Page 40 - Industrial Plants

Considering the this was the first large project that LS contract, that had to be agreed on during the
Lukoil assigned to TechnipFMC a period of mutual project.
knowledge and trust creation was necessary for the • Active owner’s participation in the approval of
components of the project team. technical solutions was largely based on Process
Licensor’s expert assessments, resulting in some
It is important to recognize how the common project misalignment of requirements to design solutions.
team created a workplace in which transparency and Corporate differences were a potential issue, but finally
open mind was the rule. Problems occurred, as in all resulted in a very good opportunity of common growth
projects, but they were never hidden under the surface and development.
and both parties worked actively for their solution. The difficulties were overcome upon the gradual
establishing of mutual trust and awareness of the
The project success was achieved overcoming some necessity of a “win win” approach to the project
difficulties: execution beyond respective Contract obligations.
• The establishing of smooth and effective
communication between the owner and
contractor teams originating from the differences Growth through collaboration
in standards of design and technical The HRPC project success demonstrates it is possible
documentation preparation. to optimize capital expenditure efficiency and overall
• Construction permits issue – due to lack of 100% costs in project implementation by a collaborative
synchronization between legacy Bulgarian and approach to project execution.
European standards.
• There were some differences between LNB and The opportunities leading to a collaborative approach
TP in defining contractual provisions regarding in project execution can be recognized considering
risk and management distribution under the EPC that:

Target Achievements

LTIF= 0,06, TRCF = 0,11
HSE
The safety results during construction were outstanding and far better than
the average statistics in Eastern Europe area.

The challenging process conditions stretched design, material supplies, con-
struction and operating procedures to unusual situations: some quality prob-
Quality lems occurred but LNB and TechnipFMC succeeded in solving all of them. An
invaluable bunch of lesson learnt is available to both parties for future HRPC
implementation.

H-Oil™ Construction ended up with a negligible delay. Commissioning and
startup up to first commercial operation was performed in a record time for
Schedule
this kind of unit (3 months) allowing the fulfillment of “time to market” date for
the products.

LNB budget was tightly maintained. Signed change orders were 1,3% of con-
Budget
tract price. The Contract was closed out without reciprocal claims.
The initial operation period (about 6 months) required a deep and thorough
observation of both reliability and yield performances to identify unit neces-
sary tuning and optimization. TP, LNB and Axens collaborated in this phase
Performance to optimize unit performance.

Valuable data and operation feedback are available to the Parties for potential
optimization of design solutions.

LNB pursued successfully the complex optimization of crude slates, down-
Profitability
stream unit asset, cutterstock provision to maximize refinery profitability [1].

Table 3 HRPC Project Achievements

IndustrIal Plants - May 2017
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