Asset Integrity Management System (aims)__saudi Aramco.pdf
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Asset Integrity Management System (aims)__saudi Aramco.pdf as PDF for free.
More details
- Words: 25,629
- Pages: 113
Loading documents preview...
https://t.me/PrMaB
Table of Contents 1
Part I: AIMS Organization Context ....................................................................................... 5 1.1
Purpose ............................................................................................................................ 5
1.2
AIMS’s Vision, Mission and Goals .................................................................................... 5
1.3
Scope ................................................................................................................................ 6
1.4
Business Drivers and Objectives ...................................................................................... 6
1.5
AIMS Mandates ................................................................................................................ 7
1.6
Custodianship................................................................................................................... 9
2
Part II: AIMS Framework................................................................................................... 10
3
Part III: AIMS Implementation in Projects.......................................................................... 16
4
5
6
3.1
AIMS Development in Projects ...................................................................................... 16
3.2
AIMS Execution in Projects ............................................................................................ 31
3.3
AIMS Assessment for Projects ....................................................................................... 35
3.4
AIMS Continuous Improvement for Projects ................................................................. 41
Part IV: AIMS Implementation in Operations ..................................................................... 44 4.1
AIMS Development in Operations ................................................................................. 44
4.2
AIMS Execution in Operations ....................................................................................... 47
4.3
AIMS Assessment for Operations .................................................................................. 54
4.4
AIMS Continuous Improvement for Operations ............................................................ 60
Part V: AIMS Enablers ....................................................................................................... 63 5.1
Competency ................................................................................................................... 63
5.2
Integrity Information and Document Management ...................................................... 65
5.3
Key Performance Indicators ........................................................................................... 67
5.4
Process Management .................................................................................................... 71
5.5
Management of Change ................................................................................................ 73
5.6
External Resources ......................................................................................................... 74
5.7
Tools & Technology ........................................................................................................ 75
Part VI: AIMS Governance................................................................................................. 76 6.1
Objective ........................................................................................................................ 76
6.2
AIMS Governance Expectations ..................................................................................... 76
6.3
Roles and Responsibilities for the AIMS Processes........................................................ 78
6.4
Governance for Support Organizations - Roles and Responsibilities ............................ 95
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 2 of 113
7
References ....................................................................................................................... 98
8
Definitions and Acronyms ................................................................................................. 99
9
Appendix A: List of Integrity Performance Standards ........................................................102
10
Appendix B: Integrity Status Report Outline .....................................................................105
11
Appendix C: List of Documentation for Assessment ..........................................................107
12
Figures ............................................................................................................................112
13
Tables .............................................................................................................................113
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 3 of 113
Overview Saudi Aramco’s journey in Asset Integrity Management (AIM) spans several decades and continues to be an important part of the company’s corporate safety value. This is evident from its long safety history and pockets of excellence in integrity already demonstrated in the company. Examples of these pockets of Excellence include: Corrosion Management Program (CMP), Total Plant Reliability Management (TPRM), Inspection, Risk Based Inspection (RBI), HAZOP, Environmental Protection Programs, High Integrity Protection System (HIPS), etc. The AIMS Manual reinstates the long-standing journey of Saudi Aramco to achieve best-in-class in Asset Integrity Management. In addition, AIMS emphasizes/focuses on the key integrity elements: Risk Identification and Mitigation, Safety Critical Elements, Integrity Performance Standards development/application, and Integrity Operating Windows. To sustain high level of quality for Asset Integrity Management implementation, Internal/External Integrity Assessment and Continuous Improvement processes are integrated as part of the AIMS. The AIMS Enablers (Integrity Competencies, Integrity Information and Documentation, KPIs, AIMS Process Management, etc.) ensure successful business implementation of AIMS and help achieve a unified company approach to Asset Integrity Management. This Manual supersedes and replaces previous AIMS issued documents, namely “Asset Integrity Management Framework” and “Asset Integrity Management System – High-Level Guide”, both issued in August 2013. It is expected that the Asset Integrity Management System (AIMS) will mature and be updated over time, as experience is gained with systems, operational practices, and as new technologies become available. While the components of AIMS are expected to remain stable, the specifics of its applications, solutions or execution may evolve and be automated over the years.
Copyright © 2015 Saudi Aramco, All Rights Reserved. Revision 1.0 - 2015
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 4 of 113
1 Part I: AIMS Organization Context 1.1 Purpose The purpose of this Manual is to define the Saudi Aramco Asset Integrity Management System (AIMS). It provides a unified framework and methodology to manage Asset Integrity across the company and thereby achieve business objectives pertaining to Asset Integrity. This Manual provides a guide to management, engineers, project managers, project engineers, inspectors, maintenance personnel, and technicians for implementing the various aspects of AIMS within their area of responsibility. In particular, the AIMS Manual consists of a set of expectations and work processes governing how Asset Integrity should be implemented and managed. By fulfilling these expectations and implementing the associated work processes, organizations can achieve Operational Excellence (OE) in Asset Integrity Management (AIM). Asset Integrity is an integral part of the requirements of Saudi Aramco OE and Safety Management System (SMS). While OE and SMS outline the needs, mandates and expectations for Asset Integrity, i.e. the “What” part, the AIMS complements OE and SMS by outlining the “How” and the detailed work processes to implement and maintain AIMS from design to decommissioning.
1.2 AIMS’s Vision, Mission and Goals
Figure 1.1: AIMS Vision, Mission, Goals, and Value Proposition
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 5 of 113
1.3 Scope The AIMS requirements stipulated in this Manual apply to all Saudi Aramco surface facilities and assets, such as Refining, Gas, Oil and Petrochemical Plants, On-shore and Offshore hydrocarbon facilities, and Pipelines. The AIMS scope covers the entire lifecycle of Saudi Aramco plant assets and hydrocarbon structures from design to decommissioning; examples of plant assets are: Stationary Equipment, Rotating Equipment, Electrical, Instrumentation, Control Systems, Communication Systems, Pipelines, etc. In specific, the AIMS focus is the processes, systems, people, tools, and activities associated with: 1. Design and Build Integrity – Identify Safety Critical Elements and develop Integrity Performance Standards & IOWs. 2. Operate and Safeguard Integrity - Operate while keeping process variables within their safety limits through monitoring Integrity Operating Windows (IOW). Maintain Barriers and SCE integrity through Assurance Requirements and Verification Tasks. Continuously assess and improve AIMS. The scope and mandate of this Manual excludes Drilling, Aviation, Marines, Joint Venture, non-hydrocarbon projects (i.e. residential buildings) and Third Party facilities, as the responsible organizations for these assets/activities have their own specific Integrity requirements and mandates. However, in the future the scope may include the above operation types and specific Asset Integirty Management requirement will be developed accordingly in line with the AIMS Manual.
1.4 Business Drivers and Objectives The business drivers for deploying AIMS in Saudi Aramco Projects and Operations are: 1. The need to have an effective and practical system that proactively prevents major incidents in our facilities. 2. The need to fulfill corporate mandates stipulated by OE and SMS by outlining “how” to implement Asset Integrity Management across the company. OE remains the overarching umbrella for AIMS and other programs in the company. 3. The need to maintain and safeguard Asset Integrity for aging assets/facilities. At a high-level, AIMS objectives need to be aligned with organizational objectives and applicable requirements (SMS, OE, SAES, etc) as well as be measurable, monitored, reviewed, updated and communicated to relevant stakeholders. The Saudi Aramco AIMS key objectives are: 1. Asset Integrity requirequirements and concepts are incorporated into the early design of the asset and built-in during contruction; Asset Integrity is maintained and safeguarded during the “Operate and Maintain” phase. 2. Hazards are identified and risks are assessed at set intervals; barriers and control measures are in place to mitigate and/or limit the escalation of Risks/Hazards. 3. All plant’s critical variables and their limits (Standard IOW Limits and Critical IOW Limits) are identified; all process units and assets are operated within the IOW limits. 4. Appropriate Key Performance Indicators (KPIs) are developed and updated to provide Projects, Operations, and Management with the status of Asset Integrity in order to make the right decision at the right time. Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 6 of 113
5. Internal and External Assessments are periodically performed to assure Integrity and for continuous improvement. Various existing management systems such as OE, SMS, Total Plant Reliability Management (TPRM), Enterprise Risk Management (ERM), and existing standards/procedures provide important support to the various components of the AIMS. AIMS will build on these excellent initiatives and standards while setting the shortterm and long-term strategies and plans to better integrate, align, and implement Integrity throughout the lifecycle of the assets.
1.5 AIMS Mandates Saudi Aramco Projects and Operations shall establish, implement, maintain and continuously improve the Asset Integrity Management System in their areas of responsibilities in accordance with this Manual’s requirements. Saudi Aramco Projects and Operations shall ensure that all assets, put into service (new) or being continued to operate in facilities (existing), have demonstrated integrity requirements.
1.5.1 AIMS Mandates for Projects The Project Management Organizations and each Project Manager are responsible for designing, constructing and delivering assets/plants that meet company Integrity standards as per this AIMS Manual. The following figure summarizes the AIMS Mandates for Projects:
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 7 of 113
1.5.2 AIMS Mandates for Operations The Operations Manager is responsible for managing the operation of the assets to safeguard and maintain their integrity as per this AIMS Manual. The following Figure summarizes the AIMS mandates for Plant Management:
1.5.3 AIMS Mandates for Consulting Services Department (CSD) CSD through its Division, Asset Reliability and Integrity Management Division (AR&IMD), has the mandates to develop and maintain an effective AIMS that meets minimum industrial integrity requirements; AR&IMD shall: 1. Develop and maintain an effective AIMS with supporting KPIs and tools. 2. Align the risk management scheme used in AIMS with the corporate approach for Risk Management. 3. Support Projects and Operations in deploying and implementing AIMS. 4. Develop and deliver the required training courses and awareness programs. 5. Promote continual improvement for AIMS in projects and operations. 6. Conduct joint External Assessments for selected facilities or projects. Note: More details on CSD and other departments’ Roles and responsibilities are shown in the Governance section of this Manual.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 8 of 113
1.6 Custodianship The custodian of this Manual is the Asset Reliability and Integrity Management Division (AR&IMD), Consulting Services Department (CSD). AR&IMD/CSD custodianship implies:
Providing guidance and consultation to Projects and Operations regarding the Asset Integrity requirements as outlined in this Manual.
Continuously seeking and assessing the feedback from implementing AIMS, and subsequently revising and optimizing the AIMS Manual.
This Manual is available on the corporate e-Standards website under “Manuals”. For any additional information or technical support, please contact AR&IMD/CSD.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 9 of 113
2 Part II: AIMS Framework The AIMS Framework covers the entire lifecycle of the asset, from Design to Decommissioning. The AIMS Framework encompasses the AIMS Organization Context, AIMS Processes, AIMS Enablers, and AIMS Governance, needed to establish and then safeguard the integrity of the company’s assets. Figure 2.1 provides the AIMS Framework for Projects (during Design, Procurement, Construction, and Commissioning Phases) while Figure 2.2 provides the AIMS Framework for Operations (during “Operate and Maintain” Phase).
Figure 2.1: AIMS Framework for Projects
In Projects, the AIMS Processes consist of the following (see Figure 2.1): 1.
AIMS Development for Projects (Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects” ): a. Build Integrity in Design Phase. b. Identification of Risk/Hazards and Mitigation/Barriers for Hazards. c. Identification of the SCEs and developing the associated Integrity Performance Standards. d. Developing IOW.
2. AIMS Execution in Projects (Figure 3.11: Process # OE – 4.1 "Design, Procurement, and Construction"): a. Design and build Integrity during the design, procurement, and construction phases. b. Verification of Integrity during commissioning. 3. AIMS Assessment for Project: a. Conducting Internal Assessment (Figure 3.12: Process # AIMS-P-A-1 "Internal Assessment for Projects").
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 10 of 113
b. Conducting External Assessment (Figure 3.13: Process # AIMS-P-A-2 "External Assessment for Projects"). 4. AIMS Continuous Improvement (Figure 3.14: Process # AIMS-P-C-1 "Continuous Improvement for Projects"): a. Creating Continuous Improvement process. b. Identifying Integrity improvement opportunities. c. Developing/tracking improvement plan.
Figure 2.2: AIMS Framework for Operations
During the “Operate and Maintain” phase, AIMS Processes consist of the following: 1. AIMS Development for Operation (Figure 4.1: Process # AIMS-O-D-1 "Development Process in Operations"): a. Identification/updating of Risk/Hazards and Mitigation/Barriers for Hazards. b. Identification/updating of the SCEs and categorization of barriers. c. Developing/updating the associated Integrity Performance Standards. d. Developing/updating IOW. 2. AIMS Execution for Operation (Figure 4.2: Process # AIMS-O-E-1 "Execution process in Operations"): a. Integrating AIMS with Plant Asset Management Plans. b. Execution of IPS Verification Tasks (as part of the Maintenance and Inspection Plan). c. Operating within IOW Limits. Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 11 of 113
3. AIMS Assessment for Operation: a. Conducting Internal Assessment (Figure 4.3: Process # AIMS-O-A-1 "Internal Assessment"). b. Conducting External Assessment (Figure 4.4: Process # AIMS-O-A-2 "External Assessment"). 4. AIMS Continuous Improvement (Figure 4.5: Process # AIMS-O-C-1 "Continuous Improvement”): a. Creating Continuous Improvement process. b. Evaluating AIMS Implementation. c. Identifying Integrity improvement opportunities. d. Developing/tracking improvement plan. In both Figures above, the AIMS Organization Context, AIMS Governance and AIMS Enablers are common components of the Framework to both Projects and Operations. Details of these components, however, will differ as applicable to the nature of activities within the two organizations. AIMS uses the Plan-Do-Check-Adjust (PDCA) cycle to ensure the system is continuously being updated and maintaining quality. The four phases of AIMS are aligned with the PDCA cycle as shown below (Plan –AIMS Development, Do – AIMS Execution, Check – AIMS Assessment, Adjust – AIMS Improvement). Figure 2.3 shows the flow of activities for implementing AIMS Processes for Operations.
Figure 2.3: Flow of activities for implementing AIMS Processes and the associated deliverables
AIMS Governance outlines the management functions and the various governing bodies who can provide oversight and assurance that the system is fit-for-purpose and being applied correctly. The “AIMS Governance”
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 12 of 113
section of this Manual provides the detailed expectation and Roles and Responsibilities of various Saudi Aramco entities. Enablers facilitate effective and successful implementation of AIMS. For each Enabler, this Manual describes the Objectives, Expectations and Roles of the organizations and individuals to ensure support for AIMS implementation. The AIMS Enablers are: 1. Competency 2. Integrity Information & Documentation Management 3. Key Performance Indicators (KPIs) 4. Process Management 5. Management of Change (MoC) 6. External Resources 7. Tools & Technology A key component of “AIMS Development” to prevent and mitigate risks is the “Hardware Barriers” and SCEs (See Figure 2.4). The “Hardware Barriers” can be visualized as a series of control measures or “barriers”, which either prevent the hazard from being realized, or limit the effects of the accident after the hazard has been realized. When multiple barriers fail, there exists a possibility of a major accident. This is referred to as the “Swiss Cheese Model”, developed by James T. Reason in 1990, as shown below.
Figure 2.4: Hardware Barriers and SCEs
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 13 of 113
The categories of “Hardware Barriers” in AIMS are as follows: 1. Structural Integrity 2. Process Containment 3. Ignition Control 4. Detection Systems 5. Protection Systems 6. Shutdown Systems 7. Emergency Response 8. Life Saving Though each barrier is represented as a single hardware entity; they are merely representative of a group of Safety Critical Elements (SCEs) that actually form the physical barrier. For example, the “Process Containment” barrier is comprised of Pressure Vessels, Heat Exchangers, Rotating Equipment, Tanks, Piping Systems, Pipelines, Relief System, etc. All of these individual SCEs serve the same integrity purpose of maintaining process containment so they are grouped together into one barrier. These hardware elements are supported by people and processes that enable the hardware to perform its function. Table 2.1: Examples of SCEs provides some additional examples of SCEs per Hardware Barrier. Integrity Barrier Category
Examples
Structural Integrity
Offshore Platform Structure, Piping support, Vessels support, Surface Structures, Heavy Lift Cranes, Ballast Systems, Mooring Systems, and Drilling Systems.
Process Containment
Pressure Vessels, Heat Exchangers, Rotating Equipment, Tanks, Piping, Pipelines, Relief Valves, Flare System, Process Control System, Surge Relief Protection Systems, Well Containment System, and Tanker Loading.
Ignition Control
HVAC (Hazardous and Non-hazardous), Certified Electrical Equipment, Inert Gas System, Earth Bonding, and Fuel Gas Purge.
Detection System
Fire Detection System, Combustible Gas Detection System, H 2S Detection System H2Oin-Condensate Detection System, Tank Level Monitoring system and Vibration monitoring system.
Protection System
Deluge System, Fire/Explosion Protection System, Fire-water Systems, Passive Fire Protection, Gaseous System, Power Management Systems, Foam Systems, Sand Filters, Chemical Injection Systems, Plant Data security system (Firewall, virus protection, and Intrusion protection).
Shutdown System
Emergency Shutdown system (ESD), Depressurization Systems, High Integrity Pressure Protection System (HIPPS), Well Isolation, Pipeline ESDV, Process ESDV, Isolation Valves (IVs), Burner Management System, Process Gas Heater Safety System, and Drilling WellControl.
Emergency Response
Siren System, Refuge/Muster Areas, Escape/Evacuation Routes, Emergency Escape Lighting, Emergency Response Room, UPS, Emergency Power, Manual Firefighting, and Open Hazardous Drains.
Life Saving Equipment
Personnel Survival Equipment, Breathing Air Systems, Rescue Facilities, and Lifeboats. Table 2.1: Examples of SCEs
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 14 of 113
Another important building block of the AIMS Framework is the IOW; assets should be designed and operated such that process variables are kept within established integrity limits. The IOW describes operating ranges for equipment, plants, and assets. The intent of IOW is to cover parameters that can impact asset integrity or process safety either immediately or over a longer period of time. Limits (Standard IOW Limits and Critical IOW Limits) must be defined for each individual operating variable that could affect asset integrity (the “critical operating variable”). Once IOW limits are defined for all critical variables, process control and emergency systems are designed and programmed/configured to maintain asset operation within these IOW Limits, See Figure 2.5.
Figure 2.5: Integrity Operating Window for a Critical Variable
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 15 of 113
3 Part III: AIMS Implementation in Projects Projects consist of three phases: design, procurement/construction, and commissioning. AIMS implementation in Projects consists of four main steps:
AIMS Development in Projects
AIMS Execution in Projects
AIMS Assessment in Projects
AIMS Continuous Improvement
Operational Excellence Process #OE 4.1 Design, Procurement, and Construction, is the governing process for Asset Management during designing, procuring, constructing and commissioning of capital projects. Subsequent Sections 3.1-3.4 are additional requirements to fulfill Asset Integrity in projects. The following sections contain the details (expectations and process) for each of these steps.
3.1 AIMS Development in Projects This section contains the requirements for building integrity into design. Operational Excellence Process #OE 4.1 process steps from Design to Commissioning along with this section form the basis for ensuring integrity is embedded in design. General Expectations during Project Design phase The following expectations need to be achieved by the project team during design phases:
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 16 of 113
For the design phase, projects are expected to fulfill the requirements listed in the Table 3.1: #
AIMS Requirements during Design Phase
1
Preliminary hazard/Risk analysis during DBSP (FEL2) is performed.
2
Qualified personnel are assigned to conduct HAZOP. Competent vendors/offices are assigned to Integrity related activities during design phase.
3
Process Hazard Analysis studies (HAZOP, SIL, What-If, Checklist, etc) are performed during Design.
4
Risk Register is created. SCEs are identified.
5
Changes to design after HAZOP are captured/reviewed via MOC.
6
IPSs for each SCE are developed and documented electronically and in hardcopy format.
7
Critical variables are identified with corresponding limits.
8
Project Construction Plan is developed.
9
QA/QC Plan (including SCEs and integrity requirements) is developed.
10
Roles and responsibilities for all project phases are defined.
11
SCEs’ procurement requirements are included in the Procurement Plan
12
Competency of construction team for SCEs is verified.
References SABP-A-033 (CMP); SAEP-393; SAEP-707 ; SAEP-366; SAER-5437 Saudi Aramco HAZOP Guidelines; OE 4.1 Design, Procurement, and Construction; OE-5.2 “Environmental Protection”; OE-9.1 “Communication of Information”; OE-9.2 “Accessibility to Information”; OE-9.3 “Data Archiving and Information Protection”; OE-11.1 “Risk Management”; OE-11.2 “Business Continuity Management (Contingency)”; 11.3 “Business Continuity Management (Emergency)”; OE-12.5 “Learning organization”; Risk Assessment and Management - A Guide for Managers; Saudi Aramco Enterprise Risk Management Framework (under development); Energy Institute, “Guidelines for the Management of SCEs”; ISO-31000; API RP 584-2014; IPS Template;
Table 3.1: Required Activities during Project Design Phase
The following subsections (3.1.1 to 3.1.4) provide the details of building integrity in the design phase, specifically addressing:
Risk Identification and Mitigation
Barrier and Safety Critical Element (SCE) Identification
Integrity Performance Standards (IPS) Development
Critical Variables identification and IOW development
For the above components development, the Figure below provides the AIMS Process steps for developing the four components above, during the design phase (Figure 3.1). Incorporating Asset Integrity concepts and elements into the design phase is an essential part of ensuring system safety, reliability and stability over the life
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 17 of 113
cycle of assets. For all project developments, the aspects described in the following sub-sections need to be implemented, documented and incorporated into the Project’s AIMS.
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
AIMS Development for Projects
AIMS-P-D-1
Process Number:
Process Steps Identify Risks & Mitigation
Develop / Update Integrity Performance Standards (IPS)
Identify/Update Safety Critical Element (SCE)
Develop/update IOW
Process Steps Details Use OE Process # 11.1. “Risk Management” process to identify risks & mitigation Review of internal and external incidents Create a Risk Register Report & communicate the Risk Register to projects teams and management
Convene team with expertise for SCE selection. Gather data: list of equipment; Risk Register; prior PHA studies. Identify SCEs from the Risk Register mitigations measures Categorize SCEs under one of the barrier classes
Develop the Integrity Performance Standard for each SCE. For all SCEs, define: SCE Goal and Function Assurance Requirements Verification Tasks with Acceptance Criteria
Identify Damage Mechanisms Determine Critical Variables Establish limits Setup IOW Develop the required Integrity KPIs
Responsibilities Project Manager Proj Integrity Coordinator Project Team Risk Champion Risk Professional
Project Manager Project Team Integrity Coordinator Proponent
Project Manager Project Team Integrity Coordinator Proponent
Project Manager Integrity Coordinator Process Engineer Corrosion Engineer Proponent
References OE-11.1 “Risk Management” SMS Element 2 “Risk Assessment & Management”
AIMS Manual, Section 3.1 Energy Institute, “Guidelines for the Energy Institute, “Guidelines Management of Safety for the Management of Safety Critical Elements” Critical Elements” IPS Template
SABP-A-033 (CMP) API RP 584-2014 SAEP-393 AIMS Manual (KPI Enabler)
Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects”
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 18 of 113
3.1.1 Risk Identification and Mitigation Identifying hazards and quantifying risks are critical steps in developing any industrial project. Results of this step are utilized to identify equipment (SCEs) that may require special treatment due to their significant impact in either safety or operation. OE Process #11.1 shall be used as a basis to identify Risks/Hazards & mitigation.
OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM Issue Date: 11/17/2014
Process Owner: Department Manager
Process # OE – 11.1 Risk Management
Revision: 01
Process Steps Establish Context
Identify risks
Analyze risks
Evaluate risks
Develop treatment plans
Monitor, review and report
Process Steps Details • Assign Department RM ‘Coordinator’ and backup • Define outcome of the process and its significance to Department objectives • Identify risk criteria • Identify who should be involved • Prepare related documents • Identify review period • Obtain stakeholder agreement
• Identify and confirm relevant people • Apply appropriate tools and techniques • Identify risks and opportunities • Identify causes and consequences of risks on objectives • Capture information in risk register
• Decide how each risk will be analyzed • Analyze each risk in terms of consequence and likelihood • Record results of analysis
• Identify controls currently in place • Complete evaluation of controls • Record control evaluation in risk register • Identify risks requiring further treatment
• Assign risk and action owner • Determine nature of treatment • Assign actions and review date • Record expected future consequences and likelihood • Escalate risk, if required
• Monitor/update treatment plans • Review risk profiles and treatment • Report new status in risk register • Identify emerging risks
Division Heads, RM Coordinator, SMEs
Dept. Manager, Division Heads
Accountability Department Manager Responsibilities Dept Manager
Division Heads, RM Coordinator, SMEs
Division Heads, RM Coordinator, SMEs
Division Heads, RM Coordinator, SMEs
References • Saudi Aramco Enterprise Risk Management Framework • ISO-31000 • All relevant Corporate and discipline specific GI’s, Guidelines, Procedures or publications that address risk management in any form • OE-11.2 “Business Continuity Management” • OE-11.3 “Emergency Preparedness” Performance Measures Maturity of ERM Risk activities overdue
Management of treatment plans Actions overdue Figure 3.2: Risk Identification and Mitigation Process (OE Process # 11.1)
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 19 of 113
•
3.1.1.1 EXPECTATIONS
3.1.1.2 PROCESS STEPS Risk Identification, analysis and treatment/mitigation shall be conducted according to the latest revision of Operational Excellence Process #OE 11.1 (Figure 3.2) while meeting the above Expectations. Some additional instructions and clarifications for this process are described as follows:
Process for risk identification and mitigation needs to be performed for all Plant’s process units (i.e. Cover the entire plant).
The selected process/technique for risk identification and mitigation must be commonly accepted and used in Saudi Aramco. Such processes/techniques include Hazard Identification (HAZID), Hazards & Operability Analysis (HAZOP), Failure Mode and Effect Analysis (FMEA), Hazards Analysis (HAZAN), System Safety and Operability Studies (SAFOP), Safety Integrity Level (SIL) Study, and Quantitative Risk Assessment (QRA).
Priority should be given to select more effective preventive and mitigation measures; Figure 3.3 provides the typical hierarchy and effectiveness of mitigation measures (Hazard Control).
Where deemed necessary by the Risk Assessment, the AIMS will utilize the “barrier” concept to prevent incidents that could initiate major accidents (explosion/fire) or minimize its effect, as depicted in Figure 3.4.
The outcomes of this process are the Risk Register and the analysis report. All identified mitigation measures or risk treatment are assigned to a risk owner and fully implemented. The Risk Register and report need to be communicated to groups and management.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 20 of 113
Figure 3.3: Hierarchy and Effectiveness of Mitigation Measures (Hazard Control)
Figure 3.4: SCE Barrier Concept
The outcome of this step will provide the required input for the next stage in setting up an AIMS: Identifying Safety Critical Elements.
For detailed Roles and Responsibilities see Section 6.3.1
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 21 of 113
3.1.2 Barrier and Safety Critical Element (SCE) Identification
ASSET INTEGRITY MANAGEMENT SYSTEM Process No. / Name:
Barrier and SCE Identification
Process No.:
AIMS-P-D-2
Process Steps Gather PHAs & Form the Team
Identify High Risk Hazards & Hardware used as Prevention
Identify SCES
Repeat for all Units
Document and Distribute Finalized SCE list
Process Steps Summary Gather all PHAs for the selected Unit and the Risk Register. Form a competent multidisciplinary team with the required expertise for SCE identification.
For each PHA study, identify and compile all high risk hazards (high risk hazards as defined by Saudi Aramco ERM guidelines). For each high risk hazard, identify hardware used as prevention and mitigation measures.
Hardware that prevents and/or mitigates high risks is labeled as SCEs. Compile the list of all SCEs for this process unit.
Repeat for all Units in the Facility.
Review and approve the finalized SCE list.
Compile the list of all SCEs for the plant.
Document and distribute the final report.
Project Integrity Coordinator / Project Team / Disciplines SMEs / Proponent
Project Manager / Project Integrity Coordinator / Project Team / Disciplines SMEs / Proponent
Categorize SCEs under one of the Barrier classes.
Responsibilities Project Manager Project Integrity Coordinator Project Team
Project Integrity Coordinator / Project Team Disciplines / SMEs / Proponent
Project Integrity Coordinator / Project Team /Disciplines SMEs / Proponent
Figure 3.5: Process # AIMS-P-D-2 "Barrier and SCE Identification"
3.1.2.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 22 of 113
3.1.2.2 PROCESS STEPS In order to identify the Safety Critical Elements for the facility, the output from the Risk Assessment conducted during project development should be used. The Risk Assessment should identify mitigation measures for each risk. SCEs are all hardware identified as mitigation measures for the high risk hazards as defined by Saudi Aramco Enterprise Risk Management (ERM) guidelines. The SCE list should be the complete cumulative SCEs identified from all Risk Management methods used. The following are the steps to identify SCEs:
STEP 1: GATHER ALL PHAs & RISK REGISTER, AND FORM THE TEAM:
Step 1a: For the selected process unit, gather the Risk Register and PHA studies (See section 3.1.1.2 for the list of PHA studies that can be used).
Step 1b: For each selected process unit, extract the list of equipment from a management system like SAP, EIS and/or from the Risk Register.
Step 1c: Review and assess the completeness of the list of equipment of Step 1b.
Step 1d: Gather the required drawings including P&ID and PFD.
Step 1e: Form a competent multi-disciplinary team with the required expertise for SCEs identification. Membership of the team should include persons familiar with the unit process and operations, control strategy and material properties, such as: Operations; Process Engineering; Instrumentation/Process Control; Electrical; Loss Prevention/Safety; Inspection; Maintenance; Operations; other specialists as required.
STEP 2: IDENTIFY HIGH RISK HAZARDS &HARDWARE USED AS PREVENTION/MITIGATION
Step 2a: From the Risk Register identified in Step 1a, identify and compile all high risk hazards (“high risk hazards” as defined by Saudi Aramco ERM guidelines). If there is no developed Risk Register, then identify and compile all high risk hazards from PHA Studies.
Step 2b: From each high risk hazard in Step 2a, identify hardware/assets used as prevention or safeguard or mitigation measures.
STEP 3: IDENTIFY SCEs
Step 3a: From the hardware/assets identified in Step 2b, hardware/assets that prevent or mitigate high risks are labeled as SCEs.
Step 3b: From the list of equipment of Step 1b, identify and label the SCEs that meet one of the following three criteria:
Failure of this element/equipment/asset could result in a major incident with safety and/or environmental consequences, or Failure of the asset could lead to an interruption or degradation to other critical equipment/process and result in safety or environment incident, or Failure of the asset could lead to the escalation of the incidents.
Step 3c: Combine list of SCEs from Step 3a and Step 3b (after removing duplicate entries) for this selected process unit.
Step 3d: Categorize SCEs under one of the Barrier classes.
STEP 4: REPEAT FOR ALL UNITS IN THE FACILITY
Repeat Steps 1-3 for all process units in the Facility.
Compile the list of all SCEs for the Plant.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 23 of 113
Check if the compiled list of all SCE for the plant includes the SCE list of Appendix A.
STEP 5: DOCUMENT AND DISTRIBUTE THE FINALIZED SCE LIST
Review and approve the finalized SCE list.
Document and distribute the finalized SCE list along with the final report document the study.
Examples of the Application of Above Process Steps: Table 3.2 provides examples (not a complete list) of the PHA studies that can be used per each asset type.
Examples of PHA Studies per Disciplines
Stationary Equipment
Rotating Equipment
Instrumentation & Control
Electrical
Communication
Pipelines
HAZID HAZOP
HAZID HAZOP FMEA
HAZID HAZOP SIL
HAZID HAZOP SAFOP
HAZID HAZOP
HAZID HAZOP
Table 3.2: Examples of PHA Studies per Equipment type
For instance, an approach would be to consider SCEs to be all hardware identified as safeguards, prevention or mitigation for the hazards quantified as High Risk. Process Hazard Analysis (PHA) results, if available, can also be used to select (or validate) Safety Critical Elements, as illustrated in Figure 3.6 below for a HAZOP. In this Example, the safeguard, “Level Transmitter”, is a SCE. GW No / Less
Deviation
Causes
Consequences
Safeguards
Recommendations
By
No / Less Level
Malfunction of L T5 or plugging level leg
Gas blow-thru to the pressure separator
Independent level transmitter for low level alarm and shutdown
1A) Review the need for SEPARATE Level Taps for the LLA/LLSD transmitter
PTF
2B) Review
ENG
Figure 3.6: Criteria for determining SCE from risk studies
As an additional example of the PHA study for control loops, an approach to select SCEs would be that all those loops rated SIL 1 and above, including controllers, instruments, communications, and valves, are to be considered SCEs (Table 3.3). The SCE list should be the complete cumulative SCEs identified from all Risk Management methods used for these asset types.
Table 3.3: Criteria for determining SCE from risk studies (SIL)
For detailed Roles and Responsibilities see Section 6.3.2 Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 24 of 113
3.1.3 Integrity Performance Standards (IPS) Development Integrity Performance Standards define the critical functions, specific, verifiable, realistic and achievable performance requirements with which the SCE shall comply with throughout the life cycle of the asset. Figure 3.7 shows the IPS development process. As an aid in this process, a generic template for IPS is shown in Figure 3.8. An example of a generic IPS for Emergency Shutdown is illustrated in Figure 3.9. Appendix A contains a list of IPSs categorized per barrier type. These generic templates need to be customized for the specific equipment being maintained or assessed.
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
IPS Development
Process No.:
AIMS-P-D-3
Process Steps Define SCE Goal and Function
Define Assurance Tasks
Define Verification Tasks with Acceptance Criteria
Process Steps Summary For Each SCE, define the Goals and Functions for which the SCE exists or is used
Define all the required Assurance Requirements pertaining to SCEs Goals and/or Functions
Define all Verification Tasks and Acceptance Criteria associated with each Assurance Requirement Review and approve the developed IPSs
Responsibilities Project Manager; Project Team
Project Manager; Project Team Proponent
Project Manager; Project Team
References AIMS Manual; Energy Institute, “Guidelines for the Management of Safety Critical Elements”.
AIMS Manual; Energy Institute, “Guidelines for the Management of Safety Critical Elements”.
AIMS Manual; Energy Institute, “Guidelines for the Management of Safety Critical Elements”.
Figure 3.7: Process # AIMS-P-D-3 "IPS Development"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 25 of 113
3.1.3.1 EXPECTATIONS
3.1.3.2 PROCESS STEPS Assurance Requirements, Verification Tasks, and Acceptance Criteria shall be based on approved company standards or company recognized international sources. Appendix A of this Manual provides a List of generic Integrity Performance Standards that is commonly used in most projects and operating facilities. These generic Integrity Performance Standards are readily developed and provide the minimum requirement for Asset Integrity. These IPSs can be used as a basis for developing IPSs for new projects but require customization for project specific requirements. In the IPS shown in Figure 3.8, the left hand side is labeled “Integrity Performance Standards”; the following three steps (below) will be used to develop these fields, namely SCE Goals, Functions, Assurance Requirements, Verification Tasks, Frequency, and Referenced Standards. The right hand side of the same figure “IPS Verification Results” will document the results once the IPS Verification Tasks are conducted. The following are the steps for developing the IPS:
STEP1: DEFINE SCE GOAL AND FUNCTION Define the special purpose or activity for which the SCE exists or is used. Examples of SCE goals are:
“To maintain integrity of the pressure envelope”
“To provide active fire protection”
Define the specific functions the SCE will have in the context of its operational requirements in order to achieve integrity. Examples of functions are:
“To prevent a release of hazardous materials”
“To contain fluids/pressure within exchanger tubes”
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 26 of 113
Figure 3.8: Template of an Integrity Performance Standard and Its IPS Verification Results
STEP 2: DEFINE ASSURANCE REQUIREMENTS Define all the required Assurance Requirements pertaining to SCEs Goals and/or Functions. An Assurance Requirement is an activity carried out by plant personnel to confirm that the SCE meets, or will meet its functions as part of the IPS. Examples of Assurance Tasks are:
Check for atmospheric corrosion and/or corrosion under insulation in the vessel and support structure.
Conduct thickness measurement (UT) per the scheduled frequency.
Measure time required to close control valve.
STEP 3: DEFINE VERIFICATION TASKS WITH ACCEPTANCE CRITERIA
Define all Verification Tasks and Acceptance Criteria associated with each Assurance Requirement. The Verification Tasks are the means for the asset owner and/or external reviewers to confirm that the Assurance Requirements are being implemented and measured; and that appropriate actions have been put in place to rectify any deviation found. Each Verification Task is required to be measured against a pre-established reference value or criteria to confirm the integrity of the SCE. Examples of Verification Tasks are: o
Wall thickness shall be within acceptable limits (Note: acceptable limits means minimum thickness to withstand pressure based on operation conditions and applicable standards/procedures).
o
Control valve closing shall be less than required time (Note: required time is defined by applicable standards, such as SAES-J-601 and SAES-B-058).
Review and approve the developed IPSs.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 27 of 113
Figure 3.9: Example of an IPS for ESD System with IPS Verification Results
For detailed Roles and Responsibilities see Section 6.3.3 Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 28 of 113
3.1.4 Critical Variables Identification and IOW Development
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
Critical Variables Identification and IOW Development
Process No.:
AIMS-P-D-4
Process Steps Identify Damage Mechanisms
Determine Critical Variables
Establish limits
Set up IOW & Develop KPIs
Process Steps Summary Identify the damage mechanisms (Based on process conditions, material specifications and manufacturing details)
Identify Plant critical variables: • Identify process variables that affect plant safety. • Identify process variables affecting damage mechanisms.
Establish Critical IOW Limit. Establish Standard IOW Limit.
