CUI – An iicorr approach

University of Aberdeen
Subsea Engineering MSc.
An Industry Perspective on Subsea
Integrity Management
M k Wil
Mark Wilson
Technical Director
Director, iicorr
2nd February 2010
Introduction to iicorr

• iicorr industry recognised Integrity Services provider worldwide

iicorr,
• Part of Stork Asset Management Solutions within the STS Group
• More than 30 years of experience worldwide
• Around 150 employees in offices in Aberdeen, Southampton, Perth, Kuala
Lumpur, Singapore, Baku and Houston.
• Provider of Integrity, Inspection and Corrosion services to oil and gas and marine
industries
• Integrity Management service providers
• IMarEST accredited Graduate Engineer development programme
• Industry partner to the University of Aberdeen through our Centre of Excellence
Contents

• Why manage subsea integrity?

• Integrity Management through the lifecycle of subsea assets
• The Integrity Management process for operational subsea assets
• Integrity data management
• Use of Risk Based Integrity Management tools - tutorial
Context and Scope

• Upstream oil and gas industry

• Asset types:
― Platform structures
― Pipelines
― Subsea production infrastructure
Why manage subsea integrity?

• Comply with legislation

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

So, how to define subsea Integrity Management (IM)?

“the management of a subsea system or asset to ensure that it delivers the design
requirements, and does not harm life, health or the environment, through the
required life” – Energy Institute Guidelines for the Management of Integrity of Subsea Facilities
Why manage subsea integrity?

Alexander Kielland,
Kielland 1980 – 123 lives lost
 Integrity Management through the lifecycle of subsea assets

• Concept design developed

Appraise
• High level subsea specific risk assessment carried out
Learn and adopt
• Major risks identified
• Corrosion risk assessment completed
• Inspection and maintenance philosophy developed
lessons from
previous
Select • Risk assessment and register developed

• QRA, risk assessment and register updated

Define
• Materials selection
• IM Strategy and high level procedures developed
• Preliminary Emergency Response Plan developed
operational
• Detailed IM Scheme developed
• Inspection and maintenance plan prepared
experience
• Emergency response plan procedures finalised and tested, procurement of repair materials and spares
Execute • Risk register updated

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

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

De-
commission
Integrity Management through the lifecycle of subsea assets

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

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

Spend more time and more money on:

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

All off th
the above
b are partt off effective
ff ti IM att project
j t stage
t – it iis vital.
it l
The Integrity Management process for operational subsea assets

Corporate Policy,
Policy Organisation and IM Strategy

Define IM Programme
ment

Implement IM Programme
managem

Assess Performance of IM Programme

Data m

Lessons Learned and Improvement

Review
The Integrity Management process for operational subsea assets

Key elements – Policy,

Policy organisation and strategy:
• Accepted best practice is to have high level IM documents in place which
describe the above.
• Corporate
C t policy
li mustt reflect
fl t local
l l llegislation
i l ti
• Clear definition of roles and responsibilities within the asset operator and
associated contractors
• Clear definition of scope and boundary limits (important to ensure fit with other
asset strategies, eg topside)
• Identification of the means of assuring integrity not the detail
• Description of plan-do-check-review cycle in place
Corporate
Policy or
Standard

Subsea Facilities
Structural Integrity Pipeline Integrity
Integrity
Management Management
Management
Strategy (SIMS) Strategy (PIMS)
St t
Strategy (FIMS)
The Integrity Management process for operational subsea assets

A brief look at UK legislation:

HSWA
• Safety Case Regulations SI 2885
(updated in 2005 by SI 3117) SCR
• Management and Administration SI 738
• PFEER SI 743 DCR PFEER PSR MAR
• Design and Construction etc SI 913
APPROVED CODE OF PRACTICE
• Pipelines Safety SI 825 (ACOP's)
“Goal
Goal setting”
setting legislation:
Onus on “duty holders” to define and justify means GUIDANCE NOTES

Example: DCR Regulation 8:

“The duty holder shall ensure that suitable arrangements are in place for
maintaining the integrity of the installation, including-
(a) periodic assessment of its integrity”
integrity
The Integrity Management process for operational subsea assets

Subsea IM – typical organisation:

Asset Owner
Senior
Management

Subsea Integrity
Team Leader

Third Party
Contractors

Technical Authority
Technical Authority Technical Authority Technical Authority
– Corrosion &
- Pipelines – Structural – Controls
Materials

