OTC 7478

Planning for Abandonment

T.W. Bartlett, Amoco (UK) Exploration Co.
Copyright 1994, Offshore Technology Conference
This paper was presented at the 26th Annual OTC In Houston, Texas, U.S.A., 2-5 May 1994,
This paper was selected for presentation by the OTC Program Committee following review of information contained in an abstract submitted by the author(s). Contents of the pap.er,
as presented, have not been reviewed by the Offshore Technology Conference and are subject to correction by the author(s), The material, as presented, does not necessarily reflect
any position of the Offshore Technology Conference or its officers. Permission 10 copy is restricted to an abstract of not more Ihan 300 words. lIIustratlon~ may not be copied. The abstract
should contain conspicuous acknowledgment of where and by whom the paper Is presented.

ABSTRACT
Commendable words of introduction one might say! but
how does one go about this planning exercise, being
creative and having lateral thinking, receive participation
from other operators within this industry to achieve a:

The objective of this series of papers is to address the

pressing issues surrounding the concept of abandonment
of Northern North Sea offshore production facilities and
structural steel jackets. For many operators there is a
notional idea that when you are finished with an offshore
production facility and structural steel jackets, they
merely sails away over the horizon never to be seen or
heard of again, but the real world dictates otherwise.

" SAFE AND COST EFFECTIVE DiSPOSITION FOR

SUCH A FACILITY"

The Oil and Gas industry until now has been rather slow
and reluctant to respond to the idea that abandonment is
right around the corner. A question that has been so
prevalent in recent days, "WHY PLAN"?

For those that operate today in the Northern North Sea

there is perhaps a uniqueness in character related to the
design, fabrication, installation and operation of these
Northern North Sea offshore production facilities.
Approaching now for many the reality of abandonment,
removal and disposal of these facilities, the oil and gas
industries must now also recognise that unique
methodology requires to be developed for implementation
to overcome this daunting task of abandonment.
Innovative and lateral thinking being employed by those
companies and individuals who have risen to take up the
challenge to achieve the goals and objectives, developing
the ultimate solution to this enormous problem facing the
oil and gas industry today.

"Just hecause I never lead the industry in such

circumstances, does not mean I am not responsihle for
planning them all well"

A deliberate Abandonment Plan is the most essential tool

that must be developed at the outset of the abandonment
project, ensuring that you have defined clearly your goals
and objectives to produce a safe and cost effective
disposition for the offshore production facilities and
structural steel jacket. Planning allows for abandonment
projects to :-

Many common aspects and activities exist for operators to

undertake jointly during the planning, engineering and
the various implementation stages for this ultimate episode
in field life.

Set out the strategy, philosophy, goals and

objectives for the abandonment programme.

Identify the requirements of

the various
legislation that must be adhered too.

Identify the potential

emironmental
issues

"GOING WHERE NO OTHER HAS GONE BEFORE"

References, nomenclature and figures at end of paper.

93

hazards, safety and

to
be
resolved.

PLANNING FOR ABANDONMENT

Identify the cost drivers.

Communicate to your management the magnitude

of the potential problems that must be overcome.

Communicate to the relevant govemment

departments the prospective options under
consideration and the potential consequences.

Planning may be half the effort required to accomplish the

goals and the objectives of the abandonment project, but it
is only a fraction of the ultimate cost. Through careful and
detailed planning exercises an opportunity exists to save
millions of pounds that could be better invested in the
development of new oil and gas fields. One must always
remember that the ultimate cost of engineering, platform
removal and disposal could well exceed the original
investment for the facility. The investment into
abandonment of offshore facilities is not recoverable and
does not pay dividends on capital expenditure to the
shareholders.
Utilising the planning process correctly provides
opportunities to eliminate and engineer out those
technical, safety and environmental problems that if not
dealt with in a timely manner could in effect cause
escalation in costs to the point of, "BREAKING the
BANK" to rectify and recover the situation.

ABANDONMENT
During the planning
process for abandonment
there are limited periods
of time that the process
can stop, but ultimately
the facility must be
abandoned and removed
to some degree.

Planning for first oil or

gas imposes an ultimate
date to meet the
commitment to supply
the market place with
product.

No such date exists when

planning for
abandonment, no market
forces are imposed, no
product to produce
revenue.

Planning for installation

utilising conventional
methods e.g. SSCV's
could mean entering
into contracts that are
expensive due to market
demand.

Abandonment of
platforms does not
necessarily rely on
conventional methods
e.g. SSCV's

Topsides and jackets are

fabricated in various
types of construction
yards depending on the
available facilities.

