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Preparing for the unexpected: why scenario planning matters in demolition

Richard Vann, British Demolition Awards judge

In his most recent column for Demolition Hub, RVA’s MD Richard Vann looks at when it’s right to say no to a demolition assignment. If you missed the article, catch up below, or read it in full here on page 96.

No matter how extensive your demolition planning techniques, you never truly know what’s around the corner. And with multiple variables at play, it’s impossible to control one single, specific route map. It would be naive to think this is the case. But that doesn’t mean you can’t be prepared for different outcomes.

As part of a regular feature for Demolition Hub, Richard Vann recently imparted must-know insight on this very topic. Here, he explores why scenario planning is crucial when managing large-scale demolition projects – providing the knowledge and agility to react when the unexpected happens, while keeping safety, costs, and timelines at the forefront.

Taking control of uncertainties

Demolition is a complex, often unpredictable process – one that involves far more than simply knocking down structures. Unlike construction, where precise plans are drawn up from blueprints and materials, demolition projects are full of unknowns. From structural complexities and outdated designs to hazardous substances that pose risks to human health, many of these may only become apparent once the work begins.

This is why feasibility and option studies are such powerful tools in our industry. They allow us to consider the different paths a project might take, each with its own variables and potential challenges, to anticipate different outcomes and create contingencies for each path. From the exploration of different asset divestment options and methodologies to resource planning and EHS considerations, this type of scenario planning empowers clients with intel, supported by evidence-based recommendations, to make informed decisions at every stage. 

Such studies are even more value-adding when accompanied by live, adjustable spreadsheets that adapt financial projects as external factors evolve. With a more dynamic approach, teams can confidently navigate any disruption without losing sight of the project’s end goal.

Flexibility in execution

Even with a comprehensive schedule of work in place, backed by a proficient project team equipped to execute the methodologies agreed, a plan should always remain flexible. Here’s why:

Every project holds surprises

Demolition projects, by their very nature, uncover unanticipated challenges all the time. And as the saying goes – you don’t know what you don’t know. So how can you plan for everything? And why would you execute every planning exercise in utmost detail if you aren’t yet clear on exactly what the detail will be?

Demolition doesn’t follow a blueprint

If you build a house, a quantity surveyor can use a design to calculate the quantity and type of materials required, as well as a project timeline, with a significant degree of accuracy. Even with this blank slate, unexpected challenges may arise along the way – so imagine the complexities when dealing with decades-old infrastructure where documentation is incomplete, inaccurate, or often nonexistent.

Complexity magnifies uncertainty

Deconstructing an asset the size of a power station, which has stood for more than 60 years, brings a whole new level of complexity. Drawings are often incomplete – if not missing altogether – and the people who operated the plant may no longer be available to provide site-specific knowledge. Educated assumptions must therefore be made until surveys can be concluded and the structure is brought to a known state. 

Planning is a living process

Structures and scenarios constantly change, so planning must remain dynamic at every stage of the demolition, adapting to developments as they arise. Planning only stops when the asset has been brought safely to the ground and prepared for its next phase, whether it’s repurposed or mothballed for future use.

Mindset is as critical as the plan

Mindset matters almost as much as the quality of the initial plan itself. You can’t take your eye off the ball, as you don’t know what tomorrow will bring. And the ongoing progress and evolution of the plan should not – and cannot – remain the responsibility of just one party.

Collaboration reduces risk

At RVA Group, we’ve long talked about the importance of a tripartite alliance between a client, contractor, and an independent consultant like RVA. For a start, nobody knows everything. A contractor may be able to prove the capabilities of a new machine that could help complete the project quicker and safer, for instance. Or there may be advanced waste management experience that would strengthen the environmental credentials of a methodology.

Failing to include all three parties at the decision-making table increases project risk. In one instance, a client engaged RVA to draft a job specification, before terminating our involvement when the contractor was appointed. The client took the programme forward without ongoing impartial project management support, and there were two major incidents on site. 

Assumptions can undermine success

Some operators bypass independent advice altogether, relying on presumptions instead of evidence. But without detailed surveys, for instance, how can a contractor provide accurate quotes? Does the client understand the supply chain’s capacity or anticipate programme delays? Have isolation strategies been designed to ensure the safety of all stakeholders? And what about resale opportunities for dismantled assets versus the scrap market? The planning considerations, of course, go on and on, but comprehensive planning answers a myriad of questions like these.

Prepare now or pay later

To organisations rationalising their operations or mothballing a redundant site to limit their liability, demolition may seem like a straightforward task. A nuisance event to move past quickly. But this mindset invites trouble. Cutting corners in planning means you’re gambling on what lies ahead – and it’s better to prepare for the unexpected than to pay the price later.
Seeking trusted scenario planning expertise to improve the efficiency, safety, and cost effectiveness of your project? Talk to our experts today.

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Multiple new roles now available with RVA Group

A person standing with black trousers, a neon yellow hi-visibility jacket, and white helmet on. They are looking towards an abandoned building site.

