K1. Com-Xx-G04-2017 - 001 - 04 - JS1137 - Mec

04 11-03-2022 Incorporate CCED comments W Blauw
03 19-01-2022 Re-Issued for lease option W Blauw

02 15-10-2021 Re-Issued W. Blauw
01 06-06-2021 First issue VSP BJM KSL
REV DATE DESCRIPTION PREPARED CHECKED APPROVED
MEC Project #: 81007

CC ENERGY
DEVELOPMENT S.A.L
(Oman Branch)
PROJECT
GAS TO POWER PROJECT- BLOCK 3 AND 4
TITLE
OPERATION & MAINTENANCE PHILOSOPHIES

JOB NR. DOCUMENT NR. REV. DATE SHEET
JS1137 COM-XX-G04-2017_001_02_JS1137_MEC 04 11-03-2022 1 of 43
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CC ENERGY DEVELOPMENT S.A.L
(Oman Branch) GAS TO POWER PROJECT –
BLOCK 3 AND 4

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INDEX
1.0 PURPOSE OF THIS DOCUMENT ................................................................................................. 5
1.1 DEFINITIONS .................................................................................................................... 5
1.2 ABBREVIATIONS ............................................................................................................... 5
1.0 INTRODUCTION ........................................................................................................................ 7
2.0 EXISTING FACILITIES ................................................................................................................. 9
2.1 Block 3 Facility Data ....................................................................................................... 10
2.2 Block 4 Facilities Data..................................................................................................... 11
3.0 GAS TO POWER PROJECT BLOCK 3 AND 4............................................................................... 12
4.0 CCED O&M ORGANIZATION DEVELOPMENT ........................................................................ 14
4.1 Assumptions for O&M organization development .......................................................... 14
4.2 Lease Contract Management ......................................................................................... 14
4.2.1 Tendering Phase ...................................................................................................................... 14
4.2.2 Mobilization and Start Up Phase .............................................................................................. 15
4.2.3 Operate Phase of Lease Contract ............................................................................................. 15
4.3 CCED Organization Operate Phase ................................................................................. 16
5.0 OPERATIONS AND MAINTENANCE ......................................................................................... 18
5.1 Operating Modes ........................................................................................................... 18
5.2 Maintenance Shutdown Strategy and Availability........................................................... 18
6.0 OPERATIONS AND MAINTENANCE PHILOSOPHIES ................................................................. 20
6.1 Operational Goals and Objectives .................................................................................. 20
6.2 Operations Management System ................................................................................... 20
6.3 Operations Philosophy ................................................................................................... 21
6.4 Process Control .............................................................................................................. 21
6.5 Maintenance Philosophy ................................................................................................ 22
6.5.1 Maintenance Principles............................................................................................................ 22
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6.5.2 Computerized Maintenance Management System ................................................................... 24
6.5.3 Maintenance and Integrity Strategies ...................................................................................... 24
6.5.4 Turnaround Strategy ................................................................................................................ 24
6.5.5 Inventory and Spare Parts Management .................................................................................. 25
6.5.6 Maintenance Execution ........................................................................................................... 26
6.5.7 PAS ................................................................................................................................. 27
6.5.8 Logistics ................................................................................................................................. 27
7.0 OPERATIONS FUNCTIONAL REQUIREMENTS .......................................................................... 27
7.1 Layout of Facilities, Operability and Maintainability ....................................................... 27
7.2 Process Automation and Control System ........................................................................ 28
7.2.1 PAS Objectives ......................................................................................................................... 28
7.2.2 Alarm management ................................................................................................................. 29
7.2.3 Instrument Safety Functions .................................................................................................... 30
7.2.4 Remote Operations.................................................................................................................. 30
7.3 Isolation requirements ................................................................................................... 31
7.4 Buildings ........................................................................................................................ 31
8.0 HEALTH, SAFETY, SECURITY, ENVIRONMENT .......................................................................... 33
8.1 HSSE Management......................................................................................................... 33
8.1.1 HSSE Management System ...................................................................................................... 33
8.1.2 Safety Policy ............................................................................................................................ 33
8.2 Health ............................................................................................................................ 34
8.3 Integrity of the Facility ................................................................................................... 34
8.3.1 Asset Integrity and Project execution ....................................................................................... 34
8.3.2 Emergency Response Plan ....................................................................................................... 35
8.3.3 Permit to Work and other critical procedures .......................................................................... 35
8.3.4 Waste Management ................................................................................................................ 36
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8.3.5 Venting, Draining and Purging Management ............................................................................ 36
8.3.6 Drips & drains .......................................................................................................................... 37
8.3.7 Security ................................................................................................................................. 37
9.0 IM/IT ...................................................................................................................................... 38
10.0 CSU ......................................................................................................................................... 40
11.0 Project to Asset Handover (P2A) ............................................................................................ 41
12.0 COST ....................................................................................................................................... 43
12.1 OPEX.............................................................................................................................. 43
12.2 CAPEX ............................................................................................................................ 43
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1.0 PURPOSE OF THIS DOCUMENT

