AIM Manual - (AIMS) PDF

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Table of Contents
1 Part I: AIMS Organization Context ....................................................................................... 5
1.1 Purpose ............................................................................................................................ 5
1.2 AIMS’s Vision, Mission and Goals .................................................................................... 5
1.3 Scope ................................................................................................................................ 6
1.4 Business Drivers and Objectives ...................................................................................... 6
1.5 AIMS Mandates ................................................................................................................ 7
1.6 Custodianship................................................................................................................... 9
2 Part II: AIMS Framework................................................................................................... 10
3 Part III: AIMS Implementation in Projects.......................................................................... 16

3.1 AIMS Development in Projects ...................................................................................... 16
3.2 AIMS Execution in Projects ............................................................................................ 31
3.3 AIMS Assessment for Projects ....................................................................................... 35
3.4 AIMS Continuous Improvement for Projects ................................................................. 41
4 Part IV: AIMS Implementation in Operations ..................................................................... 44

4.1 AIMS Development in Operations ................................................................................. 44
4.2 AIMS Execution in Operations ....................................................................................... 47
4.3 AIMS Assessment for Operations .................................................................................. 54
4.4 AIMS Continuous Improvement for Operations ............................................................ 60
5 Part V: AIMS Enablers ....................................................................................................... 63

5.1 Competency ................................................................................................................... 63
5.2 Integrity Information and Document Management ...................................................... 65
5.3 Key Performance Indicators ........................................................................................... 67
5.4 Process Management .................................................................................................... 71
5.5 Management of Change ................................................................................................ 73
5.6 External Resources ......................................................................................................... 74
5.7 Tools & Technology ........................................................................................................ 75
6 Part VI: AIMS Governance................................................................................................. 76

6.1 Objective ........................................................................................................................ 76
6.2 AIMS Governance Expectations ..................................................................................... 76
6.3 Roles and Responsibilities for the AIMS Processes........................................................ 78
6.4 Governance for Support Organizations - Roles and Responsibilities ............................ 95
Saudi Aramco: Confidential Asset Integrity Management System Manual Page 2 of 113
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7 References ....................................................................................................................... 98
8 Definitions and Acronyms ................................................................................................. 99
9 Appendix A: List of Integrity Performance Standards ........................................................102
10 Appendix B: Integrity Status Report Outline .....................................................................105
11 Appendix C: List of Documentation for Assessment ..........................................................107
12 Figures ............................................................................................................................112
13 Tables .............................................................................................................................113
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Overview
Saudi Aramco’s journey in Asset Integrity Management (AIM) spans several decades and continues to be an
important part of the company’s corporate safety value. This is evident from its long safety history and pockets
of excellence in integrity already demonstrated in the company. Examples of these pockets of Excellence
include: Corrosion Management Program (CMP), Total Plant Reliability Management (TPRM), Inspection, Risk
Based Inspection (RBI), HAZOP, Environmental Protection Programs, High Integrity Protection System (HIPS), etc.
The AIMS Manual reinstates the long-standing journey of Saudi Aramco to achieve best-in-class in Asset Integrity
Management.
In addition, AIMS emphasizes/focuses on the key integrity elements: Risk Identification and Mitigation, Safety
Critical Elements, Integrity Performance Standards development/application, and Integrity Operating Windows.
To sustain high level of quality for Asset Integrity Management implementation, Internal/External Integrity
Assessment and Continuous Improvement processes are integrated as part of the AIMS. The AIMS Enablers
(Integrity Competencies, Integrity Information and Documentation, KPIs, AIMS Process Management, etc.)
ensure successful business implementation of AIMS and help achieve a unified company approach to Asset
Integrity Management.
This Manual supersedes and replaces previous AIMS issued documents, namely “Asset Integrity Management
Framework” and “Asset Integrity Management System – High-Level Guide”, both issued in August 2013.
It is expected that the Asset Integrity Management System (AIMS) will mature and be updated over time, as
experience is gained with systems, operational practices, and as new technologies become available. While the
components of AIMS are expected to remain stable, the specifics of its applications, solutions or execution may
evolve and be automated over the years.
Copyright © 2015 Saudi Aramco, All Rights Reserved. Revision 1.0 - 2015
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1 Part I: AIMS Organization Context
1.1 Purpose
The purpose of this Manual is to define the Saudi Aramco Asset Integrity Management System (AIMS). It
provides a unified framework and methodology to manage Asset Integrity across the company and thereby
achieve business objectives pertaining to Asset Integrity.
This Manual provides a guide to management, engineers, project managers, project engineers, inspectors,
maintenance personnel, and technicians for implementing the various aspects of AIMS within their area of
responsibility. In particular, the AIMS Manual consists of a set of expectations and work processes governing
how Asset Integrity should be implemented and managed. By fulfilling these expectations and implementing the
associated work processes, organizations can achieve Operational Excellence (OE) in Asset Integrity
Management (AIM).
Asset Integrity is an integral part of the requirements of Saudi Aramco OE and Safety Management System
(SMS). While OE and SMS outline the needs, mandates and expectations for Asset Integrity, i.e. the “What” part,
the AIMS complements OE and SMS by outlining the “How” and the detailed work processes to implement and
maintain AIMS from design to decommissioning.
1.2 AIMS’s Vision, Mission and Goals
Figure 1.1: AIMS Vision, Mission, Goals, and Value Proposition
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1.3 Scope
The AIMS requirements stipulated in this Manual apply to all Saudi Aramco surface facilities and assets, such as
Refining, Gas, Oil and Petrochemical Plants, On-shore and Offshore hydrocarbon facilities, and Pipelines. The
AIMS scope covers the entire lifecycle of Saudi Aramco plant assets and hydrocarbon structures from design to
decommissioning; examples of plant assets are: Stationary Equipment, Rotating Equipment, Electrical,
Instrumentation, Control Systems, Communication Systems, Pipelines, etc.
In specific, the AIMS focus is the processes, systems, people, tools, and activities associated with:
1. Design and Build Integrity – Identify Safety Critical Elements and develop Integrity Performance
Standards & IOWs.
2. Operate and Safeguard Integrity - Operate while keeping process variables within their safety limits
through monitoring Integrity Operating Windows (IOW). Maintain Barriers and SCE integrity through
Assurance Requirements and Verification Tasks. Continuously assess and improve AIMS.
The scope and mandate of this Manual excludes Drilling, Aviation, Marines, Joint Venture, non-hydrocarbon
projects (i.e. residential buildings) and Third Party facilities, as the responsible organizations for these
assets/activities have their own specific Integrity requirements and mandates. However, in the future the scope
may include the above operation types and specific Asset Integirty Management requirement will be developed
accordingly in line with the AIMS Manual.
1.4 Business Drivers and Objectives

The business drivers for deploying AIMS in Saudi Aramco Projects and Operations are:
1. The need to have an effective and practical system that proactively prevents major incidents in our
facilities.
2. The need to fulfill corporate mandates stipulated by OE and SMS by outlining “how” to implement Asset
Integrity Management across the company. OE remains the overarching umbrella for AIMS and other
programs in the company.
3. The need to maintain and safeguard Asset Integrity for aging assets/facilities.
At a high-level, AIMS objectives need to be aligned with organizational objectives and applicable requirements
(SMS, OE, SAES, etc) as well as be measurable, monitored, reviewed, updated and communicated to relevant
stakeholders. The Saudi Aramco AIMS key objectives are:
1. Asset Integrity requirequirements and concepts are incorporated into the early design of the asset and
built-in during contruction; Asset Integrity is maintained and safeguarded during the “Operate and
Maintain” phase.
2. Hazards are identified and risks are assessed at set intervals; barriers and control measures are in place
to mitigate and/or limit the escalation of Risks/Hazards.
3. All plant’s critical variables and their limits (Standard IOW Limits and Critical IOW Limits) are identified;
all process units and assets are operated within the IOW limits.
4. Appropriate Key Performance Indicators (KPIs) are developed and updated to provide Projects,
Operations, and Management with the status of Asset Integrity in order to make the right decision at the
right time.
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5. Internal and External Assessments are periodically performed to assure Integrity and for continuous
improvement.
Various existing management systems such as OE, SMS, Total Plant Reliability Management (TPRM), Enterprise
Risk Management (ERM), and existing standards/procedures provide important support to the various
components of the AIMS. AIMS will build on these excellent initiatives and standards while setting the short-
term and long-term strategies and plans to better integrate, align, and implement Integrity throughout the
lifecycle of the assets.
1.5 AIMS Mandates

Saudi Aramco Projects and Operations shall establish, implement, maintain and continuously improve the Asset
Integrity Management System in their areas of responsibilities in accordance with this Manual’s requirements.
Saudi Aramco Projects and Operations shall ensure that all assets, put into service (new) or being continued to
operate in facilities (existing), have demonstrated integrity requirements.
1.5.1 AIMS Mandates for Projects
The Project Management Organizations and each Project Manager are responsible for designing, constructing
and delivering assets/plants that meet company Integrity standards as per this AIMS Manual. The following
figure summarizes the AIMS Mandates for Projects:
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1.5.2 AIMS Mandates for Operations
The Operations Manager is responsible for managing the operation of the assets to safeguard and maintain their
integrity as per this AIMS Manual. The following Figure summarizes the AIMS mandates for Plant Management:
1.5.3 AIMS Mandates for Consulting Services Department (CSD)
CSD through its Division, Asset Reliability and Integrity Management Division (AR&IMD), has the mandates to
develop and maintain an effective AIMS that meets minimum industrial integrity requirements; AR&IMD shall:
1. Develop and maintain an effective AIMS with supporting KPIs and tools.
2. Align the risk management scheme used in AIMS with the corporate approach for Risk Management.
3. Support Projects and Operations in deploying and implementing AIMS.
4. Develop and deliver the required training courses and awareness programs.
5. Promote continual improvement for AIMS in projects and operations.
6. Conduct joint External Assessments for selected facilities or projects.
Note: More details on CSD and other departments’ Roles and responsibilities are shown in the Governance
section of this Manual.
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1.6 Custodianship
The custodian of this Manual is the Asset Reliability and Integrity Management Division (AR&IMD), Consulting
Services Department (CSD). AR&IMD/CSD custodianship implies:
 Providing guidance and consultation to Projects and Operations regarding the Asset Integrity
requirements as outlined in this Manual.
 Continuously seeking and assessing the feedback from implementing AIMS, and subsequently revising
and optimizing the AIMS Manual.
This Manual is available on the corporate e-Standards website under “Manuals”. For any additional information
or technical support, please contact AR&IMD/CSD.
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2 Part II: AIMS Framework
The AIMS Framework covers the entire lifecycle of the asset, from Design to Decommissioning. The AIMS
Framework encompasses the AIMS Organization Context, AIMS Processes, AIMS Enablers, and AIMS
Governance, needed to establish and then safeguard the integrity of the company’s assets. Figure 2.1 provides
the AIMS Framework for Projects (during Design, Procurement, Construction, and Commissioning Phases) while
Figure 2.2 provides the AIMS Framework for Operations (during “Operate and Maintain” Phase).
Figure 2.1: AIMS Framework for Projects
In Projects, the AIMS Processes consist of the following (see Figure 2.1):
1. AIMS Development for Projects (Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects” ):
a. Build Integrity in Design Phase.
b. Identification of Risk/Hazards and Mitigation/Barriers for Hazards.
c. Identification of the SCEs and developing the associated Integrity Performance Standards.
d. Developing IOW.
2. AIMS Execution in Projects (Figure 3.11: Process # OE – 4.1 "Design, Procurement, and Construction"):
a. Design and build Integrity during the design, procurement, and construction phases.
b. Verification of Integrity during commissioning.
3. AIMS Assessment for Project:
a. Conducting Internal Assessment (Figure 3.12: Process # AIMS-P-A-1 "Internal Assessment for
Projects").
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b. Conducting External Assessment (Figure 3.13: Process # AIMS-P-A-2 "External Assessment for
Projects").
4. AIMS Continuous Improvement (Figure 3.14: Process # AIMS-P-C-1 "Continuous Improvement for
Projects"):
a. Creating Continuous Improvement process.
b. Identifying Integrity improvement opportunities.
c. Developing/tracking improvement plan.
Figure 2.2: AIMS Framework for Operations
During the “Operate and Maintain” phase, AIMS Processes consist of the following:
1. AIMS Development for Operation (Figure 4.1: Process # AIMS-O-D-1 "Development Process in
Operations"):
a. Identification/updating of Risk/Hazards and Mitigation/Barriers for Hazards.
b. Identification/updating of the SCEs and categorization of barriers.
c. Developing/updating the associated Integrity Performance Standards.
d. Developing/updating IOW.
2. AIMS Execution for Operation (Figure 4.2: Process # AIMS-O-E-1 "Execution process in Operations"):
a. Integrating AIMS with Plant Asset Management Plans.
b. Execution of IPS Verification Tasks (as part of the Maintenance and Inspection Plan).
c. Operating within IOW Limits.
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3. AIMS Assessment for Operation:
a. Conducting Internal Assessment (Figure 4.3: Process # AIMS-O-A-1 "Internal Assessment").
b. Conducting External Assessment (Figure 4.4: Process # AIMS-O-A-2 "External Assessment").
4. AIMS Continuous Improvement (Figure 4.5: Process # AIMS-O-C-1 "Continuous Improvement”):
a. Creating Continuous Improvement process.
b. Evaluating AIMS Implementation.
c. Identifying Integrity improvement opportunities.
d. Developing/tracking improvement plan.
In both Figures above, the AIMS Organization Context, AIMS Governance and AIMS Enablers are common
components of the Framework to both Projects and Operations. Details of these components, however, will
differ as applicable to the nature of activities within the two organizations.
AIMS uses the Plan-Do-Check-Adjust (PDCA) cycle to ensure the system is continuously being updated and
maintaining quality. The four phases of AIMS are aligned with the PDCA cycle as shown below (Plan –AIMS
Development, Do – AIMS Execution, Check – AIMS Assessment, Adjust – AIMS Improvement). Figure 2.3 shows
the flow of activities for implementing AIMS Processes for Operations.
Figure 2.3: Flow of activities for implementing AIMS Processes and the associated deliverables
AIMS Governance outlines the management functions and the various governing bodies who can provide
oversight and assurance that the system is fit-for-purpose and being applied correctly. The “AIMS Governance”
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section of this Manual provides the detailed expectation and Roles and Responsibilities of various Saudi Aramco
entities.
Enablers facilitate effective and successful implementation of AIMS. For each Enabler, this Manual describes the
Objectives, Expectations and Roles of the organizations and individuals to ensure support for AIMS
implementation. The AIMS Enablers are:
1. Competency
2. Integrity Information & Documentation Management
3. Key Performance Indicators (KPIs)
4. Process Management
5. Management of Change (MoC)
6. External Resources
7. Tools & Technology
A key component of “AIMS Development” to prevent and mitigate risks is the “Hardware Barriers” and SCEs (See
Figure 2.4). The “Hardware Barriers” can be visualized as a series of control measures or “barriers”, which
either prevent the hazard from being realized, or limit the effects of the accident after the hazard has been
realized. When multiple barriers fail, there exists a possibility of a major accident. This is referred to as the
“Swiss Cheese Model”, developed by James T. Reason in 1990, as shown below.
Figure 2.4: Hardware Barriers and SCEs
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The categories of “Hardware Barriers” in AIMS are as follows:
1. Structural Integrity
2. Process Containment
3. Ignition Control
4. Detection Systems
5. Protection Systems
6. Shutdown Systems
7. Emergency Response
8. Life Saving
Though each barrier is represented as a single hardware entity; they are merely representative of a group of
Safety Critical Elements (SCEs) that actually form the physical barrier. For example, the “Process Containment”
barrier is comprised of Pressure Vessels, Heat Exchangers, Rotating Equipment, Tanks, Piping Systems, Pipelines,
Relief System, etc. All of these individual SCEs serve the same integrity purpose of maintaining process
containment so they are grouped together into one barrier. These hardware elements are supported by people
and processes that enable the hardware to perform its function. Table 2.1: Examples of SCEs provides some
additional examples of SCEs per Hardware Barrier.
Integrity Barrier Category Examples
Offshore Platform Structure, Piping support, Vessels support, Surface Structures, Heavy
Structural Integrity
Lift Cranes, Ballast Systems, Mooring Systems, and Drilling Systems.
Pressure Vessels, Heat Exchangers, Rotating Equipment, Tanks, Piping, Pipelines, Relief
Process Containment Valves, Flare System, Process Control System, Surge Relief Protection Systems, Well
Containment System, and Tanker Loading.
HVAC (Hazardous and Non-hazardous), Certified Electrical Equipment, Inert Gas System,
Ignition Control
Earth Bonding, and Fuel Gas Purge.
Fire Detection System, Combustible Gas Detection System, H 2S Detection System H2O-
Detection System in-Condensate Detection System, Tank Level Monitoring system and Vibration
monitoring system.
Deluge System, Fire/Explosion Protection System, Fire-water Systems, Passive Fire
Protection, Gaseous System, Power Management Systems, Foam Systems, Sand Filters,
Protection System
Chemical Injection Systems, Plant Data security system (Firewall, virus protection, and
Intrusion protection).
Emergency Shutdown system (ESD), Depressurization Systems, High Integrity Pressure

Protection System (HIPPS), Well Isolation, Pipeline ESDV, Process ESDV, Isolation Valves
Shutdown System
(IVs), Burner Management System, Process Gas Heater Safety System, and Drilling Well-
Control.
Siren System, Refuge/Muster Areas, Escape/Evacuation Routes, Emergency Escape

Emergency Response Lighting, Emergency Response Room, UPS, Emergency Power, Manual Firefighting, and
Open Hazardous Drains.
Life Saving Equipment Personnel Survival Equipment, Breathing Air Systems, Rescue Facilities, and Lifeboats.
Table 2.1: Examples of SCEs
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Another important building block of the AIMS Framework is the IOW; assets should be designed and operated
such that process variables are kept within established integrity limits. The IOW describes operating ranges for
equipment, plants, and assets. The intent of IOW is to cover parameters that can impact asset integrity or
process safety either immediately or over a longer period of time. Limits (Standard IOW Limits and Critical IOW
Limits) must be defined for each individual operating variable that could affect asset integrity (the “critical
operating variable”). Once IOW limits are defined for all critical variables, process control and emergency
systems are designed and programmed/configured to maintain asset operation within these IOW Limits, See
Figure 2.5.
Figure 2.5: Integrity Operating Window for a Critical Variable
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3 Part III: AIMS Implementation in Projects
Projects consist of three phases: design, procurement/construction, and commissioning. AIMS implementation
in Projects consists of four main steps:
 AIMS Development in Projects
 AIMS Execution in Projects
 AIMS Assessment in Projects
 AIMS Continuous Improvement
Operational Excellence Process #OE 4.1 Design, Procurement, and Construction, is the governing process for
Asset Management during designing, procuring, constructing and commissioning of capital projects. Subsequent
Sections 3.1-3.4 are additional requirements to fulfill Asset Integrity in projects. The following sections contain
the details (expectations and process) for each of these steps.
3.1 AIMS Development in Projects

