GU-648 - Guide For Applying Process Safety in Projects

Petroleum Development Oman L.L.C.
Document Title: Guide for Applying Process Safety in

Projects
Document ID GU-648
Document Type Guideline
Security Unrestricted
Discipline Technical Safety Engineering
Owner MSE4 Head of Technical Safety Engineering
Issue Date 15th December 2010
Revision 1.0
Revision: 1.0
Petroleum Development Oman LLC Effective: Dec-10
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This document is the property of Petroleum Development Oman, LLC. Neither the whole nor any part
of this document may be disclosed to others or reproduced, stored in a retrieval system, or
transmitted in any form by any means (electronic, mechanical, reprographic recording or otherwise)
without prior written consent of the owner.
Page 2 GU-648 Guide for Applying Process Safety in Projects Printed 15/12/10
The controlled version of this CMF Document resides online in Livelink. Printed copies are UNCONTROLLED.
Revision: 1.0
i Document Authorisation
Authorised For Issue 15th December 2010
Revision: 1.0
ii Revision History
The following is a brief summary of the 4 most recent revisions to this document. Details of all
revisions prior to these are held on file by the issuing department.
Revision Date Author Scope / Remarks

No.
1.0 Dec-10 Ian Jewitt New Issue

(MSE4)/yaseen Al
Lawati (UOM6)
Draft Oct-10 Robin Norman UOP6 MSE4 Comments added
iii Related Corporate Management Frame Work (CMF)

Documents
The related CMF Documents in Appendix 1 can be retrieved from the Corporate Business
Control Documentation Register CMF.
Revision: 1.0
TABLE OF CONTENTS
1 Introduction........................................................................................................................... 6
1.1 Background..................................................................................................................... 6
1.2 Purpose........................................................................................................................... 6
1.3 Objective......................................................................................................................... 6
1.4 Distribution / Target Audience.......................................................................................... 6
1.5 Review and Improvement............................................................................................... 7
1.6 Step-out Approval............................................................................................................ 7
2 Roles and Responsibilities.................................................................................................... 8
2.1 Risk Management........................................................................................................... 8
2.2 Design and Construction................................................................................................. 8
3 Process Safety Management................................................................................................ 9
4 The Objectives of AI-PS in Projects....................................................................................11
4.1 People and Systems...................................................................................................... 11
4.2 Design Integrity............................................................................................................. 12
4.3 Technical Integrity.......................................................................................................... 13
4.4 Operating Integrity......................................................................................................... 14
5 Project Phases.................................................................................................................... 15
5.1 Identify........................................................................................................................... 15
5.2 Assess........................................................................................................................... 16
5.3 Select............................................................................................................................ 18
5.4 Define............................................................................................................................ 21
5.5 Execute......................................................................................................................... 24
6 Process Safety Basic Requirements...................................................................................31
Appendix 1 Reference Material...............................................................................................32
Appendix 2 Abbreviations........................................................................................................ 34
Appendix 3 End of Delivery Map (to be developed)...............................................................35
Revision: 1.0
1 Introduction
1.1 Background
Asset Integrity Process Safety (AI-PS) is about prevention and mitigation of incidents
(such as fire or explosion) that result from unintentional release of energy or hazardous
substances contained in the process assets we operate.
Successful AI-PS management is based on four principles:
1. Committing to process safety
2. Understanding process hazards and risk
3. Managing process risk to ALARP
4. Learning from experience.
These principles are applicable to all phases of the Opportunity Realisation Process
(ORP).
1.2 Purpose
This guideline will be part of the Project Delivery documentation and its aim is to
provide clarity with regards to AI-PS requirements throughout the phases from project
identification to execution. It does not add any new processes or requirements to
existing ORP deliverables, but extracts from the existing ORP documentation all the
relevant information necessary to meet the AI-PS requirements at handover. It also
provides further clarity with regards to the assurance processes which underpin the
project teams ability to demonstrate that AI-PS requirements are met at the end of
every project phase. This will allow PDO to make the statement that Our Asset is
Safe and we know it after each project phase.
Delivery of AI-PS requires that all major and high risk hazards (Highs and 5s on the
risk Assessment Matrix) are identified and mitigated against using the Hazard and
Effects Management Process (HEMP). The systems and their subsidiary components
critical to managing risks must be properly designed, procured, built, installed, tested
and maintained such that the risk of a major or high risk accident event is ALARP. The
HSE case (SP-2062 - HSE Specification: Specifications for HSE Cases) is the main
vehicle to demonstrate ALARP and is a fundamental AI-PS tool for the project manager
and project team.
1.3 Objective
The main objective of this guideline is to explain the key AI-PS objectives and
deliverables throughout the project phases that demonstrate the facility is fit for the
safe introduction of process fluids and that systems, processes and procedures are in
place so that AI-PS can be safeguarded in the subsequent operate phase.
1.4 Distribution / Target Audience

This document provides a consistent guide to Project Managers, Project Engineers and
Project Teams in the establishment of AI-PS throughout the project phases.
Revision: 1.0
1.5 Review and Improvement

Responsibility for the upkeep of the Document shall be with the CFDH Technical Safety
Engineering (Owner of this guideline). Changes to this document shall only be
authorised and approved by the Owner.
Users of the Document who identify inaccuracy or ambiguity can notify the Custodian
or his/her delegate and request changes be initiated. The Requests shall be forwarded
to the Custodian.
The Document Owner and the Document Custodian should ensure review and re-
verification of this procedure every 3 years.
1.6 Step-out Approval

Not applicable to this guideline.
Revision: 1.0
2 Roles and Responsibilities
2.1 Risk Management

The Project Manager should be Accountable for 1 7 below:
1. Identify and document Hazards with RAM red and yellow 5A and 5B Process
Safety risks for existing and new Assets.
2. Manage identified ALARP.
3. Manage the competence of employees in HSE (Process Safety) Critical
Positions.
4. Manage the fitness to work of employees.
5. Verify that Contract Holders monitor the HSE (Process Safety) requirements of
the contract that are relevant to the competence and fitness to work of
contractor staff.
6. Provide supervision of HSE (Process Safety) Critical Activities appropriate to:
the complexity of the activity including multiple concurrent tasks, and non-
routine and unexpected activities; and
the competence of the individuals performing the activity.
7. Develop a Statement of Fitness for the Assets before starting or
commissioning a new Asset or a modification to an existing Asset;
2.2 Design and Construction

The Project Manager should be Accountable for 8 12 below:
8. Establish Technical Integrity in design and construction.
9. Design and construct new Assets and make modifications to existing Assets to
meet the SHALL [PS] requirements identified in PDO specifications and PDO-
adopted Shell DEPs, or seek a derogation from the TA-1.
10. Meet Process Safety Basic Requirements identified in this guideline.
11. Create, make available and maintain the documentation for Safety Critical
Equipment (SCE), including data and drawings that are critical to managing
Process Safety.
12. Perform Pre-Start Up Audits (PSUA) for new Assets and for modifications to
existing Assets.
Revision: 1.0
3 Process Safety Management