Determine Alarm Set points and criticality Determine actions for each process variable’s exceedance Setup IOW Develop other required integrity KPIs
Responsibilities Project Manager; Process Engineer; Corrosion Engineer
Project Manager; Process Engineer; Corrosion Engineer
Project Manager; Process Engineer; Corrosion Engineer
Project Manager; Process Engineer; Corrosion Engineer
References SAEP-393
SAEP-393
SAEP-393
SAEP-393; OE Process 12.4 AIMS Manual (Enablers)
Figure 3.10: Process # AIMS-P-D-4 "Critical Variables Identification and IOW Development"
3.1.4.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 29 of 113
3.1.4.2 PROCESS STEPS The process for critical variables identification and IOW development is described in the following key steps:
Step 1: Identify Damage Mechanisms Based on process conditions, material specifications and manufacturing details (such as welding conditions, for instance), the list of damage mechanisms that are more likely expected in the subject facility should be identified. Damage mechanisms are described in detail in the Saudi Aramco publication SABP-A-033 (Corrosion Management Program) and the Inspection Manual, Edition 1, issued by the Inspection Department in 2010.
Step 2: Determine Critical Variables Plant Critical Variables shall be identified. Plant critical variables are determined based on two approaches:
Identifying process variables that affect plant safety
Identifying process variables affecting damage mechanisms
In particular, the activation and progression of the damage mechanisms will be in direct connection with exceeding pre-defined limits of control parameters. It is a fact that the right combination of temperature, pressure, water content, gas/oil ratio, fluid velocity among other process parameters would maximize (or minimize) different types of damage mechanisms.
Step 3: Establish Limits
Identify IOW limits: Upper and lower limits are necessary to be established. These limits will define the safe envelope in which the subject asset should operate to ensure that the damage mechanisms are kept under control, meaning at minimum possible rate. As mentioned, exceedances of such limits will accelerate the damage rate which eventually would result in a component failure if the process variables are not returned within the limits. For each critical variable, the following limits must be identified: o
Critical IOW Limit - Operation beyond this value presents an immediate integrity threat. A critical alarm is annunciated and, where available, automated shut-down systems are activated.
o
Standard IOW Limit - Operation beyond this value presents a long-term integrity threat, or there is risk that the variable value will continue towards the Critical IOW Limit. A high priority alarm is annunciated and immediate operator action is required.
Step 4: Set up IOW and Develop KPIs
Setup IOW: Once damage mechanisms and critical variables are identified and limits established, IOW shall be set up for plant operation with proper alarm setpoints and associated required actions for each exceedance. The IOW enables plant operators to monitor asset integrity performance in real time (at console level). More details about IOW can be found in SAEP-393.
Develop the required Integrity KPIs for the projects.
For detailed Roles and Responsibilities see Section 6.3.4
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 30 of 113
3.2 AIMS Execution in Projects OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM Process # OE – 4.1 Design, Procurement, and Construction Process Owner: Engineering Division Head
Note: this process addresses expectations: Design, Procurement, and Construction (Enabling Element # 4) Quality Assurance (Enabling Element # 4)
Identification/Assessment of Performance-Critical Assets (Enabling Element # 4)
Issue Date: 3/3/2013 Revision: 00
Process Steps Identify Needs for Projects
Define Design Requirements and Limits
Procure and Construct
Design
Commission and Improve
Process Steps Details Identify the organization needs and required projects. Identify applicable lessons learned from previous projects.
Define tolerable and intolerable risks. Select acceptable risk mitigations. Select design philosophy and methodology.
Develop Front End Engineering. Develop Detailed Dsgn Specify safe operating envelops. Develop Commissioning Plan with acceptance criteria. Identify critical assets using corporate criticality assessment matrix. Develop QA/QC Plan. Responsibilities
Procure and Construct as planned. Conduct Design assurance reviews Such as FAT/SAT. Pre-commission. Prepare MCC. Close exception items. Perform QA/QC.
Conduct Commissioning. Verify and update operating envelops/ alarms. Complete initial Operations/Startup. Conduct PAC Project close-out and handover documentation. Capture Lesson Learned.
Unit Heads/Project Coordination unit
Project coordination unit
Operation Div. / Proj. coordination unit /Rel. Group/Inspection Unit
Reliability Group/ Project Coordination unit
Commissioning Team
SA Contracting Manual. SAEP-1154/3101. SAEP-318/381/135. OE-3.2 “Employee Competency Assessment and Development”. TPRM. AIMS Manual. SMS-5, 6 & 7.
SAEP-329 OE-9.3 “Data Archiving”. TPRM. AIMS Manual. SAEP-20/1135. OE-4.3 “Assets Monitoring and Continuous Improvement”. SMS-5 & 6.
References AIMS Manual. OE-12.5 “Learning organization”. Project Delivery System.
TPRM – 1. Preemptive Work AIMS Manual.
SAES-A-202. OE-10.1 “Change Management”. TPRM. AIMS Manual. OE-12.5 “Learning organization”. SMS-5 & 6.
Performance Measures QA/QC compliance
Project cost/schedule
Figure 3.11: Process # OE – 4.1 "Design, Procurement, and Construction"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 31 of 113
3.2.1 Build Integrity during Procurement and Construction Phase 3.2.1.1 EXPECTATIONS
3.2.1.2 PROCESS STEPS Projects are expected to fulfill the requirement of the latest revision of Operational Excellence Process #OE 4.1 (as applicable), the above expectations and the following requirements listed in the Table 3.4 below. #
AIMS Requirements during Procurement and Construction Phase
1
Procurement requirements for SCEs are followed per the procurement Plan.
2
SCE procurement packages contain proper storage preparation instructions to manufacturer.
3
Once SCEs are received, verify proper storage measures were taken.
4
SCEs are inspected for proper installation and damage.
5
Operational Readiness Plan is developed.
6
Competent Commissioning Team is formed prior to Commissioning.
7
Commissioning Plan is developed and it includes all SCEs and IOWs.
References SAEP-12; SAES-A-202; SAEP-1154; SAEP-3101; SAEP-381; SAEP-135; SAEP-121; SAEP-122; SAEP-133; SAEP-393; SAEP-329. SAEP-20; GI 2.710 Mechanical Completion Certificate; Process # OE – 4.1 “Design, Procurement, and Construction”; OE-10.1 “Change Management”; OE-12.5 “Learning organization”; OE-3.2 “Employee Competency Assessment and Development”; OE-4.3 “Assets Monitoring and Continuous Improvement”; OE-9.3 “Data Archiving”; TPRM; Supply Chain Management Manual; Integrated Project Team (IPT) Manual.
Table 3.4: AIMS Requirements during Procurement and Construction Phase
For detailed Roles and Responsibilities see Section 6.3.5
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 32 of 113
3.2.2 Verification of Integrity at Commissioning (Pre-commissioning, Commissioning, Startup) Commissioning of Saudi Aramco facilities shall be in accordance the company standards and procedures while meeting AIMS requirements. Commissioning shall confirm that plant operation meets process safety requirements prior to handover or start-up.
3.2.2.1 EXPECTATIONS
Projects are expected to fulfill the requirement of Operational Excellence Process #OE 4.1 (as applicable), the above expectations and the following requirements listed in the Table 3.5.
#
AIMS Requirements during Commissioning Phase
References
1
List of SCEs and their relevant information are incorporated in SAP.
AIMS Manual (Commissioning); OE-9.3 “Data Archiving”; TPRM –1.
2
Integrity Performance Standards for all SCEs are documented electronically and in hardcopy format.
AIMS Manual (Commissioning); OE-9.3 “Data Archiving”.
3
IPS Verification Tasks are included in the Maintenance Plans, Inspection Plans, and OIMs as applicable, and entered into SAP.
GI-2.710 “Mechanical Completion and Performance Acceptance of Facilities”.
All SCEs are functionally tested before startup.
SAEP-121 Operating Instruction for new Facilities (including Operational Readiness Plan); GI 1781.001 Inspection, Testing and Maintenance of Fire Protection Equipment.
4
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 33 of 113
IOWs are developed and verified to be within the limits.
SAEP-121 Operating Instruction for new Facilities (including Operational Readiness Plan); SAEB-033 Corrosion Management Program; SAES-L-133; and SAEP-393 Plant Integrity Window.
Integrity recommendations implementation or SCEs exception items are closed.
GI-2.710 “Mechanical Completion and Performance Acceptance of Facilities”.
Documents handover to Operation is completed. This includes:
SAEP-121 Operating Instruction for new Facilities (including Operational Readiness Plan); SAEP-122 Project Records; Integrated Project Team (IPT) Manual.
5
6
(1) All Project Handover documentations as per SAEP122 & SAEP-329. (2) All Integrity Records including: 7
(a) All PHA studies conducted; (b) Risk Register; (c) List of SCEs; (d) IPSs; (e) IOWs developed records;
8
Pre-Startup Safety Review (PSSR) utilizing proper checklist is conducted and documented prior to startup. Startup procedure developed and reviewed.
SAEP-121 Operating Instruction for New Facilities (including Operational Readiness Plan); SAEP-329” Project Close-out Report”.
Table 3.5: AIMS Requirements during Commissioning Phase
For detailed Roles and Responsibilities see Section 6.3.6
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 34 of 113
3.3 AIMS Assessment for Projects The Internal/External Assessment provides a picture of the current condition of Asset Integrity for the project in reference to the AIMS Manual. The Assessment will inspire the Project Team to improve and provide bases for formulating effective solutions or alternatives.
3.3.1 Internal Assessment for Projects
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
Internal Assessment for Projects
Process Number:
AIMS-P-A-1
Process Steps Create Internal Assessment Process
Perform Internal Assessment
Develop Recommendations & Generate ISR
Action and Track Recommendations
Process Steps Summary Define how Internal Assessments are to be carried out. Determine when the Internal Assessments should be carried out (per SAEP-40).
Identify and gather required documentation Evaluate demonstration of integrity requirements in documentation. Review KPIs. Identify deviations. Develop areas of strength & areas of improvement.
Develop recommendations & timelines. Record results into Integrity Status Report Approve report. Share the ISR major Integrity findings at Project Gates. Communicate report.
Action all recommendations. Track and follow up on recommendations. Close all integrity recommendations prior to MCC.
Responsibilities Project Manager
Project Manager Project Engineers Project Team
Project Manager Project Engineers Proponent
Project Manager Project Engineers Proponent
Figure 3.12: Process # AIMS-P-A-1 "Internal Assessment for Projects"
3.3.1.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 35 of 113
3.3.1.2 PROCESS STEPS The process steps of the Internal Assessment for Projects are as follows:
STEP 1: CREATE INTERNAL ASSESSMENT PROCESS
Each Project Manager in each specific project shall create a project-specific Internal Assessment document outlining when and how Internal Assessments are to be carried out for this specific project. The Project Specific Internal Assessment document shall include:
Assessment timeframe at the appropriate gate at: (1) end of design phase, (2) end of procurement/construction phase, (3) end of Commissioning.
Assessment Team membership (Project Engineers, Proponent, Design office, Materials suppliers, and Construction Agency, as needed) for each project phase, Roles and Responsibilities of each team member, and date of the assessment.
Customized assessment checklists based on Table 3.6, Table 3.7, and Table 3.8.
Each Project Manager shall align the completion of Internal Assessment document with project’s Quality Control Gate as per SAEP-40.
STEP 2: PERFORM INTERNAL ASSESSMENT
Form the Assessment Team for each project for the specific project phase under assessment.
For each item in checklist, identify and gather required documentation.
Analyze and evaluate demonstration of integrity requirements in documentation; Review KPIs
Review level of AIMS Implementation & AIMS Enablers.
Identify deviations, areas of strength and areas of improvement.
STEP 3: DEVELOP RECOMMENDATIONS AND GENERATE ISR
Develop recommendations and corrective actions within the project.
Compile results into the Integrity Status Report. The report shall be signed and approved by the Project Manager and Proponent.
The report shall be communicated to the Proponent, Project Sponsor, and concerned Project’s team/individuals.
The report’s major Integrity findings shall be shared at the appropriate Project Gates and be considered a factor in making the decision on that gate (whether “Go” or “No Go”)
STEP 4: ACTION AND TRACK RECOMMENDATIONS
Action all recommendations with expected date of completion. Communicate formally the actions for recommendations to the appropriate group/individual. Once the recommendations are closed, communicate formally the closure of recommendation to the Project Integrity Coordinator.
Track and Follow up on recommendations to closure.
Recommendation tagged as integrity critical shall be closed prior to issuance of the MCC.
Report completion of all assessment’s recommendations to Project Manager, Project Sponsor and Proponent.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 36 of 113
DESIGN PHASE INTEGRITY ASSESSMENT #
Verification Tasks
1
Preliminary Hazard/Risk Analysis during DBSP (FEL2).
2
Qualified personnel are assigned to conduct HAZOP. Competent vendors/offices are assigned to Integrity related activities during design phase. Competency of construction team for SCEs is verified.
3
HAZOP & applicable PHA studies during detailed design are completed.
4
Risk Register is created; SCE list is developed.
5
Changes to design after HAZOP are captured / reviewed via MOC.
6
Critical variables are identified with corresponding limits.
7
Project Construction Plan is developed.
8
QA/QC Plan (including SCEs and integrity requirements) is developed.
9
Roles and Responsibilities for all project phases are defined.
10
SCEs’ procurement requirements are included in Procurement Plan.
Performed (Y/N)
Document Title / Date
N/A
N/A
Table 3.6: AIMS Summary checklist for Project Internal/External Integrity Assessment (Design)
PROCUREMENT/CONSTRUCTION (P&C) PHASE INTEGRITY ASSESSMENT #
Verification Tasks
1
Procurement requirements for SCEs are followed per the procurement Plan.
2
SCE procurement packages contain proper storage preparation instructions to manufacturer.
3
Once SCEs are received, verify proper storage measures were taken.
4
SCEs are inspected for proper installation and damage.
5
Operational Readiness Plan is developed.
6
Competent Commissioning Team is formed prior to Commissioning.
7
Commissioning Plan is developed and it includes all SCEs.
8
QA/QC Plan is executed and followed.
Performed (Y/N)
Document Title/ Date
N/A N/A
N/A N/A
N/A
N/A
Table 3.7: AIMS Summary checklist for Project Internal/External Integrity Assessment (P&C)
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 37 of 113
COMMISSIONING PHASE INTEGRITY ASSESSMENT #
Verification Tasks
1
List of SCEs and their relevant information are incorporated in SAP.
2
Integrity Performance Standards for all SCEs are documented electronically and hardcopy format.
3
IPS Verification Tasks are included in the Maintenance Plans, Inspection Plans, and OIMs as applicable, and entered into SAP.
4
All SCEs are functionally tested before startup.
5
IOWs are developed and verified to be within the limits.
6
Integrity recommendations implemented and/or SCEs exception items are closed.
Performed (Y/N)
Document Title/ Date
N/A
N/A
Documents handover to Operation is completed. This includes: (1) All Project Handover documentations as per SAEP-122 & SAEP-329. (2) All Integrity records including: 7
(a) All PHA studies conducted; (b) Risk register; (c) List of SCEs; (d) IPS; (e) IOWs developed records;
8
Pre-Startup Safety Review (PSSR) utilizing proper checklist is conducted and documented prior to start-up. Startup procedure developed and reviewed.
Table 3.8: AIMS Summary checklist for Project Internal/External Assessment (Commissioning)
For detailed Roles and Responsibilities see Section 6.3.7
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 38 of 113
3.3.2 External Assessment for Projects
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
External Assessment for Projects
Process No.:
AIMS-P-A-2
Process Steps Plan for External Assessment
Perform External Assessment
Develop Recommendations and Generate ISR
Action and Track Recommendations
Process Steps Summary Form assessment team. Develop plan for External Assessment for each phase. Identify Roles and Responsibilities. Identify required resources. Identify scope and checklists for each project phase.
Identify and gather required documentation. Evaluate and verify documentation meets AIMS requirements. Review level of AIMS Implementation & AIMS Enablers. Review KPIs. Identify deviations. Identify areas of strength & areas of Improvement. Evaluate and score.
Develop recommendations and corrective actions. Record results into Integrity Status Report. Review and approve final report with stakeholders. Share the ISR major Integrity findings at Project Gates. Communicate report.
Action recommendations Follow up on recommendations. Close all integrity critical recommendations on due time and prior to MCC. Report completion.
Responsibilities Project Manager Project Engineers AIMS Corporate Team
Project Manager Project Engineers Contractors AIMS Corporate Team
Project Manager Proponent Project Engineers AIMS Corporate Team
Project Manager Project Engineers AIMS Corporate Team
Figure 3.13: Process # AIMS-P-A-2 "External Assessment for Projects"
3.3.2.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 39 of 113
3.3.2.2 PROCESS STEPS AIMS Corporate Team shall conduct External Assessment for selected hydrocarbon capital projects. The process steps for an External Assessment for projects are as follows:
STEP 1: PLAN FOR EXTERNAL ASSESSMENT
Form assessment team that includes Project representatives, AIMS corporate members, multidisciplinary SMEs, and support organizations (LPD, OE, etc.).
Develop the plan for an External Assessment for each phase of the project.
Identify Roles and Responsibilities.
Identify required resources.
Identify scope and checklists for each project phase (Table 3.6, Table 3.7, and Table 3.8).
STEP 2: PERFORM EXTERNAL ASSESSMENT
For each item in checklist, identify and gather required documentation.
Evaluate and verify documentation meets Asset Integrity requirements.
Review AIMS Enablers and level of AIMS Implementation in projects.
Review KPIs; identify deviations.
Identify areas of strength & areas of Improvement; evaluate and score.
STEP 3: DEVELOP RECOMMENDATIONS AND GENERATE ISR
Develop the recommendations and corrective actions with date of completion.
Record results into Integrity Status Report.
Approve report (The report shall be signed and approved by the Project Manager and Proponent).
The report’s major Integrity findings shall be shared at the appropriate Project Gates and be considered as a factor in making the decision on that gate (whether “Go” or “No Go”).
Communicate report to the Project Sponsor, Project Manager, Proponent and affected projects Team/individuals.
STEP 4: ACTION AND TRACK RECOMMENDATIONS
Action all recommendations and corrective actions with date of completion.
Follow up on recommendations to closure.
Recommendation tagged as integrity critical shall be closed prior to issue of Mechanical Completion Certificate (MCC).
Report final closure of all Integrity Assessment’s recommendations to Project Manager, CSD, Proponent, and Project Sponsor.
For detailed Roles and Responsibilities see Section 6.3.8
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 40 of 113
3.4 AIMS Continuous Improvement for Projects ASSET INTEGRITY MANAGEMENT SYSTEM AIMS Continuous Improvement
Process Name:
Process Number:
AIMS-P-C-1
Process Steps Create Continuous improvement process
Identify AIMS improvement opportunities
Evaluate AIMS implementation
Develop/Track Improvement action plans
Process Steps Details
Establish, implement, and maintain a process for AIMS Continuous Improvement for Projects. Periodically review and update the process.
Assess the benchmarking results internally and externally with best industry practices to help gauge AIMS effectiveness in Projects. Review KPIs trends, internal and External Assessment results, and feedback from Project teams (various projects). Obtain feedback from field proponent after 1 year of project completion.
Identify AIMS improvement opportunities, lessons learned for various projects. Determine the required capabilities and resources. Develop the required improvement actions plan and recommendations for future projects.
Establish priority, resources, responsibility and timeframe for each action plan. Verify implementation of improvement actions. Update the project execution plans, Design Manual, Construction Manual, Commissioning plans, Business Processes. Verify implementation has achieved the improvement objectives.
Responsibilities Project Management Organizations’ Dept Head
Project Management Organizations’ Dept Head
Project Management Organizations’ Dept Head
Project Management Organizations’ Dept Head
References ISO 55001/2/3 OE Manual 12.6 SMS Manual, element 11
ISO 55001/2/3 OE Manual 12.6 SMS Manual, element 11
ISO 55001/2/3 OE Manual 12.6 SMS Manual, element 11 Project execution Plan Project Proposal Integrated Project Team (IPT) Manual SA Project Risk Management Guide
ISO 55001/2/3 OE Manual 12.6 SMS Manual, element 11
Figure 3.14: Process # AIMS-P-C-1 "Continuous Improvement for Projects"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 41 of 113
3.4.1 EXPECTATIONS
3.4.2 PROCESS STEPS The process steps of AIMS improvement for projects are as follows:
STEP 1: CREATE CONTINUOUS IMPROVEMENT PROCESS
Establish, implement, and maintain a process for AIMS Continuous Improvement for Projects. The process shall define: • • •
Process steps for conducting AIMS continuous improvement. Roles and responsibilities of the entities and individuals to perform the process. How to implement and maintain these activities.
Approve the AIMS continuous improvement process.
Periodically review and update the process.
STEP 2: EVALUATE AIMS IMPLEMENTATION
Conduct AIMS implementation evaluation once every three years.
Sponsor continuous improvement workshops and invite the attendees.
Assign the needed resources.
Evaluate the need for changes to AIMS processes and elements.
Conduct internal and external benchmarking to AIMS and document the results for future reference.
Assess the benchmarking results internally and externally with best industry practices to help gauge AIMS effectiveness in Projects.
Review KPI trends, Internal and External Assessment results, and feedback from Project teams (lessons learned from various projects).
Obtain feedback from field proponent after 1 year of project completion.
STEP 3: IDENTIFY AIMS IMPROVEMENT OPPORTUNITIES
Identify AIMS improvement opportunities, lessons learned for various projects. Include the following: • • • •
What AIMS process or activities need improvement? Lagging KPIs. The root causes which prevent meeting the objectives. Brainstorming of improvement options.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 42 of 113
• •
Development plan for implementing changes. What resources are required for the improvement?
Determine the required capabilities (number and competencies of people) and resources (e.g. tools).
Develop the required improvement action plans and recommendations for future projects.
STEP 4: DEVELOP/TRACK IMPROVEMENT ACTION PLANS
Establish priority, resources, responsibility and timeframe for each action plan.
Verify implementation of improvement actions.
Update the project execution plans, Design Manual, Construction Manual, Commissioning plans, Business Processes.
Verify that implementation has achieved the intended improvement objectives.
For detailed Roles and Responsibilities see Section 6.3.9
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 43 of 113
4 Part IV: AIMS Implementation in Operations The AIMS implementation in Operations consists of four main steps:
AIMS Development in Operations
AIMS Execution in Operations
AIMS Assessment for Operations
AIMS Continuous Improvement
What follows are details (expectations, responsibilities, and process steps) for each of these steps.
4.1 AIMS Development in Operations This is the first of a four step program depicted in the model shown in Figure 4.1 to implement AIMS in operating facilities. The objective of this step is to set the ground for a successful implementation by providing the needed components for the subsequent 3 steps: Execution, Assessment and Continuous Improvement.
ASSET INTEGRITY MANAGEMENT SYSTEM AIMS Development in Process Number: Operations Process Steps
Process Name:
Identify / Update Risks & Mitigation
Identify/Update Safety Critical Element (SCE)
AIMS-O-D-1
Develop / Update Integrity Performance Standards (IPS)
Develop/update IOW and KPIs
Process Steps Details Use OE Process # 11.1. “Risk Management” process to identify Risks & Mitigation Review of internal and external incidents Maintain (or create) the Risk Register and re-evaluate Risk
Convene team for SCE selection Gather data: list of equip.; Risk Register; Prior PHAs Identify/update SCEs from the Risk Register hardware mitigation Measures Categorize SCEs under one of the barrier classes
Develop/update the IPS for each SCE. For all SCEs, define: SCE Goal & Function Assurance Requirements Define SCE Verification tasks & Acceptance Criteria
Identify/update Damage Mechanisms Determine/update Critical Variables Establish limits Set up IOW Develop/update Integrity KPI
Responsibilities Plant Manager / Division Head / Risk Champion Integrity Coordinator Disciplines SMEs
Plant Manager Division Head Integrity Coordinator Disciplines SMEs
Division Head Integrity Coordinator Disciplines SMEs
Plant Manager /Division Head Integrity Coordinator Process Engineer / Corrosion Engineer /Plant Operator
References OE-11.1 Risk Management SMS Element 2 “Risk Assessment & Mngmnt”
Energy Institute, “Guidelines for the Management of Safety Critical Elements”
Energy Institute, “Guidelines for the Management of SCE” IPS Template
SABP-A-033 (CMP) SAEP-393; API RP 584-2014; AIMS Manual (KPI Enabler)
Figure 4.1: Process # AIMS-O-D-1 "Development Process in Operations"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 44 of 113
4.1.1 Risk Identification and Mitigation 4.1.1.1 EXPECTATIONS
4.1.1.2 PROCESS STEPS
The process for identifying/updating Risks and Mitigation is as described in section 3.1.1.
Periodically re-evaluate and revalidate the Risk Register.
Report & communicate the Risk Register to Plant Organizations and Management.
All identified mitigation measures or risk treatment are assigned to a risk owner and fully implemented.
For detailed Roles and Responsibilities see Section 6.3.10 4.1.2 Barrier and Safety Critical Element (SCE) Identification and Updating 4.1.2.1 EXPECTATIONS
4.1.2.2 PROCESS STEPS
The process for SCE Identification is as described in section 3.1.2.
The SCE list shall be updated / revalidated once every 5 years for each facility using section 3.1.2, and/or when a process unit undergoes modifications or upgrades.
For detailed Roles and Responsibilities see Section 6.3.11 Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 45 of 113
4.1.3 Integrity Performance Standards (IPS) Development/Updating 4.1.3.1 EXPECTATIONS
4.1.3.2 PROCESS STEPS
The process for developing Integrity Performance Standards is described in section 3.1.3. During the development of IPSs for plants, the developed generic Integrity Perofrmance Standards in Appendix A can be used as a basis for developing IPSs with proper customization to site specific conditions or plant specific requirements.
The Integrity Performance Standards need to be updated regularly.
For detailed Roles and Responsibilities see Section 6.3.12 4.1.4 Critical Variables Identification and IOW Development/Updating 4.1.4.1 EXPECTATIONS
4.1.4.2 PROCESS STEPS
The process for critical variables identification and IOW development/update is as described in section 3.1.4. The list of Critical variables and limits need to be updated regularly.
Integrity KPIs for Operations need to be developed and updated periodically, see section 5.3.
For detailed Roles and Responsibilities see Section 6.3.13
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 46 of 113
4.2 AIMS Execution in Operations ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
AIMS Execution in Operations
AIMS-O-E-1
Process Number:
Process Steps Integrate AIMS Activities with Asset Management Plans
Execute IPS Verification Tasks
Maintain Process within Safe Envelope
Process Steps Details Include IPS Verification Tasks in Maintenance Plan (SAP PM) Include IPS Verification Tasks in Inspection Plans Update Operations Instruction Manual (OIMs) with relevant IPS Verification Tasks Schedule Activities Assign Resources
Execute Verification Tasks as per Monitor IOWs company procedure and per schedule Take Corrective Actions for Document Results, failed Verification exceedances Tasks, and required Integrity Resolve Recurring Exceedances Response Generate Weekly Reports Apply Corrective Action and/or Monitor Integrity KPIs and take Recommendations corrective actions Escalate critical integrity deviations with major/immediate consequences
Responsibilities Plant Manager Plant Integrity Coordinator Plant Organizations (Maintenance / Inspection / Operations/ Engineering)
Plant Integrity Coordinator Plant Organizations (Maintenance / Inspection / Operations/ Engineering)
Plant Integrity Coordinator IOW Owner (Process Engineer, Control Engineer, etc.)
References OE Process 4.2 “Safe, Reliable, and Efficient Operations and Maintenance”; SAP PM Module; TPRM; SAIF; SAEP-20
OE Process 4.2 “Safe, Reliable, and Efficient Operations & Maintenance”; OE Process 4.3 “Assets Monitoring and Continuous Improvement”; SAP PM Module; TPRM; SAIF; SAEP-20
OE Process 4.3 “Assets Monitoring and Continuous Improvement”; SAEP-393 ; OE Process 12.4; AIMS Manual (Enablers)
Figure 4.2: Process # AIMS-O-E-1 "Execution process in Operations"
Following the integrity that was established during Design, the objective of AIMS Execution, as depicted in Figure 4.2, is to ensure that Integrity is sustained through maintaining the barriers, and plant process is operating within the integrity envelope. Operational Excellence Element #4 is the overall umbrella for Asset Management; AIMS is one component of OE Element #4. AIMS Section 4 complements Operational Excellence Element #4 “Asset Management”, namely OE Process # 4.2 and OE Process # 4.3. Fulfilling the requirement of sections 4.2-4.4 of this Manual will fulfill only the Asset Integrity requirements for OE Process 4.2 “Safe, Reliable, and Efficient Operations and Maintenance” and OE Process 4.3 “Assets Monitoring and Continuous Improvement”.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 47 of 113
4.2.1 Integrating AIMS Activities with Asset Management Plans 4.2.1.1 EXPECTATIONS
4.2.1.2 PROCESS STEPS The key of a successful implementation of an Asset Integrity Management System mostly relies on the proper identification and timely execution of the IPSs’ Verification Tasks that will ensure the SCE functional requirements are fulfilled. The more information obtained from executing Verification Tasks, the more chance any threat to the component’s integrity would be proactively detected and actions put in place to avoid any unexpected failure. The integration of AIMS Activities with Plant Asset Management Plans is described in the following key steps:
Include IPS Tasks in SAPPM/Insp
Schedule Activities
Assign Resources
STEP 1: INCLUDE IPSs’ VERIFICATION TASKS INTO APPLICABLE PLANS/SYSTEMS (SAP-PM, INSPECTION)
In order to ensure the integrity of all SCE and its components, all IPS Verification Tasks identified during the AIMS Development phase shall be included into applicable Maintenance and Inspection plans.
Update Maintenance Plans: All IPSs’ Verification Tasks pertaining to Maintenance will need to be included in the Maintenance Plans and SAP-PM module for execution/tracking.
Update Inspection Plans: All IPSs Verification Tasks pertaining to Inspection will need to be included in the Inspection Plans for execution/tracking.
All activities are expected to be prioritized.
Update Operations Instruction Manual (OIMs) with relevant IPS Verification Tasks.
STEP 2: SCHEDULE ACTIVITIES The above mentioned Verifications Tasks need to be scheduled as per the following sequence:
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 48 of 113
Select work jobs by priority.
Verify equipment availability.
Verify persons/workers availability/competency.
Prepare schedule.
STEP 3: ASSIGN RESOURCES All capabilities (e.g. number and competencies of people) resources (e.g. tools, systems, etc) required to execute the IPS Verification Tasks described in the Integrity Performance Standards are to be planned/assigned and be available so that all activities can be completed as per the plan. Clear roles, responsibilities and accountability are assigned.
For detailed Roles and Responsibilities see Section 6.3.14 4.2.2 Execute IPS Verification Tasks 4.2.2.1 EXPECTATIONS
4.2.2.2 PROCESS STEPS Execute Verification Task
Document Results
Apply Corrective Action and/or Recommendation
STEP 1: EXECUTE VERIFICATION TASK
Execute all IPSs’ Verification Tasks pertaining to Operations and Maintenance as per the company approved procedure, per the asset strategy, and per schedule.
Execute all IPSs’ Verification Tasks pertaining to Inspection as per the company approved procedure, per the asset strategy, and per schedule.
STEP 2: DOCUMENT RESULTS
Document results of Verification Task activities, failed Verification Tasks, required corrective actions, recommendations, and/or any necessary Integrity Response (Preventive or Mitigative).
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 49 of 113
Communicate results, corrective/preventive actions, and integrity response to the proper organizations/individuals.
STEP 3: APPLY CORRECTIVE ACTION AND/OR RECOMMENDATION
Escalate critical integrity deviation with major/immediate impact or consequences.
Action all corrective/preventive actions and recommendations. Resolve assigned corrective actions/preventive and recommendations for all failed Verification Tasks in a timely manner. Redo failed Verification Tasks after corrective actions if necessary.
Update integrity status after corrective/preventive actions or recommendations are implemented.
For detailed Roles and Responsibilities see Section 6.3.15 4.2.3 Maintain Process within Safe Limits (Monitor IOW) 4.2.3.1 EXPECTATIONS
4.2.3.2 PROCESS STEPS Take Corrective Actions Monitor IOWs & Monitor KPIs Generate Weekly Reports
Resolve Recurring Exceedances
STEP 1: MONITOR IOWs
Plant Operators shall monitor all IOWs that pertain to their areas of responsibility as per the asset strategy and per the schedule. The IOW server and logs shall be working and shall be accessible by the concerned individuals.
Monitor Integrity KPIs for any deviations or trends.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 50 of 113
Determine root cause of exceedances or deviations.
Document/communicate results.
STEP 2: TAKE CORRECTIVE ACTIONS / RESOLVE RECURRING EXCEEDANCES
Apply corrective actions in a timely manner in case of IOW limit exceedance.
Take corrective actions for KPIs deviations.
Generate weekly IOW report that includes exceedances.
Resolve recurring exceedances in a timely manner.
Update integrity status after corrective actions or recommendations are implemented.
For detailed Roles and Responsibilities see Section 6.3.16
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 51 of 113
4.2.4 Integrity Requirements during Operations 4.2.4.1 EXPECTATIONS – During T&I and Before Startup
4.2.4.2 EXPECTATIONS - During Special Field Procedures (Test runs, Shutdowns, etc)
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 52 of 113
4.2.4.3 EXPECTATIONS - Decommissioning
4.2.5 Integrity Requirements for Pipelines Operations 4.2.5.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 53 of 113
4.3 AIMS Assessment for Operations This section describes the AIMS Assessment and Measurement phase which is initiated after the AIMS Execution phase has begun and the facility is ready to start assessing their AIMS implementation and measuring its performance. During this phase, the facility conducts periodic Internal Assessment (Figure 4.3) once every year; while the corporate AIMS team conducts periodic External Assessment, once every 3-5 years. The Internal/External Assessment provides a picture of the current condition of Asset Integrity in the plant in reference to AIMS Manual. The Assessment will inspire the organization to improve and provide basis for formulating effective solutions.
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
Internal Assessment
Process Number:
AIMS-O-A-1
Process Steps Identify Recommendations and Generate ISR
Perform Internal Assessment
Action and Track Recommendations
Process Steps Details
Form the Internal Assessment Team. Prepare a plan and schedule for the Internal Assessment. Identify and gather required documentation. Perform System Level Assessment and scoring for: - AIMS Development. - AIMS Execution. - AIMS Assessment - AIMS Continuous Improvement. - AIMS Performance. Perform Asset Level Assessment.
Identify recommendations & Action timelines. recommendations Record results into Integrity Track the progress of Status Report. recommendations and periodically follow up to Conduct annual completion. management review. Close recommendations Approve ISR. by the due date. Communicate ISR. Communicate closure to Plant Management.
Responsibilities Plant Manager / Plant Integrity Coordinator Plant Organizations (Operations, Engineering, Maintenance, Inspection)
Plant Manager Plant Integrity Coordinator Plant Organizations (Operations, Engineering, Maintenance, Inspection)
Plant Manager / Plant Integrity Coordinator Plant Organizations (Operations, Engineering, Maintenance, Inspection)
References AIMS Manual
AIMS Manual
AIMS Manual
Figure 4.3: Process # AIMS-O-A-1 "Internal Assessment"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 54 of 113
4.3.1 Internal Assessment for Operations 4.3.1.1 EXPECTATIONS
4.3.1.2 PROCESS STEPS The detailed process steps for AIMS Internal Assessments in operations are as follows:
STEP 1: PERFORM INTERNAL ASSESSMENT: Form the Internal Assessment Team; membership includes: Plant Integrity Coordinator, representatives from Process Engineering, Maintenance, Engineering, Inspection and Corrosion. Prepare a plan and schedule for the Internal Assessment. Identify and gather required documentation (See Appendix C for suggested list of documents). Perform System Level Assessment and scoring for AIMS implementation. (Scoring shall be per AIMS scoring Matrix available on the corporate AIMS website). This includes identifying areas of strength, areas of improvement, analysis and evaluation. AIMS Enablers and Governance shall be considered in all phases of AIMS implementation. The Internal System Level Assessment shall include:
AIMS Development
Identification and documentation AIMS Work processes.
Identification of Risks and Mitigation (Development of Risk Register and treatment plan).
Identification of SCE list.
Development of IPSs.
Development of IOWs and KPIs.
AIMS Execution
Saudi Aramco: Confidential
Integrating AIMS Activities with Asset Management Plans.
Asset Integrity Management System Manual https://t.me/PrMaB
Page 55 of 113
Execution of Verification Tasks per schedule.
Maintaining process within Safe limit.
AIMS Assessment
Conducting Internal Assessment.
Conducting External Assessment.
AIMS Continuous Improvement
AIMS Performance including KPIs, trends and benchmarking
Perform Asset Level Assessment: Evaluate demonstration of integrity requirements in documentation for all Assets in each Process Unit.
Determine if all Verification Tasks are being executed and meet the Acceptance Criteria.
Identify areas of strength and areas of improvement; analyze and evaluate.
STEP 2: IDENTIFY RECOMMENDATIONS AND GENERATE ISR Identify corrective/preventive actions and recommendations with timelines. Classify each recommendation in terms of criticality as either high, medium, or low. Compile the Integrity Status Report by using the ISR Template Outline in Appendix B. The report shall include:
System Level Assessment results, scoring, areas of strength, areas of improvement, and recommendations/corrective actions.
Asset Level Assessment results, SCE Integrity Status (“Demonstrated” or “Not Demonstrated”) and associated recommendations/corrective actions.
Conduct annual management reviews to ensure AIMS adequacy and effectiveness. Approve ISR. Communicate ISR.
STEP 3: ACTION AND TRACK RECOMMENDATIONS: Action new recommendations from Internal Assessment and follow-up on open recommendations. Track the progress of recommendations and periodically follow up to completion. Close Recommendations by the due date. Once all recommendations pertaining to Internal Assessment are closed, communicate Closure status to Plant Management.
For detailed Roles and Responsibilities see Section 6.3.17
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 56 of 113
4.3.2 External Assessment for Operations
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
External Assessment
Process Number:
AIMS-O-A-2
Process Steps Identify Recommendations and Generate ISR
Perform External Assessment
Action and Track Recommendations
Process Steps Details
Form the External Assessment Team. Prepare a plan and schedule for the External Assessment. Identify and gather required documentation. Perform System Level Assessment and scoring for: - AIMS Development. - AIMS Execution. - AIMS Assessment. - AIMS Continuous Improvement. - AIMS Performance. Perform Asset Level Assessment for selected SCEs.