This section contains the requirements for building integrity into design. Operational Excellence Process #OE 4.1
process steps from Design to Commissioning along with this section form the basis for ensuring integrity is
embedded in design.
General Expectations during Project Design phase
The following expectations need to be achieved by the project team during design phases:
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For the design phase, projects are expected to fulfill the requirements listed in the Table 3.1:
# AIMS Requirements during Design Phase References
Preliminary hazard/Risk analysis during DBSP (FEL2) is SABP-A-033 (CMP); SAEP-393;
1
performed. SAEP-707 ; SAEP-366;
SAER-5437 Saudi Aramco HAZOP
Qualified personnel are assigned to conduct HAZOP. Guidelines;
2 Competent vendors/offices are assigned to Integrity related OE 4.1 Design, Procurement, and
activities during design phase. Construction;
Process Hazard Analysis studies (HAZOP, SIL, What-If, OE-5.2 “Environmental Protection”;
3 OE-9.1 “Communication of
Checklist, etc) are performed during Design.
Information”;
4 Risk Register is created. SCEs are identified. OE-9.2 “Accessibility to Information”;
OE-9.3 “Data Archiving and Information
Changes to design after HAZOP are captured/reviewed via Protection”;
5
MOC. OE-11.1 “Risk Management”;
OE-11.2 “Business Continuity
IPSs for each SCE are developed and documented Management (Contingency)”;
6
electronically and in hardcopy format. 11.3 “Business Continuity Management
(Emergency)”;
7 Critical variables are identified with corresponding limits. OE-12.5 “Learning organization”;
8 Project Construction Plan is developed. Risk Assessment and Management - A

Guide for Managers;
QA/QC Plan (including SCEs and integrity requirements) is Saudi Aramco Enterprise Risk
9 Management Framework (under
developed.
development);
10 Roles and responsibilities for all project phases are defined. Energy Institute, “Guidelines for the
Management of SCEs”;
SCEs’ procurement requirements are included in the ISO-31000; API RP 584-2014;
11 IPS Template;
Procurement Plan
12 Competency of construction team for SCEs is verified.
Table 3.1: Required Activities during Project Design Phase
The following subsections (3.1.1 to 3.1.4) provide the details of building integrity in the design phase, specifically
addressing:
 Risk Identification and Mitigation
 Barrier and Safety Critical Element (SCE) Identification
 Integrity Performance Standards (IPS) Development
 Critical Variables identification and IOW development
For the above components development, the Figure below provides the AIMS Process steps for developing the
four components above, during the design phase (Figure 3.1). Incorporating Asset Integrity concepts and
elements into the design phase is an essential part of ensuring system safety, reliability and stability over the life
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cycle of assets. For all project developments, the aspects described in the following sub-sections need to be
implemented, documented and incorporated into the Project’s AIMS.
ASSET INTEGRITY MANAGEMENT SYSTEM

Process Name: AIMS Development for Projects Process Number: AIMS-P-D-1
Process Steps
Develop / Update
Identify/Update
Identify Risks & Integrity Develop/update
Safety Critical
Mitigation Performance IOW
Element (SCE)
Standards (IPS)
Process Steps Details

 Use OE Process # 11.1.  Convene team with  Develop the Integrity  Identify Damage
“Risk Management” expertise for SCE selection. Performance Mechanisms
process to identify  Gather data: list of Standard for each  Determine Critical
risks & mitigation equipment; Risk Register; SCE. For all SCEs, Variables
 Review of internal and prior PHA studies. define:  Establish limits
external incidents  Identify SCEs from the Risk  SCE Goal and  Setup IOW
 Create a Risk Register Register mitigations Function  Develop the required
 Report & measures  Assurance Integrity KPIs
communicate the Risk  Categorize SCEs under one Requirements
Register to projects of the barrier classes  Verification Tasks
teams and with Acceptance
management Criteria
Responsibilities
Project Manager Project Manager Project Manager Project Manager
Proj Integrity Coordinator Project Team Project Team Integrity Coordinator
Project Team Integrity Coordinator Integrity Coordinator Process Engineer
Risk Champion Proponent Proponent Corrosion Engineer
Risk Professional Proponent
References
 OE-11.1 “Risk  AIMS Manual, Section 3.1  Energy Institute,  SABP-A-033 (CMP)
Management”  Energy Institute, “Guidelines “Guidelines for the  API RP 584-2014
 SMS Element 2 “Risk for the Management of Safety Management of Safety  SAEP-393
Assessment & Critical Elements” Critical Elements”  AIMS Manual (KPI
Management”  IPS Template Enabler)
Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects”
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3.1.1 Risk Identification and Mitigation
Identifying hazards and quantifying risks are critical steps in developing any industrial project. Results of this step
are utilized to identify equipment (SCEs) that may require special treatment due to their significant impact in
either safety or operation. OE Process #11.1 shall be used as a basis to identify Risks/Hazards & mitigation.
OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM

Process Owner: Issue Date: 11/17/2014
Process # OE – 11.1 Risk Management
Department Manager Revision: 01
Process Steps
Develop Monitor,
Establish Analyze Evaluate
Identify risks treatment review and
Context risks risks
plans report

• Assign Department • Identify and • Decide how each • Identify controls • Assign risk and • Monitor/update
RM ‘Coordinator’ confirm relevant risk will be currently in action owner treatment plans
and backup people analyzed place • Determine • Review risk profiles
• Define outcome of • Apply • Analyze each risk • Complete nature of and treatment
the process and its appropriate in terms of evaluation of treatment • Report new status
significance to tools and consequence controls • Assign actions in risk register
Department techniques and likelihood • Record control and review date • Identify emerging
objectives • Identify risks and • Record results of evaluation in risk • Record expected risks
• Identify risk criteria opportunities analysis register future
• Identify who • Identify causes • Identify risks consequences
should be involved and requiring further and likelihood
• Prepare related consequences of treatment • Escalate risk, if
documents risks on required
• Identify review objectives
period • Capture
• Obtain stakeholder information in
agreement risk register
Accountability
Department Manager
Responsibilities
Dept Manager Division Heads, RM Division Heads, RM Division Heads, RM Division Heads, RM Dept. Manager,
Coordinator, SMEs Coordinator, SMEs Coordinator, SMEs Coordinator, SMEs Division Heads
References
• Saudi Aramco Enterprise Risk Management Framework •
• ISO-31000
• All relevant Corporate and discipline specific GI’s, Guidelines, Procedures or publications that address risk management in any
form
• OE-11.2 “Business Continuity Management”
• OE-11.3 “Emergency Preparedness”
Performance Measures
 Maturity of ERM  Management of treatment plans
 Risk activities overdue  Actions overdue
Figure 3.2: Risk Identification and Mitigation Process (OE Process # 11.1)
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3.1.1.1 EXPECTATIONS
3.1.1.2 PROCESS STEPS
Risk Identification, analysis and treatment/mitigation shall be conducted according to the latest revision of
Operational Excellence Process #OE 11.1 (Figure 3.2) while meeting the above Expectations. Some additional
instructions and clarifications for this process are described as follows:
 Process for risk identification and mitigation needs to be performed for all Plant’s process units (i.e.
Cover the entire plant).
 The selected process/technique for risk identification and mitigation must be commonly accepted and
used in Saudi Aramco. Such processes/techniques include Hazard Identification (HAZID), Hazards &
Operability Analysis (HAZOP), Failure Mode and Effect Analysis (FMEA), Hazards Analysis (HAZAN),
System Safety and Operability Studies (SAFOP), Safety Integrity Level (SIL) Study, and Quantitative Risk
Assessment (QRA).
 Priority should be given to select more effective preventive and mitigation measures; Figure 3.3 provides
the typical hierarchy and effectiveness of mitigation measures (Hazard Control).
 Where deemed necessary by the Risk Assessment, the AIMS will utilize the “barrier” concept to prevent
incidents that could initiate major accidents (explosion/fire) or minimize its effect, as depicted in Figure
3.4.
 The outcomes of this process are the Risk Register and the analysis report. All identified mitigation
measures or risk treatment are assigned to a risk owner and fully implemented. The Risk Register and
report need to be communicated to groups and management.
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Figure 3.3: Hierarchy and Effectiveness of Mitigation Measures (Hazard Control)
Figure 3.4: SCE Barrier Concept
The outcome of this step will provide the required input for the next stage in setting up an AIMS:
Identifying Safety Critical Elements.
For detailed Roles and Responsibilities see Section 6.3.1
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3.1.2 Barrier and Safety Critical Element (SCE) Identification

Process No. / Name: Barrier and SCE Identification Process No.: AIMS-P-D-2
Process Steps
Identify High Risk
Document and
Gather PHAs & Hazards &
Identify SCES Repeat for all Units Distribute Finalized
Form the Team Hardware used as
SCE list
Prevention
Process Steps Summary

 Gather all PHAs  For each PHA study,  Hardware that  Repeat for all  Review and
for the selected identify and compile prevents and/or Units in the approve the
Unit and the Risk all high risk hazards mitigates high Facility. finalized SCE list.
Register. (high risk hazards as risks is labeled as
 Compile the list of  Document and
defined by Saudi SCEs.
 Form a all SCEs for the distribute the final
Aramco ERM
competent multi-  Compile the list of plant. report.
guidelines).
disciplinary team all SCEs for this
with the required  For each high risk process unit.
expertise for SCE hazard, identify
 Categorize SCEs
identification. hardware used as
under one of the
prevention and
Barrier classes.
mitigation measures.
Responsibilities
Project Manager Project Integrity Project Integrity Project Integrity Project Manager /
Project Integrity Coordinator / Project Coordinator / Project Coordinator / Project Project Integrity
Coordinator Project Team Disciplines / Team /Disciplines Team / Disciplines Coordinator / Project
Team SMEs / Proponent SMEs / Proponent SMEs / Proponent Team / Disciplines
SMEs / Proponent
Figure 3.5: Process # AIMS-P-D-2 "Barrier and SCE Identification"
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In order to identify the Safety Critical Elements for the facility, the output from the Risk Assessment conducted
during project development should be used. The Risk Assessment should identify mitigation measures for each
risk. SCEs are all hardware identified as mitigation measures for the high risk hazards as defined by Saudi Aramco
Enterprise Risk Management (ERM) guidelines. The SCE list should be the complete cumulative SCEs identified
from all Risk Management methods used. The following are the steps to identify SCEs:
STEP 1: GATHER ALL PHAs & RISK REGISTER, AND FORM THE TEAM:
 Step 1a: For the selected process unit, gather the Risk Register and PHA studies (See section
3.1.1.2 for the list of PHA studies that can be used).
 Step 1b: For each selected process unit, extract the list of equipment from a management
system like SAP, EIS and/or from the Risk Register.
 Step 1c: Review and assess the completeness of the list of equipment of Step 1b.
 Step 1d: Gather the required drawings including P&ID and PFD.
 Step 1e: Form a competent multi-disciplinary team with the required expertise for SCEs
identification. Membership of the team should include persons familiar with the unit process
and operations, control strategy and material properties, such as: Operations; Process
Engineering; Instrumentation/Process Control; Electrical; Loss Prevention/Safety; Inspection;
Maintenance; Operations; other specialists as required.
STEP 2: IDENTIFY HIGH RISK HAZARDS &HARDWARE USED AS PREVENTION/MITIGATION

 Step 2a: From the Risk Register identified in Step 1a, identify and compile all high risk hazards
(“high risk hazards” as defined by Saudi Aramco ERM guidelines). If there is no developed Risk
Register, then identify and compile all high risk hazards from PHA Studies.
 Step 2b: From each high risk hazard in Step 2a, identify hardware/assets used as prevention or
safeguard or mitigation measures.
STEP 3: IDENTIFY SCEs

 Step 3a: From the hardware/assets identified in Step 2b, hardware/assets that prevent or
mitigate high risks are labeled as SCEs.
 Step 3b: From the list of equipment of Step 1b, identify and label the SCEs that meet one of the
following three criteria:
 Failure of this element/equipment/asset could result in a major incident with safety
and/or environmental consequences, or
 Failure of the asset could lead to an interruption or degradation to other critical
equipment/process and result in safety or environment incident, or
 Failure of the asset could lead to the escalation of the incidents.
 Step 3c: Combine list of SCEs from Step 3a and Step 3b (after removing duplicate entries) for this
selected process unit.
 Step 3d: Categorize SCEs under one of the Barrier classes.
STEP 4: REPEAT FOR ALL UNITS IN THE FACILITY

 Repeat Steps 1-3 for all process units in the Facility.
 Compile the list of all SCEs for the Plant.
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 Check if the compiled list of all SCE for the plant includes the SCE list of Appendix A.
STEP 5: DOCUMENT AND DISTRIBUTE THE FINALIZED SCE LIST

 Review and approve the finalized SCE list.
 Document and distribute the finalized SCE list along with the final report document the study.
Examples of the Application of Above Process Steps:

Table 3.2 provides examples (not a complete list) of the PHA studies that can be used per each asset type.
Stationary Rotating Instrumentation Electrical Communication Pipelines
Equipment Equipment & Control
Examples of HAZID HAZID HAZID HAZID HAZID HAZID
PHA Studies
HAZOP HAZOP HAZOP HAZOP HAZOP HAZOP
per
Disciplines FMEA SIL SAFOP
Table 3.2: Examples of PHA Studies per Equipment type
For instance, an approach would be to consider SCEs to be all hardware identified as safeguards, prevention or
mitigation for the hazards quantified as High Risk. Process Hazard Analysis (PHA) results, if available, can also be
used to select (or validate) Safety Critical Elements, as illustrated in Figure 3.6 below for a HAZOP. In this
Example, the safeguard, “Level Transmitter”, is a SCE.
GW Deviation Causes Consequences Safeguards Recommendations By
No / No / Less Malfunction of L Gas blow-thru to Independent 1A) Review the need PTF
Less Level T5 or plugging the pressure level for SEPARATE Level
level leg separator transmitter for Taps for the
low level alarm LLA/LLSD transmitter
and shutdown
2B) Review ENG
Figure 3.6: Criteria for determining SCE from risk studies
As an additional example of the PHA study for control loops, an approach to select SCEs would be that all those
loops rated SIL 1 and above, including controllers, instruments, communications, and valves, are to be
considered SCEs (Table 3.3). The SCE list should be the complete cumulative SCEs identified from all Risk
Management methods used for these asset types.
Table 3.3: Criteria for determining SCE from risk studies (SIL)
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3.1.3 Integrity Performance Standards (IPS) Development
Integrity Performance Standards define the critical functions, specific, verifiable, realistic and achievable
performance requirements with which the SCE shall comply with throughout the life cycle of the asset. Figure
3.7 shows the IPS development process. As an aid in this process, a generic template for IPS is shown in Figure
3.8.
An example of a generic IPS for Emergency Shutdown is illustrated in Figure 3.9. Appendix A contains a list of
IPSs categorized per barrier type. These generic templates need to be customized for the specific equipment
being maintained or assessed.

Process Name: IPS Development Process No.: AIMS-P-D-3
Process Steps
Define SCE Goal and Define Verification Tasks with

Define Assurance Tasks
Function Acceptance Criteria

 For Each SCE, define the Goals and  Define all the required Assurance  Define all Verification Tasks and
Functions for which the SCE exists Requirements pertaining to SCEs Acceptance Criteria associated with
or is used Goals and/or Functions each Assurance Requirement
 Review and approve the developed
IPSs
Responsibilities
Project Manager; Project Team
Project Manager; Project Team Project Manager; Project Team
Proponent
References
AIMS Manual; Energy Institute, AIMS Manual; Energy Institute, AIMS Manual; Energy Institute,
“Guidelines for the Management of “Guidelines for the Management of “Guidelines for the Management of
Safety Critical Elements”. Safety Critical Elements”. Safety Critical Elements”.
Figure 3.7: Process # AIMS-P-D-3 "IPS Development"
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Assurance Requirements, Verification Tasks, and Acceptance Criteria shall be based on approved
company standards or company recognized international sources. Appendix A of this Manual provides a
List of generic Integrity Performance Standards that is commonly used in most projects and operating
facilities. These generic Integrity Performance Standards are readily developed and provide the minimum
requirement for Asset Integrity. These IPSs can be used as a basis for developing IPSs for new projects but
require customization for project specific requirements.
In the IPS shown in Figure 3.8, the left hand side is labeled “Integrity Performance Standards”; the
following three steps (below) will be used to develop these fields, namely SCE Goals, Functions,
Assurance Requirements, Verification Tasks, Frequency, and Referenced Standards. The right hand side of
the same figure “IPS Verification Results” will document the results once the IPS Verification Tasks are
conducted.
The following are the steps for developing the IPS:
STEP1: DEFINE SCE GOAL AND FUNCTION

Define the special purpose or activity for which the SCE exists or is used. Examples of SCE goals are:
 “To maintain integrity of the pressure envelope”
 “To provide active fire protection”
Define the specific functions the SCE will have in the context of its operational requirements in order to
achieve integrity. Examples of functions are:
 “To prevent a release of hazardous materials”
 “To contain fluids/pressure within exchanger tubes”
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Figure 3.8: Template of an Integrity Performance Standard and Its IPS Verification Results
STEP 2: DEFINE ASSURANCE REQUIREMENTS

Define all the required Assurance Requirements pertaining to SCEs Goals and/or Functions. An
Assurance Requirement is an activity carried out by plant personnel to confirm that the SCE meets, or
will meet its functions as part of the IPS. Examples of Assurance Tasks are:
 Check for atmospheric corrosion and/or corrosion under insulation in the vessel and support
structure.
 Conduct thickness measurement (UT) per the scheduled frequency.
 Measure time required to close control valve.
STEP 3: DEFINE VERIFICATION TASKS WITH ACCEPTANCE CRITERIA

 Define all Verification Tasks and Acceptance Criteria associated with each Assurance Requirement.
The Verification Tasks are the means for the asset owner and/or external reviewers to confirm that
the Assurance Requirements are being implemented and measured; and that appropriate actions
have been put in place to rectify any deviation found. Each Verification Task is required to be
measured against a pre-established reference value or criteria to confirm the integrity of the SCE.
Examples of Verification Tasks are:
o Wall thickness shall be within acceptable limits (Note: acceptable limits means minimum
thickness to withstand pressure based on operation conditions and applicable
standards/procedures).
o Control valve closing shall be less than required time (Note: required time is defined by
applicable standards, such as SAES-J-601 and SAES-B-058).
 Review and approve the developed IPSs.
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Figure 3.9: Example of an IPS for ESD System with IPS Verification Results
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3.1.4 Critical Variables Identification and IOW Development

Critical Variables Identification and
Process Name: Process No.: AIMS-P-D-4
IOW Development
Process Steps
Identify Damage Determine Critical Set up IOW &

Establish limits
Mechanisms Variables Develop KPIs

 Identify the damage  Identify Plant critical  Establish Critical IOW  Determine Alarm Set
mechanisms (Based on variables: Limit. points and criticality
process conditions, material • Identify process  Establish Standard IOW  Determine actions for
specifications and variables that affect Limit. each process variable’s
manufacturing details) plant safety. exceedance
• Identify process  Setup IOW
variables affecting  Develop other required
damage mechanisms. integrity KPIs
Responsibilities
Project Manager; Process Project Manager; Process Project Manager; Process
Project Manager; Process
Engineer; Corrosion Engineer; Corrosion Engineer; Corrosion
Engineer; Corrosion Engineer
Engineer Engineer Engineer
References
SAEP-393; OE Process 12.4
SAEP-393 SAEP-393 SAEP-393
AIMS Manual (Enablers)
Figure 3.10: Process # AIMS-P-D-4 "Critical Variables Identification and IOW Development"
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The process for critical variables identification and IOW development is described in the following key
steps:
Step 1: Identify Damage Mechanisms