The yards utilised in

construction are not
necessarily suitable for
receiving large
quantities of modules
from offshore facilities.

Loading out of topsides

and jackets from
constmction yards are
by particular methods in
order that they can be
installed to suit the
platform topsides
arrangement.

Loading out of topside

modules may not be
removed in a similar
manner as modifications
will be necessary to
reinstate the structural
integrity and lifting
capability.

LEGISLATION GOVERNING ABANDONMENT

There are several key legislative documents that must be
considered and taken into account when planning for
abandonment in the UK sector of the North Sea.

There is this misconception that abandonment of offshore

facilities is the reverse of the installation process, nothing
could be further from the truth.
INSTALLATION
During the planning
process for the
development of an
acreage there are
discrete time periods
where the design,
procurement,
construction,
installation,
commissioning and
reservoir exploitation
can be stopped for a
number of reasons.

OTC 7478

THE PETROLEUM ACT 1987

There are several pieces of legislation that refer to
abandonment of offshore platforms on the United
Kingdom Continental Shelf (UKCS), none of which
attempted to clarify UK legal responsibilities until the
Petroleum Act of 1987. The UK govemment's position
prior to this act coming into force was to keep removal
costs to a minimum whilst safeguarding navigation and the
interest of users of the sea, protecting the marine
environment and adhering to the Oslo and London
Dumping Conventions. Prior to this act, the Secretary of
State had such power to carry out the abandonment and
recover all the cost from the operator. This act gave the
Secretary of State the following additional powers :

To give written notice requiring the submission of

abandonment proposals, with the person or
persons given notice liable for the discharge of the
abandonment obligations.

To make such regulations relating to

abandonment, which may include but not be
limited too :-

1.

94

Standards and safety

requirements
dismantling, removal and disposal.

for

OTC 7478

THOMAS WILLIAM BARTLETT

2.

Standards and safety requirements for any

remaining seabed debris resultant from partial
removal.

3.

Provisions for the prevention of pollution.

Due to the rapid advances in technology it became evident

that the existing National and International law including
the 1958 convention would require significant changes. In
1982 a major review was undertaken and the bases of the
conference were:-

4.

Provision for inspection.

Notice should be given of all proposals for the

construction of offshore platforms.

5.

Provide means to ensure any party is capable of

carrying out their obligations, and if not satisfied,
detail necessary action to be implemented.

There must be permanent means of warning of

their presence.

6.

Having the right to carry out such work that it

meets the criteria set out by the Secretary of State
and to recover all cost from the said party.

Abandoned and disused structure shall be

removed to give safety to all navigation with
respect to existing navigation standards.

7.

Provide penalties for the failure to comply with

such notices.

The position, depth and dimension of all partially

removed structures shall be made public
knowledge.

These and other details are covered in additional

references.

CONVENTIONS 1972
These conventions introduced regulations primarily to
govern and protect the marine environment from
pollution. The London Convention prohibits global
dumping of oil and requires a special permit to be granted
for the dumping of scrap metal and bulky material, this
would include such things as platform topsides and
structures. This is perhaps less clear in the Oslo
Convention which covers specifically the North East
Atlantic and the North Sea. Although dumping of waste
from a platform is prohibited, it is not clear if the intent is
to cover the disposal of topsides and' structures by
dumping. The Oslo and London Conventions are
implemented in the UKCS under the Dumping at Sea Act
of 1974, prohibiting the permanent disposal of substances
and articles at sea, except in accordance with these
conventions.

The Secretary can also serve notices to anyone connected

with the operation of offshore platforms, in fact all
operators currently operating such facilities in the UKCS
have been given notice as of January 1988 to submit their
removal plans.
The Petroleum Act does not define the actual removal
standards as the UK government has held in abeyance
such standards until such times that there is an
international agreement. However, the UK government
has stated in 1989 and 1990 that removal standards will
include and take into account. fishing interests,
environmental considerations and the guideline published
by the International Maritime Organisation (IMO).
THE COASTAL PROTECTION ACT 1949

To bring some focus on the whole subject of planning for

abandonment several key questions must be answered :-

This act governs exploration and exploitation in the

UKCS, but it is not specific with regard to platform
abandonment, removal and disposal. Following this, the
Coastal Protection Act required permission from the
Department of Trade and Industry (DTI) to install
offshore structures, provided that there was no obstruction
or danger to navigation. The provisions under this Act
were extended in 1964 under the Continental Shelf Act,
under which permission to remove any object from the
seabed must first be obtained from the DTI.

