May 19, 2020

Why the oil and gas industry needs (flexible) pipe dreams

Energy
Oil and Gas
Baker Hughes
Ray Burke
8 min
Why the oil and gas industry needs (flexible) pipe dreams

Ray Burke, flexible pipe systems product management director, Baker Hughes, discusses the need for flexible pipe dreams.

The first flexible pipes were used in the offshore oil and gas industry in 1972. These early models were built and applied as a ‘kill and choke’ line and formed with a bonded type of material, usually vulcanized rubber and armouring.  

Since then, the demands for this technology has steadily grown and diversified. Today, they are found in every major production basin worldwide and are used for everything from risers, flowlines, fluid transfer lines and jumpers, all designed to keep production flowing efficiently. 

The development of flexible pipe technology has accelerated in recent years. Of course, the clear trend across the oil and gas industry has been operators looking for operational efficiencies wherever possible. Marginal gains in operational efficiency have become the order of the day.  

However, implementing this is trickier than it may sound given that many new fields are located in some of the most challenging environments the industry has ever had to contend with. Deeper water, higher temperatures, higher pressure, aging infrastructure and complex chemistry, all stack up to create ever more intense conditions for flexible pipe to withstand. In short, more and more fields are pushing the boundaries of existing technology. So, is it possible to expect even more from flexible pipe technology?

Why go flexible?

Every project, at some point, has to make a choice between rigid or flexible pipeline. The simplicity of the rigid carbon steel, welded together on a barge or at a spoolbase and then laid on the seabed, has been overshadowed in some cases by the more sophisticated mechanism of a flexible pipe – where installation and operation are simplified by design, before the pipes are constructed and shipped.

The choice of subsea pipeline technology is often based on local conditions, technical requirements, installation vessel availability, operator preferences and cost efficiency.

The ability to apply flexible pipe in the most challenging environments is a significant part of its appeal. High performance in water depths beyond 2,500 metres, high pressure reaching beyond 10,000 psi, and high temperatures above 130oC, as well as the ability to withstand large vessel motions in adverse weather conditions, point towards why flexible pipelines have increased in popularity in recent times. 

For floating production, flexible risers are often the only option that solves the geometric constraints of water depth, fluid pressure, vessel motions due to environmental loading and the consequent fatigue degradation of steel.

Of course, these operating conditions are set against their own challenging backdrop. Even five years after the downturn hit, almost every operator continues to encourage supplier-led solutions to reduce costs and standardise and simplify subsea system installation and operation. 

Deeper, higher, hotter

Today, frontier markets such as Latin America, Brazil in particular, and West Africa, epitomise the need for enhanced flexible pipe technology. Operations here typically involve negotiating extremely deep waters, high pressures and very high temperatures, with production to a floating production storage and offloading (FPSO). It’s because of this that Brazilian projects have often been at the cutting edge of technology developments. 

Increased project activity in such complex environments has led to incremental improvement in product capabilities. To date, flexible pipeline has been manufactured from a combination of materials, including steel pressure armour. This gives the designers high stiffness to provide strength, geometric compliance to provide flexibility and incorporates polymer sealing layers with low stiffness for increased fluid integrity. With the addition of further strength bearing armour layers, this traditional structure is what gives the product its intrinsic properties, however new operating and economic environments have called for more – deeper, hotter, faster, larger, cheaper.

Therefore Baker Hughes have developed new designs for flexible pipe, moving from purely metallic strength to a carbon fibre composite pressure armour layer, marking a major step-change in the industry. 

By developing a composite pressure armour layer, the weight of the riser is reduced by up to 30%, making it easier and less expensive, to transport and install - using smaller vessels or reduced vessel time, less ancillaries and giving the operator a simpler riser configuration to manage. This hybrid composite flexible pipe allows a significant reduction in overall system complexity, allowing operators to move into deeper waters while lowering OPEX and operational risk.

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Furthermore, the composite replaces metallic layers which are susceptible to carbon dioxide corrosion, something increasingly encountered in deep water basins, which may cause stress corrosion cracking unless properly managed. This hybrid riser design, proven with full life-cycle testing, adopts aerospace type materials to significantly reduce permeated gas flow rate through the pipe, reducing operational risk and adding cost benefits over the field lifecycle.