Want to join a world-class team in demolition and decommissioning? Following a series of successful project wins, and with live projects already underway in nine different countries, we’re thrilled to be expanding once again.

Whether you’re a seasoned demolition and decommissioning professional seeking a new challenge, or an aspiring graduate keen to make their mark in this dynamic sector, you’ll find multiple opportunities to advance your career at RVA Group. Explore key criteria and details on how to apply below.

Project manager

Lead successful, high-hazard projects worldwide.

What you’ll do:

Project managers will typically be based on site, leading the successful delivery of RVA projects supported by the full RVA team. You’ll manage dismantling, demolition, construction, or turnaround (TAR) events in high-risk industries, collaborating with teams to drive success across international projects.

Who we’re looking for:

  • Minimum of five years of experience in managing dismantling, demolition, construction, or turnaround (TAR) events in high-hazard environments such as chemical, petrochemical, pharmaceutical, power generation, or oil and gas.
  • Exceptional personal and safety standards that mirror the hard-earned reputation we’re renowned for at RVA Group.
  • Flexibility to travel, work, and live across the UK, Europe, the Middle East, and Asia.
  • UK citizenship, residency, or domicile is not a condition of this role. However, applicants must be fluent in English (conversational/written/professional/technical).
  • All applicants must have the right to work in either the UK or the EU (or both).

How to apply:

Prospective applicants for the project manager role should submit a CV and single-page cover letter, including salary expectations, by close of business Friday 28 February 2025 to office@rvagroup.org. 

Project engineer

Shape international projects and gain hands-on experience.

What you’ll do:

Typically based on site, project engineers are responsible for supporting the successful delivery of RVA projects worldwide, backed by a dedicated project manager and the full RVA team. Successful candidates will be supported to develop their experience and skill set to advance into a project manager role within a two- to three-year period.

Who we’re looking for:

  • Minimum of two years of experience in a high-hazard environment such as chemical, petrochemical, pharmaceutical, power generation, or oil and gas.
  • High personal and safety standards that mirror the hard-earned reputation we’re so proud of at RVA Group.
  • Flexibility to travel, work, and live across the UK, Europe, the Middle East, and Asia.
  • UK citizenship, residency, or domicile is not a condition of this role. However, applicants must be fluent in English (conversational/written/professional/technical).
  • All applicants must have the right to work in either the UK or the EU (or both).

How to apply:

Prospective applicants for the project engineer role should submit a CV and single-page cover letter, including salary expectations, by close of business Friday 28 February 2025 to office@rvagroup.org. 

Graduate engineer

Kickstart your career with global, industry-leading expertise.

What you’ll do:

Graduate engineers are typically based on site, supporting the successful delivery of RVA projects in collaboration with a specialist team, including project managers and dedicated engineers. Successful candidates will be supported to develop their experience and skill set to advance into a project engineer role within a two- to three-year period.

Who we’re looking for:

  • Engineering-based degree qualification or other engineering qualification.
  • Experience in a high-hazard environment such as chemical, petrochemical, pharmaceutical, power generation, or oil and gas is desirable, but not essential.
  • High personal and safety standards that mirror the hard-earned reputation we’re so proud of at RVA Group.
  • Flexibility to travel, work, and live across the UK, Europe, the Middle East, and Asia.
  • UK citizenship, residency, or domicile is not a condition of this role. However, applicants must be fluent in English (conversational/written/professional/technical).
  • All applicants must have the right to work in either the UK or the EU (or both).

How to apply:

Prospective applicants for the graduate engineer role should submit a CV and single-page cover letter, including salary expectations, by close of business Friday 14 March 2025 to office@rvagroup.org. 

What’s in it for you?

  • Global experience. Work on high-profile, complex projects across multiple continents.
  • Career growth. Gain industry-leading expertise with clear progression opportunities.
  • Competitive package. Enjoy a strong salary, generous bonus scheme, pension, holidays, and other benefits to be discussed, specific to each role.
  • A company that values you. You’ll work for an equal opportunities employer, with more than 30 years of experience in providing total solutions for safe, environmentally secure, and cost-effective project delivery. 

Other information

The data we collect in your application will be stored securely and not shared outside of RVA Group. For more information on how we process and store your data, please read our Privacy Policy.

Strictly no agencies.

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Why less is often more when it comes to decommissioning surveys

Richard Vann, RVA Group

When conducting a decommissioning survey, more information doesn’t always equal better outcomes. In the latest instalment of his regular Demolition Hub feature, our managing director Richard Vann argues that with the right approach, a ‘less is more’ philosophy can transform project safety, efficiency, and cost control for the better.

What is a decommissioning survey and why does it matter?

From power plants to chemical facilities, when a complex industrial site reaches the end of its operational life, you can’t go in blind. This is where a decommissioning survey comes in, telling you what’s safe, what could present risks, and which materials, residues, and structural quirks the site holds. Ultimately, the role of this process is to gather the data needed to make the decommissioning exercise safe, compliant, efficient, and cost-effective.

