1.

Introduction

1.1. Background
It is widely recognised within the oil and gas industry that corrosion is the main
contributor to process containment barrier failure. Effective management of
corrosion will contribute towards achieving the following benefits as well as assuring
the ‘Asset Integrity’ of COMPANY facilities:
• Statutory or Corporate compliance with Health, Safety, and Environmental
(HSE) policies.
• Prolong the life of asset.
• Reduction in leaks.
• Increased plant availability.
• Reduction in unplanned maintenance.
• Reduction in deferment costs.
The key elements of this Corporate Management Code of Practice are based upon:
(1) Manage effectively the Integrity of all Assets within COMPANY.
(2) Satisfies the requirements of Group Operational Excellence in Production
standard (EP2009-9002).
To this end, the Corrosion Management CoP defines the standards, procedures,
responsibilities and authorities that shall be in place within COMPANY to ensure that
the corrosion management process satisfies these requirements and applies ‘best
practice’ throughout the asset life cycle.
Operational Excellence is defined as:
Competent people working in team with an ‘enterprise first’ mindset, understanding
where improvement areas exist and executing a plan that delivers results in a
business where:
• There is no harm to people or the environment. (HSE)
• All assets are safe and we know it. (Asset Integrity)
• Every drop is produced as economically as possible. (Production)
• Spend is only what it takes to ensure value is protected. (Cost)
• Each individual contributes to their full capacity. (People)

1.2. Purpose
This Code of Practice (CoP) defines the COMPANY’s basis for effectively managing
corrosion at all phases of the asset lifecycle.

1.3. Target Audience

This Corrosion Management CoP is primarily ‘high level’ and is targeted at:
• Asset owner and delivery team leader.
• Functional Discipline CDFHs/CDFPs (Technical Authority).
• Materials, Corrosion and Inspection discipline engineers.
• Maintenance and Integrity Personnel.
• Project Engineers.
• Inspection Contractors.
• Corrosion Engineering Companies and contractor personnel who have been
allocated authority and responsibility to carry out activities identified.
• Contractors who are involved in the material selection, quality assurance,
quality control, corrosion control, inspection, and integrity assessment
activities.
2. Scope & Objectives

2.1. Scope
The Corrosion management CoP defines the Corrosion Management requirement to be
implemented through complying with the required standards, procedures and practices
where applicable. It identifies management activities, roles and responsibilities, and
deliverables at each stage of the asset lifecycle.

2.2. Basis for Corrosion Management

Foundation of corrosion management process is a threats and barrier matrix.
Barriers are the functional groupings of safeguards and controls in place to prevent major
accident. These barriers can be grouped into eight generic types, shown in the Figure
below, reference to the integrity barrier model also often referred to as the ‘Swiss Cheese’
model.

Structural
Integrity Process
Containment Ignition
Safe Control Detection
Operation Systems Protection
Shutdown
Systems Emergency
Systems
Response
Lifesaving

- Pressure
Vessels Major
- Heat - Sand Accident
Exchangers filters
- Tanks - Chemical
- Piping Injection
Systems
-Pipelines
-Well
Containment
!

Corrosion management in COMPANY is concerned with the maintenance of process

containment and protection systems barriers. The corrosion management is effectively
identifying the threat and ‘plugging’ the holes in these barriers to safeguard integrity
throughout the life of the asset.

2.3. Review and Improvement

This Corrosion Management CoP is part of the Technical Integrity Process. It is
owned by the Engineering and Operation Director (UEOD) and shall be reviewed
and updated on regular basis of minimum three years.
The feedback and change request shall be addressed to the CFDH of Material,
Corrosion and Inspection who is the Custodian of this document.

2.4. Practices to Be Followed - Integrity Life Cycle

The main phases of the asset integrity lifecycle are defined in CP-114. These are
Design, Construct, Operate, Maintain, Suspend and Abandon.
2.5. Corrosion Management Model
In all projects phases within COMPANY, corrosion management is an essential
requirement including a number of contractors’ organisations. It is therefore
important that corrosion management activities are carried out within a structured
framework that is visible and understood by all parties.
The management system model described in Figure below is based on safety
management model, and shall be used as a model for COMPANY Corrosion
Management.

