36 months, this one was to be completed within 29 months. Further, the unloading and storage facilities including the Tank were to be designed for Dual Service of Ethane/LNG. The underground section of the cryogenic ethane unloading pipeline is one of the longest in the world which was to be designed with 'Pipe in Pipe' (PIP) technology.

LTHE partnered with M/s Saipem, world leaders in cryogenic technology for the design and engineering of the facilities.

The project team had a monumental task on hand, necessitating meticulous planning in design, procurement and construction in view of the stringent timelines.

Constructing the Ethane Storage Tank

Early commencement of Basic Engineering at Saipem, Paris and mobilisation of the project site within seven days of contract award gave a robust start to the project. Drawings for construction were released within 3 months of contract award to kick-start the RCC Bored Cast in-situ Piles (1m diameter and 38m depth). Exhaustive time motion studies were carried out to maximize the piling productivity and utilization of five Piling Rigs deployed at site within a limited area of 6000 sq. m. The efforts resulted in ensuring maximized pile output with maximum productivity up to 65 Piles per week. This resulted in completion of 536 piles within 97 days. Stringent quality checks on piles including the cross-hole sonic logging tests, dynamic load tests and pile integrity tests were implemented to make sure that the work quality didn't suffer on account of lack of time.

The concreting of the Tank Base Slab (90 metre diameter, 6500 Cum. of concrete) posed a significant challenge in ensuring a crack free slab. Thermal analysis of Base Slab was carried out utilising results of various tests done on the concrete at specialized laboratories in IIT Madras and Madrid University. A good design mix for M50 concrete was developed using GGBFS (Ground Granulated Blast Furnace Slag) to lower heat of hydration. All these efforts resulted in a crack free base slab which received all-round appreciation from the customer as well as the consultants.

The Outer Concrete wall (88.5 metre diameter) of width 800mm and height 37 metre was cast in 11 lifts using specially designed Jump Formwork. The challenge associated with casting the entire diameter of the wall lift in a single segment at heights was overcome by the use of static boom placers. With each passing wall lift, the casting time-cycle was optimised and what started off at 22 days for the initial lift was brought down to just 9 days for the latter lifts.

Significant efforts were put in by Supply Chain Management of LTHE on the global sourcing of materials of special metallurgy (9% Nickel, high strength Aluminium plates). Rigorous expediting was done to meet the stringent delivery requirements of all materials to meet the construction sequence requirements. Extensive Value engineering and design optimization helped in reduction of cutting wastages and minimization of site works substantially. 2100MT of 9% Nickel steel plates were pre-fabricated in France and transported to site.

Within 15 months from project award date, the critical construction activity of Roof Air Raising was completed creating a benchmark in Cryogenic Tank construction. The power of air was unleashed when an unsupported 810 MT roof along with the suspended deck prefabricated at grade was lifted into position at a height of 37 meters with air pressure pumped through high capacity blowers. The entire operation of air lifting was carried out by LTHE under expert supervision. Since any imbalance while air raising can have catastrophic results, each sub-activity was planned and engineered to the last detail.

Micro-scheduling, Resource planning, Access Control Plans and Quality check-lists were developed much in advance for a smooth air raising operation. Accurate COG (Centre of Gravity) calculations and appropriate counter weights ensured perfect balancing of Roof during upward movement.  The outcome of all this was a smooth 16hrs continuous operation in raising the 810 MT tank roof into its position.

Inner Tank fabrication was yet another crucial activity. The inner shell construction posed significant difficulties due to its special metallurgy (9% nickel steel), limited access / confined space and working at height.

The demanding situation and need to fast-track the execution called for an innovative approach. In what was a first in the country, Phased Array Ultrasonic Testing Technique (PAUT) was implemented as NDT for the welding joints of the Inner Tank Shell, in lieu of the conventional radiography technique. PAUT has a number of technical advantages and can be carried out in parallel with other construction activities without stopping any work. Use of special welding techniques accompanied by PAUT implementation resulted in completion of inner shell fabrication in a record duration of 4 months.

The fabrication of inner tank was accompanied by a series of simultaneous construction activities inside the tank. The complete concrete wall was lined with low temperature carbon steel liner with multiple layers of bottom plates and insulation.

The tank was hydro-tested to check its integrity and the foundation settlement. It was filled up with 1, 22,000 m3 of water, the equivalent of the daily water requirement of an entire town. An elaborate arrangement of high capacity pumps ensured filling and discharge activity completion in 20 days. LTHE in line with its commitment towards water conservation ensured recycling of water back to the fire water system of RIL.