Identify recommendations & timelines. Record results into Integrity Status Report Approve Report. Communicate report to Plant Management and affected Groups.
Action and track the progress of recommendations and periodically follow up to completion. Close recommendations by the due date. Communicate closure of all recommendations to Plant Management and CSD.
Responsibilities Plant Manager / Plant Organizations Plant Integrity Coordinator AIMS Corporate Team
Plant Manager Plant Integrity Coordinator Plant Organizations AIMS Corporate Team
Plant Manager Plant Integrity Coordinator Plant Organizations AIMS Corporate Team
References AIMS Manual
AIMS Manual
AIMS Manual
Figure 4.4: Process # AIMS-O-A-2 "External Assessment"
4.3.2.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 57 of 113
4.3.2.2 PROCESS STEPS The detailed process steps for External Assessment in Operations are as follows:
STEP 1: PERFORM EXTERNAL ASSESSMENT: Form the External Assessment Team; membership includes: AIMS Corporate Team, Plant Integrity Coordinator, representatives from Plant Organizations- Operations, Maintenance, Engineering, Inspection and Corrosion. Prepare a plan and schedule for the External Assessment. Identify and gather required documentation (See Appendix C for suggested list of documents) and the staff to be interviewed. Perform System Level Assessment and scoring for AIMS implementation. (Scoring shall be per AIMS scoring Matrix available at the corporate AIMS website). This includes identifying areas of strength, areas of improvement, analysis and evaluation. AIMS Enablers and Governance shall be considered in all phases of AIMS implementation. The External System Level Assessment shall include:
AIMS Development
Identification and documentation AIMS Work processes.
Identification of Risks and Mitigation (Development of Risk Register and treatment plan).
Identification of SCE list.
Development of IPSs.
Development of IOWs and KPIs.
AIMS Execution
Integrating AIMS Activities with Asset Management Plans.
Execution of Verification Tasks per schedule.
Maintaining process within Safe limit
AIMS Assessment
Conducting Internal Assessment.
Conducting External Assessment.
AIMS Continuous Improvement
AIMS Performance including KPIs, trends and benchmarking.
Perform Asset Level Assessment: Evaluate demonstration of integrity requirements in documentation for selected SCEs.
Determine if all Verification Tasks are being executed and meet the Acceptance Criteria.
Identify areas of strength and areas of improvement; analyze and evaluate.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 58 of 113
STEP 2: GENERATE ISR AND RECOMMENDATIONS Identify recommendations and timelines. Classify each recommendation in terms of criticality as either high, medium, or low. Compile the Integrity Status Report by using the ISR Template Outline in Appendix B. The report shall include:
System Level Assessment results, scoring, areas of strength, areas of improvement, recommendations/ corrective actions.
Asset Level Assessment results, SCE Integrity Status (“Demonstrated” or “Not Demonstrated”) and associated recommendations/corrective actions.
Conduct annual management reviews to ensure AIMS adequacy and effectiveness. Approve ISR. Communicate ISR.
STEP 3: ACTION AND TRACK RECOMMENDATIONS: Action all recommendations resulting from the External Assessment. Track the progress of recommendations and periodically follow up to completion. Close Recommendations by the due date. Once all recommendations pertaining to the External Assessment are closed, communicate closure status to Plant Management and AIMS Corporate Team / CSD.
For detailed Roles and Responsibilities see Section 6.3.18
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 59 of 113
4.4 AIMS Continuous Improvement for Operations ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
Continuous Improvement
AIMS-O-C-1
Process Number:
Process Steps Create Continuous Improvement Process
Identify Improvement Opportunities
Evaluate AIMS Implementation
Develop/Track Improvement Action Plans
Process Steps Details
Establish, implement, and maintain a process for AIMS Continuous Improvement. Periodically review and update the process.
Evaluate the need for changes to AIMS processes and procedures. Review KPIs trends, Internal and External Assessment results, and operations feedback. Assess the benchmarking results internally and externally. Evaluate the related technologies, tools and techniques to accelerate / automate AIMS executions.
Identify AIMS improvement opportunities and required update for AIMS Processes. Determine the required capabilities and resources. Develop the required improvement actions plan.
Develop the required improvement action plans with priority, resources, responsibility and timeframe. Verify implementation of improvement actions and consistently follow up on recommendations. Verify intended improvement is achieved.
Responsibilities Manager / Division Head Integrity Coordinator
Manager / Division Head Integrity Coordinator
Manager / Division Head Integrity Coordinator
Manager / Division Head Integrity Coordinator
References ISO 55001/2/3 ISO 55001/2/3 OE Manual 12.6; SMS OE Manual 12.6; SMS Manual manual element 11; AIMS element# 11; AIMS Manual Manual
ISO 55001/2/3 ISO 55001/2/3 OE Manual 12.6; SMS OE Manual 12.6; SMS Manual element 11; AIMS Manual element 11; Manual AIMS Manual
Figure 4.5: Process # AIMS-O-C-1 "Continuous Improvement”
4.4.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 60 of 113
4.4.2 PROCESS STEPS The process steps for Continuous Improvement in Operations are as follows:
STEP 1: CREATE CONTINUOUS IMPROVEMENT PROCESS: Establish, implement, and maintain a process for AIMS Continuous Improvement. The process shall define: • • •
Process steps for conducting AIMS Continuous Improvement. Roles and responsibilities of the entities and individuals to perform the process. How to implement and maintain these activities.
Approve the AIMS Continuous Improvement process. Periodically review and update the process.
STEP 2: EVALUATE AIMS IMPLEMENTATION: Assign the needed resources as planned. Evaluate the need for changes to AIMS processes and procedures, including its mandates, strategy and objectives and other elements of the asset management system. Conduct internal and external benchmarking to AIMS and document the results for future reference. Assess the benchmarking results internally and externally with best industry practices to help gauge AIMS effectiveness in Operations. Review KPI trends, Internal and External Assessment results, and continuously give feedback to ensure AIMS suitability. Evaluate the related technologies, tools and techniques to accelerate AIMS executions.
STEP 3: IDENTIFY IMPROVEMENT OPPORTUNITIES: Identify AIMS improvement opportunities and priorities. Include the following: • • • •
The root causes which prevent meeting the objectives. KPIs that need improvement or are not being met. The required update or improvement for AIMS Processes and activities. Brainstorming of improvement options.
Determine the required capabilities, such as number and competencies of people, training, certifications, and resources/tools according to processes requirements and AIMS objectives. Develop the required improvement actions plan.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 61 of 113
STEP 4: DEVELOP/TRACK IMPROVEMENT ACTION PLANS: Develop improvement action plans with priority, resources, responsibility and timeframe. Verify implementation of improvement actions and consistently follow up on recommendations. Verify that intended improvement is achieved.
For detailed Roles and Responsibilities see Section 6.3.19
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 62 of 113
5 Part V: AIMS Enablers This section provides the organizational capabilities or enablers that are required to sustain leading performance in Asset Integrity Management. For each enabler, the objective of the enabler, the expectations with regards to Integrity functions, and the responsibilities of individuals and/or organizations to achieve the expectations are provided.
5.1 Competency 5.1.1 Objectives This Enabler will ensure the integrity competency and training needed for all staff for the establishment, implementation, maintenance and continual improvement of AIMS.
5.1.2 Expectations
5.1.3 Responsibilities Project Manager
Review the safety program and integrity competency/experience for contractors prior to awarding the contract.
Assign competent and trained staff to perform the project’s Asset Integrity related tasks.
Allocate/schedule adequate training/courses to the Project team in the area of Asset Integrity Management requirements and concepts.
Plant Manager
Allocate the required budget and resources for training.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 63 of 113
Division Head / Supervisor
Specify the integrity competencies required for all integrity-related job positions.
Assign competent and trained staff to perform Asset Integrity tasks.
Allocate/schedule adequate training/courses to plant staff in the area of Asset Integrity Management requirements and concepts.
PEDD and CSD
Identify/update the asset integrity competencies in accordance with the guidelines of Saudi Aramco C-MAP and MySkills systems.
Incorporate Asset Integrity competencies in applicable C-Maps.
Develop and deliver the required in-company courses related to Asset Integrity Management covering operations and Projects.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 64 of 113
5.2 Integrity Information and Document Management 5.2.1 Objectives This enabler will facilitate accurate, complete, timely and easily accessible information and documentation for effective and timely management of asset integrity.
5.2.2 Expectations
5.2.3 Responsibilities Plant Management / Project Management Organizations Department Head
Establish an effective Integrity Information System and a Document Management System, either using an existing asset management platform or procure new.
Periodically track the use and effectiveness of the Integrity Information and Document Management system.
Supervisor / Engineers / Project Engineer
Oversee the collection method for Safety Critical Elements records and ensure using approved processes.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 65 of 113
Verify the accuracy of the Safety Critical Elements records prior to storing them.
Plant Integrity Coordinator / Project Integrity Coordinator
Take custodianship of integrity related records.
Periodically track the use and completeness of the stored Integrity Information and Documents.
Store and retain integrity records in an electronic database and hardcopy systems.
Archive all Integrity Status Reports and Assessments using both electronic and hardcopy systems.
Project team / SCE Owner or support organization (Inspection, Maintenance, Operations)
Collect data for Safety Critical Elements records using approved processes.
Record accurate data, results, deviations, observations, and recommendations.
Verify the accuracy of the Safety Critical Elements records prior to storing them.
Plant Information System Engineer (At the plant level)
Protect Plant systems, information and software through proper access control.
Verify that the plant firewall rules and anti-virus protection are up-to-date.
Ensure information and databases are periodically backed-up.
Information Protection Center (At the Corporate level)
Protect Project systems, information and software through proper access control.
Verify that plant Firewall rules and anti-virus protection are up-to-date.
Ensure information and databases are periodically backed-up for projects.
Engineering Knowledge and Resources Division
Properly control data and drawings required for the SCE.
Acquire the necessary tools and technology to facilitate efficient retrieval and utilization of stored data and drawings for SCE.
Update the SCE drawings in a timely manner to support proper MoC process execution.
Add provision in I-Plant, SAP or other document management systems to readily identify documents for SCEs.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 66 of 113
5.3 Key Performance Indicators 5.3.1 Objectives The main objective of the Asset Integrity KPI, both for Projects and Operations, is to provide the different levels of the organization (Managers, Supervisors, Engineers and Operators) with a tool to easily and continuously monitor asset integrity status, and facilitate the decision making process to correct deviations and re-establish and maintain asset integrity.
5.3.2 Expectations
What follow are the list of common AIMS KPIs (Tables 5.1 to 5.5) followed by template of the AIMS Dashboard (Tables 5.6-5.7 and Figure 5.1).
1. Number of Integrity Incidents Definition
Number of Integrity incidents due to: hazardous release, fire, or structural/ chemical/ mechanical/ electrical integrity failure.
Objective
Measure the status and effectiveness of asset Integrity management within a plant and across the company in preventing incidents. = Count of hazardous releases incidents + count of fire incidents + count of integrity failures incidents including structural, chemical, mechanical and/or electrical
Formula Data Source
To be provided by plant or projects. (Lagging KPIs) Table 5.1: AIMS Common KPIs - Number of Integrity
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 67 of 113
2. Number of Fatalities or Major Injuries due to Integrity Incidents Definition Objective Formula
Number of fatalities or major injuries due to integrity incidents Measure the number of fatalities or major injuries due to integrity incidents within a plant and across the company = 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑓𝑎𝑡𝑎𝑙𝑖𝑡𝑖𝑒𝑠 + 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓𝑚𝑎𝑗𝑜𝑟 𝑖𝑛𝑗𝑢𝑟𝑖𝑒𝑠
Data Source
To be provided by plant or projects. (Lagging KPIs) Table 5.2: AIMS Common KPIs - Number Of Fatalities or major injuries
3. Property Loss/Damage or Financial Loss due to Integrity Incidents Definition
Formula
Cost of asset loss and/or damage ($) due to integrity incidents and financial loss (ex: Production loss) due to integrity incidents Measure the cost of property loss or production loss due to integrity incidents within a plant and across the company = 𝑃𝑟𝑜𝑝𝑒𝑟𝑡𝑦 𝑙𝑜𝑠𝑠 𝑜𝑓 𝑑𝑎𝑚𝑎𝑔𝑒 𝑖𝑛 𝑈𝑆𝐷 + 𝐹𝑖𝑛𝑎𝑛𝑐𝑖𝑎𝑙 𝐿𝑜𝑠𝑠 𝑖𝑛 𝑈𝑆𝐷
Data Source
To be provided by plant or projects. (Lagging KPIs)
Objective
Table 5.3: AIMS Common KPIs - Property Loss/Damage or Financial Loss
4. Integrity Barriers Strength Definition Objective
Percentage of SCEs demonstrating integrity requirements & meeting minimum assurance/Verification Tasks Measure the strength (or weaknesses) of Safety critical Elements (SCEs) and safety barriers
Formula
=
Data Source
To be provided by plant or projects. (Leading KPIs) (Note: These KPIs can be calculated per single barrier or across all barriers, as needed.)
𝑇𝑜𝑡𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑆𝐶𝐸𝑠 𝑑𝑒𝑚𝑜𝑛𝑠𝑡𝑟𝑎𝑡𝑖𝑛𝑔 𝑖𝑛𝑡𝑒𝑔𝑟𝑖𝑡𝑦 𝑇𝑜𝑡𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑆𝑎𝑓𝑒𝑡𝑦 𝑐𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝐸𝑙𝑒𝑚𝑒𝑛𝑡𝑠
Table 5.4: AIMS Common KPIs - Integrity Barriers Strength
5. Assets IOW Compliance Definition Objective
Percentage of critical variables that are operating within the design envelope. This KPI verifies whether the critical variables are operating within the design envelope.
Formula
= (𝑇𝑜𝑡𝑎𝑙 𝑁𝑜. 𝑜𝑓 𝐴𝑠𝑠𝑒𝑡𝑠 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑤𝑖𝑡ℎ𝑖𝑛 𝐼𝑂𝑊 𝑝𝑒𝑟𝑓𝑜𝑟𝑚𝑎𝑛𝑐𝑒 𝑙𝑖𝑚𝑖𝑡𝑠) / (𝑇𝑜𝑡𝑎𝑙 𝑁𝑜. 𝑜𝑓 𝑎𝑠𝑠𝑒𝑡𝑠 ℎ𝑎𝑣𝑖𝑛𝑔 𝐼𝑂𝑊)
Data Source
IOW logs/server, to be provided by Plant or Projects (Leading KPIs). (Note: A variable exceeding the integrity limits for more than 2 weeks during a year is considered to have exceeded the limits; or a variable exceeding the integrity limits more than 4% of any duration of time (ex: week to months) is considered to have exceeded the limits.) Table 5.5: AIMS Common KPIs - Assets IOW Compliance
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 68 of 113
Barrier
Barrier Strength
Structural Integrity
100%
Process Containment
80%
Ignition Control
100%
Detection Systems
100%
Protection Systems
100%
Shutdown Systems
100%
Emergency Response
90%
Life Saving
100%
High Level Status
Table 5.6: Example of a Dashboard for AIMS KPIs Showing Barrier Strength
Table 5.7: Example of a Dashboard for AIMS KPIs Showing Barriers/SCEs Status
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 69 of 113
Figure 5.1: Example of Summary Dashboard for AIMS Showing Barriers/SCEs Status
5.3.3 Responsibilities Project Manager
Develop the project specific Integrity KPIs and IOW to be able to assess asset integrity implementation status. Collect and automate the collection for KPIs data for projects.
Plant Supervisor / Engineers
Develop the field specific Integrity KPIs and IOWs to be able to continuously monitor the asset integrity condition. Collect and automate the collection for KPI data.
Plant Information System Engineer
Configure/program the various Asset Management Systems to allow concerned individual access to Integrity KPIs and IOW status.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 70 of 113
5.4 Process Management 5.4.1 Objectives The objective of this enabler is to ensure effective and complete execution of an organization’s Asset Integrity processes.
5.4.2 Expectations
The Project’s specific processes pertaining to Asset Integrity include the following Processes:
AIMS Development in Projects.
AIMS Execution in Projects.
Internal Integrity Assessment for Projects.
External Integrity Assessment for Projects.
AIMS Continuous Improvement for Projects.
The field organization specific processes pertaining to Asset Integrity include the following processes:
AIMS Development in Operations.
AIMS Execution in Operations.
Internal Integrity Assessment for Operations.
External Integrity Assessment for Operations.
AIMS Continuous Improvement for Operations.
5.4.3 Responsibilities Project Management Organizations / Project Manager
Develop and maintain the required business processes pertaining to Asset Integrity Management requirements.
Integrate Asset Integrity Management requirement into existing Project execution phases, Contractor scope of work, and design/construction/commissioning activities.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 71 of 113
Plant Manager / Division Head / Supervisors
Develop and maintain the required plant business processes pertaining to Asset Integrity Management requirement.
Integrate Asset Integrity Management processes maintenance/inspection plans, and operating instructions.
with
existing
field
procedures,
AR&IMD (AIMS Corporate Team)
Develop and maintain the External Integrity Assessment Processes for Projects and Operations.
Develop and maintain a Continuous Improvement process for AIMS.
Integrate Asset Integrity Management processes with existing division activities.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 72 of 113
5.5 Management of Change 5.5.1 Objectives The objective of this enabler is to ensure changes or additions (both temporary and permanent) to plant process and SCEs are managed through the MoC process, so that the plant process and SCEs’ safety and integrity are not compromised.
5.5.2 Expectations
5.5.3 Responsibilities Division Head / Supervisor / Engineers
Use the MoC process to conduct Risk Assessment prior to any planned change to Safety Critical Elements (SCEs) or critical plant process during Operations.
Project Manager
Use the MoC process to conduct Risk Assessment prior to any planned change to Safety Critical Elements (SCEs) or critical plant process during the design or construction phase.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 73 of 113
5.6 External Resources 5.6.1 Objectives This enabler will avail the competent external resources (contractors) to support AIMS related activities in projects and operations including the establishment, implementation, maintenance and continual improvement of AIMS.
5.6.2 Expectations
5.6.3 Responsibilities Plant Manager / Division Head / Project Manager
Approve the AIMS related activities that can be outsourced.
Review the safety program and integrity competency/experience for contractors prior to awarding the contract.
Ensure the compliance to the company policies for any external services request.
Service Requestor
Determine the AIMS related activities that can be outsourced.
Review the safety program and integrity competency/experience for contractors prior to awarding the contract.
Develop a detailed scope of work.
Review previous lessons learned.
Assess the contractor’s previous performance, qualification, and financial positions documents.
Identify the impact of performance and risks on the projects.
Consult Contracting and Law departments as needed and as applicable.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 74 of 113
5.7 Tools & Technology 5.7.1 Objectives Tools and technologies shall be acquired to improve reliability and effectiveness of AIMS processes.
5.7.2 Expectations
5.7.3
Responsibilities Plant Manager / Project Manager
Approve and acquire the needed tools and technologies for the reliable and effective execution of AIMS along with adequate training and support.
Supervisor / Engineers / Project Engineers
Identify the required tools and technologies needed for the effective establishment, implementation, maintenance and continual improvement of AIMS.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 75 of 113
6 Part VI: AIMS Governance 6.1 Objective The objective of AIMS Governance is to establish a mechanism for monitoring the actions, mandates and decisions of the Saudi Aramco Organization(s) toward implementing and managing an effective AIMS in processing plants and Projects. It describes roles and responsibilities in the AIMS which will be handled at Facilities or Projects (local level) and at Engineering Services (central level).
6.2 AIMS Governance Expectations The below expectations are for various parties involved in the AIMS during the various phases: 1. The Asset Reliability and Integrity Management Division in CSD shall be the entity that oversees the corporate AIMS development, maintenance, assessment and improvement, and to ensure coherent and unified implementation across the company. 2. The AIMS implementation will be led by the Facilities (for Operations) or Project Management Organizations (for Projects) with support from Support Organizations. Each Facility or Project shall apply the AIMS as appropriate to address its own unique operating needs. However, standardizing processes and practices that are common across departments are encouraged. 3. The Project Manager shall assign a Project Integrity Coordinator(s) to manage the various activities pertaining to AIMS. 4. The Plant Manager shall assign a Plant Integrity Coordinator(s) to manage the various Plant activities pertaining to AIMS. 5. Projects shall include all AIMS activities in the Capital Management System. 6.
Projects shall include AIMS Internal Assessment results, major integrity findings, and deliverables as part of the applicable Project’s Control Gates.
7. This AIMS Manual shall be used to support project and site-specific development/implementation of AIMS. A set of business processes must be developed as per section 5.4 (Process Management). Each process shall specify R&R, competence, records and documentation with means to assess performance in line with the applicable company standards and this Manual. 8. The AIMS Manual requirements shall be embedded in existing business processes (standards, procedures, project activities or field work instructions). 9. Support organizations (CSD, P&CSD, ID, LPD, CMSD, OE, PEDD, EK&RD, and EPD) shall provide support to Project and Operations through this Manual. 10. ES/CSD will provide awareness workshops/guidance, training or consultation as appropriate throughout the implementation. 11. Facilities shall report to ES/CSD and their line management progress on the implementation of AIMS. 12. ES/CSD shall report to management the progress of AIMS implementation across the company. 13. For Operations, the implemented system shall be assessed for functionality and effectiveness internally through Internal Assessment once a year and during the External Assessment once every 3-5 years. The assessment shall follow the guidelines presented in the “AIMS Assessment” Sections of this Manual. The external review may include other Governance Support organizations in coordination with OE. 14. For Projects, all projects shall conduct Internal Assessment. The assessment shall follow the guidelines presented in the “AIMS Assessment” Sections of this Manual.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 76 of 113
15. The AIMS Corporate Team will conduct External Integrity Assessment for selected hydrocarbon projects. The assessment shall follow the guidelines presented in the “AIMS Assessment” Sections of this Manual. The external review may include other Governance Support organizations in coordination with OE. 16. AIMS implementation shall build on existing company programs, such as but not limited to: SMS, OE, CMP, TPRM, ERM, RBI, etc 17. AIMS governance and implementation shall build on existing governing systems and company procedures. The following examples of references are expected to be followed, as applicable, as part of the governance of AIMS processes.
Saudi Aramco Procedures SAEP-13 Project Environmental Impact Assessments SAEP-12 Project execution Plan SAEP-14 Project Proposal SAEP-43 Corrosion Management Program Deployment for Existing Facilities SAEP-308 Operations Inspection Unit Reviews SAEP-32 Environmental Performance Assessment (EPA) Program SAEP-40 value Assurance Process SAEP-30 Reliability Availability Maintainability (RAM) study Execution SAEP-393 IOW General Instructions GI 6.006 Loss Prevention Compliance Reviews GI 6.011 Quarterly Safety Inspections GI 289.000 “Audit Communication/Reporting Procedure GI 0002.600 Plant/Unit Acceptance after T&I Shutdown GI 2.710 Mechanical Completion Certificate GI-0400.001 Quality Management Roles & Responsibilities GI 2.710 Mechanical Completion Certificate Manuals Inspection Manual Supply Chain Management Manual Integrated Project Team (IPT) Manual Saudi Aramco Project Risk Management Guide Total Plant Reliability Management Industry Standards: ISO55000, “Asset management — Overview, Principles and Terminology”. ISO 55001, “Asset management —Management Systems Requirements” ISO55002, “Asset management — Guidelines for the Application of ISO 55001”.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 77 of 113
6.3 Roles and Responsibilities for the AIMS Processes The following general Roles and Responsibilities are applicable to the Consulting Services Department (CSD):
Consulting Services Department
Develop and maintain an effective AIMS with supporting KPIs and tools.
Align the risk management scheme used in AIMS with the corporate approach for Risk management.
Develop a Continuous Improvement process for AIMS encompassing a formal review with Management. The AIMS system shall be reviewed and updated at least once every 5 years.
Support Projects and Operations in deploying and implementing AIMS.
Promote continual improvement for AIMS in projects and operations.
Develop and deliver the required training courses and awareness programs.
Conduct joint External Assessment for selected facilities or projects.
Evaluate and/or develop tools and service providers to support expedition of AIMS implementation.
Participate in major incidents investigation involving Asset Integrity Management System failures.
Develop a process for External Assessment for Projects.
Develop a process for External Assessment for Operations.
The following general Roles and Responsibilities are applicable throughout the project cycle:
Project Management Organizations Department Head
Responsible and accountable for implementing and maintaining AIMS within project execution cycles as applicable.
Provide Leadership for the implementation and continuous improvement of the AIMS within projects and provide the required resources.
Project Manager
Incorporate AIMS requirements as applicable to the design, procurement, construction and commissioning phases of the projects.
Designate appropriate Project Integrity Coordinator(s) to each Project. It is up to the Project Manager discretion to decide where to fit the Project Integrity Coordinator, i.e. to assign it to an individual (Project Integrity Coordinator) for coordination, or to an existing entity within the project, or to distribute the function across Project engineers, each one for his area or discipline.
Verify that key HSE management aspects/issues have been identified and addressed as per this Manual and other Company applicable requirements.
Incorporate Integrity-related lessons learned from previous projects into the current project cycles.
Engage and obtain Proponent’s approval for key projects documents (high level design, detailed design, Construction plan, commissioning plan, pre-startup, etc), changes to design or equipment, and modifications.
Obtain the Proponent’s concurrence for asset maintainability plan, reliability, inspection plan, information and document management system, and any issues that may hinder normal and safe operations.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 78 of 113
Coordinate the preparation and submittal of the Integrity Status Report per project phase to management and project stakeholders.
Proponent
Participate actively (management and SME) in pre-design and design for the projects ensuring Integrity and HSE are addressed.
Review, specify and concur on asset maintainability plan, reliability, inspection plan, information and document management system, and any issues that may hinder normal and safe operations.
Ensure competent proponent representatives are participating in the project’s activities including reviewing and approving key projects’ documents (high level design, detailed design, Construction Plan, Commissioning Plan, pre-startup, etc), changes to design or equipment, and modifications.
Take the lead in AIMS related activities following the MCC and up to the startup of the plant.
Project Integrity Coordinator
Identify the Asset Integrity related activities, tasks, and/or studies in project, and provide technical support with regards to their implementation.
Coordinate Internal Integrity Assessment and External Integrity Assessment.
Coordinate preparations and submittal to management the Integrity Assessment Report for various Project phases.
Support various project teams working on AIMS, follow up on recommendations (arising from assessment and studies) to completion.
Lead appropriate AIMS multidisciplinary team to address major Integrity system failures during the project.
Ensure that all SCEs Integrity activities and IOW development in the project are performed, reviewed and tracked.
Ensure all IPSs, SCEs Inspection Plans, and Maintenance Plans are developed and imported into SAP. Integrity activities in the project are performed, reviewed and tracked.
Act as the custodian of the Asset Integrity data, ISR, and KPIs, during the project.
The following general Roles and Responsibilities are applicable thought-out the “Operate and Maintain” Phase:
Plant Management
Responsible and accountable for implementing and maintaining AIMS at the Plants as applicable.
Provide leadership for the implementation of the AIMS within the Plant and provide the required resources.
Ensure that all SCEs Integrity status in his facilities is reviewed and tracked following associated Integrity Performance Standards and verification schemes.
Designate appropriate Plant Integrity Coordinator (or Plant Integrity Coordination group). It is up to the plant management’s discretion to decide where to fit the asset integrity functions, i.e. to assign it to an individual (Plant Integrity Coordinator) for coordination or to an existing entity or to establish a new entity (Plant Integrity Coordination group) for this purpose. The assigned individual or entity is expected to have independence in reporting to plant management to avoid impacting its assurance function.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 79 of 113
Plant Integrity Coordinator
Develop a clear vision on where Asset Integrity in the plant is heading, which should be in line with the overall vision of the organization and this Manual.
Clarify the plant’s Asset Integrity mission that is put to achieve that vision, which should be based on the Asset Integrity Management Manual.
Identify the Asset Integrity programs, tasks, initiatives and/or studies that are applicable to the facility, and provide technical support with regards to their implementation.
Provide Leadership for the implementation of the AIMS within the plant and coordinate the required resources with Plant Management.
Lead an appropriate AIMS multidisciplinary team to address initial AIMS implementation and major Integrity undertakings.
Supports various plant’s team/entities working on AIMS, follow up on recommendations to completion, and roll-out of AIMS to the rest of the facilities.
Ensure that all SCEs Integrity status in his facilities is reviewed and tracked following associated Integrity performance standards and verification schemes.
Liaise with any concerned Engineering Services department or other concerned departments such as Loss prevention or Fire protection as necessary to correct any SCE, System gaps or on any areas of improvement.
Act as the custodian of Asset Integrity data, ISR, KPIs, either generated by SAP or collected from other sources.
Prepares and submits to management the Integrity Status Report for the facilities with copies to CSD/AR&IMD.
6.3.1 Risk Identification and Mitigation (Projects) Project Manager
Assign competent and trained staff to perform Risk Assessment.
Ensure the business process for Hazards/Risk identification and mitigation are performed as scheduled.
Project Integrity Coordinator
Coordinate/verify the various PHA and Risk Management studies and ensure proper documentation and communication to concerned individuals/groups within the projects.
Risk Champion / Risk Management Coordinator
Implement the necessary tools and techniques to conduct risk assessment.
Review risk information and risk reports for key themes and concerns and escalate risks as appropriate.
Advise management on the level of risk and the effectiveness of risk management.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 80 of 113
Address credible risks.
Escalate major risk or un-treated risks.
Risk Professional / Project Team / Disciplines’ SMEs
Conduct Risk Assessment as required and document all results.
6.3.2 Barrier and Safety Critical Element (SCE) Identification (Projects) Project Manager
Assign competent and trained staff for Barrier/SCE Identification
Plan and budget for the SCE identification process.
Review and approve the finalized SCE list.
Project Integrity Coordinator
Coordinate the identification of SCE and selection of barriers based on the asset/plant function.
Project Team / Disciplines SMEs
Identify SCEs and Barriers for all process units.
Review and finalize the report.
Proponent
Participate in the SCE identification process.
Review and approve the finalized SCE list.
6.3.3 Integrity Performance Standards (IPS) Development (Projects) Project Manager
Assign competent and trained staff for IPS Development.
Plan and budget for IPS Development.
Project Integrity Coordinator
Coordinate the development (customization) of the Integrity Performance Standards.
Project Team / Disciplines SMEs
Develop IPSs for all SCEs.
Review IPSs with the Proponent.
Proponent
Participate in the IPS development process.
Review and approve the finalized IPS.
6.3.4 Critical Variables Identification and IOW Development (Projects) Refer also to SAEP-393 for roles and responsibilities
Project Manager
Assign competent and trained staff for critical variables Identification and IOW Development.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 81 of 113
Plan and budget for the project process for determining the list of critical process variables and IOW design document.
Project Integrity Coordinator
Ensure (coordinate) identification of critical variables and development of IOWs.
Disciplines SMEs (Project Assigned Process Engineer)
Define critical variables as well as upper and lower limits to minimize damage.
Disciplines SMEs (Project Assigned Corrosion Engineer)
Assist Process Engineers in defining critical variables and limits.
Proponent
Participate in the IOW development process.
Review and approve the finalized IOW design document and list of critical process variables.
6.3.5 Build Integrity during Procurement and Construction Phase (Projects) Project Manager
Assign a Project Integrity Coordinator for the project.
Plan, budget and avail resources for performing and executing asset integrity tasks.
Verify AIMS tasks are completed per the schedule with the right quality.
Ensure personnel with adequate Integrity Competency are included in the Commissioning Team.
Ensure SCEs and IOW are included in the Commissioning Plan.
Ensure QA/QC Plan is executed and followed.
Project Engineers
Verify AIMS tasks are completed per the schedule.
Overlook the SCE procurement packages development for SCEs. The package should contain: (1) Material Specification; (2) Shipping requirements; and (3) proper storage instructions.
Ensure an Operational Readiness Plan is developed with SCE plans (plan for Functional Testing of SCEs, plan for performing SCEs Verification Tasks; plan for IOW verification).
Ensure SCEs and IOW are included in the Commissioning Plan.
Ensure QA/QC Plan is executed and followed.
Project Integrity Coordinator(s)
Track all AIMS related activities to completion.
Report incomplete activities to the Project Manager.
Proponent
Participate and review asset integrity planned tasks and outcomes.
Project Inspection
Verify proper storage measures for SCEs were taken per procurement documentation.
Inspect all SCEs for damage from shipping.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 82 of 113
Inspect SCEs for proper installation and damage.
Execute QA/QC plan.
6.3.6 Verification of Integrity at Commissioning (Pre-commissioning, Commissioning, Startup) Project Integrity Coordinator
Track all AIMS related activities to completion and report incomplete activities to Project Manager.
SA PROJECT MANAGEMENT TEAM (Construction Agency)
Develop with the proponent Commissioning Plans or Operational Readiness Plants (ORP).
Prepare the Performance Acceptance Certificate (PAC) for each facility after the final Mechanical Completion Certificate for the facility has been approved for subsequent approval by the Proponent upon completion of the performance testing.
Arrange for any vendor provided training requested by the Proponent per GI-2.710.
Allow adding punch list items where an item would create a hazardous condition to personnel or equipment is identified after the MCC is approved.
Establish a system of partial MCCs of equipment and facilities such as fire and safety systems to allow having adequate safety protection for the subsequent activities to be completed safely.
Develop the Reliability Availability & Maintainability (RAM) Study report per SAES-A-030 with updates from the Commissioning phase and act on deviations affecting SCEs.
PROPONENT DEPARTMENT HEAD
Develop and execute facility start-up and performance test plans and procedures.
Establish the Acceptance Committee and appoint its Chairman no later than “60% stage” of actual construction completion as per GI-2.710.
Review facility Safety Critical Elements performance, relative to operating conditions, in accordance with the approved Project Scope after conducting the necessary performance tests in the presence of qualified contractor personnel, vendor representatives (if required), and the Construction Agency.
Prepare a list of SCE performance-related items requiring corrective actions if the facility is not up to performance specifications and assign responsibility for completion in MPCS.
Notify the Construction Agency’s management of the details of performance or equipment warranty issues that may arise after approval of the Performance Acceptance Certificate.
Avail and fund the cost of materials and consumables for commissioning and start-up per the requirements of GI-2.710.
After approval of the Final MCC, approve completed Exception Items or make arrangement for the originator to be available for verification and approval.
Assume responsibility and acceptance of custody for the facility after the MCC approval. After this turnover, routine facility maintenance is the proponent’s responsibility and any remaining work to clear “No” Exception Items by the Construction Agency can only be accomplished upon issuance of Work Permits by the Proponent.
Review and approves data resulting from the Commissioning and ensure adding to SAP or other appropriate systems.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 83 of 113
Approve the commissioning and start-up procedures and approves the Performance Acceptance Certificate.
Assign a Senior Operations Representative/(s) per SAEP-121 to prepare and implement the Operational Readiness Plan as applicable per SAEP-121. The ORP includes but is not limited to, the development of: o o o o o o
Operations and maintenance organizations. Hiring and development plan for required resources. Operations and Maintenance strategies. Health, Safety & Environment (HSE) Management. Commissioning and Startup Plan. Interface plan with EPC and other contractors and vendors.
PROPONENT ENGINEERING DIVISION HEAD
Allocate required resources and competent workforce to support commissioning.
Review Commissioning as part of the projects implementation plan or Operational Readiness Plan.
Review Commissioning results and performance of SCEs vs design.
Concur with the completion of the Commissioning activities prior to handover to normal operations.
PROPONENT OPERATION DIVISION HEADS
Train employees on the newly installed assets or facility.
Allocate required resources and competent workforce.
Review commissioning and start-up procedures.
Conduct Commissioning and Startup of the new facility with support for the SAPMT (construction agency).
Commission and start-up the project safely upon the approval of the MCC to start the performance acceptance tests as per the approved commissioning procedure.
Verify and update operating envelops/ alarms.
Complete Performance Acceptance Certification per GI-2.710.
Perform Project close-out and handover documentation.
Approve/reject the performance exception items.
Ensure all documentation associated with the commissioning are provided per GI-2.710.
PROPONENT PROJECT COORDINATION UNIT HEAD
Concur with the MCC prior to commissioning.
Initiate the project closure form for non- PMT projects.
Develop assets maintenance plans.
Archive the project handover documents and records per SAEP-122.
Distribute copies of the project handover documents to the appropriate asset integrity stakeholders for their use during the operation phase of the SCEs.
Facilitate embedding TI commissioning requirements into the tender documents.
Perform Project close-out and handover documentation to include:
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 84 of 113
o o o o o
As-Built drawings (hard and soft copies). OSI data, RBI reports and database, Project Manuals, Piping Specification, Equipment. Datasheets, etc. Project records for archiving as per OE-9.3 “Data Archiving and Information Protection”. Project close out report as per SAEP-329. Technical integrity review report and turnover checklist.
PROPONENT MAINTENANCE DIVISION HEAD
Allocate required resources and competent workforce to support commissioning.
Review and approve assets maintenance plans required for commissioning.
Verify technical information in SAP and ensure correct Asset Registry.
Ensure spare parts cataloging and bill of material linkage per SAEP-31.
Concur with the MCC prior to commissioning to ensure exception items related to SCEs are appropriately closed.
Collect and archive the procurement documentation as part of the project documents.
PROPONENT OPERATION FOREMEN
Participate in the commissioning procedures review.
Verify compliance with operating envelops/ alarms limits and reports them per SAEP-393.
Apply the OIMs on the SCEs during commissioning.
Concur with the commissioning and plant performance acceptance per GI-2.710.
PROPONENT INSPECTION UNIT HEAD
Support Commissioning Team as applicable per standards and procedures.
Highlight abnormal conditions vs design to plant operations especially vibrations, leaks, abnormal temperature, etc
Review SCE IOWs established limits in design and initiate review for exceedance as required.
Verify Corrosion Management Program requirements per SABP-A-033, SAES-L-133 and SAEP-43 are in place.