Process Safety Management is about prevention and mitigation of incidents (such as
fire or explosion) that result from unintentional release of energy or hazardous
substances contained in the process assets we operate.
Successful Process Safety Management is based on four principles:
Committing to process safety
Understanding process hazards and risk
Managing process risk to ALARP
Learning from experience.
Process safety commitment involves developing and sustaining a culture that
embraces process safety; identifying, understanding and complying with codes,
standards, regulations, and laws; establishing and continually enhancing organizational
competence; and engaging all stakeholders, including employees, contractors, and
neighbours.
To understand hazards and risk, the focus is on collecting, documenting, and
maintaining process safety knowledge in documents such as EORDs, asset registers
and as built drawings; and conducting hazard identification and risk analysis studies
such as HAZID, HAZOP, IPF and Fire & Explosion Analysis (FERM). These areas are
relevant in design and engineering as well as later in operation.
The management of process safety risk is made up of many elements.
Operating integrity is demonstrated;
by operating in accordance with plant start up and shut down procedures;
following the Permit to Work system and associated safe systems of work;
operating within design envelopes; conducting operations activities in accordance
with recognised good practice;
signing Statements of Fitness before starting up operations;
and maintaining emergency preparedness.
Technical integrity is demonstrated;
by executing work activities to ensure that equipment is fabricated and installed in
accordance with specifications;
and that it is maintained and inspected so that it remains fit for service over its
entire life cycle.
Broader elements of managing risk include;
managing contractors to ensure that contractors are not exposed to unrecognized
hazards or undertake activities that present unknown or intolerable risk;
providing training and conducting related activities to ensure reliable human
performance at all levels of the organization;
and recognizing and managing changes.
Design integrity is also an aspect of reducing process safety risk to ALARP. In most
situations, compliance to PDO adopted specifications and practices will be sufficient.
However, this may not always be the case and the application of good engineering
principles, risk assessment and addressing societal concerns (the potential for multiple
fatalities) may also be necessary to achieve ALARP risk in design.
Revision: 1.0
Learning from incidents involves investigating process safety incidents to identify and
address the root causes; applying lessons from incidents that occur at other facilities
within PDO and within the industry; measuring performance and striving to
continuously improve in areas that have been determined to be risk significant; auditing
process safety management systems; and holding periodic management reviews to
determine if the management systems are working as intended and if the work
activities are helping the facility effectively manage risk.
Revision: 1.0
4 The Objectives of AI-PS in Projects

The objectives of Asset Integrity Process Safety in projects can be summarised as
follows;
4.1 People and Systems

People and Systems activities for the project include:
4.1.1 People
PDO project leadership regularly demonstrates in words and actions that they
are committed to deliver AI-PS requirements
Competent contractor has been appointed to deliver the project
Competent Technical Authorities have been assigned to the project team
Independent competent and experienced Engineering and Operations staff are
involved in project reviews, e.g. VAR2-4, Design Reviews, PER, etc.
Competent resources in place ready for the Operate phase
4.1.2 Systems
Quality documentation and data is managed throughout the project phases and
made available for the Operate phase in a user friendly format
Management of Change (MOC) is in place and effective
Discipline Controls and Assurance Framework (DCAF) is in place and used
consistently
QA/QC systems are in place and adhered to
Regular assurance of AI-PS deliverables takes place and results are captured
in the HSE Case
Clear set of AI-PS metrics in place at project level
Lessons are applied from Process Safety incidents and assurance findings at
other facilities within PDO and within the industry
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Process Safety actions (e.g. from HEMP studies, project reviews, TI

verification, etc.) are tracked and records are maintained to demonstrate
closure by competent Technical Authorities
4.2 Design Integrity

Design Integrity is achieved through compliance to good practice (i.e. PDO
specifications and adopted Shell DEPs) and application of HEMP (e.g. HAZID, HAZOP,
IPF assessment, FEA, HSE Case, etc.) to ensure the risk is reduced to ALARP.
The ALARP demonstration process can involve varying degrees of attention which will
depend on the nature of the hazard, the extent of the risk and the control measures to
be adopted. The greater the initial level of risk under consideration, the greater the
degree of rigour PDO requires of the arguments claiming to show that those risks have
been reduced to ALARP. However, Project Managers should not be overburdened if
such rigour is not necessary.
Where risks are required to be reduced to ALARP:
Project Managers may accept the application of relevant good practice in an
appropriate manner as a sufficient demonstration of part or whole of an ALARP
assessment;
discipline CFDHs do not normally accept a lower standard of protection than
would be provided by the application of current good practice; and
discipline CFDHs will, where a different approach to controlling risks is
proposed, seek assurance from the Project Manager that the risks are no
greater than that those which would have been present through adoption of
good practice and so are ALARP for that different approach.
Compliance with relevant good practice alone may be sufficient to demonstrate that
risks have been reduced to ALARP. However, depending on the level of risk and
complexity of the situation, it is also possible that meeting good practice alone may not
be sufficient to reduce risks to ALARP.
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In Severity Five and High Risk hazard situations, where the circumstances are not
fully within the scope of good practice, additional measures may be required to reduce
risks ALARP. Furthermore, where the potential consequences are Severity Five on
the PDO risk assessment matrix, Project Managers should take a precautionary
approach by giving more weight to the use of sound engineering and operational
practice than to arguments about the probability of failure. The Figure below shows the
hierarchy of good engineering principles.
In simple terms, in Severity Five and High Risk hazard situations, Project Managers
should:
review their accident scenarios and risk management arrangements (for
prevention, control and mitigation);
identify what good practice is relevant;
comply with the applicable good practice;
ask the question Are there any other measures which would be effective in
further reducing the risks?; and
determine whether the extra measures are reasonably practicable and
implement those that are.
4.3 Technical Integrity

The project team needs to be able to demonstrate that Technical Integrity can be
maintained throughout the Operate phase by delivering the Design Integrity
requirements. Independent assurance will take place throughout the Define and
Execute phases to confirm TI is designed and built in.
Specifically TI covers:
SCE hardware barriers identified and functionality assured through TI
verification against performance standards during design, procurement,
construction and commissioning.
Maintenance / inspection programme in place for SCEs.
Management Systems (SAP-PM / QM) fully populated & tested and consistent
with critical as-built documents and drawings.
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4.4 Operating Integrity