Insulation plays a vital role in meeting tank performance requirement and boil-off rate. The bottom layer of the tank and corner protection is insulated with high density foam glass and interleaving felt. Resilient Blankets are installed on the inner tank wall throughout its periphery. Plus the annular space between the inner tank and concrete wall is filled with expanded Perlite. Due to the nature of operation and dusty environment within the tank, perlite filling is considered as one of the most critical operation in tank construction. Perlite filling was completed in a continuous operation within a record time of 17 days.

Pre-commissioning activities pertaining to the Cryogenic Tank include the crucial activities of purging and drying of tank and associated pipelines. To achieve this, the tank is purged with nitrogen till the oxygen content in tank is negligible and the moisture content in the tank is completely gone.

Teamwork, meticulous planning and dedication were the hallmark of the project throughout the execution phase. The tank was mechanically completed within contractual time schedule of 29 months setting a new benchmark in execution of Cryogenic Tanks.

The highest commitment of LTHE to HSE in executing this project resulted in 'Zero LTI' and was well appreciated by the client. The project also received the highest score in the Safety Audit conducted across all RIL Projects.

Balance of Plant Facilities (BOP)

In the second phase of the project, in June 2015, RIL awarded the contract for Balance of Plant (BOP) of the ethane storage facilities to LTHE. The scope comprised 2 Km of 2 x 24" Import Pipeline and 0.8 Km 1 x 12" export line in DMD premises, Boil off Gas Compressors, Condenser, Booster Pumps, Heating System, Flare System Pipelines, Sub-Station building (83.65m x 15m x 10.7m), Control Room Building (52.74m x 24m x 6.8m) and associated facilities.

Being a fast-track project, RIL kept the deadlines very tight leading to extremely challenging contractual schedule of 19 months for Mechanical Completion. Executing a Cryogenic Balance of Plant Project with such complexities in construction and against the demanding schedule was not an easy task and required an extraordinary team effort.

Major construction volumes included:

• 18,000 Cum of RCC Works.

• 4900 MT of Structural steel

• 3 Lakh Inch Metre of Piping.

• 3500 Nos. of Cryo Supports

• 550 Km of Cabling

The completion of the state-of–the-art Sub-Station and Control Room building within 12 months was another hallmark of fast-track project execution. The Control Room has ultra-modern interiors specially designed by renowned architects.

LTHE managed to overcome the engineering challenges at the site by effective deputation of all functional lead engineers at site for field engineering support till mechanical completion.

LTHE relied on new and innovative construction methods at the site to minimize time, without compromising the design, quality and safety requirements.

The completion of BOP Construction coincided with Tank construction completion leading to pre-commissioning and commissioning of the combined facilities. Special care was taken in maintaining proper cleanliness of the systems of the pipelines and the facilities to ensure flawless start-up. The piping systems and all equipment were purged and dried with nitrogen to remove all residual moisture. Further the entire systems were cooled in phases up to temperature of -90 degree C using ethane vapor before liquid intake.

Prior to start of commissioning activities, detailed procedures were developed which helped in ensuring smooth and trouble free start-up of the operations.

The successful execution of this iconic project has set a new benchmark in execution of complex Cryogenic Storage facilities. Thanks to this remarkably challenging project and its successful execution, LTHE has now set its sights on a wider horizon in execution of such technologically challenging projects in India and abroad.​

Jun 13
LTHE Helps Breathe New Life into Mumbai High Field
LTHE Helps Breathe New Life into Mumbai High Field

Oil & Natural Gas Corporation Limited (ONGC) is flag bearer of energy security for the nation. With significant Government thrust on increasing Oil & Gas production in India, ONGC planned third phase of Mumbai High North field redevelopment, to boost production by 23 per cent by 2019-20, involved a capital investment of Rs.5813.25 Crores including the facilities cost of Rs. 2693.20 Crores. The implementation of the project will lead to incremental gain of 6.997 million tonne (MMT) crude oil and 5.253 billion cubic metres (BCM) gas by 2030.

The strategy of Mumbai High North Re-Development (MHNRD Phase-III) scheme includes opportunities for further development of LI, LII, S1 and other minor reservoirs along with the major LIII reservoir and integrating the required inputs. Facilities for MHNRD Phase III were planned to be created under two separate Contracts i.e. 5 Well Platform Project (WPP) and Pipeline Project (PLP).