The objective of this document is to set out how the new CCED ‘Block 3&4 Gas to Power Project’
facilities shall be managed over the Operate Phase to achieve optimum value in accordance with the
CCED business objectives.
The purpose of the O&M philosophy is to provide direction for the future operation, maintenance and
management of the new constructed and leased facilities such that required performance and HSE
targets are met.
‘Block 3&4 Gas to Power Project’ shall follow the standards, policies, guidelines and requirements
established in the existing CCED EPF operating philosophy.
The Operations & Maintenance Philosophy is a living, controlled document, owned by the CCED
Operations Director. It shall be updated as changes in development, operations and venture
circumstances dictate.
The Operations & Maintenance Philosophy is developed in parallel to several other plans, e.g. an
operations readiness activity plan for the project phases, flawless project delivery, commissioning and
start up plans.
1.1 DEFINITIONS
Throughout this document the words "may", "should" and "shall" have specific meanings:
• "may" indicates one possible course of action.

• "should" indicates a preferred course of action.
• "shall" and “will” indicate a mandatory course of action.
1.2 ABBREVIATIONS
Abbreviation Definition
AFC Approved For Construction
AG Associated Gas
ALARP As Low As Reasonably Practical
AMS Alarm Management System
ARP Asset Reference Plan
BA Breathing Air (Apparatus)
BAM Business Activity Model
CAPEX Capital Expenditure
CCED CC Energy Development
CCR Central Control Room
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CCTV Closed Circuit TV

C&E Cause and Effect
C&P Contracting & Procurement
CIMS Corrosion Information Management System
CMMS Computerized Maintenance Management System
COM Commissioning
CSU Commissioning & Start Up
CTMS Completions Turnover Management System
DCP Defects Correction period (warranty)
DCS Distributed Control System
EPC Engineering Procurement Construction
EPF Early Production Facility
ERP Enterprise Resource Planning
ESD Emergency Shutdown System
E-SPIR Electronic Spare Parts Interchangeability Record
FAT Factory Acceptance Test
FEED Front End Engineering Design
FGS Fire Gas System
FID Final Investment Decision
FMEA Failure Mode Effect Analysis
GEG Gas Engine Generator
HEX Heat Exchanger
HLOM High Level Operating Manual
HR Human Resources
HSSE Health Safety Security Environment
IAP Integrated Activity Planning
ICSS Integrated Control Safeguarding System
ISBL Inside Battery Limit
IM Information Management
IPF Instrumented Protective Function
IT Information Technology
LAN Local Area Network
L&I Logistics & Infrastructure
LC Lock Close
LO Lock Open
LOTO Lock Out Tag Out
MAC Main Automation Contractor
MC Mechanical Completion
M&I Maintenance & Integrity
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MOC Management Of Change

MOS Maintenance Override Switch
MTBF Mean Time Between Failure
O&M Operations & Maintenance
OEM Original Equipment Manufacturer
OHL Overhead Line
OMS Operations Management Systems
OPEX Operational Expenditure
ORMP Operations Readiness Management Plan
P2A Project To Asset
PC Pre Commissioning
PEFS Process Engineering Flow Scheme
PI Process Information
PIMS Plant Information Management System
PLC Programmable Logic Controller
PPMS PE Product Management System
PSUA Pre Start Up Audit
PtW Permit to Work
RAM Reliability Availability Modelling
RBI Risk Based Inspection
RCM Reliability Centred Maintenance
REDAS Rotating Equipment Data Acquisition
RFC Ready For Commissioning
RFO Ready For Operation (non-hydrocarbon system)
RFSU Ready For Start Up (introduction of hydrocarbons)
RRM Risk Reliability Management
RV Relief Valve
SAT Site Acceptance Test
SCADA Supervisory Control and Data Acquisition
SGS Safeguarding System
SIMOPS Simultaneous Operations
SoW Scope of Work
TBD To Be Determined
WLAN Wireless Local Area Network
1.0 INTRODUCTION
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CC Energy operates Blocks 3 & 4 (50% share) located in Oman in partnership with Mitsui E&P Middle
East B.V. (20%) and Tethys Oil (30%). The concession area covers approximately 29,000 square
kilometres, refer to Attachment 1. Figure 1 shows the location of the blocks.
Figure 1 - Oman Block 3 and 4
Operations in Oman started in 2007, current production levels stand at about 40.000 bbl day.
The CCED “ Block 3 and 4 Gas to Power” Project is a power plant project to be executed in Oman at
Ulfa and SH-B locations. The aim is to use flared associated gas for power generation and minimize
flaring and environmental impact. The overarching goal of all stakeholders is to ensure that the
Power Project is:
- safely and effectively commissioned;