Based on process conditions, material specifications and manufacturing details (such as welding
conditions, for instance), the list of damage mechanisms that are more likely expected in the subject
facility should be identified. Damage mechanisms are described in detail in the Saudi Aramco publication
SABP-A-033 (Corrosion Management Program) and the Inspection Manual, Edition 1, issued by the
Inspection Department in 2010.
Step 2: Determine Critical Variables

Plant Critical Variables shall be identified. Plant critical variables are determined based on two
approaches:
 Identifying process variables that affect plant safety
 Identifying process variables affecting damage mechanisms
In particular, the activation and progression of the damage mechanisms will be in direct connection with
exceeding pre-defined limits of control parameters. It is a fact that the right combination of
temperature, pressure, water content, gas/oil ratio, fluid velocity among other process parameters
would maximize (or minimize) different types of damage mechanisms.
Step 3: Establish Limits

 Identify IOW limits: Upper and lower limits are necessary to be established. These limits will define
the safe envelope in which the subject asset should operate to ensure that the damage mechanisms
are kept under control, meaning at minimum possible rate. As mentioned, exceedances of such
limits will accelerate the damage rate which eventually would result in a component failure if the
process variables are not returned within the limits. For each critical variable, the following limits
must be identified:
o Critical IOW Limit - Operation beyond this value presents an immediate integrity threat. A critical
alarm is annunciated and, where available, automated shut-down systems are activated.
o Standard IOW Limit - Operation beyond this value presents a long-term integrity threat, or there
is risk that the variable value will continue towards the Critical IOW Limit. A high priority alarm is
annunciated and immediate operator action is required.
Step 4: Set up IOW and Develop KPIs

 Setup IOW: Once damage mechanisms and critical variables are identified and limits established,
IOW shall be set up for plant operation with proper alarm setpoints and associated required actions
for each exceedance. The IOW enables plant operators to monitor asset integrity performance in
real time (at console level). More details about IOW can be found in SAEP-393.
 Develop the required Integrity KPIs for the projects.
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3.2 AIMS Execution in Projects
OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM

Issue Date:
Process # OE – 4.1 Design, Procurement, and Construction 3/3/2013
Process
Note: this process addresses expectations: Owner: Revision:
 Design, Procurement, and Construction (Enabling Element # 4) Engineering 00
 Quality Assurance (Enabling Element # 4) Division Head
 Identification/Assessment of Performance-Critical Assets (Enabling Element # 4)
Process Steps
Define Design
Identify Needs Procure and Commission
Requirements Design
for Projects Construct and Improve
and Limits

 Identify the  Define tolerable and  Develop Front End  Procure and Construct  Conduct
organization intolerable risks. Engineering. as planned. Commissioning.
needs and  Select acceptable  Develop Detailed Dsgn  Conduct Design  Verify and update
required projects. risk mitigations.  Specify safe operating assurance reviews operating envelops/
 Identify applicable  Select design envelops. Such as FAT/SAT. alarms.
lessons learned philosophy and  Develop Commissioning  Pre-commission.  Complete initial
from previous methodology. Plan with acceptance  Prepare MCC. Operations/Startup.
projects. criteria.  Close exception items.  Conduct PAC
 Identify critical assets  Perform QA/QC.  Project close-out and
using corporate handover
criticality assessment documentation.
matrix.  Capture Lesson
 Develop QA/QC Plan. Learned.
Responsibilities
Unit Heads/Project Project coordination Operation Div. / Proj. Reliability Group/ Project Commissioning Team
Coordination unit unit coordination unit /Rel. Coordination unit
Group/Inspection Unit
References
 AIMS Manual.  TPRM – 1.  SAES-A-202.  SA Contracting  SAEP-329
 OE-12.5 “Learning Preemptive Work  OE-10.1 “Change Manual.  OE-9.3 “Data
organization”.  AIMS Manual. Management”.  SAEP-1154/3101. Archiving”.
 Project Delivery  TPRM.  SAEP-318/381/135.  TPRM.
System.  AIMS Manual.  OE-3.2 “Employee  AIMS Manual.
 OE-12.5 “Learning Competency  SAEP-20/1135.
organization”. Assessment and  OE-4.3 “Assets
 SMS-5 & 6. Development”. Monitoring and
 TPRM. Continuous
 AIMS Manual. Improvement”.
 SMS-5, 6 & 7.  SMS-5 & 6.
Performance Measures
 QA/QC compliance  Project cost/schedule
Figure 3.11: Process # OE – 4.1 "Design, Procurement, and Construction"
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3.2.1 Build Integrity during Procurement and Construction Phase
Projects are expected to fulfill the requirement of the latest revision of Operational Excellence Process
#OE 4.1 (as applicable), the above expectations and the following requirements listed in the Table 3.4
below.
# AIMS Requirements during Procurement and References
Construction Phase
SAEP-12; SAES-A-202; SAEP-1154;
Procurement requirements for SCEs are followed per the SAEP-3101; SAEP-381; SAEP-135;
1
procurement Plan. SAEP-121; SAEP-122; SAEP-133;
SAEP-393; SAEP-329. SAEP-20;
SCE procurement packages contain proper storage
2 GI 2.710 Mechanical Completion
preparation instructions to manufacturer.
Certificate;
Once SCEs are received, verify proper storage measures were Process # OE – 4.1 “Design,
3 Procurement, and Construction”;
taken.
OE-10.1 “Change Management”;
4 SCEs are inspected for proper installation and damage. OE-12.5 “Learning organization”;
OE-3.2 “Employee Competency
5 Operational Readiness Plan is developed. Assessment and Development”;
OE-4.3 “Assets Monitoring and
Continuous Improvement”; OE-9.3
Competent Commissioning Team is formed prior to
6 “Data Archiving”;
Commissioning.
TPRM; Supply Chain Management
Commissioning Plan is developed and it includes all SCEs and Manual; Integrated Project Team
7 (IPT) Manual.
IOWs.
Table 3.4: AIMS Requirements during Procurement and Construction Phase
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3.2.2 Verification of Integrity at Commissioning (Pre-commissioning, Commissioning, Startup)
Commissioning of Saudi Aramco facilities shall be in accordance the company standards and procedures
while meeting AIMS requirements. Commissioning shall confirm that plant operation meets process
safety requirements prior to handover or start-up.
Projects are expected to fulfill the requirement of Operational Excellence Process #OE 4.1 (as applicable),
the above expectations and the following requirements listed in the Table 3.5.
# AIMS Requirements during Commissioning References

Phase
List of SCEs and their relevant information are AIMS Manual (Commissioning); OE-9.3
1 incorporated in SAP. “Data Archiving”; TPRM –1.
Integrity Performance Standards for all SCEs are AIMS Manual (Commissioning); OE-9.3
2
documented electronically and in hardcopy format. “Data Archiving”.
IPS Verification Tasks are included in the GI-2.710 “Mechanical Completion and
3 Maintenance Plans, Inspection Plans, and OIMs as Performance Acceptance of Facilities”.
applicable, and entered into SAP.
All SCEs are functionally tested before startup. SAEP-121 Operating Instruction for new
Facilities (including Operational Readiness
4
Plan); GI 1781.001 Inspection, Testing and
Maintenance of Fire Protection Equipment.
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IOWs are developed and verified to be within the SAEP-121 Operating Instruction for new
limits. Facilities (including Operational Readiness
5 Plan); SAEB-033 Corrosion Management
Program; SAES-L-133; and SAEP-393 Plant
Integrity Window.
Integrity recommendations implementation or SCEs GI-2.710 “Mechanical Completion and

6
exception items are closed. Performance Acceptance of Facilities”.
Documents handover to Operation is completed. This SAEP-121 Operating Instruction for new
includes: Facilities (including Operational Readiness
Plan); SAEP-122 Project Records; Integrated
(1) All Project Handover documentations as per SAEP-
Project Team (IPT) Manual.
122 & SAEP-329.
(2) All Integrity Records including:
7 (a) All PHA studies conducted;
(b) Risk Register;
(c) List of SCEs;
(d) IPSs;
(e) IOWs developed records;
Pre-Startup Safety Review (PSSR) utilizing proper SAEP-121 Operating Instruction for New
8 checklist is conducted and documented prior to start- Facilities (including Operational Readiness
up. Startup procedure developed and reviewed. Plan); SAEP-329” Project Close-out Report”.
Table 3.5: AIMS Requirements during Commissioning Phase
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3.3 AIMS Assessment for Projects
The Internal/External Assessment provides a picture of the current condition of Asset Integrity for the
project in reference to the AIMS Manual. The Assessment will inspire the Project Team to improve and
provide bases for formulating effective solutions or alternatives.
3.3.1 Internal Assessment for Projects

Process Name: Internal Assessment for Projects Process Number: AIMS-P-A-1
Process Steps
Create Internal Develop

Perform Internal Action and Track
Assessment Recommendations
Assessment Recommendations
Process & Generate ISR

 Define how Internal  Identify and gather  Develop  Action all
Assessments are to be required documentation recommendations & recommendations.
carried out.  Evaluate demonstration timelines.  Track and follow up on
 Determine when the of integrity  Record results into recommendations.
Internal Assessments requirements in Integrity Status Report  Close all integrity
should be carried out documentation.  Approve report. recommendations prior
(per SAEP-40).  Review KPIs.  Share the ISR major to MCC.
 Identify deviations. Integrity findings at
 Develop areas of Project Gates.
strength & areas of  Communicate report.
improvement.
Responsibilities
Project Manager Project Manager Project Manager Project Manager
Project Engineers Project Engineers Project Engineers
Project Team Proponent Proponent
Figure 3.12: Process # AIMS-P-A-1 "Internal Assessment for Projects"
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The process steps of the Internal Assessment for Projects are as follows:
STEP 1: CREATE INTERNAL ASSESSMENT PROCESS

 Each Project Manager in each specific project shall create a project-specific Internal Assessment
document outlining when and how Internal Assessments are to be carried out for this specific
project. The Project Specific Internal Assessment document shall include:
 Assessment timeframe at the appropriate gate at: (1) end of design phase, (2) end of
procurement/construction phase, (3) end of Commissioning.
 Assessment Team membership (Project Engineers, Proponent, Design office, Materials suppliers,
and Construction Agency, as needed) for each project phase, Roles and Responsibilities of each
team member, and date of the assessment.
 Customized assessment checklists based on Table 3.6, Table 3.7, and Table 3.8.
 Each Project Manager shall align the completion of Internal Assessment document with project’s
Quality Control Gate as per SAEP-40.
STEP 2: PERFORM INTERNAL ASSESSMENT

 Form the Assessment Team for each project for the specific project phase under assessment.
 For each item in checklist, identify and gather required documentation.
 Analyze and evaluate demonstration of integrity requirements in documentation; Review KPIs
 Review level of AIMS Implementation & AIMS Enablers.
 Identify deviations, areas of strength and areas of improvement.
STEP 3: DEVELOP RECOMMENDATIONS AND GENERATE ISR

 Develop recommendations and corrective actions within the project.
 Compile results into the Integrity Status Report. The report shall be signed and approved by the
Project Manager and Proponent.
 The report shall be communicated to the Proponent, Project Sponsor, and concerned Project’s
team/individuals.
 The report’s major Integrity findings shall be shared at the appropriate Project Gates and be
considered a factor in making the decision on that gate (whether “Go” or “No Go”)
STEP 4: ACTION AND TRACK RECOMMENDATIONS

 Action all recommendations with expected date of completion. Communicate formally the actions
for recommendations to the appropriate group/individual. Once the recommendations are closed,
communicate formally the closure of recommendation to the Project Integrity Coordinator.
 Track and Follow up on recommendations to closure.
 Recommendation tagged as integrity critical shall be closed prior to issuance of the MCC.
 Report completion of all assessment’s recommendations to Project Manager, Project Sponsor and
Proponent.
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DESIGN PHASE INTEGRITY ASSESSMENT
# Verification Tasks Performed Document
(Y/N) Title / Date
1 Preliminary Hazard/Risk Analysis during DBSP (FEL2).
N/A
Qualified personnel are assigned to conduct HAZOP. Competent
2 vendors/offices are assigned to Integrity related activities during
design phase. Competency of construction team for SCEs is verified.
3 HAZOP & applicable PHA studies during detailed design are completed.
4 Risk Register is created; SCE list is developed.
5 Changes to design after HAZOP are captured / reviewed via MOC.
6 Critical variables are identified with corresponding limits.
7 Project Construction Plan is developed.
8 QA/QC Plan (including SCEs and integrity requirements) is developed.
9 Roles and Responsibilities for all project phases are defined.

N/A
10 SCEs’ procurement requirements are included in Procurement Plan.
Table 3.6: AIMS Summary checklist for Project Internal/External Integrity Assessment (Design)
PROCUREMENT/CONSTRUCTION (P&C) PHASE INTEGRITY ASSESSMENT

(Y/N) Title/ Date
Procurement requirements for SCEs are followed per the procurement N/A
1
Plan.
N/A
SCE procurement packages contain proper storage preparation
2
instructions to manufacturer.
3 Once SCEs are received, verify proper storage measures were taken. N/A
N/A
4 SCEs are inspected for proper installation and damage.
5 Operational Readiness Plan is developed.

N/A
6 Competent Commissioning Team is formed prior to Commissioning.
7 Commissioning Plan is developed and it includes all SCEs.

N/A
8 QA/QC Plan is executed and followed.
Table 3.7: AIMS Summary checklist for Project Internal/External Integrity Assessment (P&C)
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COMMISSIONING PHASE INTEGRITY ASSESSMENT
(Y/N) Title/ Date
N/A
1 List of SCEs and their relevant information are incorporated in SAP.
Integrity Performance Standards for all SCEs are documented

2
electronically and hardcopy format.
IPS Verification Tasks are included in the Maintenance Plans,

3
Inspection Plans, and OIMs as applicable, and entered into SAP.
4 All SCEs are functionally tested before startup.

N/A
5 IOWs are developed and verified to be within the limits.
Integrity recommendations implemented and/or SCEs exception items

6
are closed.
Documents handover to Operation is completed. This includes:

(1) All Project Handover documentations as per SAEP-122 & SAEP-329.
(2) All Integrity records including:
(a) All PHA studies conducted;
7
(b) Risk register;
(c) List of SCEs;
(d) IPS;
(e) IOWs developed records;
Pre-Startup Safety Review (PSSR) utilizing proper checklist is

8 conducted and documented prior to start-up. Startup procedure
developed and reviewed.
Table 3.8: AIMS Summary checklist for Project Internal/External Assessment (Commissioning)
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3.3.2 External Assessment for Projects

Process Name: External Assessment for Projects Process No.: AIMS-P-A-2
Process Steps
Develop
Plan for External Perform External Action and Track
Recommendations
Assessment Assessment Recommendations
and Generate ISR

 Form assessment team.  Identify and gather  Develop  Action
 Develop plan for External required documentation. recommendations and recommendations
Assessment for each phase.  Evaluate and verify corrective actions.  Follow up on
 Identify Roles and documentation meets  Record results into recommendations.
Responsibilities. AIMS requirements. Integrity Status Report.  Close all integrity
 Identify required resources.  Review level of AIMS  Review and approve critical
 Identify scope and Implementation & AIMS final report with recommendations on
checklists for each project Enablers. stakeholders. due time and prior to
phase.  Review KPIs.  Share the ISR major MCC.
 Identify deviations. Integrity findings at  Report completion.
 Identify areas of strength Project Gates.
& areas of Improvement.  Communicate report.
 Evaluate and score.
Responsibilities
Project Manager Project Manager Project Manager
Project Manager
Project Engineers Project Engineers Proponent
Project Engineers
AIMS Corporate Team Contractors Project Engineers
AIMS Corporate Team
AIMS Corporate Team AIMS Corporate Team
Figure 3.13: Process # AIMS-P-A-2 "External Assessment for Projects"
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AIMS Corporate Team shall conduct External Assessment for selected hydrocarbon capital projects.
The process steps for an External Assessment for projects are as follows:
STEP 1: PLAN FOR EXTERNAL ASSESSMENT

 Form assessment team that includes Project representatives, AIMS corporate members,
multidisciplinary SMEs, and support organizations (LPD, OE, etc.).
 Develop the plan for an External Assessment for each phase of the project.
 Identify Roles and Responsibilities.
 Identify required resources.
 Identify scope and checklists for each project phase (Table 3.6, Table 3.7, and Table 3.8).
STEP 2: PERFORM EXTERNAL ASSESSMENT

 For each item in checklist, identify and gather required documentation.
 Evaluate and verify documentation meets Asset Integrity requirements.
 Review AIMS Enablers and level of AIMS Implementation in projects.
 Review KPIs; identify deviations.
 Identify areas of strength & areas of Improvement; evaluate and score.
STEP 3: DEVELOP RECOMMENDATIONS AND GENERATE ISR

 Develop the recommendations and corrective actions with date of completion.
 Record results into Integrity Status Report.
 Approve report (The report shall be signed and approved by the Project Manager and Proponent).
 The report’s major Integrity findings shall be shared at the appropriate Project Gates and be
considered as a factor in making the decision on that gate (whether “Go” or “No Go”).
 Communicate report to the Project Sponsor, Project Manager, Proponent and affected projects
Team/individuals.
STEP 4: ACTION AND TRACK RECOMMENDATIONS

 Action all recommendations and corrective actions with date of completion.
 Follow up on recommendations to closure.
 Recommendation tagged as integrity critical shall be closed prior to issue of Mechanical Completion
Certificate (MCC).
 Report final closure of all Integrity Assessment’s recommendations to Project Manager, CSD,
Proponent, and Project Sponsor.
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3.4 AIMS Continuous Improvement for Projects

Process Name: AIMS Continuous Improvement Process Number: AIMS-P-C-1
Process Steps
Identify AIMS Develop/Track

Create Continuous Evaluate AIMS
improvement Improvement action
improvement process implementation
opportunities plans

 Establish, implement,  Assess the benchmarking results  Identify AIMS  Establish priority,
and maintain a process internally and externally with improvement resources, responsibility
for AIMS Continuous best industry practices to help opportunities, and timeframe for each
Improvement for gauge AIMS effectiveness in lessons learned for action plan.
Projects. Projects. various projects.  Verify implementation of
 Periodically review and  Review KPIs trends, internal and  Determine the improvement actions.
update the process. External Assessment results, and required capabilities  Update the project
feedback from Project teams and resources. execution plans, Design
(various projects).  Develop the required Manual, Construction
 Obtain feedback from field improvement actions Manual, Commissioning
proponent after 1 year of plan and plans, Business Processes.
project completion. recommendations for  Verify implementation has
future projects. achieved the improvement
objectives.
Responsibilities
Project Management Project Management Project Management Project Management
Organizations’ Dept Head Organizations’ Dept Head Organizations’ Dept Head Organizations’ Dept Head
References
 ISO 55001/2/3  ISO 55001/2/3  ISO 55001/2/3  ISO 55001/2/3
 OE Manual 12.6  OE Manual 12.6  OE Manual 12.6  OE Manual 12.6
 SMS Manual, element 11  SMS Manual, element 11  SMS Manual, element  SMS Manual, element 11
11
 Project execution Plan
 Project Proposal
 Integrated Project
Team (IPT) Manual
 SA Project Risk
Management Guide
Figure 3.14: Process # AIMS-P-C-1 "Continuous Improvement for Projects"
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3.4.1 EXPECTATIONS
3.4.2 PROCESS STEPS
The process steps of AIMS improvement for projects are as follows:
STEP 1: CREATE CONTINUOUS IMPROVEMENT PROCESS

 Establish, implement, and maintain a process for AIMS Continuous Improvement for Projects. The
process shall define:
• Process steps for conducting AIMS continuous improvement.
• Roles and responsibilities of the entities and individuals to perform the process.
• How to implement and maintain these activities.
 Approve the AIMS continuous improvement process.
 Periodically review and update the process.
STEP 2: EVALUATE AIMS IMPLEMENTATION

 Conduct AIMS implementation evaluation once every three years.
 Sponsor continuous improvement workshops and invite the attendees.
 Assign the needed resources.
 Evaluate the need for changes to AIMS processes and elements.
 Conduct internal and external benchmarking to AIMS and document the results for future reference.
 Assess the benchmarking results internally and externally with best industry practices to help gauge
AIMS effectiveness in Projects.
 Review KPI trends, Internal and External Assessment results, and feedback from Project teams
(lessons learned from various projects).
 Obtain feedback from field proponent after 1 year of project completion.
STEP 3: IDENTIFY AIMS IMPROVEMENT OPPORTUNITIES

 Identify AIMS improvement opportunities, lessons learned for various projects. Include the
following:
• What AIMS process or activities need improvement?
• Lagging KPIs.
• The root causes which prevent meeting the objectives.
• Brainstorming of improvement options.
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• Development plan for implementing changes.
• What resources are required for the improvement?
 Determine the required capabilities (number and competencies of people) and resources (e.g.
tools).
 Develop the required improvement action plans and recommendations for future projects.
STEP 4: DEVELOP/TRACK IMPROVEMENT ACTION PLANS

 Establish priority, resources, responsibility and timeframe for each action plan.
 Verify implementation of improvement actions.
 Update the project execution plans, Design Manual, Construction Manual, Commissioning plans,
Business Processes.
 Verify that implementation has achieved the intended improvement objectives.
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4 Part IV: AIMS Implementation in Operations
The AIMS implementation in Operations consists of four main steps:
 AIMS Development in Operations
 AIMS Execution in Operations
 AIMS Assessment for Operations
What follows are details (expectations, responsibilities, and process steps) for each of these steps.
4.1 AIMS Development in Operations

This is the first of a four step program depicted in the model shown in Figure 4.1 to implement AIMS in operating
facilities. The objective of this step is to set the ground for a successful implementation by providing the needed
components for the subsequent 3 steps: Execution, Assessment and Continuous Improvement.

