Qatargas debottlenecking project

© Gastech 2005
Qatargas Success Story
Abdelkader Haouari, MSc.
Plant Operations Manager
Qatargas, Qatar
Abdelkader Attou, Ph.D.
Mechanical Superintendent
Qatargas, Qatar
Bernard Duchemin
Debottlenecking Project Manager
Qatargas, Qatar

© Gastech 2005 Houari 2
Abstract
Qatargas is a joint venture between Qatar Petroleum, Total, ExxonMobil, Marubeni and Mitsui.
The Qatargas vision is to become the world’s leading supplier of LNG and condensate.
The Qatargas LNG Plant was originally designed to produce 6 million tonnes per annum (Mt/a) for delivery to Japan. The
Plant capacity was increased in 2001 to 7 Mt/a through operations performance optimisation.
Production could not be increased further due to the environmental limitations on sulphur emissions in accordance with
the Contractual Obligations. The Sulphur Recovery Expansion project (SRX) was implemented in 2002 to overcome this
limitation.
The successful start up of this project resulted in a drastic reduction of sulphur emissions to below legal environmental
requirements and an LNG production increase of 10% (7.7 Mt/a).
To further increase the actual production capacity to 9.5 Mt/a, Qatargas is implementing the Debottlenecking Project
(DBN), which involves various modifications in the Offshore Platform and Onshore Plant over a three-year period, up to
2005. Implementation occurs while the plant is online and during planned major overhauls.
The SRX and DBN were two complex projects to execute in a live plant. Incident and Injury Free (IIF) was the key
objective for Qatargas.
This paper describes the Qatargas success story and best practices in:
• Achieving high standards of safety and environment.
• Increasing the plant capacity.
• Being a ‘pace setter’ in plant availability and reliability.
1 Introduction
Qatargas was established to extract Natural Gas from the North Field, to own and operate a world class Onshore LNG
plant, and to market and export LNG and associated condensate worldwide.
Discovered in 1971 the North Field is one of the largest known associated gas field and contains more than 900 trillion
cubic feet of gas.
Qatargas offshore production, separation and treatment facilities on the North Field are located 80 km from the northeast
corner of Qatar. Gas and associated condensate is transferred to shore via a 32” subsea pipeline.
The Qatargas Onshore LNG plant, which was originally designed to produce 6 Mt/a, is composed of upstream and
downstream facilities. The upstream receiving facilities consist of the Slug Catcher, three Condensate Stabiliser Units and
the Condensate Storage and Loading Facilities whilst the downstream facilities consist of the three LNG trains, two
Sulphur Recovery Units supported by common Utilities and Offsites, Sulphur Storage & Loading, and LNG Storage &
Loading Facilities.
LNG Train 1 was started in 1996, Train 2 in 1997 and Train 3 in 1998.
In 1999 Qatargas achieved its design capacity of 6 Mt/a. The plant optimisation process started in the same year by
improving the equipment inspection program and by the review of operations parameters. This exercise resulted in an
increase of LNG production by 15%.
Sulphur emissions were a limiting factor to further production increase. To comply with the prevailing environment
regulations, an expansion project was initiated in 1999, Engineering Procurement and Construction (EPC) was awarded to
Technip Italy in 2000 and the project fully commissioned in 2002. Qatargas is now able to achieve its important
environmental goal of reducing the sulphur emissions to less than 5% of the total sulphur on the feed gas and to
increase LNG production by another 10%.
To further increase the plant capacity, a debottlenecking study was undertaken in 2000 taking into consideration the sea
line saturation capacity. An EPC contract was then awarded to Chiyoda/Technip to start implementing the project by the
end of 2001.