PROPONENT RELIABILITY UNIT HEAD
Establish base line data for condition monitoring of SCEs.
Review the RAM report for deviations resulting from the commissioning affecting SCEs per SAES-A030.
Maintain the reliability records for the new SCE assets.
Participate in the SCEs’ commissioning activities.
Support the Commissioning Team as applicable per standards and procedures.
Verify all required spares for SCEs during commissioning are available.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 85 of 113
PROPONENT ACCEPTANCE COMMITTEE The Acceptance Committee members from the Construction Agency, Inspection Department, Loss Prevention, and the Proponent will designate their representatives per GI-2.710. The Acceptance Committee responsibilities include: Commission and safe start-up upon the approval of the MCC to start the performance acceptance tests as per the approved commissioning procedure. Prepare and implement the Operational Readiness Plan as applicable per SAEP-121. Verify and update operating envelopes/alarms. Complete the Performance Acceptance Certification per GI-2.710.
6.3.7 Internal Assessment for Projects (Projects) Project Manager
Lead Internal Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of implementation of AIMS at: 1) the end of design phase, 2) the end of procurement/construction phase, and 3) the end of the Commissioning.
Track the progress of any recommendations generated as a result of the assessment performed at the end of the design phase and end of the procurement/construction phase; ensure all recommendations generated are closed before commissioning.
Project Engineers
Assess the project in their areas of responsbilities to verify the extent of implementation of AIMS at: 1) the end of design phase, 2) the end of procurement/construction phase, and 3) the end of the Commissioning.
Implement Recommendations from ISR and update the status (as applicable).
Project Integrity Coordinator
Coordinate compilation of the results into an Integrity Status Report. The report is signed by the Assessment Team and Project Manager, and communicated to the project owner and proponent.
Coordinate Internal Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of implementation of AIMS at: 1) the end of design phase; 2) the end of procurement/construction phase, and 3) the end of commissioning.
Track the progress of any recommendations generated as a result of the assessment performed at the end of the design phase and end of the procurement/construction phase; ensure all recommendations generated are closed before Commissioning.
Project Team
Provide documentation required for an Internal Assessment.
Implement the recommendations from the ISR and update the status.
Proponent
Review and approve the Integrity Status Report.
Verify the completion of all Asset Integrity recommendations.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 86 of 113
6.3.8 External Assessment for Projects (Projects) Project Manager
Allocate the required resources for the External Assessment and post assessment activities.
Co-Lead External Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of implementation of AIMS at: (1) the end of design phase, (2) the end of procurement/construction phase and (3) the end of the Commissioning.
Track the progress of any recommendations generated as a result of the assessment performed at the end of the design phase, and the end of procurement/construction phase; ensure all recommendations generated are closed before commissioning.
AIMS Corporate Team/Project Manager
Form assessment team that includes Project representatives, AIMS corporate members, multidisciplinary SMEs, and support organizations (LPD, OE, etc.)
Plan for External Assessment.
Identify Roles and Responsibilities.
Identify required resources.
Identify checklists for each project phase (see Table 3.6, Table 3.7, and Table 3.8).
Co-Lead External Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of implementation of AIMS at: (1) the end of design phase, (2) the end of procurement/construction phase and (3) the end of the Commissioning.
Project Engineers
Provide feedback and required data to the Assessment Team.
Implement recommendations from the ISR and update the status.
Project Integrity Coordinator
Coordinate compilation of the results into an Integrity Status Report. The report is signed by the Assessment Team and Project Manager, and communicated to the project owner and proponent.
Coordinate an Internal Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of the implementation of AIMS at: 1) the end of design phase, 2) the end of procurement/construction phase, and 3) the end of the Commissioning.
Track the progress of any recommendations generated as a result of the assessment performed at the end of the design phase and end of the procurement/construction phase; ensure all recommendations generated are closed before commissioning.
Project Team
Provide documentation required for the External Assessment.
Implement recommendations from the ISR and update the status.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 87 of 113
Proponent
Review and approve the Integrity Status Report.
Verify Completion of all Asset Integrity recommendations.
6.3.9 AIMS Continuous Improvement for Projects (Projects) Project Management Organizations’ Department Heads
Establish, implement, and maintain a process for AIMS Continuous Improvement for Projects.
Ensure the participation of the Project Managers and proponent representatives of previous projects and the SME’s during the continuous improvement activities.
Review AIMS feedback (KPI’s, assessment and benchmarking results) and address gaps.
Coordinate all continuous improvement activities.
Implement the Improvement Plan.
Incorporate AIMS improvement in the current and future executed projects.
Project Managers of Previous Projects
Provide feedback and lessons learned during the project phases.
Apply improvement actions and recommendations in the projects.
Proponents (of recently completed Projects)
Provide feedback and lessons learned covering the first year of operation.
SMEs / Project Engineers (invited from recently completed Projects)
Analyze data and feedback and generate the proper continuous improvement recommendations.
6.3.10 Risk Identification and Mitigation (Operations) Plant Manager
Ensure the business process for hazards/risk identification and mitigation are performed as per the schedule with the right quality.
Review and approve the final reports of the PHA Study.
Division Heads
Oversee the business process for hazards/risk identification and mitigation and the schedule.
Assign competent and trained staff to perform the Risk Assessment.
Assign appropriate resources and SMEs and ensure actions are completed.
Monitor and control the quality and implementation of Risk Management in the plants.
Review and approve the final reports of the PHA Study.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 88 of 113
Risk Champion
Implement the necessary tools and techniques to conduct the Risk Assessment.
Review risk information and risk reports for key themes and concerns and escalate risks as appropriate.
Advise Plant Management on the level of risk and the effectiveness of risk management.
Escalate major risk or un-treated risks.
Plant Organizations Representatives / Disciplines SMEs (Engineering / Maintenance / Inspections / Operations)
Identify/assess risks and evaluate existing relevant controls (if any)
Participate in developing appropriate treatment plans
Plant Integrity Coordinator
Coordinate analysis of hazard and risk data to feed the AIM system.
6.3.11 Barrier and Safety Critical Element (SCE) Identification and Updating (Operations) Plant Manager
Ensure SCEs are periodically updated as scheduled.
Review and approve the list of SCEs.
Division Heads
Assign competent and trained staff for Barrier/SCE Identification
Review and approve the list of SCEs.
Integrity Coordinator
Coordinate the identification of SCE and the selection of barriers based on the asset/plant function.
Review and approve the list of SCEs.
Plant Organizations Representatives / Disciplines SMEs (Engineering / Maintenance / Inspections / Operations)
Identify/update SCEs pertaining to their area of responsibilities.
Review the finalized SCE list.
6.3.12 Integrity Performance Standards (IPS) Development/Updating (Operations) Division Heads
Ensure Integrity Performance Standards are periodically updated as scheduled.
Assign competent and trained staff for IPS Development and update.
Approve the finalized IPSs for the plant.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 89 of 113
Plant Integrity Coordinator
Coordinate the development (customization) and periodic update of the Integrity Performance Standards.
Document and store the IPSs electronically and using hardcopies, with sufficient access to concerned staff within the plant.
Plant Organizations Representatives / Disciplines SMEs (Engineering / Maintenance / Inspections / Operations)
Develop/update the IPS pertaining to their area of responsibilities.
Review the finalized IPSs.
6.3.13 Critical Variables Identification and IOW Development/Updating (Operations) Refer also to SAEP-393 for roles and responsibilities
Plant Manager
Review the weekly summary for the IOWs’ variables exceeding the limits.
Division Heads
Review the weekly summary for the IOWs’ variables exceeding the limits.
Provide the required resources for the proper identification of critical variables and development of Integrity Operating Windows.
Plant Integrity Coordinator
Review the weekly summary for IOW and report exceedances to management.
Ensure (coordinate) identification of critical variables and development of IOWs.
Ensure the IOWs are monitored and any exceedances are properly addressed.
Process Engineer
Compile the weekly IOW report pertaining to their area of responsibilities.
Define critical variables as well as upper and lower limits to minimize damage, or maintain the process within a safe range.
Corrosion Engineer
Assist Process Engineers in defining critical variables and limits.
Monitor and analyze the IOW exceedances and advise as required.
Plant Operator
Monitor the IOW and timely report exceedances to Integrity Specialists for evaluation and advice.
Implement the required measures to return the IOW variables to their limits.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 90 of 113
6.3.14 Integrating AIMS Activities with Asset Management Plans (Operations) Plant Manager
Ensure that all IPS Verification Tasks are incorporated in the Maintenance Plan, Inspection Plans and OIMs.
Approve the schedule of IPS activities as part of the Maintenance and Inspection Plans.
Division Heads
Ensure that the IPS Verification Tasks related to Maintenance are incorporated in the Maintenance Plan (SAP PM).
Ensure that the IPS Verification Tasks related to Inspection are incorporated in the Inspection Plans.
Ensure that the IPS Verification Tasks are incorporated in the applicable OIMs.
Review and approve the schedule of IPS activities.
Assign competent resources.
Plant Organizations (Maintenance / Inspection / Engineering / Operations)
Plan Integrity related PM activities (from the Integrity Performance Standards) as per the company approved procedure and schedule.
Plan Inspection Integrity related Inspection activities (from the Integrity Performance Standards) per the company approved procedure and per schedule.
Verify that all other Verification Tasks from the Integrity Performance Standards are being conducted as well as the results are being documented.
Compile a list for completed vs overdue activities and recommendations.
6.3.15 Execute IPS Verification Tasks (Operations) Plant Integrity Coordinator
Verify that IPS tasks are incorporated in the relevant SAP modules and schedule/plan.
Verify with Maintenance that the Integrity related PM activities are being conducted as per the company approved procedure and per schedule, as well as the results are being documented.
Verify with Inspection that the Integrity related Inspection activities are being conducted as per the company approved procedure and per schedule, as well as the results are being documented.
Verify that corrective actions or recommendations are being closed in a timely manner for all failed Verification Tasks.
Plant Organizations (Maintenance / Inspection / Operations / Engineering)
Conduct Verification Task activities as per the company approved procedure/schedule and document results.
Escalate critical integrity deviation with major/immediate impact or consequences.
Implement all corrective/preventive actions and recommendations.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 91 of 113
Resolve assigned corrective actions/preventive and recommendations for all failed Verification Tasks in a timely manner. Redo failed Verification Tasks after corrective actions if necessary.
Document results of Verification Task activities, failed Verification Tasks, required corrective actions, recommendations, and/or any necessary Integrity Response (Preventive or Mitigative). Compile a list for completed vs overdue activities and recommendations.
Update integrity status after corrective actions or recommendations are implemented.
Communicate results, corrective/preventive actions, and integrity response to the proper organizations/individuals.
6.3.16 Maintain Process within Safe Limits (Monitor IOW) PLANT INTEGRITY COORDINATOR
Verify that the IOW server and logs are working and is accessible by the concerned individuals.
Verify that corrective actions are being taken in a timely manner for all exceedances.
Verify that the IOW reports are being generated on a weekly basis.
Verify that all recurring exceedances are resolved in a timely manner.
IOW OWNER (Process Engineer, Control Engineer, etc.)
Monitor all IOWs pertaining to their areas of responsibilities.
Apply corrective actions in a timely manner in case of IOW limit exceedance.
Generate a weekly IOW report that includes exceedances.
Resolve recurring exceedances in a timely manner.
6.3.17 Internal Assessment for Operations (Operations) Plant Manager
Conduct at least one annual review meeting for all plant units that includes SCE status, KPIs, IOWs and a summary of Integrity Status Report.
Expedite the closure of any outstanding recommendations.
Review and approve final report.
PLANT INTEGRITY COORDINATOR
Coordinate Internal Assessment and verify the extent of implementation of AIMS for:
AIMS Execution within each Plant/Unit
AIMS Enablers
AIMS Continuous Improvement within each Plant/Unit
AIMS Governance
Coordinate compilation of the results into an Integrity Status Report.
Track the progress of recommendations and periodically follow up to completion.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 92 of 113
Once all recommendations pertaining to Internal Assessment are closed, communicate the closure status to Plant Management.
Plant Organizations (Operations, Engineering, Maintenance, Inspection)
Perform assessment that include:
AIMS Execution within each Plant/Unit
AIMS Enablers
AIMS Continuous Improvement within each Plant/Unit
AIMS Governance
Review random IOW weekly reports for exceedances; review KPIs.
Identify areas of strength and areas of improvement; analyze, evaluate and score.
Develop the final assessment report.
Implement any recommendation arising from the assessment.
6.3.18 External Assessment for Operations (Operations) Plant Manager
Assign the necessary resources for the External Assessment.
Review External Assessment Integrity Status Report.
Expedite the closure of any outstanding recommendations.
Review and Endorse the improvement implementation plan.
PLANT INTEGRITY COORDINATOR
Participate as the single point of contact for the AIMS Corporate Team as far as the External Assessment.
Form the plant Assessment team.
Conduct joint reviews with the AIMS Corporate Team and provide the relevant data pertaining to plant processes such as:
AIMS Preparation
Integrating AIMS Activities with Asset Management Plans
AIMS Execution
AIMS Enablers
AIMS Continuous Improvement
AIMS Governance
Provide internal Integrity Status Reports.
Coordinate data collection for the External Assessment.
Once all recommendations are closed, communicate closure status to Plant Management and CSD.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 93 of 113
AIMS CORPORATE TEAM
Coordinate and plan with the plant the External Assessment tasks and responsibilities.
Review, assess, score and verify documents used for: a. AIMS Development. b. AIMS Execution. c. AIMS Continuous Improvement. d. AIMS Enablers. e. AIMS Governance.
Compile results into an Integrity Status Report.
Identify gaps and propose recommendations to close gaps.
Track the progress of recommendations and periodically follow up to completion.
AIMS External Assessment Team (Plant’s Representatives in the Team)
Participate and Perform AIMS Assessment jointly with AIMS Corporate Team.
Identify gaps and propose recommendations to close gaps.
Review final Assessment Report.
Plant Organizations (Maintenance/ Inspection / Engineering / Operations)
Implement assigned recommendations pertaining to their responsibilities.
6.3.19 AIMS Continuous Improvement for Operations (Operations) Plant Manager
Create AIMS process to continually improve AIMS, as per AIMS Process AIMS-O-C-1. Verify intended improvement is achieved. Verify implementation of improvement actions.
Division heads
Assign AIMS evaluation responsibilities and track improvement action plans implementation. Verify implementation of improvement actions. Verify intended improvement is achieved.
Plant Integrity Coordinator
Coordinate and conduct AIMS continuous improvement meeting. Document improvement action plan and update management on the status of implementation. Verify and report implementation of improvement actions and consistently follow up on recommendations.
Plant Organizations (Maintenance / Inspection / Operations / Engineering)
Participate and Contribute to the AIMS continuous improvement Process. Evaluate the need for changes to the AIMS processes and procedures.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 94 of 113
Review KPIs trends, Internal and External Assessment results, and operations feedback. Assess the benchmarking results internally and externally. Develop the required improvement action plans with priority, resources, responsibility and timeframe. Implement assigned improvement actions.
6.4 Governance for Support Organizations - Roles and Responsibilities 6.4.1 Inspection Department During Projects and Procurement:
Perform required QA/QC activities required during Design, Procurements and Construction to Handover and MCC per GI.2.710
Perform assessment to verify effectiveness of the quality systems during procurement and construction and report and track corrective action per established processes.
Perform required checks on equipment and report substandard or deficient material per established processes to correct the deficiency.
Report quality on procurement and construction related to Asset Integrity.
Allocate the required and competent/certified resources to ensure performing the required QA/QC activities including external services on Safety Critical Elements.
Ensure certification/qualification of personnel performing QA/QC activities from both company and external contractors.
Ensure complete documentation required per SAEP-122 including SCEs are provided; are marked as “YES” Items (i.e. required prior to start up).
Investigate the equipment deficiencies to ensure corrective action for the root cause.
Use the construction and procurement checklists and SA-175 forms and highlight deviations to ensure compliance.
Implement roles in projects as per GI-400.
Monitor quality using the Project Quality Index (PQI) and investigate/follow up on deviations.
Escalate non–conformance / deviations to ensure timely implementations.
exceptions
During Operations
Perform assessment on the Inspection unit per SAEP-308 and follow up on recommendations.
Support implementation of the Risk Based Inspection in line with SAEP-343 and flag high risk items.
Ensure documentation and recording of tests and the inspection of integrity related Verification Tasks per 00-SAIP-78
Monitor quality using the PIPI index and investigate/follow up on deviations.
Escalate delinquent recommendations/deviations to ensure timely implementations.
Ensure certification/qualification of personnel performing QA/QC activities from both company or hired contractors.
Supports the integrated project management teams as detailed in the Integrated Project Team (IPT) Manual.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 95 of 113
Develop/modify new standards or procedures as needed by CSD/AR&IMD to support AIMS governance.
6.4.2 Loss Prevention Department:
Support the AIMS implementation in plants and projects.
Support proponents in developing and maintaining the customized Integrity Performance Standards and verification checklists for fire and safety equipment in collaboration with FrPD.
Support proponents in incorporating Asset Integrity checks on fire and safety equipment in the facilities quarterly safety inspections.
Provide consultations to proponents related to fire and safety equipment standards and integrity verification.
Work jointly with CSD/AR&IMD to assess the overall AIMS in support of Operational Excellence.
Develop and manage an EH&S database for incidents (internal and external) to provide companyappointed Risk Management practitioners with information and lessons learned to avoid repeated incidents.
6.4.3 Environmental Protection Department:
Assess the facilities’ Environmental Protection System for compliance.
Report status of the environmental impact per SAEP-32 and establish a system to indicate deviations resulting from failures in asset integrity.
Escalate delinquent recommendations/deviations to ensure timely implementations.
Work with CSD to develop/modify new standards or procedures as needed by CSD/AR&IMD to support AIMS governance.
6.4.4 Corporate Maintenance Services/ Maintenance Council
Ensure any Verification Tasks pertaining to SCEs are not modified in SAP as part of any optimizations without the approval of CSD/AR&IMD.
Support customizing maintenance data management system (SAP/PM) as required by CSD/AR&IMD to accommodate the AIMS classification and allow reporting maintenance data to measure AIMS performance.
6.4.5 Operational Excellence Department
Coordinate with ES/CSD/AR&IMD while planning for assessment of facilities’ OE programs.
Support implementation of AIMS company-wide.
6.4.6 PEDD
Identify/update the Asset Integrity competencies in accordance with the guidelines of Saudi Aramco C-MAP and MySkills systems.
Incorporate and update Asset Integrity competencies in applicable C-Maps.
Develop and deliver the required in-company courses related to Asset Integrity Management covering Operations and Projects.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 96 of 113
6.4.7 Engineering Knowledge and Resources Division
Properly control data and drawings required for the SCE.
Acquire the necessary tools and technology to facilitate efficient retrieval and utilization of stored data and drawings for SCE.
Timely update SCE drawings to support proper MoC process.
Ensure provision in I-Plant, SAP or other document management system to categorize documents for SCEs.
6.4.8 Standards Committees:
As applicable, incorporate AIMS requirements to instill AIMS assurance and integrity system requirements into the applicable standards and procedures.
Initiate a corporate alert for Integrity related major issues requiring immediate actions from Saudi Aramco organizations or operations.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 97 of 113
7 References 1. Saudi Aramco Safety Management System (SMS). 2. Saudi Aramco Operational Excellence Implementation Manual. 3. Saudi Aramco Engineering Standards, Procedures, SAMSS, and Reports. 4. Energy Institute, “Guidelines for the Management of Safety Critical Elements”. 5. ISO55000, “Asset Management — Overview, Principles and Terminology”, First Edition, 2014. 6. ISO55001, “Asset Management — Management Systems — Requirements”, First Edition, 2014. 7. ISO55002, “Asset Management — Guidelines for the Application of ISO 55001”, First Edition, 2014. 8. ASME B31.8S “Managing System Integrity of Gas Pipelines”. 9. API - 584 “Integrity Operating Windows”. 10. SAEP-393 “Integrity Operating Windows”.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 98 of 113
8 Definitions and Acronyms Definitions: Term
Definition
Asset Integrity
“Asset Integrity” is the ability of an asset to perform its intended function as per the design intent while safeguarding life, the environment and property.
Asset Integrity Management System
“Asset Integrity Management System” is the system of people, work processes, practices and tools to maintain and assure Asset Integrity.
Safety Critical Elements
SCEs are the assets whose failure will cause or contribute to major incidents, or will prevent the escalation of incidents.
Integrity Performance Standard
An Integrity Performance Standard is a qualitative and quantitative statement of the performance required of a system or item of equipment in order for it to satisfactory fulfill its function.
Major Incidents
Major Incidents are fire, explosion, or release of a dangerous substance that will cause death or major injury, major damage to structure or plant or loss of stability.
Acronyms: AI
Asset Integrity
AIF
Asset Integrity Framework
AIM
Asset Integrity Management
AIMS
Asset Integrity Management System
AR&IMD
Asset Reliability & Integrity Management Division
CMP
Corrosion Management Program
CSD
Consulting Services Department
DBSP
Design Basis Scoping Paper
EH&S
Enviroment, health and Safety
EI
Equipment Integrity
ERM
Enterprise Risk Management
ES
Engineering Services
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 99 of 113
FMEA
Failure Mode and Effect Analysis
HAZID
Hazards Identification
HAZOP
Hazard and Operability Study
HIPS
High Integrity Protection System
NOL
Normal Operating Limit
IOW
Integrity Operating Windows
IPS
Integrity Performance Standard
ISR
Integrity Status Reports
KPI
Key Performance Indicators
MAR
Major Accident Risk
MoC
Management of Change
MWI
Maintenance Work Instructions
OE
Operational Excellence
OIM
Operation Instruction Manual
PHA
Process Hazard Analysis
PIAF
Plant Integrity Assurance Framework
PS
Process Safety
P&ID
Piping and Instrumentation Diagrams
PFD
Process Flow Diagrams
PM
Preventive Maintenance
PTW
Permit to Work
QA/QC
Quality Assurance/Quality Control
RBI
Risk Based Inspection
RCA
Root Cause Analysis
RCFA
Root-Cause Failure Analysis
RCM
Reliability Centered Maintenance
RFI
Risk Focused Inspection
RM
Risk Management
SAEP
Saudi Aramco Engineering Procedure
SAER
Saudi Aramco Engineering Report
SAES
Saudi Aramco Engineering Standard
SAIF
Saudi Aramco Inspection Framework
SAFOP
System Safety & Operability
SCE
Safety Critical Elements
SIL
Safety Integrity Level
SIS
Safety Instrumented System
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 100 of 113
SMS
Safety Management System
SOL
Safe Operating Limit
SSIV
Sub-Sea Isolation Valves
TPRM
Total Plant Reliability Management
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 101 of 113
9 Appendix A: List of Integrity Performance Standards The following are a list of Integrity Performances Standards; more IPSs may be added in the future. These Integrity Performances Standards are developed and available on the AIMS website (https://sharek.aramco.com.sa/orgs/30003036/SitePages/AIMS.aspx). For any additional information please contact AR&IMD/CSD. Barrier SI SI SI PC PC PC PC PC PC PC PC PC PC PC PC PC PC PC IC IC IC IC IC IC IC
Saudi Aramco: Confidential
Safety Critical Elements (Structural Integrity) SI001 Sub-sea Structures SI002 Topside Surface Structures SI007 Structure for Multiple Piping (pipe rack) Safety Critical Elements (Process Containment) PC001 Pressure Vessels PC002 Heat Exchangers PC002a Shell and Tube Heat Exchanger PC002b Fin Fan Heat Exchanger PC003 Rotating Equipment PC003a Pumps PC004 Tanks PC005 Piping Systems PC006 Pipelines PC007 Relief System PC008 Well Containment PC009 Gas Tight Floor PC013 Oil-in-Water Control PC014 Mechanical Handling Equipment PC015 Gas Fire Heaters Safety Critical Elements (Ignition Control) IC001 Hazardous Area Ventilation IC002 Non-hazardous Area Ventilation IC003 Certified Electrical Equipment IC004 Earth Bonding IC005 Fuel Gas Purge System IC006 Chemical Tanks Inert Gas Blanket System IC007 Miscellaneous Ignition Control Components
Asset Integrity Management System Manual https://t.me/PrMaB
Page 102 of 113
Barrier DS DS DS DS PS PS PS PS PS PS PS PS PS PS PS PS PS PS PS SD SD SD SD SD SD SD SD SD ER ER ER ER ER ER ER ER ER ER ER ER ER ER Saudi Aramco: Confidential
Safety Critical Elements (Detection System) DS001 Fire and Gas Detection DS002 Dew Point Measurement DS003 PROCESS ANALYZER DS004 Combustible and Toxic Gas Detection Safety Critical Elements (Protection System) PS001 Deluge Systems PS002 Fire and Explosion Protection PS003 Helideck Foam PS004 Firewater Pumps PS005 Firewater Ring Main PS006 Passive Fire Protection PS007 Gaseous Fire Protection Systems PS008 Fire Water Spray (FWS) Systems PS009 Sprinklers Systems PS010 Power Management Systems PS011 Fixed Foam Systems PS012 Sand Filters PS013 Chemical Injection Systems PS016 Meteorological Data Gathering Systems PS018 Oily Water Drainage System Safety Critical Elements (Shutdown System) SD001 Emergency Shutdown Systems(ESD) SD002 De-Pressurization System SD003 High Integrity Protection System SD004 Well Isolation SD005 Pipeline Isolation Valves SD006 Process Emergency Shutdown Valves (ESDVs) SD007 Sub-Sea Isolation Valves (SSIVs) SD009 Utility Air Systems SD010 Emergency Shutdown Valve (ESDV) Safety Critical Elements (Emergency Response) ER001 Temporary Refuge-Primary Muster Areas ER002 Escape and Evacuation Routes ER003 Emergency Escape Lighting ER004 Communication Systems ER005 Uninterrupted Power Supply (UPS) ER007 Emergency Power ER008 Manual Fire Fighting Equipment ER008b Fire Extinguishers ER008c FIRE Hose reels ER009 Process Control and Alarms ER009a Integrity Operating Windows Control ER010 Open Hazardous Drain Systems ER011 Open Non-hazardous Drains System ER012 Wind direction Asset Integrity Management System Manual https://t.me/PrMaB
Page 103 of 113
Barrier ER LS LS LS LS
Saudi Aramco: Confidential
Safety Critical Elements (Emergency Response) ER012a Wind socks Safety Critical Elements (Life Saving) LS001 Personal Survival Equipment (PSE) LS001a Safety Showers LS002 Rescue Facilities LS004 Tertiary Means of Escape
Asset Integrity Management System Manual https://t.me/PrMaB
Page 104 of 113
10 Appendix B: Integrity Status Report Outline The Integrity Status Report (ISR) is a document that provides an overview of the status of all the AIMS components. It is compiled using the data gathered during the Internal and/or External Assessment process. Below is the suggested template for the Integrity Status Report (ISR).
PROJECTS INTEGRITY STATUS REPORT TEMPLATE Section 1: Introduction
Provide overview of the Capital project that was assessed. Provide the date of the PHA.
Section 2: Status of SCE and Documentation Subsection 2.1: Design Phase
Provide complete list of SCE.
Provide checklist of outcomes (Table 3.6) for the Design Phase Integrity requirements.
Subsection 2.2: “Procure and Construct” Phase
Provide checklist of outcomes (Table 3.7) for the “Procure and Construct” Phase requirements.
Subsection 2.3: “Commissioning” Phase
Provide checklist of outcomes (Table 3.8) for the Commissioning Phase Integrity requirements.
Section 3: Status of Enablers
Summary of the status of implementation for each of the Enablers across each phase of the project.
Section 4: Status of Governance
Provide a summary relating to the issues or shortcomings regarding distribution of Governance roles and responsibilities across each phase of the project.
Section 5: Areas of Strength / Areas of Improvement / Recommendations
Provide the areas of strength.
Provide a summary and /or table showing areas of improvement & recommendations (using 80/20 rule) with timelines.
Section 6: Conclusion and Score
Provide the AIMS Assessment Score.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 105 of 113
OPERATIONS INTEGRITY STATUS REPORT TEMPLATE Section 1: Introduction
Provide process overview of the facility/unit that was assessed.
Provide the name and date of the most recent PHA or PHA revalidation.
Provide history of previous incident at the facility / Unit.
Section 2: System Level Assessment
AIMS System Level Assessment Scoring.
Areas of Strength / Areas of Improvement / Recommendations.
Section 3: Asset Level Assessment
Summary table of SCE Integrity Status (“Demonstrated” and “Not Demonstrated”). See Table 5.6 and Table 5.7.
Areas of Strength / Areas of Improvement / Recommendations.
Section 4: Appendix A – IPS Evaluation Results
Integrity Performance Standard’s evaluation results for SCEs.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 106 of 113
11 Appendix C: List of Documentation for Assessment The following section provides lists of suggested Documentation per discipline that can be used during Internal Assessment and External Assessment. Process Containment Equipment
Process flow diagram.
P&IDs.
Material Safety Data Sheet (MSDS).
Equipment drawings & Safety Instruction Sheet (SIS).
Line designation table.
Equipment Inspection Schedule (EIS).
SAP to review external inspection master plan/ Task List.
Equipment External inspection Reports /Equipment file.
CUI inspection reports.
SAP to review the CUI inspection plan/Task List.
Equipment Inspection Schedule (EIS) looking for Equipment T&I inspection requirement and frequency.
SAP to review T&I inspection master plan/ Task List.
Equipment post T&I inspection Reports /Equipment file.
CMP report as per SABP-A-033.
Risk Based Inspection Report SAEP-343.
Equipment assessment/study report and Failure Analysis Reports.
Integrity Operating Window report and dashboard.
Inspection Training Records and certification (Job Tracking System).
Equipment OSI drawing and thickness measurement report.
OSI Piping List.
OSI SAP/SAIF inspection report and results (OSI 3 in 1 report).
OSI quarterly report.
Dead Legs inspection records.
Small Bore Piping inspection report..
Equipment File.
MOC System.
Recommendations Tracking System.
Inspection Work Sheet / SAP Defect Notification.
Relief valve list.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 107 of 113
Piping System master List.
Piping isometrics & Safety Instruction Sheet (SIS).
Line designation table.
Integrity Performance Standard.
Inspection Department Assessment Report per SAEP-308.
Internal assessment Report by facility.
Cathodic Inspection Program operation log.
Equipment Inspection Schedules.
Failure investigations, e.g. RCA/RCFA.
KPIs, Dashboards, and Operational Matrixes.
Audits over the last 2 years on Safety Critical Equipment and any non-compliance;
A copy of the most recent HSE-MS audit report;
Inspection reports and maintenance records;
Integrity Operating Windows or Operation Log;
MoC request for last 5 years
Repairs to process containments
RBI reports;
RV quality manual and related personnel certificates and checklists
Operations checklists and logs
Structures o
Identified Structure
o
Inspection records
o
Maintenance Records
o
Inspection Plan
o
MoC related requests
o
Incident and near miss log
Instrumentation & Control System - General
Instrument installation schedule sheets.
All ESD tags from the central PCST.
All the PM lists for ESD system.
Gas & H2S Detection.
Alarm Philosophy document.
Weekly Critical Alarm reports.
Maintenance Records.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 108 of 113
Calibration Log.
Maintenance strategy.
Incident and near miss log.
Emergency Shutdown System including initiator and final elements: o
SAP list of equipment.
o
Instrument installation schedule sheets.
o
Cause and effect document.
o
SIL study documentations (If applicable).
o
All ESD tags.
o
PM lists for ESD system.
Instrumentation & Control System - Gas & H2S Detection
All the list of the H2S and LEL detector that exist in the area for the central PCST.
All the instrumentation installation schedule.
SAP PM history and frequency.
PM documentation to know the verification test.
List of all SCE in one Excel sheet.
Instrumentation & Control System - Fuel Gas Purge System
List of instrumentation.
All the instrumentation installation schedule.
SAP PM history and frequency.
PM documentation.
Instrumentation & Control System - Alarm Management System
Alarm Philosophy document.
Weekly Critical Alarm reports.
Rotating Equipment:
Installation, operation, and maintenance manual (instructions).
Specification sheet (data sheet).
Cross sectional Drawings (if not included in the maintenance manual) outline drawing (dimensional), etc.
Bill of material complete part list.
RPL (required part list) - minimum to be stocked by stores or local vendor.
Performance curves (if applicable).
Design change data.
Computer input forms if available.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 109 of 113
Equipment PM Task and plan.
Vibration route and historical notifications. (applicable for equipment without continuous condition monitoring)
OEM operation & maintenance manual.
Operation reading sheet.
Certified dimensional outline drawing.
Mechanical seal assembly. o
If Dry Gas Seal include gas schematic, control alarm and trip setting.
o
If wet seal include component drawing and data like overhead tank.
Lube oil assembly/arrangement/component drawing, list of connecting and components data sheets.
An alignment diagram including recommended limits.
Electrical System:
Integrity Performance Standard.
Routine history of work carried out in past 60 months.
Maintenance strategy.
Maintenance routines.
Hazardous area drawings.
Electrical safe work procedures (e.g. Electrical Safety Rules, and Electrical Safety Operational Procedures).
Failure investigations, e.g. RCA/RCFA.
KPIs, Dashboards, and Operational Matrixes.
Audits over the last 2 years on Safety Critical Equipment and any non-compliance.
Inspection reports and maintenance records.
Inspection Programs Assessment Reports.
Operation logs.
MoC Documents.
Cause & Effect, Process Flow Diagrams, and P&IDs.
Ignition Control equipment (Ex equipment, grounding etc).
SAP listing of electrical equipment.
Electrical Classification Drawings.
UPS drawings.
Single Line diagrams.
PM lists.
Load Flow studies.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 110 of 113
Inspection and Test certificates (from Inspection and POD).
Fire and Safety System:
Plant Layout, fire protection and drainage systems drawings.
Emergency Response Plan.
Operations checklist.
FrPD checklists.
Equipment lists.
Related MoCs.
List of equipment.
Maintenance Records.
Calibration Log.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 111 of 113
12 Figures Figure 1.1: AIMS Vision, Mission, Goals, and Value Proposition ............................................................ 5 Figure 2.1: AIMS Framework for Projects ............................................................................................. 10 Figure 2.2: AIMS Framework for Operations ........................................................................................ 11 Figure 2.3: Flow of activities for implementing AIMS Processes and the associated deliverables ........ 12 Figure 2.4: Hardware Barriers and SCEs ............................................................................................. 13 Figure 2.5: Integrity Operating Window for a Critical Variable............................................................... 15 Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects” ................................................... 18 Figure 3.2: Risk Identification and Mitigation Process (OE Process # 11.1).......................................... 19 Figure 3.3: Hierarchy and Effectiveness of Mitigation Measures (Hazard Control) ............................... 21 Figure 3.4: SCE Barrier Concept .......................................................................................................... 21 Figure 3.5: Process # AIMS-P-D-2 "Barrier and SCE Identification" ..................................................... 22 Figure 3.6: Criteria for determining SCE from risk studies .................................................................... 24 Figure 3.7: Process # AIMS-P-D-3 "IPS Development" ........................................................................ 25 Figure 3.8: Template of an Integrity Performance Standard and Its IPS Verification Results ................ 27 Figure 3.9: Example of an IPS for ESD System with IPS Verification Results ...................................... 28 Figure 3.10: Process # AIMS-P-D-4 "Critical Variables Identification and IOW Development" .............. 29 Figure 3.11: Process # OE – 4.1 "Design, Procurement, and Construction" ......................................... 31 Figure 3.12: Process # AIMS-P-A-1 "Internal Assessment for Projects" ............................................... 35 Figure 3.13: Process # AIMS-P-A-2 "External Assessment for Projects" .............................................. 39 Figure 3.14: Process # AIMS-P-C-1 "Continuous Improvement for Projects" ....................................... 41 Figure 4.1: Process # AIMS-O-D-1 "Development Process in Operations" ........................................... 44 Figure 4.2: Process # AIMS-O-E-1 "Execution process in Operations" ................................................. 47 Figure 4.3: Process # AIMS-O-A-1 "Internal Assessment" ................................................................... 54 Figure 4.4: Process # AIMS-O-A-2 "External Assessment" .................................................................. 57 Figure 4.5: Process # AIMS-O-C-1 "Continuous Improvement” ............................................................ 60 Figure 5.1: Example of Summary Dashboard for AIMS Showing Barriers/SCEs Status ....................... 70
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 112 of 113
13 Tables Table 2.1: Examples of SCEs............................................................................................................... 14 Table 3.1: Required Activities during Project Design Phase ................................................................. 17 Table 3.2: Examples of PHA Studies per Equipment type .................................................................... 24 Table 3.3: Criteria for determining SCE from risk studies (SIL)............................................................. 24 Table 3.4: AIMS Requirements during Procurement and Construction Phase ...................................... 32 Table 3.5: AIMS Requirements during Commissioning Phase.............................................................. 34 Table 3.6: AIMS Summary checklist for Project Internal/External Integrity Assessment (Design) ......... 37 Table 3.7: AIMS Summary checklist for Project Internal/External Integrity Assessment (P&C) ............. 37 Table 3.8: AIMS Summary checklist for Project Internal/External Assessment (Commissioning) ......... 38 Table 5.1: AIMS Common KPIs - Number of Integrity .......................................................................... 67 Table 5.2: AIMS Common KPIs - Number Of Fatalities or major injuries .............................................. 68 Table 5.3: AIMS Common KPIs - Property Loss/Damage or Financial Loss ......................................... 68 Table 5.4: AIMS Common KPIs - Integrity Barriers Strength ................................................................ 68 Table 5.5: AIMS Common KPIs - Assets IOW Compliance .................................................................. 68 Table 5.6: Example of a Dashboard for AIMS KPIs Showing Barrier Strength ...................................... 69 Table 5.7: Example of a Dashboard for AIMS KPIs Showing Barriers/SCEs Status ............................. 69
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 113 of 113
Table of Contents 1
Part I: AIMS Organization Context ....................................................................................... 5 1.1
Purpose ............................................................................................................................ 5
1.2
AIMS’s Vision, Mission and Goals .................................................................................... 5
1.3
Scope ................................................................................................................................ 6
1.4
Business Drivers and Objectives ...................................................................................... 6
1.5
AIMS Mandates ................................................................................................................ 7
1.6
Custodianship................................................................................................................... 9
2
Part II: AIMS Framework................................................................................................... 10
3
Part III: AIMS Implementation in Projects.......................................................................... 16
4
5
6
3.1
AIMS Development in Projects ...................................................................................... 16
3.2
AIMS Execution in Projects ............................................................................................ 31
3.3
AIMS Assessment for Projects ....................................................................................... 35
3.4
AIMS Continuous Improvement for Projects ................................................................. 41
Part IV: AIMS Implementation in Operations ..................................................................... 44 4.1
AIMS Development in Operations ................................................................................. 44
4.2
AIMS Execution in Operations ....................................................................................... 47
4.3
AIMS Assessment for Operations .................................................................................. 54
4.4
AIMS Continuous Improvement for Operations ............................................................ 60
Part V: AIMS Enablers ....................................................................................................... 63 5.1
Competency ................................................................................................................... 63
5.2
Integrity Information and Document Management ...................................................... 65
5.3
Key Performance Indicators ........................................................................................... 67
5.4
Process Management .................................................................................................... 71
5.5
Management of Change ................................................................................................ 73
5.6
External Resources ......................................................................................................... 74
5.7
Tools & Technology ........................................................................................................ 75
Part VI: AIMS Governance................................................................................................. 76 6.1
Objective ........................................................................................................................ 76
6.2
AIMS Governance Expectations ..................................................................................... 76
6.3
Roles and Responsibilities for the AIMS Processes........................................................ 78
6.4
Governance for Support Organizations - Roles and Responsibilities ............................ 95
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 2 of 113
7
References ....................................................................................................................... 98
8
Definitions and Acronyms ................................................................................................. 99
9
Appendix A: List of Integrity Performance Standards ........................................................102
10
Appendix B: Integrity Status Report Outline .....................................................................105
11
Appendix C: List of Documentation for Assessment ..........................................................107
12
Figures ............................................................................................................................112
13
Tables .............................................................................................................................113
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 3 of 113
Overview Saudi Aramco’s journey in Asset Integrity Management (AIM) spans several decades and continues to be an important part of the company’s corporate safety value. This is evident from its long safety history and pockets of excellence in integrity already demonstrated in the company. Examples of these pockets of Excellence include: Corrosion Management Program (CMP), Total Plant Reliability Management (TPRM), Inspection, Risk Based Inspection (RBI), HAZOP, Environmental Protection Programs, High Integrity Protection System (HIPS), etc. The AIMS Manual reinstates the long-standing journey of Saudi Aramco to achieve best-in-class in Asset Integrity Management. In addition, AIMS emphasizes/focuses on the key integrity elements: Risk Identification and Mitigation, Safety Critical Elements, Integrity Performance Standards development/application, and Integrity Operating Windows. To sustain high level of quality for Asset Integrity Management implementation, Internal/External Integrity Assessment and Continuous Improvement processes are integrated as part of the AIMS. The AIMS Enablers (Integrity Competencies, Integrity Information and Documentation, KPIs, AIMS Process Management, etc.) ensure successful business implementation of AIMS and help achieve a unified company approach to Asset Integrity Management. This Manual supersedes and replaces previous AIMS issued documents, namely “Asset Integrity Management Framework” and “Asset Integrity Management System – High-Level Guide”, both issued in August 2013. It is expected that the Asset Integrity Management System (AIMS) will mature and be updated over time, as experience is gained with systems, operational practices, and as new technologies become available. While the components of AIMS are expected to remain stable, the specifics of its applications, solutions or execution may evolve and be automated over the years.