AIMS Development in
Process Name: Process Number: AIMS-O-D-1
Operations
Process Steps
Develop / Update
Identify/Update
Identify / Update Integrity Develop/update
Safety Critical
Risks & Mitigation Performance IOW and KPIs
Element (SCE)
Standards (IPS)

 Use OE Process # 11.1.  Convene team for SCE  Develop/update the  Identify/update Damage
“Risk Management” selection IPS for each SCE. For Mechanisms
process to identify  Gather data: list of equip.; all SCEs, define:  Determine/update
Risks & Mitigation Risk Register; Prior PHAs  SCE Goal & Function Critical Variables
 Review of internal and  Identify/update SCEs from  Assurance  Establish limits
external incidents the Risk Register hardware Requirements  Set up IOW
 Maintain (or create) mitigation Measures  Define SCE  Develop/update
the Risk Register and  Categorize SCEs under one Verification tasks & Integrity KPI
re-evaluate Risk of the barrier classes Acceptance Criteria
Responsibilities
Plant Manager / Division Plant Manager Division Head Plant Manager /Division Head
Head / Risk Champion Division Head Integrity Coordinator Integrity Coordinator
Integrity Coordinator Integrity Coordinator Disciplines SMEs Process Engineer / Corrosion
Disciplines SMEs Disciplines SMEs Engineer /Plant Operator
References
 OE-11.1 Risk Management  Energy Institute, “Guidelines for  Energy Institute,  SABP-A-033 (CMP)
 SMS Element 2 “Risk the Management of Safety “Guidelines for the  SAEP-393; API RP 584-2014;
Assessment & Mngmnt” Critical Elements” Management of SCE”  AIMS Manual (KPI Enabler)
 IPS Template
Figure 4.1: Process # AIMS-O-D-1 "Development Process in Operations"
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4.1.1 Risk Identification and Mitigation
 The process for identifying/updating Risks and Mitigation is as described in section 3.1.1.
 Periodically re-evaluate and revalidate the Risk Register.
 Report & communicate the Risk Register to Plant Organizations and Management.
 All identified mitigation measures or risk treatment are assigned to a risk owner and fully
implemented.
4.1.2 Barrier and Safety Critical Element (SCE) Identification and Updating
 The process for SCE Identification is as described in section 3.1.2.

 The SCE list shall be updated / revalidated once every 5 years for each facility using section 3.1.2,
and/or when a process unit undergoes modifications or upgrades.
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4.1.3 Integrity Performance Standards (IPS) Development/Updating
 The process for developing Integrity Performance Standards is described in section 3.1.3. During the
development of IPSs for plants, the developed generic Integrity Perofrmance Standards in Appendix
A can be used as a basis for developing IPSs with proper customization to site specific conditions or
plant specific requirements.
 The Integrity Performance Standards need to be updated regularly.
4.1.4 Critical Variables Identification and IOW Development/Updating
 The process for critical variables identification and IOW development/update is as described in
section 3.1.4. The list of Critical variables and limits need to be updated regularly.
 Integrity KPIs for Operations need to be developed and updated periodically, see section 5.3.
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4.2 AIMS Execution in Operations

Process Name: AIMS Execution in Operations Process Number: AIMS-O-E-1
Process Steps
Integrate AIMS Activities with Maintain Process within Safe

Execute IPS Verification Tasks
Asset Management Plans Envelope

 Include IPS Verification Tasks in  Execute Verification Tasks as per
 Monitor IOWs
Maintenance Plan (SAP PM) company procedure and per schedule
 Take Corrective Actions for
 Include IPS Verification Tasks in  Document Results, failed Verification
exceedances
Inspection Plans Tasks, and required Integrity
 Resolve Recurring Exceedances
 Update Operations Instruction Response
 Generate Weekly Reports
Manual (OIMs) with relevant IPS  Apply Corrective Action and/or
Verification Tasks Recommendations  Monitor Integrity KPIs and take
 Schedule Activities  Escalate critical integrity deviations corrective actions
 Assign Resources with major/immediate consequences
Responsibilities
Plant Manager Plant Integrity Coordinator Plant Integrity Coordinator
Plant Integrity Coordinator Plant Organizations (Maintenance / IOW Owner (Process Engineer,
Plant Organizations (Maintenance / Inspection / Operations/ Engineering) Control Engineer, etc.)
Inspection / Operations/ Engineering)
References
OE Process 4.2 “Safe, Reliable, and OE Process 4.2 “Safe, Reliable, and OE Process 4.3 “Assets Monitoring
Efficient Operations and Efficient Operations & Maintenance”; and Continuous Improvement”;
Maintenance”; SAP PM Module; OE Process 4.3 “Assets Monitoring SAEP-393 ; OE Process 12.4; AIMS
TPRM; SAIF; SAEP-20 and Continuous Improvement”; SAP Manual (Enablers)
PM Module; TPRM; SAIF; SAEP-20
Figure 4.2: Process # AIMS-O-E-1 "Execution process in Operations"
Following the integrity that was established during Design, the objective of AIMS Execution, as depicted in Figure
4.2, is to ensure that Integrity is sustained through maintaining the barriers, and plant process is operating
within the integrity envelope.
Operational Excellence Element #4 is the overall umbrella for Asset Management; AIMS is one component of OE
Element #4. AIMS Section 4 complements Operational Excellence Element #4 “Asset Management”, namely OE
Process # 4.2 and OE Process # 4.3.
Fulfilling the requirement of sections 4.2-4.4 of this Manual will fulfill only the Asset Integrity requirements for
OE Process 4.2 “Safe, Reliable, and Efficient Operations and Maintenance” and OE Process 4.3 “Assets
Monitoring and Continuous Improvement”.
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4.2.1 Integrating AIMS Activities with Asset Management Plans
The key of a successful implementation of an Asset Integrity Management System mostly relies on the
proper identification and timely execution of the IPSs’ Verification Tasks that will ensure the SCE
functional requirements are fulfilled. The more information obtained from executing Verification Tasks,
the more chance any threat to the component’s integrity would be proactively detected and actions put
in place to avoid any unexpected failure. The integration of AIMS Activities with Plant Asset Management
Plans is described in the following key steps:
Include IPS Tasks in SAP-

Schedule Activities Assign Resources
PM/Insp
STEP 1: INCLUDE IPSs’ VERIFICATION TASKS INTO APPLICABLE PLANS/SYSTEMS (SAP-PM,

INSPECTION)
 In order to ensure the integrity of all SCE and its components, all IPS Verification Tasks identified
during the AIMS Development phase shall be included into applicable Maintenance and Inspection
plans.
 Update Maintenance Plans: All IPSs’ Verification Tasks pertaining to Maintenance will need to
be included in the Maintenance Plans and SAP-PM module for execution/tracking.
 Update Inspection Plans: All IPSs Verification Tasks pertaining to Inspection will need to be
included in the Inspection Plans for execution/tracking.
 All activities are expected to be prioritized.
 Update Operations Instruction Manual (OIMs) with relevant IPS Verification Tasks.
STEP 2: SCHEDULE ACTIVITIES

The above mentioned Verifications Tasks need to be scheduled as per the following sequence:
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 Select work jobs by priority.
 Verify equipment availability.
 Verify persons/workers availability/competency.
 Prepare schedule.
STEP 3: ASSIGN RESOURCES

All capabilities (e.g. number and competencies of people) resources (e.g. tools, systems, etc) required to
execute the IPS Verification Tasks described in the Integrity Performance Standards are to be
planned/assigned and be available so that all activities can be completed as per the plan. Clear roles,
responsibilities and accountability are assigned.
4.2.2 Execute IPS Verification Tasks
Apply Corrective Action

Execute Verification Task Document Results
and/or Recommendation
STEP 1: EXECUTE VERIFICATION TASK

 Execute all IPSs’ Verification Tasks pertaining to Operations and Maintenance as per the company
approved procedure, per the asset strategy, and per schedule.
 Execute all IPSs’ Verification Tasks pertaining to Inspection as per the company approved procedure,
per the asset strategy, and per schedule.
STEP 2: DOCUMENT RESULTS

 Document results of Verification Task activities, failed Verification Tasks, required corrective actions,
recommendations, and/or any necessary Integrity Response (Preventive or Mitigative).
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 Communicate results, corrective/preventive actions, and integrity response to the proper
organizations/individuals.
STEP 3: APPLY CORRECTIVE ACTION AND/OR RECOMMENDATION

 Escalate critical integrity deviation with major/immediate impact or consequences.
 Action all corrective/preventive actions and recommendations. Resolve assigned corrective
actions/preventive and recommendations for all failed Verification Tasks in a timely manner. Redo
failed Verification Tasks after corrective actions if necessary.
 Update integrity status after corrective/preventive actions or recommendations are implemented.
4.2.3 Maintain Process within Safe Limits (Monitor IOW)
Take Corrective Actions

Monitor IOWs &
Monitor KPIs
Resolve Recurring
Generate Weekly Reports
Exceedances
STEP 1: MONITOR IOWs

 Plant Operators shall monitor all IOWs that pertain to their areas of responsibility as per the asset
strategy and per the schedule. The IOW server and logs shall be working and shall be accessible by
the concerned individuals.
 Monitor Integrity KPIs for any deviations or trends.
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 Determine root cause of exceedances or deviations.
 Document/communicate results.
STEP 2: TAKE CORRECTIVE ACTIONS / RESOLVE RECURRING EXCEEDANCES

 Apply corrective actions in a timely manner in case of IOW limit exceedance.
 Take corrective actions for KPIs deviations.
 Generate weekly IOW report that includes exceedances.
 Resolve recurring exceedances in a timely manner.
 Update integrity status after corrective actions or recommendations are implemented.
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4.2.4 Integrity Requirements during Operations
4.2.4.1 EXPECTATIONS – During T&I and Before Startup
4.2.4.2 EXPECTATIONS - During Special Field Procedures (Test runs, Shutdowns, etc)
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4.2.4.3 EXPECTATIONS - Decommissioning
4.2.5 Integrity Requirements for Pipelines Operations
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4.3 AIMS Assessment for Operations
This section describes the AIMS Assessment and Measurement phase which is initiated after the AIMS Execution
phase has begun and the facility is ready to start assessing their AIMS implementation and measuring its
performance. During this phase, the facility conducts periodic Internal Assessment (Figure 4.3) once every year;
while the corporate AIMS team conducts periodic External Assessment, once every 3-5 years.
The Internal/External Assessment provides a picture of the current condition of Asset Integrity in the plant in
reference to AIMS Manual. The Assessment will inspire the organization to improve and provide basis for
formulating effective solutions.

Process Name: Internal Assessment Process Number: AIMS-O-A-1
Process Steps
Identify
Action and Track
Perform Internal Assessment Recommendations
Recommendations
and Generate ISR
 Form the Internal Assessment Team.  Identify recommendations &  Action
 Prepare a plan and schedule for the Internal Assessment. timelines. recommendations
 Identify and gather required documentation.  Record results into Integrity  Track the progress of
 Perform System Level Assessment and scoring for: Status Report. recommendations and
- AIMS Development.  Conduct annual periodically follow up to
- AIMS Execution. management review. completion.
- AIMS Assessment  Approve ISR.  Close recommendations
- AIMS Continuous Improvement.  Communicate ISR. by the due date.
- AIMS Performance.  Communicate closure to
 Perform Asset Level Assessment. Plant Management.
Responsibilities
Plant Manager / Plant Integrity Coordinator Plant Manager Plant Manager /
Plant Organizations (Operations, Engineering, Maintenance, Plant Integrity Coordinator Plant Integrity Coordinator
Inspection) Plant Organizations Plant Organizations
(Operations, Engineering, (Operations, Engineering,
Maintenance, Inspection) Maintenance, Inspection)
References
 AIMS Manual  AIMS Manual  AIMS Manual
Figure 4.3: Process # AIMS-O-A-1 "Internal Assessment"
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4.3.1 Internal Assessment for Operations
The detailed process steps for AIMS Internal Assessments in operations are as follows:
STEP 1: PERFORM INTERNAL ASSESSMENT:

 Form the Internal Assessment Team; membership includes: Plant Integrity Coordinator,
representatives from Process Engineering, Maintenance, Engineering, Inspection and Corrosion.
 Prepare a plan and schedule for the Internal Assessment.
 Identify and gather required documentation (See Appendix C for suggested list of documents).
 Perform System Level Assessment and scoring for AIMS implementation. (Scoring shall be per AIMS
scoring Matrix available on the corporate AIMS website). This includes identifying areas of strength,
areas of improvement, analysis and evaluation. AIMS Enablers and Governance shall be considered
in all phases of AIMS implementation. The Internal System Level Assessment shall include:
 AIMS Development
 Identification and documentation AIMS Work processes.
 Identification of Risks and Mitigation (Development of Risk Register and treatment plan).
 Identification of SCE list.
 Development of IPSs.
 Development of IOWs and KPIs.
 AIMS Execution
 Integrating AIMS Activities with Asset Management Plans.
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 Execution of Verification Tasks per schedule.
 Maintaining process within Safe limit.
 AIMS Assessment
 Conducting Internal Assessment.
 Conducting External Assessment.
 AIMS Performance including KPIs, trends and benchmarking
 Perform Asset Level Assessment: Evaluate demonstration of integrity requirements in
documentation for all Assets in each Process Unit.
 Determine if all Verification Tasks are being executed and meet the Acceptance Criteria.
 Identify areas of strength and areas of improvement; analyze and evaluate.
STEP 2: IDENTIFY RECOMMENDATIONS AND GENERATE ISR

 Identify corrective/preventive actions and recommendations with timelines.
 Classify each recommendation in terms of criticality as either high, medium, or low.
 Compile the Integrity Status Report by using the ISR Template Outline in Appendix B. The report shall
include:
 System Level Assessment results, scoring, areas of strength, areas of improvement, and
recommendations/corrective actions.
 Asset Level Assessment results, SCE Integrity Status (“Demonstrated” or “Not Demonstrated”)
and associated recommendations/corrective actions.
 Conduct annual management reviews to ensure AIMS adequacy and effectiveness.
 Approve ISR.
 Communicate ISR.
STEP 3: ACTION AND TRACK RECOMMENDATIONS:

 Action new recommendations from Internal Assessment and follow-up on open recommendations.
 Track the progress of recommendations and periodically follow up to completion.
 Close Recommendations by the due date.
 Once all recommendations pertaining to Internal Assessment are closed, communicate Closure status
to Plant Management.
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4.3.2 External Assessment for Operations

Process Name: External Assessment Process Number: AIMS-O-A-2
Process Steps
Identify
Action and Track
Perform External Assessment Recommendations
Recommendations
and Generate ISR
 Form the External Assessment Team.  Identify  Action and track the
 Prepare a plan and schedule for the External Assessment. recommendations & progress of
 Identify and gather required documentation. timelines. recommendations and
 Perform System Level Assessment and scoring for:  Record results into periodically follow up to
- AIMS Development. Integrity Status Report completion.
- AIMS Execution.  Approve Report.  Close recommendations
- AIMS Assessment.  Communicate report to by the due date.
- AIMS Continuous Improvement. Plant Management and  Communicate closure of
- AIMS Performance. affected Groups. all recommendations to
 Perform Asset Level Assessment for selected SCEs. Plant Management and
CSD.
Responsibilities
Plant Manager / Plant Organizations Plant Manager Plant Manager
Plant Integrity Coordinator Plant Integrity Coordinator Plant Integrity Coordinator
AIMS Corporate Team Plant Organizations Plant Organizations
AIMS Corporate Team AIMS Corporate Team
References
AIMS Manual AIMS Manual AIMS Manual
Figure 4.4: Process # AIMS-O-A-2 "External Assessment"
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The detailed process steps for External Assessment in Operations are as follows:
STEP 1: PERFORM EXTERNAL ASSESSMENT:
 Form the External Assessment Team; membership includes: AIMS Corporate Team, Plant Integrity
Coordinator, representatives from Plant Organizations- Operations, Maintenance, Engineering,
Inspection and Corrosion.
 Prepare a plan and schedule for the External Assessment.
 Identify and gather required documentation (See Appendix C for suggested list of documents) and
the staff to be interviewed.
 Perform System Level Assessment and scoring for AIMS implementation. (Scoring shall be per AIMS
scoring Matrix available at the corporate AIMS website). This includes identifying areas of strength,
areas of improvement, analysis and evaluation. AIMS Enablers and Governance shall be considered
in all phases of AIMS implementation. The External System Level Assessment shall include:
 AIMS Development
 Identification and documentation AIMS Work processes.
 Identification of Risks and Mitigation (Development of Risk Register and treatment plan).
 Identification of SCE list.
 Development of IPSs.
 Development of IOWs and KPIs.
 AIMS Execution
 Integrating AIMS Activities with Asset Management Plans.
 Execution of Verification Tasks per schedule.
 Maintaining process within Safe limit
 AIMS Assessment
 Conducting Internal Assessment.
 Conducting External Assessment.
 AIMS Performance including KPIs, trends and benchmarking.
 Perform Asset Level Assessment: Evaluate demonstration of integrity requirements in
documentation for selected SCEs.
 Determine if all Verification Tasks are being executed and meet the Acceptance Criteria.
 Identify areas of strength and areas of improvement; analyze and evaluate.
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STEP 2: GENERATE ISR AND RECOMMENDATIONS
 Identify recommendations and timelines.
 Classify each recommendation in terms of criticality as either high, medium, or low.
 Compile the Integrity Status Report by using the ISR Template Outline in Appendix B. The report shall
include:
 System Level Assessment results, scoring, areas of strength, areas of improvement,
recommendations/ corrective actions.
 Asset Level Assessment results, SCE Integrity Status (“Demonstrated” or “Not Demonstrated”)
and associated recommendations/corrective actions.
 Conduct annual management reviews to ensure AIMS adequacy and effectiveness.
 Approve ISR.
 Communicate ISR.
STEP 3: ACTION AND TRACK RECOMMENDATIONS:
 Action all recommendations resulting from the External Assessment.
 Close Recommendations by the due date.