Connection to oil fields

Despite all of these advantages, flexible pipes have encountered challenges as they have developed. Like all major oil and gas infrastructure, corrosion and degradation mean integrity management is an area of significant focus and development for our customers.

Flexible pipes used for large volume gas export and gas injection can cause flow induced pulsations (FLIP) to occur, which can lead to excessive vibration of small-bore topsides and subsea pipework. Excessive vibration can lead to failure and loss of containment if not caught early. The phenomenon is caused by the interaction of the gas with the cavities of the carcass layer of the flexible and onset occurs above some critical flow rate.  

Until recently, operators would have to accept this as a fact of life and manage the consequences through subsea and topside modifications or place limitations on the flow rate. These conditions, and recent advances in research and development in this area have led to the development of a system called Flex-Insert. In this case the internal carcass is manufactured with an additional, internal layer within the pipe which effectively removes the cavities and prevents FLIP from occurring, saving time and cost in the process. 

Lifetime support 

Despite the significant leaps forward in the technology applied to new flexible pipes, there remains the challenge of how best to manage existing, older flexible pipelines. Lines in operation, in almost all cases, have steel components and are afflicted by the age-old issue of sea water corrosion. 

The annular space is the key point for integrity, and for inspection/management strategies. This is the volume between the internal barrier polymer sheath and the outer cover polymer sheath containing the steel wires of the pressure and tensile armour layers. Damage to the outer sheath is one of the main causes of sea-water entering the riser, causing corrosion of the armour wires. 

An added complication in pre-salt fields with high carbon dioxide (CO2) levels, is that the water turns to vapour then mixes with the CO2 before entering the annular space by permeation. This creates a highly acidic, highly corrosive solution in close contact with the armour wires.

Both situations can lead to a flooded annulus. Given the potential consequences of flexible pipe failure, the need for a clear and efficient understanding of the integrity of this outer sheath is critical. 

For new pipe projects, Baker Hughes has developed SPIRE, a new system that allows operators to monitor whether there is water in the pipe annulus, and even determine whether it is a result of gradual permeation or sudden damage to the outer sheath.  The SPIRE system contains three hardware components: an in-pipe sensor (FlexSensor) incorporated as part of the pipe construction in the tensile armour wire layer, a connection at the topside end-fitting (smart bolt) and; either a control room rack (for monitoring) or a portable measurement instrument (for inspection).

The sensors are wrapped around the outside of the pipe, incorporated in the tensile wire layer, before the outer sheath is applied, resulting in a small change to the manufacturing process. The system allows continuous monitoring of the pipework integrity, meaning early intervention is made not only feasible, but highly efficient.

An outer sheath breach puts the tensile armour wires at risk from corrosion and corrosion-fatigue. Amongst a range of unique solutions for integrity management that Baker Hughes has, the MAPS technology is designed to provide information about the integrity of the tensile armour wires, making it ideal for cases where there is an outer sheath breach. The underlying MAPS technology - a non–destructive, non-contact technique for the measurement of stress in steel materials, also has ‘reach’, which is the ability to sense the effect of a wire defect many metres from the actual damage site. This gives it a significant advantage over other inspection techniques as it allows critical areas, such as underneath a bend stiffener, to now be inspected.

It is clear that operators are increasingly looking to suppliers who can offer the best overall value across an entire project lifespan. Choosing a product is just one part of the total cost; transportation, installation and management of integrity make up a significant part of the rest.  Today, operators are looking at the bigger picture, how can infrastructure, like flexible pipe, help get the most out of a field, in the most efficient way. At Baker Hughes, we are focused on reducing TOTEX, across the full range of subsea infrastructure throughout its life, these products form a family named Aptara, meaning fit-for-purpose.

Reduced operational, safety and environmental risks while curbing maintenance costs and extending the life of your equipment is the optimum solution. With increased speed, flexibility, and performance, these increasingly adaptable systems boost productivity over the expected life of the field.

For more information on business topics in Canada, please take a look at the latest edition of Business Chief Canada.

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Jun 13, 2021

Marketing matters: from IBM to Kyndryl

CMO
Kyndryl
IBM
Leadership
Kate Birch
5 min
Former CMO for IBM Americas Maria Bartolome Winans was recently named CMO for Kyndryl. Maria talks about her new role and her leadership style

Former Chief Marketing Officer for IBM Americas, and an IBM veteran of more than 25 years, Maria Bartolome Winans was recently named CMO for Kyndryl.