While Operating Integrity refers to the way that an asset is operated, Projects have a
key role to play in this regard by ensuring that assets are delivered in such a way to
support safe operations. Key examples include:
Human factors issues for process safety have been addressed, e.g. ease of
access to critical manual valves, alarm rationalisation, control room layout, etc.
Operating integrity envelopes have been identified
Future operations staff involved in engineering and design
Commissioning and Start-Up (CSU) documents in place
Process knowledge delivered, e.g. Critical as-built drawings, critical operating
documentation, etc.
Operations Management System set up (trip and alarm, PTW, plant operating
procedures, ER procedures, key registers and communications protocols)
Statement of Fitness in the Operations HSE Case signed off
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5 Project Phases
The Opportunity Realisation Process (ORP) is split into six phases punctuated by
decision gates. Each phase has clear milestones and decision gates, activities,
deliverables and decision requirements. The phases are:
This guideline follows the six ORP phases and details what deliverables need to be
achieved at each decision gate, in order to meet the AI-PS requirements at the end of
the execute phase.
5.1 Identify
The Identify phase is the first step of the project cycle and evaluates if we understand
what were getting ourselves into and should we spend resources in assessment of this
opportunity.
The following DCAF deliverables for the Identify Phase have critical AI-PS content:
Deliverable ATA RTA(s)
Risk Register Field development Surface production, HSE
HSE & SD Plan HSE (technical safety)
PCAP Field development
5.1.1 Risk Register

The process looks at the key deliverables of the project and threats to success and any
opportunities identified. AI-PS threats shall be transferred to a Risk Register which is a
live document updated at each phase of the project. All actions are assigned to an
action party and given a due date and risk owner.
Management of the identified risks is primarily about adopting a structured
methodology of working that ensures risks are identified, understood, agreed,
communicated and acted upon in a timely and consistent manner. Risk Management
must be steered by the project leadership and actively used to support the decision
making process.
5.1.2 HSE & SD Plan

The HSE & SD plan specifies studies and activities to be conducted at different stages
of the project to meet the HSE objectives, including the HEMP studies required to
deliver Design Integrity. It should also describe the plan of how AI-PS People and
Systems objectives that are not covered by other project plans would be met, e.g.
commitment to AI-PS, AI-PS metrics, learning from experience, AI-PS action tracking,
etc. This plan must be updated at each project phase.
Revision: 1.0
1.1.1 Project Controls and Assurance Plan (PCAP)

Discipline Controls and Assurance Framework (DCAF) standardises the framework in
which Quality Control (QC) and Quality Assurance (QA) of discipline decisions and
deliverables is conducted. DCAF is applicable across all disciplines and all ORP
phases. DCAF will ensure that each discipline has a standard, which lists the decisions
and deliverables the discipline contributes to each phase of the ORP, plus the required
authority level for sign off. DCAF delegates the Technical Authority (TA) to take
discipline decisions, or signing off discipline deliverables, to qualified individuals in a
rigorous and auditable manner. The project team needs to ensure that this is captured
in the Project Controls and Assurance Plan (PCAP).
The PCAP sets out an agreed series of activities and deliverables that are designed to
ensure the quality of the emerging decisions at each phase of the project. The PCAP
should demonstrate that competent TAs have been assigned to the project. AI-PS key
deliverables and assurance events should be determined and included in the PCAP.
There are three elements in a Project Controls & Assurance Plan:
Key deliverables: there are a number of plans, reports and other documents
that are mandatory elements of the ORP. In creating the PCAP, the Project
Manager and Decision Review Board (DRB) must first address these
deliverables and determine how they are applicable to their project.
Key assurance events: the PCAP must include the mandatory assurance
events under the ORP, such as Value Assurance Reviews (VARs) before each
Decision Gate.
Discretionary assurance events: in addition to the mandatory deliverables and
events, there are a number of discretionary activities and tools. In developing
the PCAP, the Decision Executive (DE)/DRB and Project Team should consider
which discretionary events can contribute to the value of the project, but should
avoid overloading the PCAP unnecessarily. An externally facilitated AI-PS
Health check may be one of these discretionary assurance events.
5.2 Assess
Decision Gate 2 at the end of the Assess Phase confirms the feasibility of the
development and that there is a high enough likelihood of success.
The following DCAF deliverables for the Assess phase have critical AI-PS content:
Risk Register* Field development Surface production, project
engineering, HSE
(technical safety)
HSE & SD Plan* HSE (technical safety)
PCAP* Field development
Initial Operations Surface production Logistics
Assessment
Conceptual HAZID Report HSE (technical safety) Process engineering
HEMP Findings and Close- HSE (technical safety) Well engineering,
Out Report completions & well
interventions, process
engineering
* Updated from previous phase
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5.2.1 Initial Operations Assessment

An Operations Assessment is the identification and assessment of all factors which
may have an impact on future operational activities and operational performance. An
Initial Operations Assessment is the earliest view of the Production Function on how
the future asset will be operated. Later, during the Select phase, the Initial Operations
Assessment will be further developed to become the Operations Philosophy document.
The purpose of the Operations Assessment is to determine, from an Operations
perspective, the relative strengths and weaknesses of a range of development options.
The foundation of the methodology is the considered ability to safely undertake future
operational activities and achieve the aspired operational performance in terms of
three standard and predetermined operational drivers, as follows:
Production Producing according to the plan quantity & quality
Safeguard Technical Integrity Keeping within, and maintaining, the design
envelope for SCEs
Operating cost Minimizing unit operating cost
Within the Initial Operation Assessment the ground rules for Alarm Management and
Live Operating envelopes needs to be established. This will form the basis for how the
facility will be operated. An Alarm catalogue will be produced following a rigorous risk
based analysis of requirements. The accepted PDO standard for developing these
elements within green field projects is the ESP (Ensure Safe Production) process. ESP
techniques should be employed at Assess stage in a green field project.
5.2.2 Conceptual Hazard Identification (HAZID)

Intended to be used during the early stages of a development project to identify all the
systematic hazards associated with the development, a conceptual HAZID is the first
HEMP activity. The study is based on a review of the appropriate sections of the
HAZID Checklist which is a structured list of HSE-related hazards drawn up from
experience of such studies. The objectives are to identify any potential HSE show
stoppers or major issues that might affect the project or the concept selection, outline
future HEMP activities required to achieve Design Integrity, and to identify
opportunities for the application of inherent safety principles to potential developments.
5.2.3 HEMP Findings and Close-Out Report