 Once all recommendations pertaining to the External Assessment are closed, communicate closure
status to Plant Management and AIMS Corporate Team / CSD.
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4.4 AIMS Continuous Improvement for Operations

Process Name: Continuous Improvement Process Number: AIMS-O-C-1
Process Steps
Identify Develop/Track
Create Continuous Evaluate AIMS
Improvement Improvement Action
Improvement Process Implementation
Opportunities Plans
 Establish, implement, and  Evaluate the need for  Identify AIMS  Develop the required
maintain a process for changes to AIMS processes improvement improvement action
AIMS Continuous and procedures. opportunities and plans with priority,
Improvement.  Review KPIs trends, Internal required update for resources, responsibility
 Periodically review and and External Assessment AIMS Processes. and timeframe.
update the process. results, and operations  Determine the required  Verify implementation of
feedback. capabilities and improvement actions
 Assess the benchmarking resources. and consistently follow
results internally and  Develop the required up on
externally. improvement actions recommendations.
 Evaluate the related plan.  Verify intended
technologies, tools and improvement is
techniques to accelerate / achieved.
automate AIMS executions.
Responsibilities
Manager / Division Head Manager / Division Head Manager / Division Head Manager / Division Head
Integrity Coordinator Integrity Coordinator Integrity Coordinator Integrity Coordinator
References
 ISO 55001/2/3  ISO 55001/2/3  ISO 55001/2/3  ISO 55001/2/3
 OE Manual 12.6; SMS  OE Manual 12.6; SMS Manual  OE Manual 12.6; SMS  OE Manual 12.6; SMS
manual element 11; AIMS element# 11; AIMS Manual Manual element 11; AIMS Manual element 11;
Manual Manual AIMS Manual
Figure 4.5: Process # AIMS-O-C-1 "Continuous Improvement”
4.4.1 EXPECTATIONS
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4.4.2 PROCESS STEPS
The process steps for Continuous Improvement in Operations are as follows:
STEP 1: CREATE CONTINUOUS IMPROVEMENT PROCESS:

 Establish, implement, and maintain a process for AIMS Continuous Improvement. The process shall
define:
• Process steps for conducting AIMS Continuous Improvement.
• Roles and responsibilities of the entities and individuals to perform the process.
• How to implement and maintain these activities.
 Approve the AIMS Continuous Improvement process.
 Periodically review and update the process.
STEP 2: EVALUATE AIMS IMPLEMENTATION:
 Assign the needed resources as planned.

 Evaluate the need for changes to AIMS processes and procedures, including its mandates, strategy
and objectives and other elements of the asset management system.
 Conduct internal and external benchmarking to AIMS and document the results for future reference.
 Assess the benchmarking results internally and externally with best industry practices to help gauge
AIMS effectiveness in Operations.
 Review KPI trends, Internal and External Assessment results, and continuously give feedback to
ensure AIMS suitability.
 Evaluate the related technologies, tools and techniques to accelerate AIMS executions.
STEP 3: IDENTIFY IMPROVEMENT OPPORTUNITIES:
 Identify AIMS improvement opportunities and priorities. Include the following:

• The root causes which prevent meeting the objectives.
• KPIs that need improvement or are not being met.
• The required update or improvement for AIMS Processes and activities.
• Brainstorming of improvement options.
 Determine the required capabilities, such as number and competencies of people, training,
certifications, and resources/tools according to processes requirements and AIMS objectives.
 Develop the required improvement actions plan.
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STEP 4: DEVELOP/TRACK IMPROVEMENT ACTION PLANS:
 Develop improvement action plans with priority, resources, responsibility and timeframe.
 Verify implementation of improvement actions and consistently follow up on recommendations.
 Verify that intended improvement is achieved.
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5 Part V: AIMS Enablers
This section provides the organizational capabilities or enablers that are required to sustain leading performance
in Asset Integrity Management. For each enabler, the objective of the enabler, the expectations with regards to
Integrity functions, and the responsibilities of individuals and/or organizations to achieve the expectations are
provided.
5.1 Competency
5.1.1 Objectives
This Enabler will ensure the integrity competency and training needed for all staff for the establishment,
implementation, maintenance and continual improvement of AIMS.
5.1.2 Expectations
5.1.3 Responsibilities
Project Manager
 Review the safety program and integrity competency/experience for contractors prior to awarding
the contract.
 Assign competent and trained staff to perform the project’s Asset Integrity related tasks.
 Allocate/schedule adequate training/courses to the Project team in the area of Asset Integrity
Management requirements and concepts.
Plant Manager
 Allocate the required budget and resources for training.
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Division Head / Supervisor
 Specify the integrity competencies required for all integrity-related job positions.
 Assign competent and trained staff to perform Asset Integrity tasks.
 Allocate/schedule adequate training/courses to plant staff in the area of Asset Integrity
Management requirements and concepts.
PEDD and CSD

 Identify/update the asset integrity competencies in accordance with the guidelines of Saudi Aramco
C-MAP and MySkills systems.
 Incorporate Asset Integrity competencies in applicable C-Maps.
 Develop and deliver the required in-company courses related to Asset Integrity Management
covering operations and Projects.
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5.2 Integrity Information and Document Management
5.2.1 Objectives
This enabler will facilitate accurate, complete, timely and easily accessible information and documentation for
effective and timely management of asset integrity.
5.2.2 Expectations
Plant Management / Project Management Organizations Department Head

 Establish an effective Integrity Information System and a Document Management System, either
using an existing asset management platform or procure new.
 Periodically track the use and effectiveness of the Integrity Information and Document Management
system.
Supervisor / Engineers / Project Engineer
 Oversee the collection method for Safety Critical Elements records and ensure using approved
processes.
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 Verify the accuracy of the Safety Critical Elements records prior to storing them.
Plant Integrity Coordinator / Project Integrity Coordinator
 Take custodianship of integrity related records.
 Periodically track the use and completeness of the stored Integrity Information and Documents.
 Store and retain integrity records in an electronic database and hardcopy systems.
 Archive all Integrity Status Reports and Assessments using both electronic and hardcopy systems.
Project team / SCE Owner or support organization (Inspection, Maintenance, Operations)
 Collect data for Safety Critical Elements records using approved processes.
 Record accurate data, results, deviations, observations, and recommendations.
 Verify the accuracy of the Safety Critical Elements records prior to storing them.
Plant Information System Engineer (At the plant level)
 Protect Plant systems, information and software through proper access control.
 Verify that the plant firewall rules and anti-virus protection are up-to-date.
 Ensure information and databases are periodically backed-up.
Information Protection Center (At the Corporate level)
 Protect Project systems, information and software through proper access control.
 Verify that plant Firewall rules and anti-virus protection are up-to-date.
 Ensure information and databases are periodically backed-up for projects.
Engineering Knowledge and Resources Division
 Properly control data and drawings required for the SCE.
 Acquire the necessary tools and technology to facilitate efficient retrieval and utilization of stored
data and drawings for SCE.
 Update the SCE drawings in a timely manner to support proper MoC process execution.
 Add provision in I-Plant, SAP or other document management systems to readily identify documents
for SCEs.
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5.3 Key Performance Indicators
5.3.1 Objectives
The main objective of the Asset Integrity KPI, both for Projects and Operations, is to provide the different levels
of the organization (Managers, Supervisors, Engineers and Operators) with a tool to easily and continuously
monitor asset integrity status, and facilitate the decision making process to correct deviations and re-establish
and maintain asset integrity.
5.3.2 Expectations
What follow are the list of common AIMS KPIs (Tables 5.1 to 5.5) followed by template of the AIMS Dashboard
(Tables 5.6-5.7 and Figure 5.1).
1. Number of Integrity Incidents

Definition Number of Integrity incidents due to: hazardous release, fire, or structural/ chemical/ mechanical/
electrical integrity failure.
Objective Measure the status and effectiveness of asset Integrity management within a plant and across the
company in preventing incidents.
Formula = Count of hazardous releases incidents + count of fire incidents + count of integrity failures incidents
including structural, chemical, mechanical and/or electrical
Data Source To be provided by plant or projects. (Lagging KPIs)
Table 5.1: AIMS Common KPIs - Number of Integrity
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2. Number of Fatalities or Major Injuries due to Integrity Incidents
Definition Number of fatalities or major injuries due to integrity incidents
Objective Measure the number of fatalities or major injuries due to integrity incidents within a plant and across
the company
Formula = 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑓𝑎𝑡𝑎𝑙𝑖𝑡𝑖𝑒𝑠 + 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓𝑚𝑎𝑗𝑜𝑟 𝑖𝑛𝑗𝑢𝑟𝑖𝑒𝑠
Table 5.2: AIMS Common KPIs - Number Of Fatalities or major injuries
3. Property Loss/Damage or Financial Loss due to Integrity Incidents

Definition Cost of asset loss and/or damage ($) due to integrity incidents and financial loss (ex: Production loss)
due to integrity incidents
Objective Measure the cost of property loss or production loss due to integrity incidents within a plant and across
the company
Formula = 𝑃𝑟𝑜𝑝𝑒𝑟𝑡𝑦 𝑙𝑜𝑠𝑠 𝑜𝑓 𝑑𝑎𝑚𝑎𝑔𝑒 𝑖𝑛 𝑈𝑆𝐷 + 𝐹𝑖𝑛𝑎𝑛𝑐𝑖𝑎𝑙 𝐿𝑜𝑠𝑠 𝑖𝑛 𝑈𝑆𝐷
Table 5.3: AIMS Common KPIs - Property Loss/Damage or Financial Loss
4. Integrity Barriers Strength

Definition Percentage of SCEs demonstrating integrity requirements & meeting minimum assurance/Verification
Tasks
Objective Measure the strength (or weaknesses) of Safety critical Elements (SCEs) and safety barriers
Formula 𝑇𝑜𝑡𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑆𝐶𝐸𝑠 𝑑𝑒𝑚𝑜𝑛𝑠𝑡𝑟𝑎𝑡𝑖𝑛𝑔 𝑖𝑛𝑡𝑒𝑔𝑟𝑖𝑡𝑦
=
𝑇𝑜𝑡𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑆𝑎𝑓𝑒𝑡𝑦 𝑐𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝐸𝑙𝑒𝑚𝑒𝑛𝑡𝑠
Data Source To be provided by plant or projects. (Leading KPIs)

(Note: These KPIs can be calculated per single barrier or across all barriers, as needed.)
Table 5.4: AIMS Common KPIs - Integrity Barriers Strength
5. Assets IOW Compliance

Definition Percentage of critical variables that are operating within the design envelope.
Objective This KPI verifies whether the critical variables are operating within the design envelope.
Formula =
(𝑇𝑜𝑡𝑎𝑙 𝑁𝑜. 𝑜𝑓 𝐴𝑠𝑠𝑒𝑡𝑠 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑤𝑖𝑡ℎ𝑖𝑛 𝐼𝑂𝑊 𝑝𝑒𝑟𝑓𝑜𝑟𝑚𝑎𝑛𝑐𝑒 𝑙𝑖𝑚𝑖𝑡𝑠) /
(𝑇𝑜𝑡𝑎𝑙 𝑁𝑜. 𝑜𝑓 𝑎𝑠𝑠𝑒𝑡𝑠 ℎ𝑎𝑣𝑖𝑛𝑔 𝐼𝑂𝑊)
IOW logs/server, to be provided by Plant or Projects (Leading KPIs).
Data Source
(Note: A variable exceeding the integrity limits for more than 2 weeks during a year is considered to have
exceeded the limits; or a variable exceeding the integrity limits more than 4% of any duration of time (ex:
week to months) is considered to have exceeded the limits.)
Table 5.5: AIMS Common KPIs - Assets IOW Compliance
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Barrier Barrier Strength High Level Status
Structural Integrity 100%
Process Containment 80%
Ignition Control 100%
Detection Systems 100%
Protection Systems 100%
Shutdown Systems 100%
Emergency Response 90%
Life Saving 100%

Table 5.6: Example of a Dashboard for AIMS KPIs Showing Barrier Strength
Table 5.7: Example of a Dashboard for AIMS KPIs Showing Barriers/SCEs Status
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Figure 5.1: Example of Summary Dashboard for AIMS Showing Barriers/SCEs Status
Project Manager
 Develop the project specific Integrity KPIs and IOW to be able to assess asset integrity
implementation status.
 Collect and automate the collection for KPIs data for projects.
Plant Supervisor / Engineers
 Develop the field specific Integrity KPIs and IOWs to be able to continuously monitor the asset
integrity condition.
 Collect and automate the collection for KPI data.
Plant Information System Engineer
 Configure/program the various Asset Management Systems to allow concerned individual access to
Integrity KPIs and IOW status.
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5.4 Process Management
5.4.1 Objectives
The objective of this enabler is to ensure effective and complete execution of an organization’s Asset
Integrity processes.
5.4.2 Expectations
The Project’s specific processes pertaining to Asset Integrity include the following Processes:
 AIMS Development in Projects.
 AIMS Execution in Projects.
 Internal Integrity Assessment for Projects.
 External Integrity Assessment for Projects.
 AIMS Continuous Improvement for Projects.
The field organization specific processes pertaining to Asset Integrity include the following processes:
 AIMS Development in Operations.
 AIMS Execution in Operations.
 Internal Integrity Assessment for Operations.
 External Integrity Assessment for Operations.
 AIMS Continuous Improvement for Operations.
Project Management Organizations / Project Manager

 Develop and maintain the required business processes pertaining to Asset Integrity Management
requirements.
 Integrate Asset Integrity Management requirement into existing Project execution phases,
Contractor scope of work, and design/construction/commissioning activities.
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Plant Manager / Division Head / Supervisors
 Develop and maintain the required plant business processes pertaining to Asset Integrity
Management requirement.
 Integrate Asset Integrity Management processes with existing field procedures,
maintenance/inspection plans, and operating instructions.
AR&IMD (AIMS Corporate Team)
 Develop and maintain the External Integrity Assessment Processes for Projects and Operations.
 Develop and maintain a Continuous Improvement process for AIMS.
 Integrate Asset Integrity Management processes with existing division activities.
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5.5 Management of Change
5.5.1 Objectives
The objective of this enabler is to ensure changes or additions (both temporary and permanent) to plant process
and SCEs are managed through the MoC process, so that the plant process and SCEs’ safety and integrity are not
compromised.
5.5.2 Expectations
Division Head / Supervisor / Engineers

 Use the MoC process to conduct Risk Assessment prior to any planned change to Safety Critical
Elements (SCEs) or critical plant process during Operations.
Project Manager
 Use the MoC process to conduct Risk Assessment prior to any planned change to Safety Critical
Elements (SCEs) or critical plant process during the design or construction phase.
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5.6 External Resources
5.6.1 Objectives
This enabler will avail the competent external resources (contractors) to support AIMS related activities in
projects and operations including the establishment, implementation, maintenance and continual improvement
of AIMS.
5.6.2 Expectations
Plant Manager / Division Head / Project Manager

 Approve the AIMS related activities that can be outsourced.
the contract.
 Ensure the compliance to the company policies for any external services request.
Service Requestor
 Determine the AIMS related activities that can be outsourced.
the contract.
 Develop a detailed scope of work.
 Review previous lessons learned.
 Assess the contractor’s previous performance, qualification, and financial positions documents.
 Identify the impact of performance and risks on the projects.
 Consult Contracting and Law departments as needed and as applicable.
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5.7 Tools & Technology
5.7.1 Objectives
Tools and technologies shall be acquired to improve reliability and effectiveness of AIMS processes.
5.7.2 Expectations
Plant Manager / Project Manager

 Approve and acquire the needed tools and technologies for the reliable and effective execution of
AIMS along with adequate training and support.
Supervisor / Engineers / Project Engineers
 Identify the required tools and technologies needed for the effective establishment,
implementation, maintenance and continual improvement of AIMS.
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6 Part VI: AIMS Governance
6.1 Objective
The objective of AIMS Governance is to establish a mechanism for monitoring the actions, mandates and
decisions of the Saudi Aramco Organization(s) toward implementing and managing an effective AIMS in
processing plants and Projects. It describes roles and responsibilities in the AIMS which will be handled at
Facilities or Projects (local level) and at Engineering Services (central level).
6.2 AIMS Governance Expectations

The below expectations are for various parties involved in the AIMS during the various phases:
1. The Asset Reliability and Integrity Management Division in CSD shall be the entity that oversees the
corporate AIMS development, maintenance, assessment and improvement, and to ensure coherent and
unified implementation across the company.
2. The AIMS implementation will be led by the Facilities (for Operations) or Project Management
Organizations (for Projects) with support from Support Organizations. Each Facility or Project shall apply
the AIMS as appropriate to address its own unique operating needs. However, standardizing processes
and practices that are common across departments are encouraged.
3. The Project Manager shall assign a Project Integrity Coordinator(s) to manage the various activities
pertaining to AIMS.
4. The Plant Manager shall assign a Plant Integrity Coordinator(s) to manage the various Plant activities
pertaining to AIMS.
5. Projects shall include all AIMS activities in the Capital Management System.
6. Projects shall include AIMS Internal Assessment results, major integrity findings, and deliverables as
part of the applicable Project’s Control Gates.
7. This AIMS Manual shall be used to support project and site-specific development/implementation of
AIMS. A set of business processes must be developed as per section 5.4 (Process Management). Each
process shall specify R&R, competence, records and documentation with means to assess performance
in line with the applicable company standards and this Manual.
8. The AIMS Manual requirements shall be embedded in existing business processes (standards,
procedures, project activities or field work instructions).
9. Support organizations (CSD, P&CSD, ID, LPD, CMSD, OE, PEDD, EK&RD, and EPD) shall provide support to
Project and Operations through this Manual.
10. ES/CSD will provide awareness workshops/guidance, training or consultation as appropriate throughout
the implementation.
11. Facilities shall report to ES/CSD and their line management progress on the implementation of AIMS.
12. ES/CSD shall report to management the progress of AIMS implementation across the company.
13. For Operations, the implemented system shall be assessed for functionality and effectiveness internally
through Internal Assessment once a year and during the External Assessment once every 3-5 years. The
assessment shall follow the guidelines presented in the “AIMS Assessment” Sections of this Manual. The
external review may include other Governance Support organizations in coordination with OE.
14. For Projects, all projects shall conduct Internal Assessment. The assessment shall follow the guidelines
presented in the “AIMS Assessment” Sections of this Manual.
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15. The AIMS Corporate Team will conduct External Integrity Assessment for selected hydrocarbon projects.
The assessment shall follow the guidelines presented in the “AIMS Assessment” Sections of this Manual.
The external review may include other Governance Support organizations in coordination with OE.
16. AIMS implementation shall build on existing company programs, such as but not limited to: SMS, OE,
CMP, TPRM, ERM, RBI, etc
17. AIMS governance and implementation shall build on existing governing systems and company
procedures. The following examples of references are expected to be followed, as applicable, as part of
the governance of AIMS processes.
Saudi Aramco Procedures