Copyright © 2015 Saudi Aramco, All Rights Reserved. Revision 1.0 - 2015
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 4 of 113
1 Part I: AIMS Organization Context 1.1 Purpose The purpose of this Manual is to define the Saudi Aramco Asset Integrity Management System (AIMS). It provides a unified framework and methodology to manage Asset Integrity across the company and thereby achieve business objectives pertaining to Asset Integrity. This Manual provides a guide to management, engineers, project managers, project engineers, inspectors, maintenance personnel, and technicians for implementing the various aspects of AIMS within their area of responsibility. In particular, the AIMS Manual consists of a set of expectations and work processes governing how Asset Integrity should be implemented and managed. By fulfilling these expectations and implementing the associated work processes, organizations can achieve Operational Excellence (OE) in Asset Integrity Management (AIM). Asset Integrity is an integral part of the requirements of Saudi Aramco OE and Safety Management System (SMS). While OE and SMS outline the needs, mandates and expectations for Asset Integrity, i.e. the “What” part, the AIMS complements OE and SMS by outlining the “How” and the detailed work processes to implement and maintain AIMS from design to decommissioning.
1.2 AIMS’s Vision, Mission and Goals
Figure 1.1: AIMS Vision, Mission, Goals, and Value Proposition
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 5 of 113
1.3 Scope The AIMS requirements stipulated in this Manual apply to all Saudi Aramco surface facilities and assets, such as Refining, Gas, Oil and Petrochemical Plants, On-shore and Offshore hydrocarbon facilities, and Pipelines. The AIMS scope covers the entire lifecycle of Saudi Aramco plant assets and hydrocarbon structures from design to decommissioning; examples of plant assets are: Stationary Equipment, Rotating Equipment, Electrical, Instrumentation, Control Systems, Communication Systems, Pipelines, etc. In specific, the AIMS focus is the processes, systems, people, tools, and activities associated with: 1. Design and Build Integrity – Identify Safety Critical Elements and develop Integrity Performance Standards & IOWs. 2. Operate and Safeguard Integrity - Operate while keeping process variables within their safety limits through monitoring Integrity Operating Windows (IOW). Maintain Barriers and SCE integrity through Assurance Requirements and Verification Tasks. Continuously assess and improve AIMS. The scope and mandate of this Manual excludes Drilling, Aviation, Marines, Joint Venture, non-hydrocarbon projects (i.e. residential buildings) and Third Party facilities, as the responsible organizations for these assets/activities have their own specific Integrity requirements and mandates. However, in the future the scope may include the above operation types and specific Asset Integirty Management requirement will be developed accordingly in line with the AIMS Manual.
1.4 Business Drivers and Objectives The business drivers for deploying AIMS in Saudi Aramco Projects and Operations are: 1. The need to have an effective and practical system that proactively prevents major incidents in our facilities. 2. The need to fulfill corporate mandates stipulated by OE and SMS by outlining “how” to implement Asset Integrity Management across the company. OE remains the overarching umbrella for AIMS and other programs in the company. 3. The need to maintain and safeguard Asset Integrity for aging assets/facilities. At a high-level, AIMS objectives need to be aligned with organizational objectives and applicable requirements (SMS, OE, SAES, etc) as well as be measurable, monitored, reviewed, updated and communicated to relevant stakeholders. The Saudi Aramco AIMS key objectives are: 1. Asset Integrity requirequirements and concepts are incorporated into the early design of the asset and built-in during contruction; Asset Integrity is maintained and safeguarded during the “Operate and Maintain” phase. 2. Hazards are identified and risks are assessed at set intervals; barriers and control measures are in place to mitigate and/or limit the escalation of Risks/Hazards. 3. All plant’s critical variables and their limits (Standard IOW Limits and Critical IOW Limits) are identified; all process units and assets are operated within the IOW limits. 4. Appropriate Key Performance Indicators (KPIs) are developed and updated to provide Projects, Operations, and Management with the status of Asset Integrity in order to make the right decision at the right time. Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 6 of 113
5. Internal and External Assessments are periodically performed to assure Integrity and for continuous improvement. Various existing management systems such as OE, SMS, Total Plant Reliability Management (TPRM), Enterprise Risk Management (ERM), and existing standards/procedures provide important support to the various components of the AIMS. AIMS will build on these excellent initiatives and standards while setting the shortterm and long-term strategies and plans to better integrate, align, and implement Integrity throughout the lifecycle of the assets.
1.5 AIMS Mandates Saudi Aramco Projects and Operations shall establish, implement, maintain and continuously improve the Asset Integrity Management System in their areas of responsibilities in accordance with this Manual’s requirements. Saudi Aramco Projects and Operations shall ensure that all assets, put into service (new) or being continued to operate in facilities (existing), have demonstrated integrity requirements.
1.5.1 AIMS Mandates for Projects The Project Management Organizations and each Project Manager are responsible for designing, constructing and delivering assets/plants that meet company Integrity standards as per this AIMS Manual. The following figure summarizes the AIMS Mandates for Projects:
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 7 of 113
1.5.2 AIMS Mandates for Operations The Operations Manager is responsible for managing the operation of the assets to safeguard and maintain their integrity as per this AIMS Manual. The following Figure summarizes the AIMS mandates for Plant Management:
1.5.3 AIMS Mandates for Consulting Services Department (CSD) CSD through its Division, Asset Reliability and Integrity Management Division (AR&IMD), has the mandates to develop and maintain an effective AIMS that meets minimum industrial integrity requirements; AR&IMD shall: 1. Develop and maintain an effective AIMS with supporting KPIs and tools. 2. Align the risk management scheme used in AIMS with the corporate approach for Risk Management. 3. Support Projects and Operations in deploying and implementing AIMS. 4. Develop and deliver the required training courses and awareness programs. 5. Promote continual improvement for AIMS in projects and operations. 6. Conduct joint External Assessments for selected facilities or projects. Note: More details on CSD and other departments’ Roles and responsibilities are shown in the Governance section of this Manual.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 8 of 113
1.6 Custodianship The custodian of this Manual is the Asset Reliability and Integrity Management Division (AR&IMD), Consulting Services Department (CSD). AR&IMD/CSD custodianship implies:
Providing guidance and consultation to Projects and Operations regarding the Asset Integrity requirements as outlined in this Manual.
Continuously seeking and assessing the feedback from implementing AIMS, and subsequently revising and optimizing the AIMS Manual.
This Manual is available on the corporate e-Standards website under “Manuals”. For any additional information or technical support, please contact AR&IMD/CSD.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 9 of 113
2 Part II: AIMS Framework The AIMS Framework covers the entire lifecycle of the asset, from Design to Decommissioning. The AIMS Framework encompasses the AIMS Organization Context, AIMS Processes, AIMS Enablers, and AIMS Governance, needed to establish and then safeguard the integrity of the company’s assets. Figure 2.1 provides the AIMS Framework for Projects (during Design, Procurement, Construction, and Commissioning Phases) while Figure 2.2 provides the AIMS Framework for Operations (during “Operate and Maintain” Phase).
Figure 2.1: AIMS Framework for Projects
In Projects, the AIMS Processes consist of the following (see Figure 2.1): 1.
AIMS Development for Projects (Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects” ): a. Build Integrity in Design Phase. b. Identification of Risk/Hazards and Mitigation/Barriers for Hazards. c. Identification of the SCEs and developing the associated Integrity Performance Standards. d. Developing IOW.
2. AIMS Execution in Projects (Figure 3.11: Process # OE – 4.1 "Design, Procurement, and Construction"): a. Design and build Integrity during the design, procurement, and construction phases. b. Verification of Integrity during commissioning. 3. AIMS Assessment for Project: a. Conducting Internal Assessment (Figure 3.12: Process # AIMS-P-A-1 "Internal Assessment for Projects").
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 10 of 113
b. Conducting External Assessment (Figure 3.13: Process # AIMS-P-A-2 "External Assessment for Projects"). 4. AIMS Continuous Improvement (Figure 3.14: Process # AIMS-P-C-1 "Continuous Improvement for Projects"): a. Creating Continuous Improvement process. b. Identifying Integrity improvement opportunities. c. Developing/tracking improvement plan.
Figure 2.2: AIMS Framework for Operations
During the “Operate and Maintain” phase, AIMS Processes consist of the following: 1. AIMS Development for Operation (Figure 4.1: Process # AIMS-O-D-1 "Development Process in Operations"): a. Identification/updating of Risk/Hazards and Mitigation/Barriers for Hazards. b. Identification/updating of the SCEs and categorization of barriers. c. Developing/updating the associated Integrity Performance Standards. d. Developing/updating IOW. 2. AIMS Execution for Operation (Figure 4.2: Process # AIMS-O-E-1 "Execution process in Operations"): a. Integrating AIMS with Plant Asset Management Plans. b. Execution of IPS Verification Tasks (as part of the Maintenance and Inspection Plan). c. Operating within IOW Limits. Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 11 of 113
3. AIMS Assessment for Operation: a. Conducting Internal Assessment (Figure 4.3: Process # AIMS-O-A-1 "Internal Assessment"). b. Conducting External Assessment (Figure 4.4: Process # AIMS-O-A-2 "External Assessment"). 4. AIMS Continuous Improvement (Figure 4.5: Process # AIMS-O-C-1 "Continuous Improvement”): a. Creating Continuous Improvement process. b. Evaluating AIMS Implementation. c. Identifying Integrity improvement opportunities. d. Developing/tracking improvement plan. In both Figures above, the AIMS Organization Context, AIMS Governance and AIMS Enablers are common components of the Framework to both Projects and Operations. Details of these components, however, will differ as applicable to the nature of activities within the two organizations. AIMS uses the Plan-Do-Check-Adjust (PDCA) cycle to ensure the system is continuously being updated and maintaining quality. The four phases of AIMS are aligned with the PDCA cycle as shown below (Plan –AIMS Development, Do – AIMS Execution, Check – AIMS Assessment, Adjust – AIMS Improvement). Figure 2.3 shows the flow of activities for implementing AIMS Processes for Operations.
Figure 2.3: Flow of activities for implementing AIMS Processes and the associated deliverables
AIMS Governance outlines the management functions and the various governing bodies who can provide oversight and assurance that the system is fit-for-purpose and being applied correctly. The “AIMS Governance”
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 12 of 113
section of this Manual provides the detailed expectation and Roles and Responsibilities of various Saudi Aramco entities. Enablers facilitate effective and successful implementation of AIMS. For each Enabler, this Manual describes the Objectives, Expectations and Roles of the organizations and individuals to ensure support for AIMS implementation. The AIMS Enablers are: 1. Competency 2. Integrity Information & Documentation Management 3. Key Performance Indicators (KPIs) 4. Process Management 5. Management of Change (MoC) 6. External Resources 7. Tools & Technology A key component of “AIMS Development” to prevent and mitigate risks is the “Hardware Barriers” and SCEs (See Figure 2.4). The “Hardware Barriers” can be visualized as a series of control measures or “barriers”, which either prevent the hazard from being realized, or limit the effects of the accident after the hazard has been realized. When multiple barriers fail, there exists a possibility of a major accident. This is referred to as the “Swiss Cheese Model”, developed by James T. Reason in 1990, as shown below.
Figure 2.4: Hardware Barriers and SCEs
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 13 of 113
The categories of “Hardware Barriers” in AIMS are as follows: 1. Structural Integrity 2. Process Containment 3. Ignition Control 4. Detection Systems 5. Protection Systems 6. Shutdown Systems 7. Emergency Response 8. Life Saving Though each barrier is represented as a single hardware entity; they are merely representative of a group of Safety Critical Elements (SCEs) that actually form the physical barrier. For example, the “Process Containment” barrier is comprised of Pressure Vessels, Heat Exchangers, Rotating Equipment, Tanks, Piping Systems, Pipelines, Relief System, etc. All of these individual SCEs serve the same integrity purpose of maintaining process containment so they are grouped together into one barrier. These hardware elements are supported by people and processes that enable the hardware to perform its function. Table 2.1: Examples of SCEs provides some additional examples of SCEs per Hardware Barrier. Integrity Barrier Category
Examples
Structural Integrity
Offshore Platform Structure, Piping support, Vessels support, Surface Structures, Heavy Lift Cranes, Ballast Systems, Mooring Systems, and Drilling Systems.
Process Containment
Pressure Vessels, Heat Exchangers, Rotating Equipment, Tanks, Piping, Pipelines, Relief Valves, Flare System, Process Control System, Surge Relief Protection Systems, Well Containment System, and Tanker Loading.
Ignition Control
HVAC (Hazardous and Non-hazardous), Certified Electrical Equipment, Inert Gas System, Earth Bonding, and Fuel Gas Purge.
Detection System
Fire Detection System, Combustible Gas Detection System, H 2S Detection System H2Oin-Condensate Detection System, Tank Level Monitoring system and Vibration monitoring system.
Protection System
Deluge System, Fire/Explosion Protection System, Fire-water Systems, Passive Fire Protection, Gaseous System, Power Management Systems, Foam Systems, Sand Filters, Chemical Injection Systems, Plant Data security system (Firewall, virus protection, and Intrusion protection).
Shutdown System
Emergency Shutdown system (ESD), Depressurization Systems, High Integrity Pressure Protection System (HIPPS), Well Isolation, Pipeline ESDV, Process ESDV, Isolation Valves (IVs), Burner Management System, Process Gas Heater Safety System, and Drilling WellControl.
Emergency Response
Siren System, Refuge/Muster Areas, Escape/Evacuation Routes, Emergency Escape Lighting, Emergency Response Room, UPS, Emergency Power, Manual Firefighting, and Open Hazardous Drains.
Life Saving Equipment
Personnel Survival Equipment, Breathing Air Systems, Rescue Facilities, and Lifeboats. Table 2.1: Examples of SCEs
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 14 of 113
Another important building block of the AIMS Framework is the IOW; assets should be designed and operated such that process variables are kept within established integrity limits. The IOW describes operating ranges for equipment, plants, and assets. The intent of IOW is to cover parameters that can impact asset integrity or process safety either immediately or over a longer period of time. Limits (Standard IOW Limits and Critical IOW Limits) must be defined for each individual operating variable that could affect asset integrity (the “critical operating variable”). Once IOW limits are defined for all critical variables, process control and emergency systems are designed and programmed/configured to maintain asset operation within these IOW Limits, See Figure 2.5.
Figure 2.5: Integrity Operating Window for a Critical Variable
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 15 of 113
3 Part III: AIMS Implementation in Projects Projects consist of three phases: design, procurement/construction, and commissioning. AIMS implementation in Projects consists of four main steps:
AIMS Development in Projects
AIMS Execution in Projects
AIMS Assessment in Projects
AIMS Continuous Improvement
Operational Excellence Process #OE 4.1 Design, Procurement, and Construction, is the governing process for Asset Management during designing, procuring, constructing and commissioning of capital projects. Subsequent Sections 3.1-3.4 are additional requirements to fulfill Asset Integrity in projects. The following sections contain the details (expectations and process) for each of these steps.
3.1 AIMS Development in Projects This section contains the requirements for building integrity into design. Operational Excellence Process #OE 4.1 process steps from Design to Commissioning along with this section form the basis for ensuring integrity is embedded in design. General Expectations during Project Design phase The following expectations need to be achieved by the project team during design phases:
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 16 of 113
For the design phase, projects are expected to fulfill the requirements listed in the Table 3.1: #
AIMS Requirements during Design Phase
1
Preliminary hazard/Risk analysis during DBSP (FEL2) is performed.
2
Qualified personnel are assigned to conduct HAZOP. Competent vendors/offices are assigned to Integrity related activities during design phase.
3
Process Hazard Analysis studies (HAZOP, SIL, What-If, Checklist, etc) are performed during Design.
4
Risk Register is created. SCEs are identified.
5
Changes to design after HAZOP are captured/reviewed via MOC.
6
IPSs for each SCE are developed and documented electronically and in hardcopy format.
7
Critical variables are identified with corresponding limits.
8
Project Construction Plan is developed.
9
QA/QC Plan (including SCEs and integrity requirements) is developed.
10
Roles and responsibilities for all project phases are defined.
11
SCEs’ procurement requirements are included in the Procurement Plan
12
Competency of construction team for SCEs is verified.
References SABP-A-033 (CMP); SAEP-393; SAEP-707 ; SAEP-366; SAER-5437 Saudi Aramco HAZOP Guidelines; OE 4.1 Design, Procurement, and Construction; OE-5.2 “Environmental Protection”; OE-9.1 “Communication of Information”; OE-9.2 “Accessibility to Information”; OE-9.3 “Data Archiving and Information Protection”; OE-11.1 “Risk Management”; OE-11.2 “Business Continuity Management (Contingency)”; 11.3 “Business Continuity Management (Emergency)”; OE-12.5 “Learning organization”; Risk Assessment and Management - A Guide for Managers; Saudi Aramco Enterprise Risk Management Framework (under development); Energy Institute, “Guidelines for the Management of SCEs”; ISO-31000; API RP 584-2014; IPS Template;
Table 3.1: Required Activities during Project Design Phase
The following subsections (3.1.1 to 3.1.4) provide the details of building integrity in the design phase, specifically addressing:
Risk Identification and Mitigation
Barrier and Safety Critical Element (SCE) Identification
Integrity Performance Standards (IPS) Development
Critical Variables identification and IOW development
For the above components development, the Figure below provides the AIMS Process steps for developing the four components above, during the design phase (Figure 3.1). Incorporating Asset Integrity concepts and elements into the design phase is an essential part of ensuring system safety, reliability and stability over the life
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 17 of 113
cycle of assets. For all project developments, the aspects described in the following sub-sections need to be implemented, documented and incorporated into the Project’s AIMS.
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
AIMS Development for Projects
AIMS-P-D-1
Process Number:
Process Steps Identify Risks & Mitigation
Develop / Update Integrity Performance Standards (IPS)
Identify/Update Safety Critical Element (SCE)
Develop/update IOW
Process Steps Details Use OE Process # 11.1. “Risk Management” process to identify risks & mitigation Review of internal and external incidents Create a Risk Register Report & communicate the Risk Register to projects teams and management
Convene team with expertise for SCE selection. Gather data: list of equipment; Risk Register; prior PHA studies. Identify SCEs from the Risk Register mitigations measures Categorize SCEs under one of the barrier classes
Develop the Integrity Performance Standard for each SCE. For all SCEs, define: SCE Goal and Function Assurance Requirements Verification Tasks with Acceptance Criteria
Identify Damage Mechanisms Determine Critical Variables Establish limits Setup IOW Develop the required Integrity KPIs
Responsibilities Project Manager Proj Integrity Coordinator Project Team Risk Champion Risk Professional
Project Manager Project Team Integrity Coordinator Proponent
Project Manager Project Team Integrity Coordinator Proponent
Project Manager Integrity Coordinator Process Engineer Corrosion Engineer Proponent
References OE-11.1 “Risk Management” SMS Element 2 “Risk Assessment & Management”
AIMS Manual, Section 3.1 Energy Institute, “Guidelines for the Energy Institute, “Guidelines Management of Safety for the Management of Safety Critical Elements” Critical Elements” IPS Template
SABP-A-033 (CMP) API RP 584-2014 SAEP-393 AIMS Manual (KPI Enabler)
Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects”
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 18 of 113
3.1.1 Risk Identification and Mitigation Identifying hazards and quantifying risks are critical steps in developing any industrial project. Results of this step are utilized to identify equipment (SCEs) that may require special treatment due to their significant impact in either safety or operation. OE Process #11.1 shall be used as a basis to identify Risks/Hazards & mitigation.
OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM Issue Date: 11/17/2014
Process Owner: Department Manager
Process # OE – 11.1 Risk Management
Revision: 01
Process Steps Establish Context
Identify risks
Analyze risks
Evaluate risks
Develop treatment plans
Monitor, review and report
Process Steps Details • Assign Department RM ‘Coordinator’ and backup • Define outcome of the process and its significance to Department objectives • Identify risk criteria • Identify who should be involved • Prepare related documents • Identify review period • Obtain stakeholder agreement
• Identify and confirm relevant people • Apply appropriate tools and techniques • Identify risks and opportunities • Identify causes and consequences of risks on objectives • Capture information in risk register
• Decide how each risk will be analyzed • Analyze each risk in terms of consequence and likelihood • Record results of analysis
• Identify controls currently in place • Complete evaluation of controls • Record control evaluation in risk register • Identify risks requiring further treatment
• Assign risk and action owner • Determine nature of treatment • Assign actions and review date • Record expected future consequences and likelihood • Escalate risk, if required
• Monitor/update treatment plans • Review risk profiles and treatment • Report new status in risk register • Identify emerging risks
Division Heads, RM Coordinator, SMEs
Dept. Manager, Division Heads
Accountability Department Manager Responsibilities Dept Manager
Division Heads, RM Coordinator, SMEs
Division Heads, RM Coordinator, SMEs
Division Heads, RM Coordinator, SMEs
References • Saudi Aramco Enterprise Risk Management Framework • ISO-31000 • All relevant Corporate and discipline specific GI’s, Guidelines, Procedures or publications that address risk management in any form • OE-11.2 “Business Continuity Management” • OE-11.3 “Emergency Preparedness” Performance Measures Maturity of ERM Risk activities overdue
Management of treatment plans Actions overdue Figure 3.2: Risk Identification and Mitigation Process (OE Process # 11.1)
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 19 of 113
•
3.1.1.1 EXPECTATIONS
3.1.1.2 PROCESS STEPS Risk Identification, analysis and treatment/mitigation shall be conducted according to the latest revision of Operational Excellence Process #OE 11.1 (Figure 3.2) while meeting the above Expectations. Some additional instructions and clarifications for this process are described as follows:
Process for risk identification and mitigation needs to be performed for all Plant’s process units (i.e. Cover the entire plant).
The selected process/technique for risk identification and mitigation must be commonly accepted and used in Saudi Aramco. Such processes/techniques include Hazard Identification (HAZID), Hazards & Operability Analysis (HAZOP), Failure Mode and Effect Analysis (FMEA), Hazards Analysis (HAZAN), System Safety and Operability Studies (SAFOP), Safety Integrity Level (SIL) Study, and Quantitative Risk Assessment (QRA).
Priority should be given to select more effective preventive and mitigation measures; Figure 3.3 provides the typical hierarchy and effectiveness of mitigation measures (Hazard Control).
Where deemed necessary by the Risk Assessment, the AIMS will utilize the “barrier” concept to prevent incidents that could initiate major accidents (explosion/fire) or minimize its effect, as depicted in Figure 3.4.
The outcomes of this process are the Risk Register and the analysis report. All identified mitigation measures or risk treatment are assigned to a risk owner and fully implemented. The Risk Register and report need to be communicated to groups and management.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 20 of 113
Figure 3.3: Hierarchy and Effectiveness of Mitigation Measures (Hazard Control)
Figure 3.4: SCE Barrier Concept
The outcome of this step will provide the required input for the next stage in setting up an AIMS: Identifying Safety Critical Elements.
For detailed Roles and Responsibilities see Section 6.3.1
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 21 of 113
3.1.2 Barrier and Safety Critical Element (SCE) Identification
ASSET INTEGRITY MANAGEMENT SYSTEM Process No. / Name:
Barrier and SCE Identification
Process No.:
AIMS-P-D-2
Process Steps Gather PHAs & Form the Team
Identify High Risk Hazards & Hardware used as Prevention
Identify SCES
Repeat for all Units
Document and Distribute Finalized SCE list
Process Steps Summary Gather all PHAs for the selected Unit and the Risk Register. Form a competent multidisciplinary team with the required expertise for SCE identification.
For each PHA study, identify and compile all high risk hazards (high risk hazards as defined by Saudi Aramco ERM guidelines). For each high risk hazard, identify hardware used as prevention and mitigation measures.
Hardware that prevents and/or mitigates high risks is labeled as SCEs. Compile the list of all SCEs for this process unit.
Repeat for all Units in the Facility.
Review and approve the finalized SCE list.
Compile the list of all SCEs for the plant.
Document and distribute the final report.
Project Integrity Coordinator / Project Team / Disciplines SMEs / Proponent
Project Manager / Project Integrity Coordinator / Project Team / Disciplines SMEs / Proponent
Categorize SCEs under one of the Barrier classes.
Responsibilities Project Manager Project Integrity Coordinator Project Team
Project Integrity Coordinator / Project Team Disciplines / SMEs / Proponent
Project Integrity Coordinator / Project Team /Disciplines SMEs / Proponent
Figure 3.5: Process # AIMS-P-D-2 "Barrier and SCE Identification"
3.1.2.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 22 of 113
3.1.2.2 PROCESS STEPS In order to identify the Safety Critical Elements for the facility, the output from the Risk Assessment conducted during project development should be used. The Risk Assessment should identify mitigation measures for each risk. SCEs are all hardware identified as mitigation measures for the high risk hazards as defined by Saudi Aramco Enterprise Risk Management (ERM) guidelines. The SCE list should be the complete cumulative SCEs identified from all Risk Management methods used. The following are the steps to identify SCEs:
STEP 1: GATHER ALL PHAs & RISK REGISTER, AND FORM THE TEAM:
Step 1a: For the selected process unit, gather the Risk Register and PHA studies (See section 3.1.1.2 for the list of PHA studies that can be used).
Step 1b: For each selected process unit, extract the list of equipment from a management system like SAP, EIS and/or from the Risk Register.
Step 1c: Review and assess the completeness of the list of equipment of Step 1b.
Step 1d: Gather the required drawings including P&ID and PFD.
Step 1e: Form a competent multi-disciplinary team with the required expertise for SCEs identification. Membership of the team should include persons familiar with the unit process and operations, control strategy and material properties, such as: Operations; Process Engineering; Instrumentation/Process Control; Electrical; Loss Prevention/Safety; Inspection; Maintenance; Operations; other specialists as required.
STEP 2: IDENTIFY HIGH RISK HAZARDS &HARDWARE USED AS PREVENTION/MITIGATION
Step 2a: From the Risk Register identified in Step 1a, identify and compile all high risk hazards (“high risk hazards” as defined by Saudi Aramco ERM guidelines). If there is no developed Risk Register, then identify and compile all high risk hazards from PHA Studies.
Step 2b: From each high risk hazard in Step 2a, identify hardware/assets used as prevention or safeguard or mitigation measures.
STEP 3: IDENTIFY SCEs
Step 3a: From the hardware/assets identified in Step 2b, hardware/assets that prevent or mitigate high risks are labeled as SCEs.
Step 3b: From the list of equipment of Step 1b, identify and label the SCEs that meet one of the following three criteria:
Failure of this element/equipment/asset could result in a major incident with safety and/or environmental consequences, or Failure of the asset could lead to an interruption or degradation to other critical equipment/process and result in safety or environment incident, or Failure of the asset could lead to the escalation of the incidents.
Step 3c: Combine list of SCEs from Step 3a and Step 3b (after removing duplicate entries) for this selected process unit.
Step 3d: Categorize SCEs under one of the Barrier classes.
STEP 4: REPEAT FOR ALL UNITS IN THE FACILITY
Repeat Steps 1-3 for all process units in the Facility.
Compile the list of all SCEs for the Plant.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 23 of 113
Check if the compiled list of all SCE for the plant includes the SCE list of Appendix A.
STEP 5: DOCUMENT AND DISTRIBUTE THE FINALIZED SCE LIST
Review and approve the finalized SCE list.
Document and distribute the finalized SCE list along with the final report document the study.
Examples of the Application of Above Process Steps: Table 3.2 provides examples (not a complete list) of the PHA studies that can be used per each asset type.
Examples of PHA Studies per Disciplines
Stationary Equipment
Rotating Equipment
Instrumentation & Control
Electrical
Communication
Pipelines
HAZID HAZOP
HAZID HAZOP FMEA
HAZID HAZOP SIL
HAZID HAZOP SAFOP
HAZID HAZOP
HAZID HAZOP
Table 3.2: Examples of PHA Studies per Equipment type
For instance, an approach would be to consider SCEs to be all hardware identified as safeguards, prevention or mitigation for the hazards quantified as High Risk. Process Hazard Analysis (PHA) results, if available, can also be used to select (or validate) Safety Critical Elements, as illustrated in Figure 3.6 below for a HAZOP. In this Example, the safeguard, “Level Transmitter”, is a SCE. GW No / Less
Deviation
Causes
Consequences
Safeguards
Recommendations
By
No / Less Level
Malfunction of L T5 or plugging level leg
Gas blow-thru to the pressure separator
Independent level transmitter for low level alarm and shutdown
1A) Review the need for SEPARATE Level Taps for the LLA/LLSD transmitter
PTF
2B) Review
ENG
Figure 3.6: Criteria for determining SCE from risk studies
As an additional example of the PHA study for control loops, an approach to select SCEs would be that all those loops rated SIL 1 and above, including controllers, instruments, communications, and valves, are to be considered SCEs (Table 3.3). The SCE list should be the complete cumulative SCEs identified from all Risk Management methods used for these asset types.
Table 3.3: Criteria for determining SCE from risk studies (SIL)
For detailed Roles and Responsibilities see Section 6.3.2 Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 24 of 113
3.1.3 Integrity Performance Standards (IPS) Development Integrity Performance Standards define the critical functions, specific, verifiable, realistic and achievable performance requirements with which the SCE shall comply with throughout the life cycle of the asset. Figure 3.7 shows the IPS development process. As an aid in this process, a generic template for IPS is shown in Figure 3.8. An example of a generic IPS for Emergency Shutdown is illustrated in Figure 3.9. Appendix A contains a list of IPSs categorized per barrier type. These generic templates need to be customized for the specific equipment being maintained or assessed.
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
IPS Development
Process No.:
AIMS-P-D-3
Process Steps Define SCE Goal and Function
Define Assurance Tasks
Define Verification Tasks with Acceptance Criteria
Process Steps Summary For Each SCE, define the Goals and Functions for which the SCE exists or is used
Define all the required Assurance Requirements pertaining to SCEs Goals and/or Functions
Define all Verification Tasks and Acceptance Criteria associated with each Assurance Requirement Review and approve the developed IPSs
Responsibilities Project Manager; Project Team
Project Manager; Project Team Proponent
Project Manager; Project Team
References AIMS Manual; Energy Institute, “Guidelines for the Management of Safety Critical Elements”.
AIMS Manual; Energy Institute, “Guidelines for the Management of Safety Critical Elements”.
AIMS Manual; Energy Institute, “Guidelines for the Management of Safety Critical Elements”.
Figure 3.7: Process # AIMS-P-D-3 "IPS Development"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 25 of 113
3.1.3.1 EXPECTATIONS
3.1.3.2 PROCESS STEPS Assurance Requirements, Verification Tasks, and Acceptance Criteria shall be based on approved company standards or company recognized international sources. Appendix A of this Manual provides a List of generic Integrity Performance Standards that is commonly used in most projects and operating facilities. These generic Integrity Performance Standards are readily developed and provide the minimum requirement for Asset Integrity. These IPSs can be used as a basis for developing IPSs for new projects but require customization for project specific requirements. In the IPS shown in Figure 3.8, the left hand side is labeled “Integrity Performance Standards”; the following three steps (below) will be used to develop these fields, namely SCE Goals, Functions, Assurance Requirements, Verification Tasks, Frequency, and Referenced Standards. The right hand side of the same figure “IPS Verification Results” will document the results once the IPS Verification Tasks are conducted. The following are the steps for developing the IPS:
STEP1: DEFINE SCE GOAL AND FUNCTION Define the special purpose or activity for which the SCE exists or is used. Examples of SCE goals are:
“To maintain integrity of the pressure envelope”
“To provide active fire protection”
Define the specific functions the SCE will have in the context of its operational requirements in order to achieve integrity. Examples of functions are:
“To prevent a release of hazardous materials”
“To contain fluids/pressure within exchanger tubes”
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 26 of 113
Figure 3.8: Template of an Integrity Performance Standard and Its IPS Verification Results
STEP 2: DEFINE ASSURANCE REQUIREMENTS Define all the required Assurance Requirements pertaining to SCEs Goals and/or Functions. An Assurance Requirement is an activity carried out by plant personnel to confirm that the SCE meets, or will meet its functions as part of the IPS. Examples of Assurance Tasks are:
Check for atmospheric corrosion and/or corrosion under insulation in the vessel and support structure.
Conduct thickness measurement (UT) per the scheduled frequency.
Measure time required to close control valve.
STEP 3: DEFINE VERIFICATION TASKS WITH ACCEPTANCE CRITERIA
Define all Verification Tasks and Acceptance Criteria associated with each Assurance Requirement. The Verification Tasks are the means for the asset owner and/or external reviewers to confirm that the Assurance Requirements are being implemented and measured; and that appropriate actions have been put in place to rectify any deviation found. Each Verification Task is required to be measured against a pre-established reference value or criteria to confirm the integrity of the SCE. Examples of Verification Tasks are: o
Wall thickness shall be within acceptable limits (Note: acceptable limits means minimum thickness to withstand pressure based on operation conditions and applicable standards/procedures).
o
Control valve closing shall be less than required time (Note: required time is defined by applicable standards, such as SAES-J-601 and SAES-B-058).
Review and approve the developed IPSs.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 27 of 113
Figure 3.9: Example of an IPS for ESD System with IPS Verification Results
For detailed Roles and Responsibilities see Section 6.3.3 Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 28 of 113
3.1.4 Critical Variables Identification and IOW Development
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
Critical Variables Identification and IOW Development
Process No.:
AIMS-P-D-4
Process Steps Identify Damage Mechanisms
Determine Critical Variables
Establish limits
Set up IOW & Develop KPIs
Process Steps Summary Identify the damage mechanisms (Based on process conditions, material specifications and manufacturing details)
Identify Plant critical variables: • Identify process variables that affect plant safety. • Identify process variables affecting damage mechanisms.
Establish Critical IOW Limit. Establish Standard IOW Limit.
Determine Alarm Set points and criticality Determine actions for each process variable’s exceedance Setup IOW Develop other required integrity KPIs
Responsibilities Project Manager; Process Engineer; Corrosion Engineer
Project Manager; Process Engineer; Corrosion Engineer
Project Manager; Process Engineer; Corrosion Engineer
Project Manager; Process Engineer; Corrosion Engineer
References SAEP-393
SAEP-393
SAEP-393
SAEP-393; OE Process 12.4 AIMS Manual (Enablers)
Figure 3.10: Process # AIMS-P-D-4 "Critical Variables Identification and IOW Development"
3.1.4.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 29 of 113
3.1.4.2 PROCESS STEPS The process for critical variables identification and IOW development is described in the following key steps:
Step 1: Identify Damage Mechanisms Based on process conditions, material specifications and manufacturing details (such as welding conditions, for instance), the list of damage mechanisms that are more likely expected in the subject facility should be identified. Damage mechanisms are described in detail in the Saudi Aramco publication SABP-A-033 (Corrosion Management Program) and the Inspection Manual, Edition 1, issued by the Inspection Department in 2010.