L&T Hydrocarbon Engineering Limited (LTHE) secured the EPC contract for MHNRD Phase III 5 Well Platform Project (MHNRD-3) worth USD 219 Mn on August 11, 2014. The formal contract was signed in September 2014.

The project award also coincided with 'Make in India' initiative launched by the Government of India. LTHE's has major fabrication facilities in India, which include two modular fabrication yards, one at Hazira (Gujarat) on the West coast and other at Kattupalli (Tamil Nadu) on the East coast.

Project Scope

The scope of work for MHNRD-3 Project includes Surveys (Pre-Engineering, Pre-construction/ pre-installation and post-construction), Design, Engineering, Procurement, Fabrication, Load out, Tie down/ Sea fastening, Tow-out/Sail-out, Transportation, Installation, Hook-up, Testing, Pre-commissioning, and Commissioning of new well head platforms N19, N21, N22, N23 and N24.  It also included modification works on MNW platform, installation of 3 Clamp-on Structures along with 6 Deck Extensions at N11 Platform and underwater strengthening of jacket with grouted clamp at NQD Platform.

Well platforms facilities include Production header, Test header, 2-phase Test separator, Solar Power system, Hydro pneumatic shut down panel, Deck crane and SCADA.

The project was slated for completion in March 2016. This was a moderate challenge in terms of schedule, for the Engineering, Procurement & Fabrication phase, considering the aggressive timelines delivered by LTHE earlier. The installation schedule was very critical considering requirement of complete installation and commissioning of all facilities within 5 months from start of installation campaign in November 2015. 


LTHE's Engineering Centre in Bangalore, which specialises in engineering of offshore structures, carried out the detailed engineering for the project. The engineering centre was established in 1992 as John Brown Engineering India Ltd. It was taken over by L&T in 2004 and named L&T Valdel Engineering Limited. Recently this Engineering Centre was merged with parent company i.e. LTHE and now operates as the engineering arm of Offshore Business Vertical.

This Engineering Centre in Bangalore has many credentials to its account, which include engineering of the mammoth and complex MHN Process Platform Project executed by LTHE between 2009-12.  The Engineering Centre in Bangalore has performed detail engineering and modifications for over 200 platforms. Engineering for 5 wellhead platforms enhances total no. of wellhead platforms engineered by LTHE to 40, a distinction for an Indian Company. 

The engineering of two platforms was very critical considering the load and jacket weights, which were bordering the lift capacity of planned installation vessel. A little increase could have forced change in installation methodology from lift to launch, and resulted in major changes in execution philosophy. Structured weight monitoring approach and focus on equipment layout optimisation, proper integration and weight control of major vendor packages helped to manage the lift weight of jacket & topsides thus mitigating major risks to timely completion.


Procurement for the project was done expeditiously thanks to LTHE's vast network of suppliers around the globe which ensured that the delivery of materials and equipment did not hinder the fabrication processes in any way. The key topside packages were procured quickly and delivered at the yard as planned. This was achieved without any deviation from the approved vendor list and stringent material testing requirement as per contract. ​


This project was especially challenging considering only 19 months' duration to complete entire scope of work and handover the facilities to ONGC. Complete fabrication was done with in-house facilities. In line with the 'Make in India' campaign most fabrication work was carried out in India at LTHE's Modular Fabrication Facility at Hazira, Gujarat. This included 3 Jackets, 5 topsides, Piles and all modification works. Only two jackets were fabricated at LTHE's Modular Fabrication yard at Oman to meet installation schedule requirements.

Precise planning, engineering, synchronized teamwork and coordination across the facilities allowed all structures to be ready ahead of schedule and sail out without any punch points.

Meanwhile, ONGC requested for early completion and handover of N19 platform, one month ahead of original schedule. In line with LTHE's philosophy of meeting customer expectations, the whole team rose to the occasion. N19 Topside fabrication was accelerated and completed ahead of time. This was well appreciated by the client as they could start early production.


The offshore installation work was subcontracted to an established third party. The installation season began with installation of jacket for N21 Platform followed by N19 Platform and DO Tower installation. 

Four platforms and modification at three existing platforms were completed and handed over to ONGC progressively by 27th March 2016 ahead of contractual completion date of 31st March 2016. Due to discrepancy in relied upon soil data and actual soil behaviour, N-23 Platform was completed and handed over to ONGC on 15th May 2017.