Best Practices Clear Policies &

Successful Corrosion Management
Strategy
DEP & PDO Standards

Accountability Organisational
Structure &
Competency
Responsibilities

Management of Change
Training

Risk assessment through CM Review

application of CMM, pipe Planning & Correct TIWG
RBA & RBI Execution Process Update

Monitor trend Monitoring &

Anomaly tracking Measuring
KPI’s Perf ormance
Yes No

CM procedures & Review Meeting

process aligned with System The Control
changes in business Perf ormance Criteria?
plans & production
requirement Independent
Audit

The Basic Corrosion Management Process Model

The basic Corrosion Management Process relies upon the organisation having a clearly
defined policy and written objectives of how to meet the policy.
Underpinning this is the need for an organisational structure that clearly defines the
roles and responsibilities of departments and individuals that can carry out the activities
involved in achieving Asset Integrity.
A corrosion risk assessment for all facilities should be carried out that defines the
activities and the schedule required. This would be regularly updated as part of the
system review procedure. Implementation of these activities and analysis of the data
created by competent engineers enables an understanding of the current and future
condition of the asset and allows the objectives of the policy to be met.
Measuring the performance of the Corrosion Management Systems via technical and
management performance indicators (KPI) enables constant improvement of the
system.
Periodic reviews that enable feedback into the system and transfer of experience to
other asset areas is essential to ensure an efficient system that reflects changes in the
field and the organisation.
Corrosion management is a live process throughout all stages of the asset lifecycle
from project conception through to abandonment.
For new developments the corrosion management process starts at project concept
phase with the selection of materials in line with DEP 39.01.10.11. and the Operational
Excellence Standard (EP 2009).
For existing and brown field developments corrosion management is concerned with
operational practices in line with the Operational Excellence Standard. However,
upgrades and modifications to existing facilities should be treated as a “project,” and
lessons learned from existing facilities fed back into the process, in additions to carrying
out a full review of downstream effects of any modification.
3. Organization, Roles & Responsibilities
Corrosion Management is multi functions discipline and is incorporated across COMPANY
organisation.
The corrosion management related positions shall have the following key elements in the
job profile:
• Roles, Responsibilities.
• Competency and TA.

3.1. Roles & Responsibilities

The Material Integrity group resides in the Engineering and Operation Function
Organization UEOD and provide the following primary services:
• Provide the required function role such as developing standards for material,
corrosion, and Inspection discipline, competency, new technology and
assurance.
• To act as an independent verification body not involved in the active execution
of maintenance and inspection tasks.
• To provide a detailed level of technical service with expert advice on material
selection, corrosion control, monitoring and inspection and integrity
management of all COMPANY Assets and project team.

The Asset owners are responsible and accountable for the budgeting, planning and
execution of the preventive and corrective maintenance activities related to corrosion
management Refer to CP-114.

DCAF (Discipline Controls Assurance Framework) shall be applied in all phases of the
project.

The current functional organisation as it relates to the Materials, Corrosion and Inspection
with Roles and Responsibilities is shown below:

Material Integrity Manager Specific materials, corrosion and inspection responsibility