Step 2: Determine Critical Variables Plant Critical Variables shall be identified. Plant critical variables are determined based on two approaches:
Identifying process variables that affect plant safety
Identifying process variables affecting damage mechanisms
In particular, the activation and progression of the damage mechanisms will be in direct connection with exceeding pre-defined limits of control parameters. It is a fact that the right combination of temperature, pressure, water content, gas/oil ratio, fluid velocity among other process parameters would maximize (or minimize) different types of damage mechanisms.
Step 3: Establish Limits
Identify IOW limits: Upper and lower limits are necessary to be established. These limits will define the safe envelope in which the subject asset should operate to ensure that the damage mechanisms are kept under control, meaning at minimum possible rate. As mentioned, exceedances of such limits will accelerate the damage rate which eventually would result in a component failure if the process variables are not returned within the limits. For each critical variable, the following limits must be identified: o
Critical IOW Limit - Operation beyond this value presents an immediate integrity threat. A critical alarm is annunciated and, where available, automated shut-down systems are activated.
o
Standard IOW Limit - Operation beyond this value presents a long-term integrity threat, or there is risk that the variable value will continue towards the Critical IOW Limit. A high priority alarm is annunciated and immediate operator action is required.
Step 4: Set up IOW and Develop KPIs
Setup IOW: Once damage mechanisms and critical variables are identified and limits established, IOW shall be set up for plant operation with proper alarm setpoints and associated required actions for each exceedance. The IOW enables plant operators to monitor asset integrity performance in real time (at console level). More details about IOW can be found in SAEP-393.
Develop the required Integrity KPIs for the projects.
For detailed Roles and Responsibilities see Section 6.3.4
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 30 of 113
3.2 AIMS Execution in Projects OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM Process # OE – 4.1 Design, Procurement, and Construction Process Owner: Engineering Division Head
Note: this process addresses expectations: Design, Procurement, and Construction (Enabling Element # 4) Quality Assurance (Enabling Element # 4)
Identification/Assessment of Performance-Critical Assets (Enabling Element # 4)
Issue Date: 3/3/2013 Revision: 00
Process Steps Identify Needs for Projects
Define Design Requirements and Limits
Procure and Construct
Design
Commission and Improve
Process Steps Details Identify the organization needs and required projects. Identify applicable lessons learned from previous projects.
Define tolerable and intolerable risks. Select acceptable risk mitigations. Select design philosophy and methodology.
Develop Front End Engineering. Develop Detailed Dsgn Specify safe operating envelops. Develop Commissioning Plan with acceptance criteria. Identify critical assets using corporate criticality assessment matrix. Develop QA/QC Plan. Responsibilities
Procure and Construct as planned. Conduct Design assurance reviews Such as FAT/SAT. Pre-commission. Prepare MCC. Close exception items. Perform QA/QC.
Conduct Commissioning. Verify and update operating envelops/ alarms. Complete initial Operations/Startup. Conduct PAC Project close-out and handover documentation. Capture Lesson Learned.
Unit Heads/Project Coordination unit
Project coordination unit
Operation Div. / Proj. coordination unit /Rel. Group/Inspection Unit
Reliability Group/ Project Coordination unit
Commissioning Team
SA Contracting Manual. SAEP-1154/3101. SAEP-318/381/135. OE-3.2 “Employee Competency Assessment and Development”. TPRM. AIMS Manual. SMS-5, 6 & 7.
SAEP-329 OE-9.3 “Data Archiving”. TPRM. AIMS Manual. SAEP-20/1135. OE-4.3 “Assets Monitoring and Continuous Improvement”. SMS-5 & 6.
References AIMS Manual. OE-12.5 “Learning organization”. Project Delivery System.
TPRM – 1. Preemptive Work AIMS Manual.
SAES-A-202. OE-10.1 “Change Management”. TPRM. AIMS Manual. OE-12.5 “Learning organization”. SMS-5 & 6.
Performance Measures QA/QC compliance
Project cost/schedule
Figure 3.11: Process # OE – 4.1 "Design, Procurement, and Construction"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 31 of 113
3.2.1 Build Integrity during Procurement and Construction Phase 3.2.1.1 EXPECTATIONS
3.2.1.2 PROCESS STEPS Projects are expected to fulfill the requirement of the latest revision of Operational Excellence Process #OE 4.1 (as applicable), the above expectations and the following requirements listed in the Table 3.4 below. #
AIMS Requirements during Procurement and Construction Phase
1
Procurement requirements for SCEs are followed per the procurement Plan.
2
SCE procurement packages contain proper storage preparation instructions to manufacturer.
3
Once SCEs are received, verify proper storage measures were taken.
4
SCEs are inspected for proper installation and damage.
5
Operational Readiness Plan is developed.
6
Competent Commissioning Team is formed prior to Commissioning.
7
Commissioning Plan is developed and it includes all SCEs and IOWs.
References SAEP-12; SAES-A-202; SAEP-1154; SAEP-3101; SAEP-381; SAEP-135; SAEP-121; SAEP-122; SAEP-133; SAEP-393; SAEP-329. SAEP-20; GI 2.710 Mechanical Completion Certificate; Process # OE – 4.1 “Design, Procurement, and Construction”; OE-10.1 “Change Management”; OE-12.5 “Learning organization”; OE-3.2 “Employee Competency Assessment and Development”; OE-4.3 “Assets Monitoring and Continuous Improvement”; OE-9.3 “Data Archiving”; TPRM; Supply Chain Management Manual; Integrated Project Team (IPT) Manual.
Table 3.4: AIMS Requirements during Procurement and Construction Phase
For detailed Roles and Responsibilities see Section 6.3.5
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 32 of 113
3.2.2 Verification of Integrity at Commissioning (Pre-commissioning, Commissioning, Startup) Commissioning of Saudi Aramco facilities shall be in accordance the company standards and procedures while meeting AIMS requirements. Commissioning shall confirm that plant operation meets process safety requirements prior to handover or start-up.
3.2.2.1 EXPECTATIONS
Projects are expected to fulfill the requirement of Operational Excellence Process #OE 4.1 (as applicable), the above expectations and the following requirements listed in the Table 3.5.
#
AIMS Requirements during Commissioning Phase
References
1
List of SCEs and their relevant information are incorporated in SAP.
AIMS Manual (Commissioning); OE-9.3 “Data Archiving”; TPRM –1.
2
Integrity Performance Standards for all SCEs are documented electronically and in hardcopy format.
AIMS Manual (Commissioning); OE-9.3 “Data Archiving”.
3
IPS Verification Tasks are included in the Maintenance Plans, Inspection Plans, and OIMs as applicable, and entered into SAP.
GI-2.710 “Mechanical Completion and Performance Acceptance of Facilities”.
All SCEs are functionally tested before startup.
SAEP-121 Operating Instruction for new Facilities (including Operational Readiness Plan); GI 1781.001 Inspection, Testing and Maintenance of Fire Protection Equipment.
4
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 33 of 113
IOWs are developed and verified to be within the limits.
SAEP-121 Operating Instruction for new Facilities (including Operational Readiness Plan); SAEB-033 Corrosion Management Program; SAES-L-133; and SAEP-393 Plant Integrity Window.
Integrity recommendations implementation or SCEs exception items are closed.
GI-2.710 “Mechanical Completion and Performance Acceptance of Facilities”.
Documents handover to Operation is completed. This includes:
SAEP-121 Operating Instruction for new Facilities (including Operational Readiness Plan); SAEP-122 Project Records; Integrated Project Team (IPT) Manual.
5
6
(1) All Project Handover documentations as per SAEP122 & SAEP-329. (2) All Integrity Records including: 7
(a) All PHA studies conducted; (b) Risk Register; (c) List of SCEs; (d) IPSs; (e) IOWs developed records;
8
Pre-Startup Safety Review (PSSR) utilizing proper checklist is conducted and documented prior to startup. Startup procedure developed and reviewed.
SAEP-121 Operating Instruction for New Facilities (including Operational Readiness Plan); SAEP-329” Project Close-out Report”.
Table 3.5: AIMS Requirements during Commissioning Phase
For detailed Roles and Responsibilities see Section 6.3.6
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 34 of 113
3.3 AIMS Assessment for Projects The Internal/External Assessment provides a picture of the current condition of Asset Integrity for the project in reference to the AIMS Manual. The Assessment will inspire the Project Team to improve and provide bases for formulating effective solutions or alternatives.
3.3.1 Internal Assessment for Projects
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
Internal Assessment for Projects
Process Number:
AIMS-P-A-1
Process Steps Create Internal Assessment Process
Perform Internal Assessment
Develop Recommendations & Generate ISR
Action and Track Recommendations
Process Steps Summary Define how Internal Assessments are to be carried out. Determine when the Internal Assessments should be carried out (per SAEP-40).
Identify and gather required documentation Evaluate demonstration of integrity requirements in documentation. Review KPIs. Identify deviations. Develop areas of strength & areas of improvement.
Develop recommendations & timelines. Record results into Integrity Status Report Approve report. Share the ISR major Integrity findings at Project Gates. Communicate report.
Action all recommendations. Track and follow up on recommendations. Close all integrity recommendations prior to MCC.
Responsibilities Project Manager
Project Manager Project Engineers Project Team
Project Manager Project Engineers Proponent
Project Manager Project Engineers Proponent
Figure 3.12: Process # AIMS-P-A-1 "Internal Assessment for Projects"
3.3.1.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 35 of 113
3.3.1.2 PROCESS STEPS The process steps of the Internal Assessment for Projects are as follows:
STEP 1: CREATE INTERNAL ASSESSMENT PROCESS
Each Project Manager in each specific project shall create a project-specific Internal Assessment document outlining when and how Internal Assessments are to be carried out for this specific project. The Project Specific Internal Assessment document shall include:
Assessment timeframe at the appropriate gate at: (1) end of design phase, (2) end of procurement/construction phase, (3) end of Commissioning.
Assessment Team membership (Project Engineers, Proponent, Design office, Materials suppliers, and Construction Agency, as needed) for each project phase, Roles and Responsibilities of each team member, and date of the assessment.
Customized assessment checklists based on Table 3.6, Table 3.7, and Table 3.8.
Each Project Manager shall align the completion of Internal Assessment document with project’s Quality Control Gate as per SAEP-40.
STEP 2: PERFORM INTERNAL ASSESSMENT
Form the Assessment Team for each project for the specific project phase under assessment.
For each item in checklist, identify and gather required documentation.
Analyze and evaluate demonstration of integrity requirements in documentation; Review KPIs
Review level of AIMS Implementation & AIMS Enablers.
Identify deviations, areas of strength and areas of improvement.
STEP 3: DEVELOP RECOMMENDATIONS AND GENERATE ISR
Develop recommendations and corrective actions within the project.
Compile results into the Integrity Status Report. The report shall be signed and approved by the Project Manager and Proponent.
The report shall be communicated to the Proponent, Project Sponsor, and concerned Project’s team/individuals.
The report’s major Integrity findings shall be shared at the appropriate Project Gates and be considered a factor in making the decision on that gate (whether “Go” or “No Go”)
STEP 4: ACTION AND TRACK RECOMMENDATIONS
Action all recommendations with expected date of completion. Communicate formally the actions for recommendations to the appropriate group/individual. Once the recommendations are closed, communicate formally the closure of recommendation to the Project Integrity Coordinator.
Track and Follow up on recommendations to closure.
Recommendation tagged as integrity critical shall be closed prior to issuance of the MCC.
Report completion of all assessment’s recommendations to Project Manager, Project Sponsor and Proponent.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 36 of 113
DESIGN PHASE INTEGRITY ASSESSMENT #
Verification Tasks
1
Preliminary Hazard/Risk Analysis during DBSP (FEL2).
2
Qualified personnel are assigned to conduct HAZOP. Competent vendors/offices are assigned to Integrity related activities during design phase. Competency of construction team for SCEs is verified.
3
HAZOP & applicable PHA studies during detailed design are completed.
4
Risk Register is created; SCE list is developed.
5
Changes to design after HAZOP are captured / reviewed via MOC.
6
Critical variables are identified with corresponding limits.
7
Project Construction Plan is developed.
8
QA/QC Plan (including SCEs and integrity requirements) is developed.
9
Roles and Responsibilities for all project phases are defined.
10
SCEs’ procurement requirements are included in Procurement Plan.
Performed (Y/N)
Document Title / Date
N/A
N/A
Table 3.6: AIMS Summary checklist for Project Internal/External Integrity Assessment (Design)
PROCUREMENT/CONSTRUCTION (P&C) PHASE INTEGRITY ASSESSMENT #
Verification Tasks
1
Procurement requirements for SCEs are followed per the procurement Plan.
2
SCE procurement packages contain proper storage preparation instructions to manufacturer.
3
Once SCEs are received, verify proper storage measures were taken.
4
SCEs are inspected for proper installation and damage.
5
Operational Readiness Plan is developed.
6
Competent Commissioning Team is formed prior to Commissioning.
7
Commissioning Plan is developed and it includes all SCEs.
8
QA/QC Plan is executed and followed.
Performed (Y/N)
Document Title/ Date
N/A N/A
N/A N/A
N/A
N/A
Table 3.7: AIMS Summary checklist for Project Internal/External Integrity Assessment (P&C)
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 37 of 113
COMMISSIONING PHASE INTEGRITY ASSESSMENT #
Verification Tasks
1
List of SCEs and their relevant information are incorporated in SAP.
2
Integrity Performance Standards for all SCEs are documented electronically and hardcopy format.
3
IPS Verification Tasks are included in the Maintenance Plans, Inspection Plans, and OIMs as applicable, and entered into SAP.
4
All SCEs are functionally tested before startup.
5
IOWs are developed and verified to be within the limits.
6
Integrity recommendations implemented and/or SCEs exception items are closed.
Performed (Y/N)
Document Title/ Date
N/A
N/A
Documents handover to Operation is completed. This includes: (1) All Project Handover documentations as per SAEP-122 & SAEP-329. (2) All Integrity records including: 7
(a) All PHA studies conducted; (b) Risk register; (c) List of SCEs; (d) IPS; (e) IOWs developed records;
8
Pre-Startup Safety Review (PSSR) utilizing proper checklist is conducted and documented prior to start-up. Startup procedure developed and reviewed.
Table 3.8: AIMS Summary checklist for Project Internal/External Assessment (Commissioning)
For detailed Roles and Responsibilities see Section 6.3.7
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 38 of 113
3.3.2 External Assessment for Projects
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
External Assessment for Projects
Process No.:
AIMS-P-A-2
Process Steps Plan for External Assessment
Perform External Assessment
Develop Recommendations and Generate ISR
Action and Track Recommendations
Process Steps Summary Form assessment team. Develop plan for External Assessment for each phase. Identify Roles and Responsibilities. Identify required resources. Identify scope and checklists for each project phase.
Identify and gather required documentation. Evaluate and verify documentation meets AIMS requirements. Review level of AIMS Implementation & AIMS Enablers. Review KPIs. Identify deviations. Identify areas of strength & areas of Improvement. Evaluate and score.
Develop recommendations and corrective actions. Record results into Integrity Status Report. Review and approve final report with stakeholders. Share the ISR major Integrity findings at Project Gates. Communicate report.
Action recommendations Follow up on recommendations. Close all integrity critical recommendations on due time and prior to MCC. Report completion.
Responsibilities Project Manager Project Engineers AIMS Corporate Team
Project Manager Project Engineers Contractors AIMS Corporate Team
Project Manager Proponent Project Engineers AIMS Corporate Team
Project Manager Project Engineers AIMS Corporate Team
Figure 3.13: Process # AIMS-P-A-2 "External Assessment for Projects"
3.3.2.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 39 of 113
3.3.2.2 PROCESS STEPS AIMS Corporate Team shall conduct External Assessment for selected hydrocarbon capital projects. The process steps for an External Assessment for projects are as follows:
STEP 1: PLAN FOR EXTERNAL ASSESSMENT
Form assessment team that includes Project representatives, AIMS corporate members, multidisciplinary SMEs, and support organizations (LPD, OE, etc.).
Develop the plan for an External Assessment for each phase of the project.
Identify Roles and Responsibilities.
Identify required resources.
Identify scope and checklists for each project phase (Table 3.6, Table 3.7, and Table 3.8).
STEP 2: PERFORM EXTERNAL ASSESSMENT
For each item in checklist, identify and gather required documentation.
Evaluate and verify documentation meets Asset Integrity requirements.
Review AIMS Enablers and level of AIMS Implementation in projects.
Review KPIs; identify deviations.
Identify areas of strength & areas of Improvement; evaluate and score.
STEP 3: DEVELOP RECOMMENDATIONS AND GENERATE ISR
Develop the recommendations and corrective actions with date of completion.
Record results into Integrity Status Report.
Approve report (The report shall be signed and approved by the Project Manager and Proponent).
The report’s major Integrity findings shall be shared at the appropriate Project Gates and be considered as a factor in making the decision on that gate (whether “Go” or “No Go”).
Communicate report to the Project Sponsor, Project Manager, Proponent and affected projects Team/individuals.
STEP 4: ACTION AND TRACK RECOMMENDATIONS
Action all recommendations and corrective actions with date of completion.
Follow up on recommendations to closure.
Recommendation tagged as integrity critical shall be closed prior to issue of Mechanical Completion Certificate (MCC).
Report final closure of all Integrity Assessment’s recommendations to Project Manager, CSD, Proponent, and Project Sponsor.
For detailed Roles and Responsibilities see Section 6.3.8
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 40 of 113
3.4 AIMS Continuous Improvement for Projects ASSET INTEGRITY MANAGEMENT SYSTEM AIMS Continuous Improvement
Process Name:
Process Number:
AIMS-P-C-1
Process Steps Create Continuous improvement process
Identify AIMS improvement opportunities
Evaluate AIMS implementation
Develop/Track Improvement action plans
Process Steps Details
Establish, implement, and maintain a process for AIMS Continuous Improvement for Projects. Periodically review and update the process.
Assess the benchmarking results internally and externally with best industry practices to help gauge AIMS effectiveness in Projects. Review KPIs trends, internal and External Assessment results, and feedback from Project teams (various projects). Obtain feedback from field proponent after 1 year of project completion.
Identify AIMS improvement opportunities, lessons learned for various projects. Determine the required capabilities and resources. Develop the required improvement actions plan and recommendations for future projects.
Establish priority, resources, responsibility and timeframe for each action plan. Verify implementation of improvement actions. Update the project execution plans, Design Manual, Construction Manual, Commissioning plans, Business Processes. Verify implementation has achieved the improvement objectives.
Responsibilities Project Management Organizations’ Dept Head
Project Management Organizations’ Dept Head
Project Management Organizations’ Dept Head
Project Management Organizations’ Dept Head
References ISO 55001/2/3 OE Manual 12.6 SMS Manual, element 11
ISO 55001/2/3 OE Manual 12.6 SMS Manual, element 11
ISO 55001/2/3 OE Manual 12.6 SMS Manual, element 11 Project execution Plan Project Proposal Integrated Project Team (IPT) Manual SA Project Risk Management Guide
ISO 55001/2/3 OE Manual 12.6 SMS Manual, element 11
Figure 3.14: Process # AIMS-P-C-1 "Continuous Improvement for Projects"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 41 of 113
3.4.1 EXPECTATIONS
3.4.2 PROCESS STEPS The process steps of AIMS improvement for projects are as follows:
STEP 1: CREATE CONTINUOUS IMPROVEMENT PROCESS
Establish, implement, and maintain a process for AIMS Continuous Improvement for Projects. The process shall define: • • •
Process steps for conducting AIMS continuous improvement. Roles and responsibilities of the entities and individuals to perform the process. How to implement and maintain these activities.
Approve the AIMS continuous improvement process.
Periodically review and update the process.
STEP 2: EVALUATE AIMS IMPLEMENTATION
Conduct AIMS implementation evaluation once every three years.
Sponsor continuous improvement workshops and invite the attendees.
Assign the needed resources.
Evaluate the need for changes to AIMS processes and elements.
Conduct internal and external benchmarking to AIMS and document the results for future reference.
Assess the benchmarking results internally and externally with best industry practices to help gauge AIMS effectiveness in Projects.
Review KPI trends, Internal and External Assessment results, and feedback from Project teams (lessons learned from various projects).
Obtain feedback from field proponent after 1 year of project completion.
STEP 3: IDENTIFY AIMS IMPROVEMENT OPPORTUNITIES
Identify AIMS improvement opportunities, lessons learned for various projects. Include the following: • • • •
What AIMS process or activities need improvement? Lagging KPIs. The root causes which prevent meeting the objectives. Brainstorming of improvement options.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 42 of 113
• •
Development plan for implementing changes. What resources are required for the improvement?
Determine the required capabilities (number and competencies of people) and resources (e.g. tools).
Develop the required improvement action plans and recommendations for future projects.
STEP 4: DEVELOP/TRACK IMPROVEMENT ACTION PLANS
Establish priority, resources, responsibility and timeframe for each action plan.
Verify implementation of improvement actions.
Update the project execution plans, Design Manual, Construction Manual, Commissioning plans, Business Processes.
Verify that implementation has achieved the intended improvement objectives.
For detailed Roles and Responsibilities see Section 6.3.9
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 43 of 113
4 Part IV: AIMS Implementation in Operations The AIMS implementation in Operations consists of four main steps:
AIMS Development in Operations
AIMS Execution in Operations
AIMS Assessment for Operations
AIMS Continuous Improvement
What follows are details (expectations, responsibilities, and process steps) for each of these steps.
4.1 AIMS Development in Operations This is the first of a four step program depicted in the model shown in Figure 4.1 to implement AIMS in operating facilities. The objective of this step is to set the ground for a successful implementation by providing the needed components for the subsequent 3 steps: Execution, Assessment and Continuous Improvement.
ASSET INTEGRITY MANAGEMENT SYSTEM AIMS Development in Process Number: Operations Process Steps
Process Name:
Identify / Update Risks & Mitigation
Identify/Update Safety Critical Element (SCE)
AIMS-O-D-1
Develop / Update Integrity Performance Standards (IPS)
Develop/update IOW and KPIs
Process Steps Details Use OE Process # 11.1. “Risk Management” process to identify Risks & Mitigation Review of internal and external incidents Maintain (or create) the Risk Register and re-evaluate Risk
Convene team for SCE selection Gather data: list of equip.; Risk Register; Prior PHAs Identify/update SCEs from the Risk Register hardware mitigation Measures Categorize SCEs under one of the barrier classes
Develop/update the IPS for each SCE. For all SCEs, define: SCE Goal & Function Assurance Requirements Define SCE Verification tasks & Acceptance Criteria
Identify/update Damage Mechanisms Determine/update Critical Variables Establish limits Set up IOW Develop/update Integrity KPI
Responsibilities Plant Manager / Division Head / Risk Champion Integrity Coordinator Disciplines SMEs
Plant Manager Division Head Integrity Coordinator Disciplines SMEs
Division Head Integrity Coordinator Disciplines SMEs
Plant Manager /Division Head Integrity Coordinator Process Engineer / Corrosion Engineer /Plant Operator
References OE-11.1 Risk Management SMS Element 2 “Risk Assessment & Mngmnt”
Energy Institute, “Guidelines for the Management of Safety Critical Elements”
Energy Institute, “Guidelines for the Management of SCE” IPS Template
SABP-A-033 (CMP) SAEP-393; API RP 584-2014; AIMS Manual (KPI Enabler)
Figure 4.1: Process # AIMS-O-D-1 "Development Process in Operations"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 44 of 113
4.1.1 Risk Identification and Mitigation 4.1.1.1 EXPECTATIONS
4.1.1.2 PROCESS STEPS
The process for identifying/updating Risks and Mitigation is as described in section 3.1.1.
Periodically re-evaluate and revalidate the Risk Register.
Report & communicate the Risk Register to Plant Organizations and Management.
All identified mitigation measures or risk treatment are assigned to a risk owner and fully implemented.
For detailed Roles and Responsibilities see Section 6.3.10 4.1.2 Barrier and Safety Critical Element (SCE) Identification and Updating 4.1.2.1 EXPECTATIONS
4.1.2.2 PROCESS STEPS
The process for SCE Identification is as described in section 3.1.2.
The SCE list shall be updated / revalidated once every 5 years for each facility using section 3.1.2, and/or when a process unit undergoes modifications or upgrades.
For detailed Roles and Responsibilities see Section 6.3.11 Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 45 of 113
4.1.3 Integrity Performance Standards (IPS) Development/Updating 4.1.3.1 EXPECTATIONS
4.1.3.2 PROCESS STEPS
The process for developing Integrity Performance Standards is described in section 3.1.3. During the development of IPSs for plants, the developed generic Integrity Perofrmance Standards in Appendix A can be used as a basis for developing IPSs with proper customization to site specific conditions or plant specific requirements.
The Integrity Performance Standards need to be updated regularly.
For detailed Roles and Responsibilities see Section 6.3.12 4.1.4 Critical Variables Identification and IOW Development/Updating 4.1.4.1 EXPECTATIONS
4.1.4.2 PROCESS STEPS
The process for critical variables identification and IOW development/update is as described in section 3.1.4. The list of Critical variables and limits need to be updated regularly.
Integrity KPIs for Operations need to be developed and updated periodically, see section 5.3.
For detailed Roles and Responsibilities see Section 6.3.13
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 46 of 113
4.2 AIMS Execution in Operations ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
AIMS Execution in Operations
AIMS-O-E-1
Process Number:
Process Steps Integrate AIMS Activities with Asset Management Plans
Execute IPS Verification Tasks
Maintain Process within Safe Envelope
Process Steps Details Include IPS Verification Tasks in Maintenance Plan (SAP PM) Include IPS Verification Tasks in Inspection Plans Update Operations Instruction Manual (OIMs) with relevant IPS Verification Tasks Schedule Activities Assign Resources
Execute Verification Tasks as per Monitor IOWs company procedure and per schedule Take Corrective Actions for Document Results, failed Verification exceedances Tasks, and required Integrity Resolve Recurring Exceedances Response Generate Weekly Reports Apply Corrective Action and/or Monitor Integrity KPIs and take Recommendations corrective actions Escalate critical integrity deviations with major/immediate consequences
Responsibilities Plant Manager Plant Integrity Coordinator Plant Organizations (Maintenance / Inspection / Operations/ Engineering)
Plant Integrity Coordinator Plant Organizations (Maintenance / Inspection / Operations/ Engineering)
Plant Integrity Coordinator IOW Owner (Process Engineer, Control Engineer, etc.)
References OE Process 4.2 “Safe, Reliable, and Efficient Operations and Maintenance”; SAP PM Module; TPRM; SAIF; SAEP-20
OE Process 4.2 “Safe, Reliable, and Efficient Operations & Maintenance”; OE Process 4.3 “Assets Monitoring and Continuous Improvement”; SAP PM Module; TPRM; SAIF; SAEP-20
OE Process 4.3 “Assets Monitoring and Continuous Improvement”; SAEP-393 ; OE Process 12.4; AIMS Manual (Enablers)
Figure 4.2: Process # AIMS-O-E-1 "Execution process in Operations"
Following the integrity that was established during Design, the objective of AIMS Execution, as depicted in Figure 4.2, is to ensure that Integrity is sustained through maintaining the barriers, and plant process is operating within the integrity envelope. Operational Excellence Element #4 is the overall umbrella for Asset Management; AIMS is one component of OE Element #4. AIMS Section 4 complements Operational Excellence Element #4 “Asset Management”, namely OE Process # 4.2 and OE Process # 4.3. Fulfilling the requirement of sections 4.2-4.4 of this Manual will fulfill only the Asset Integrity requirements for OE Process 4.2 “Safe, Reliable, and Efficient Operations and Maintenance” and OE Process 4.3 “Assets Monitoring and Continuous Improvement”.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 47 of 113
4.2.1 Integrating AIMS Activities with Asset Management Plans 4.2.1.1 EXPECTATIONS
4.2.1.2 PROCESS STEPS The key of a successful implementation of an Asset Integrity Management System mostly relies on the proper identification and timely execution of the IPSs’ Verification Tasks that will ensure the SCE functional requirements are fulfilled. The more information obtained from executing Verification Tasks, the more chance any threat to the component’s integrity would be proactively detected and actions put in place to avoid any unexpected failure. The integration of AIMS Activities with Plant Asset Management Plans is described in the following key steps:
Include IPS Tasks in SAPPM/Insp
Schedule Activities
Assign Resources
STEP 1: INCLUDE IPSs’ VERIFICATION TASKS INTO APPLICABLE PLANS/SYSTEMS (SAP-PM, INSPECTION)
In order to ensure the integrity of all SCE and its components, all IPS Verification Tasks identified during the AIMS Development phase shall be included into applicable Maintenance and Inspection plans.
Update Maintenance Plans: All IPSs’ Verification Tasks pertaining to Maintenance will need to be included in the Maintenance Plans and SAP-PM module for execution/tracking.
Update Inspection Plans: All IPSs Verification Tasks pertaining to Inspection will need to be included in the Inspection Plans for execution/tracking.
All activities are expected to be prioritized.
Update Operations Instruction Manual (OIMs) with relevant IPS Verification Tasks.
STEP 2: SCHEDULE ACTIVITIES The above mentioned Verifications Tasks need to be scheduled as per the following sequence:
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 48 of 113
Select work jobs by priority.
Verify equipment availability.
Verify persons/workers availability/competency.
Prepare schedule.
STEP 3: ASSIGN RESOURCES All capabilities (e.g. number and competencies of people) resources (e.g. tools, systems, etc) required to execute the IPS Verification Tasks described in the Integrity Performance Standards are to be planned/assigned and be available so that all activities can be completed as per the plan. Clear roles, responsibilities and accountability are assigned.
For detailed Roles and Responsibilities see Section 6.3.14 4.2.2 Execute IPS Verification Tasks 4.2.2.1 EXPECTATIONS
4.2.2.2 PROCESS STEPS Execute Verification Task
Document Results
Apply Corrective Action and/or Recommendation
STEP 1: EXECUTE VERIFICATION TASK
Execute all IPSs’ Verification Tasks pertaining to Operations and Maintenance as per the company approved procedure, per the asset strategy, and per schedule.
Execute all IPSs’ Verification Tasks pertaining to Inspection as per the company approved procedure, per the asset strategy, and per schedule.
STEP 2: DOCUMENT RESULTS
Document results of Verification Task activities, failed Verification Tasks, required corrective actions, recommendations, and/or any necessary Integrity Response (Preventive or Mitigative).
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 49 of 113
Communicate results, corrective/preventive actions, and integrity response to the proper organizations/individuals.
STEP 3: APPLY CORRECTIVE ACTION AND/OR RECOMMENDATION
Escalate critical integrity deviation with major/immediate impact or consequences.
Action all corrective/preventive actions and recommendations. Resolve assigned corrective actions/preventive and recommendations for all failed Verification Tasks in a timely manner. Redo failed Verification Tasks after corrective actions if necessary.
Update integrity status after corrective/preventive actions or recommendations are implemented.
For detailed Roles and Responsibilities see Section 6.3.15 4.2.3 Maintain Process within Safe Limits (Monitor IOW) 4.2.3.1 EXPECTATIONS
4.2.3.2 PROCESS STEPS Take Corrective Actions Monitor IOWs & Monitor KPIs Generate Weekly Reports
Resolve Recurring Exceedances
STEP 1: MONITOR IOWs
Plant Operators shall monitor all IOWs that pertain to their areas of responsibility as per the asset strategy and per the schedule. The IOW server and logs shall be working and shall be accessible by the concerned individuals.
Monitor Integrity KPIs for any deviations or trends.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 50 of 113
Determine root cause of exceedances or deviations.
Document/communicate results.
STEP 2: TAKE CORRECTIVE ACTIONS / RESOLVE RECURRING EXCEEDANCES
Apply corrective actions in a timely manner in case of IOW limit exceedance.
Take corrective actions for KPIs deviations.
Generate weekly IOW report that includes exceedances.
Resolve recurring exceedances in a timely manner.
Update integrity status after corrective actions or recommendations are implemented.
For detailed Roles and Responsibilities see Section 6.3.16
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 51 of 113
4.2.4 Integrity Requirements during Operations 4.2.4.1 EXPECTATIONS – During T&I and Before Startup
4.2.4.2 EXPECTATIONS - During Special Field Procedures (Test runs, Shutdowns, etc)
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 52 of 113
4.2.4.3 EXPECTATIONS - Decommissioning
4.2.5 Integrity Requirements for Pipelines Operations 4.2.5.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 53 of 113
4.3 AIMS Assessment for Operations This section describes the AIMS Assessment and Measurement phase which is initiated after the AIMS Execution phase has begun and the facility is ready to start assessing their AIMS implementation and measuring its performance. During this phase, the facility conducts periodic Internal Assessment (Figure 4.3) once every year; while the corporate AIMS team conducts periodic External Assessment, once every 3-5 years. The Internal/External Assessment provides a picture of the current condition of Asset Integrity in the plant in reference to AIMS Manual. The Assessment will inspire the organization to improve and provide basis for formulating effective solutions.
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
Internal Assessment
Process Number:
AIMS-O-A-1
Process Steps Identify Recommendations and Generate ISR
Perform Internal Assessment
Action and Track Recommendations
Process Steps Details
Form the Internal Assessment Team. Prepare a plan and schedule for the Internal Assessment. Identify and gather required documentation. Perform System Level Assessment and scoring for: - AIMS Development. - AIMS Execution. - AIMS Assessment - AIMS Continuous Improvement. - AIMS Performance. Perform Asset Level Assessment.
Identify recommendations & Action timelines. recommendations Record results into Integrity Track the progress of Status Report. recommendations and periodically follow up to Conduct annual completion. management review. Close recommendations Approve ISR. by the due date. Communicate ISR. Communicate closure to Plant Management.
Responsibilities Plant Manager / Plant Integrity Coordinator Plant Organizations (Operations, Engineering, Maintenance, Inspection)
Plant Manager Plant Integrity Coordinator Plant Organizations (Operations, Engineering, Maintenance, Inspection)
Plant Manager / Plant Integrity Coordinator Plant Organizations (Operations, Engineering, Maintenance, Inspection)
References AIMS Manual
AIMS Manual
AIMS Manual
Figure 4.3: Process # AIMS-O-A-1 "Internal Assessment"
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 54 of 113
4.3.1 Internal Assessment for Operations 4.3.1.1 EXPECTATIONS
4.3.1.2 PROCESS STEPS The detailed process steps for AIMS Internal Assessments in operations are as follows:
STEP 1: PERFORM INTERNAL ASSESSMENT: Form the Internal Assessment Team; membership includes: Plant Integrity Coordinator, representatives from Process Engineering, Maintenance, Engineering, Inspection and Corrosion. Prepare a plan and schedule for the Internal Assessment. Identify and gather required documentation (See Appendix C for suggested list of documents). Perform System Level Assessment and scoring for AIMS implementation. (Scoring shall be per AIMS scoring Matrix available on the corporate AIMS website). This includes identifying areas of strength, areas of improvement, analysis and evaluation. AIMS Enablers and Governance shall be considered in all phases of AIMS implementation. The Internal System Level Assessment shall include:
AIMS Development
Identification and documentation AIMS Work processes.
Identification of Risks and Mitigation (Development of Risk Register and treatment plan).
Identification of SCE list.
Development of IPSs.
Development of IOWs and KPIs.
AIMS Execution
Saudi Aramco: Confidential
Integrating AIMS Activities with Asset Management Plans.
Asset Integrity Management System Manual https://t.me/PrMaB
Page 55 of 113
Execution of Verification Tasks per schedule.
Maintaining process within Safe limit.
AIMS Assessment
Conducting Internal Assessment.
Conducting External Assessment.
AIMS Continuous Improvement
AIMS Performance including KPIs, trends and benchmarking
Perform Asset Level Assessment: Evaluate demonstration of integrity requirements in documentation for all Assets in each Process Unit.
Determine if all Verification Tasks are being executed and meet the Acceptance Criteria.
Identify areas of strength and areas of improvement; analyze and evaluate.
STEP 2: IDENTIFY RECOMMENDATIONS AND GENERATE ISR Identify corrective/preventive actions and recommendations with timelines. Classify each recommendation in terms of criticality as either high, medium, or low. Compile the Integrity Status Report by using the ISR Template Outline in Appendix B. The report shall include:
System Level Assessment results, scoring, areas of strength, areas of improvement, and recommendations/corrective actions.
Asset Level Assessment results, SCE Integrity Status (“Demonstrated” or “Not Demonstrated”) and associated recommendations/corrective actions.
Conduct annual management reviews to ensure AIMS adequacy and effectiveness. Approve ISR. Communicate ISR.
STEP 3: ACTION AND TRACK RECOMMENDATIONS: Action new recommendations from Internal Assessment and follow-up on open recommendations. Track the progress of recommendations and periodically follow up to completion. Close Recommendations by the due date. Once all recommendations pertaining to Internal Assessment are closed, communicate Closure status to Plant Management.
For detailed Roles and Responsibilities see Section 6.3.17
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 56 of 113
4.3.2 External Assessment for Operations
ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
External Assessment
Process Number:
AIMS-O-A-2
Process Steps Identify Recommendations and Generate ISR
Perform External Assessment
Action and Track Recommendations
Process Steps Details
Form the External Assessment Team. Prepare a plan and schedule for the External Assessment. Identify and gather required documentation. Perform System Level Assessment and scoring for: - AIMS Development. - AIMS Execution. - AIMS Assessment. - AIMS Continuous Improvement. - AIMS Performance. Perform Asset Level Assessment for selected SCEs.
Identify recommendations & timelines. Record results into Integrity Status Report Approve Report. Communicate report to Plant Management and affected Groups.
Action and track the progress of recommendations and periodically follow up to completion. Close recommendations by the due date. Communicate closure of all recommendations to Plant Management and CSD.