LNG Train 1 was partially debottlenecked in June 2002 by upgrading the Mixed Refrigerant Gas Turbines. Debottlenecking
was implemented in Train 2 and Train 3 in 2003 and 2004 respectively. Train 1 debottlenecking is planned for completion
in May 2005.
In 2004 LNG production reached a record of 9.25 Mt/a without any Lost Time Accident (LTA).
The Plant performance optimisation, Sulphur Recovery and DBN projects were achieved with a high standard of safety
and strict compliance with environmental regulations.
Through this paper we will share with you our best practices in implementing these successful projects and achieving
these remarkable results.
2 Safety
Incidents and accidents have occurred and Qatargas has used one of these as a springboard for a major campaign
involving everyone in the company.
Qatargas has applied the principle of continuous improvement in all aspects of company business.
The Chief Executive Officer (CEO) directed that audits in all work and safety practices be performed. This was a process,
which also involved the shareholders.
These audits highlighted the areas where improvements were needed. Company safety policies, practices and culture
have been reviewed with the aim of achieving an Incident and Injury Free workplace. An Independent Safety Consultant
was hired to facilitate the assessment process.
To demonstrate Management’s commitment to make safety a top priority within Qatargas, the CEO directed that a
Safety, Health and Environment Committee (SHE) be established to translate these objectives into actions aimed at
remodelling entirely the Qatargas safety culture.
The following are the major achievements:
1. Increase of Management Team visibility.
2. Plant access, particularity to the process area has been redefined.
3. More stringent requirements for Personal Protective Equipment have been established.
4. Gasoline vehicles are not allowed in the plant area and rules for diesel engines are strictly applied.
5. Acknowledgement of staff safe behaviour and practices has been encouraged and a no-blame culture has taken hold.
6. Support of the STOP program is in place and near miss reporting has increased.
7. Process of Job Safety Analysis, Toolbox Talk and TapRoot® were reinforced.
8. The permit to work, safe equipment isolation and Simultaneous Operations (SIMOPS) policies and procedures were
improved.
9. The smoking policy was redefined.
10. A system of follow-ups to corrective actions was adopted.
11. Strengths, weaknesses, opportunities and threats (SWOT) were identified and analysed.
12. Integration of the contractors to Qatargas business and culture.
The safety program was supported by specific training and workshops. Positive attitudes were shown by the workforce in
the drive to integrate safety in all work activities.
Qatargas has celebrated 2004 without any Lost Time Accident, but more important, this program has changed our
approach, attitudes and behaviour to our work. It has also made every individual responsible for his own safety as well as
the safety of others.
Figure 1 illustrates an important achievement. The safety Key Performance Indicator (zero LTA) has continuously fallen to
zero, while LNG production has continuously risen.

0
1
2
3
4
5
6
7
8
9
10
1999 2000 2001 2002 2003 2004
LNG Production
Lost Time
Accidents
Figure 1: LNG Production and LTA Trends
3 Environment
Qatargas considers protection of the Environment to be a fundamental part of its business mission. We believe that being
a good corporate citizen in the local and working communities is an essential part of our existence. We are committed to
comply with the highest environmental standards. As we continue to grow, we will continue to plan to accomplish all of
our corporate goals without compromising our environmental values.
The largest environmental project to date was the SRX Project, where sulphur recovery was increased to 97%. This
project was completed in June 2002. Sulphur emissions were reduced from 25 to less than 9 t/d even with the increase
of the LNG production and higher H2S concentration in the feed gas.
Another project was identified to recover 3 t/h of low pressure gas from the Sulfinol Flash Drum Recontactor and use it in
the Sulphur Recovery Incinerators as fuel. This project was completed in April 2003 and has significantly contributed to
the elimination of non emergency flaring.
30,000
35,000
40,000
45,000
50,000
55,000
60,000
1999 2000 2001 2002 2003 2004
LNGProd.inM3-DailyAverage
-
5.0
10.0
15.0
20.0
25.0
30.0
35.0
SulphurEmissioninTonnes-DailyAverage
LNG in M3 (Average) Sulphur Emission in Tonnes (Average)
Figure 2: Sulphur Emissions and Production Trends

