Introduction and Context MER UK Decommissioning Strategy 2016 The OGA’s Decommissioning Strategy (published in June 2016) and Decommissioning Delivery Programme (September 2016) identified Delivery Capability as a priority area in seeking to deliver a 35% saving on a baseline estimated cost of decommissioning. The objective of this element of the OGA Strategy is: to design, define and deliver a safe, competitive, and globally recognised industry expertise ‘… and capability. This will deliver transformational decommissioning solutions and in turn will drive cost reduction, promote investment and maximise economic recovery. These transformative solutions will provide guidance, and potentially requirements, on implementing effective organisational structures, and contractual arrangements, suited to deliver optimal decommissioning projects.’ The Decommissioning Delivery Strategy further identified two deliverables in support of this objective: Definition of one or more transformative execution models for decommissioning Definition of one or more business models to support optimised execution models The MER UK Decommissioning Board was formed in March 2016 to deliver the priority areas of the OGA’s Decommissioning Strategy and a Subgroup was created of Decommissioning Board members to deliver the objectives and associated deliverables under the Capability’ ‘Delivery theme. Members of the Delivery Capability Subgroup are: Craig Shanaghey AmecFW (Chair) Richard Harrison Shell – – Jonathan Brown Repsol Sinopec Resources David Hay ConocoPhillips – – Limited (Co-sponsor) Jim Christie OGA – Nigel Lees Wood Group – Martin Fidler Scottish Enterprise – Sam Long Petrofac (Co-sponsor) – Wendy Richards UKTI – Matt Betts Halliburton – In Q2 2016, the Delivery Capability Subgroup assembled a cross-industry Workgroup to address the execution and business model objectives identified in the Delivery Programme. This note summarises the Workgroup’s activities in Q4 2016 and Q1 2017.
Introduction and Context MER UK Decommissioning Strategy 2016 The OGA’s Decommissioning Strategy (published in June 2016) and Decommissioning Delivery Programme (September 2016) identified Delivery Capability as a priority area in seeking to deliver a 35% saving on a baseline estimated cost of decommissioning. The objective of this element of the OGA Strategy is: ‘… to design, define and deliver a safe, competitive, and globally recognised industry expertise and capability. This will deliver transformational decommissioning solutions and in turn will drive cost reduction, promote investment and maximise economic recovery. These transformative solutions will provide guidance, and potentially requirements, on implementing effective organisational structures, and contractual arrangements, suited to deliver optimal decommissioning projects.’ The Decommissioning Delivery Strategy further identified two deliverables in support of this objective: Definition of one or more transformative execution models for decommissioning Definition of one or more business models to support optimised execution models The MER UK Decommissioning Board was formed in March 2016 to deliver the priority areas of the OGA’s Decommissioning Strategy and a Subgroup was created of Decommissioning Board members to deliver the objectives and associated deliverables under the ‘Delivery Capability’ theme. Members of the Delivery Capability Subgroup are: Craig Shanaghey – AmecFW (Chair) Jonathan Brown – Repsol Sinopec Resources Limited (Co-sponsor) Nigel Lees – Wood Group Sam Long – Petrofac (Co-sponsor) Matt Betts – Halliburton Richard Harrison – Shell David Hay – ConocoPhillips Jim Christie – OGA Martin Fidler – Scottish Enterprise Wendy Richards – UKTI In Q2 2016, the Delivery Capability Subgroup assembled a cross-industry Workgroup to address the execution and business model objectives identified in the Delivery Programme. This note summarises the Workgroup’s activities in Q4 2016 and Q1 2017.
mer-uk-dtf-delivery-capablity-contracting-and-execution-model-workshops-v1.docx