CFDH Materials, Corrosion &
Inspection - UEOC
throughout the facility lifecycle from concept selection, design,
construct, operate, maintain and abandon. It also covers the quality
assurance of goods and services supplied by vendors in all aspects
of material selection inspection and corrosion control.
The responsibilities include:
• CFDH (TA1) for Material, Corrosion and Inspection.
• Define and maintain strategic direction for the discipline.
• Reduction in life cycle cost/technical integrity enhancement
and advice on cost effective technology planning.
• Identify risks and advise risk managers on mitigation and
control in material integrity of equipment and pipelines.
• Custodian of the discipline standards including the
development, maintenance and dissemination of fit for
purpose guidance documents (GU) and standards (SP &
DEP) which reflects group/industry norms.
• Responsible for approving TA levels for individual engineers
and ensures the deployment of competent corrosion and
materials personnel to the Asset teams.
• Corrosion management improvement process including Audit
and Review Plan.
• Provide specialized technical service for all project phases and
support integrity management of facilities and wells.
Materials & Corrosion
Engineering – UEOC/1
Sour Gas & Oil Major Project
Support – UEOC/2
Corrosion Management & Control
– UEOC/3
Specific materials and corrosion responsibility for project activities
and front-end study including:
• Responsible for cost effective material selection for engineering
projects during the design phase and for operating assets.
• Peer review materials and corrosion engineering design
recommendations.
• Conduct review of FEED contractors’ material selection to
ensure compliance with company standards and conceptual
material selection recommendations.
• Provide specialized consultancy service in materials and
corrosion engineering.
• Evaluating and implementing use of new materials and
corrosion monitoring techniques including expand the envelope
of currently used non-metallic materials.
• Responsible for maintaining/updating materials and corrosion
engineering discipline standards.
Lead materials engineering team support for major sour gas and oil
projects. Activities include:
• Responsible for the cost effective selection of materials
through the Concept and FEED phases of the project.
• Coordinate and supervise activities with designated material
and corrosion engineers in the project team to ensure
activities are complying with DCAF.
• Establish a link with custodians of the technical standards to
ensure material specifications are met.
• Assess and develop corrosion management document and
strategies to manage integrity of the assets throughout their
design life.
• Provide workshop and training in material selection and
corrosion management in sour gas environment and organise
visits to other operating companies and lab facilities to
expose Omani materials and corrosion engineers to operation
experience in sour gas environment.
Specific corrosion control responsibility for all operational activities
including:
• Provide specialized technical consultancy service in corrosion
management and control across COMPANY assets.
• Develop and maintain corrosion management manuals for all
assets across COMPANY directorate South, North,
Infrastructure and Gas.
• Evaluate the corrosion monitoring data and assess the
performance of internal and external corrosion barriers for all
facilities.
• Qualify, evaluate and optimise corrosion inhibitors.
• Conduct corrosion analysis, corrosivity studies and surveys
across COMPANY fields and facilities.
• Initiate and assess corrosion rate.
• Evaluate and implement technology where possible in the
area of managing and monitoring corrosion.
• Conduct corrosion failure investigations.
• Perform compliance audits and assurance within asset teams,
contractors and other suppliers to ensure compliance with
company code of standards and procedures.
Discipline Advisor – UEOC/4 Specific responsibility to manage the development and application
of Technical Skills, Capabilities, Tools, Processes and Practices in
order to maximise the value creation in the management of asset
integrity. Activities include:
• Ensure effective & efficient system for deployment of staff and
that the deployment plan links to Company priorities.
• Work with staff in developing PDP.
• Provide technical review and support development ventures.
• Support in the development of related Material, Corrosion and
Integrity Standards.
• Identify and support the application/development of new
technology.
• Promote best practice sharing.
• Participate in VAR and peer reviews as required.

Static Inspection and Integrity
Engineering – UEOC/5
Specific Inspection and integrity responsibility including:
• (TA2) for Inspection of Static equipment and pipeline.
• Develop and implement RBI, maintenance strategies and
define inspection requirements, plans and techniques.
• Manage provision of inspection services to the asset teams.
• Maintain inspection histories in SAP, CIMS and Equipment files
and ensure the timely updating with quality data.
• Carry out remnant life assessments and defect analysis using
inspection results.
• Identify and implement proven inspection techniques,
technologies and fitness for service analysis.
• Perform compliance audits and assurance within asset teams,
inspection contractors and other suppliers to ensure
compliance with company code of standards and procedures.
• Provide mentoring and coaching for inspection staff in the
assets.