For LTHE, the MHNRD Phase III 5 Well Platform Project has been a story of perseverance and overcoming challenges, which few other could have faced. A true team effort, the credit for its successful completion is due to everyone who worked on it.

Jun 13
Bassein Development Project - Fast Tracked Success Story
Bassein Development Project - Fast Tracked Success Story

ONGC has the unique responsibility of fuelling the nation's growth and is a pioneer of Exploration & Production activities in India. The Bassein Development Project was conceptualised by ONGC on EPCIC (Engineering, Procurement, Construction, Installation and Commissioning) basis to increase petroleum recovery and extend the life of Bassein Field, located off the West Coast of India.

Larsen & Toubro Limited (L&T) and Oil & Natural Gas Corporation Limited (ONGC) have been working together since 1991 to contribute to the energy security of the nation. One more milestone was added to this partnership on June 22, 2015, when L&T Hydrocarbon Engineering Limited (LTHE), a 100% subsidiary of L&T was awarded the USD 421 million Bassein Development Project (BDP) by ONGC.

The prized project was on the drawing board for quite some time and was being pursued by a number of global offshore EPC majors. That LTHE secured the contract against stiff international competition was as much a matter of pride as it was a testament to the resolve of its people.​

A Mammoth Job

The scope for the project covered Pre-Engineering Survey, Design & Detailed Engineering, Procurement, Fabrication, Load-Out, Tie-Down, Transportation, Installation, Pre-commissioning, Commissioning, & Final documentation for:

BCPA-3 Process Platform: Comprising mainly - One Gas Turbine Generator, Three Process Gas Compressors and other Processing facilities connected to BCPA-2 platform via bridge. Incidentally, BCPA-2 platform was constructed by consortium of L&T and Samsung Heavy Industries in 2009.

BLQ-3 Living Quarters Platform: A 50 men Living Quarter platform comprising state-of-the art living, accommodation and entertainment facilities for Offshore personnel and connected via bridge to BCPA-3 platform.

BH Wellhead Platform:  An unmanned wellhead platform envisaged to produce oil and gas along with associated facilities to transport them to existing BPA Complex.

2 Segments of Sub-sea Pipelines: 2 Segments of Sub-sea pipelines (8" and 14" size and 6.75 Km each) connecting the BH wellhead platform BCPA-2 and BCPA-3 in order to carry Oil & Gas respectively.

Brownfield Modification Works: Project scope also included extensive modification works at existing facilities of BPA complex comprising structural deck extensions, interconnecting piping, cable laying and control room and switchgear modifications

Schedule – The Challenge is Set

The project was to be fully completed by December 2017 (30 months) with early delivery of BH Platform & associated pipeline by December 2016 (18 months). 

One of the key strategies, which contributed to the competitive advantage in winning the project, was the single continuous installation campaign for all structures. However, this could not have been without blazing speed in early EPC stages. Meticulous planning, deep understanding of ONGC philosophy, working preferences, and alignment between all functions within LTHE was the key to ensure that this strategy was executed successfully.

The 30 month schedule for overall completion of the project including the handover of all the facilities,  made for a tight deadline. To make sure that LTHE delivered on the promise, internal targets were set to ensure installation of completed platforms by end April 2017 (within 22 months of the award of the project). This was the most challenging target set in the Hydrocarbon industry considering level of engineering details available at the time of award and the complex project scope.

The mission required the project team to go beyond its own predefined roles in order to achieve its goals. Meticulous planning, intense strategy discussion to reduce the timelines, out-of-the box thinking and targeted deployment at various work centres in order to meet the commitments were the new normal for those working on the project.

Engineering  - Designing a Complex ​

LTHE's own Engineering Centre Bangalore performed the Detail Engineering for BH Wellhead Platform, sub-sea pipelines and modification of existing facilities. Aker Solutions, Malaysia was involved for BCPA-3 & BLQ-3 Platforms while Kawasaki Heavy Industries, Japan engineered the Process Gas Compressor Module. Effectively managing these three engineering centres spread across geographies was itself a huge challenge.

