Scaling down? Do not overlook safety!

Why decommissioning safety is just as critical as installation safety

Too many overlook decommissioning safety — and it shows. Scott Thompson of Gerritsen Group UK breaks down why this final project phase needs the same rigor as installation, and how proactive planning prevents major risks.

By Scott Thompson, Health & Safety Manager - Gerritsen Group UK

“In my career, I’ve seen more incidents occur during the final phases of a project than during the initial build. Why? Because too many people treat decommissioning as a formality rather than a phase that carries its own risks.”

The misconception that safety ends after handover

In industrial environments, safety protocols are rigorously applied during construction, commissioning, and installation. That’s a given. But I’ve learned over two decades that safety is just as crucial — if not more so — during decommissioning and transport. Unfortunately, this phase is often underestimated, perceived as the “end of the line” rather than a controlled, high-risk operation in its own right.

I’ve been involved in dozens of international projects across Europe and the UK, and I’ve seen firsthand what can go wrong when decommissioning is rushed, poorly coordinated, or lacks a structured safety strategy. That’s precisely why, at SSMI — together with our strategic partner Gerritsen Group — we place safety at the core of every operation. Our comprehensive and disciplined approach ensures strict adherence to HSE compliance standards, combining industry best practices with proactive risk management from planning through execution.

1. Decommissioning: the overlooked hazard zone

During decommissioning, systems are often still energized. Hydraulic pressure, residual current, stored mechanical energy — all of these can pose serious threats. Unlike installation, where components are clean, calibrated, and positioned in a controlled sequence, decommissioning deals with:

• Aging systems with wear and tear
• Unknown modifications carried out over time
• Unstable loads or deteriorated anchor points
• Live electrical circuits or cabling — even in facilities that are no longer operational
• Alterations to structures housing equipment often meaning it cannot be removed the same way it was brought in.
• Changes to safety regulations, this can mean the working methods used for installation are no longer permitted. So a new approach must be devised.

Too many teams treat decommissioning as a reverse engineering job — it’s not. It’s a critical operation requiring its own risk assessment and methodical planning.

Project Insight: Involve Your In-House Expert Early

Wherever possible, ensure that someone from your organisation is available on-site during the decommissioning phase — someone who knows the original system layouts, past modifications, and the building’s utility infrastructure. This could be your Lead Engineer, Facility Manager, or even a long-standing Production Supervisor.

These persons can provide invaluable insight to our decommissioning teams, helping to:

• Identify legacy modifications not reflected in documentation
• Locate hidden or hard-to-access utility feeds (e.g., water, air, power)
• Confirm shutdown sequences and isolation procedures
• Facilitate quicker and safer problem-solving in real time

Their knowledge can dramatically streamline the dismantling process — reducing delays, avoiding unnecessary risks, and ensuring a smoother, safer transition.

2. The SSMI & Gerritsen Group approach: safety begins with assessment

Before any tool is lifted, I will begin with a full Pre-Project Safety Assessment. This involves:

• Reviewing the site-specific safety protocols of the host facility
• Consulting local governmental safety regulations, which increasingly follow OSHA (post-Brexit) rather than the historically stricter UK standards. At Gerritsen we often advise and uphold the stricter regulations.
• Analyzing the type, condition, and positioning of each asset scheduled for dismantling
• Creating bespoke safety and decommissioning plans for high-risk equipment or complex layouts

I often say: “First understand what you must do, then you can understand how you must do it”

3. The transport phase: a risk, not a routine

Transport is not just logistics. When not performed in strict accordance with transport safety standards — such as properly securing the load — it becomes a serious moving hazard. Fortunately, SSMI benefits from a outstanding partnership with Gerritsen, who have been the trusted transport provider for large-scale and exceptional loads for over 25 years.

Equipment that’s been safely secured in one location becomes unstable once lifted, rotated, or transported. Every transport plan I approve includes:

• Load distribution and center of gravity analysis
• Roadworthiness compliance checks for heavy haulage
• Liaison with local transport authorities for route approvals and permits
• On-site inspection of lashing, rigging, and crating before departure

One incident I investigated involved an oversized load that wasn’t adequately secured — despite having passed a visual check. The root cause? The method of securing the load to its transport frame by the manufacturer did not correctly factor in dynamic load shifting. We worked closely with the manufacturer to improve the transport frame securing method, and we updated our standard operating procedures that same week.

4. Proactive controls: instruction and intervention

In my role, I believe safety is not only a framework — it’s a must and at SSMI and Gerritsen it’s a culture. Before execution, I lead team briefings to ensure everyone understands their roles, the risks, and the controls in place.

During project execution, I carry out live observations and real-time adjustments. If conditions change, or a new potential hazard presents itself, we stop and reassess. At SSMI and Gerritsen, we firmly believe that taking 30 minutes to reassess is a small investment compared to the potential consequences of a safety incident — including multiple days of disruption and a compromised project schedule.

5. What’s at stake? More than just compliance

For clients, safety is often viewed as a compliance checkbox. But for us, it’s the foundation of operational excellence. When safety is embedded at every stage — including decommissioning — we reduce the risk of:

• Injury
• Delays
• Asset damage
• Legal exposure
• Reputation loss

In my experience, the most successful projects are those where safety isn’t reactive — it’s embedded in the DNA of the process.

Final thoughts

To project managers, procurement officers, and operations leads reading this: don’t treat decommissioning as an afterthought. Bring your safety team in early. Let SSMI and Gerritsen assist you in assessing the risks, map the controls, and guide the process from the ground up. Because if you plan for safety, you plan for success.

— Scott Thompson
Health & Safety Manager, Gerritsen Group UK
20+ years in global industrial decommissioning & transport safety

Who is the author of this blog?

Scott Thompson is the Group Health and Safety Manager at Gerritsen Group UK / Speedrite, based in Sunderland, England. With over two decades of hands-on experience in industrial dismantling, relocation, and installation of complex process equipment, Scott brings a rigorous and proactive approach to occupational safety and health.

NEBOSH-qualified and a registered IOSH member, Scott has developed and implemented SHE (Safety, Health & Environmental) policies across a wide range of industries and high-value projects exceeding £1 million. He conducts in-depth risk assessments, formulates site-specific safety strategies, and ensures compliance with both UK and international standards, including OSHA regulations.

As a qualified C&G 7407 tutor, Scott also delivers professional safety training and develops bespoke course materials for teams on-site. Known for his ability to communicate clearly at all levels, he combines technical expertise with strong project leadership — ensuring safety is not just a requirement, but a cornerstone of operational success.

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