Lecture1 1 Integrity

CUI – An iicorr approach

University of AberdeenUniversity of Aberdeen

Subsea Engineering MSc.Subsea Engineering MSc.

An Industry Perspective on Subsea Integrity Management

M k WilMark Wilson

Technical Director iicorrTechnical Director, iicorr2nd February 2010

• iicorr industry recognised Integrity Services provider worldwide

Introduction to iicorr

• iicorr, industry recognised Integrity Services provider worldwide• Part of Stork Asset Management Solutions within the STS Group• More than 30 years of experience worldwide• Around 150 employees in offices in Aberdeen, Southampton, Perth, Kuala

Lumpur, Singapore, Baku and Houston. • Provider of Integrity, Inspection and Corrosion services to oil and gas and marine

industries• Integrity Management service providers• IMarEST accredited Graduate Engineer development programme• Industry partner to the University of Aberdeen through our Centre of Excellence

Contents

• Why manage subsea integrity?• Why manage subsea integrity?• Integrity Management through the lifecycle of subsea assets• The Integrity Management process for operational subsea assets• Integrity data management• Use of Risk Based Integrity Management tools - tutorial

• Upstream oil and gas industry

Context and Scope

• Upstream oil and gas industry• Asset types:

―Platform structures―Pipelines―Subsea production infrastructure

• Comply with legislation

Why manage subsea integrity?

• Comply with legislation• Protect the environment• Protect health and safety• Prevent or reduce unplanned costs• Protect the value of assets

So, how to define subsea Integrity Management (IM)?“the management of a subsea system or asset to ensure that it delivers the design requirements, and does not harm life, health or the environment, through therequirements, and does not harm life, health or the environment, through the required life” – Energy Institute Guidelines for the Management of Integrity of Subsea Facilities

Alexander Kielland 1980 123 lives lost

Why manage subsea integrity?

Alexander Kielland, 1980 – 123 lives lost

Integrity Management through the lifecycle of subsea assets

Appraise

• Concept design developed• High level subsea specific risk assessment carried out

• Major risks identified• Corrosion risk assessment completed

Inspection and maintenance philosophy developed

Learn and adopt lessons from

Select• Inspection and maintenance philosophy developed• Risk assessment and register developed

Define

• QRA, risk assessment and register updated• Materials selection• IM Strategy and high level procedures developed• Preliminary Emergency Response Plan developed

previous operational

Preliminary Emergency Response Plan developed

Execute

• Detailed IM Scheme developed• Inspection and maintenance plan prepared• Emergency response plan procedures finalised and tested, procurement of repair materials and spares• Risk register updated

experience

Operate

• Implement IM strategy• Risk register reviewed and maintained• Inspection and maintenance procedures in place• Review of asset fitness for operation

De-commission

• Use risk register to ensure safe and effective de-commissioning

Why is spending time and money on IM at project stage so important?

Integrity Management through the lifecycle of subsea assets

Why is spending time and money on IM at project stage so important?

The cost of subsea hardware is relatively low compared to the cost of subsea i t ti ti l l i d tintervention, particularly in deeper water, so,

Spend more time and more money on:• Defining and understanding which components have highest risk• Designing and selecting reliable and resistant components• Designing components and hardware that are easy to inspect and maintainDesigning components and hardware that are easy to inspect and maintain• Components that can be easily changed out if required

All f th b t f ff ti IM t j t t it i it lAll of the above are part of effective IM at project stage – it is vital.

The Integrity Management process for operational subsea assets

Corporate Policy Organisation and IM Strategy

Define IM Programme

Corporate Policy, Organisation and IM Strategy

Define IM Programme

Implement IM Programme

men

t

Assess Performance of IM Programme

man

agem

Lessons Learned and Improvement

Dat

a m

Review

Key elements Policy organisation and strategy:


Key elements – Policy, organisation and strategy:• Accepted best practice is to have high level IM documents in place which

describe the above.C t li t fl t l l l i l ti• Corporate policy must reflect local legislation

• Clear definition of roles and responsibilities within the asset operator and associated contractors

• Clear definition of scope and boundary limits (important to ensure fit with other asset strategies, eg topside)

• Identification of the means of assuring integrity not the detail• Description of plan-do-check-review cycle in place

Corporate Policy or StandardStandard

Structural Integrity Management

Strategy (SIMS)

Pipeline Integrity Management

Strategy (PIMS)

Subsea Facilities Integrity

Management St t (FIMS)Strategy (SIMS) Strategy (PIMS) Strategy (FIMS)

A brief look at UK legislation:


A brief look at UK legislation:

• Safety Case Regulations SI 2885HSWA

(updated in 2005 by SI 3117)• Management and Administration SI 738• PFEER SI 743 DCR PFEER PSR MAR

SCR

• Design and Construction etc SI 913• Pipelines Safety SI 825“Goal setting” legislation:

DCR PFEER PSR MAR

APPROVED CODE OF PRACTICE(ACOP's)

Goal setting legislation:Onus on “duty holders” to define and justify meansExample: DCR Regulation 8:

GUIDANCE NOTES

“The duty holder shall ensure that suitable arrangements are in place for maintaining the integrity of the installation, including-

(a) periodic assessment of its integrity”(a) periodic assessment of its integrity

Subsea IM typical organisation:


Subsea IM – typical organisation:

Asset Owner Senior

Management

Subsea Integrity Team Leader

Third Party Contractors

Technical Authority – Corrosion &

MaterialsTechnical Authority

- PipelinesTechnical Authority

– StructuralTechnical Authority

– Controls

See Energy Institute Guidelines for the Management of Integrity of Subsea Facilities Section B5.3 for more details on typical subsea IM responsibilities

Key elements


Define IM ProgrammeKey elements –• Identify the detailed equipment scope

― Individual items of equipment, piping, structure, etc., must be identified and classified by type and service

Define IM Programme

type and service

• Execute Risk Based Integrity Management assessment― Identify barriers to failure from various threats and their performance limits

A h th ff ti f th b i b it d― Assess how the effectiveness of these barriers can be monitored

Threat: Internal corrosion

Major equipment item: Gas Pipeline

Barriers to internal corrosion failure: Corrosion Allowance, Gas Drying

Performance limits for the barriers : Loss less than design CA, Dewpoint less than operating temperatures

Monitoring barrier effectiveness: Wall Thickness Measurement

― Perform detailed assessment of consequences and likelihood of failure― Categorise risk levels for each item of equipment

Dewpoint measurement.

Key elements


Define IM ProgrammeKey elements –• Produce work programme or “Written Scheme”

― Based on risk levels and barrier monitoring assessment

Define IM Programme

― Programme of monitoring, inspection and mitigation activities for each item of equipment

• Prepare Cost and Resource PlanS t d b d t f it i i ti d iti ti ti iti t i ll― Set up and approve budget for monitoring, inspection and mitigation activities, typically for minimum 3 year plan

― Set up call-off contracts to enable manpower, equipment and materials to be resourced

Note: work programme, costs and resource details are normally uploaded to a Computerised Management System such as SAP or Maximo and these systems are used to create “activity triggers” for the Implement phase.

Key elements


Implement IM ProgrammeKey elements –• Work preparation

― Conduct risk assessment and pre-work technical, quality and safety audits


• Execute monitoring, inspection and mitigation activities• Report results from execution activities

― Importance of notifying requirements for any immediate action in the case of a serious breach of performance criteria

• Data assessment― Review for anomalies and develop trend information― Performing detailed fitness for service assessments where required

• Facility status review― Taking all the information together and reviewing the condition and integrity status of

each item and also the facility as a whole

• Corrective action― Determining what corrective action is required and putting repair orders in place

Key elements


Assess Performance of IM ProgrammeKey elements –• Identify IM performance indicators (KPIs)

― Leading – metrics of management activity against plan


― Lagging – metrics of significant outcomes of the IM programme

• Measure and assess performance― Use of traffic light type systems to assess actual performance against leading and

l i KPIlagging KPIs

Type Metric

Total SCE Equipment Work OrdersNumber of Overdue SCE Work

Leading

Number of Overdue SCE Work Orders

Integrity Related Actions Due

Integrity Related Actions Completed

Competency Assessment Ratio

Lagging

Major Incidents (MIs)

High Potential Incidents (HIPOs)

Number of loss of hydrocarbon containment Incidents

Key elements


Lessons Learned and ImprovementKey elements –• Improve the IM Programme and make it more effective in meeting expectations

and preventing failure eventsT k d t f t l t iti

Lessons Learned and Improvement

• Take advantage of external opportunities:― New technology that may make elements of the IM programme more effective― Lessons learned from the successes and failures of external bodies― New regulations and standards that may require changes in the way things are done.

• Improvement action should be identified and implemented using the Corrective Action Process

Key elements


ReviewKey elements –• Tactical review

― Frequent review of IM implementation activities – typically more operations based

Review

• Strategic review― Less frequent, major reviews requiring an update of the IM programme― More applicable to subsea integrity activities where intervention tends to be at discrete,

l t i t llonger term intervals

• Independent audit― Review of IM policy, organisation and strategy by independent third party― Identifies management level improvements

Define IM Programme


Corporate Policy, Organisation and IM Strategy

ent



Lessons Learned and ImprovementD

ata

man

agem

e

Review

• Specialist subsea integrity databases are used to store data generated by the IM

Integrity data management

• Specialist subsea integrity databases are used to store data generated by the IM process

• Some databases can receive data direct from measurement devices such as subsea survey and NDT equipmentsubsea survey and NDT equipment

• Data can be reported against location or equipment item and in some cases trends can be plotted

• Most have digital video interface for storage and manipulation of survey images• Most have digital video interface for storage and manipulation of survey images• Most are now web based

• Examples:

Integrity data management

• Examples:

Database Supplier Pipelines Structures Production Facilities

Coabis Aker Solutions

PRISM Acergy

Netlink Inspection Manager Wood Group Ionik

XPANS-2 PiSYS

PIMS PIMS

SCOPE

Consider the example of a subsea pipeline what are the threats to integrity and the

Use of Risk Based Integrity Management tools - tutorial

Consider the example of a subsea pipeline, what are the threats to integrity and the barriers which need to be maintained effective?

Energy Institute Guidelines for the Management of Integrity of Subsea Facilities

Recommended further reading

Energy Institute Guidelines for the Management of Integrity of Subsea Facilities, ISBN 978 0 85293 537 8BS EN 19902-2007; Petroleum and natural gas industries - Fixed offshore steel structuresstructuresRecommended Practice for Pipeline Integrity Management (DNV-RP-F116) (in preparation)Coabis database:Coabis database:http://www.coabis.com/index.html

PRISM database:http://www acergy group com/publicroot/webresources/6QJCFURDUN/$file/Prism%20Description pdfhttp://www.acergy-group.com/publicroot/webresources/6QJCFURDUN/$file/Prism%20Description.pdf

Netlink Inspection Manager database:http://www.netlinkinspection.com/External/COM-BR-IM-230.pdf

XPANS 2 PIMS and SCOPE databases:XPANS-2, PIMS and SCOPE databases:http://frontier.pisys.co.uk/sites/integrity/index.asp

Documents

Lecture1 1 Integrity