At this stage, the instinct might be to gather every piece of information possible. This paints a more comprehensive picture and improves project outcomes, right? In reality, it can have the opposite effect. Gathering too much, or the wrong kind of data, can overwhelm decision-making, obscure real safety issues, waste resources, and complicate an already complex scope of work. 

Taking a ‘less is more’ approach – focusing surveys on complete, accurate, and genuinely relevant information – is therefore crucial. And it lets contractors and engineers approach each phase with confidence, knowing they’re armed with exactly what they need, when they need it. In other words, it’s about aiming for precision, rather than overload.

But what does this look like in practice?

Prioritising the HSE regime

The primary goal of a decommissioning survey is to maintain a stringent health, safety, and environment (HSE) regime. Gathering a flood of data on irrelevant risks won’t help here. Instead, you should identify the exact hazards that matter most to the plant in question, and target them in the survey. By zeroing in on specific HSE issues impacting the project, contractors can develop safe systems and best practices for subsequent work packages, ensuring that safety is woven into the project’s fabric from the start. From project managers to on-the-ground engineers, limiting guesswork translates into safer outcomes for everyone.

Exposing information gaps

One of the biggest advantages of a targeted survey is that it exposes information gaps that could lead to liabilities if overlooked. But don’t rely solely on data. To uncover critical issues that may be otherwise overlooked, the knowledge of operators who have run and maintained the plant for decades becomes invaluable. These individuals possess site-specific insights that can help identify potential hazards or residues that may not be documented elsewhere. So, by leveraging their expertise during the survey process, we can address knowledge gaps before they become liabilities, ensuring no significant risks are left unexamined.

Harnessing fit-for-purpose data 

Every decommissioning project is different, and technical surveys should reflect that. A one-size-fits-all approach is not only inefficient, it can also lead to misunderstandings and severely overlooked risks. Consider a chemical facility where specific hazardous materials have been used over the years, for example; a blanket survey may fail to address unique handling and disposal requirements, leading to potentially dangerous situations down the line. When survey data aligns with the unique needs of a project, you get smarter, safer, and more efficient outcomes from start to finish. At this stage, it’s about being as dynamic and adaptable as the decommissioning projects themselves, mitigating unnecessary data distractions in the process.

Keeping budgets and tenders achievable

Managing budgets and tender submissions can feel like a balancing act. The challenge lies in accurately predicting costs amid the uncertainties that come with dismantling complex industrial sites. When surveys are overloaded with irrelevant data, it can lead to inflated budgets and unrealistic tender prices, resulting in confusion and potential project overruns. With more precise, targeted data from the outset, we can gain clearer insights into the real costs involved, helping project managers craft more accurate budgets and establish deliverable tender prices, reducing financial surprises further along in the project. 

Precisely roadmapping risks

Perhaps the most important part of a decommissioning survey is thoroughly identifying and recording every risk and residue. More than tick-box documentation, this step is about translating hazards into straightforward language that can be planned around, without ambiguity. A comprehensive, precise risk assessment avoids assumptions and establishes a clear roadmap for every project stage, because nothing should be left to chance – especially where human lives are concerned.

The essence of strategic simplicity 

Ultimately, clarity and relevance aren’t just preferences during the survey process – they are essential to ensuring safety, boosting compliance, streamlining decision-making, and keeping budgets in check. In a field fraught with complexity, this ‘less is more’ approach can often be the key to safeguarding success at every stage. Crucially, this doesn’t mean doing the bare minimum – far from it. It requires deeper consideration and strategic thinking to determine which information truly matters. But once pinned down, this pays dividends in the long run.

Keen to get your next project out of first gear safely, efficiently, and with costs in firm focus? Ask our experts about our specialist decommissioning and demolition expertise, trusted by leading names including BASF, INEOS, and ENGIE, to name just a few.

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How to compile a decommissioning bid package

Richard Vann, British Demolition Awards judge

RVA Group’s managing director, Richard Vann, recently uncovered the critical components of a well-rounded bid package with Demolition Hub, exploring how this foundational step can make or break the success of a demolition project. Catch up below.

In the highly specialised field of demolition, accuracy and thoroughness at every stage counts – not least when it comes to the bid package, which can often be the deciding factor between project success and costly oversight.

The best prepared tender documentation doesn’t just outline the technical, contractual, and financial aspects of the project. Serving as a critical communication tool between the client and contractor, it also sets clear expectations, manages ongoing risks, and streamlines the delivery of the project. So, what makes the perfect bid package?

Health, safety, and environmental (HSE) plan

A robust HSE plan is a statutory requirement in most regions and a hallmark of industry best practices. While the specifics of this document will differ from one country to the next, it effectively details actual and potential residual process hazards, ensuring all risks are clearly identified and addressed in line with minimum mitigation standards. By prescribing the regulatory framework that governs the project, it also outlines essential site rules and incident reporting procedures to maximise HSE excellence throughout the project life cycle.

Providing this information at the tender stage allows contractors to fully assess the project’s requirements, ensuring appropriate methods and resources are allocated for safe execution.