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

Key elements – Define IM Programme

• Identify the detailed equipment scope
― Individual items of equipment, piping, structure, etc., must be identified and classified by
type and service
• Execute Risk Based Integrity Management assessment
― Identify barriers to failure from various threats and their performance limits
― Assess
A how
h th
the effectiveness
ff ti off these
th barriers
b i can b
be monitored
it d
Threat:  Internal corrosion

Major equipment item: Gas Pipeline

Barriers to internal corrosion failure:  Corrosion Allowance, Gas Drying

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

Dewpoint less than operating temperatures
Monitoring barrier effectiveness: Wall Thickness Measurement
Dewpoint measurement.
― Perform detailed assessment of consequences and likelihood of failure
― Categorise risk levels for each item of equipment
The Integrity Management process for operational subsea assets

Key elements – Define IM Programme

• Produce work programme or “Written Scheme”
― Based on risk levels and barrier monitoring assessment
― Programme of monitoring, inspection and mitigation activities for each item of
equipment
• Prepare Cost and Resource Plan
― Set
S t up and
d approve budget
b d t ffor monitoring,
it i iinspection
ti and
d mitigation
iti ti activities,
ti iti ttypically
i ll
for minimum 3 year plan
― Set up call-off contracts to enable manpower, equipment and materials to be resourced

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

Key elements – Implement IM Programme

• Work preparation
― Conduct risk assessment and pre-work technical, quality and safety audits
• Execute monitoring, inspection and mitigation activities
• Report results from execution activities
― Importance of notifying requirements for any immediate action in the case of a serious
breach of performance criteria
• Data assessment
― Review for anomalies and develop trend information
― Performing detailed fitness for service assessments where required
• Facility status review
― Taking all the information together and reviewing the condition and integrity status of
each item and also the facility as a whole
• Corrective action
― Determining what corrective action is required and putting repair orders in place
The Integrity Management process for operational subsea assets

Key elements – Assess Performance of IM Programme

• Identify IM performance indicators (KPIs)
― Leading – metrics of management activity against plan
― Lagging – metrics of significant outcomes of the IM programme
• Measure and assess performance
― Use of traffic light type systems to assess actual performance against leading and
l
lagging
i KPI
KPIs
Type Metric
Total SCE Equipment Work
Orders
Number of Overdue SCE Work
Orders
Leading Integrity Related Actions Due
Integrity Related Actions
Completed
Competency Assessment Ratio

Major Incidents (MIs)

Lagging High Potential Incidents (HIPOs)

Number of loss of hydrocarbon
containment Incidents
The Integrity Management process for operational subsea assets

Key elements – Lessons Learned and Improvement

• Improve the IM Programme and make it more effective in meeting expectations
and preventing failure events
• Take
T k advantage
d t off external
t l opportunities:
t iti
― New technology that may make elements of the IM programme more effective
― Lessons learned from the successes and failures of external bodies
― New regulations and standards that may require changes in the way things are done.
• Improvement action should be identified and implemented using the Corrective
Action Process
The Integrity Management process for operational subsea assets

Key elements – Review

• Tactical review
― Frequent review of IM implementation activities – typically more operations based
• Strategic review
― Less frequent, major reviews requiring an update of the IM programme
― More applicable to subsea integrity activities where intervention tends to be at discrete,
l
longer tterm intervals
i t l
• Independent audit
― Review of IM policy, organisation and strategy by independent third party
― Identifies management level improvements Corporate Policy, Organisation and IM Strategy

Define IM Programme

ent
Implement IM Programme

Data manageme
Assess Performance of IM Programme

Lessons Learned and Improvement

Review
Integrity data management

• Specialist subsea integrity databases are used to store data generated by the IM
process
• Some databases can receive data direct from measurement devices such as
subsea survey and NDT equipment
• Data can be reported against location or equipment item and in some cases
trends can be plotted
• Most have digital video interface for storage and manipulation of survey images
• Most are now web based
Integrity data management

• Examples:

Database Supplier Pipelines Structures Production

Facilities

Coabis Aker Solutions   

PRISM Acergy 
Netlink Inspection Manager Wood Group Ionik   
XPANS-2 PiSYS 
PIMS 
SCOPE 
Use of Risk Based Integrity Management tools - tutorial

Consider the example of a subsea pipeline

pipeline, what are the threats to integrity and the
barriers which need to be maintained effective?
Recommended further reading

Energy Institute Guidelines for the Management of Integrity of Subsea Facilities,

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

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

Netlink Inspection Manager database:

http://www.netlinkinspection.com/External/COM-BR-IM-230.pdf

XPANS 2 PIMS and SCOPE databases:

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