 SAEP-13 Project Environmental Impact Assessments
 SAEP-12 Project execution Plan
 SAEP-14 Project Proposal
 SAEP-43 Corrosion Management Program Deployment for Existing Facilities
 SAEP-308 Operations Inspection Unit Reviews
 SAEP-32 Environmental Performance Assessment (EPA) Program
 SAEP-40 value Assurance Process
 SAEP-30 Reliability Availability Maintainability (RAM) study Execution
 SAEP-393 IOW
General Instructions
 GI 6.006 Loss Prevention Compliance Reviews
 GI 6.011 Quarterly Safety Inspections
 GI 289.000 “Audit Communication/Reporting Procedure
 GI 0002.600 Plant/Unit Acceptance after T&I Shutdown
 GI 2.710 Mechanical Completion Certificate
 GI-0400.001 Quality Management Roles & Responsibilities
 GI 2.710 Mechanical Completion Certificate
Manuals
 Inspection Manual
 Supply Chain Management Manual
 Integrated Project Team (IPT) Manual
 Saudi Aramco Project Risk Management Guide
 Total Plant Reliability Management
Industry Standards:
 ISO55000, “Asset management — Overview, Principles and Terminology”.
 ISO 55001, “Asset management —Management Systems Requirements”
 ISO55002, “Asset management — Guidelines for the Application of ISO 55001”.
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6.3 Roles and Responsibilities for the AIMS Processes
The following general Roles and Responsibilities are applicable to the Consulting Services Department (CSD):
Consulting Services Department
 Develop and maintain an effective AIMS with supporting KPIs and tools.
 Align the risk management scheme used in AIMS with the corporate approach for Risk management.
 Develop a Continuous Improvement process for AIMS encompassing a formal review with
Management. The AIMS system shall be reviewed and updated at least once every 5 years.
 Support Projects and Operations in deploying and implementing AIMS.
 Promote continual improvement for AIMS in projects and operations.
 Develop and deliver the required training courses and awareness programs.
 Conduct joint External Assessment for selected facilities or projects.
 Evaluate and/or develop tools and service providers to support expedition of AIMS implementation.
 Participate in major incidents investigation involving Asset Integrity Management System failures.
 Develop a process for External Assessment for Projects.
 Develop a process for External Assessment for Operations.
The following general Roles and Responsibilities are applicable throughout the project cycle:
Project Management Organizations Department Head
 Responsible and accountable for implementing and maintaining AIMS within project execution
cycles as applicable.
 Provide Leadership for the implementation and continuous improvement of the AIMS within
projects and provide the required resources.
Project Manager
 Incorporate AIMS requirements as applicable to the design, procurement, construction and
commissioning phases of the projects.
 Designate appropriate Project Integrity Coordinator(s) to each Project. It is up to the Project
Manager discretion to decide where to fit the Project Integrity Coordinator, i.e. to assign it to an
individual (Project Integrity Coordinator) for coordination, or to an existing entity within the project,
or to distribute the function across Project engineers, each one for his area or discipline.
 Verify that key HSE management aspects/issues have been identified and addressed as per this
Manual and other Company applicable requirements.
 Incorporate Integrity-related lessons learned from previous projects into the current project cycles.
 Engage and obtain Proponent’s approval for key projects documents (high level design, detailed
design, Construction plan, commissioning plan, pre-startup, etc), changes to design or equipment,
and modifications.
 Obtain the Proponent’s concurrence for asset maintainability plan, reliability, inspection plan,
information and document management system, and any issues that may hinder normal and safe
operations.
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 Coordinate the preparation and submittal of the Integrity Status Report per project phase to
management and project stakeholders.
Proponent
 Participate actively (management and SME) in pre-design and design for the projects ensuring
Integrity and HSE are addressed.
 Review, specify and concur on asset maintainability plan, reliability, inspection plan, information and
document management system, and any issues that may hinder normal and safe operations.
 Ensure competent proponent representatives are participating in the project’s activities including
reviewing and approving key projects’ documents (high level design, detailed design, Construction
Plan, Commissioning Plan, pre-startup, etc), changes to design or equipment, and modifications.
 Take the lead in AIMS related activities following the MCC and up to the startup of the plant.
Project Integrity Coordinator
 Identify the Asset Integrity related activities, tasks, and/or studies in project, and provide technical
support with regards to their implementation.
 Coordinate Internal Integrity Assessment and External Integrity Assessment.
 Coordinate preparations and submittal to management the Integrity Assessment Report for various
Project phases.
 Support various project teams working on AIMS, follow up on recommendations (arising from
assessment and studies) to completion.
 Lead appropriate AIMS multidisciplinary team to address major Integrity system failures during the
project.
 Ensure that all SCEs Integrity activities and IOW development in the project are performed, reviewed
and tracked.
 Ensure all IPSs, SCEs Inspection Plans, and Maintenance Plans are developed and imported into SAP.
Integrity activities in the project are performed, reviewed and tracked.
 Act as the custodian of the Asset Integrity data, ISR, and KPIs, during the project.
The following general Roles and Responsibilities are applicable thought-out the “Operate and Maintain”
Phase:
Plant Management
 Responsible and accountable for implementing and maintaining AIMS at the Plants as applicable.
 Provide leadership for the implementation of the AIMS within the Plant and provide the required
resources.
 Ensure that all SCEs Integrity status in his facilities is reviewed and tracked following associated
Integrity Performance Standards and verification schemes.
 Designate appropriate Plant Integrity Coordinator (or Plant Integrity Coordination group). It is up to
the plant management’s discretion to decide where to fit the asset integrity functions, i.e. to assign
it to an individual (Plant Integrity Coordinator) for coordination or to an existing entity or to
establish a new entity (Plant Integrity Coordination group) for this purpose. The assigned individual
or entity is expected to have independence in reporting to plant management to avoid impacting its
assurance function.
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Plant Integrity Coordinator
 Develop a clear vision on where Asset Integrity in the plant is heading, which should be in line with
the overall vision of the organization and this Manual.
 Clarify the plant’s Asset Integrity mission that is put to achieve that vision, which should be based on
the Asset Integrity Management Manual.
 Identify the Asset Integrity programs, tasks, initiatives and/or studies that are applicable to the
facility, and provide technical support with regards to their implementation.
 Provide Leadership for the implementation of the AIMS within the plant and coordinate the required
resources with Plant Management.
 Lead an appropriate AIMS multidisciplinary team to address initial AIMS implementation and major
Integrity undertakings.
 Supports various plant’s team/entities working on AIMS, follow up on recommendations to
completion, and roll-out of AIMS to the rest of the facilities.
 Ensure that all SCEs Integrity status in his facilities is reviewed and tracked following associated
Integrity performance standards and verification schemes.
 Liaise with any concerned Engineering Services department or other concerned departments such as
Loss prevention or Fire protection as necessary to correct any SCE, System gaps or on any areas of
improvement.
 Act as the custodian of Asset Integrity data, ISR, KPIs, either generated by SAP or collected from
other sources.
 Prepares and submits to management the Integrity Status Report for the facilities with copies to
CSD/AR&IMD.
6.3.1 Risk Identification and Mitigation (Projects)
Project Manager
 Assign competent and trained staff to perform Risk Assessment.
 Ensure the business process for Hazards/Risk identification and mitigation are performed as
scheduled.
 Coordinate/verify the various PHA and Risk Management studies and ensure proper documentation
and communication to concerned individuals/groups within the projects.
Risk Champion / Risk Management Coordinator
 Implement the necessary tools and techniques to conduct risk assessment.
 Review risk information and risk reports for key themes and concerns and escalate risks as
appropriate.
 Advise management on the level of risk and the effectiveness of risk management.
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 Address credible risks.
 Escalate major risk or un-treated risks.
Risk Professional / Project Team / Disciplines’ SMEs
 Conduct Risk Assessment as required and document all results.
6.3.2 Barrier and Safety Critical Element (SCE) Identification (Projects)
Project Manager
 Assign competent and trained staff for Barrier/SCE Identification
 Plan and budget for the SCE identification process.
 Coordinate the identification of SCE and selection of barriers based on the asset/plant function.
Project Team / Disciplines SMEs
 Identify SCEs and Barriers for all process units.
 Review and finalize the report.
Proponent
 Participate in the SCE identification process.
6.3.3 Integrity Performance Standards (IPS) Development (Projects)
Project Manager
 Assign competent and trained staff for IPS Development.
 Plan and budget for IPS Development.
 Coordinate the development (customization) of the Integrity Performance Standards.
Project Team / Disciplines SMEs
 Develop IPSs for all SCEs.
 Review IPSs with the Proponent.
Proponent
 Participate in the IPS development process.
 Review and approve the finalized IPS.
6.3.4 Critical Variables Identification and IOW Development (Projects)
Refer also to SAEP-393 for roles and responsibilities

Project Manager
 Assign competent and trained staff for critical variables Identification and IOW Development.
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 Plan and budget for the project process for determining the list of critical process variables and IOW
design document.
 Ensure (coordinate) identification of critical variables and development of IOWs.
Disciplines SMEs (Project Assigned Process Engineer)
 Define critical variables as well as upper and lower limits to minimize damage.
Disciplines SMEs (Project Assigned Corrosion Engineer)
 Assist Process Engineers in defining critical variables and limits.
Proponent
 Participate in the IOW development process.
 Review and approve the finalized IOW design document and list of critical process variables.
6.3.5 Build Integrity during Procurement and Construction Phase (Projects)
Project Manager
 Assign a Project Integrity Coordinator for the project.
 Plan, budget and avail resources for performing and executing asset integrity tasks.
 Verify AIMS tasks are completed per the schedule with the right quality.
 Ensure personnel with adequate Integrity Competency are included in the Commissioning Team.
 Ensure SCEs and IOW are included in the Commissioning Plan.
 Ensure QA/QC Plan is executed and followed.
Project Engineers
 Verify AIMS tasks are completed per the schedule.
 Overlook the SCE procurement packages development for SCEs. The package should contain: (1)
Material Specification; (2) Shipping requirements; and (3) proper storage instructions.
 Ensure an Operational Readiness Plan is developed with SCE plans (plan for Functional Testing of
SCEs, plan for performing SCEs Verification Tasks; plan for IOW verification).
 Ensure SCEs and IOW are included in the Commissioning Plan.
 Ensure QA/QC Plan is executed and followed.
Project Integrity Coordinator(s)
 Track all AIMS related activities to completion.
 Report incomplete activities to the Project Manager.
Proponent
 Participate and review asset integrity planned tasks and outcomes.
Project Inspection
 Verify proper storage measures for SCEs were taken per procurement documentation.
 Inspect all SCEs for damage from shipping.
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 Inspect SCEs for proper installation and damage.
 Execute QA/QC plan.
6.3.6 Verification of Integrity at Commissioning (Pre-commissioning, Commissioning, Startup)

 Track all AIMS related activities to completion and report incomplete activities to Project Manager.
SA PROJECT MANAGEMENT TEAM (Construction Agency)
 Develop with the proponent Commissioning Plans or Operational Readiness Plants (ORP).
 Prepare the Performance Acceptance Certificate (PAC) for each facility after the final Mechanical
Completion Certificate for the facility has been approved for subsequent approval by the Proponent
upon completion of the performance testing.
 Arrange for any vendor provided training requested by the Proponent per GI-2.710.
 Allow adding punch list items where an item would create a hazardous condition to personnel or
equipment is identified after the MCC is approved.
 Establish a system of partial MCCs of equipment and facilities such as fire and safety systems to
allow having adequate safety protection for the subsequent activities to be completed safely.
 Develop the Reliability Availability & Maintainability (RAM) Study report per SAES-A-030 with
updates from the Commissioning phase and act on deviations affecting SCEs.
PROPONENT DEPARTMENT HEAD
 Develop and execute facility start-up and performance test plans and procedures.
 Establish the Acceptance Committee and appoint its Chairman no later than “60% stage” of actual
construction completion as per GI-2.710.
 Review facility Safety Critical Elements performance, relative to operating conditions, in accordance
with the approved Project Scope after conducting the necessary performance tests in the presence
of qualified contractor personnel, vendor representatives (if required), and the Construction Agency.
 Prepare a list of SCE performance-related items requiring corrective actions if the facility is not up to
performance specifications and assign responsibility for completion in MPCS.
 Notify the Construction Agency’s management of the details of performance or equipment warranty
issues that may arise after approval of the Performance Acceptance Certificate.
 Avail and fund the cost of materials and consumables for commissioning and start-up per the
requirements of GI-2.710.
 After approval of the Final MCC, approve completed Exception Items or make arrangement for the
originator to be available for verification and approval.
 Assume responsibility and acceptance of custody for the facility after the MCC approval. After this
turnover, routine facility maintenance is the proponent’s responsibility and any remaining work to
clear “No” Exception Items by the Construction Agency can only be accomplished upon issuance of
Work Permits by the Proponent.
 Review and approves data resulting from the Commissioning and ensure adding to SAP or other
appropriate systems.
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 Approve the commissioning and start-up procedures and approves the Performance Acceptance
Certificate.
 Assign a Senior Operations Representative/(s) per SAEP-121 to prepare and implement the
Operational Readiness Plan as applicable per SAEP-121. The ORP includes but is not limited to, the
development of:
o Operations and maintenance organizations.
o Hiring and development plan for required resources.
o Operations and Maintenance strategies.
o Health, Safety & Environment (HSE) Management.
o Commissioning and Startup Plan.
o Interface plan with EPC and other contractors and vendors.
PROPONENT ENGINEERING DIVISION HEAD

 Allocate required resources and competent workforce to support commissioning.
 Review Commissioning as part of the projects implementation plan or Operational Readiness Plan.
 Review Commissioning results and performance of SCEs vs design.
 Concur with the completion of the Commissioning activities prior to handover to normal operations.
PROPONENT OPERATION DIVISION HEADS
 Train employees on the newly installed assets or facility.
 Allocate required resources and competent workforce.
 Review commissioning and start-up procedures.
 Conduct Commissioning and Startup of the new facility with support for the SAPMT (construction
agency).
 Commission and start-up the project safely upon the approval of the MCC to start the performance
acceptance tests as per the approved commissioning procedure.
 Verify and update operating envelops/ alarms.
 Complete Performance Acceptance Certification per GI-2.710.
 Perform Project close-out and handover documentation.
 Approve/reject the performance exception items.
 Ensure all documentation associated with the commissioning are provided per GI-2.710.
PROPONENT PROJECT COORDINATION UNIT HEAD
 Concur with the MCC prior to commissioning.
 Initiate the project closure form for non- PMT projects.
 Develop assets maintenance plans.
 Archive the project handover documents and records per SAEP-122.
 Distribute copies of the project handover documents to the appropriate asset integrity stakeholders
for their use during the operation phase of the SCEs.
 Facilitate embedding TI commissioning requirements into the tender documents.
 Perform Project close-out and handover documentation to include:
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o As-Built drawings (hard and soft copies).
o OSI data, RBI reports and database, Project Manuals, Piping Specification, Equipment.
Datasheets, etc.
o Project records for archiving as per OE-9.3 “Data Archiving and Information Protection”.
o Project close out report as per SAEP-329.
o Technical integrity review report and turnover checklist.
PROPONENT MAINTENANCE DIVISION HEAD

 Allocate required resources and competent workforce to support commissioning.
 Review and approve assets maintenance plans required for commissioning.
 Verify technical information in SAP and ensure correct Asset Registry.
 Ensure spare parts cataloging and bill of material linkage per SAEP-31.
 Concur with the MCC prior to commissioning to ensure exception items related to SCEs are
appropriately closed.
 Collect and archive the procurement documentation as part of the project documents.
PROPONENT OPERATION FOREMEN
 Participate in the commissioning procedures review.
 Verify compliance with operating envelops/ alarms limits and reports them per SAEP-393.
 Apply the OIMs on the SCEs during commissioning.
 Concur with the commissioning and plant performance acceptance per GI-2.710.
PROPONENT INSPECTION UNIT HEAD
 Support Commissioning Team as applicable per standards and procedures.
 Highlight abnormal conditions vs design to plant operations especially vibrations, leaks, abnormal
temperature, etc
 Review SCE IOWs established limits in design and initiate review for exceedance as required.
 Verify Corrosion Management Program requirements per SABP-A-033, SAES-L-133 and SAEP-43 are
in place.
PROPONENT RELIABILITY UNIT HEAD
 Establish base line data for condition monitoring of SCEs.
 Review the RAM report for deviations resulting from the commissioning affecting SCEs per SAES-A-
030.
 Maintain the reliability records for the new SCE assets.
 Participate in the SCEs’ commissioning activities.
 Support the Commissioning Team as applicable per standards and procedures.
 Verify all required spares for SCEs during commissioning are available.
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PROPONENT ACCEPTANCE COMMITTEE
The Acceptance Committee members from the Construction Agency, Inspection Department, Loss
Prevention, and the Proponent will designate their representatives per GI-2.710. The Acceptance
Committee responsibilities include:
 Commission and safe start-up upon the approval of the MCC to start the performance
acceptance tests as per the approved commissioning procedure.
 Prepare and implement the Operational Readiness Plan as applicable per SAEP-121.
 Verify and update operating envelopes/alarms.
 Complete the Performance Acceptance Certification per GI-2.710.
6.3.7 Internal Assessment for Projects (Projects)
Project Manager
 Lead Internal Assessment (with participation of assigned project engineers, proponent, design office,
materials suppliers, and construction agency, as needed) for each project to verify the extent of
implementation of AIMS at: 1) the end of design phase, 2) the end of procurement/construction
phase, and 3) the end of the Commissioning.
 Track the progress of any recommendations generated as a result of the assessment performed at
the end of the design phase and end of the procurement/construction phase; ensure all
recommendations generated are closed before commissioning.
Project Engineers
 Assess the project in their areas of responsbilities to verify the extent of implementation of AIMS at:
1) the end of design phase, 2) the end of procurement/construction phase, and 3) the end of the
Commissioning.
 Implement Recommendations from ISR and update the status (as applicable).
 Coordinate compilation of the results into an Integrity Status Report. The report is signed by the
Assessment Team and Project Manager, and communicated to the project owner and proponent.
 Coordinate Internal Assessment (with participation of assigned project engineers, proponent, design
office, materials suppliers, and construction agency, as needed) for each project to verify the extent
of implementation of AIMS at: 1) the end of design phase; 2) the end of procurement/construction
phase, and 3) the end of commissioning.
recommendations generated are closed before Commissioning.
Project Team
 Provide documentation required for an Internal Assessment.
 Implement the recommendations from the ISR and update the status.
Proponent
 Review and approve the Integrity Status Report.
 Verify the completion of all Asset Integrity recommendations.
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6.3.8 External Assessment for Projects (Projects)
Project Manager
 Allocate the required resources for the External Assessment and post assessment activities.
 Co-Lead External Assessment (with participation of assigned project engineers, proponent, design
of implementation of AIMS at: (1) the end of design phase, (2) the end of procurement/construction
phase and (3) the end of the Commissioning.
the end of the design phase, and the end of procurement/construction phase; ensure all
AIMS Corporate Team/Project Manager