To reduce sulfinol losses and the amount of wastewater to be treated, aqueous amines from the Dryer Precooler
Separator were recycled to the sulfinol system. After the implementation of this modification, water drainage from the
separators was eliminated and water make-up was reduced by approximately 70%.
The original design philosophy for the plant was to burn liquid hydrocarbons (HC) skimmed in the Acid Gas Removal Unit
in the Burn Pit. To recover these HC, a project of condensate rerouting was initiated to divert them from downstream
Plant Flare Knock-Out Drums to upstream field condensate as saleable product. The project was completed in January
2002 and 30,000 bbls/yr have been captured and sold as condensates.
Qatargas has undertaken a number of other projects aimed at improved environmental performance. As with all of our
environmental activities, we continue to work very closely with the Qatar Supreme Council for the Environment and
Natural Reserves. These projects can be summarised as follows:
• Seawater Cooling Study: The plant draws 110 000 m3/hr of continuous seawater flow for cooling purposes. This
flow continues to be closely monitored for residual chlorine and temperature. Temperature differences between the
seawater intake and outfall is maintained at 3o
C, with residual chlorine maintained at below 0.05 ppm. To further
reduce the chlorine content, a study is underway to find an alternate process to replace the existing shock chlorine
injection regime. The only constraint on the study is that solutions proposed must ensure that no marine growth
occurs in plant equipment and maintenance costs of the system remain as low as, or lower than they are now.
• LNG Jetty Flare Gas Recovery: A considerable amount of gas vapour is produced during the loading of LNG cargoes
into tankers. At the present time, the only viable way to deal with this vapour is to flare it. A recent study aimed
at recovery of this gas has determined that a system can be installed to capture these vapours, reliquefy them and
return them as product flow into the tankers. Flaring from normal loading operations will be eliminated and flaring
during tanker cool-down or system upset will be minimised. This is a rather unique project because in addition to the
vast contribution to the protection of the environment and the significant reduction in visible
flaring, it offers favourable economic returns.
• VOC Control at the Liquid Products Berths: On the Condensate Loading Berths, a system is being designed and
installed to capture and destroy all Volatile Organic Compounds (VOC) which normally escape from the loading of
Condensate Tankers. The system will use thermal oxidation technology and will completely destroy 98% by weight
of all VOC captured.
• NOx emissions from Gas Turbines, Boilers and Heaters are monitored on a regular basis. Studies are ongoing to
anticipate future requirements for NOx abatement.
• Waste Water Treatment Improvements: The Waste Water System is another area where Qatargas is making efforts
to treat process water produced from LNG Trains to irrigation water standards. A consultant was hired to carry out
detailed analysis, which identified modifications to enhance and upgrade the sanitary package and the Oily Water
Separation Systems. The EPC contract was awarded and implementation will commence in March 2005. An internal
investigation team was also formed to track sources of high Chemical Oxygen Demand (COD) and to recommend
corrective actions to comply with environment standards.
4 Plant Optimisation
In 1999, Qatargas initiated an in-house plant capacity test to identify bottlenecks. This had identified a number of areas
for optimisation: Process parameters, minor modifications and major changes requiring an in-depth study.
Based on the experience gained from the first years equipment inspection, the ‘Operations Philosophy’ and ‘Inspection
Strategies’ were reviewed and following actions taken:
4.1 Process Optimisation
The following changes were made, mainly in the downstream facilities:
Improvement in mixed refrigerant inventory by increasing MR discharge pressure from 46 barg to 49 barg,
- Change in the mixed refrigerant composition by increasing propane content to optimise cooling,
- Decrease of the propane suction pressure from 1.5 barg to 0.9 barg, to increase circulation,
- Modification of the Nitrogen Column trays to avoid LNG carryover with the end flash gas,
- Modification of the Mercury Removal Bed to stop carbon fines carryover to the Sulfinol Absorber, to reduce sulfinol
foaming,
- Improvement of Gas Turbines efficiency through Air Compressors water washes,
- Implementation of the shareholders best practice for events reporting and corrective actions follow up.

