Haradh gas plant projects static electricity how it works


The Haradh Gas Program was a giant grass-roots energy project, which was built in a remote region of the Saudi Arabian desert, constructed by 12,000 men all living in temporary accommodations. The plant came to life in April 2003 when the first sweet gas train went on stream. gas x strips directions By June 2003 Haradh was fully on line. The project was originally scheduled for 37 months but was completed in 31 months, six months ahead of schedule and 27% under budget, exceeding all Company Quality Standards and recorded an amazing 49 million construction man-hours without a lost workday incident. This safety performance was the best in Saudi Aramco’s 71-year-history and a record for the Gulf region. The major factors behind the success of the program were the dedication and commitment of the Haradh team and the great leadership at all levels.

The Haradh Program has accomplished several related objectives, which specifically accelerated the development of Saudi Aramco’s resources of non-associated gas and the release of major quantities of oil for export. Saudi Arabia is substituting natural gas as the primary fuel for a number of local industries, including the Kingdom’s national electric company’s power generating plants, which are a major consumer of fuel oil. Scope

The first element encompassed field development, drilling and construction of associated surface facilities for 87 non-associated gas wells in South Ghawar and nearby related fields. These wells were connected by manifolds and 680 kilometers (km) of pipelines that gathered and provided the required feedstock to the grass roots gas plant at Haradh.

The second element was the Haradh Gas Plant, the second gas plant in Saudi Arabia designed to process nonassociated gas only. It has a design capacity of 1.6 billion standard cubic feet per day (SCFD) of combined raw feed of sweet and sour gas to deliver 1.5 billion SCFD of dry sweet gas to Saudi Arabia’s Master Gas System. hp gas online payment The plant consists of two gas-sweetening and three sulfur-recovery trains, two condensate stabilizers, two sour-water strippers and four gas-processing trains of gas dehydration, dew-point control and sales-gas compression. The plant recovers 170,000 barrels per day of hydrocarbon condensate and a by-product of 90 metric tons per day of sulfur.

The third element was the expansion of the Sales Gas Network and its extension to the Central Region. Major tasks were the installation of 395 kilometers (km) of 42” to 56” cross-country pipelines in the Eastern Region and from the East/West Pipeline Pumpstation-1 to East/West Pipeline Pumpstation-2 and 3. This element also covered 230 km of hydrocarbon condensate pipelines.

The fourth element consisted of building a 1,000 man residential complex and support facilities, with a Boeing 737-qualified airstrip, 8,000 feet in length, with day and night operations and a core maintenance complex of 32,000 square meters of office and workshop space. The residential complex, built to house plant operational and contractor personnel, provided an oasis-type environment in this remote desert location.

The fifth and last element was the supply of high voltage power, which provided for the expansion of the Saudi Electric Company (SEC) East Power Supply System to support the Haradh Area Crude and Gas facilities. 380kV, 110 km-long transmission lines and 100 km of 230kV of dual transmission lines were built. The Haradh 230 kV switchyard also contains 230/69 kV dual transformers feeding the remote gas producing fields, and four 230/13.8 kV transformers feeding the two Main Substations within in the Haradh Gas Plant.

Permanent communication was an integral part of the work scope, which tied all of the above elements together and to the outside world in an integrated network. It involved providing all types of Saudi Aramco communications services, including voice, data and special circuits utilizing five communication towers, conduit and cable systems, 310 km single mode Fiber Optic Cable (FOC), and other related facilities. Design Basis

• Gas Treating, Acid Gas Handling & Sulfur Recovery – Due to a low and wide range of H 2S concentration in the gas feed,, the selective absorption agent Methyldiethanolamine (MDEA) has been successfully implemented for the first time in Saudi Arabia. 1 electricity unit is equal to how many kwh Using MDEA in Haradh Gas Plant design gave Saudi Aramco an advantage of treating the sour gas and to meet the sales gas specification at a lower operating and capital cost.

• High-pressure flare & employing HIPS in the flare design – Haradh Gas Plant is the first gas plant in the company to implement the design concept of High Integrity Protection System (HIPS). Using HIPS has significantly reduced the size of the High Pressure and Low Pressure Flare Systems and cost while maintaining a high level of safe and reliable operation.

• BTX (Benzene, Toluene, and P-xylene) Handling & Environmental Protection – Haradh Gas Plant is the first gas plant in the company, designed to achieve a full destruction of BTX and other environmental contaminants resulting from various plant processes. The plant is unique in dedicating a well-designed Hydrocarbon Thermal Oxidizer (HTO) to handle all waste gases that contain a high level of BTX and other contaminants. The HTO is designed to operate at high temperature and enough residence time to achieve the desired full destruction of all contaminants.

• Sales Gas Compression, Heat Recovery & Hot Oil – Haradh Gas Plant Sales Gas Compression is comprised of four identical compression trains. Each train consists of a sales gas compressor and a 43,000 Horsepower combustion gas turbine driver. Each gas compression train also has a Heat Recovery Oil Heater, which uses the turbine exhaust gas to heat oil. gas vs diesel cars Hot oil is distributed to exchange heat in the reboilers throughout the gas plant processes, eliminating the need for steam generation.