Technical specification of works

The technical specification of works is where fine detail truly matters. This document outlines the client’s detailed requirements for the contractor’s design, clearly stating what must be delivered. Serving as the bridge between the HSE regime, scope of work, and the commercial elements, it prescribes the sequence and programming of operations – from monitoring regimes and reporting processes to quality standards and auditing protocols – to control and streamline the project delivery. With a flexible range of options, it also accommodates for potential adjustments as the works progress.

Form of tender and appendices

This element represents the contractor’s formal offer, encapsulating the financial and legal commitments of the project. Typically, it will define the contract total, including provisional sums, day-to-day works, and any identified asset credit allowances. More than a financial summary, it also confirms compliance with client-specific clauses (such as anti-corruption and modern slavery regulations), outlines required insurance levels from Employer’s Liability (EL) to Professional Indemnity (PI), and covers essential bonds and securities.

Acknowledging the importance of clarity, documentation should also declare which sub-contractors and professional advisers will be assigned to the project, alongside a comprehensive overview of the organisational structure and key personnel. It must specify any exclusions or deviations from the overall tender package, ensuring all aspects are clearly understood and agreed upon.

Pricing schedules

As well as providing a structured and standardised framework for evaluating tenders, the pricing schedule demonstrates the contractor’s understanding of the work scope by detailing costs for tasks like hazardous material removal and structural dismantling.

The schedule also facilitates accurate pricing for different scope options, such as methodology variations, working hour relaxations, programme adjustments, etc. It acts as a tool for tracking expenditure and managing progress payments, helping control credit and debit balances. And, should any valuing variations or additional works arise, it ensures all financial adjustments are clear, justified, and fair.

Commercial framework and information

No two projects look the same on a technical level, and naturally, the financial arrangements will vary too. The commercial framework lays out key financial details, outlining aspects such as the payment structure and schedule, and clarifying when and how payments are to be made throughout the project. It also covers debit and credit sums, settlement terms, and key milestones, making sure progress and finances align smoothly.

Beyond that, it includes elements such as scrap gain-share, bonds, deposits, and security mechanisms to protect all parties involved, as well as penalties and forfeiture criteria to handle any potential issues. It may also include clauses for resale and buy-back options, along with incentivisation and bonus schemes to encourage top performance.

Contractual terms and conditions

When it comes to contractual terms and conditions, the form of contract – whether NEC, ICE, FIDIC, or a client-specific version – needs to be appropriate for the type and scale of the works. It should offer the client and their delegates adequate control over the project, ensuring smooth management and oversight.

For decommissioning projects, the contract may need to be adapted or amended to address specific requirements. However, it’s crucial the contract remains clear and straightforward, avoiding unnecessary complexity or excessive administrative burdens. The goal is to keep it clean and efficient, providing necessary control while minimising bureaucracy.

Supporting information

Supporting information provides essential material in a clear, accessible format – including client and site rules, corporate standards documentation, and relevant surveys and reports. Relevant drawing registers and plant information are also included to ensure all technical aspects are covered, supporting a smooth and compliant execution of the project. And, to address any potential impacts on the project, HSE regulations and local authority requirements – including planning and decommissioning conditions, discharge consents, and other statutory compliance issues – are detailed.

Setting up for bid package success

While these components provide a strong foundation, this is by no means an exhaustive list. By compiling a bid package that’s truly tailored to the specific scope of works, project managers can set the stage for successful tender list selection and a more effective, well-informed bidding process that brings safe and compliant bottom-line benefits.

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Should decommissioning experts have a voice in financial planning talks?

Richard Vann, British Demolition Awards judge

RVA Group’s managing director, Richard Vann, recently discussed whether decommissioning experts should have a voice in financial planning talks, in his latest column for Demolition Hub. Catch up below.

Given the tough financial backdrop many industries are experiencing, asset owners are rightfully cautious about the cost of decommissioning projects. But there’s no room for corner-cutting, when it comes to ensuring safety, efficiency, and environmental responsibility on-site. And who is more qualified to relay that rationale to stakeholders, than the decommissioning professionals undertaking the project? Richard Vann, managing director at RVA Group, continues…

From methodology and environmental health to safety compliance, resource planning, project scheduling, and more, there’s much for decommissioning engineers to consider. So, why would these professionals want to add more to the list? Because, when it comes to the mothballing, rationalisation, or clearance of an industrial site, they understand the importance of communication. Specifically, they know the value of the engineering acumen they can bring to the finance table.

Leveraging engineering expertise for controlled costing

Some front-end engineering services — such as a costings study, for example — might be deemed one of the least ‘hands on’ elements of a decontamination, dismantling, or demolition project by some. In reality, leveraging detailed knowledge and experience of high-hazard assignments is essential for securing a safe, commercially viable, and environmentally sound outcome.

This costing information serves as the foundation for compiling sanction-grade estimates, preparing funding applications, projecting cash flows, and determining the program and duration of works. It also establishes financial milestones crucial for ongoing cost control during project execution.

In conducting these rigorous cost assessments, direct expenses such as contractor fees are scrutinised alongside broader considerations like potential plant resale values, market dynamics, and the impact of regulatory changes. Site-specific factors are also taken into account to ensure comprehensive evaluation.

Ensuring long-term compliance and clarity

These costings also play a critical role in long-term liability planning for sites. In fact, the information is required under international financial provisioning standards such as FAS143 in the USA and IAS 37 in Europe. These standards ensure the owner has maintained accurate reporting to shareholders and adequate financial provisions for future decommissioning, even if physical work doesn’t occur for several years.

Given the increasing frequency of asset transfers, variations of these longer-term liability studies serve as essential due diligence tools for prospective buyers and sellers. As well as providing clarity on the legacies that will remain with the site, they indicate any costs that will materialise over time.

Of course, regularly scrutinising these numbers, every five years or so, is crucial. This periodic review accommodates any changes in asset conditions, as well as waste and scrap rates, inflation figures, and regulatory updates, and ensures a comprehensive understanding of site liabilities. A fluid and reconfigurable spreadsheet should therefore lie at the heart of any longer-term costing studies.

Optimising asset lifecycle costs from day one

Interestingly, more and more people are recognising the importance of this early dialogue. Ideally, collaboration between the decommissioning and finance professions should begin before a facility has even been built. That way, the cost of ownership of an asset over the full lifecycle, including eventual decommissioning, can be outlined from day one. In fact, this information is often demanded by funding institutions, landlords, and other involved parties, so the true risk exposure of involvement in a project can be assessed.

Planning for decommissioning during the inception of a facility may seem premature. However, there will come a time when an asset reaches its natural end of life. And, as with most undertakings, the quality of input in the earliest stages of a decommissioning project usually dictates the level of success that can be achieved in the longer term. That doesn’t just include financial benefits, but environmental ones too — promoting the circular economy through the reuse of resources, later down the line.

In many cases, fiscal stakeholders may seek indicative financial provisions, acknowledging the inherent uncertainties that come with planning so far in advance. Nonetheless, the involvement of experienced decommissioning professionals adds significant value, ensuring informed decision-making and effective project management from inception to closure.

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RVA spotlight — meet Steve Andrew

Steve Andrew stood against a grey background

Name and role: 

Steve Andrew, global business development and technical director.

How long have you been with RVA Group?

I joined RVA in March this year, but I have known the business since its inception in 1992, having worked with the team on various projects over the years. I have always been impressed by their professionalism, dedication to improving HSE excellence, and commitment to ensuring the best commercial benefit for the client. 

Following a number of different job roles, it’s great to now be working at RVA — a truly specialist company, whose core business is decommissioning and demolition consultancy and project management. The team is experienced and like-minded, and it’s great to have specific procedures in place for this type of work.

Describe your career journey before that:

I started my career as a bright-eyed fifteen-year-old, extracting nails from second-hand timber. From there, I progressed through the industry as a scrap burner, top man, supervisor, manager, and operations manager, working mainly on high-hazard sites in the oil and gas, petrochemicals, and steelworks sectors. 

In 1998, I joined Eutech — the engineering and technical department for ICI — as a demolition superintendent. Progressing to asset closure lead, I provided consultancy services to clients globally, through the full decommissioning process — including planning and preparation, isolation, demolition, decommissioning, dismantling for re-use, and land remediation — across all sectors except nuclear.

There are too many highlights to mention, but a number stand out:

  • Building one of the best demolition consultancy businesses and witnessing the growth of team members and suppliers.
  • Winning 10 RoSPA (The Royal Society for the Prevention of Accidents) Golds Awards on one project, which also received a visit from Dame Judith Hacket when she was chair of HSE — the UK regulator for workplace health and safety.
  • Being granted a fellowship by the Institute of Demolition Engineers (IDE) and elected onto the Council of Management.
  • Being voted onto the board of directors for Decom Misson, the association for offshore decommissioning.

What did you want to be, when you were younger?

I always dreamed of being a footballer. However, my father and some of my uncles were involved in the demolition industry, so I naturally followed suit. 

And what do you think is the key skill you need to be a successful project manager?

You need several skills and competencies to be a successful project manager:

  • A clear scope and endpoint.
  • To be open-minded, approachable, and listen — whether it’s to a client’s requirements or a team member’s concerns and suggestions. It may seem a strange statement to make after 45+ years in the industry, but the main thing I have learnt is how little I know. What makes us all different are our experiences. So, I’m constantly asking questions, and I think everyone must have a voice.
  • A good understanding of your hazard/risk identification — this is crucial when managing projects of this type. Fortunately or unfortunately, depending on your viewpoint, this comes from experience. I have seen far too many examples of people jumping in with the solution before they even know what the problem is, as well as solutions having more risk than the hazard it was trying to mitigate.
  • A good programme, with time for HSE built-in throughout.
  • To set clear expectations and be consistent.
  • Finally, a smile.

What’s your biggest RVA achievement to date?

It’s early days at RVA, but advising a client in the Middle East on a large decommissioning and demolition project is a highlight.

And the most memorable thing you’ve learnt during your career?

Never assume, and be worried when people say, “it will be alright, we have always done it this way”. I have learnt from experience to assess the total risk and treat every cut, lift, and controlled collapse as if it is the first time it has been done.

Describe your dream project:

The more complex, the better. I love analysing the “problem” and working with a team to find the solution.

Once the procurement phase is complete, you should not be able to tell the difference between the client, consultant, and suppliers. Everyone should have the same goal of delivering a safe, environmentally sustainable, and efficient project.

With a truly global reputation for decommissioning excellence, spanning over three decades, why do you think RVA has earned such a stand-out position in industry?

Successfully delivering over 900 high-hazard projects globally, over the last 30+ years, is an industry standout performance.

Of all the sectors RVA operates in, which is the most exciting right now?

The expansion into new regions and sectors, and the diversity of some of the projects.

What’s the biggest piece of advice you could give to an organisation preparing for a decommissioning project?

Demolition is not construction in reverse — it has different hazards and risks to manage, remove, and mitigate. As a bare minimum, I would recommend getting professional advice from a demolition engineer, who has a proven record of demolishing in your given sector or for a similar project. They need to be engaged as early as possible, to help minimise risks from an HSE perspective, protect live assets, and safeguard commercial objectives.

What makes you tick outside of work?

I love sports and going to the gym. I also enjoy travelling for leisure — I want to build memories, not dreams — as well as eating out with family and friends, and walking my dog, Alfie.

If you could be given a plane ticket for any location, where would you choose?

There’s a long list, but Canada or New Zealand would be at the top.

Which three words would you hope colleagues would use to describe you?

Hopefully experienced, approachable, and calm.

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How do you dismantle a chemical plant for re-erection at the other side of the world?

Richard Vann, British Demolition Awards judge

Managing director of RVA Group, Richard Vann, recently spoke to Demolition Hub for his latest column, on how you can dismantle a chemical plant for re-erection at the other side of the world.

While a decommissioning project may represent the end of a chemical plant’s life for one operator, there are occasions when assets can be carefully salvaged, dismantled, and reinserted elsewhere into the global supply chain. Richard Vann, MD at RVA Group, explores the intricacies involved in such a complex assignment.

The chemical engineering market continues to pose newfound pressures and opportunities for operators worldwide. The number of decommissioning projects being planned on an international scale is therefore vast and varied.

Some plants, upon reaching the end of their design life, pose inefficiencies and safety risks due to ageing, making their continued operation unsustainable. Others reach a natural conclusion due to evolving compliance standards, so must be ring-fenced if operators are to remain on the right side of the law. As we’re witnessing across multiple industries right now, fiscal challenges have a significant part to play too.

However, while a facility may have reached the end of its useful life for one chemical manufacturer, it may still have operational potential elsewhere.  A second-hand plant may be used as a stop-gap measure by a client to get to market quickly, for example, whilst a more efficient plant is being constructed. Often, there is also an additional driver to move production closer to the end-user, to mitigate unit cost, time, and environmental impact.

The sequential dismantling of these hazardous facilities is inherently complex, with multifaceted variables affecting whether the project can be executed safely, while ensuring environmentally and commercially viable outcomes. But it is possible. 

Devising the plan

Before any decommissioning project commences, a bespoke feasibility and option study should be conducted — providing an objective, clear, and realistic view of the project’s true liability or opportunity. As well as gleaning plant-specific insights from the operator, this process considers the EHS, commercial, and financial factors associated with the site. Essentially, it ensures the decommissioning exercise isn’t entered ‘blind’.

This means assessing achievable costs, the quantity and location of residual materials, metallurgy and exotic material content, contamination levels, other potential hazards and risks, permit surrenders, the availability of drawings, closure processes, waste management obligations, required resources, relevant legislation, and programming constraints.

The route map will vary from one site to another, ranging from the selective removal and retrofitting of assets to complete ‘flat slab’ clearance or extensive mothballing. Often, the selected route may not have been considered or even deemed possible by the client, but the studies will aid data-driven decision making. Ideally, this exercise would begin long before the plant has even closed, although this is not always possible.

The decontamination challenge

Auditing the type and level of hazardous material contaminations, as well as the cleanliness and structural integrity of the assets, is crucial. This helps to ensure that appropriately-skilled personnel – equipped with the necessary PPE – are appointed to undertake the decontamination exercise, with minimum risk.

The objective should not be to over-clean materials. Instead, the goal is to take assets to a ‘known state’ that removes uncertainties and satisfies compliance requirements  If they are to be demolished for scrap, for instance, decontamination should at least meet regulatory requirements and prevent hazardous materials from entering recyclable waste streams.

Carefully considered disassembly 

Deploying a high degree of manual dismantling techniques allows for the precise disassembly — and reassembly — of assets. Once cleaned, components should be match-marked with unique codes for ease and accuracy of reconstruction. Some may also be sent to specialist companies for refurbishment and certification. Plus, providing accompanying drawings aids reassembly at the destined location, while careful transportation ensures the integrity of materials during shipment.

Geographical complexities

Irrespective of geography or the specifics of the assignment, safety and environmental considerations are paramount in projects involving international plant transfer. While most countries adhere to similar ethical and legislative benchmarks, there are naturally varying international, and even regional, nuances. Considering standards set in both the plant’s origination and destination locations is therefore crucial, although legislative parameters should set only the bare minimum criteria — the responsible decommissioning professional should vow to achieve the highest possible EHS standards.

Finding a plant buyer

While dismantling equipment for re-erection elsewhere is a possible route map, it’s not always commercially feasible — not least if a prospective end user is not immediately apparent, and/or a third party is sought to buy the assets. It’s often easier to transfer the facility to an operator within the same group, if possible.

During such transitions, ensuring compliance with local regulations, while adhering to global benchmarks for EHS regimes and technical methodologies, is key. To combat cultural and language differences, effective personnel relations, awareness training, and communication must also be adopted from the outset.

Pursuing external buyers may be inherently more complex — introducing significant decommissioning, refurbishment, and relocation costs. This, coupled with the view of decommissioned plants of ‘old technology’, is why completing a mutually-attractive deal is admittedly rare in these cases. And holding costs incurred during negotiations will only eat into profit margins. ‘Sale for reuse’ should therefore be considered as a ‘plan B’ route map.

Bottom line

The goal – for any chemical facility – should always be to maximise the return on assets where possible and safe to do so. However, factors such as plant age, former processes, recovery cost, testing, market forces and commercial competition, will all form part of the decision as to what should happen next. 

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Remediating hazardous processing environments

Richard Vann, British Demolition Awards judge

RVA Group’s managing director Richard Vann recently spoke with Demolition Hub about the importance of safety within the demolition sector, and why this is non-negotiable.

In case you missed it, catch up on the article below.

A demolition project doesn’t end as soon as a structure is brought to the ground. By their very nature, processing environments harbour inherent hazards that can pose significant risks to both the environment and human health. Site restoration is therefore a crucial facet in finalising any successful decommissioning exercise.

While it signifies the latter stages of a site’s operational lifespan, this phase also opens doors for the space to be revitalised for a range of possible uses. But remediating contaminated land often represents just as many uncertainties as the earlier phases of an asset’s lifecycle. So, how can contractors ensure a seamless transition from demolition to regeneration? 

Plan for different outcomes 

Knowing there’s rarely only one possible route map, conducting feasibility and option studies — when undertaken by an experienced demolition professional — empowers clients to make more informed decisions throughout every stage of the project, including remediation.

A number of strategies — from interviewing former operators to reviewing historical sources and public records — will help determine the past uses of a site, for example. This is important when redeveloping land previously used by a chemical or industrial plant, where a number of contaminants could be present.

Having a firm grasp on the materials used during construction and throughout operation, as well as knowing the condition of the site, for example, could uncover the presence of hazardous waste such as asbestos, or pollutants like arsenic and mercury. Manual intervention can help deal with the challenge at source, without breaking containment. However, if it is revealed after testing that such hazards have also impacted the integrity of soil or groundwater, targeted remediation strategies will be required to ensure the safety of surrounding ecosystems and communities.

Of course, planning for every eventuality is virtually impossible — not least when dismantling assets the size of a power station, with decades-old infrastructure and often limited documentation. As such, the process must remain dynamic and flexible at all times.

Foster collaboration at every stage

At RVA Group, we’ve long talked about the importance of a tripartite alliance between client, contractor, and someone like us, acting as the independent consultant. Recognising that no single party possesses all-encompassing knowledge, this alliance fosters collaboration and innovation throughout the project lifecycle. However, it’s especially crucial during the remediation phase, where regulators and landowners assess the standard of environmental cleanup efforts before a project can be deemed complete — without incurring unnecessary penalty costs.

By assembling a skilled remediation team and supervising this phase, a consultant will ensure pollution is eradicated and the restoration of land is completed to an agreed state, within budget — paving the way for an exciting future for the site, once again. Meanwhile, a contractor may introduce innovative technologies that streamline the project timeline and enhance safety measures, accelerating the restoration process. Alternatively, they may offer specialised expertise in waste management strategies, further bolstering the environmental sustainability of the remediation methodology employed.

Ultimately, collaboration means ideas are harnessed from the outset, and plans are continually validated and adjusted as needed.

Prioritise safety and compliance until the final hour

Once an asset reaches its operational life, decommissioning, demolition and remediation will form part of a phased programme of closure of works. When complete, the operator will apply to surrender a number of environmental permits — depending on factors such as the site’s former use and local legislation — to confirm that it has been returned to a satisfactory state and is ready for further operational use, where possible.

In cases where the land is leased rather than owned, additional conditions may also be imposed on the remediation process. Meeting ever-evolving and increasingly stringent compliance requirements is crucial to prevent costly fines that could financially burden the project. 

Keeping health and safety in sharp focus until absolute conclusion is vital too — something we’re constantly talking about at RVA Group. Frameworks such as the EU Directive 57/92, as well as the compliance with Construction (Design and Management) Regulations (CDM) in the UK, exist to regulate management until the final hour. However, in reality, many legislative requirements only establish the minimum benchmark for site safety protocol. Therefore, regardless of the phase of works, adherence to best practices remains imperative to ensure the safety of personnel and surrounding communities.