4.2 Equipment Inspection Program
To improve the plant reliability, Qatargas has implemented a number of improvement programs that have achieved
remarkable results.
• Gas Turbines: Inspection philosophy changed from 0-12CI-24LTPI-36CI-48MI as OEM recommended to 0-24LTPI-
48MI, based on good condition after inspections and good fuel gas quality.
• A long term service agreement was signed with the Original Equipment Manufacturer (OEM) with a target to maintain
a reliability figure of 97%. The Gas Turbines are continuously ‘On-Line Monitored’ and ‘Data Analysed’ with OEM.
• Static equipment: The inspection program is subject to regular review of frequency and inspection techniques. Based
on the experience gained while in operation a major reliability issue was identified and solved by upgrading some
sections of ‘seawater flake lined carbon steel piping’ with Glass Reinforced Plastic (GRP).
5 Sulphur Expansion Project
The Qatargas LNG Plant has two Sulphur Recovery Units (SRUs). After initial plant commissioning and start up, it was
discovered through well testing that the natural gas feed to the plant was much leaner (less H2S) than expected. In
addition, the feed contained more aromatic hydrocarbons than anticipated. The result was that the SRUs were not able to
recover 95% of the sulphur as required by environmental regulations.
For Qatargas to meet its objectives, and be recognised as a company with high standards of environmental awareness
and compliance, action was required. A study was initiated to develop an alternative process solution with the following
targets:
Comply with current environment regulations with a minimum of 95% sulphur recovery.
• Improve Sulphur plant operability and reliability.
• Support increasing production capacity.
The feasibility study and the Front End Engineering Design (FEED) were completed in 1999. The EPC contract was
awarded to Technip Italy in March 2000. Two Acid Gas Enrichment Units with dedicated Incinerators were added, each
one is sized to handle two debottlenecked LNG Trains. The SRUs units were revamped and a third Claus unit was added
to each train.
Figure 3: New Acid Gas Enrichment Unit

Figure 4: Modified Sulphur Recovery Unit
The project was completed in June 2002 safely and successfully. The performance test was subsequently conducted and
revealed the units were achieving better than 97% sulphur recovery. The following graph displays the results achieved
over the last six years.
5.00
5.50
6.00
6.50
7.00
7.50
8.00
8.50
9.00
9.50
1999 2000 2001 2002 2003 2004
LNGinMT-TotalfortheYear
-
5.0
10.0
15.0
20.0
25.0
30.0
35.0
LNG in MT (Total) Sulphur Emission in Tonnes (Total)
Figure 5: LNG Production and Post SRX Sulphur Emission Trends

-
0.100
0.200
0.300
0.400
0.500
0.600
0.700
0.800
0.900
1999 2000 2001 2002 2003 2004
H2SMol%
-
5.0
10.0
15.0
20.0
25.0
30.0
35.0
H2S MOL % Sulphur Emission in Tonnes (Total)
Figure 6: Sour Gas and Sulphur Emission Trends
Qatargas continuous improvement and commitment to a clean environment, has prompted a further study to identify
processes for meeting expected future requirements for even higher levels of sulphur recovery.
6 Debottlenecking
6.1 Project Summary
The DBN, when completed, will increase the plant capacity to 9.5 Mt/a, by using a cost effective design, efficient
project execution and proven technology. The EPC investment cost of approximately US$ 185 million made this
Project very cost effective.
The modifications to the plant are being implemented in steps, Train by Train, during planned major overhauls.
The first step consisted of upgrading the Train 1 Mixed Refrigerant (MR) Gas Turbines and was completed during
the 2002 major turnaround.
DBN of LNG Trains 2 & 3 and related utilities were safely and successfully completed i n 2003 and 2004
respectively. The balance of the work in Train 1 will be executed in the 2005 scheduled shutdown.
Simultaneously, Offshore facilities have been debottlenecked, which has increased gas flow output from each
Train, from 450 MMSCFD to 600 MMSCFD. This was completed in Train 2 by June 2002 and Train 1 by October
2003. Trains 1, 2 & 3 can be operated safely at 600 MMSCFD each.
6.2 Project Background
A simulation study performed by ‘Air Products’ in December 1998 indicated that the refrigeration and the liquefaction
facility could only achieve an LNG production of 380 Tonnes Per Hour (TPH) in winter conditions. However at this rate,
the Refrigerant Compressors and Turbines have been identified as bottlenecks.
After a feasibility study initiated in 1999, Qatargas selected the case of sealine saturation capacity (1.6 BSCFD)
corresponding to a production of 9.5 Mt/a of LNG (loaded on ship).
The FEED was completed in June 2001 by Kellogg Brown & Root (KBR) and in order to meet fast track project
implementation schedules, GE/Nuovo Pignone was awarded a contract to upgrade the MR Gas Turbines.

The EPC contract was awarded in October 2001 to the Chiyoda/Technip joint venture (CTJV). The EPC package
included the provision of new Gas Turbines, Propane Compressors, Propane Booster Compressors and Mixed Refrigerant
(MR) Compressors upgrade.
6.3 Project Scope
The LNG Debottlenecking Project covers the 3 LNG Trains, some utility systems (steam, fuel gas), the onshore
upstream facilities and the Boil-Off Gas Compressor.
Onshore
The onshore upstream facilities, which receive the dewatered wellhead production through the offshore pipeline
(dry transportation scheme), consist of the Slug-Catcher, Condensate Stabilisation and Off-Gas Recompression.
The Gas Knockout Drums were modified by replacement of the internals to maintain an adequate quality of phase
separation. The let down station valves were also replaced by a larger size to handle more flow.
For the downstream facilities, the main modifications that were necessary are:
• Upgrading of the MR Gas Turbine from Frame 5C to Frame 5D,
• Upgrading of MR Compressors (new internals),
• Replacement of the Main Propane Compressors with larger capacity units,
• Replacement of the Booster Compressors & Motors with larger capacity Compressors driven by Frame 5C Gas
Turbines,
• Replacement of the MR LP Propane Evaporators with larger units,
• Replacement of the LNG pumps internals,
• Modification of the Fuel Gas System,
• Addition of new Boil-Off Gas Compressor.
In the MR cycle, the upgrade of the Gas Turbines provided 13% more power and the three (3) MR Compressors
were modified to provide an increase of MR flow by 26%.
In the propane cycle, the power was increased by 78% due to the installation of a new Compressor, driven by a
new Frame 5C Gas Turbine and replacement of the Booster Compressor. The new MR LP Propane Evaporator
increased the refrigeration duty by 13%.
Utilities
The Fuel Gas System was modified to improve the quality of the fuel (Wobbe index) feeding the process Gas
Turbines. In this modification, the boil-off gas is used preferentially for power generation and the remaining flow
is used for the Turbines in the Trains. End Flash Gas is used for steam generation mainly and the excess used for
the Trains Gas Turbines. The Steam Generation System has sufficient capacity for the debottlenecked plant.

LP
Propane
MP
Propane
HP
Propane
Booster
MR/LP C3
Evap.
C3 Comp.
C3 Desuper
Heater
C3
Condenser
Evaporator
Evaporator
FR 5 C
~
~
~
~
~~
~ ~
~
~
MR/HP C3 Evap
~
~
~
~
~
~
FR 5 C
New equipment or modified
New piping
MR/MP C3 Evap.
MR
Accumulator
Precooler
Figure 7: Modified Propane Refrigeration Process
Figure 8: Modified MR Refrigeration Process
No modifications were required for the two Sulphur Recovery Units, which are common to the three Trains.
NNaatt GGaass
((ffrroomm AAGGRR))
LLNNGG
RRuunnddoowwnn
TToo SSttoorraaggee
Dehydration
& Hg
Removal
FFuueell GGaass
CCoonndd
TIC
PIC
FRIC
CRIC
Main Cryogenic
Heat ExchangerNitrogen
Column
LNG product pump
De-C2
De-C3
De-C4 Fractionation
Scrub Column
LP MR
Comp.
MP MR
Comp..
HP MR
Comp
Evaporators
Make-up
Fuel gas Compressor
Precooler
MPLP
Evaporators
HP
TIC
TIC
5C=>5 5C=>5 5C=>5
Modified Equipment