3.2. Competency
The Engineering Maintenance Programme Development Schedule (EMPDS) is
implemented within the Materials Corrosion and Inspection function. This enables
engineers to build up competency in the materials and corrosion field. On completion of
3-5 years in the EMPDS programme, staff progress to the CBD (Competency Based
Development) where they are working toward the Technical Authority (TA) level in
accordance with SP-2061 Technical Authority System.
The minimum requirement for a Corrosion Engineering position is TA3. TA assessment
should be carried out for staff and contractors involved in Corrosion Management.
4. Corrosion Management Planning and Execution Process
during Life Cycle
For new developments the corrosion management process starts with the concept
materials selection. This is primarily a process of short-listing technically acceptable
materials for an application, and then selecting the most cost-effective in the context of
the life cycle.

4.1. Design and Construct Phase

All MSR for concept shall be developed, peer reviewed and approved within the
UEOC Function.
Where the new project wills tie-into an existing installation, the materials in place, and
their current condition, shall be ascertained in the concept definition phase.
The material selection shall be based on at least one primary/robust corrosion barrier;
and/or at least two secondary barriers.
Examples of primary and secondary barriers to corrosion can be found in Appendix 2
It is the responsibility of the project manager to assure that materials are specified,
procured, manufactured and constructed in full compliance with the DEPs and
Standards in order to maintain their integrity barriers and corrosion resistance properties
throughout their design life. Any deviation to standards shall be documented according
to COMPANY procedure, and the CMM shall be updated to reflect these changes/
deviations.
The project manager shall ensure that material selection at the various stages of the
project (concept, feed and detail design) is peer reviewed as follows:
• Project <$50mln (no CRA), two material corrosion TA2.
• Project <$50mln (CRA), two material corrosion TA2 and CFDH.
• Project <$500mln two material corrosion TA2 and CFDH.
• Project > $500mln, two material corrosion TA2, CFDH and external peer
reviewers.
The project manager shall establish a corrosion management system which shall
address the selection, design and specification of the followings:
• Cathodic protection system.
• Corrosion monitoring facilities.
• Chemical injection facilities.
• Pigging facilities.
• Protective coatings.
The project manager shall ensure that:
• Risk based inspection study is conducted in line with S-RBI process.
• Maintenance reference plans, and Corrosion Management Manual are in line
with relevant DEPs and standards.
The documents identified above shall be uploaded into the Operational S-RBI
database, CIMS and SAP.

The figure below addresses the scope of Material Integrity Department in each phase of
Opportunity Realisation Process (ORP) during Design and Construct phase
 IDENTIFY&ASSESS SELECT DEFINE EXECUTE OPERATE

Feasibility Detailed design Start up

Project Concept Basis for Project Procure, Construct, Produce
Initiation Study Selection Design Specification
Pre-commission Maintain

VAR 1 VAR 2 VAR 3 VAR 4

VAR 5

UEOC SCOPE UEOC SCOPE UEOC SCOPE UEOC SCOPE UEOC SCOPE

• Identification of • Conduct • Review FEED • Development of

target materials of material detail design. Corrosion
construction / compliance • Review the Inspection
corrosion control review for material Management Continue
systems (barriers). projects > compliance with System.
• Apply knowledge
at Operate
• Conceptual MSR $500mln and the specification
on corrosion risk to & Maintain
and corrosion on routine (hardness, heat
management basis for treatment , develop corrosion Phase
strategy after other chemical inspection strategy
internal Peer projects. composition, (from the project
review. welding phase).
•Selection of procedure,
engineering design ,..etc).
standards. • Review design
• Ext Peer review of for inspection .
MSR for project > • Execute
$500mln. S-RBI.
!

4.2. Handover to Operations

The commissioning team shall consult the relevant specialist engineer in UEOC for
specific related technical issues as per the DCAF requirement.
Key deliverables are as per the Discipline Control and Assurance Framework, and the
main ones are summarized below, electronic copy shall be handed over to the
responsible corrosion control, inspection and integrity engineers.
The following documents shall remain live and shall be reviewed and updated at least
every three years. This is the responsibility of the corrosion control and inspection
engineers.