Think long-term

It is crucial to be cognisant of the future use of the site during the remediation process, where possible.  If it is going to remain industrial for example, then the remediation regime would be different compared to if it is destined to be developed for residential or leisure use.

With long-term vision and strategic planning in large-scale remediation projects, clients can realise tangible benefits for both industry and society. A decade-long project — amounting to 1.2 million safe work hours — recently drew to a close in collaboration with petrochemical giant SABIC, whereby RVA Group supported six different contractor firms to demolish, decommission, and remediate the firm’s 54-hectare site on Teesside.

A staggering 58,500 tonnes of scrap have been salvaged for reuse or remanufacturing since the project began, achieving a 98% recycling rate, with 44,000 tonnes of additional waste – including 8,750 tonnes of asbestos – managed responsibly in line with the waste hierarchy. 

With the equivalent of 270 football pitches now cleared, the facility paves the way for potential industrial development, contributing to Teesside’s regeneration, attracting investors, and creating job opportunities. SABIC’s dedication to safety also translates into charitable contributions, benefitting local causes and reinforcing its commitment to the community. 

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RVA Group welcomes Stephen Andrew as business development director

Decommissioning consultancy RVA Group — headquartered in Borehamwood, Hertfordshire, and with offices spanning both the UK and Europe — has welcomed renowned industry specialist Stephen Andrew as business development director, as the firm gears up for further global expansion.

Bringing 45 years of experience within the demolition sector and associated markets, Stephen boasts a high-level, multinational career portfolio, with former roles including asset closure lead for ABB. As such, he is perfectly placed to bolster RVA Group’s senior leadership team — not only in developing and broadening its UK and global markets, but also providing strategic support to the operations and project management teams.

Commenting on the hire, Richard Vann, founder and managing director at RVA Group, noted: “We’re not strangers to overseas assignments — having completed in excess of 900 global projects over our 32-year company history. But as our global footprint expands — in Europe, Middle East, South America, and North and East Africa — we’re excited to leverage Stephen’s demonstrable experience in this niche field.

“Having built an enviable reputation in the demolition and decommissioning space, many peers will have followed Stephen’s career trajectory for decades. Now, we’re pleased that RVA is where he’s hanging his hat. Crucially, Stephen also embodies our organisation’s safety-first, client-focused work ethic. We are confident that we’ve not only secured a most capable individual, but also a guardian of the values that have underpinned RVA Group since day one.”

Specialising in the high-hazard operational sectors of power generation, and chemical, petrochemical and pharmaceutical industries, RVA has a hard-earned reputation among major global brands including BASF, Sabic, SembCorp, ENGIE and GSK, to name just a few.

Its multidisciplinary team of experts delivers tailored solutions for complex projects worldwide, ensuring the highest standards of safety and environmental stewardship.

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RVA spotlight – meet Richard Vann

Richard Vann, British Demolition Awards judge

Name and role:

Richard Vann, managing director.

How long have you been with RVA Group?

Since the idea was conceived at my kitchen table — at 3:48 pm on 18 November 1992.

What did you want to be, when you were younger?

When I was very young, I wanted to be a pilot like every other boy. That aspiration was short-lived though, after I found out I was colourblind.

Was it always your intention to go into demolition? 

After completing my A-levels, I went on to study pharmacy, but I soon realised I wanted to get out into the ‘big world’ and embrace the challenges and risks of business.

And what are the most memorable things you’ve learnt during your career?

Be honest and always deliver on your promises — seize every opportunity to innovate and try to avoid disappointing others. Make friends, not enemies – life has a way of coming full circle.

What do you enjoy doing outside of work?

As well as spending time with my family, I like to write and record music in a studio. I’m also a big history enthusiast, with a key interest in the Second World War. Over the last 15-20 years, I’ve studied 20th Century European History and have completed distance learning courses at Cambridge and other universities.

What personal goals do you have for 2024?

Reading is a passion of mine, so I’ve tasked myself to get through one Charles Dickens novel every month in 2024. I’m currently running ahead of schedule but there’s a long way to go and a lot of pages to turn! As a second goal, I’d like to reach my first 100,000 streams for a single track on Spotify. The highest to date is 67,000, so still a little way to go.

Among all of the destinations you’ve travelled to, which stands out as your favourite?

Whilst I love lying by the pool with an interesting book, good food and great weather, I also enjoy long weekend city breaks. A favourite destination of mine is Rome and getting to walk through its ancient streets — I’ve been several times, and each visit is like a new adventure.

If you could meet any historical figure, who would it be?

Joseph Stalin — it would have been interesting to try to understand his strategies and thought processes that led to catastrophic consequences for millions of people.

What do you want to achieve with RVA in the future?

To continue to drive the business and consolidate its well-earned position as the leader in its field throughout the global marketplace.

Which one word would you hope colleagues would use to describe you?

Supportive.

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