 Form assessment team that includes Project representatives, AIMS corporate members,
multidisciplinary SMEs, and support organizations (LPD, OE, etc.)
 Plan for External Assessment.
 Identify Roles and Responsibilities.
 Identify required resources.
 Identify checklists for each project phase (see Table 3.6, Table 3.7, and Table 3.8).
 Co-Lead External Assessment (with participation of assigned project engineers, proponent, design
of implementation of AIMS at: (1) the end of design phase, (2) the end of procurement/construction
phase and (3) the end of the Commissioning.
Project Engineers
 Provide feedback and required data to the Assessment Team.
 Implement recommendations from the ISR and update the status.
 Coordinate compilation of the results into an Integrity Status Report. The report is signed by the
Assessment Team and Project Manager, and communicated to the project owner and proponent.
 Coordinate an Internal Assessment (with participation of assigned project engineers, proponent,
design office, materials suppliers, and construction agency, as needed) for each project to verify the
extent of the implementation of AIMS at: 1) the end of design phase, 2) the end of
procurement/construction phase, and 3) the end of the Commissioning.
Project Team
 Provide documentation required for the External Assessment.
 Implement recommendations from the ISR and update the status.
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Proponent
 Review and approve the Integrity Status Report.
 Verify Completion of all Asset Integrity recommendations.
6.3.9 AIMS Continuous Improvement for Projects (Projects)
Project Management Organizations’ Department Heads

 Establish, implement, and maintain a process for AIMS Continuous Improvement for Projects.
 Ensure the participation of the Project Managers and proponent representatives of previous
projects and the SME’s during the continuous improvement activities.
 Review AIMS feedback (KPI’s, assessment and benchmarking results) and address gaps.
 Coordinate all continuous improvement activities.
 Implement the Improvement Plan.
 Incorporate AIMS improvement in the current and future executed projects.
Project Managers of Previous Projects

 Provide feedback and lessons learned during the project phases.
 Apply improvement actions and recommendations in the projects.
Proponents (of recently completed Projects)
 Provide feedback and lessons learned covering the first year of operation.
SMEs / Project Engineers (invited from recently completed Projects)
 Analyze data and feedback and generate the proper continuous improvement recommendations.
6.3.10 Risk Identification and Mitigation (Operations)
Plant Manager
 Ensure the business process for hazards/risk identification and mitigation are performed as per the
schedule with the right quality.
 Review and approve the final reports of the PHA Study.
Division Heads
 Oversee the business process for hazards/risk identification and mitigation and the schedule.
 Assign competent and trained staff to perform the Risk Assessment.
 Assign appropriate resources and SMEs and ensure actions are completed.
 Monitor and control the quality and implementation of Risk Management in the plants.
 Review and approve the final reports of the PHA Study.
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Risk Champion
 Implement the necessary tools and techniques to conduct the Risk Assessment.
 Review risk information and risk reports for key themes and concerns and escalate risks as
appropriate.
 Advise Plant Management on the level of risk and the effectiveness of risk management.
 Escalate major risk or un-treated risks.
Plant Organizations Representatives / Disciplines SMEs (Engineering / Maintenance /
Inspections / Operations)
 Identify/assess risks and evaluate existing relevant controls (if any)
 Participate in developing appropriate treatment plans
 Coordinate analysis of hazard and risk data to feed the AIM system.
6.3.11 Barrier and Safety Critical Element (SCE) Identification and Updating (Operations)
Plant Manager
 Ensure SCEs are periodically updated as scheduled.
 Review and approve the list of SCEs.
Division Heads
 Assign competent and trained staff for Barrier/SCE Identification
Integrity Coordinator
 Coordinate the identification of SCE and the selection of barriers based on the asset/plant function.
 Identify/update SCEs pertaining to their area of responsibilities.
 Review the finalized SCE list.
6.3.12 Integrity Performance Standards (IPS) Development/Updating (Operations)
Division Heads
 Ensure Integrity Performance Standards are periodically updated as scheduled.
 Assign competent and trained staff for IPS Development and update.
 Approve the finalized IPSs for the plant.
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 Coordinate the development (customization) and periodic update of the Integrity Performance
Standards.
 Document and store the IPSs electronically and using hardcopies, with sufficient access to concerned
staff within the plant.
 Develop/update the IPS pertaining to their area of responsibilities.
 Review the finalized IPSs.
6.3.13 Critical Variables Identification and IOW Development/Updating (Operations)
Refer also to SAEP-393 for roles and responsibilities
Plant Manager
 Review the weekly summary for the IOWs’ variables exceeding the limits.
Division Heads
 Review the weekly summary for the IOWs’ variables exceeding the limits.
 Provide the required resources for the proper identification of critical variables and development of
Integrity Operating Windows.

 Review the weekly summary for IOW and report exceedances to management.
 Ensure (coordinate) identification of critical variables and development of IOWs.
 Ensure the IOWs are monitored and any exceedances are properly addressed.
Process Engineer
 Compile the weekly IOW report pertaining to their area of responsibilities.
 Define critical variables as well as upper and lower limits to minimize damage, or maintain the
process within a safe range.
Corrosion Engineer
 Assist Process Engineers in defining critical variables and limits.
 Monitor and analyze the IOW exceedances and advise as required.
Plant Operator
 Monitor the IOW and timely report exceedances to Integrity Specialists for evaluation and advice.
 Implement the required measures to return the IOW variables to their limits.
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6.3.14 Integrating AIMS Activities with Asset Management Plans (Operations)
Plant Manager
 Ensure that all IPS Verification Tasks are incorporated in the Maintenance Plan, Inspection Plans and
OIMs.
 Approve the schedule of IPS activities as part of the Maintenance and Inspection Plans.
Division Heads
 Ensure that the IPS Verification Tasks related to Maintenance are incorporated in the Maintenance
Plan (SAP PM).
 Ensure that the IPS Verification Tasks related to Inspection are incorporated in the Inspection Plans.
 Ensure that the IPS Verification Tasks are incorporated in the applicable OIMs.
 Review and approve the schedule of IPS activities.
 Assign competent resources.
Plant Organizations (Maintenance / Inspection / Engineering / Operations)
 Plan Integrity related PM activities (from the Integrity Performance Standards) as per the company
approved procedure and schedule.
 Plan Inspection Integrity related Inspection activities (from the Integrity Performance Standards) per
the company approved procedure and per schedule.
 Verify that all other Verification Tasks from the Integrity Performance Standards are being
conducted as well as the results are being documented.
 Compile a list for completed vs overdue activities and recommendations.
6.3.15 Execute IPS Verification Tasks (Operations)

 Verify that IPS tasks are incorporated in the relevant SAP modules and schedule/plan.
 Verify with Maintenance that the Integrity related PM activities are being conducted as per the
company approved procedure and per schedule, as well as the results are being documented.
 Verify with Inspection that the Integrity related Inspection activities are being conducted as per the
company approved procedure and per schedule, as well as the results are being documented.
 Verify that corrective actions or recommendations are being closed in a timely manner for all failed
Verification Tasks.
Plant Organizations (Maintenance / Inspection / Operations / Engineering)

 Conduct Verification Task activities as per the company approved procedure/schedule and
document results.
 Escalate critical integrity deviation with major/immediate impact or consequences.
 Implement all corrective/preventive actions and recommendations.
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 Resolve assigned corrective actions/preventive and recommendations for all failed Verification Tasks
in a timely manner. Redo failed Verification Tasks after corrective actions if necessary.
 Document results of Verification Task activities, failed Verification Tasks, required corrective actions,
recommendations, and/or any necessary Integrity Response (Preventive or Mitigative). Compile a list
for completed vs overdue activities and recommendations.
 Update integrity status after corrective actions or recommendations are implemented.
 Communicate results, corrective/preventive actions, and integrity response to the proper
organizations/individuals.
6.3.16 Maintain Process within Safe Limits (Monitor IOW)
PLANT INTEGRITY COORDINATOR

 Verify that the IOW server and logs are working and is accessible by the concerned individuals.
 Verify that corrective actions are being taken in a timely manner for all exceedances.
 Verify that the IOW reports are being generated on a weekly basis.
 Verify that all recurring exceedances are resolved in a timely manner.
IOW OWNER (Process Engineer, Control Engineer, etc.)
 Monitor all IOWs pertaining to their areas of responsibilities.
 Apply corrective actions in a timely manner in case of IOW limit exceedance.
 Generate a weekly IOW report that includes exceedances.
 Resolve recurring exceedances in a timely manner.
6.3.17 Internal Assessment for Operations (Operations)
Plant Manager
 Conduct at least one annual review meeting for all plant units that includes SCE status, KPIs, IOWs
and a summary of Integrity Status Report.
 Expedite the closure of any outstanding recommendations.
 Review and approve final report.

 Coordinate Internal Assessment and verify the extent of implementation of AIMS for:
 AIMS Execution within each Plant/Unit
 AIMS Enablers
 AIMS Continuous Improvement within each Plant/Unit
 AIMS Governance
 Coordinate compilation of the results into an Integrity Status Report.
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 Once all recommendations pertaining to Internal Assessment are closed, communicate the closure
status to Plant Management.
Plant Organizations (Operations, Engineering, Maintenance, Inspection)
 Perform assessment that include:
 AIMS Execution within each Plant/Unit
 AIMS Enablers
 AIMS Continuous Improvement within each Plant/Unit
 AIMS Governance
 Review random IOW weekly reports for exceedances; review KPIs.
 Identify areas of strength and areas of improvement; analyze, evaluate and score.
 Develop the final assessment report.
 Implement any recommendation arising from the assessment.
6.3.18 External Assessment for Operations (Operations)
Plant Manager
 Assign the necessary resources for the External Assessment.
 Review External Assessment Integrity Status Report.
 Expedite the closure of any outstanding recommendations.
 Review and Endorse the improvement implementation plan.

 Participate as the single point of contact for the AIMS Corporate Team as far as the External
Assessment.
 Form the plant Assessment team.
 Conduct joint reviews with the AIMS Corporate Team and provide the relevant data pertaining to
plant processes such as:
 AIMS Preparation
 Integrating AIMS Activities with Asset Management Plans
 AIMS Execution
 AIMS Enablers
 AIMS Governance
 Provide internal Integrity Status Reports.
 Coordinate data collection for the External Assessment.
 Once all recommendations are closed, communicate closure status to Plant Management and CSD.
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AIMS CORPORATE TEAM
 Coordinate and plan with the plant the External Assessment tasks and responsibilities.
 Review, assess, score and verify documents used for:
a. AIMS Development.
b. AIMS Execution.
c. AIMS Continuous Improvement.
d. AIMS Enablers.
e. AIMS Governance.
 Compile results into an Integrity Status Report.
 Identify gaps and propose recommendations to close gaps.
AIMS External Assessment Team (Plant’s Representatives in the Team)
 Participate and Perform AIMS Assessment jointly with AIMS Corporate Team.
 Identify gaps and propose recommendations to close gaps.
 Review final Assessment Report.
Plant Organizations (Maintenance/ Inspection / Engineering / Operations)
 Implement assigned recommendations pertaining to their responsibilities.
6.3.19 AIMS Continuous Improvement for Operations (Operations)
Plant Manager
 Create AIMS process to continually improve AIMS, as per AIMS Process AIMS-O-C-1.
 Verify intended improvement is achieved.
Division heads
 Assign AIMS evaluation responsibilities and track improvement action plans implementation.
 Verify intended improvement is achieved.
 Coordinate and conduct AIMS continuous improvement meeting.
 Document improvement action plan and update management on the status of implementation.
 Verify and report implementation of improvement actions and consistently follow up on
recommendations.
Plant Organizations (Maintenance / Inspection / Operations / Engineering)
 Participate and Contribute to the AIMS continuous improvement Process.
 Evaluate the need for changes to the AIMS processes and procedures.
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 Review KPIs trends, Internal and External Assessment results, and operations feedback.
 Assess the benchmarking results internally and externally.
 Develop the required improvement action plans with priority, resources, responsibility and
timeframe.
 Implement assigned improvement actions.
6.4 Governance for Support Organizations - Roles and Responsibilities

6.4.1 Inspection Department
During Projects and Procurement:

 Perform required QA/QC activities required during Design, Procurements and Construction to
Handover and MCC per GI.2.710
 Perform assessment to verify effectiveness of the quality systems during procurement and
construction and report and track corrective action per established processes.
 Perform required checks on equipment and report substandard or deficient material per established
processes to correct the deficiency.
 Report quality on procurement and construction related to Asset Integrity.
 Allocate the required and competent/certified resources to ensure performing the required QA/QC
activities including external services on Safety Critical Elements.
 Ensure certification/qualification of personnel performing QA/QC activities from both company and
external contractors.
 Ensure complete documentation required per SAEP-122 including SCEs are provided; exceptions
are marked as “YES” Items (i.e. required prior to start up).
 Investigate the equipment deficiencies to ensure corrective action for the root cause.
 Use the construction and procurement checklists and SA-175 forms and highlight deviations to
ensure compliance.
 Implement roles in projects as per GI-400.
 Monitor quality using the Project Quality Index (PQI) and investigate/follow up on deviations.
 Escalate non–conformance / deviations to ensure timely implementations.
During Operations
 Perform assessment on the Inspection unit per SAEP-308 and follow up on recommendations.
 Support implementation of the Risk Based Inspection in line with SAEP-343 and flag high risk items.
 Ensure documentation and recording of tests and the inspection of integrity related Verification
Tasks per 00-SAIP-78
 Monitor quality using the PIPI index and investigate/follow up on deviations.
 Escalate delinquent recommendations/deviations to ensure timely implementations.
 Ensure certification/qualification of personnel performing QA/QC activities from both company or
hired contractors.
 Supports the integrated project management teams as detailed in the Integrated Project Team (IPT)
Manual.
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 Develop/modify new standards or procedures as needed by CSD/AR&IMD to support AIMS
governance.
6.4.2 Loss Prevention Department:
 Support the AIMS implementation in plants and projects.

 Support proponents in developing and maintaining the customized Integrity Performance Standards
and verification checklists for fire and safety equipment in collaboration with FrPD.
 Support proponents in incorporating Asset Integrity checks on fire and safety equipment in the
facilities quarterly safety inspections.
 Provide consultations to proponents related to fire and safety equipment standards and integrity
verification.
 Work jointly with CSD/AR&IMD to assess the overall AIMS in support of Operational Excellence.
 Develop and manage an EH&S database for incidents (internal and external) to provide company-
appointed Risk Management practitioners with information and lessons learned to avoid repeated
incidents.
6.4.3 Environmental Protection Department:
 Assess the facilities’ Environmental Protection System for compliance.

 Report status of the environmental impact per SAEP-32 and establish a system to indicate deviations
resulting from failures in asset integrity.
 Escalate delinquent recommendations/deviations to ensure timely implementations.
 Work with CSD to develop/modify new standards or procedures as needed by CSD/AR&IMD to
support AIMS governance.
6.4.4 Corporate Maintenance Services/ Maintenance Council
 Ensure any Verification Tasks pertaining to SCEs are not modified in SAP as part of any optimizations
without the approval of CSD/AR&IMD.
 Support customizing maintenance data management system (SAP/PM) as required by CSD/AR&IMD
to accommodate the AIMS classification and allow reporting maintenance data to measure AIMS
performance.
6.4.5 Operational Excellence Department
 Coordinate with ES/CSD/AR&IMD while planning for assessment of facilities’ OE programs.

 Support implementation of AIMS company-wide.
6.4.6 PEDD
 Identify/update the Asset Integrity competencies in accordance with the guidelines of Saudi Aramco
C-MAP and MySkills systems.
 Incorporate and update Asset Integrity competencies in applicable C-Maps.
 Develop and deliver the required in-company courses related to Asset Integrity Management
covering Operations and Projects.
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6.4.7 Engineering Knowledge and Resources Division
 Properly control data and drawings required for the SCE.

 Acquire the necessary tools and technology to facilitate efficient retrieval and utilization of stored
data and drawings for SCE.
 Timely update SCE drawings to support proper MoC process.
 Ensure provision in I-Plant, SAP or other document management system to categorize documents
for SCEs.
6.4.8 Standards Committees:
 As applicable, incorporate AIMS requirements to instill AIMS assurance and integrity system
requirements into the applicable standards and procedures.
 Initiate a corporate alert for Integrity related major issues requiring immediate actions from Saudi
Aramco organizations or operations.
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7 References
1. Saudi Aramco Safety Management System (SMS).
2. Saudi Aramco Operational Excellence Implementation Manual.
3. Saudi Aramco Engineering Standards, Procedures, SAMSS, and Reports.
4. Energy Institute, “Guidelines for the Management of Safety Critical Elements”.
5. ISO55000, “Asset Management — Overview, Principles and Terminology”, First Edition, 2014.
6. ISO55001, “Asset Management — Management Systems — Requirements”, First Edition, 2014.
7. ISO55002, “Asset Management — Guidelines for the Application of ISO 55001”, First Edition, 2014.
8. ASME B31.8S “Managing System Integrity of Gas Pipelines”.
9. API - 584 “Integrity Operating Windows”.
10. SAEP-393 “Integrity Operating Windows”.
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8 Definitions and Acronyms
Definitions:
Term Definition
Asset Integrity “Asset Integrity” is the ability of an asset to perform its intended function as per
the design intent while safeguarding life, the environment and property.
Asset Integrity “Asset Integrity Management System” is the system of people, work processes,
Management practices and tools to maintain and assure Asset Integrity.
System
Safety Critical SCEs are the assets whose failure will cause or contribute to major incidents, or
Elements will prevent the escalation of incidents.
Integrity An Integrity Performance Standard is a qualitative and quantitative statement of