Handover Documents
• Asset register with basic information uploaded into CIMS.
• Material Selections & Peer Review including Material testing and
qualification.
• Corrosion Management Manual including:

❑ Chemical Management Manual (Corrosion Inhibitor, Oxygen

Scavenger and Biocide) selection, testing and qualification.
❑ Corrosion barriers spreadsheet.
❑ Corrosion related KPIs.
❑ Pigging Programme.
❑ Operations manuals for elements belonging to corrosion
control.
▪ PFSs marked with Corrosion Circuits.
▪ Maintenance Reference Plan.
▪ Failure Mode & Effect Analysis (FMEA).
▪ Risk Based Inspection (RBI) plan uploaded into CIMS.

4.3. Operate and Maintain Phase - Existing Infrastructure

Once the facility has been handed to operation, the corrosion risk assessment will be
updated on the basis of inspection and monitoring data. In addition, in cases where
corrosion damage is encountered, the materials and corrosion damage reports shall
also be used to update the risk assessment.
 Throughout the planning stage the corrosion management strategy should agree with
the current planned asset field life. Consequently, future business and operational
requirements for an asset should, where practicable, be made known to those
responsible for setting and implementing the corrosion management plan.
The CMF process and linkage between all activities in Operate and Maintain phase is
depicted in Figure below.

4.3.1. Maintaining Corrosion Barriers

The key to the corrosion management process during the Operation phase is the
maintenance of the corrosion barriers which have been defined during the design
phase.
The Head of Corrosion Control UEOC/3 shall ensure:
• All facilities have corrosion management manuals reviewed and updated every
three years.
• The effectiveness of corrosion barriers for pipelines shall be reported to the
asset Operation manager on quarterly basis.
• The corrosion control engineers shall form part of PIWG & SIWG and shall be
responsible for related Corrosion Performance Standard and developing the
ACR on annual basis.
 Examples of typical barriers and the appropriate compliance check and verification
measure to assure integrity in operate and maintain phase can be found in Appendix 3.

4.3.2. Inspection and Integrity Assessment:

Compliance with the barrier requirements is only the first step in the corrosion
management process. In essence, all of the barriers are maintained to ensure that
material degradation is properly managed.
Inspection of Static Equipment and Pipelines is intended to verify its technical integrity
and to provide information for corrective maintenance to ensure that technical integrity is
maintained throughout the asset’s life-cycle.
The objective is to apply the necessary inspection and maintenance effort that optimises
the asset life-cycle cost.
The Head of Inspection and Integrity shall ensure the following:
• The annual Inspection Reference Plan (IRP) for piping and (MRP) for pipelines
are in place and updated on quarterly basis. Static equipment inspection plans
are not issued as they are extracted from SAP by the asset team. The annual
inspection plan (DRAFT) shall be issued in quarter 3 of a prior year. The final
plan should be issued by the end of the year.
• The integrity assessment for the following facilities is executed and integrity
status report shall be issued :
▪ SCE pipelines- Annually.
▪ Non-piggable pipelines – Annually.
▪ Facility Integrity Status report for all facilities – Monthly.
▪ Main Production Stations - 3 years.

The integrity assessment shall look into overall technical integrity of the facility taking into
consideration corrosivity study, compliance to CMM and any field future development.
Revamp and rejuvenation proposal projects shall be developed after integrity
assessment takes place to avoid like-for-like replacement.
Annual Pipeline integrity reports shall be produced for each asset by UEOC/5
highlighting any specific concerns and proposals for improvements. The assurance
values for the assurance measures and assurance tasks for the relevant performance
standards should be recorded by the assurance task owner in CIMS or SAP QM to give
visibility in SAP and FSR.
This CoP recognizes fitness-for-service concepts for evaluating in-service damage of
pressure-containing components. Main criteria to apply fitness for service are detailed
below:
▪ Equipment defects that are outside post-construction code limits should be subject
to a fitness-for-service analysis.
▪ Defects found to be unacceptable should be mitigated.

More details about method of inspection, integrity assessment and related Codes &
Standards can be found in Appendix 4.

4.3.3. Failure investigations

Asset operation manager and project manager shall report and investigate all material
and corrosion related failures according to HSE (Process Safety) Requirement.
Material Integrity manager shall nominate the appropriate specialist to participate in the
RCA, all investigation actions shall be recorded and monitored through Fountain Incident
Management.
4.3.4. UEOC Scope “Operate and Maintain Phase”
During the Operate and Maintain phase of the Asset the following chart process
addresses the scope of Material Integrity Department.

!
!

4.4. Communication
The following table summarises the meetings relevant to Corrosion Management.

Meeting/Group Frequency Chair Relevant attendees

 UEOC/3, chemicals
vendors and corrosion
Chemical Services
Monthly UEOC/3 integrated production
Contract
chemical services
contractor.

UEOC/3/5 and Asset

PIWG Monthly UEOC/5
integrity team

UEOC/3/5 and Asset

SIWG Monthly UEOC/5
integrity team

A s s e t
Asset Technical UEOC/3/5 participate as
Monthly Operation
Integrity needed
Manager

Material, Corrosion
and Inspection 2 - Monthly UEOC All UEOC staff
Discipline

Operation manager UEOC participate as

Monthly UEOD
meeting needed

Process Safety / UEOC participate as

Weekly TD
CFDH update to TDG needed

4.5. Deliverables
The following summarises the formal reports and documents that should be issued and
the frequency of issue. In addition to these reports, subcontractors will produce reports in
alignment with contract requirements.

Responsible
Frequency Document Party

Corrosivity study per field UEOC3

3 yearly CMM for Production Station UEOC3
Main Production Station Integrity Status Report UEOC5

Pipeline Integrity Report UEOC5

ACR for Pipeline UEOC3
Annual CMM for Non-piggable pipeline UEOC3
Performance Standard for Pipeline UEOC/3/5
IRP and MRP UEOC5

UEOC3
Quarterly CMM Report for piggable pipelines

Monthly Facility Integrity Status Report UEOC5

When required RCA Report As appointed

4.6. Decommissioning Asset Preservation (Mothballing)
It is the responsibility of the asset managers to preserve the decommissioned assets to
prevent any material degradation and to follow the recommendations given by Material
Integrity Department
5. Monitoring and Measuring Performance
Setting up key performance indicator and using it in for measuring the performance is a key
step in achieving successful corrosion management.
KPIs are used to monitor and measure the extent to which the policy objectives are being
met by the Corrosion Management System.
It should be noted that by Monitoring & measuring performance refers to the normal in-
house review of the overall KPIs and does not cover the detailed review of corrosion
monitoring / corrosion inspection process and data (which is covered in sections 4) or any
formal audit of the system (which is covered in Section 6).
Technical Periodic Integrity Reviews shall be carried out via the integrity working group.
Compliance against the planned maintenance and inspection activities shall be measured
and monitored according to Maintenance and Integrity Management (CoP) CP-114.

5.1. Setting Performance Measures

The performance of corrosion management system shall be measured as following:
• Pipelines % have completed annual integrity reviews - Target 98%
• Pipelines and facilities % with CMM reports achieved versus planned - Target 95%
• Main production stations integrity status reports achieved versus planned-Target 100%
• Issue of integrity status report –Target 12 Report/Year/Asset
• Assurance reviews (peer review, audits..etc) achieved versus planned and
commitment- Target 90%
6. Assurance
Material Integrity manager is responsible to initiate Internal Audit every 2 years (within
Department) to review
• Implementation of procedures and processes.
• Competency.
• Checks in place.
• Compliance.
In addition COMPANY Internal audits/external reviews should be carried out every 3
years.
Audit report recommendations shall be disseminated to relevant personnel and remain
‘live’ until identified actions have been acted upon.
7. Application & Step-Out Approval

7.1. Application
This Corrosion Management CoP is part of the Technical Integrity Process. It is
owned by the Engineering and Operation Director (UEOD) and shall be reviewed and
updated on regular basis of minimum three years.

7.2. Step-out and Approval

Any proposals that deviate from this Code of Practice must be submitted to CFDH of
Materials, Corrosion and Inspection for formal approval.
Any such proposal shall be raised via Change Control System (Compliance Audit and
Variance Tracking Tools).
Appendix 1, Glossary of Definitions, Terms and Abbreviations
Abbreviation Description
ACR Assessed Corrosion Rate
CA Corrosion Allowance
CBD Competency Based Development

CC Corrosion Coupon
CFDH Corporate Functional Discipline Head
CI Corrosion Inhibitor
CIMS Corrosion Inspection Management System
CMF Corporate Management Framework
CMM Corrosion Management Manual

CoP Code of Practice

CP Cathodic Protection
CRA Corrosion Resistant Alloys
CR Corrosion Rate
DEP Design and Engineering Practice
DCAF Discipline Controls and Assurance Framework

EMPDS Engineers Monitored Professional Development Scheme

FEED Front End Engineering Design
FSR Facility Status Report
HEMP Hazards Effects Management Process
HSE Health, Safety and Environment
IRP Inspection Reference Plan

KPI Key Performance Indicator

MRP Maintenance Reference Plan
MSR Material Selection Report
NDT Non Destructive Testing
COMPANY Petroleum Development Oman

PDP Personal Development Plan

PFS Process Flow Schematic
RBA Risk Based Assessment
PIWG Pipeline Integrity Working Group
RBI Risk Based Inspection
SAP System Application and Products in data Processing

SCE Safety Critical Element

SIWG Static Integrity Working Group
TA Technical Authority
TDG Technical Director Group
Appendix 2 - Examples of primary and secondary barriers to
corrosion

Group Barrier
Corrosion Allowance**
Material Selection
Resistant Material*
Dehydration/Anhydrous operation*
Process Control Flow Control**
Operational Pigging**
Corrosion Inhibition**
Oxygen Scavenger**
Chemical Treatment H2S Scavenger**
Biocide**

pH control**
Non-metallic linings*
Coatings & Linings Internal Coatings**
External Coatings**
Impressed current**
Cathodic protection
Sacrificial (galvanic)**

* Primary corrosion barriers


** Secondary corrosion barriers
Appendix 3 – Examples of typical barriers & compliance check
during operate and maintain phase

Group Barrier Compliance Checks Verification Responsible Party

Wall thickness Corrosion control

measurements by
NDT at frequencies
Corrosion determined by RBI/
Metal loss < CA RBA
Allowance
Material Visual inspection
Selection (External loss), pit
depth measurement

Monitoring of process Asset owners

Resistant and operation
Operating envelope conditions
Material

Dehydration Process control Dew point Asset owners

Process flow data Asset owners

Process Flow Control Flow rate
Control
Operational Pigging frequency Pigging activity log UIP/4
Pigging Pigging effectiveness Pigging records

Dehydration Process control Dew point Asset owners

Process flow data Asset owners

Process Flow Control Flow rate
Control
Operational Pigging frequency Pigging activity log UIP/4
Pigging Pigging effectiveness Pigging records

Tank levels UIK

Corrosion
Injection rates Residual inhibitor level
Inhibition
CI Availability

Tank levels UIK

Oxygen
Injection rates Oxygen concentration
Scavenger

Tank levels UIK

Chemical H2S Scavenger Injection rates
H2S concentration
Treatment
Logged activity UIK + UIP4
Tank levels
Biocide Injection rates
Bacteria concentration
Biocide residues

pH control Injection rates pH Asset owners

FSM, Corrosion CC Engineer

Corrosion monitoring
coupon, LPR, ER ..etc

Organic Coating and CC Engineer

Coating degradation Coating survey
Coating Painting

Impressed Potential CC Engineer

Structure potential
Current measurement
Cathodic
Potential CC Engineer
Protection Sacrificial Structure potential
measurement
Anodes
Anode wastage Visual assessment CC Engineer
Appendix 4 – Method of Inspection, Code and Standards
Methods of Inspection

Due to the diversity of equipment criticality, sizes and shapes the methods of inspection can
vary greatly from one item to another. However, the following general principles apply:
▪ Wherever practicable, assessment of the internal condition of equipment by non-intrusive
techniques shall be considered.
▪ Where non-intrusive techniques cannot be applied due to the shape/complexity of the
equipment or suspected/known internal degradation, the equipment must be taken out of
service for internal inspection.
▪ In addition, the external condition of equipment can be assessed by visual external
inspection supplemented by non-destructive techniques such as magnetic particle
inspection and ultrasonic examination.
▪ The methods of inspection for each item of equipment should be determined during the RBI
process and this shall be updated as necessary following the periodic inspection.
▪ Each technique has its limitations and attributes and should be used depending upon the
type and accuracy of the information required.
▪ Where internal and/or external fittings and coverings are encountered these need to be
removed sufficiently to enable an adequate inspection. Random or selected sampling of
metal surfaces under insulation, for instance, is approved provided inspection is extended
sufficiently when adverse results are encountered.
The conditions of service, materials of construction etc, vary widely between individual items of
equipment. However, using RBI techniques, these variables are considered and the period
between inspections is determined.

Codes and Standards

Inspection engineers, inspectors and design engineers should have access to the latest edition
of key industry codes and standards for inspecting and maintaining pressure equipment.
The following in-service and post-construction codes and standards are recognized by
COMPANY:
1. American Petroleum Institute API-510, “Pressure Vessel Inspection Code: In-Service
Inspection, Rating, Repair, and Alteration”.
2. American Petroleum Institute API 653 Tank Inspection, Repair, Alteration, and
Reconstruction.
3. American Petroleum Institute API 570 Piping Inspection Code: Inspection, Repair,
Alteration, and Rerating of In-Service Piping Systems.
Exceptions to applicable post construction codes and company standards should be
documented and submitted to UEOC team for approval.
Inspections shall be carried out in accordance with PR-1013 Static Equipment Maintenance and
Inspection Procedure. For pipelines the frequency of inspection shall be updated based on
SP-1210 specification for pipeline operation and maintenance and PR-1416 procedure for the
use of pipe RBI.
Methodology UEOC/5 is responsible for implementing inspection programmes. The inspection
data is used to determine Assessed Corrosion Rate (ACR). ACR shall be established in
accordance with procedure PR1503. The barriers can only be considered effective if the ACR is
within the accepted design limits and the threat to integrity is managed. The ACR shall be
reviewed at least annually. It is the responsibility of the Integrity Engineers in UEOC to initiate
ACR reviews.
Any anomalous or unexpected results, particularly indicating premature degradation, should be
brought to the attention of the relevant Asset Manager and Head of Inspection, and Integrity and
Head of Corrosion Control.
Different practice is recognized to carry out Fitness for service including:
• API 579 provides detailed assessment procedures for specific types of damage.
 • Shell 92, DNV101, B31G , EPDM for pipelines.
Applicability of FFS criteria will be under approval of UEOC5 team.
This CoP code recognizes risk-based inspection (RBI) concepts for determining inspection
intervals according. API 580 provides guidelines for conducting a risk-based assessment and
implementation COMPANY will be based on documents below.
• OG.04-30260 Risk and Reliability Management version 2 ( S-RBI Manual).
• OG.03.20735 S-RBI Degradation Library.
• OP.01.20087 Pipeline Integrity Management. Guideline to Pipeline Risk based
Assessment.
• OG-05-50160 RBI Quality Review.
A RBI assessment determines risk by combining the probability and the consequence of
equipment failure. When an owner/user chooses to conduct a RBI assessment, it must include
a systematic evaluation of both the probability of failure and the consequence of failure in
accordance with API 580. Identifying and evaluating potential damage mechanisms, current
equipment condition and the effectiveness of the past inspections are important steps in
assessing the probability of a pressure vessel failure. Identifying and evaluating the process
fluid(s), potential injuries, environmental damage, equipment damage, and equipment downtime
are important steps in assessing the consequence, of a pressure vessel failure.