Anchor Project: Strategies and Approach in Managing the Evolving HSE Risks on a Major Capital Project

Abstract

Abstract The Anchor floating production unit (FPU) is a Chevron Gulf of Mexico (GOM) facility located in approximately 5,000 feet of water with a nameplate capacity of 75,000 bopd and 28 mmscfd with future expansion capability. The Anchor development plan consists of seven wells tied back to the FPU through dual flowlines from two drill centers with produced oil and gas transported via export pipelines. This paper will provide an overview of the Health, Safety and Environment (HSE) strategies deployed in support of the design and execution of the Anchor project. It will share key successes and lessons for managing and navigating an evolving risk profile from engineering through fabrication to offshore installation. It will also detail the comprehensive approach used to manage key HSE risks. The Anchor project used several tools and processes to steward HSE. This comprehensive approach included inherently safer designs and HFE, implementing effective programs to prevent serious injury and fatalities, integrating human and organizational performance (HOP) concepts across all phases, implementing lower carbon initiatives, building a genuine care and concern culture, inclusion of craft-led safety organizations in planning and executing the work and partnership with contractors. During early project phases, the application of HFE allowed for long term HSE success to be built-in well before fabrication or operation of the facility. Early fabricator/contractor engagement allowed for their expertise on constructability and work execution to mitigate risks and reduce rework and out of sequence work. During work execution, multiple fit-for-purpose safeguard validation and verification programs were implemented. These assurance activities helped manage the hazards and risks that were assessed at Anchor's various work sites - ensuring we moved from "I think" to "I know" it is safe to commence work. Anchor partnered with contractors to use their proven HSE management programs and collaborated with them on the HSE journey to address any potential gaps. Multiple elements enabled the development of a strong safety culture. HOP helped build error tolerant systems and guided the response when things did not go as planned. Organizational learning concepts allowed development of stronger safety programs in a psychologically safe way. Involving the craft workforce in all these elements built ownership of HSE programs and a "speak-up" culture. This paper will provide additive information on HSE initiatives to protect our workforce, the communities we work in, the environment, and our assets.