This chart represents two diverging aspects of the issue of globalization. First, the 44% represents the tremendous gains that Saudi Arabia has made in developing the manufacturing and transportation capabilities to be competitive in quality and price for both bulk materials and engineered equipment; both for commodities manufactured or fabricated in-Kingdom and those acquired from out-of-Kingdom sources and supplied to contractors.

Priorities for the Haradh Program were safety, quality, schedule, and cost. With this guidance, the project team was always alert to schedule optimization opportunities consistent with safety and quality objectives, and this goal was constantly considered in all decisions. find a gas station near me The prime focus was on preventing problems and on early identification of concerns and weak spots in the schedule in order to have a work-around or contingency plan in place to implement, if needed.

An example of this approach was innovative ideas of Project Control System (PCS) which allowed early completion of all Site Acceptance Tests (SAT) and high success rate in loops completion and acceptance. The PCS always comes at the tale-end of the process design and places itself on the critical path of every project. Mitigating the challenge, a detailed implementation plan was developed and continuously validated starting from the initial phase of the project. The successful implementation of the plan, three months ahead of schedule, resulted in completion of all SATs and a high success rate in the loops’ completion and acceptance.

Another example was the consolidation, wherever possible, of pre-commissioning and commissioning activities to minimize the time lag between mechanical completion and startup of the facilities. The technique required the full cooperation and support of all stakeholders and was an outstanding example of this high performance team in action.

This achievement was made possible by two major efforts. In the first effort, fast tracking was particularly effective in reducing the window from the start of detail design to the start of construction. Bidders were advised in the bid documents that Saudi Aramco intended to start construction of the permanent facilities within seven months of the start of design. Successful bidders were those who could demonstrate the capability to deliver engineering drawings and materials to support this aggressive start date. Another aspect was the early completion of the site preparation, construction communication and access roads as a separate project so the main LSTK contractors after mobilization could start work on the process facilities without time consuming civil site preparation work.

An essential ingredient for fast tracking was the procurement of critical equipment during front-end engineering. z gas cd juarez telefono Saudi Aramco completed the initial phases of the procurement cycle to the point of issuing purchase orders to vendors covering engineering and material option with commitments to price and ex-works dates. 76 gas credit card login This information was included in the bid packages to enable bidders to factor in the pre-selection of these vendors in their bids. Successful contractors were required to assume full responsibility of these purchase orders at contract signing and to take up the material option within three days after contract signing.

Through the diligent application of consolidating pre-commissioning and commissioning activities to minimize the lag time between mechanical completion and startup of the facilities, the Haradh Team of contractors and Saudi Aramco employees/engineers saved an additional four to six weeks on the completion and start-up of the first processing train, which was instrumental in achieving the overall objective of full on-stream six months ahead of schedule. The following are the milestones met by the Haradh Gas Plant:

Projects at remote locations must, by necessity, create a temporary “city.” The construction labor assembled to undertake this massive effort peaked at over 12,000 personnel of 36 different nationalities. This huge multi-national workforce essentially created a township, although short-lived, at the Haradh Gas Plant job site with its own extensive industrial, residential and recreational facilities.

While achieving zero accidents was narrowly missed, the project team remained committed to the program’s ESH philosophy, and continued to pursue its goal of Zero Accidents. The Haradh Project totaled more than 51 million construction hours, of which the last 49 million man-hours were achieved without a lost workday incident. Unique Challenges

• The largest vessel of the project was the slug catcher, weighing 460 tons, 20-feet diameter, 82-feet long which was transported by boat to the port of Dammam. From there it was transported 220 km using a 128-wheel trailer with a maximum speed of 10 km/h. The planning for the route of the slug catcher’s transportation to the site began one year ahead of its arrival at the port in Dammam.

• Communications – The project team utilized a number of electronic communication tools to enhance the coordination of all of the worldwide entities. Besides the telephone, e-mail over the internet was essential in communicating between offices. The company web page was used to facilitate the transfer of company information such as standards and specifications. When practical, other tools, such as video-conferencing, were also employed.

Construction Communications were provided to about 12,000 personnel working for 30 contractors and subcontractors. static electricity diagram The services provided included: Microwave link, Telephone PABX switch, paging transmitter to extend company paging service, UHF mobile trunked radio, HF mobile radio, and a dedicated 64Kpbs circuit allowing direct connectivity..

• Early Identification of Distributed Control System (DCS) Contractor – Due to the contracting strategy of utilizing a group of contractors for the Haradh Gas Plant, it was required that the control system vendor be identified to the LSTK contractors before bidding so that there would be assurance of having one control system for the plant.

Company-approved control system vendors bid on a detailed scope of work and a qualified vendor was chosen. The vendor, its price, and the associated scope of work were provided to the LSTK contractors to incorporate in their scope of work and bid. Compiling the detailed scope of work early and identifying a qualified cost competitive control system vendor was challenging, but met the objective of providing one control system for the entire plant and assisted in meeting the project schedule.

Emphasis on quality throughout the project facilitated timely and cost effective completion. Quality was not looked at as compromising cost and schedule but as facilitating an attitude of “get it right the first time.” Team members were encouraged to voice quality concerns as early as possible so resolution could be made in a timely manner thus avoiding cost and schedule impacts.