What time frame am I working in.

How long will it take.

What must I produce.

What issues must I address.

THE GENEVA CONVENTION 1958

Who wants all this information.

Under Article 5.5 it states that an installations either

disused or abandoned must be removed to seabed level,
these regulations were later adopted at the first United
Nations Conference on the Law of the Sea (UNCLOS).

What is for "Information Only" and what is for

"Approval".

When must it be submitted.

UNCLOS 1981

What expertise is available.

95

PLANNING FOR ABANDONMENT

What resources are required.

How much will it cost.

WHAT TIME FRAME

Hopefully by the time we finish these presentations you
will have started the planning process. You can never start
too early in fact abandonment planning should be part of
the process you go through when you plan for the
development of some offshore acreage, if you don't you
could be too late. Time is of the essence, should your
offshore facility be abandoned in the next five years then
you should be started and developing those options you
think are feasible for your facility. If the year 2000 - 2005
is your time frame then you must seriously consider
starting your planning now.
HOW LONG WILL IT TAKE
To set the bench mark, in the UK sector the operator must
submit his abandonment Safety Case at least six months
prior to the planned date for implementation of the
deconstruction programme. Simple engineering norms can
be applied to determine the start date which is probably
3/4 years prior to your submission.

OTC7478

Should a major piece of equipment fail will it be

replaced or will it be the controlling factor in the
decision.

Should you stop producing before reservoir

abandonment commences or should you produce
down to the last well.

What process will be implemented during

reservoir and well abandonment.

What equipment, tubing and conductors will be

recovered in the well abandonment programme.

How will the conductors be recovered and broken

down.

What method will be implemented in process and

utility cleaning.

What methods
deconstruction.

What are the issues associated with each option.

What methods
deconstruction.

are

are

available

for

available

for

topsides

jacket

WHAT MUST I PRODUCE

What are the issues associated with each option.

There are four key documents that must be produced and

submitted to government.

What are the safety issues and criteria.

Long Term Development Plan.

Where and how can topsides and structures be

disposed off.

Cessation of Production (COP) Document.

What are the environmental issues and criteria.

Costed Abandonment Plan (CAP)

Platform Abandonment Safety Case

What are the issues and criteria for the

environmental assessment.

What engineering and validation activities are

required.

What legal aspects must be addressed.

What are the liabilities and how can they be

disposed off.

Tax liabilities e.g. VAT, Import Tax, Corporation

Tax and Capital Gains Tax.

WHAT ISSUES MUST BE ADDRESSED

There are many and varied issues to be addressed by
during the planning for abandonment phase. This has
often been referred to as the Pandora's box, when you
think you have addressed every thing possible, you open
what might be considered the last door, just to find several
more issues. The last issue will be address when you finally
dispose of your liability.

What optimisation can be implemented to defer

abandonment.

When is a facility sub economic.

Should a major piece of equipment that is retired

from service be reclaimed to reduce operational
and maintenance burdens.

WHO WANTS ALL THIS INFORMATION

As abandonment in the UK at present is on a "Case by
Case" submission, no precedence will be set by previous
platform abandonment e.g. "Piper Alpha". Therefore
every operator is faced with going through the same
procedure producing the same amount of information and
re inventing the wheel in many instances for every
96

OTC 7478

THOMAS WILLIAM BARTLETT

platform. In the UKCS the DTI will be the recipient of all

the information generated during the planning phase
simply to demonstrate that every aspect has been
identified, addressed, costed and taken into account prior
to applying for formal "Approval" to abandon the
offshore facility.

3.

WHAT IS FOR "INFORMATION ONLY"

WHAT IS FOR "APPROVAL".
All the information generated during engineering studies,
conceptual and detail design activities which evaluates and
fully costed potential abandonment options must be
reviewed by the DTI. There is a requirement for every
operator to produce and submit for "Approval" a fully
costed abandonment plan prior to the commencement of
the abandonment implementation programme. This fully
costed abandonment will contain all the relevant
information describing the proposed and alteruative
abandonment options addressing all the issues associated
with it.
WHEN MUST IT BE SUBMITTED
As previously identified there are four key documents that
must be developed and submitted to various UK
government departments for acceptance and / or
approval.
1.

The Long Term Development Plan is submitted to

the DTI sometime during the early years of the
field development and exploitation. This plan
describes the strategy to maximise the recovery of
the reserves, highlighting key milestones to be
achieved and potential end of field life date. This
is submitted for review and acceptance by the
DTL

2.