Responsibilities Plant Manager / Plant Organizations Plant Integrity Coordinator AIMS Corporate Team
Plant Manager Plant Integrity Coordinator Plant Organizations AIMS Corporate Team
Plant Manager Plant Integrity Coordinator Plant Organizations AIMS Corporate Team
References AIMS Manual
AIMS Manual
AIMS Manual
Figure 4.4: Process # AIMS-O-A-2 "External Assessment"
4.3.2.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 57 of 113
4.3.2.2 PROCESS STEPS The detailed process steps for External Assessment in Operations are as follows:
STEP 1: PERFORM EXTERNAL ASSESSMENT: Form the External Assessment Team; membership includes: AIMS Corporate Team, Plant Integrity Coordinator, representatives from Plant Organizations- Operations, Maintenance, Engineering, Inspection and Corrosion. Prepare a plan and schedule for the External Assessment. Identify and gather required documentation (See Appendix C for suggested list of documents) and the staff to be interviewed. Perform System Level Assessment and scoring for AIMS implementation. (Scoring shall be per AIMS scoring Matrix available at the corporate AIMS website). This includes identifying areas of strength, areas of improvement, analysis and evaluation. AIMS Enablers and Governance shall be considered in all phases of AIMS implementation. The External System Level Assessment shall include:
AIMS Development
Identification and documentation AIMS Work processes.
Identification of Risks and Mitigation (Development of Risk Register and treatment plan).
Identification of SCE list.
Development of IPSs.
Development of IOWs and KPIs.
AIMS Execution
Integrating AIMS Activities with Asset Management Plans.
Execution of Verification Tasks per schedule.
Maintaining process within Safe limit
AIMS Assessment
Conducting Internal Assessment.
Conducting External Assessment.
AIMS Continuous Improvement
AIMS Performance including KPIs, trends and benchmarking.
Perform Asset Level Assessment: Evaluate demonstration of integrity requirements in documentation for selected SCEs.
Determine if all Verification Tasks are being executed and meet the Acceptance Criteria.
Identify areas of strength and areas of improvement; analyze and evaluate.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 58 of 113
STEP 2: GENERATE ISR AND RECOMMENDATIONS Identify recommendations and timelines. Classify each recommendation in terms of criticality as either high, medium, or low. Compile the Integrity Status Report by using the ISR Template Outline in Appendix B. The report shall include:
System Level Assessment results, scoring, areas of strength, areas of improvement, recommendations/ corrective actions.
Asset Level Assessment results, SCE Integrity Status (“Demonstrated” or “Not Demonstrated”) and associated recommendations/corrective actions.
Conduct annual management reviews to ensure AIMS adequacy and effectiveness. Approve ISR. Communicate ISR.
STEP 3: ACTION AND TRACK RECOMMENDATIONS: Action all recommendations resulting from the External Assessment. Track the progress of recommendations and periodically follow up to completion. Close Recommendations by the due date. Once all recommendations pertaining to the External Assessment are closed, communicate closure status to Plant Management and AIMS Corporate Team / CSD.
For detailed Roles and Responsibilities see Section 6.3.18
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 59 of 113
4.4 AIMS Continuous Improvement for Operations ASSET INTEGRITY MANAGEMENT SYSTEM Process Name:
Continuous Improvement
AIMS-O-C-1
Process Number:
Process Steps Create Continuous Improvement Process
Identify Improvement Opportunities
Evaluate AIMS Implementation
Develop/Track Improvement Action Plans
Process Steps Details
Establish, implement, and maintain a process for AIMS Continuous Improvement. Periodically review and update the process.
Evaluate the need for changes to AIMS processes and procedures. Review KPIs trends, Internal and External Assessment results, and operations feedback. Assess the benchmarking results internally and externally. Evaluate the related technologies, tools and techniques to accelerate / automate AIMS executions.
Identify AIMS improvement opportunities and required update for AIMS Processes. Determine the required capabilities and resources. Develop the required improvement actions plan.
Develop the required improvement action plans with priority, resources, responsibility and timeframe. Verify implementation of improvement actions and consistently follow up on recommendations. Verify intended improvement is achieved.
Responsibilities Manager / Division Head Integrity Coordinator
Manager / Division Head Integrity Coordinator
Manager / Division Head Integrity Coordinator
Manager / Division Head Integrity Coordinator
References ISO 55001/2/3 ISO 55001/2/3 OE Manual 12.6; SMS OE Manual 12.6; SMS Manual manual element 11; AIMS element# 11; AIMS Manual Manual
ISO 55001/2/3 ISO 55001/2/3 OE Manual 12.6; SMS OE Manual 12.6; SMS Manual element 11; AIMS Manual element 11; Manual AIMS Manual
Figure 4.5: Process # AIMS-O-C-1 "Continuous Improvement”
4.4.1 EXPECTATIONS
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 60 of 113
4.4.2 PROCESS STEPS The process steps for Continuous Improvement in Operations are as follows:
STEP 1: CREATE CONTINUOUS IMPROVEMENT PROCESS: Establish, implement, and maintain a process for AIMS Continuous Improvement. The process shall define: • • •
Process steps for conducting AIMS Continuous Improvement. Roles and responsibilities of the entities and individuals to perform the process. How to implement and maintain these activities.
Approve the AIMS Continuous Improvement process. Periodically review and update the process.
STEP 2: EVALUATE AIMS IMPLEMENTATION: Assign the needed resources as planned. Evaluate the need for changes to AIMS processes and procedures, including its mandates, strategy and objectives and other elements of the asset management system. Conduct internal and external benchmarking to AIMS and document the results for future reference. Assess the benchmarking results internally and externally with best industry practices to help gauge AIMS effectiveness in Operations. Review KPI trends, Internal and External Assessment results, and continuously give feedback to ensure AIMS suitability. Evaluate the related technologies, tools and techniques to accelerate AIMS executions.
STEP 3: IDENTIFY IMPROVEMENT OPPORTUNITIES: Identify AIMS improvement opportunities and priorities. Include the following: • • • •
The root causes which prevent meeting the objectives. KPIs that need improvement or are not being met. The required update or improvement for AIMS Processes and activities. Brainstorming of improvement options.
Determine the required capabilities, such as number and competencies of people, training, certifications, and resources/tools according to processes requirements and AIMS objectives. Develop the required improvement actions plan.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 61 of 113
STEP 4: DEVELOP/TRACK IMPROVEMENT ACTION PLANS: Develop improvement action plans with priority, resources, responsibility and timeframe. Verify implementation of improvement actions and consistently follow up on recommendations. Verify that intended improvement is achieved.
For detailed Roles and Responsibilities see Section 6.3.19
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 62 of 113
5 Part V: AIMS Enablers This section provides the organizational capabilities or enablers that are required to sustain leading performance in Asset Integrity Management. For each enabler, the objective of the enabler, the expectations with regards to Integrity functions, and the responsibilities of individuals and/or organizations to achieve the expectations are provided.
5.1 Competency 5.1.1 Objectives This Enabler will ensure the integrity competency and training needed for all staff for the establishment, implementation, maintenance and continual improvement of AIMS.
5.1.2 Expectations
5.1.3 Responsibilities Project Manager
Review the safety program and integrity competency/experience for contractors prior to awarding the contract.
Assign competent and trained staff to perform the project’s Asset Integrity related tasks.
Allocate/schedule adequate training/courses to the Project team in the area of Asset Integrity Management requirements and concepts.
Plant Manager
Allocate the required budget and resources for training.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 63 of 113
Division Head / Supervisor
Specify the integrity competencies required for all integrity-related job positions.
Assign competent and trained staff to perform Asset Integrity tasks.
Allocate/schedule adequate training/courses to plant staff in the area of Asset Integrity Management requirements and concepts.
PEDD and CSD
Identify/update the asset integrity competencies in accordance with the guidelines of Saudi Aramco C-MAP and MySkills systems.
Incorporate Asset Integrity competencies in applicable C-Maps.
Develop and deliver the required in-company courses related to Asset Integrity Management covering operations and Projects.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 64 of 113
5.2 Integrity Information and Document Management 5.2.1 Objectives This enabler will facilitate accurate, complete, timely and easily accessible information and documentation for effective and timely management of asset integrity.
5.2.2 Expectations
5.2.3 Responsibilities Plant Management / Project Management Organizations Department Head
Establish an effective Integrity Information System and a Document Management System, either using an existing asset management platform or procure new.
Periodically track the use and effectiveness of the Integrity Information and Document Management system.
Supervisor / Engineers / Project Engineer
Oversee the collection method for Safety Critical Elements records and ensure using approved processes.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 65 of 113
Verify the accuracy of the Safety Critical Elements records prior to storing them.
Plant Integrity Coordinator / Project Integrity Coordinator
Take custodianship of integrity related records.
Periodically track the use and completeness of the stored Integrity Information and Documents.
Store and retain integrity records in an electronic database and hardcopy systems.
Archive all Integrity Status Reports and Assessments using both electronic and hardcopy systems.
Project team / SCE Owner or support organization (Inspection, Maintenance, Operations)
Collect data for Safety Critical Elements records using approved processes.
Record accurate data, results, deviations, observations, and recommendations.
Verify the accuracy of the Safety Critical Elements records prior to storing them.
Plant Information System Engineer (At the plant level)
Protect Plant systems, information and software through proper access control.
Verify that the plant firewall rules and anti-virus protection are up-to-date.
Ensure information and databases are periodically backed-up.
Information Protection Center (At the Corporate level)
Protect Project systems, information and software through proper access control.
Verify that plant Firewall rules and anti-virus protection are up-to-date.
Ensure information and databases are periodically backed-up for projects.
Engineering Knowledge and Resources Division
Properly control data and drawings required for the SCE.
Acquire the necessary tools and technology to facilitate efficient retrieval and utilization of stored data and drawings for SCE.
Update the SCE drawings in a timely manner to support proper MoC process execution.
Add provision in I-Plant, SAP or other document management systems to readily identify documents for SCEs.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 66 of 113
5.3 Key Performance Indicators 5.3.1 Objectives The main objective of the Asset Integrity KPI, both for Projects and Operations, is to provide the different levels of the organization (Managers, Supervisors, Engineers and Operators) with a tool to easily and continuously monitor asset integrity status, and facilitate the decision making process to correct deviations and re-establish and maintain asset integrity.
5.3.2 Expectations
What follow are the list of common AIMS KPIs (Tables 5.1 to 5.5) followed by template of the AIMS Dashboard (Tables 5.6-5.7 and Figure 5.1).
1. Number of Integrity Incidents Definition
Number of Integrity incidents due to: hazardous release, fire, or structural/ chemical/ mechanical/ electrical integrity failure.
Objective
Measure the status and effectiveness of asset Integrity management within a plant and across the company in preventing incidents. = Count of hazardous releases incidents + count of fire incidents + count of integrity failures incidents including structural, chemical, mechanical and/or electrical
Formula Data Source
To be provided by plant or projects. (Lagging KPIs) Table 5.1: AIMS Common KPIs - Number of Integrity
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 67 of 113
2. Number of Fatalities or Major Injuries due to Integrity Incidents Definition Objective Formula
Number of fatalities or major injuries due to integrity incidents Measure the number of fatalities or major injuries due to integrity incidents within a plant and across the company = 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑓𝑎𝑡𝑎𝑙𝑖𝑡𝑖𝑒𝑠 + 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓𝑚𝑎𝑗𝑜𝑟 𝑖𝑛𝑗𝑢𝑟𝑖𝑒𝑠
Data Source
To be provided by plant or projects. (Lagging KPIs) Table 5.2: AIMS Common KPIs - Number Of Fatalities or major injuries
3. Property Loss/Damage or Financial Loss due to Integrity Incidents Definition
Formula
Cost of asset loss and/or damage ($) due to integrity incidents and financial loss (ex: Production loss) due to integrity incidents Measure the cost of property loss or production loss due to integrity incidents within a plant and across the company = 𝑃𝑟𝑜𝑝𝑒𝑟𝑡𝑦 𝑙𝑜𝑠𝑠 𝑜𝑓 𝑑𝑎𝑚𝑎𝑔𝑒 𝑖𝑛 𝑈𝑆𝐷 + 𝐹𝑖𝑛𝑎𝑛𝑐𝑖𝑎𝑙 𝐿𝑜𝑠𝑠 𝑖𝑛 𝑈𝑆𝐷
Data Source
To be provided by plant or projects. (Lagging KPIs)
Objective
Table 5.3: AIMS Common KPIs - Property Loss/Damage or Financial Loss
4. Integrity Barriers Strength Definition Objective
Percentage of SCEs demonstrating integrity requirements & meeting minimum assurance/Verification Tasks Measure the strength (or weaknesses) of Safety critical Elements (SCEs) and safety barriers
Formula
=
Data Source
To be provided by plant or projects. (Leading KPIs) (Note: These KPIs can be calculated per single barrier or across all barriers, as needed.)
𝑇𝑜𝑡𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑆𝐶𝐸𝑠 𝑑𝑒𝑚𝑜𝑛𝑠𝑡𝑟𝑎𝑡𝑖𝑛𝑔 𝑖𝑛𝑡𝑒𝑔𝑟𝑖𝑡𝑦 𝑇𝑜𝑡𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑆𝑎𝑓𝑒𝑡𝑦 𝑐𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝐸𝑙𝑒𝑚𝑒𝑛𝑡𝑠
Table 5.4: AIMS Common KPIs - Integrity Barriers Strength
5. Assets IOW Compliance Definition Objective
Percentage of critical variables that are operating within the design envelope. This KPI verifies whether the critical variables are operating within the design envelope.
Formula
= (𝑇𝑜𝑡𝑎𝑙 𝑁𝑜. 𝑜𝑓 𝐴𝑠𝑠𝑒𝑡𝑠 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑤𝑖𝑡ℎ𝑖𝑛 𝐼𝑂𝑊 𝑝𝑒𝑟𝑓𝑜𝑟𝑚𝑎𝑛𝑐𝑒 𝑙𝑖𝑚𝑖𝑡𝑠) / (𝑇𝑜𝑡𝑎𝑙 𝑁𝑜. 𝑜𝑓 𝑎𝑠𝑠𝑒𝑡𝑠 ℎ𝑎𝑣𝑖𝑛𝑔 𝐼𝑂𝑊)
Data Source
IOW logs/server, to be provided by Plant or Projects (Leading KPIs). (Note: A variable exceeding the integrity limits for more than 2 weeks during a year is considered to have exceeded the limits; or a variable exceeding the integrity limits more than 4% of any duration of time (ex: week to months) is considered to have exceeded the limits.) Table 5.5: AIMS Common KPIs - Assets IOW Compliance
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 68 of 113
Barrier
Barrier Strength
Structural Integrity
100%
Process Containment
80%
Ignition Control
100%
Detection Systems
100%
Protection Systems
100%
Shutdown Systems
100%
Emergency Response
90%
Life Saving
100%
High Level Status
Table 5.6: Example of a Dashboard for AIMS KPIs Showing Barrier Strength
Table 5.7: Example of a Dashboard for AIMS KPIs Showing Barriers/SCEs Status
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 69 of 113
Figure 5.1: Example of Summary Dashboard for AIMS Showing Barriers/SCEs Status
5.3.3 Responsibilities Project Manager
Develop the project specific Integrity KPIs and IOW to be able to assess asset integrity implementation status. Collect and automate the collection for KPIs data for projects.
Plant Supervisor / Engineers
Develop the field specific Integrity KPIs and IOWs to be able to continuously monitor the asset integrity condition. Collect and automate the collection for KPI data.
Plant Information System Engineer
Configure/program the various Asset Management Systems to allow concerned individual access to Integrity KPIs and IOW status.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 70 of 113
5.4 Process Management 5.4.1 Objectives The objective of this enabler is to ensure effective and complete execution of an organization’s Asset Integrity processes.
5.4.2 Expectations
The Project’s specific processes pertaining to Asset Integrity include the following Processes:
AIMS Development in Projects.
AIMS Execution in Projects.
Internal Integrity Assessment for Projects.
External Integrity Assessment for Projects.
AIMS Continuous Improvement for Projects.
The field organization specific processes pertaining to Asset Integrity include the following processes:
AIMS Development in Operations.
AIMS Execution in Operations.
Internal Integrity Assessment for Operations.
External Integrity Assessment for Operations.
AIMS Continuous Improvement for Operations.
5.4.3 Responsibilities Project Management Organizations / Project Manager
Develop and maintain the required business processes pertaining to Asset Integrity Management requirements.
Integrate Asset Integrity Management requirement into existing Project execution phases, Contractor scope of work, and design/construction/commissioning activities.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 71 of 113
Plant Manager / Division Head / Supervisors
Develop and maintain the required plant business processes pertaining to Asset Integrity Management requirement.
Integrate Asset Integrity Management processes maintenance/inspection plans, and operating instructions.
with
existing
field
procedures,
AR&IMD (AIMS Corporate Team)
Develop and maintain the External Integrity Assessment Processes for Projects and Operations.
Develop and maintain a Continuous Improvement process for AIMS.
Integrate Asset Integrity Management processes with existing division activities.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 72 of 113
5.5 Management of Change 5.5.1 Objectives The objective of this enabler is to ensure changes or additions (both temporary and permanent) to plant process and SCEs are managed through the MoC process, so that the plant process and SCEs’ safety and integrity are not compromised.
5.5.2 Expectations
5.5.3 Responsibilities Division Head / Supervisor / Engineers
Use the MoC process to conduct Risk Assessment prior to any planned change to Safety Critical Elements (SCEs) or critical plant process during Operations.
Project Manager
Use the MoC process to conduct Risk Assessment prior to any planned change to Safety Critical Elements (SCEs) or critical plant process during the design or construction phase.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 73 of 113
5.6 External Resources 5.6.1 Objectives This enabler will avail the competent external resources (contractors) to support AIMS related activities in projects and operations including the establishment, implementation, maintenance and continual improvement of AIMS.
5.6.2 Expectations
5.6.3 Responsibilities Plant Manager / Division Head / Project Manager
Approve the AIMS related activities that can be outsourced.
Review the safety program and integrity competency/experience for contractors prior to awarding the contract.
Ensure the compliance to the company policies for any external services request.
Service Requestor
Determine the AIMS related activities that can be outsourced.
Review the safety program and integrity competency/experience for contractors prior to awarding the contract.
Develop a detailed scope of work.
Review previous lessons learned.
Assess the contractor’s previous performance, qualification, and financial positions documents.
Identify the impact of performance and risks on the projects.
Consult Contracting and Law departments as needed and as applicable.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 74 of 113
5.7 Tools & Technology 5.7.1 Objectives Tools and technologies shall be acquired to improve reliability and effectiveness of AIMS processes.
5.7.2 Expectations
5.7.3
Responsibilities Plant Manager / Project Manager
Approve and acquire the needed tools and technologies for the reliable and effective execution of AIMS along with adequate training and support.
Supervisor / Engineers / Project Engineers
Identify the required tools and technologies needed for the effective establishment, implementation, maintenance and continual improvement of AIMS.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 75 of 113
6 Part VI: AIMS Governance 6.1 Objective The objective of AIMS Governance is to establish a mechanism for monitoring the actions, mandates and decisions of the Saudi Aramco Organization(s) toward implementing and managing an effective AIMS in processing plants and Projects. It describes roles and responsibilities in the AIMS which will be handled at Facilities or Projects (local level) and at Engineering Services (central level).
6.2 AIMS Governance Expectations The below expectations are for various parties involved in the AIMS during the various phases: 1. The Asset Reliability and Integrity Management Division in CSD shall be the entity that oversees the corporate AIMS development, maintenance, assessment and improvement, and to ensure coherent and unified implementation across the company. 2. The AIMS implementation will be led by the Facilities (for Operations) or Project Management Organizations (for Projects) with support from Support Organizations. Each Facility or Project shall apply the AIMS as appropriate to address its own unique operating needs. However, standardizing processes and practices that are common across departments are encouraged. 3. The Project Manager shall assign a Project Integrity Coordinator(s) to manage the various activities pertaining to AIMS. 4. The Plant Manager shall assign a Plant Integrity Coordinator(s) to manage the various Plant activities pertaining to AIMS. 5. Projects shall include all AIMS activities in the Capital Management System. 6.
Projects shall include AIMS Internal Assessment results, major integrity findings, and deliverables as part of the applicable Project’s Control Gates.
7. This AIMS Manual shall be used to support project and site-specific development/implementation of AIMS. A set of business processes must be developed as per section 5.4 (Process Management). Each process shall specify R&R, competence, records and documentation with means to assess performance in line with the applicable company standards and this Manual. 8. The AIMS Manual requirements shall be embedded in existing business processes (standards, procedures, project activities or field work instructions). 9. Support organizations (CSD, P&CSD, ID, LPD, CMSD, OE, PEDD, EK&RD, and EPD) shall provide support to Project and Operations through this Manual. 10. ES/CSD will provide awareness workshops/guidance, training or consultation as appropriate throughout the implementation. 11. Facilities shall report to ES/CSD and their line management progress on the implementation of AIMS. 12. ES/CSD shall report to management the progress of AIMS implementation across the company. 13. For Operations, the implemented system shall be assessed for functionality and effectiveness internally through Internal Assessment once a year and during the External Assessment once every 3-5 years. The assessment shall follow the guidelines presented in the “AIMS Assessment” Sections of this Manual. The external review may include other Governance Support organizations in coordination with OE. 14. For Projects, all projects shall conduct Internal Assessment. The assessment shall follow the guidelines presented in the “AIMS Assessment” Sections of this Manual.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 76 of 113
15. The AIMS Corporate Team will conduct External Integrity Assessment for selected hydrocarbon projects. The assessment shall follow the guidelines presented in the “AIMS Assessment” Sections of this Manual. The external review may include other Governance Support organizations in coordination with OE. 16. AIMS implementation shall build on existing company programs, such as but not limited to: SMS, OE, CMP, TPRM, ERM, RBI, etc 17. AIMS governance and implementation shall build on existing governing systems and company procedures. The following examples of references are expected to be followed, as applicable, as part of the governance of AIMS processes.
Saudi Aramco Procedures SAEP-13 Project Environmental Impact Assessments SAEP-12 Project execution Plan SAEP-14 Project Proposal SAEP-43 Corrosion Management Program Deployment for Existing Facilities SAEP-308 Operations Inspection Unit Reviews SAEP-32 Environmental Performance Assessment (EPA) Program SAEP-40 value Assurance Process SAEP-30 Reliability Availability Maintainability (RAM) study Execution SAEP-393 IOW General Instructions GI 6.006 Loss Prevention Compliance Reviews GI 6.011 Quarterly Safety Inspections GI 289.000 “Audit Communication/Reporting Procedure GI 0002.600 Plant/Unit Acceptance after T&I Shutdown GI 2.710 Mechanical Completion Certificate GI-0400.001 Quality Management Roles & Responsibilities GI 2.710 Mechanical Completion Certificate Manuals Inspection Manual Supply Chain Management Manual Integrated Project Team (IPT) Manual Saudi Aramco Project Risk Management Guide Total Plant Reliability Management Industry Standards: ISO55000, “Asset management — Overview, Principles and Terminology”. ISO 55001, “Asset management —Management Systems Requirements” ISO55002, “Asset management — Guidelines for the Application of ISO 55001”.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 77 of 113
6.3 Roles and Responsibilities for the AIMS Processes The following general Roles and Responsibilities are applicable to the Consulting Services Department (CSD):
Consulting Services Department
Develop and maintain an effective AIMS with supporting KPIs and tools.
Align the risk management scheme used in AIMS with the corporate approach for Risk management.
Develop a Continuous Improvement process for AIMS encompassing a formal review with Management. The AIMS system shall be reviewed and updated at least once every 5 years.
Support Projects and Operations in deploying and implementing AIMS.
Promote continual improvement for AIMS in projects and operations.
Develop and deliver the required training courses and awareness programs.
Conduct joint External Assessment for selected facilities or projects.
Evaluate and/or develop tools and service providers to support expedition of AIMS implementation.
Participate in major incidents investigation involving Asset Integrity Management System failures.
Develop a process for External Assessment for Projects.
Develop a process for External Assessment for Operations.
The following general Roles and Responsibilities are applicable throughout the project cycle:
Project Management Organizations Department Head
Responsible and accountable for implementing and maintaining AIMS within project execution cycles as applicable.
Provide Leadership for the implementation and continuous improvement of the AIMS within projects and provide the required resources.
Project Manager
Incorporate AIMS requirements as applicable to the design, procurement, construction and commissioning phases of the projects.
Designate appropriate Project Integrity Coordinator(s) to each Project. It is up to the Project Manager discretion to decide where to fit the Project Integrity Coordinator, i.e. to assign it to an individual (Project Integrity Coordinator) for coordination, or to an existing entity within the project, or to distribute the function across Project engineers, each one for his area or discipline.
Verify that key HSE management aspects/issues have been identified and addressed as per this Manual and other Company applicable requirements.
Incorporate Integrity-related lessons learned from previous projects into the current project cycles.
Engage and obtain Proponent’s approval for key projects documents (high level design, detailed design, Construction plan, commissioning plan, pre-startup, etc), changes to design or equipment, and modifications.
Obtain the Proponent’s concurrence for asset maintainability plan, reliability, inspection plan, information and document management system, and any issues that may hinder normal and safe operations.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 78 of 113
Coordinate the preparation and submittal of the Integrity Status Report per project phase to management and project stakeholders.
Proponent
Participate actively (management and SME) in pre-design and design for the projects ensuring Integrity and HSE are addressed.
Review, specify and concur on asset maintainability plan, reliability, inspection plan, information and document management system, and any issues that may hinder normal and safe operations.
Ensure competent proponent representatives are participating in the project’s activities including reviewing and approving key projects’ documents (high level design, detailed design, Construction Plan, Commissioning Plan, pre-startup, etc), changes to design or equipment, and modifications.
Take the lead in AIMS related activities following the MCC and up to the startup of the plant.
Project Integrity Coordinator
Identify the Asset Integrity related activities, tasks, and/or studies in project, and provide technical support with regards to their implementation.
Coordinate Internal Integrity Assessment and External Integrity Assessment.
Coordinate preparations and submittal to management the Integrity Assessment Report for various Project phases.
Support various project teams working on AIMS, follow up on recommendations (arising from assessment and studies) to completion.
Lead appropriate AIMS multidisciplinary team to address major Integrity system failures during the project.
Ensure that all SCEs Integrity activities and IOW development in the project are performed, reviewed and tracked.
Ensure all IPSs, SCEs Inspection Plans, and Maintenance Plans are developed and imported into SAP. Integrity activities in the project are performed, reviewed and tracked.
Act as the custodian of the Asset Integrity data, ISR, and KPIs, during the project.
The following general Roles and Responsibilities are applicable thought-out the “Operate and Maintain” Phase:
Plant Management
Responsible and accountable for implementing and maintaining AIMS at the Plants as applicable.
Provide leadership for the implementation of the AIMS within the Plant and provide the required resources.
Ensure that all SCEs Integrity status in his facilities is reviewed and tracked following associated Integrity Performance Standards and verification schemes.
Designate appropriate Plant Integrity Coordinator (or Plant Integrity Coordination group). It is up to the plant management’s discretion to decide where to fit the asset integrity functions, i.e. to assign it to an individual (Plant Integrity Coordinator) for coordination or to an existing entity or to establish a new entity (Plant Integrity Coordination group) for this purpose. The assigned individual or entity is expected to have independence in reporting to plant management to avoid impacting its assurance function.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 79 of 113
Plant Integrity Coordinator
Develop a clear vision on where Asset Integrity in the plant is heading, which should be in line with the overall vision of the organization and this Manual.
Clarify the plant’s Asset Integrity mission that is put to achieve that vision, which should be based on the Asset Integrity Management Manual.
Identify the Asset Integrity programs, tasks, initiatives and/or studies that are applicable to the facility, and provide technical support with regards to their implementation.
Provide Leadership for the implementation of the AIMS within the plant and coordinate the required resources with Plant Management.
Lead an appropriate AIMS multidisciplinary team to address initial AIMS implementation and major Integrity undertakings.
Supports various plant’s team/entities working on AIMS, follow up on recommendations to completion, and roll-out of AIMS to the rest of the facilities.
Ensure that all SCEs Integrity status in his facilities is reviewed and tracked following associated Integrity performance standards and verification schemes.
Liaise with any concerned Engineering Services department or other concerned departments such as Loss prevention or Fire protection as necessary to correct any SCE, System gaps or on any areas of improvement.
Act as the custodian of Asset Integrity data, ISR, KPIs, either generated by SAP or collected from other sources.
Prepares and submits to management the Integrity Status Report for the facilities with copies to CSD/AR&IMD.
6.3.1 Risk Identification and Mitigation (Projects) Project Manager
Assign competent and trained staff to perform Risk Assessment.
Ensure the business process for Hazards/Risk identification and mitigation are performed as scheduled.
Project Integrity Coordinator
Coordinate/verify the various PHA and Risk Management studies and ensure proper documentation and communication to concerned individuals/groups within the projects.
Risk Champion / Risk Management Coordinator
Implement the necessary tools and techniques to conduct risk assessment.
Review risk information and risk reports for key themes and concerns and escalate risks as appropriate.
Advise management on the level of risk and the effectiveness of risk management.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 80 of 113
Address credible risks.
Escalate major risk or un-treated risks.
Risk Professional / Project Team / Disciplines’ SMEs
Conduct Risk Assessment as required and document all results.
6.3.2 Barrier and Safety Critical Element (SCE) Identification (Projects) Project Manager
Assign competent and trained staff for Barrier/SCE Identification
Plan and budget for the SCE identification process.
Review and approve the finalized SCE list.
Project Integrity Coordinator
Coordinate the identification of SCE and selection of barriers based on the asset/plant function.
Project Team / Disciplines SMEs
Identify SCEs and Barriers for all process units.
Review and finalize the report.
Proponent
Participate in the SCE identification process.
Review and approve the finalized SCE list.
6.3.3 Integrity Performance Standards (IPS) Development (Projects) Project Manager
Assign competent and trained staff for IPS Development.
Plan and budget for IPS Development.
Project Integrity Coordinator
Coordinate the development (customization) of the Integrity Performance Standards.
Project Team / Disciplines SMEs
Develop IPSs for all SCEs.
Review IPSs with the Proponent.
Proponent
Participate in the IPS development process.
Review and approve the finalized IPS.
6.3.4 Critical Variables Identification and IOW Development (Projects) Refer also to SAEP-393 for roles and responsibilities
Project Manager
Assign competent and trained staff for critical variables Identification and IOW Development.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 81 of 113
Plan and budget for the project process for determining the list of critical process variables and IOW design document.
Project Integrity Coordinator
Ensure (coordinate) identification of critical variables and development of IOWs.
Disciplines SMEs (Project Assigned Process Engineer)
Define critical variables as well as upper and lower limits to minimize damage.
Disciplines SMEs (Project Assigned Corrosion Engineer)
Assist Process Engineers in defining critical variables and limits.
Proponent
Participate in the IOW development process.
Review and approve the finalized IOW design document and list of critical process variables.
6.3.5 Build Integrity during Procurement and Construction Phase (Projects) Project Manager
Assign a Project Integrity Coordinator for the project.
Plan, budget and avail resources for performing and executing asset integrity tasks.
Verify AIMS tasks are completed per the schedule with the right quality.
Ensure personnel with adequate Integrity Competency are included in the Commissioning Team.
Ensure SCEs and IOW are included in the Commissioning Plan.
Ensure QA/QC Plan is executed and followed.
Project Engineers
Verify AIMS tasks are completed per the schedule.
Overlook the SCE procurement packages development for SCEs. The package should contain: (1) Material Specification; (2) Shipping requirements; and (3) proper storage instructions.
Ensure an Operational Readiness Plan is developed with SCE plans (plan for Functional Testing of SCEs, plan for performing SCEs Verification Tasks; plan for IOW verification).
Ensure SCEs and IOW are included in the Commissioning Plan.
Ensure QA/QC Plan is executed and followed.
Project Integrity Coordinator(s)
Track all AIMS related activities to completion.
Report incomplete activities to the Project Manager.
Proponent
Participate and review asset integrity planned tasks and outcomes.
Project Inspection
Verify proper storage measures for SCEs were taken per procurement documentation.
Inspect all SCEs for damage from shipping.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 82 of 113
Inspect SCEs for proper installation and damage.
Execute QA/QC plan.
6.3.6 Verification of Integrity at Commissioning (Pre-commissioning, Commissioning, Startup) Project Integrity Coordinator
Track all AIMS related activities to completion and report incomplete activities to Project Manager.
SA PROJECT MANAGEMENT TEAM (Construction Agency)
Develop with the proponent Commissioning Plans or Operational Readiness Plants (ORP).
Prepare the Performance Acceptance Certificate (PAC) for each facility after the final Mechanical Completion Certificate for the facility has been approved for subsequent approval by the Proponent upon completion of the performance testing.
Arrange for any vendor provided training requested by the Proponent per GI-2.710.
Allow adding punch list items where an item would create a hazardous condition to personnel or equipment is identified after the MCC is approved.
Establish a system of partial MCCs of equipment and facilities such as fire and safety systems to allow having adequate safety protection for the subsequent activities to be completed safely.
Develop the Reliability Availability & Maintainability (RAM) Study report per SAES-A-030 with updates from the Commissioning phase and act on deviations affecting SCEs.
PROPONENT DEPARTMENT HEAD
Develop and execute facility start-up and performance test plans and procedures.
Establish the Acceptance Committee and appoint its Chairman no later than “60% stage” of actual construction completion as per GI-2.710.
Review facility Safety Critical Elements performance, relative to operating conditions, in accordance with the approved Project Scope after conducting the necessary performance tests in the presence of qualified contractor personnel, vendor representatives (if required), and the Construction Agency.
Prepare a list of SCE performance-related items requiring corrective actions if the facility is not up to performance specifications and assign responsibility for completion in MPCS.
Notify the Construction Agency’s management of the details of performance or equipment warranty issues that may arise after approval of the Performance Acceptance Certificate.
Avail and fund the cost of materials and consumables for commissioning and start-up per the requirements of GI-2.710.
After approval of the Final MCC, approve completed Exception Items or make arrangement for the originator to be available for verification and approval.
Assume responsibility and acceptance of custody for the facility after the MCC approval. After this turnover, routine facility maintenance is the proponent’s responsibility and any remaining work to clear “No” Exception Items by the Construction Agency can only be accomplished upon issuance of Work Permits by the Proponent.
Review and approves data resulting from the Commissioning and ensure adding to SAP or other appropriate systems.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 83 of 113
Approve the commissioning and start-up procedures and approves the Performance Acceptance Certificate.
Assign a Senior Operations Representative/(s) per SAEP-121 to prepare and implement the Operational Readiness Plan as applicable per SAEP-121. The ORP includes but is not limited to, the development of: o o o o o o
Operations and maintenance organizations. Hiring and development plan for required resources. Operations and Maintenance strategies. Health, Safety & Environment (HSE) Management. Commissioning and Startup Plan. Interface plan with EPC and other contractors and vendors.
PROPONENT ENGINEERING DIVISION HEAD
Allocate required resources and competent workforce to support commissioning.
Review Commissioning as part of the projects implementation plan or Operational Readiness Plan.
Review Commissioning results and performance of SCEs vs design.
Concur with the completion of the Commissioning activities prior to handover to normal operations.
PROPONENT OPERATION DIVISION HEADS
Train employees on the newly installed assets or facility.
Allocate required resources and competent workforce.
Review commissioning and start-up procedures.
Conduct Commissioning and Startup of the new facility with support for the SAPMT (construction agency).
Commission and start-up the project safely upon the approval of the MCC to start the performance acceptance tests as per the approved commissioning procedure.
Verify and update operating envelops/ alarms.
Complete Performance Acceptance Certification per GI-2.710.
Perform Project close-out and handover documentation.
Approve/reject the performance exception items.
Ensure all documentation associated with the commissioning are provided per GI-2.710.
PROPONENT PROJECT COORDINATION UNIT HEAD
Concur with the MCC prior to commissioning.
Initiate the project closure form for non- PMT projects.
Develop assets maintenance plans.
Archive the project handover documents and records per SAEP-122.
Distribute copies of the project handover documents to the appropriate asset integrity stakeholders for their use during the operation phase of the SCEs.
Facilitate embedding TI commissioning requirements into the tender documents.
Perform Project close-out and handover documentation to include:
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 84 of 113
o o o o o
As-Built drawings (hard and soft copies). OSI data, RBI reports and database, Project Manuals, Piping Specification, Equipment. Datasheets, etc. Project records for archiving as per OE-9.3 “Data Archiving and Information Protection”. Project close out report as per SAEP-329. Technical integrity review report and turnover checklist.
PROPONENT MAINTENANCE DIVISION HEAD
Allocate required resources and competent workforce to support commissioning.
Review and approve assets maintenance plans required for commissioning.
Verify technical information in SAP and ensure correct Asset Registry.
Ensure spare parts cataloging and bill of material linkage per SAEP-31.
Concur with the MCC prior to commissioning to ensure exception items related to SCEs are appropriately closed.
Collect and archive the procurement documentation as part of the project documents.
PROPONENT OPERATION FOREMEN
Participate in the commissioning procedures review.
Verify compliance with operating envelops/ alarms limits and reports them per SAEP-393.
Apply the OIMs on the SCEs during commissioning.
Concur with the commissioning and plant performance acceptance per GI-2.710.
PROPONENT INSPECTION UNIT HEAD
Support Commissioning Team as applicable per standards and procedures.
Highlight abnormal conditions vs design to plant operations especially vibrations, leaks, abnormal temperature, etc
Review SCE IOWs established limits in design and initiate review for exceedance as required.
Verify Corrosion Management Program requirements per SABP-A-033, SAES-L-133 and SAEP-43 are in place.
PROPONENT RELIABILITY UNIT HEAD
Establish base line data for condition monitoring of SCEs.
Review the RAM report for deviations resulting from the commissioning affecting SCEs per SAES-A030.
Maintain the reliability records for the new SCE assets.
Participate in the SCEs’ commissioning activities.
Support the Commissioning Team as applicable per standards and procedures.