The HEMP Findings and Close-Out Report should summarise the key findings and
recommendations / actions from the HEMP studies completed during this phase.
During the Assess phase, this typically is limited to the Conceptual HAZID, but may
include the findings of additional HEMP studies resulting from the HAZID.
In later phases, the HEMP Findings and Close-Out Report typically include Fire &
Explosion Assessments, QRA, etc. HEMP studies that typically generate a large
number of actions such as HAZOP and SIL assessments typically have their own
dedicated HEMP Close-Out reports.
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5.3 Select
The objectives of the Select phase are to get all strategic decisions of a project
approved by the appropriate authority. The word strategic is used loosely, as the nature
of the decisions to be taken is often dictated by time schedules, lead times for
Government approvals and contracting tactics. It is the phase in which most strategic
decisions on how the project will be executed and operated are made. By the end of
the select phase, the correct AI-PS culture must have been established by the Project
Manager through visible commitment and (plans for) dedicated AI-PS assurance
activities. The project team must be able to demonstrate ALARP and that the selected
option is also the lowest HSE risk option. This ALARP demonstration will continue with
the creation of the design HSE case during the Define phase.
DCAF deliverables with key AI-PS content at Select phase are:
Risk Register* Field development Surface production, project
engineering (concept),
HSE (technical safety)
PCAP* Field development
HEMP Findings & Close- HSE (technical safety) Process engineering
out Report*
Layout Design / Site Project engineering / field Surface production,
Selection Report development mechanical static,
electrical, civil, pipelines,
project, HSE (technical
safety)
Selection of Engineering Project engineering All engineering disciplines,
Design Standards (concept) including technical safety
(HSE)
Operations Philosophy Surface production Generally all disciplines are
either RTA or C/I
Corrosion Management Materials corrosion & Production chemistry,
Strategy / Materials inspection process engineering
Selection Report
ALARP Demonstration HSE (technical safety) Generally all disciplines are
Report either RTA or C/I
Detailed HAZID Report HSE (technical safety) Generally all disciplines are
either RTA or C/I
Concept Risk Assessment HSE (technical safety) Process engineering
HSE Philosophy HSE (technical safety) Surface production, project
engineering (concept)
Fire and Explosion HSE (technical safety) Process engineering
Assessment
Technical Integrity Field development Project engineering
Verification Report (concept), HSE
Process Safeguarding Process engineering
Report
Revision: 1.0

OR&A Plan Surface production Maintenance & integrity,
project engineering
(concept)
1.1.2 Site Selection and Layout Design
The initial site selection should be based on exposure from uncontrollable factors, such
as floods, earthquakes, local population, tidal waves, subsidence, hurricanes, major
wadis, and adjacent hazardous facilities.
The process hazards and effects should be assessed to establish the separation
distance required between process units and equipment.
1.1.3 Selection of Engineering Design Standards
One of the key elements of achieving Design Integrity is following good practice in
design and engineering. In PDO, good practice encompasses the PDO engineering
specifications and adopted Shell DEPs, which are identified in the PDO Guide to
Engineering Standards and Procedures (GU-611). Variance from the listed standards
requires the approval of the relevant discipline CFDH. Varying from standards that
include SHALL [PS] requirements will only be accepted if supported by an ALARP
demonstration.
1.1.4 Operations Philosophy
The Operations Philosophy covers all aspects of the future operation and is developed
from the Initial Operations Assessment. It provides the framework to ensure facility
design matches how the asset is to be managed, operated, maintained, staffed and
supported. The philosophy should describe how relevant People and Systems, operate
pass Technical Integrity and Operating Integrity objectives will be achieved. It is
essential that Operations Philosophy is developed in parallel with the concept selection
work to ensure that this alignment exists. Intended readers during a projects
development phases are designers and future operators and during steady state
operation technical and operational personnel.
1.1.5 Corrosion Management Framework
The Process Containment barrier is a key barrier in preventing an AI-PS incident.
Facilities are exposed, both internally and externally, to corrosive environments.
Therefore a Corrosion Management Framework must be established to identify,
quantify and control degradation (corrosion) threats in order to safeguard the integrity
of the Process Containment barrier throughout the life cycle of the asset.
1.1.6 ALARP Demonstration
The Concept Selection Report (CSR) forms the basis for the engineering activities in
the Define phase. It clarifies the context in which the selection decision has been
made, the data that have been used, the alternatives that have been studied, and the
values and trade- offs between alternatives. The purpose of the HSE content of the
CSR is to demonstrate that there has been a systematic application of HEMP during
the Identify & Assess and Select phases for each option being considered and to
confirm that the lowest risk option has been actively sought and selected; or
alternatively, demonstrate that the cost/effort required to adopt the lowest risk concept
is grossly disproportionate to the benefit (ALARP).
For very large or complex projects, the ALARP demonstration may be a separate
report, and the summarised in the CSR.
1.1.7 Detailed HAZID Report
The detailed HAZID study takes place later once design options have been identified
but before any final concept decisions have been made. A significant number of
preliminary documents and drawings will be available for each design option, e.g. PFS,
Revision: 1.0
mass balance data, plot layout, process and project descriptions, HSE and Operations
Philosophy, IIA reports, etc.
1.1.8 Concept Risk Assessment
Quantitative Risk Assessment (QRA) is required for new production / gathering
facilities, major expansion of existing production / gathering facilities, or for critical high
risk sour gas projects of any scale. The scope of the QRA during concept selection is
to identify major risk contributors and effective safety measures and to aid in the
selection of the lowest HSE risk or ALARP development option. QRA provides input to
the facility sighting and layout activities and is linked to the facility Fire and Explosion
Assessment.
1.1.9 HSE Philosophy
A HSE philosophy is required to guide and drive the design intent of HSE critical
systems. The philosophies are prepared during the Select phase to be implemented in
later project stages and are used as input into the functional specifications. The main
process safety aspects of the philosophy includes emergency shut down and
blowdown; fire and gas detection; active and passive fire protection (including
guidelines for fire fighting systems and fire protection); sighting and layout; and process
containment.
1.1.10 Fire and Explosion Assessment
Fire & Explosion Assessments (FEA) are required for the introduction of new
hydrocarbon equipment, or new occupied or functionally significant buildings. The FEA
provides input to the facility layout and spacing requirements and defines the FERM
strategy that should be applied to the asset. Facilities with FERM strategies 2 and 3
will include fixed active fire protection SCEs.
1.1.11 Technical Integrity Verification Plan
The Technical Integrity Verification Plan is the guide to deliver Technical Integrity on the
project. It covers all phases from Select through Define and Execute. The purpose of
the Technical Integrity Verification (TIV) Plan is ensure that, over the complete lifecycle
of the project, independent verification takes place to confirm that the Safety Critical
Elements are suitable for their intended use and are able to perform their function as
required. Compliance to design performance standards is a key part of this verification.
The TIV plan must be part of the key assurance events in the PCAP.
1.1.12 Process Safeguarding Report
The process safeguarding system should prevent excursions of the process outside the
equipment design envelope and reduce the fire and explosion escalation risks. A
process safeguarding system is required to reduce the risks of a malfunction of plant
equipment to ALARP, in terms of hazards to personnel, environment and economic
loss.
1.1.13 Operations Readiness & Assurance Plan
The Operations Readiness & Assurance (OR&A) plan is established to ensure that
operational aspects related to personnel, procedures and technical systems will be
developed and ready in time for hand over and startup. The OR&A Plan describes how
and when these activities will be carried out and is an integral part of the project
schedule.
Revision: 1.0
5.4 Define
The objective of ORP Phase 4, Define (or Concept Definition) is to translate the project
concept into a structured plan, with associated costs. This project plan must contain
sufficient level of detail including a comprehensive Design HSE Case to enable the
Decision Executive to decide whether to proceed or not. The Define phase ends with
the Final Investment Decision (FID) which is, traditionally, seen as the point of no
return for the project.
The deliverables from Define also form the basis of handover to the execution
contractors. The main deliverables of Define are the Basis for Design (BfD), the
Project Specification and the Design HSE Case. Together they are commonly referred
to as Front End Engineering Design (FEED).
There are many Define phase deliverables that are necessary to meet AI-PS
objectives, including critical drawings (e.g. PSFS, PFS and UFS, PEFS and UEFS,
HACs, F&G location, F&G C&E, C&E) and critical studies (e.g. relief, flare and vent
study, facilities layout, pipe stress analysis, materials selection report, etc.).
The following selected DCAF deliverables have a with key role in delivering AI-PS in
the Define phase:
Risk Register* Project engineering HSE (technical safety)
PCAP* Project engineering
Facilities Layout Mechanical static Surface production, C&A,
mechanical rotating, HSE
(technical safety)
Operations Philosophy* Surface production Generally all disciplines are
either RTA or C/I
Corrosion Management Materials corrosion & Production technology,
Strategy / Materials inspection process engineering,
Selection Report pipelines
HSE Philosophy* HSE (technical safety) Surface production, project
engineering
Technical Integrity Project engineering Maintenance & integrity,
Verification Plan* HSE (technical safety)
OR&A Plan* Surface production
Basis for Design Field development Generally all disciplines are
either RTA or C/I
Process Safeguarding Process engineering C&A, mechanical rotating
Memorandum
Functional Specifications Process engineering C&A, mechanical rotating
and Process Data Sheets
for Equipment
Coarse HAZOP Report HSE (technical safety) Process engineering,
project engineering
Coarse SIL Assessment C&A Process engineering, HSE
(technical safety)
Design HSE Case Project engineering HSE (technical safety)
Revision: 1.0