Precise engineering, quick resolution of interfaces and adept coordination among all stakeholders were the rules of the game. Concurrent engineering was the key considering the extremely challenging and aggressive timelines. This approach requires many assumptions in early project stages, due to limited data availability from vendors. Monitoring these assumptions, and ensuring that work fronts are released both for procurement and fabrication progressively is very crucial to avoid rework / modifications in fabrication. Engineering & Project Management teams too had their work cut out as they worked hard to resolve inter-disciplinary checks (IDCs) to resolve any interface issues on priority and support concurrent engineering.

Another challenge was to keep the weights under control while modules were being engineered, as even a small increase in weight could have made modules beyond crane capacity. This would have altered the complete execution strategy of integration of three compressor trains in one module.  Stringent weight control monitoring was another key to successful project completion.

Procurement – A Key Differentiator​

Procurement timelines significantly affect the project schedule. In order to support the aggressive schedule, project specific procurement strategy was implemented. The Supply Chain management (SCM) team utilised its reach to a vast vendor base to source material and services from more than 20 countries across the world. A total of 176 detailed purchase specifications were prepared and more than 1500 purchase orders were placed under this project. The procurement process was also under pressure to meet the aggressive timelines as well as competitive pricing. Request for Quotation (RFQ) for critical packages and long lead items were made ready quickly to support concurrent engineering and fabrication.

In order to keep track of key packages, equipments, and components, dedicated delivery managers were mobilized to the vendor works to monitor the progress and schedule. This helped fast-tracking delivery schedule by more than 20% as compared to earlier projects in many cases.

The project team undertook many initiatives for organisational capability building, to reduce cost and improving delivery time. For LQ procurement and fabrication, complete in-house approach was adopted as against the traditional approach of out-sourcing procurement and supervision services.  Living quarters was fabricated at LTHE's MFF yard in Hazira. All the components and raw materials for LQ were procured directly by SCM, with the project team managing the complete integration at ground level. This helped maintain better control on the cost, quality and schedule.

Another key initiative was demand aggregation in order to achieve cost efficiency for bulk materials including structural steel, valves, piping items, instrumentation etc. In order to facilitate this as well as support early delivery of critical packages, piping & instrumentation items were free issued to the vendors for certain critical packages involving significant piping or instrumentation work. Additionally, alternate approved vendors / new vendors were utilized to support timely project completion.

Unparalleled Achievement in Fabrication Timelines

Fabrication of 5 large integrated and complex modules, apart from wellhead platform Jacket & Deck, Piles was a mammoth task, considering the tight schedule. PMT team was further challenged as engineering and procurement ran almost concurrently. Continuous monitoring of engineering and procurement deliverables was required to provide an early work front to yard, while avoiding major risks related to re-work / modification in fabricated structures.

To effectively meet the Fabrication challenge the work was spread between LTHE's two fabrication yards viz., Modular Fabrication Facility, Hazira and Modular Fabrication Facility, Kattupalli.

MFF Hazira was assigned the task of fabricating four heavy modules of BCPA-3 Platform ranging from 2500 MT to 3700 MT (East Deck, West Deck, Turbine Generator Building Module and Process Gas Compressor Module); BLQ-3 deck (3500 MT), BH jacket and BH Deck and Interconnecting bridges while MFF Kattupalli was assigned the task of fabricating the 8-Legged Launch Jacket for the BCPA-3 Platform and the 4-Legged jacket for the BLQ-3 Platform.

Dedicated fabrication co-ordination teams were deployed at both the fabrication yards and assigned the crucial role of interfacing between the Engineering Team at three different locations and the procurement team based at Powai to ensure timely availability of drawings and materials in order to ensure the works progressed at the desired pace. Detailed constructability studies were carried out to identify possible fabrication issues and resolve them with proper planning. The Fabrication co-ordination team was active in resolving site queries and proactive management of fabrication related issues.

The schedule requirement was met by bringing concurrency in fabrication by taking measured risks based on established engineering practices. Tracking and monitoring with the help of Fabrication Dashboards was carried out at the senior management levels. These dashboards helped in identifying the critical areas and assisted in proactive management of critical risks and issues. The fabrication time for TGBM and BLQ-3 module was brought down from 19 months in similar modules in previous projects to 11 months during the Bassein Development Project.

In India, for the first time an 8 legged launch jacket (BCPA-3 Jacket) was fabricated. In addition, for the first time in LTHE, the heaviest frame of approx. 825 MT was lifted in tandem, using 9 cranes during lifting of Cellar Deck of MSF West module of BCPA-3 Platform.