The Cessation of Production (COP) document is

submitted to the DTI some 3 to 4 years prior to
the economic limit being reached. This COP
document will contain but not be limited to the
following information:-

Technical description of the reservoir.

Technical description of process and utility

optimisation.

Production profile through end of field life.

Description of possible uses for the field.

Conceptual abandonment plans.

Order of magnitude cost estimates for the

abandonment.

The Costed Abandonment Plan will be developed

during the last 3 - 4 years of the field life as the
operator plans for the abandonment of the
offshore facility. This must be submitted in a
timely manner to the DTI for "Approval" from
the Secretary of State to allow the deconstruction
programme to commence.

Reservoir and well abandonment programme is submitted

on a "well by well" case 28 days prior to the Health and
Safety Executive (HSE) and the Department of Trade and
Industry (DTI) for approval to abandon the reservoir and
well. A well is only considered suspended if the final cap
has not been installed and the conductors removed.
4.

The Platform Abandonment Safety Case must be

submitted at least six months in advance of the
planned deconstruction date to the HSE for
"Approval".

WHAT EXPERTISE IS AVAILABLE

This topic highlights an area where very little
development work has been undertaken either by the Oil
and Gas industries and those contractors who provide
support. Up until now the general consensus has been its
years away and we will think about when its more
convenient. When one considers the sums of money spent
on training and retraining of personnel in the industry
today to meet the rigorous demands of tomorrow, there is
not a true expert to be found. Its perhaps the old cliche
once again, "WHAT COMES FIRST THE CHICKEN OR
THE EGG", we have no experts because we have never
done it on this scale before.
We have no abandonment expertise because that is not the
industry we are in, oil and gas production is where we
generate our major cash flow therefore our effort is
focused on that aspect. The day has arrived and now is
when planning for the future platform abandonment's
demands that we have a level of expertise to meet the
challenge.
WHAT RESOURCES ARE REQUIRED
Due to the very complex nature abandonment it is evident
that many new skills require to be developed,
incorporating and drawing upon existing skills that could
enhance the planning and management this new business.
If we don't have the proper level of skilled resources then
there is that possibility that the wrong option could be
embarked upon with catastrophic results, with the
industry paying the penalties.
HOW MUCH WILL IT COST

97

Development of cost for the various options that are

available has been a time consuming exercise for there is
no cost data base to draw upon. Opdons have been

PLANNING FOR ABANDONMENT

developed to a level in order that realistic costs could be

projected with some level of confidence. Building up cost
from first principals has indicated that the ultimate cost
could far exceed those cost experienced in the planning
and development of these offshore fields.

OTC 7478

THE PROJECT PLAN

Developing the Project Plan without drawing upon vital
input and experience from the identified areas of expertise
to accomplish the project goals and objectives, then the
whole plan will be severely limited in the ability to
implement and measure actual performance and success.
Several areas of catastrophic failure could be experienced
in determining the schedule for design activities,
procurement of materials, securing essential contractors,
equipment and resources and the control of costs etc. The
Project Plan clearly identifies key milestones, deliverables
and resources highlighting the critical path for the
project. Key drivers are also identified approvals,
consents, abandonment safety case, environmental
assessment and deconstruction work packs and contracts.

"NEVER BEFORE HA VE OPERATORS HAD SO LITTLE

TIME IN WHICH TO DO SO MUCH"

Effective management of time and resources being vital

commodities in the battle for better understanding of the
real issues in order that realistic goals and objectives may
be set and achieved. The oil and gas industry should never
under estimate the true cost in time and resources to
establish the requirements of government legislative
documents and the way they will be interpreted for
implementation.

EXECUTION PLAN
OPPORTUNITY TO DEVELOP
FOR DE-CONSTRUCTION

METHODOLOGY
Development of the Execution Plan is on the critical path
during the early stages of design activities drawing upon
the various areas of expertise such as design contractors,
fabricators, marine contractors and specialised trades etc.
Major limiting factors to be addressed are such things as
essential personnel, logistics, specialised trades, equipment
and even the weather. Considering that the deconstruction
site may be two or three hundred miles from shore in a
hostile offshore environment, making it critical that work
activities are clearly defined with resources, material and
work plan.