Offshore
In this area, the significant changes are as follows:
• Upgrade of the Liquid Knockout Drum internals of the 3 Phase Separator to control/reduce the hydrocarbon
carryover from the vessel into the Contactor at high flow rate and to minimise the glycol losses.
• Replacement of the Train main pressure control valves downstream of the Contactor to enable the extra gas
to be pushed into the pipeline with minimum pressure drop across the valve.
• Installation of an overpressure protection system.
6.4 The Project Execution Strategy
DBN is implemented in steps. These steps are aligned with the Qatargas scheduled inspection and maintenance periods
for each Train (major overhauls). The contractual period for the debottlenecking activities in each Train is 45 days LNG to
LNG, which includes the 33 days execution time.
A substantial portion of the scope consisted of the work allocated to Nuovo Pignone for the upgrade and changes of the
LNG Train Compressors and Turbines. CTJV assigned a permanent representative, alongside a Qatargas representative,
to the Nuovo Pignone facility in Florence, to monitor and inspect the progress of manufacturing.
In order to maximise the chances of success, CTJV selected a construction subcontractor specialised in revamping wok
and already acquainted with the Technip methodology successfully implemented on an earlier project in the Middle East.
To complete the DBN activities successfully in the challenging schedule of 33 days, CTJV mobilised a total of 1200
persons, on a double shift system.
Another key success element in the strategy was the establishment of a permanent shutdown operation team integrating
DBN project and contractors.
Qatargas operations was responsible to prepare and ensure the LNG Train is isolated and gas free. They were also
responsible for the commissioning and start up.
The cumulative overall construction progress has reached 85% and 5 million man-hours without an LTA.
6.5 Project Outcome
The Performance Tests carried out in Train 2 and Train 3 achieved results above the guaranteed figures, 405 t/h
rundown yearly average, which predicts an LNG production level exceeding 9.5 Mt/a loaded on the ship.
7 Qatargas Shutdown and Execution Phillosophy
To maintain and improve the plant availability and meet project challenges, Qatargas has developed a successful
‘Shutdown Management and Execution Philosophy’.
Planned shutdowns are vital for maintaining the plant availability and reliability. This will allow equipment inspection,
cleaning, repair and modifications to take place. Shutdown planning and execution have a direct impact on plant
availability.
In this presentation we will share with you how Qatargas manages these two processes and has achieved high
availability.
7.1 Planning
One of Qatargas best practices is to prepare the shutdown planning and assign a contractor to carry out the work
execution.
Shutdown and projects can be widely different in nature, and Qatargas has gained a rich experience in three types:
Equipment inspection and modifications ‘driven shutdowns’. The Train is made gas free (blinds at battery limits):
- 28 days duration LNG to LNG for normal inspection,
- 45 days with DBN work,
• Equipment breakdown driven shutdowns: Few hours to few days where a Train is shutdown but not gas free,
• Projects: where partial construction and tie-ins are done on live train (SIMPOS).

Qatargas shutdown plans are based on milestones and shareholders best practices (Gates) as shown in Figure 9:
20052004
J F M A M J J A S O N D J F M A M J J A S O N D
Gate-1
Gate-2
Gate-3
Gate-5
Gate-6
S.D.
Gate Timing for April-May 2005 Shutdown
Business Plan
Followup/Learnings/
Analysis/
Continuous Improvement
Decommisioning,
Work Execution,
Recommisioning
and Start-up
Final Readiness Checks
Detailed Scoping and
Planning ( Cost
and Schedule-+/- 10%)
Evaluation/Definition/
Screening ( Cost
& Schedule - +/- 25%)
Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6
Preliminary
Planning
Detailed
Planning
Final Preparation
Readiness
•Decommission
•Execution
•Startup
•Review
•Follow-up
•Analysis
•CI
Gate-4
Where we’ve been and where are we going
Figure 9: Qatargas Shutdown Milestones
The key milestones are:
1. Preliminary planning: 12 months before shutdown,
2. Budget forecast: Minimum 6 months before shutdown,
3. Scope lock in: 6 months before shutdown. The Risk Based Work Selection (RBWS) process is used to screen an
average of 3000 activities,
4. Detailed planning: 5 weeks before shutdown, including work packages, execution plans, safety plans and waste
management programs,
5. Monthly shutdown coordination and projects interface meetings,
6. Establishment of a shutdown organisation team with defined responsibilities,
7. Readiness review with shutdown steering committee: 1st
review one month before shutdown & 2nd
two weeks before
shutdown,
8. Manpower histogram showing the people on-site during the shutdown and particularly at peak activities,
9. Shutdown village ready one month prior to shutdown,
10. Projects and Qatargas activities are integrated in one plan and published on the ‘Shutdown MS Project Website’,
11. Dedicated awareness training program for “STOP”, Job Safety Analysis (JSA), Incident and Injury Free (IIF), and
Policy and Procedures are completed one week prior to shutdown,
12. Shutdown KPIs defined:
Safety: LTA = 0,
• Cost: within budget,
• Duration: no delay,
• Quality: zero rework, zero leak during start up.
7.2 Execution
As per company safe blinding policy, the Train is first shutdown, made gas free, isolated at the battery limit (rated blinds)
and handover to maintenance in accordance with the following time-line target plan:

Figure 10: Time Line Target Plan
The Qatargas model for shutdown execution is based on the following best practices:
• Morning progress meeting. All key shutdown participants (Operations, Maintenance, Safety, Projects, Engineering
and Contractors) meet daily to discuss safety, schedule and work issues,
• Safety tool box talks carried out by all team leaders every morning,
• Daily review of STOP cards and near misses and feedback cascaded to shutdown personnel, afternoon meetings,
informing everyone of the hazards and risks found. Topics for next day tool box talk’ decided,
• Afternoon planning meeting: Participants agree on night shift work and plan next day activities. Next day tool box
talks distributed,
• Blind tracking lists are updated on-line, posted in the shutdown public folder and on a web-page in Qatargas
intranet,
• Incidents with high risk potentials are investigated on the same day using TapRoot® software and results
communicated next day,
• After completion of the shutdown and start up of the Train, lessons learned sessions are held to identify
opportunities for improvement,
• Same shutdown contractor kept on long-term contract (3 years) and up to 5 year extension,
• During shutdown, Senior Management tours are carried out to ensure safe work execution,
• At the end of successful completion, a shutdown celebration is organised with a congratulation message by the
CEO.
8 Conclusion
In Qatargas, success is first measured in terms of safety and environment, then cost, reliability, schedule and quality.
Continuous improvement and an open style of management are leading Qatargas towards achieving its vision.
Over the years Qatargas carried out a number of initiatives, aiming to:
• Promote a higher safety culture, achieving zero LTA for more than 15 million man-hours.
• Keep Qatargas in pace with the current environmental regulations and achieved a 70% reduction in sulphur
emissions.
• Optimise plant performance. In 2004 the achievement was 97% availability, with a production record of 9.25 Mt/a.
Qatargas is now embarking on an ambitious expansion programme that will quadruple total production. This expansion,
which includes Qatargas II and Qatargas III will use the same approach, the same philosophies and lessons learnt to
ensure that our commitment to safety, environment and operating excellence will continue on the same track as the SRX
and DBN projects.
7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
21/05@23:59Hours
LNG In
07/04@00:01 Hours
LNG Out
16 Days
Inspection Scope
33 Days DBN
Contractual Scope
25 Days
Maint Scope + MCHE
Scope
5 Days OPS
Shutdown
7 Days
Commissioning/
Start Up
12/04@00:01 Hours
Train 1 HC Free
14/05@23:59 Hours Train 1
Handover & RFGI
Train 1 Shutdown April 2005
Incorporate Time Line
Cold work starts@14:00
• Gas Turbines.
• Seawater System.
Blinding and removing
Spools on C3 System
7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
21/05@23:59Hours
LNG In
07/04@00:01 Hours
LNG Out
16 Days
Inspection Scope
33 Days DBN
Contractual Scope
25 Days
Maint Scope + MCHE
Scope
5 Days OPS
Shutdown
7 Days
Commissioning/
Start Up
12/04@00:01 Hours
Train 1 HC Free
14/05@23:59 Hours Train 1
Handover & RFGI
Train 1 Shutdown April 2005
Incorporate Time Line
Cold work starts@14:00
• Gas Turbines.
• Seawater System.
Blinding and removing
Spools on C3 System

References: For Debottlenecking
1. Mr. Jean Greffioz, Qatargas Manager Engineering & Ventures, - “The Qatargas Debottlenecking Project ”, Gas
Tech 2002, Doha.
2. Mr. Muh Ilyasak, Senior Process Engineer, “The Qatargas Debottlenecking Project ”, LNG Journal, December
2004.
3. Mr. Bernard Duchemin, Debottlenecking Project Manager, Gerard Renaudin, Moritaka Nakamura – “The Qatargas
Upgrade, Debottlenecking Ras Laffan LNG Plant ”, Oil & Gas Journal / March 8, 2004.
*****
Acknowledgment
The authors would like to thank the support provided by Qatargas management to prepare this article.

Qatargas debottlenecking project

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