Performance Standards for Project engineering All engineering disciplines,
SCEs including technical safety
(HSE)
Maintenance & Integrity Maintenance & integrity Material corrosion &
Strategies inspection
1.1.14 Technical Integrity Verification Plan
This is a further development of the plan created during the Select phase and will
include specific assurance activities for the Define and Execute phases.
The TIV plan defines how the base information from the performance standards is used
to ensure the technical integrity requirements are established and confirmed through
the design, procure and construct and commission project phases. It inputs to the
project quality assurance plan for the SCEs. Accountable and responsible persons are
specified alongside the broad timing of the activities. The advantage of this is that the
critical assurance and verification activities to be executed on equipment identified as
a hardware barrier (SCE) are clearly documented and managed, via the performance
standards and technical integrity verification plan - thus providing a fully transparent
and auditable process.
Verification points are specific identifiable project phases, notably:
Preparation of Initial Performance Standards (do the performance
standards contain appropriate criteria)
Equipment Design Specifications for FEED (do the specifications
contain the requirements to meet the performance standards criteria)
Concept definition / FEED (does the design meet the specifications -
ALARP)
Detailed Design (does the design continue to meet the specifications -
ALARP)
Procurement (does the equipment to be purchased meet specs)
Procurement (does what was received meet procurement specs)
Construction (was it built per the design)
Pre-Commissioning (does it perform at the right levels)
Commissioning (does it operate at the specified performance levels)
Operating (is it meeting performance criteria when tested)
Verification may be anything from an internal peer review, to independent 3rd party,
depending on assessed risk. This should be documented in the TIV Plan.
Commissioning is the ultimate Assurance and Verification point for equipment and
systems prior to handover to operations. Verification provides the independence that
the assurance checks and controls are adequate and robust.
1.1.15 Basis for Design
The Basis for Design (BfD) is a compilation of project data from the Select phase and
translates the field development data into a project definition. The BfD ensures that
the expected project deliverables are properly captured, communicated, agreed, and
acted upon. A documented BfD is critical to understand the project starting point and to
enable subsequent Management of Change.
Revision: 1.0
1.1.16 Process Safeguarding Memorandum

The Safeguarding Memorandum, of which the Process Safeguarding Flow Scheme
(PSFS) is an integral part, identifies and summarizes those protective devices (ultimate
safeguards) which are installed as the ultimate level of protection against uncontrolled
loss of containment of toxic and/or flammable materials. It also highlights those
additional instrumented protective functions (penultimate safeguards) that provide the
penultimate level of protection for a process / utility / off-plot unit against uncontrolled
loss of containment.
1.1.17 Functional Specifications and Process Data Sheets for Equipment
Datasheets are typically provided for tagged equipment items and packaged units. The
data must be properly captured for SAP entry. Accurate data sheet information is
essential to ensure that future maintenance and production activities can be performed
according to equipment manufacturers recommendations and industry best practices.
1.1.18 Coarse HAZOP Report
The main HAZOP event is a formalized and systematic approach to assess process
hazards and operability and takes place after the Design Review (not immediately
after). It looks at the fine detail and is a check that nothing important was missed. It
should be thus apparent that doing a Main HAZOP on PEFS which are not ready is an
unacceptable practice that shall not be allowed. The main HAZOP report contains the
completed HAZOP worksheets and marked-up master set of PEFS used in the event.
The HAZOP action response forms are separate from the main HAZOP report.
1.1.19 Safety Integrity Level Assessment
The Safety Integrity Level (SIL) assessment is the HEMP part of the Instrumented
Protective Functions (IPF) classification process and incorporates a Layers of
Protection Analysis (LOPA) to demonstrate that risk is reduced ALARP. The SIL
determines the Safety Instrumented System (SIS) design and planned maintenance
frequencies.
1.1.20 Design HSE Case
The Design HSE Case must be developed throughout the Define phase and signed by
the Project Manager at the end of the Define phase. The Design HSE Case provides
the documented demonstration that HSE risks have been reduced ALARP and well as
the basis for the identification of hardware Safety Critical Elements (SCEs) and
Performance Standards. A key component of the Design HSE Case is the Bow-Tie
diagrams for Severity Five and High Risk hazards. The Design HSE Case is the
governing document that confirms that the project has looked at all aspects of AI-PS.
At the end of the Define phase the project manager should sign off the Design HSE
Case to meet the Design Integrity objectives of the Statement of Fitness.
SCE are derived from the Design HSE Case. The SCE Identification Report in
typically an appendix of the HSE Case and provides the link between the hardware
barriers identified in the Bow-Ties and the SCE identification in the Asset Register.
1.1.21 Design Performance Standards for SCEs
The Design Performance Standards must be developed during the Define phase to
confirm that each selected SCE has been designed according to the relevant Shell
DEPs, PDO specifications, and HEMP studies. The Design Performance Standards
will mature further during the execute phase and will check that the SCEs have been
constructed as designed. The existing QA/QC procedures and practices should be
used to support the Design Performance Standards. The Design Performance
Standards will evolve into Operate phase Performance Standards at the end of the
execute phase before handover.
1.1.22 Maintenance & Integrity Strategies
During the Define phase high level maintenance strategies should be determined in
support of and aligned with the Operations Philosophy.
Revision: 1.0
5.5 Execute
The Execute phase delivers the asset to the asset owner, ready for startup. The phase
can last several years and includes numerous areas of very diverse expertise. All the
areas of expertise will have to be integrated and managed to deliver a demonstrably
safe asset.
Execute activities are primarily carried out by contractors. The challenge to PDO is to
select the right method of management, contracting strategy, QA/QC and supervision
of those contracts and contractors to ensure the end product is as per the customers
requirements. Vendor and supplier activity supervision is equally critical. The customer
will verify before handover that the asset is safe using the Statement of Fitness review
and the Pre Start Up Audit.
There are many Execute phase deliverables that are necessary to meet AI-PS
objectives, including critical drawings throughout execution (e.g. PSFS, PFS and UFS,
PEFS and UEFS, HACs, F&G location, F&G C&E, C&E) and critical studies (e.g. relief,
flare and vent study, facilities layout, pipe stress analysis, materials selection, etc.).
DCAF deliverables with key AI-PS content for the Execute phase are;
Risk Register* Project engineering
HSE & SD Plan* HSE Project engineering
PCAP* Project engineering
Operations Philosophy* Surface production Maintenance & integrity
Corrosion Management Material corrosion & Maintenance & integrity
System inspection
HSE Philosophy* HSE (technical safety) Surface production
Technical Integrity Maintenance & integrity All engineering disciplines
Verification Plan*
OR&A Plan* Surface production Electrical
Process Safeguarding Process engineering C&A, mechanical rotating
Memorandum*
Detailed HAZOP Report HSE (technical safety) Process engineering,
project engineering
SIL Assessment C&A Process engineering,
mechanical static
Design HSE Case* Project engineering HSE (technical safety)
PTW System Surface production
Performance Standards for Project engineering All engineering disciplines
SCEs (Operate phase)
Operating Procedures Surface production Maintenance & integrity,
(Plant Operating Manual) process engineering
Commissioned Facilities Project engineering Surface production,
Engineering and Vendor mechanical static,
Data mechanical rotating,
pipelines
Revision: 1.0

Emergency Response Plan Project engineering Well engineering,
completions & well
interventions, surface
production, HSE (technical
safety)
Operations HSE Case Project engineering Surface production, HSE
(including MOPO and (technical safety)
Statement of Fitness)
As Built Drawings Project engineering All engineering disciplines
Commissioning and Start- Surface production All engineering disciplines
Up Plan
Asset register Project engineering
Pre-Startup Audit Report Surface production
* Updated from the previous phase
1.1.23 Operations Philosophy
The Operations Philosophy has been developed through the several project phases
leading to a finalised document at handover. This document should reflect the PDO
portfolio segment for which the project has been developed (e.g. Sour). It covers the
entire spectrum of asset operations and its associated technical and non-technical
disciplines. It should at this stage also include an Operations Organisational Strategy
and Resourcing plan which has been agreed with the Production and Maintenance
Functions. This strategy and plan should specifically address the competence
standards and development for safety critical Production and Maintenance staff related
to the portfolio segment.
1.1.24 Corrosion Management System
The Corrosion Management Framework developed during the Select phase has
provided the basis for the development of the Corrosion Management System which
should address the following:
Risk Based Inspection (RBI): Corrosion rates, remaining life and next
inspection date.
Baseline Inspection records & data
Inspection drawings
Inspection procedures
Electronic register of equipment / Pipework
Ability to generate trend reports, carry out risk assessment and produce work
packs
Manage dossiers / work packs
Revision: 1.0
1.1.25 Technical Integrity Verification Report

At the end of the Execute phase, a TIV report is required capturing the following:
TIV Plan compliance.
Safety Critical Element (SCE) Identification Report, documenting the SCE
selection process which involves the analysis of risk.
Design Performance Standards for the SCEs, describing performance criteria,
covering functionality, availability, reliability and interdependency. The
performance criteria are set such that compliance with them will mean that the
risks of the occurrence of MAEs during the Operate phase are reduced to
ALARP.
Records available of the verification tasks carried out, including commissioning
and any outstanding actions.
1.1.26 Safety Integrity Level Assessment
During detailed engineering, the IPF classification process is applied to all IPFs as not
all IPFs are analysed during the Define phase and revisits IPFs already analysed
during FEED, for instance in case the process design has changed.
1.1.27 Permit to Work
An Permit to Work (PTW) system approved by PDO, and in accordance with PR-1172
Permit to Work System should be in place.
1.1.28 Operate Phase Performance Standards for SCEs
The Operate phase Performance Standards for SCEs should evolve from the Design
Performance Standards. These Performance Standards are formatted to comply with
the requirements of SAP-PM and SAP-QM in terms of minimum assurance tasks,
assurance measures, assurance value and units of measure for the correct allocation
to the appropriate level in the asset hierarchy.
1.1.29 Plant Operating Procedures
Operating Procedures and Manuals should be in place for all equipment including
training. The Operators should be trained in the use and of the Operating Procedures
before commissioning.
1.1.30 Emergency Response Plan
The ER Plan should be in place covering representative process safety incident
scenarios developed from the HSE Case. For critical high risk sour facilities, these
should include Sour Hydrocarbon Contingency Plans. For facilities with large
flammable inventories, the plan should include Pre-Fire Planning.
1.1.31 Operations HSE Case
At the end of detailed design, the Design HSE Case should be finalised and
demonstrate Design Integrity. The Project Manager should sign the Design HSE Case
thereby confirming that the detailed design will result in ALARP AI-PS risk levels. The
Design HSE Case is then subsequently further matured into the Operations HSE Case
in the standard PDO format. The Operations HSE Case includes the HSE Critical
Positions and Tasks required to support AI-PS management. Commissioning activities
and SIMOPS during construction will require separate addendums to the Operations
HSE Case.
Manual of Permitted Operations

Part of the Operations HSE Case is the Manual of Permitted Operations (MOPO),
which is an information tool to assist Supervisors and Line Managers during the
planning and coordination of operations and activities by providing useful information
on:
The operating envelope and safe operating limits
Revision: 1.0
Actions to take if or when certain situations arise that could compromise safe
operating limits. These situations are identified from:
o The Threats and Escalation Factors identified as part of the Bow-Tie
assessments for the RAM 5 Hazards
o An assessment of other operations and activities that could contribute to
the escalation of an incident (e.g. continuing with hot work when fire pumps
are unavailable).
Statement of Fitness
The Statement of Fitness is an integral part of the Operations HSE Case and by
signing the Statement of Fitness the new asset owner agrees that:
Process safety risks have been identified and documented in the HSE Cases
and are managed to ALARP;
Employees or contractors executing HSE Critical Activities identified in the
Operations HSE Case are competent and fit to work;
Safety Critical Equipment (SCE) meets its Design Performance Standards;
Design and construction of the facility meet the design and engineering
requirements, i.e. as a minimum compliance with the SHALL [PS]
requirements in PDO specifications and Shell DEPs; the Process Safety Basic
Requirements are met; and AI-PS project actions are closed or have risk-
assessed plans for closure;
As-built drawings, documentation and data pertinent to maintaining AI-PS are
provided.
Procedures are in place to operate SCE within its Operational Limits.
The Statement of Fitness should be signed prior to the Pre-Startup Audit (PSUA),
which is the last official technical review of the suitability of a facility to accept
hydrocarbons.
1.1.32 Critical Documents and Drawings
The critical drawings available at project handover will be the "'Red Lined"" marked up
drawings, not the normal As Built drawings, as producing As Built drawings and
uploading them into Livelink can take several months after commissioning. Typical
critical drawings are Hazardous area plot drawings, PEFS's and Cause and Effect
drawings. An example of a critical document is the Equipment Vendor Operations and
Maintenance manual.
1.1.33 Commissioning and Start-Up (CSU) Plan
A detailed CSU execution plan and related CSU deliverables are developed for each
hardware delivery group to support the execution of CSU requirements during the
Execute and Startup phase. The Level 4 (including resources) CSU execution plans
are aligned with construction plans to create an integrated Mechanical Completion/
CSU plan (Completions Milestones) that includes all hold/ witness points, including
certifying/ verification authorities to verify Technical Integrity of the procured and built
equipment.
Startup procedures, inclusive of coarse Startup on paper exercises are critical due to
the number of historical process safety incidents during facility or equipment startup.
Revision: 1.0
1.1.34 Asset Register