Verify all required spares for SCEs during commissioning are available.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 85 of 113
PROPONENT ACCEPTANCE COMMITTEE The Acceptance Committee members from the Construction Agency, Inspection Department, Loss Prevention, and the Proponent will designate their representatives per GI-2.710. The Acceptance Committee responsibilities include: Commission and safe start-up upon the approval of the MCC to start the performance acceptance tests as per the approved commissioning procedure. Prepare and implement the Operational Readiness Plan as applicable per SAEP-121. Verify and update operating envelopes/alarms. Complete the Performance Acceptance Certification per GI-2.710.
6.3.7 Internal Assessment for Projects (Projects) Project Manager
Lead Internal Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of implementation of AIMS at: 1) the end of design phase, 2) the end of procurement/construction phase, and 3) the end of the Commissioning.
Track the progress of any recommendations generated as a result of the assessment performed at the end of the design phase and end of the procurement/construction phase; ensure all recommendations generated are closed before commissioning.
Project Engineers
Assess the project in their areas of responsbilities to verify the extent of implementation of AIMS at: 1) the end of design phase, 2) the end of procurement/construction phase, and 3) the end of the Commissioning.
Implement Recommendations from ISR and update the status (as applicable).
Project Integrity Coordinator
Coordinate compilation of the results into an Integrity Status Report. The report is signed by the Assessment Team and Project Manager, and communicated to the project owner and proponent.
Coordinate Internal Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of implementation of AIMS at: 1) the end of design phase; 2) the end of procurement/construction phase, and 3) the end of commissioning.
Track the progress of any recommendations generated as a result of the assessment performed at the end of the design phase and end of the procurement/construction phase; ensure all recommendations generated are closed before Commissioning.
Project Team
Provide documentation required for an Internal Assessment.
Implement the recommendations from the ISR and update the status.
Proponent
Review and approve the Integrity Status Report.
Verify the completion of all Asset Integrity recommendations.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 86 of 113
6.3.8 External Assessment for Projects (Projects) Project Manager
Allocate the required resources for the External Assessment and post assessment activities.
Co-Lead External Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of implementation of AIMS at: (1) the end of design phase, (2) the end of procurement/construction phase and (3) the end of the Commissioning.
Track the progress of any recommendations generated as a result of the assessment performed at the end of the design phase, and the end of procurement/construction phase; ensure all recommendations generated are closed before commissioning.
AIMS Corporate Team/Project Manager
Form assessment team that includes Project representatives, AIMS corporate members, multidisciplinary SMEs, and support organizations (LPD, OE, etc.)
Plan for External Assessment.
Identify Roles and Responsibilities.
Identify required resources.
Identify checklists for each project phase (see Table 3.6, Table 3.7, and Table 3.8).
Co-Lead External Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of implementation of AIMS at: (1) the end of design phase, (2) the end of procurement/construction phase and (3) the end of the Commissioning.
Project Engineers
Provide feedback and required data to the Assessment Team.
Implement recommendations from the ISR and update the status.
Project Integrity Coordinator
Coordinate compilation of the results into an Integrity Status Report. The report is signed by the Assessment Team and Project Manager, and communicated to the project owner and proponent.
Coordinate an Internal Assessment (with participation of assigned project engineers, proponent, design office, materials suppliers, and construction agency, as needed) for each project to verify the extent of the implementation of AIMS at: 1) the end of design phase, 2) the end of procurement/construction phase, and 3) the end of the Commissioning.
Track the progress of any recommendations generated as a result of the assessment performed at the end of the design phase and end of the procurement/construction phase; ensure all recommendations generated are closed before commissioning.
Project Team
Provide documentation required for the External Assessment.
Implement recommendations from the ISR and update the status.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 87 of 113
Proponent
Review and approve the Integrity Status Report.
Verify Completion of all Asset Integrity recommendations.
6.3.9 AIMS Continuous Improvement for Projects (Projects) Project Management Organizations’ Department Heads
Establish, implement, and maintain a process for AIMS Continuous Improvement for Projects.
Ensure the participation of the Project Managers and proponent representatives of previous projects and the SME’s during the continuous improvement activities.
Review AIMS feedback (KPI’s, assessment and benchmarking results) and address gaps.
Coordinate all continuous improvement activities.
Implement the Improvement Plan.
Incorporate AIMS improvement in the current and future executed projects.
Project Managers of Previous Projects
Provide feedback and lessons learned during the project phases.
Apply improvement actions and recommendations in the projects.
Proponents (of recently completed Projects)
Provide feedback and lessons learned covering the first year of operation.
SMEs / Project Engineers (invited from recently completed Projects)
Analyze data and feedback and generate the proper continuous improvement recommendations.
6.3.10 Risk Identification and Mitigation (Operations) Plant Manager
Ensure the business process for hazards/risk identification and mitigation are performed as per the schedule with the right quality.
Review and approve the final reports of the PHA Study.
Division Heads
Oversee the business process for hazards/risk identification and mitigation and the schedule.
Assign competent and trained staff to perform the Risk Assessment.
Assign appropriate resources and SMEs and ensure actions are completed.
Monitor and control the quality and implementation of Risk Management in the plants.
Review and approve the final reports of the PHA Study.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 88 of 113
Risk Champion
Implement the necessary tools and techniques to conduct the Risk Assessment.
Review risk information and risk reports for key themes and concerns and escalate risks as appropriate.
Advise Plant Management on the level of risk and the effectiveness of risk management.
Escalate major risk or un-treated risks.
Plant Organizations Representatives / Disciplines SMEs (Engineering / Maintenance / Inspections / Operations)
Identify/assess risks and evaluate existing relevant controls (if any)
Participate in developing appropriate treatment plans
Plant Integrity Coordinator
Coordinate analysis of hazard and risk data to feed the AIM system.
6.3.11 Barrier and Safety Critical Element (SCE) Identification and Updating (Operations) Plant Manager
Ensure SCEs are periodically updated as scheduled.
Review and approve the list of SCEs.
Division Heads
Assign competent and trained staff for Barrier/SCE Identification
Review and approve the list of SCEs.
Integrity Coordinator
Coordinate the identification of SCE and the selection of barriers based on the asset/plant function.
Review and approve the list of SCEs.
Plant Organizations Representatives / Disciplines SMEs (Engineering / Maintenance / Inspections / Operations)
Identify/update SCEs pertaining to their area of responsibilities.
Review the finalized SCE list.
6.3.12 Integrity Performance Standards (IPS) Development/Updating (Operations) Division Heads
Ensure Integrity Performance Standards are periodically updated as scheduled.
Assign competent and trained staff for IPS Development and update.
Approve the finalized IPSs for the plant.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 89 of 113
Plant Integrity Coordinator
Coordinate the development (customization) and periodic update of the Integrity Performance Standards.
Document and store the IPSs electronically and using hardcopies, with sufficient access to concerned staff within the plant.
Plant Organizations Representatives / Disciplines SMEs (Engineering / Maintenance / Inspections / Operations)
Develop/update the IPS pertaining to their area of responsibilities.
Review the finalized IPSs.
6.3.13 Critical Variables Identification and IOW Development/Updating (Operations) Refer also to SAEP-393 for roles and responsibilities
Plant Manager
Review the weekly summary for the IOWs’ variables exceeding the limits.
Division Heads
Review the weekly summary for the IOWs’ variables exceeding the limits.
Provide the required resources for the proper identification of critical variables and development of Integrity Operating Windows.
Plant Integrity Coordinator
Review the weekly summary for IOW and report exceedances to management.
Ensure (coordinate) identification of critical variables and development of IOWs.
Ensure the IOWs are monitored and any exceedances are properly addressed.
Process Engineer
Compile the weekly IOW report pertaining to their area of responsibilities.
Define critical variables as well as upper and lower limits to minimize damage, or maintain the process within a safe range.
Corrosion Engineer
Assist Process Engineers in defining critical variables and limits.
Monitor and analyze the IOW exceedances and advise as required.
Plant Operator
Monitor the IOW and timely report exceedances to Integrity Specialists for evaluation and advice.
Implement the required measures to return the IOW variables to their limits.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 90 of 113
6.3.14 Integrating AIMS Activities with Asset Management Plans (Operations) Plant Manager
Ensure that all IPS Verification Tasks are incorporated in the Maintenance Plan, Inspection Plans and OIMs.
Approve the schedule of IPS activities as part of the Maintenance and Inspection Plans.
Division Heads
Ensure that the IPS Verification Tasks related to Maintenance are incorporated in the Maintenance Plan (SAP PM).
Ensure that the IPS Verification Tasks related to Inspection are incorporated in the Inspection Plans.
Ensure that the IPS Verification Tasks are incorporated in the applicable OIMs.
Review and approve the schedule of IPS activities.
Assign competent resources.
Plant Organizations (Maintenance / Inspection / Engineering / Operations)
Plan Integrity related PM activities (from the Integrity Performance Standards) as per the company approved procedure and schedule.
Plan Inspection Integrity related Inspection activities (from the Integrity Performance Standards) per the company approved procedure and per schedule.
Verify that all other Verification Tasks from the Integrity Performance Standards are being conducted as well as the results are being documented.
Compile a list for completed vs overdue activities and recommendations.
6.3.15 Execute IPS Verification Tasks (Operations) Plant Integrity Coordinator
Verify that IPS tasks are incorporated in the relevant SAP modules and schedule/plan.
Verify with Maintenance that the Integrity related PM activities are being conducted as per the company approved procedure and per schedule, as well as the results are being documented.
Verify with Inspection that the Integrity related Inspection activities are being conducted as per the company approved procedure and per schedule, as well as the results are being documented.
Verify that corrective actions or recommendations are being closed in a timely manner for all failed Verification Tasks.
Plant Organizations (Maintenance / Inspection / Operations / Engineering)
Conduct Verification Task activities as per the company approved procedure/schedule and document results.
Escalate critical integrity deviation with major/immediate impact or consequences.
Implement all corrective/preventive actions and recommendations.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 91 of 113
Resolve assigned corrective actions/preventive and recommendations for all failed Verification Tasks in a timely manner. Redo failed Verification Tasks after corrective actions if necessary.
Document results of Verification Task activities, failed Verification Tasks, required corrective actions, recommendations, and/or any necessary Integrity Response (Preventive or Mitigative). Compile a list for completed vs overdue activities and recommendations.
Update integrity status after corrective actions or recommendations are implemented.
Communicate results, corrective/preventive actions, and integrity response to the proper organizations/individuals.
6.3.16 Maintain Process within Safe Limits (Monitor IOW) PLANT INTEGRITY COORDINATOR
Verify that the IOW server and logs are working and is accessible by the concerned individuals.
Verify that corrective actions are being taken in a timely manner for all exceedances.
Verify that the IOW reports are being generated on a weekly basis.
Verify that all recurring exceedances are resolved in a timely manner.
IOW OWNER (Process Engineer, Control Engineer, etc.)
Monitor all IOWs pertaining to their areas of responsibilities.
Apply corrective actions in a timely manner in case of IOW limit exceedance.
Generate a weekly IOW report that includes exceedances.
Resolve recurring exceedances in a timely manner.
6.3.17 Internal Assessment for Operations (Operations) Plant Manager
Conduct at least one annual review meeting for all plant units that includes SCE status, KPIs, IOWs and a summary of Integrity Status Report.
Expedite the closure of any outstanding recommendations.
Review and approve final report.
PLANT INTEGRITY COORDINATOR
Coordinate Internal Assessment and verify the extent of implementation of AIMS for:
AIMS Execution within each Plant/Unit
AIMS Enablers
AIMS Continuous Improvement within each Plant/Unit
AIMS Governance
Coordinate compilation of the results into an Integrity Status Report.
Track the progress of recommendations and periodically follow up to completion.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 92 of 113
Once all recommendations pertaining to Internal Assessment are closed, communicate the closure status to Plant Management.
Plant Organizations (Operations, Engineering, Maintenance, Inspection)
Perform assessment that include:
AIMS Execution within each Plant/Unit
AIMS Enablers
AIMS Continuous Improvement within each Plant/Unit
AIMS Governance
Review random IOW weekly reports for exceedances; review KPIs.
Identify areas of strength and areas of improvement; analyze, evaluate and score.
Develop the final assessment report.
Implement any recommendation arising from the assessment.
6.3.18 External Assessment for Operations (Operations) Plant Manager
Assign the necessary resources for the External Assessment.
Review External Assessment Integrity Status Report.
Expedite the closure of any outstanding recommendations.
Review and Endorse the improvement implementation plan.
PLANT INTEGRITY COORDINATOR
Participate as the single point of contact for the AIMS Corporate Team as far as the External Assessment.
Form the plant Assessment team.
Conduct joint reviews with the AIMS Corporate Team and provide the relevant data pertaining to plant processes such as:
AIMS Preparation
Integrating AIMS Activities with Asset Management Plans
AIMS Execution
AIMS Enablers
AIMS Continuous Improvement
AIMS Governance
Provide internal Integrity Status Reports.
Coordinate data collection for the External Assessment.
Once all recommendations are closed, communicate closure status to Plant Management and CSD.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 93 of 113
AIMS CORPORATE TEAM
Coordinate and plan with the plant the External Assessment tasks and responsibilities.
Review, assess, score and verify documents used for: a. AIMS Development. b. AIMS Execution. c. AIMS Continuous Improvement. d. AIMS Enablers. e. AIMS Governance.
Compile results into an Integrity Status Report.
Identify gaps and propose recommendations to close gaps.
Track the progress of recommendations and periodically follow up to completion.
AIMS External Assessment Team (Plant’s Representatives in the Team)
Participate and Perform AIMS Assessment jointly with AIMS Corporate Team.
Identify gaps and propose recommendations to close gaps.
Review final Assessment Report.
Plant Organizations (Maintenance/ Inspection / Engineering / Operations)
Implement assigned recommendations pertaining to their responsibilities.
6.3.19 AIMS Continuous Improvement for Operations (Operations) Plant Manager
Create AIMS process to continually improve AIMS, as per AIMS Process AIMS-O-C-1. Verify intended improvement is achieved. Verify implementation of improvement actions.
Division heads
Assign AIMS evaluation responsibilities and track improvement action plans implementation. Verify implementation of improvement actions. Verify intended improvement is achieved.
Plant Integrity Coordinator
Coordinate and conduct AIMS continuous improvement meeting. Document improvement action plan and update management on the status of implementation. Verify and report implementation of improvement actions and consistently follow up on recommendations.
Plant Organizations (Maintenance / Inspection / Operations / Engineering)
Participate and Contribute to the AIMS continuous improvement Process. Evaluate the need for changes to the AIMS processes and procedures.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 94 of 113
Review KPIs trends, Internal and External Assessment results, and operations feedback. Assess the benchmarking results internally and externally. Develop the required improvement action plans with priority, resources, responsibility and timeframe. Implement assigned improvement actions.
6.4 Governance for Support Organizations - Roles and Responsibilities 6.4.1 Inspection Department During Projects and Procurement:
Perform required QA/QC activities required during Design, Procurements and Construction to Handover and MCC per GI.2.710
Perform assessment to verify effectiveness of the quality systems during procurement and construction and report and track corrective action per established processes.
Perform required checks on equipment and report substandard or deficient material per established processes to correct the deficiency.
Report quality on procurement and construction related to Asset Integrity.
Allocate the required and competent/certified resources to ensure performing the required QA/QC activities including external services on Safety Critical Elements.
Ensure certification/qualification of personnel performing QA/QC activities from both company and external contractors.
Ensure complete documentation required per SAEP-122 including SCEs are provided; are marked as “YES” Items (i.e. required prior to start up).
Investigate the equipment deficiencies to ensure corrective action for the root cause.
Use the construction and procurement checklists and SA-175 forms and highlight deviations to ensure compliance.
Implement roles in projects as per GI-400.
Monitor quality using the Project Quality Index (PQI) and investigate/follow up on deviations.
Escalate non–conformance / deviations to ensure timely implementations.
exceptions
During Operations
Perform assessment on the Inspection unit per SAEP-308 and follow up on recommendations.
Support implementation of the Risk Based Inspection in line with SAEP-343 and flag high risk items.
Ensure documentation and recording of tests and the inspection of integrity related Verification Tasks per 00-SAIP-78
Monitor quality using the PIPI index and investigate/follow up on deviations.
Escalate delinquent recommendations/deviations to ensure timely implementations.
Ensure certification/qualification of personnel performing QA/QC activities from both company or hired contractors.
Supports the integrated project management teams as detailed in the Integrated Project Team (IPT) Manual.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 95 of 113
Develop/modify new standards or procedures as needed by CSD/AR&IMD to support AIMS governance.
6.4.2 Loss Prevention Department:
Support the AIMS implementation in plants and projects.
Support proponents in developing and maintaining the customized Integrity Performance Standards and verification checklists for fire and safety equipment in collaboration with FrPD.
Support proponents in incorporating Asset Integrity checks on fire and safety equipment in the facilities quarterly safety inspections.
Provide consultations to proponents related to fire and safety equipment standards and integrity verification.
Work jointly with CSD/AR&IMD to assess the overall AIMS in support of Operational Excellence.
Develop and manage an EH&S database for incidents (internal and external) to provide companyappointed Risk Management practitioners with information and lessons learned to avoid repeated incidents.
6.4.3 Environmental Protection Department:
Assess the facilities’ Environmental Protection System for compliance.
Report status of the environmental impact per SAEP-32 and establish a system to indicate deviations resulting from failures in asset integrity.
Escalate delinquent recommendations/deviations to ensure timely implementations.
Work with CSD to develop/modify new standards or procedures as needed by CSD/AR&IMD to support AIMS governance.
6.4.4 Corporate Maintenance Services/ Maintenance Council
Ensure any Verification Tasks pertaining to SCEs are not modified in SAP as part of any optimizations without the approval of CSD/AR&IMD.
Support customizing maintenance data management system (SAP/PM) as required by CSD/AR&IMD to accommodate the AIMS classification and allow reporting maintenance data to measure AIMS performance.
6.4.5 Operational Excellence Department
Coordinate with ES/CSD/AR&IMD while planning for assessment of facilities’ OE programs.
Support implementation of AIMS company-wide.
6.4.6 PEDD
Identify/update the Asset Integrity competencies in accordance with the guidelines of Saudi Aramco C-MAP and MySkills systems.
Incorporate and update Asset Integrity competencies in applicable C-Maps.
Develop and deliver the required in-company courses related to Asset Integrity Management covering Operations and Projects.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 96 of 113
6.4.7 Engineering Knowledge and Resources Division
Properly control data and drawings required for the SCE.
Acquire the necessary tools and technology to facilitate efficient retrieval and utilization of stored data and drawings for SCE.
Timely update SCE drawings to support proper MoC process.
Ensure provision in I-Plant, SAP or other document management system to categorize documents for SCEs.
6.4.8 Standards Committees:
As applicable, incorporate AIMS requirements to instill AIMS assurance and integrity system requirements into the applicable standards and procedures.
Initiate a corporate alert for Integrity related major issues requiring immediate actions from Saudi Aramco organizations or operations.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 97 of 113
7 References 1. Saudi Aramco Safety Management System (SMS). 2. Saudi Aramco Operational Excellence Implementation Manual. 3. Saudi Aramco Engineering Standards, Procedures, SAMSS, and Reports. 4. Energy Institute, “Guidelines for the Management of Safety Critical Elements”. 5. ISO55000, “Asset Management — Overview, Principles and Terminology”, First Edition, 2014. 6. ISO55001, “Asset Management — Management Systems — Requirements”, First Edition, 2014. 7. ISO55002, “Asset Management — Guidelines for the Application of ISO 55001”, First Edition, 2014. 8. ASME B31.8S “Managing System Integrity of Gas Pipelines”. 9. API - 584 “Integrity Operating Windows”. 10. SAEP-393 “Integrity Operating Windows”.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 98 of 113
8 Definitions and Acronyms Definitions: Term
Definition
Asset Integrity
“Asset Integrity” is the ability of an asset to perform its intended function as per the design intent while safeguarding life, the environment and property.
Asset Integrity Management System
“Asset Integrity Management System” is the system of people, work processes, practices and tools to maintain and assure Asset Integrity.
Safety Critical Elements
SCEs are the assets whose failure will cause or contribute to major incidents, or will prevent the escalation of incidents.
Integrity Performance Standard
An Integrity Performance Standard is a qualitative and quantitative statement of the performance required of a system or item of equipment in order for it to satisfactory fulfill its function.
Major Incidents
Major Incidents are fire, explosion, or release of a dangerous substance that will cause death or major injury, major damage to structure or plant or loss of stability.
Acronyms: AI
Asset Integrity
AIF
Asset Integrity Framework
AIM
Asset Integrity Management
AIMS
Asset Integrity Management System
AR&IMD
Asset Reliability & Integrity Management Division
CMP
Corrosion Management Program
CSD
Consulting Services Department
DBSP
Design Basis Scoping Paper
EH&S
Enviroment, health and Safety
EI
Equipment Integrity
ERM
Enterprise Risk Management
ES
Engineering Services
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 99 of 113
FMEA
Failure Mode and Effect Analysis
HAZID
Hazards Identification
HAZOP
Hazard and Operability Study
HIPS
High Integrity Protection System
NOL
Normal Operating Limit
IOW
Integrity Operating Windows
IPS
Integrity Performance Standard
ISR
Integrity Status Reports
KPI
Key Performance Indicators
MAR
Major Accident Risk
MoC
Management of Change
MWI
Maintenance Work Instructions
OE
Operational Excellence
OIM
Operation Instruction Manual
PHA
Process Hazard Analysis
PIAF
Plant Integrity Assurance Framework
PS
Process Safety
P&ID
Piping and Instrumentation Diagrams
PFD
Process Flow Diagrams
PM
Preventive Maintenance
PTW
Permit to Work
QA/QC
Quality Assurance/Quality Control
RBI
Risk Based Inspection
RCA
Root Cause Analysis
RCFA
Root-Cause Failure Analysis
RCM
Reliability Centered Maintenance
RFI
Risk Focused Inspection
RM
Risk Management
SAEP
Saudi Aramco Engineering Procedure
SAER
Saudi Aramco Engineering Report
SAES
Saudi Aramco Engineering Standard
SAIF
Saudi Aramco Inspection Framework
SAFOP
System Safety & Operability
SCE
Safety Critical Elements
SIL
Safety Integrity Level
SIS
Safety Instrumented System
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 100 of 113
SMS
Safety Management System
SOL
Safe Operating Limit
SSIV
Sub-Sea Isolation Valves
TPRM
Total Plant Reliability Management
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 101 of 113
9 Appendix A: List of Integrity Performance Standards The following are a list of Integrity Performances Standards; more IPSs may be added in the future. These Integrity Performances Standards are developed and available on the AIMS website (https://sharek.aramco.com.sa/orgs/30003036/SitePages/AIMS.aspx). For any additional information please contact AR&IMD/CSD. Barrier SI SI SI PC PC PC PC PC PC PC PC PC PC PC PC PC PC PC IC IC IC IC IC IC IC
Saudi Aramco: Confidential
Safety Critical Elements (Structural Integrity) SI001 Sub-sea Structures SI002 Topside Surface Structures SI007 Structure for Multiple Piping (pipe rack) Safety Critical Elements (Process Containment) PC001 Pressure Vessels PC002 Heat Exchangers PC002a Shell and Tube Heat Exchanger PC002b Fin Fan Heat Exchanger PC003 Rotating Equipment PC003a Pumps PC004 Tanks PC005 Piping Systems PC006 Pipelines PC007 Relief System PC008 Well Containment PC009 Gas Tight Floor PC013 Oil-in-Water Control PC014 Mechanical Handling Equipment PC015 Gas Fire Heaters Safety Critical Elements (Ignition Control) IC001 Hazardous Area Ventilation IC002 Non-hazardous Area Ventilation IC003 Certified Electrical Equipment IC004 Earth Bonding IC005 Fuel Gas Purge System IC006 Chemical Tanks Inert Gas Blanket System IC007 Miscellaneous Ignition Control Components
Asset Integrity Management System Manual https://t.me/PrMaB
Page 102 of 113
Barrier DS DS DS DS PS PS PS PS PS PS PS PS PS PS PS PS PS PS PS SD SD SD SD SD SD SD SD SD ER ER ER ER ER ER ER ER ER ER ER ER ER ER Saudi Aramco: Confidential
Safety Critical Elements (Detection System) DS001 Fire and Gas Detection DS002 Dew Point Measurement DS003 PROCESS ANALYZER DS004 Combustible and Toxic Gas Detection Safety Critical Elements (Protection System) PS001 Deluge Systems PS002 Fire and Explosion Protection PS003 Helideck Foam PS004 Firewater Pumps PS005 Firewater Ring Main PS006 Passive Fire Protection PS007 Gaseous Fire Protection Systems PS008 Fire Water Spray (FWS) Systems PS009 Sprinklers Systems PS010 Power Management Systems PS011 Fixed Foam Systems PS012 Sand Filters PS013 Chemical Injection Systems PS016 Meteorological Data Gathering Systems PS018 Oily Water Drainage System Safety Critical Elements (Shutdown System) SD001 Emergency Shutdown Systems(ESD) SD002 De-Pressurization System SD003 High Integrity Protection System SD004 Well Isolation SD005 Pipeline Isolation Valves SD006 Process Emergency Shutdown Valves (ESDVs) SD007 Sub-Sea Isolation Valves (SSIVs) SD009 Utility Air Systems SD010 Emergency Shutdown Valve (ESDV) Safety Critical Elements (Emergency Response) ER001 Temporary Refuge-Primary Muster Areas ER002 Escape and Evacuation Routes ER003 Emergency Escape Lighting ER004 Communication Systems ER005 Uninterrupted Power Supply (UPS) ER007 Emergency Power ER008 Manual Fire Fighting Equipment ER008b Fire Extinguishers ER008c FIRE Hose reels ER009 Process Control and Alarms ER009a Integrity Operating Windows Control ER010 Open Hazardous Drain Systems ER011 Open Non-hazardous Drains System ER012 Wind direction Asset Integrity Management System Manual https://t.me/PrMaB
Page 103 of 113
Barrier ER LS LS LS LS
Saudi Aramco: Confidential
Safety Critical Elements (Emergency Response) ER012a Wind socks Safety Critical Elements (Life Saving) LS001 Personal Survival Equipment (PSE) LS001a Safety Showers LS002 Rescue Facilities LS004 Tertiary Means of Escape
Asset Integrity Management System Manual https://t.me/PrMaB
Page 104 of 113
10 Appendix B: Integrity Status Report Outline The Integrity Status Report (ISR) is a document that provides an overview of the status of all the AIMS components. It is compiled using the data gathered during the Internal and/or External Assessment process. Below is the suggested template for the Integrity Status Report (ISR).
PROJECTS INTEGRITY STATUS REPORT TEMPLATE Section 1: Introduction
Provide overview of the Capital project that was assessed. Provide the date of the PHA.
Section 2: Status of SCE and Documentation Subsection 2.1: Design Phase
Provide complete list of SCE.
Provide checklist of outcomes (Table 3.6) for the Design Phase Integrity requirements.
Subsection 2.2: “Procure and Construct” Phase
Provide checklist of outcomes (Table 3.7) for the “Procure and Construct” Phase requirements.
Subsection 2.3: “Commissioning” Phase
Provide checklist of outcomes (Table 3.8) for the Commissioning Phase Integrity requirements.
Section 3: Status of Enablers
Summary of the status of implementation for each of the Enablers across each phase of the project.
Section 4: Status of Governance
Provide a summary relating to the issues or shortcomings regarding distribution of Governance roles and responsibilities across each phase of the project.
Section 5: Areas of Strength / Areas of Improvement / Recommendations
Provide the areas of strength.
Provide a summary and /or table showing areas of improvement & recommendations (using 80/20 rule) with timelines.
Section 6: Conclusion and Score
Provide the AIMS Assessment Score.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 105 of 113
OPERATIONS INTEGRITY STATUS REPORT TEMPLATE Section 1: Introduction
Provide process overview of the facility/unit that was assessed.
Provide the name and date of the most recent PHA or PHA revalidation.
Provide history of previous incident at the facility / Unit.
Section 2: System Level Assessment
AIMS System Level Assessment Scoring.
Areas of Strength / Areas of Improvement / Recommendations.
Section 3: Asset Level Assessment
Summary table of SCE Integrity Status (“Demonstrated” and “Not Demonstrated”). See Table 5.6 and Table 5.7.
Areas of Strength / Areas of Improvement / Recommendations.
Section 4: Appendix A – IPS Evaluation Results
Integrity Performance Standard’s evaluation results for SCEs.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 106 of 113
11 Appendix C: List of Documentation for Assessment The following section provides lists of suggested Documentation per discipline that can be used during Internal Assessment and External Assessment. Process Containment Equipment
Process flow diagram.
P&IDs.
Material Safety Data Sheet (MSDS).
Equipment drawings & Safety Instruction Sheet (SIS).
Line designation table.
Equipment Inspection Schedule (EIS).
SAP to review external inspection master plan/ Task List.
Equipment External inspection Reports /Equipment file.
CUI inspection reports.
SAP to review the CUI inspection plan/Task List.
Equipment Inspection Schedule (EIS) looking for Equipment T&I inspection requirement and frequency.
SAP to review T&I inspection master plan/ Task List.
Equipment post T&I inspection Reports /Equipment file.
CMP report as per SABP-A-033.
Risk Based Inspection Report SAEP-343.
Equipment assessment/study report and Failure Analysis Reports.
Integrity Operating Window report and dashboard.
Inspection Training Records and certification (Job Tracking System).
Equipment OSI drawing and thickness measurement report.
OSI Piping List.
OSI SAP/SAIF inspection report and results (OSI 3 in 1 report).
OSI quarterly report.
Dead Legs inspection records.
Small Bore Piping inspection report..
Equipment File.
MOC System.
Recommendations Tracking System.
Inspection Work Sheet / SAP Defect Notification.
Relief valve list.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 107 of 113
Piping System master List.
Piping isometrics & Safety Instruction Sheet (SIS).
Line designation table.
Integrity Performance Standard.
Inspection Department Assessment Report per SAEP-308.
Internal assessment Report by facility.
Cathodic Inspection Program operation log.
Equipment Inspection Schedules.
Failure investigations, e.g. RCA/RCFA.
KPIs, Dashboards, and Operational Matrixes.
Audits over the last 2 years on Safety Critical Equipment and any non-compliance;
A copy of the most recent HSE-MS audit report;
Inspection reports and maintenance records;
Integrity Operating Windows or Operation Log;
MoC request for last 5 years
Repairs to process containments
RBI reports;
RV quality manual and related personnel certificates and checklists
Operations checklists and logs
Structures o
Identified Structure
o
Inspection records
o
Maintenance Records
o
Inspection Plan
o
MoC related requests
o
Incident and near miss log
Instrumentation & Control System - General
Instrument installation schedule sheets.
All ESD tags from the central PCST.
All the PM lists for ESD system.
Gas & H2S Detection.
Alarm Philosophy document.
Weekly Critical Alarm reports.
Maintenance Records.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 108 of 113
Calibration Log.
Maintenance strategy.
Incident and near miss log.
Emergency Shutdown System including initiator and final elements: o
SAP list of equipment.
o
Instrument installation schedule sheets.
o
Cause and effect document.
o
SIL study documentations (If applicable).
o
All ESD tags.
o
PM lists for ESD system.
Instrumentation & Control System - Gas & H2S Detection
All the list of the H2S and LEL detector that exist in the area for the central PCST.
All the instrumentation installation schedule.
SAP PM history and frequency.
PM documentation to know the verification test.
List of all SCE in one Excel sheet.
Instrumentation & Control System - Fuel Gas Purge System
List of instrumentation.
All the instrumentation installation schedule.
SAP PM history and frequency.
PM documentation.
Instrumentation & Control System - Alarm Management System
Alarm Philosophy document.
Weekly Critical Alarm reports.
Rotating Equipment:
Installation, operation, and maintenance manual (instructions).
Specification sheet (data sheet).
Cross sectional Drawings (if not included in the maintenance manual) outline drawing (dimensional), etc.
Bill of material complete part list.
RPL (required part list) - minimum to be stocked by stores or local vendor.
Performance curves (if applicable).
Design change data.
Computer input forms if available.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 109 of 113
Equipment PM Task and plan.
Vibration route and historical notifications. (applicable for equipment without continuous condition monitoring)
OEM operation & maintenance manual.
Operation reading sheet.
Certified dimensional outline drawing.
Mechanical seal assembly. o
If Dry Gas Seal include gas schematic, control alarm and trip setting.
o
If wet seal include component drawing and data like overhead tank.
Lube oil assembly/arrangement/component drawing, list of connecting and components data sheets.
An alignment diagram including recommended limits.
Electrical System:
Integrity Performance Standard.
Routine history of work carried out in past 60 months.
Maintenance strategy.
Maintenance routines.
Hazardous area drawings.
Electrical safe work procedures (e.g. Electrical Safety Rules, and Electrical Safety Operational Procedures).
Failure investigations, e.g. RCA/RCFA.
KPIs, Dashboards, and Operational Matrixes.
Audits over the last 2 years on Safety Critical Equipment and any non-compliance.
Inspection reports and maintenance records.
Inspection Programs Assessment Reports.
Operation logs.
MoC Documents.
Cause & Effect, Process Flow Diagrams, and P&IDs.
Ignition Control equipment (Ex equipment, grounding etc).
SAP listing of electrical equipment.
Electrical Classification Drawings.
UPS drawings.
Single Line diagrams.
PM lists.
Load Flow studies.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 110 of 113
Inspection and Test certificates (from Inspection and POD).
Fire and Safety System:
Plant Layout, fire protection and drainage systems drawings.
Emergency Response Plan.
Operations checklist.
FrPD checklists.
Equipment lists.
Related MoCs.
List of equipment.
Maintenance Records.
Calibration Log.
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 111 of 113
12 Figures Figure 1.1: AIMS Vision, Mission, Goals, and Value Proposition ............................................................ 5 Figure 2.1: AIMS Framework for Projects ............................................................................................. 10 Figure 2.2: AIMS Framework for Operations ........................................................................................ 11 Figure 2.3: Flow of activities for implementing AIMS Processes and the associated deliverables ........ 12 Figure 2.4: Hardware Barriers and SCEs ............................................................................................. 13 Figure 2.5: Integrity Operating Window for a Critical Variable............................................................... 15 Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects” ................................................... 18 Figure 3.2: Risk Identification and Mitigation Process (OE Process # 11.1).......................................... 19 Figure 3.3: Hierarchy and Effectiveness of Mitigation Measures (Hazard Control) ............................... 21 Figure 3.4: SCE Barrier Concept .......................................................................................................... 21 Figure 3.5: Process # AIMS-P-D-2 "Barrier and SCE Identification" ..................................................... 22 Figure 3.6: Criteria for determining SCE from risk studies .................................................................... 24 Figure 3.7: Process # AIMS-P-D-3 "IPS Development" ........................................................................ 25 Figure 3.8: Template of an Integrity Performance Standard and Its IPS Verification Results ................ 27 Figure 3.9: Example of an IPS for ESD System with IPS Verification Results ...................................... 28 Figure 3.10: Process # AIMS-P-D-4 "Critical Variables Identification and IOW Development" .............. 29 Figure 3.11: Process # OE – 4.1 "Design, Procurement, and Construction" ......................................... 31 Figure 3.12: Process # AIMS-P-A-1 "Internal Assessment for Projects" ............................................... 35 Figure 3.13: Process # AIMS-P-A-2 "External Assessment for Projects" .............................................. 39 Figure 3.14: Process # AIMS-P-C-1 "Continuous Improvement for Projects" ....................................... 41 Figure 4.1: Process # AIMS-O-D-1 "Development Process in Operations" ........................................... 44 Figure 4.2: Process # AIMS-O-E-1 "Execution process in Operations" ................................................. 47 Figure 4.3: Process # AIMS-O-A-1 "Internal Assessment" ................................................................... 54 Figure 4.4: Process # AIMS-O-A-2 "External Assessment" .................................................................. 57 Figure 4.5: Process # AIMS-O-C-1 "Continuous Improvement” ............................................................ 60 Figure 5.1: Example of Summary Dashboard for AIMS Showing Barriers/SCEs Status ....................... 70
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 112 of 113
13 Tables Table 2.1: Examples of SCEs............................................................................................................... 14 Table 3.1: Required Activities during Project Design Phase ................................................................. 17 Table 3.2: Examples of PHA Studies per Equipment type .................................................................... 24 Table 3.3: Criteria for determining SCE from risk studies (SIL)............................................................. 24 Table 3.4: AIMS Requirements during Procurement and Construction Phase ...................................... 32 Table 3.5: AIMS Requirements during Commissioning Phase.............................................................. 34 Table 3.6: AIMS Summary checklist for Project Internal/External Integrity Assessment (Design) ......... 37 Table 3.7: AIMS Summary checklist for Project Internal/External Integrity Assessment (P&C) ............. 37 Table 3.8: AIMS Summary checklist for Project Internal/External Assessment (Commissioning) ......... 38 Table 5.1: AIMS Common KPIs - Number of Integrity .......................................................................... 67 Table 5.2: AIMS Common KPIs - Number Of Fatalities or major injuries .............................................. 68 Table 5.3: AIMS Common KPIs - Property Loss/Damage or Financial Loss ......................................... 68 Table 5.4: AIMS Common KPIs - Integrity Barriers Strength ................................................................ 68 Table 5.5: AIMS Common KPIs - Assets IOW Compliance .................................................................. 68 Table 5.6: Example of a Dashboard for AIMS KPIs Showing Barrier Strength ...................................... 69 Table 5.7: Example of a Dashboard for AIMS KPIs Showing Barriers/SCEs Status ............................. 69
Saudi Aramco: Confidential
Asset Integrity Management System Manual https://t.me/PrMaB
Page 113 of 113
Related Documents
Asset Integrity Management System (aims)__saudi Aramco.pdf
January 2021 0
Asset Integrity Management Handbook
January 2021 0
Asset Management
February 2021 3
Asset Management
January 2021 0
20602e00 Corrosion Integrity Management
February 2021 0
Reliability Asset Management
January 2021 4More Documents from "Gerald Joseph Malit"