To reduce the offshore work, ONGC operations team was invited at Engineering Centre for model review at Engineering Centres and at Hazira for module walk through. Their observations / suggestions were incorporated at engineering as well as fabrication stage. This helped build credibility with operations team and improved the user-friendliness of platforms.

The immense efforts by the fabrication teams at both yards, close co-ordination, expediting and monitoring of the fabrication progress ensured the delivery of all modules as per the committed dates and avoided standby of expensive installation spreads at offshore. The team also ensured that even process decks were sailed out with Zero Punch Points.

Loadout, Transportation and Installation

While LTHE has achieved mastery in loadout of mega structures, managing the marine logistics for Bassein Development Project was no small feat. There was interface with MHNRD-3 Project of ONGC and N-23 platform structures (Jacket, Deck, Piles) were also required to be loaded out during same period. Over 20 structures were dispatched from Hazira, within 4 months for the BDP & MHNRD-3 Project. This was achieved by detailed planning, aligning schedule with tidal variations, effective turn-around of transportation spread, and ensuring timely availability of statutory clearances. 

For the first time in LTHE, all four jetties at the Hazira Yard were utilized simultaneously, which is a challenge in itself.

The BLQ-3 topside was the tallest platform ever fabricated and loaded out at LTHE with a height of staggering 48 meters. For the first time 3 compressor trains were integrated in single module at LTHE's yard.

The BCPA-3 Jacket, an 8-Legged, 6500 tonne mammoth was the biggest structure in the project. This was loaded out on skid beams pulled onto a 330 class 36 meter wide barge at LTHE's MFF Katupalli yard.

The marine logistics required for the transportation of 15+ large structures and 50+ supply vessel sorties to BPA complex carrying project material necessary for installation and hookup works. The experienced marine logistics team was well integrated within project team and handled these operations with ease.

The preparation for the installation stage of the project started from the engineering stages itself. Installation aids is a necessary detail, which needs to be covered during engineering stages to avoid rework at yard and any standby at offshore.

Installation for the project was subcontracted to a third party with a self-propelled vessel with dynamic positioning capabilities for the installation of structures as well as the pipelines. LTHE's Marine Team was continuously on-board the installation vessel in order to manage any technical or interface issues arising at offshore. Emergency response plans ensured timely resolution of any such issues for continuous work progress.

The offshore installation commenced in mid-December in 2016 and finally completed by end of April 2017 – an almost 4 month long Offshore Installation Campaign. During installation, last two heavy modules, TGBM and PGC, were installed in two consecutive days.

Brownfield Modification Works

The BPA complex required significant modification of its existing facilities in order to bring the new platforms online. Structural construction of over 220 MT, piping of more than 7500 Inch Dia and over 7500 meters of cable laying was required to be completed in the existing systems in order to ensure that new systems could be brought online with ease.

All these modification works were required to be completed in a live and running Process Complex. Advance interaction with the client at offshore helped in aligning the project team and provided clear visibility on schedule with ONGC operations team. The interface was of critical importance as four other contractors were executing their works in the same complex during the same period. It required intricate planning and a dedicated execution team to complete the works in schedule. New monitoring and progress measurement techniques were deployed to keep a close eye on the progress of works and highlight delays.

A Race against Time

An already tight schedule put completion of BH Platform on the critical path close to the contractual delivery date of the platform. While the earlier planned schedule afforded a seven day window to the hookup of BH platform, schedule impact on the installation of pipelines demanded further reduction in hook-up schedule. With the undeterred will of the team, the hookup of BH platform was completed in a record 3 days and handed over to the client in fastest possible time.

Mission Zero Harm

Safety was given the utmost importance every step of the way. HSE was effectively integrated into all the stages with commitment towards safety flowing in a top-down approach with senior management taking the lead in incorporating HSE values. Regular safety visits were conducted by senior members of the project team both at the yard and offshore. Internal HSE assessments were also conducted at all project locations.

With offshore installation of all the structures complete, the team is now focusing on pre-commissioning and commissioning activities leading to introduction of hydrocarbon into the facilities and final hand over to ONGC.  Temporary facilities have been set up to provide additional accommodation to LTHE and its subcontractors in order to complete commissioning works through the monsoon. The team is now striving to deliver the project to the end-user well ahead of the contract completion date.

The Bassein Development Project is another feather in LTHE's cap and reinforces LTHE's vision and mission: To Revolutionize the Hydrocarbon Industry through Execution Par Excellence.

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