The data in the asset register must be complete and accurate since this data is the
starting point of all maintenance related activities. Particularly Technical Integrity
demonstration is not possible if the Asset Register is incomplete or the data is
inaccurate. We must be able to measure the performance of all our SCEs at regular
intervals.
The Project shall develop a database of tagged items in accordance with the Asset
breakdown tagging procedure. The Safety Critical Elements (SCEs) must be properly
identified, as per the SCE manual.
1.1.35 Pre-Startup Audit
The project must go through a Pre-Startup Audit (PSUA). This audit will cover all
aspects of the project and is considered the last check point before the introduction of
Hydrocarbons into the facility. This audit will also review the status of action items
generated from the HEMP and the Operations HSE Case. The facility may be started
after all critical action items have been completed.
1.1.36 Non-DCAF Deliverables
Computerised Maintenance Management System

A Computerised Maintenance Management System (CMMS) is used to manage the
maintenance activities of equipment. It includes the following:
Asset register and equipment characteristics by Functional location
and Tag number.
Functional hierarchies and SAP class data
System and equipment criticality assessment
Operations Performance Standards for identified Safety Critical
Elements
Maintenance & Inspection task lists
Spare parts interchangeability record (E-SPIR)
Bills of material for selected equipment (BOM)
Facility Status Report

Facility Status Report (FSR) provides 3 main functions:
Visualisation of the SAP work order and notification status by barrier or SCE
group at any level within the asset hierarchy.
Flag and monitor those work orders and notifications that require action.
Auditable electronic Deviation Management System.
FSR should be live at commissioning and showing green for all the SCEs
indicating they have passed their first performance test (i.e. commissioning)
successfully.
Revision: 1.0
Operating Envelopes and Alarm Manual

The operating envelopes and alarm catalogue, should be further developed, reviewed
and endorsed based on the ESP process. This will evolve into the Trip and Alarm
management deliverable in the Execute phase of the project.
The Operating envelope illustrates the integrity and capacity constraints of a system,
piece of equipment (e.g. separator, dehydration tank, compressor, etc.), well, pipeline
or a production station. For rotating equipment, this will include the operating curves. It
is recommended that the high level operating envelope is further broken down to lower
level details e.g.
Asset Level Envelopes
System Level Envelopes
Specific Equipment Envelopes
The relevant technical authority, e.g. process, rotating, static engineer sets the limits for
equipment and facilities and the Production Technologists sets the envelope for the
wells. These operating envelopes must be clearly communicated to Operations staff
prior to facility handover.
Trip & Alarm Management

Major process safety disasters over the last decades have shown that lack of operator
empowerment to take independent actions can lead to extreme consequences. Human
inhibitions or hesitations, that are usually culture dependent, may override human
capability. This has led to not taking action at all, often against better judgment. To
deal with the situation as described above, a simple philosophy for setting operating
limits and designing or restructuring notification systems has been adopted and
summarised below:
Know the (safe) process limits on which the notifications are based. These
limits must be demonstrably and verifiably within the engineering constraints of
equipment. To ensure consistency, all constraints and limits should reside in a
single, electronic repository;
Limits should be made visible to the operator in a non-numerical format, e.g.
as trends, to enable the operator's situational awareness;
Limit exceedance notifications (Alarms and alerts) should be simple and
uniform, whilst rigorously eliminating anything that is unnecessary. In
particular, no notifications should exist for desired events, e.g. if equipment is
intentionally switched off or is out of operation;
Actions necessary to bring the process back to its normal state shall be
predefined for every limit and shall be available to the operator. The operator
shall be formally empowered to execute such actions.
An automated system should monitor and report the performance of the
notification system (alarm system) and its interactions with the operator.
Inhibit Management
An Inhibit Management System should be in place at handover to manage the new
facility operation. This should be controlled and documented via operating procedures
in POM's and also by MoC when inhibits or overrides are in place for extended periods.
Approval levels should be stated and personnel responsible informed.
Key Registers
Key Registers must be in place, auditable and up to date. Typical Key Registers are
competence, inhibits, temporary repairs, deviations, etc.
Revision: 1.0
Operations Handovers
A robust and structured handover process between key Process Safety critical positions
must be in place for both daily and shift (tour) handovers. LINK
Revision: 1.0
6 Process Safety Basic Requirements

Process Safety Basic Requirements (PSBR) are requirements derived from learning
from past AI-PS accidents in the industry. All PSBRs are covered by various DEPs and
SPs, Procedures and Codes of Practice. Therefore compliance with these documents
will ensure that all PSBR requirements are met by default. However every project
must be able to demonstrate through the HSE Case that the relevant PSBRs are
specifically met before the introduction of hydrocarbons.
The relevant PSBR elements are:
Safe sighting of portable and permanent buildings, in accordance with SP-
1127.
Permit to work, in accordance with PR-1172 Permit to Work System.
Management of change process is in place and subject to level 2 and level 3
assurance.
Avoid liquid release relief to atmosphere, i.e. create an inventory of all
atmospheric vents that have the potential to release hydrocarbon liquid above
its flash point, assess the risk of each of these vents and define the risk
mitigation.
Avoid tank overfill followed by vapour cloud release, i.e. create an
inventory of all storage tanks containing fluids that have the potential to overfill
resulting in a vapour cloud explosion. Examples of such fluids are natural gas
liquids (condensates) and crude oils with a Reid Vapour Pressure (RVP) > 2.5
psi. Assess the risk of each tank and define the risk mitigation.
Avoid brittle fracture of metallic materials, i.e. determine the LDT or MAT for
all process equipment and piping, containing liquefied gas or compressed
flammable low molecular weight hydrocarbon gas. Take measures to prevent
the equipment being at pressure below the LDT or alternatively ensure the
equipment metal temperature is not below the appropriate MAT at any given
operating pressure. Consider scenarios in which equipment temperature can
drop such as blow-downs, as well as scenarios of subsequent
(re-)pressurization of equipment.
Alarm management, to meet the requirements of DEP 32.80.10.14 using a
methodology such as ESP.
Sour gas (H2S), in accordance with SP-1190 Design for Sour Service
Specification and PR-1078 H2S Management.
Revision: 1.0
Appendix 1 Reference Material