Prior to joining Kyndryl as Chief Marketing Officer, Maria had a 25-year career at IBM, most recently as the tech giant’s CMO where she oversaw all marketing professionals and activities across North America, Canada and Latin America. She has held senior global marketing positions in a variety of disciplines and business units across IBM, most notably strategic initiatives in Smarter Cities and Watson Customer Engagement, as well as leading teams in services, business analytics, and mobile and industry solutions. She is known for her work with teams to leverage data, analytics and cloud technologies to build deeper engagements with customers and partners.

With a passion for marketing, business and people, and a recognized expert in data-driven marketing and brand engagement, Maria talks to Business Chief about her new role, her leadership style and what success means to her.

You've recently moved from IBM to Kyndryl, joining as CMO. Tell us about this exciting new role?

I’m Chief Marketing Officer for Kyndryl, the independent company that will be created following the separation from IBM of its Managed Infrastructure Services business, expected to occur by the end of 2021. My role is to plan, develop, and execute Kyndryl's marketing and advertising initiatives. This includes building a company culture and brand identity on which we base our marketing and advertising strategy.

We have an amazing opportunity ahead at Kyndryl to create a company brand that will stand apart in the market by leading with our people first. Once we are an independent company, each Kyndryl employee will advance the vital systems that power human progress. Our people are devoted, restless, empathetic, and anticipatory – key qualities needed as we build on existing customer relationships and cultivate new ones. Our people are at the heart of this business and I am deeply hopeful and excited for our future.

What experiences have helped prepare you for this new opportunity?

I’ve had a very rich and diverse career history at IBM that has lasted 25+ years. I started out in sales but landed explored opportunities at IBM in different roles, business units, geographies, and functions. Marketing and business are my passions and I landed on Marketing because it allowed me to utilize both my left and right brain, bringing together art and science. In college, I was no tonly a business major, but an art major. I love marketing because I can leverage my extensive knowledge of business, while also being able to think openly and creatively.

The opportunities I was given during my time at IBM and my natural curiosity have led me to the path I’m on now and there’s no better next career step than a once-in-a-lifetime-opportunity to help launch a company. The core of my role at Kyndryl is to create a culture centered on our people and growing up in my career at IBM has allowed me to see first-hand how to prioritize people and ensure they are at the heart of progress in everything Kyndryl will do.

How would you describe your leadership style?

I believe that people aren't your greatest assets, they are your only assets. My platform and background for leadership has always been grounded in authenticity to who I am and centered on diversity and inclusion. I immigrated to the US from Chile when I was 10 years old and so I know the power and beauty that comes from leaning into what makes you different from other people, and that's what I want every person in my marketing organization to feel – the value in bringing their most authentic self to work every day. The way our employees feel when they show up for themselves authentically is how they will also show up for our customers, and strong relationships drive growth.

I think this is especially true in light of a world forever changed by the pandemic. Living through such an unprecedented time has reinforced that we are all humans. We can't lead or care for one another without empathy and I think leaders everywhere have been reminded of this.

What’s the best leadership advice you’ve received?

When I was growing up as an immigrant in North Carolina, I often wanted to be just like everyone else. But my mother always told me: Be unique, be memorable – you have an authentic view and experience of the world that no one else will ever have, so don't try to be anyone else but you.

What does success look like to you?

I think the concept of success is multi-faceted. From a career perspective, being in a job where you're respected and appreciated, and where you can see how your contributions are providing value by motivating your teams to be better – that's success! From a personal perspective, there is no greater accomplishment than investing in the next generation. I love mentoring younger professionals – they are the future. I want my legacy as a leader to include providing value in work culture, but also in leaving a personal impact on the lives of professionals who will carry the workforce forward. Finding a position in life with a job and company that offers me a chance at all of that is what success looks like to me.

What advice would you give to your younger self just starting out in the industry?

I've always been a naturally curious person and it's easy for me to over-commit to projects that pique my interest. I've learned over years of practice how to manage that, so to my younger self I’d say… prioritize the things that are most important, and then become amazing at those things.

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