Today we approach the subject of abandonment with a

traditional approach, being equivalent to designing a
product without contemplating how it will be produced, or
is there a market for this product. There are great
opportunities available to change the paradigms associated
with the planning, engineering and implementation of an
abandonment programme because of the unique nature of
this new business.
BENEFICIAL OPPORTUNITY MISSED

DECONSTRUCTION METHODS
Considering how great this opportunity really is, why have
so many failed to recognise it and enjoy the benefits.
There are many apparent reasons for this. The industry
takes it for granted that if we build under certain criteria,
then all we need to do is reverse the process. Contractual
issues around the sale of oil and gas are key drives for the
engineering design, procurement, construction and
installation, and in many ways precludes innovative and
effective engineering and true integration with design
engineers, construction and operational personal. Without
developing de-contructability programmes and assigning
of expertise at an early time in the project, the
opportunity is lost to develop the most cost effective,
environmentally acceptable and safe option for the final
disposition of an offshore production facility.

Early design decisions which preclude the use of

technology, construction and deconstruction methods will
create major de-constructability problems. Therefore it is
essential that an open mind approach to the subject of
abandonment be adopted by those engaged in the
development of the various techniques. Innovative and
lateral thinking must be applied to the problems,
establishing the design criteria, selection of methods and
associated equipment. Missing the opportunities to utilise
specialised techniques, equipment and operators which
would bring beneficial cost reduction and savings on
scheduled time.
DISPOSAL
Considering all of the current legislation and how it
relates to the disposal of 60,000 tonnes of structural steel
and process and utility equipment in an acceptable
manner being consistent with Company Policy to produce
a Disposal Plan that is environmentally friendly and safe.
Substantial effort is required in co-ordinating input from
government departments such as the Department of the
Environment, Scottish Office, Department of Fisheries,
Department of Trade and Industry and the Health and
Safety Executive.

RECOGNISING THE PROBLEMS

The oil and gas industry is often like the ostrich with its
head buried in the sand, "If I can't see it, then its not
there". As responsible operators we must change this
approach to doing our business and recognise that there
are many problems associated with the subject of
abandonment, therefore it is incumbent upon the industry
to recognise and resolve these issues cost effectively,
environmentally acceptable and safely.

98

OTC 7478

THOMAS WILLIAM BARTLETT

These issues that have been outlined present the key to the
way forward, giving an opportunity to improve deconstruction programme and the true cost effectiveness of
the project. Highlighting the potential hurdles and
methods to be overcome them enables management and
engineers and contractors to seize the opportunity to
develop innovative and lateral thinking to develop the cost
effective, environmentally acceptable and safe solution for
deconstruction and disposal.
ESSENTIAL
ELEMENTS
PROJECT PLANNING

FOR

SUCCESSFUL

Project planning is the framework that supports the links

between conceptual ideas and the realisation in successful
final execution. What are the basic assumption that make
a successful project happen;

The project goals and objectives must correlate

with those of the Company, the implementation of
the Abandonment Plan which secures a cost
effective, environmentally accepted and safe
project.

To a~hieve these goal the project team must

improve the process of effective project planning.

The planning process requires to have measurable

criteria, so that the processes can be evaluated,
demonstrating that the goals and objectives are
being attained.

root problems can be successfully addressed, then

there is a chance that a "De-constructable"
solution can be achieved.
OVERLOOKED ISSUES
Observing the ground rules is essential if a successful
project is to be realised, therefore the need to prioritise
these in respect to importance, criticality, high risk and
escalation etc. Up until now very little has been considered
on the aspect of timing and the rate of planning for
abandonment.
As an anticipatory decision making methodology and
process, the timing element is central to good planning.
The tool often used to demonstrate the effective planning
exercise is the schedule. The schedule must be detailed
sufficiently to highlight the sequential activities, milestone
dates, deliverables and critical path being updated on a
daily bases. There are of course many other important
time related issues which are overlooked from time to
time.
Realisation that good planning requires dedicated and
experienced personnel for the duration of the
abandonment project cannot be overstated. There are
many issues to be address on the subject of the timing
process of project planning, and it is not the intention of
the discussion in this paper to resolve these.
MANAGEMENT OF DECISIONS

A methodology requires to be developed for

decision making processes to effectively influence
the planning mechanism by organising, who does
what, when and how will it be done.

Don't plan by crises, but rather by proactively

identifying and addressing the issues in a timely
manner, before they happen.

Embarking on the abandonment project planning high on

the priority list of activities is the frequency and the
importance of how, when and who gives approval for
continuance. The outline discussion on abandonment
planning has considered the project goals and objectives,
the opportunities and the timing of decisions etc. would
indicate that there is a major role to be played, that of the
project manager who is there to manage the decision
making process.