The following reference material relates to AI-PSM:
1. HSE & SD Policy - The Asset Integrity-Process Safety Policy is an integral part
of PDOs HSE & SD policy
2. Opportunity Realisation Process / ORP Navigator - The Opportunity Realisation
Process (ORP) defines project delivery through each phase of the project -
Identify, Assess, Select, Define, Execute and Operate and addresses the
governance and assurance processes to be applied at each phase before
proceeding to the next. It is important to note that the ORP is a framework.
There are a number of mandatory stages and events, but the depth and
degree of activity undertaken at each phase will depend on the nature of the
project, its size, cost and associated risks. In this way, the process, and
particularly its project assurance elements, are scalable. This document is a
part of the ORP
3. Design Controls and Assurance Framework (DCAF) - DCAF standardises the
framework in which Quality Control (QC) and Quality Assurance (QA) of
discipline decisions and deliverables is conducted. DCAF is applicable across
all disciplines and all ORP phases.
DCAF will ensure that each discipline has a standard, which lists the decisions
and deliverables the discipline contributes to each phase of the Opportunity
Realisation Process (ORP), plus the required authority level for sign off. DCAF
delegates the authority to take discipline decisions, or signing off discipline
deliverables, to qualified individuals in a rigorous and auditable manner. It
consists of 4 standards
Discipline Standards: Standards (global and local) that lists all discipline
decisions and deliverables that need sign off by an authorized individual;
Discipline Authority Manual: A lists of individuals with their authority levels;
Project/Asset Controls and Assurance Plan: A plan of what needs to be
controlled/assured per ORP phase;
Project/Asset Controls and Assurance Schedule: A schedule of QC/QA activities
for a project or asset.
4. Health, Safety and Environment Management System CP-122 - The HSE
Management System details the basic requirements for implementing AI-PS
requirements throughout the Company.
5. Project Engineering Code of Practice CP-117 - The Project Engineering Code
of Practice details practices to be followed while developing and delivering
projects as a part of Opportunity Realisation Process. The document also
highlights the mandatory requirements at various project phases.
6. Operations Readiness and Assurance PR-1612 - The Operations Readiness
and Assurance procedure describes what to do in order to achieve flawless
start up of the project. Demonstrable AI-PS is an integral part of OR&A
7. Maintenance and Integrity Management Code of Practice CP-114 - The
Maintenance and Integrity Code of Practice details practices to asset and
project teams which ensure a common approach to Maintenance and Integrity
Management. It contains useful links to (Shell) Maintenance and Integrity
related procedures, process guides etc
Revision: 1.0
8. Operate Product Surface Flow Assets CP-115 - This Code of Practice defines
the Strategies and Controls that need to be implemented in PDO for the
effective Operation of Surface Product Flow Assets. It makes reference to
Shell Standards and Processes when they are applicable and where there is no
equivalent available within PDO
9. Specification for HSE Cases SP-2062 This Specification establishes the
minimum requirements for the content of Preliminary Design, Design and
Operations HSE Cases. The Specification contains information on the
contents of each type of HSE Case and gives guidance and examples of
information to be contained in specific sections.
10. Commissioning and Start-Up PR-1159 - The purpose of this procedure is
enable Projects, Contractors and Operations personnel to adopt a uniform
approach to the preparation, organisation and execution of commissioning and
Startup activities on their projects. This will assist in achieving consistency of
approach to definition, division of responsibilities and execution across all
projects.
It references the relevant Operational Readiness and Assurance (OR&A)
processes and comprises a collection of best practice processes, procedures
and guidelines, the application of which will assist project teams in realising the
value of the opportunity.
Revision: 1.0
Appendix 2 Abbreviations
AI-PS Asset Integrity - Process Safety
ALARP As Low As Reasonably Practicable
BfD Basis for Design
BOM Bills of material for selected equipment
DCAF Discipline Control and Assurance Framework
DE
DEP Design Engineering Procedure
DRB Decision Review Board
ESP Ensure Safe Production
ESP Ensure Safe Production
E-SPIR Spare parts interchangeability record
FEED Front End Engineering and Design
FERM Fire Explosion and Risk Management
FSR Facility Status Report
HAZID Hazard Identification
HEMP Hazard and Effects Management Process
MAE
MoC Management of Change
MOPO Matrix of Permitted Operations
OR&A Operations Readiness & Assurance
ORM
ORP Opportunity Realization Process
PCAP Project Controls and Assurance Plan
PEFS Process Engineering Flow Schematic
POM Plant Operating Manual
PTW Permit to Work
QA Quality Assurance
QC Quality Control
RAM Risk Assurance Matrix
RBI Risk Based Inspection
SCE Safety Critical Element
SIL Safety Integrity Level
SoF Statement of Fitness
SP Specification
TIV Technical Integrity Verification
VAR Value Assurance Review
Revision: 1.0
Appendix 3 End of Delivery Map (to be developed)

GU-648 - Guide For Applying Process Safety in Projects

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Petroleum Development Oman L.L.C.

Document Title: Guide for Applying Process Safety in

Document Type Guideline

Discipline Technical Safety Engineering

Owner MSE4 Head of Technical Safety Engineering

Issue Date 15th December 2010

This page was intentionally left blank

Revision Date Author Scope / Remarks

1.0 Dec-10 Ian Jewitt New Issue

iii Related Corporate Management Frame Work (CMF)

1.4 Distribution / Target Audience

1.5 Review and Improvement

1.6 Step-out Approval

2 Roles and Responsibilities

2.1 Risk Management

2.2 Design and Construction

3 Process Safety Management

4 The Objectives of AI-PS in Projects

4.1 People and Systems

Process Safety actions (e.g. from HEMP studies, project reviews, TI

4.2 Design Integrity

4.3 Technical Integrity

4.4 Operating Integrity

5.1.1 Risk Register

5.1.2 HSE & SD Plan

1.1.1 Project Controls and Assurance Plan (PCAP)

5.2.1 Initial Operations Assessment

5.2.2 Conceptual Hazard Identification (HAZID)

5.2.3 HEMP Findings and Close-Out Report

Deliverable ATA RTA(s)

Deliverable ATA RTA(s)

1.1.16 Process Safeguarding Memorandum

Deliverable ATA RTA(s)

1.1.25 Technical Integrity Verification Report

Manual of Permitted Operations

1.1.34 Asset Register

Computerised Maintenance Management System

Facility Status Report

Operating Envelopes and Alarm Manual

Trip & Alarm Management

6 Process Safety Basic Requirements

Appendix 1 Reference Material

Appendix 3 End of Delivery Map (to be developed)

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