Performance the performance required of a system or item of equipment in order for it to
Standard satisfactory fulfill its function.
Major Incidents Major Incidents are fire, explosion, or release of a dangerous substance that will
cause death or major injury, major damage to structure or plant or loss of stability.
Acronyms:
AI Asset Integrity
AIF Asset Integrity Framework
AIM Asset Integrity Management
AIMS Asset Integrity Management System
AR&IMD Asset Reliability & Integrity Management Division
CMP Corrosion Management Program
CSD Consulting Services Department
DBSP Design Basis Scoping Paper
EH&S Enviroment, health and Safety
EI Equipment Integrity
ERM Enterprise Risk Management
ES Engineering Services
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FMEA Failure Mode and Effect Analysis
HAZID Hazards Identification
HAZOP Hazard and Operability Study
HIPS High Integrity Protection System
NOL Normal Operating Limit
IOW Integrity Operating Windows
IPS Integrity Performance Standard
ISR Integrity Status Reports
KPI Key Performance Indicators
MAR Major Accident Risk
MoC Management of Change
MWI Maintenance Work Instructions
OE Operational Excellence
OIM Operation Instruction Manual
PHA Process Hazard Analysis
PIAF Plant Integrity Assurance Framework
PS Process Safety
P&ID Piping and Instrumentation Diagrams
PFD Process Flow Diagrams
PM Preventive Maintenance
PTW Permit to Work
QA/QC Quality Assurance/Quality Control
RBI Risk Based Inspection
RCA Root Cause Analysis
RCFA Root-Cause Failure Analysis
RCM Reliability Centered Maintenance
RFI Risk Focused Inspection
RM Risk Management
SAEP Saudi Aramco Engineering Procedure
SAER Saudi Aramco Engineering Report
SAES Saudi Aramco Engineering Standard
SAIF Saudi Aramco Inspection Framework
SAFOP System Safety & Operability
SCE Safety Critical Elements
SIL Safety Integrity Level
SIS Safety Instrumented System
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SMS Safety Management System
SOL Safe Operating Limit
SSIV Sub-Sea Isolation Valves
TPRM Total Plant Reliability Management
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9 Appendix A: List of Integrity Performance Standards
The following are a list of Integrity Performances Standards; more IPSs may be added in the future. These
Integrity Performances Standards are developed and available on the AIMS website
(https://sharek.aramco.com.sa/orgs/30003036/SitePages/AIMS.aspx). For any additional information please
contact AR&IMD/CSD.
Barrier Safety Critical Elements (Structural Integrity)
SI SI001 Sub-sea Structures
SI SI002 Topside Surface Structures
SI SI007 Structure for Multiple Piping (pipe rack)
Safety Critical Elements (Process Containment)
PC PC001 Pressure Vessels
PC PC002 Heat Exchangers
PC PC002a Shell and Tube Heat Exchanger
PC PC002b Fin Fan Heat Exchanger
PC PC003 Rotating Equipment
PC PC003a Pumps
PC PC004 Tanks
PC PC005 Piping Systems
PC PC006 Pipelines
PC PC007 Relief System
PC PC008 Well Containment
PC PC009 Gas Tight Floor
PC PC013 Oil-in-Water Control
PC PC014 Mechanical Handling Equipment
PC PC015 Gas Fire Heaters
Safety Critical Elements (Ignition Control)
IC IC001 Hazardous Area Ventilation
IC IC002 Non-hazardous Area Ventilation
IC IC003 Certified Electrical Equipment
IC IC004 Earth Bonding
IC IC005 Fuel Gas Purge System
IC IC006 Chemical Tanks Inert Gas Blanket System
IC IC007 Miscellaneous Ignition Control Components
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Barrier Safety Critical Elements (Detection System)
DS DS001 Fire and Gas Detection
DS DS002 Dew Point Measurement
DS DS003 PROCESS ANALYZER
DS DS004 Combustible and Toxic Gas Detection
Safety Critical Elements (Protection System)
PS PS001 Deluge Systems
PS PS002 Fire and Explosion Protection
PS PS003 Helideck Foam
PS PS004 Firewater Pumps
PS PS005 Firewater Ring Main
PS PS006 Passive Fire Protection
PS PS007 Gaseous Fire Protection Systems
PS PS008 Fire Water Spray (FWS) Systems
PS PS009 Sprinklers Systems
PS PS010 Power Management Systems
PS PS011 Fixed Foam Systems
PS PS012 Sand Filters
PS PS013 Chemical Injection Systems
PS PS016 Meteorological Data Gathering Systems
PS PS018 Oily Water Drainage System
Safety Critical Elements (Shutdown System)
SD SD001 Emergency Shutdown Systems(ESD)
SD SD002 De-Pressurization System
SD SD003 High Integrity Protection System
SD SD004 Well Isolation
SD SD005 Pipeline Isolation Valves
SD SD006 Process Emergency Shutdown Valves (ESDVs)
SD SD007 Sub-Sea Isolation Valves (SSIVs)
SD SD009 Utility Air Systems
SD SD010 Emergency Shutdown Valve (ESDV)
Safety Critical Elements (Emergency Response)
ER ER001 Temporary Refuge-Primary Muster Areas
ER ER002 Escape and Evacuation Routes
ER ER003 Emergency Escape Lighting
ER ER004 Communication Systems
ER ER005 Uninterrupted Power Supply (UPS)
ER ER007 Emergency Power
ER ER008 Manual Fire Fighting Equipment
ER ER008b Fire Extinguishers
ER ER008c FIRE Hose reels
ER ER009 Process Control and Alarms
ER ER009a Integrity Operating Windows Control
ER ER010 Open Hazardous Drain Systems
ER ER011 Open Non-hazardous Drains System
ER ER012 Wind direction
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Barrier Safety Critical Elements (Emergency Response)
ER ER012a Wind socks
Safety Critical Elements (Life Saving)
LS LS001 Personal Survival Equipment (PSE)
LS LS001a Safety Showers
LS LS002 Rescue Facilities
LS LS004 Tertiary Means of Escape
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10 Appendix B: Integrity Status Report Outline
The Integrity Status Report (ISR) is a document that provides an overview of the status of all the AIMS
components. It is compiled using the data gathered during the Internal and/or External Assessment process.
Below is the suggested template for the Integrity Status Report (ISR).
PROJECTS INTEGRITY STATUS REPORT TEMPLATE
Section 1: Introduction
 Provide overview of the Capital project that was assessed. Provide the date of the PHA.
Section 2: Status of SCE and Documentation
Subsection 2.1: Design Phase
 Provide complete list of SCE.
 Provide checklist of outcomes (Table 3.6) for the Design Phase Integrity requirements.
Subsection 2.2: “Procure and Construct” Phase
 Provide checklist of outcomes (Table 3.7) for the “Procure and Construct” Phase requirements.
Subsection 2.3: “Commissioning” Phase
 Provide checklist of outcomes (Table 3.8) for the Commissioning Phase Integrity requirements.
Section 3: Status of Enablers
 Summary of the status of implementation for each of the Enablers across each phase of the
project.
Section 4: Status of Governance
 Provide a summary relating to the issues or shortcomings regarding distribution of Governance

roles and responsibilities across each phase of the project.
Section 5: Areas of Strength / Areas of Improvement / Recommendations
 Provide the areas of strength.
 Provide a summary and /or table showing areas of improvement & recommendations (using
80/20 rule) with timelines.
Section 6: Conclusion and Score
 Provide the AIMS Assessment Score.
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OPERATIONS INTEGRITY STATUS REPORT TEMPLATE
Section 1: Introduction
 Provide process overview of the facility/unit that was assessed.
 Provide the name and date of the most recent PHA or PHA revalidation.
 Provide history of previous incident at the facility / Unit.
Section 2: System Level Assessment
 AIMS System Level Assessment Scoring.
 Areas of Strength / Areas of Improvement / Recommendations.
Section 3: Asset Level Assessment
 Summary table of SCE Integrity Status (“Demonstrated” and “Not Demonstrated”). See Table 5.6
and Table 5.7.
 Areas of Strength / Areas of Improvement / Recommendations.
Section 4: Appendix A – IPS Evaluation Results
 Integrity Performance Standard’s evaluation results for SCEs.
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11 Appendix C: List of Documentation for Assessment
The following section provides lists of suggested Documentation per discipline that can be used during Internal
Assessment and External Assessment.
Process Containment Equipment

 Process flow diagram.
 P&IDs.
 Material Safety Data Sheet (MSDS).
 Equipment drawings & Safety Instruction Sheet (SIS).
 Line designation table.
 Equipment Inspection Schedule (EIS).
 SAP to review external inspection master plan/ Task List.
 Equipment External inspection Reports /Equipment file.
 CUI inspection reports.
 SAP to review the CUI inspection plan/Task List.
 Equipment Inspection Schedule (EIS) looking for Equipment T&I inspection requirement and
frequency.
 SAP to review T&I inspection master plan/ Task List.
 Equipment post T&I inspection Reports /Equipment file.
 CMP report as per SABP-A-033.
 Risk Based Inspection Report SAEP-343.
 Equipment assessment/study report and Failure Analysis Reports.
 Integrity Operating Window report and dashboard.
 Inspection Training Records and certification (Job Tracking System).
 Equipment OSI drawing and thickness measurement report.
 OSI Piping List.
 OSI SAP/SAIF inspection report and results (OSI 3 in 1 report).
 OSI quarterly report.
 Dead Legs inspection records.
 Small Bore Piping inspection report..
 Equipment File.
 MOC System.
 Recommendations Tracking System.
 Inspection Work Sheet / SAP Defect Notification.
 Relief valve list.
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 Piping System master List.
 Piping isometrics & Safety Instruction Sheet (SIS).
 Line designation table.
 Integrity Performance Standard.
 Inspection Department Assessment Report per SAEP-308.
 Internal assessment Report by facility.
 Cathodic Inspection Program operation log.
 Equipment Inspection Schedules.
 Failure investigations, e.g. RCA/RCFA.
 KPIs, Dashboards, and Operational Matrixes.
 Audits over the last 2 years on Safety Critical Equipment and any non-compliance;
 A copy of the most recent HSE-MS audit report;
 Inspection reports and maintenance records;
 Integrity Operating Windows or Operation Log;
 MoC request for last 5 years
 Repairs to process containments
 RBI reports;
 RV quality manual and related personnel certificates and checklists
 Operations checklists and logs
 Structures
o Identified Structure
o Inspection records
o Maintenance Records
o Inspection Plan
o MoC related requests
o Incident and near miss log
Instrumentation & Control System - General

 Instrument installation schedule sheets.
 All ESD tags from the central PCST.
 All the PM lists for ESD system.
 Gas & H2S Detection.
 Alarm Philosophy document.
 Weekly Critical Alarm reports.
 Maintenance Records.
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 Calibration Log.
 Maintenance strategy.
 Incident and near miss log.
 Emergency Shutdown System including initiator and final elements:
o SAP list of equipment.
o Instrument installation schedule sheets.
o Cause and effect document.
o SIL study documentations (If applicable).
o All ESD tags.
o PM lists for ESD system.
Instrumentation & Control System - Gas & H2S Detection

 All the list of the H2S and LEL detector that exist in the area for the central PCST.
 All the instrumentation installation schedule.
 SAP PM history and frequency.
 PM documentation to know the verification test.
 List of all SCE in one Excel sheet.
Instrumentation & Control System - Fuel Gas Purge System

 List of instrumentation.
 All the instrumentation installation schedule.
 SAP PM history and frequency.
 PM documentation.
Instrumentation & Control System - Alarm Management System

 Alarm Philosophy document.
 Weekly Critical Alarm reports.
Rotating Equipment:
 Installation, operation, and maintenance manual (instructions).
 Specification sheet (data sheet).
 Cross sectional Drawings (if not included in the maintenance manual) outline drawing (dimensional),
etc.
 Bill of material complete part list.
 RPL (required part list) - minimum to be stocked by stores or local vendor.
 Performance curves (if applicable).
 Design change data.
 Computer input forms if available.
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 Equipment PM Task and plan.
 Vibration route and historical notifications. (applicable for equipment without continuous condition
monitoring)
 OEM operation & maintenance manual.
 Operation reading sheet.
 Certified dimensional outline drawing.
 Mechanical seal assembly.
o If Dry Gas Seal include gas schematic, control alarm and trip setting.
o If wet seal include component drawing and data like overhead tank.
 Lube oil assembly/arrangement/component drawing, list of connecting and components data
sheets.
 An alignment diagram including recommended limits.
Electrical System:
 Integrity Performance Standard.
 Routine history of work carried out in past 60 months.
 Maintenance strategy.
 Maintenance routines.
 Hazardous area drawings.
 Electrical safe work procedures (e.g. Electrical Safety Rules, and Electrical Safety Operational
Procedures).
 Failure investigations, e.g. RCA/RCFA.
 KPIs, Dashboards, and Operational Matrixes.
 Audits over the last 2 years on Safety Critical Equipment and any non-compliance.
 Inspection reports and maintenance records.
 Inspection Programs Assessment Reports.
 Operation logs.
 MoC Documents.
 Cause & Effect, Process Flow Diagrams, and P&IDs.
 Ignition Control equipment (Ex equipment, grounding etc).
 SAP listing of electrical equipment.
 Electrical Classification Drawings.
 UPS drawings.
 Single Line diagrams.
 PM lists.
 Load Flow studies.
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 Inspection and Test certificates (from Inspection and POD).
Fire and Safety System:

 Plant Layout, fire protection and drainage systems drawings.
 Emergency Response Plan.
 Operations checklist.
 FrPD checklists.
 Equipment lists.
 Related MoCs.
 List of equipment.
 Maintenance Records.
 Calibration Log.
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12 Figures
Figure 1.1: AIMS Vision, Mission, Goals, and Value Proposition ............................................................ 5
Figure 2.1: AIMS Framework for Projects ............................................................................................. 10
Figure 2.2: AIMS Framework for Operations ........................................................................................ 11
Figure 2.3: Flow of activities for implementing AIMS Processes and the associated deliverables ........ 12
Figure 2.4: Hardware Barriers and SCEs ............................................................................................. 13
Figure 2.5: Integrity Operating Window for a Critical Variable............................................................... 15
Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects” ................................................... 18
Figure 3.2: Risk Identification and Mitigation Process (OE Process # 11.1).......................................... 19
Figure 3.3: Hierarchy and Effectiveness of Mitigation Measures (Hazard Control) ............................... 21
Figure 3.4: SCE Barrier Concept .......................................................................................................... 21
Figure 3.5: Process # AIMS-P-D-2 "Barrier and SCE Identification" ..................................................... 22
Figure 3.6: Criteria for determining SCE from risk studies .................................................................... 24
Figure 3.7: Process # AIMS-P-D-3 "IPS Development" ........................................................................ 25
Figure 3.8: Template of an Integrity Performance Standard and Its IPS Verification Results ................ 27
Figure 3.9: Example of an IPS for ESD System with IPS Verification Results ...................................... 28
Figure 3.10: Process # AIMS-P-D-4 "Critical Variables Identification and IOW Development" .............. 29
Figure 3.11: Process # OE – 4.1 "Design, Procurement, and Construction" ......................................... 31
Figure 3.12: Process # AIMS-P-A-1 "Internal Assessment for Projects" ............................................... 35
Figure 3.13: Process # AIMS-P-A-2 "External Assessment for Projects" .............................................. 39
Figure 3.14: Process # AIMS-P-C-1 "Continuous Improvement for Projects" ....................................... 41
Figure 4.1: Process # AIMS-O-D-1 "Development Process in Operations" ........................................... 44
Figure 4.2: Process # AIMS-O-E-1 "Execution process in Operations" ................................................. 47
Figure 4.3: Process # AIMS-O-A-1 "Internal Assessment" ................................................................... 54
Figure 4.4: Process # AIMS-O-A-2 "External Assessment" .................................................................. 57
Figure 4.5: Process # AIMS-O-C-1 "Continuous Improvement” ............................................................ 60
Figure 5.1: Example of Summary Dashboard for AIMS Showing Barriers/SCEs Status ....................... 70
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13 Tables
Table 2.1: Examples of SCEs............................................................................................................... 14
Table 3.1: Required Activities during Project Design Phase ................................................................. 17
Table 3.2: Examples of PHA Studies per Equipment type .................................................................... 24
Table 3.3: Criteria for determining SCE from risk studies (SIL)............................................................. 24
Table 3.4: AIMS Requirements during Procurement and Construction Phase ...................................... 32
Table 3.5: AIMS Requirements during Commissioning Phase.............................................................. 34
Table 3.6: AIMS Summary checklist for Project Internal/External Integrity Assessment (Design) ......... 37
Table 3.7: AIMS Summary checklist for Project Internal/External Integrity Assessment (P&C) ............. 37
Table 3.8: AIMS Summary checklist for Project Internal/External Assessment (Commissioning) ......... 38
Table 5.1: AIMS Common KPIs - Number of Integrity .......................................................................... 67
Table 5.2: AIMS Common KPIs - Number Of Fatalities or major injuries .............................................. 68
Table 5.3: AIMS Common KPIs - Property Loss/Damage or Financial Loss ......................................... 68
Table 5.4: AIMS Common KPIs - Integrity Barriers Strength ................................................................ 68
Table 5.5: AIMS Common KPIs - Assets IOW Compliance .................................................................. 68
Table 5.6: Example of a Dashboard for AIMS KPIs Showing Barrier Strength ...................................... 69
Table 5.7: Example of a Dashboard for AIMS KPIs Showing Barriers/SCEs Status ............................. 69
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2 Part II: AIMS Framework................................................................................................... 10

3 Part III: AIMS Implementation in Projects.......................................................................... 16

4 Part IV: AIMS Implementation in Operations ..................................................................... 44

5 Part V: AIMS Enablers ....................................................................................................... 63

6 Part VI: AIMS Governance................................................................................................. 76

8 Definitions and Acronyms ................................................................................................. 99

9 Appendix A: List of Integrity Performance Standards ........................................................102

10 Appendix B: Integrity Status Report Outline .....................................................................105

11 Appendix C: List of Documentation for Assessment ..........................................................107

1.2 AIMS’s Vision, Mission and Goals

Figure 1.1: AIMS Vision, Mission, Goals, and Value Proposition

1.4 Business Drivers and Objectives

1.5 AIMS Mandates

1.5.1 AIMS Mandates for Projects

1.5.3 AIMS Mandates for Consulting Services Department (CSD)

Figure 2.1: AIMS Framework for Projects

Figure 2.2: AIMS Framework for Operations

Figure 2.4: Hardware Barriers and SCEs

Emergency Shutdown system (ESD), Depressurization Systems, High Integrity Pressure

Siren System, Refuge/Muster Areas, Escape/Evacuation Routes, Emergency Escape

Table 2.1: Examples of SCEs

Figure 2.5: Integrity Operating Window for a Critical Variable

3.1 AIMS Development in Projects

8 Project Construction Plan is developed. Risk Assessment and Management - A

12 Competency of construction team for SCEs is verified.

Table 3.1: Required Activities during Project Design Phase

ASSET INTEGRITY MANAGEMENT SYSTEM

Process Steps Details

Figure 3.1: Process # AIMS-P-D-1 “AIMS Development for Projects”

OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM

Process Steps Details

3.1.1.2 PROCESS STEPS

Figure 3.4: SCE Barrier Concept

For detailed Roles and Responsibilities see Section 6.3.1

ASSET INTEGRITY MANAGEMENT SYSTEM

Process Steps Summary

Figure 3.5: Process # AIMS-P-D-2 "Barrier and SCE Identification"

STEP 2: IDENTIFY HIGH RISK HAZARDS &HARDWARE USED AS PREVENTION/MITIGATION

STEP 3: IDENTIFY SCEs

STEP 4: REPEAT FOR ALL UNITS IN THE FACILITY

STEP 5: DOCUMENT AND DISTRIBUTE THE FINALIZED SCE LIST

Examples of the Application of Above Process Steps:

Table 3.2: Examples of PHA Studies per Equipment type

Figure 3.6: Criteria for determining SCE from risk studies

For detailed Roles and Responsibilities see Section 6.3.2

ASSET INTEGRITY MANAGEMENT SYSTEM

Define SCE Goal and Define Verification Tasks with

Process Steps Summary

Figure 3.7: Process # AIMS-P-D-3 "IPS Development"

3.1.3.2 PROCESS STEPS

STEP1: DEFINE SCE GOAL AND FUNCTION

STEP 2: DEFINE ASSURANCE REQUIREMENTS

STEP 3: DEFINE VERIFICATION TASKS WITH ACCEPTANCE CRITERIA

For detailed Roles and Responsibilities see Section 6.3.3

ASSET INTEGRITY MANAGEMENT SYSTEM

Identify Damage Determine Critical Set up IOW &

Process Steps Summary

Step 1: Identify Damage Mechanisms

Step 2: Determine Critical Variables

Step 3: Establish Limits

Step 4: Set up IOW and Develop KPIs

OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM