Asset Integrity Management (AIM):

Best Practices for Offshore Facilities

Brian Gibbs Director, Integrity Management

Houston, TX 8-13-13

Presented by

Safety Moment
Ladder Safety
Wear slip-resistant shoes with heels and heavy soles No smooth-bottom sneakers, sandals or bare feet. Place on a stable surface and secure slip slip-resistant feet Ladder must extend at least three feet above working surface Use extreme caution when climbing Do not climb with heavy objects

Use towlines and tool belts

Brian Gibbs, Director, Integrity Management

34 Years Experience
UK (North Sea) West Africa Middle East Asia Pacific North and South America

Range of Work
Concrete platforms Upstream and downstream oil and gas processing Fixed and floating assets Subsea pipelines and equipment

ABS Group employs 2,200 professionals worldwide 60% of ABS Group business is in Oil & Gas- our geographic coverage reflects this ABS classes more than 50% of the worlds floating units and jack-ups

Asset Integrity Management Fundamentals

What is Asset Integrity Management (AIM)?

Asset Integrity is the ability of an asset: To perform its function effectively and efficiently To protect health, safety and the environment

AIM is a holistic approach to: Preserving and assuring the condition and operability Complying with duty holder policies and standards Meeting regulatory requirements Optimizing operational performance

AIM Life Cycle Stages

AIM applies over entire project life:
Design: Construction: Commissioning: Operations: Modifications:
Life Extension:

Defining optimal integrity performance All activities executed per design Meeting performance standard Performance maintained and monitored Controls to prevent negative impacts
Redefining integrity performance

Abandonment:

Safely removing from service

Benefits of an Optimized AIM Program

Improved forward planning Improved EHS

Increased service life and reliability

INCREASED Increased RETURN ON future investment INVESTMENT confidence

AIM Best Practices

Risk-Based AIM Expectation

Typical prescriptive program Level of effort not related to risk

Risk based AIM Greater risk = greater level of effort

ALWAYS MATCH RESOURCES TO RISK

AIM Best Practices Publications

UKOOA Asset Integrity Management Toolkit
Based on UK Health & Safety Executive requirements Defines what to do for comprehensive AIM system

PAS 55 - Optimal Management of Physical Assets

Publically Available Specifications (PAS) Jointly published by Institute of Asset Management British Standards Institute Provide guidance for management systems

UKOOA: United Kingdom Offshore Operators Association

UKOOA AIM Toolkit

Practical framework of observed good practice
Where industry good-practice can be found

Checklists/tools for the six stages of AIM life cycle

Each phase needs objectives and deliverables

Toolkit inter-relationships and audit themes

Suggestions Not definitive list

PAS 55 Concept
Six key principles: Holistic Systematic Systemic Risk-based Optimal Sustainable Creates an integrated asset management system
Optimal Risk-based
Sustainable

Holistic Systematic Integrated Systemic

AIM Program Structure

AIM Toolkit Elements

Assurance and Verification Assessment / Control and Monitoring Training and Competency Planning Maintenance Management of Change Documents and Documents Control Quality and Audit
Source: UKOOA AIM Toolkit

AIM System Hierarchy

Policy Strategy Procedures Work plans, instructions, schedules Data recording tools, recorded data

Who What How Best Practices Instructions

AIM Management Rules

The basis of a good AIM system must include:
Meeting Duty Holders corporate policies Meeting regulatory requirements and Class rules Meeting requirements of the established safety case Managing to industry best standards and practices Meeting objectives of agreed AIM Policy Ensuring compliance through effective auditing

Developing an AIM System

Typical AIM System Cycle

Policy and procedures Resources Communications Interfaces

Review and audit Verifications

Risk assessments Maintenance Emergency response

Inspections and monitoring Management of change Key performance indicators Incident investigations

Establish Ownership and Champions of AIM

For AIM to be successful it needs:
A single owner of the overall program A champion for each element
There can be many champions One champion can take on multiple elements