Variances in situations demand a flexible

approach to planning, so that adjustments can be
incorporated easily, that expectations and
achievements can be realised. Contextual factors
surrounding abandonment projects, e.g. political,
environmental, safety and even technology have
and influence on the final implementation plan.

The roles and responsibility of the project manager is

critical, primarily there to plan this process, direct and
control it. It has been suggested that in establishing the
abandonment project the prime role of the project
manager is not to co-ordinate or integrate, neither to
make decisions, but rather to manage the decision making
process.

Pragmatism should be one of those guideline that

must be included in the search for the ultimate
abandonment solution by removal of planning
obstacles. There is no lack of abandonment
techniques, but there is a lack in planning
techniques implemented by management. So often
we have to deal with the symptoms of our
working environment, rather than dealing with
the root cause of our problems. If in fact these

The management of the decision making process should

include but not be limited to the following;

99

Development of a strategy for dealing with the

uncertainty, and uncontrollable factors.

Development of methodology and criteria for

evaluation and problem solving.

PLANNING FOR ABANDONMENT

Develop
guidelines
and
procedures
for
information gathering and decimation, decision
making, and project control measures.

Development of the integrated project team, goals

and objectives, roles and responsibilities.

Managing and control of the decision making

process without causing conflict of interest in the
overall project plan.

2.

THE COASTAL PROTECTION ACT 1949

3.

UN CONFERENCE ON THE LAW OF THE

SEA 1958

4.

THE GENEVA CONVENTION 1958

5.

UNCLOS 1981

6.

THE OSLO AND LONDON DUMPING

CONVENTIONS 1972

7.

INTERNATIONAL MARITIME
ORGANISATION 1987

8.

ENERGY SELECT COMMITTEE 1991

9.

OFFSHORE INSTALLATION (SAFETY CODE)

1993

10.

DUMPING AT SEA ACT OF 1974,

11.

EUROPEAN COMMUNITY DIRECTIVES

12.

THE INTERNATIONAL COMMISSION FOR

RADIOLOGICAL PROTECTION (ICRP) 1977

13.

THE IONISING RADIATION REGULATION

(IRR) 1985

14.

THE RADIOACTIVE SUBSTANCE ACT (RSA)

1960

15.

THE INTERNATIONAL ATOMIC ENERGY

AUTHORITY (IAEA)

16.

THE CONTROL OF SUBSTANCES

HAZARDOUS TO HEALTH (COSHH)
REGULATION 1988
(GENERAL ACOP - THIRD EDITION)

17.

THE CONTROL OF CARCINOGENIC

SUBSTANCES (CCS) (CARCINOGENS ACOP THIRD EDITION)

18.

CLASSIFICATION, PACKAGING AND

LABELLING OF DANGEROUS SUBSTANCES
(CPLDS) REGULATION 1984

19.

THE ASBESTOS REGULATION 1969

20.

HEALTH AND SAFETY AT WORK ACT 1974

21.

OFFSHORE SAFETY (OPERATIONAL

SAFETY, HEALTH AND WELFARE)
REGULATION 1976

SUMMARY
In summary, the practise of simple procedures and

techniques to create and develop a systematic awareness to

project management, project planning and decision
making is essential to achieving an approved
abandonment and execution plan. The results that could
be experienced by the oil and gas industries are significant
financial saving that can be invested in the development of
new fields.

OTC 7478

ACKNOWLEDGEMENT
The author wish to thank Amoco (UK) Exploration
Company for their permission to publish this paper and
the co-operation received from Amoco Resource
Development Groups.
BmLIOGRAPHY
Source documents (4) 1986, (45) 1989, (48) 1990
Amoco, Abandonment Feasibility Study Vol. 1-5, 1993
ABBREVIATIONS
UK
UKCS
DTI
HSE
DoE
DoAF
UNCLOS
HLV
SSCV
LAT
SMFL
TCV
VLCC
MOB
DEMOB
LSA
CCTV

United Kingdom
United Kingdom Continental Shelf
Department of Trade and Industry
Health and Safety Executive
Department of the Environment
Department of Agriculture and Fisheries
United Nations Conference on the Law of
the Sea
Heavy Lift Vessel
Semi Submergible Crane Vessel
Lowest Astronomical Tide
Ship Mounted Fork Lift
Travelling Crane Vessel
Very Large Crude Carrier
MObilisation
De-mobilisation
Low Specific Activity
Closed Circuit Television

REFERENCES
1.

THE PETROLEUM ACT 1987

100