Value engineering is a targeted approach to improving efficiency, sustainability and cost-effectiveness. But it is also a collaborative process that requires fresh thinking and innovative problem-solving. Structural Engineer Lead Vikram Bhati discusses the team effort that went into redesigning part of Aramis’ offshore CO₂ distribution platform, the D-HUBN.

Through careful analysis and smart design adjustments, Vikram and his team cut 770 tonnes from the platform’s topside weight, saving approximately €30 million. Vikram explains how they optimised the design, overcame challenges and achieved tangible results — without ever compromising safety.

Value engineering might be new to many. Can you explain what it is?
“Value engineering is aimed at improving the value of a project. So: how can we achieve the same with less? It’s about finding opportunities to reduce costs, increase sustainability, enhance functionality or optimise performance without compromising on quality or safety. For the D-HUBN, our team scrutinised every component of the design to ensure we were not overspending on materials or construction while still meeting all safety standards. Ultimately, it’s about finding innovative ways to meet project objectives more efficiently.”

And what did you find when you analysed D-HUBN?
“D-HUBN is a key part of the Aramis CCS infrastructure, receiving CO₂ and distributing it to storage sites via export lines. The structure consists of two parts: the jacket and the topside. The topside was rather heavy, weighing around 2,700 tonnes due to its three-deck design. So, the team explored ways to optimise its design and reduce its weight. After all, the excess weight added cost and complexity but did not improve the platform’s functionality. Our focus became clear: streamline the design and significantly reduce weight while maintaining safety and efficiency.”

How did you go about that?
“We critically reviewed every detail of the deck area, analysing weight reports and design drawings to identify where we could make the biggest impact. Once we had a clear picture, we set a goal to cut at least 500 tonnes, focusing on the most high-impact changes. These involved removing a telecom mast, optimising the renewable energy system and redesigning piping and equipment layouts to reduce the deck area. Every change was carefully reviewed across different teams to ensure safety and feasibility. And the team’s efforts paid off, exceeding our goal by cutting approximately 770 tonnes.”

That’s great! Were there any challenges or risks?
“Yes, absolutely. Time was always a challenge. On a project like this, deadlines are tight. Any delay in decision-making can have a ripple effect, pushing back the entire project and driving up costs. That’s why it’s crucial to have a fast and efficient decision-making process, which we had in place. I found the communication within the Aramis team to be very effective. Another challenge is safety, as it is non-negotiable. Every change had to meet strict safety standards. We carefully assessed each adjustment to make sure the platform remained fully compliant without compromising operational safety.”

Speaking of safety, how did you ensure that it wasn’t compromised?
“Safety is the top priority at Aramis and the foundation of every decision. It is never compromised. Each change underwent rigorous scrutiny by safety engineers. Our team and our contractors worked together to assess potential risks in an iterative process. Whenever concerns arose — such as reduced deck space affecting emergency evacuation — we worked together to find solutions. No weight reduction was implemented unless safety and reliability were fully guaranteed.”

What does value engineering mean for the future of engineering at Aramis?
“This project sets a new standard for engineering at Aramis and beyond. It proves that detailed analysis, smart problem-solving and teamwork deliver tangible results that exceed expectations. It also highlights the need for sustainable practices, reducing material without compromising safety. More broadly, it serves as a blueprint for the future, where cost efficiency and environmental responsibility will be more important than ever.”

What did you like the most about this challenge?
“For me, the best part of this process was solving complex design challenges. As a structural engineer, finding smart solutions to reduce weight was incredibly satisfying. But it wasn’t just about the numbers; it was very much about the teamwork behind it. Every team member brought their own expertise to the table, proving that real innovation comes from collaboration. When different perspectives combine, the result is always stronger than anything one person could achieve alone.”

These outstanding results were only possible through the dedicated effort of the entire team:

• Carlos Quintero – Flow assurance
• Daan Noothoven – Delivery lead
• Elaine Cooke – HSSE manager
• Fabrice Bontemps – Structural specialist
• Gawain Langford – Project manager
• Jos Kollerie – Hybrid power/coms
• Martijn Spoor – Operations and maintenance
• Paul van Rossum – Tech Safety
• Peter Young – J-tube/risers
• Pratik Saha – Process design
• Thomas O’Connor – Engineering manager
• Vikram Bhati – Structural Engineer Lead