Establish the owner and the core team at inception

AIM Design Concept

Base design on risk, available resources and culture AIM should be:
Fit-for-purpose Sustainable over the life of assets Owned by everyone

Design and implementation must:

Include employee participation Encourage ownership Ensure practicality (not just good on paper)

Vision for Successful AIM Implementation

All employee and contractors must
Understand objectives, policies, roles and responsibilities Be competent in carrying out AIM duties

Implementation must be in a culture-smart way AIM is a part of business not an artificial protection layer
View as value-added not just a cost

Needs short and long-term Key Performance Indicators (KPIs) to show success

Common AIM Implementation Issues

Designed by outsiders working in isolation Did not engage workforce to create a practical system Completed as a project Compliance mindset Workforce not equipped to sustain AIM No KPIs to plan for and measure success

Measuring Success Using KPIs

The essential tool for measuring success Setting performance indicators
Establish a leader / steward Identify key risk areas safety and business Determine leading and lagging indicators Set tolerance levels Data collection and reporting Periodic review

Summary of a Successful AIM System

Effective document management system Establishing and meeting performance standards Mitigating risk Developing and implementing monitoring strategies Ensuring competencies are established and maintained Integrating AIM into the facility maintenance plan Tracking inspection, testing and maintenance Defined Management of Change (MoC) procedures

AIM Implementation Checklists

Develop checklists for all stages of AIM Each checklist should confirm:
Are procedures in place? Are written work instructions available? Is there a functional record keeping system? Are the competencies in place? Who is the owner?

ABS Group Project Experience

Independent Verification of Floating Facility

Independent Verification Body (IVB) for new offshore facility
Design, construction, installation phases Verification plan Written scheme of examination Detailed work instructions Document management Tracking systems Verification reports

Operational Written Scheme of Examination (WSE)

Transition from commissioning to operations WSE-based on safety case and performance standards Elements of WSE Scene setting Identification and description Functionality Performance criteria and assurance Reliability / Availability Operating criteria Creates Safety Critical Element (SCE) maintenance program

Gas Plant Asset Integrity Performance Standards

Gap analysis Customized asset integrity performance standards Safety critical system contingency procedures KPI monitoring procedure Maintenance and inspection characteristics SCE management system Asset integrity performance standards

Gulf of Mexico (GoM) Floating Facilities In-Service Inspection Management

Prescriptive programs driven by Class and US Coast Guard (USCG) ABS Group manages programs for over 50% of GoM Floaters Includes structure, moorings, and risers 5-Year rolling programs Work scopes include: Work book development Owner representation Oversight of Class and USCG Technical reporting Subject matter expertize
Class USCG BSEE ABS Group Operator

Inspection and safety contractors

Petrobras GIEN Project

For ABS Classed facilities:
Documentation management

(Integrated Management of Marine Engineering)

Engineering and stability analysis Emergency response services Maintaining Class certificates Management of change Risk-based inspection Creating and updating manuals Training 10 YEARS OF PROVIDING SERVICE
9 FPSOs 4 Production Semi-submersibles 1 Drilling Semi-submersible 5 Jack-ups 6 Other Barges

Safety, Integrity & Culture Review of Offshore Facilities

Evaluate process safety effectiveness and culture Performing process safety technical reviews Interviews of offshore, onshore and corporate personnel Deployment of a process safety culture survey Analysis results to determine the health of process safety Identifying technical, management and cultural issues Helping achieve global top-quartile safety performance

Future Webinars
Check at www.absconsulting.com/webinars

Life Extension: Safely & Effectively Getting the Most Out of Facilities Webinar September 24 Design Verification details to be announced

Asset Integrity Management (AIM): Best Practices for Offshore Facilities

Brian Gibbs Director of Integrity Management, Houston, TX 1-281-673-2765 Bgibbs@absconsulting.com
A copy of this presentation is available upon request.