- handed over to a fully prepared CCED O&M Organization, with all required data, spares, manuals,
Operations and Maintenance Management support systems delivered in time;
- started up without problems, and can be operated in a safe, predictable, reliable and cost-effective
manner from RFSU onwards;
- meets the design performance requirements (capacity and availability).
- high cost efficiency both during the project and the operate phase.
In order to achieve this, the following is required:
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• Comply with all applicable legislation of sultanate of Oman and CCED policies regarding health,
safety and the environment;
• A design that is fit for purpose and meets HSE and efficiency standards as set by CCED;
• Timely delivery of the plant by the project organization and smooth handover to the permanent
O&M organization;
• Staff levels to achieve an efficient and effective organization, that will operate and maintain the
plant;
• Adequate Operations and Maintenance training, proven competency and experience, also for
commissioning and start-up of all plant systems.
• Preparation of all required specifications, instructions, procedures for the O&M Phase.
The O&M philosophy addresses:
- Setting up, mobilizing and training of a competent O&M organization for the commissioning, start-
up and operate phase;
- Management of the Lease Contract for the Power Plant;
- An overview of systems required by O&M to carry out their work, e.g. a computerized maintenance
management system, Permit to Work system, hydrocarbon accounting, document control system
etc.;
- A detailed commissioning and start up strategy;
- An OPEX budget, including pre-RFSU cost for the O&M organization and other supporting
functions.
2.0 EXISTING FACILITIES

Reservoir fluids are produced from the Farha, Saiwan, Shahid B/F and Ulfa fields. Full production
facilities have been constructed both on the Farha South field and on Saiwan East field.
At the central processing facilities at Farha and Saiwan, reservoir fluids are processed in separators
and heater treaters to remove water, gas and impurities in to bring the oil the export quality. These
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facilities have storage tanks and export pumps. The camps for the CCED field personnel are located
here. Figure 2 gives an overview of the infrastructure.
Figure 2 - CCED Facility Overview
Early Production Facilities are installed at the Shahid and Ulfa fields. All production is transported
through pipelines to the main exporting point at the Saiwan East facility. From Saiwan East, the oil is
pumped through an 83 km long 16-inch pipeline to Qarn Alam Station just west of Blocks 3&4. Then it
is further transported via the PDO main oil pipeline to the Mina Al Fahal Terminal near Muscat for
export.
2.1 Block 3 Facility Data
The Block 3 facilities consist of:

- ca. 240 wells;
- 320 km of flowlines;
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- Ulfa EPF, transporting oil directly to Saiwan (9,100 BOPD with 7,700 BWPD, 15 mmscf/d gas);
- Farha production facility (24,700 BOPD, 20,000 BWPD, 48,000 barrels storage, export pump
capacity to transfer oil at up to 25,000 BOPD to the Saiwan Station, water injection capacity of 21,000
BWPD);
- Base Camp for 415 people complete with mess, clinic, Mosque, television room, gymnasium and
outdoor recreation facilities.
2.2 Block 4 Facilities Data
The main asset in this block is the Saiwan production facility:

- three processing trains with each a total capacity of 20,000 BPD of oil and 13,000 BPD of water;
- 68,000 barrels of oil storage, export pump capacity to export oil at up to 55,000 BOPD.;
- water injection capacity of 17,000 BWPD;
- Base Camp for 600 people including a mess, clinic, Mosque, television room, gymnasium and outdoor
recreation facilities.
Except the Saiwan wells the EPF’s SH-B/F are producing into Saiwan.
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3.0 GAS TO POWER PROJECT BLOCK 3 AND 4
The associated gas produced is used as far as possible as fuel gas for the heater treaters and flare
pilots and purge, but most of the associated gas is flared. Power is provided to the facilities with diesel
generator sets. CCED has initiated a gas to power project to create value by utilizing the associated
gas for power generation and reduce the environmental impact of the CCED operational activities.
CCED’s ‘Block3 & 4 gas to Power Project‘ will lease power plants located at ULFA and SHB to generate
power and transmit it via a new 33kV OHL to the existing facilities at Farha, Saiwan, SH-B/F and ULFA
stations (including the camps) to meet power requirements and stop operation of locally installed diesel
generators except for emergency power supply. The transmission voltage is 33 kV and concrete poles
will be used for the OHL. The OHL will be installed via an EPC contract.
The project is currently in the FEED phase. The expected start-up date is Q4 2023 with the aspiration
to start up as soon as possible.
The Gas to Power Project will lease and install two independent power plants and associated power
distribution networks. Gas Engine Generator sets have been chosen for the power generation. Output
voltage will be stepped up to 33kV and feed the OHL grid feeding the wells, production facilities and
camps. The grid will be extended such to eliminate diesel driven power generation as far as practical.
Fuel gas to the power plants is supplied from Ulfa and SH-B facilities. Each power plant shall have
black start facilities to provide power to its associated facility and a number of high GOR wells to restart
after a complete shutdown and power blackout. The Block-3 & 4 power plants capacity and number of
GEG packages to be leased have not yet been finalized at the time of writing of this document. For the
purpose of this O&M philosophy it is assumed the following facilities will be installed:
- Block 3 power plant at Ulfa, 13 MW of power generation from 13 GEG’s;
- Block 4 power plant at SH-B 18 MW of power generation with 18 GRG’s;
- ca. 200 km of 33kV OHL, using concrete poles;
- gas processing facilities (included in the lease contract) at Ulfa and SH-B to treat the associated gas
to the GEG specification.
- buildings (substations, control building).
The current porta cabin-based control rooms at SHB and Ulfa shall be replaced by a control room
building adjacent to and/or integrated with the new substations, in the most cost effective way. The
PAS of the EPF shall be transferred to the new control room and extended such that the control and
safeguarding system of the Lease Contractor for the Block 3 and 4 Gas to Power project can be
accommodated.
A SCADA system shall be specified for the power distribution system to monitor and control the field
wide power distribution.
Due to change in local gas availability and power demand over time GEG’s may have to be shifted
between facilities. Pricing for this will be included in the Lease Contract.
The current planned distribution appears not be optimal; an initial study of AG supply shows that after
3 years of operation, in the beginning of 2027 there is only enough associated gas to run 15 GEG’s in
block 4. If no other AG is found this remains also the maximum. 3 GEG’s can be moved to Block 3 as
there is enough AG available there for running 16 GEG’s. To avoid this move it shall be investigated if
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it is not better to install 15 GEG’s in Block to limit the potential move to one GEG. Potentially also GEG’s
might be moved to Saiwan. This will be evaluated with the Power Plant Lease Contractor.
Figure 4 - Overview of Gas to Power project
Figure 3 - Scope Split
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4.0 CCED O&M ORGANIZATION DEVELOPMENT
CCED proposes a new to be formed Power Plant and OHL O&M organization, to be optimized after
the power plants have been stabilized. This chapter proposes how an O&M organization, including field
personnel could be developed over the project phases.
4.1 Assumptions for O&M organization development
The following assumptions are made to define the Power Plant O&M Organization.
• The gas processing facilities added are minimal, included in the lease package and operated by the
Lease Contractor.
• The GEG sets will be controlled by a power plant control system by the Lease Contractor, with all
power plant data combined in a single system enabling control of the energy generation plant. This
control system shall address functions such as synchronization, generator and network power
switching, and remote access.
• 33 kV OHL’s are common in Oman. Maintenance on this system will be contracted to Power Plant
leasing Contractor and CCED does not recruit additional personnel or purchases equipment for this
activity.
• Typical maintenance frequencies to be used for planning purposes of a gas engine are (to be
confirmed by Lease Contractor):
▪ Replacement of consumables such as oil and filters every 1,000 hrs.
▪ Scheduled intermediate services every 10,000 hrs.
▪ Overhaul of complete machine every 60.000 hrs. (off site).
• Initially ca. 33 GEG’s are foreseen. These will be operated by the Lease Contractor.
• The Lease Contract requires continuous contract management
• Daily planning is required to match AG availability and Power Generation by the Lease Contractor.
Looking at the gas availability forecast in the concept verification report, the number of GEG’s needed
drops to about 20 by 2030 if no other associated gas becomes available. This is before the first GEG
major overhaul and the Lease Contract shall have the flexibility to demobilize equipment quickly
following the AG availability to minimize cost to CCED.
CCED has a working pattern of 21 days on, 21 days off and a shift pattern of 24/7 with 12 hour shifts.
4.2 Lease Contract Management
As leasing equipment on the scale of this project is new to CCED, contract management of the lease
contract during the tendering, project and operations phase are very important.
4.2.1 Tendering Phase
During the tendering phase the proposal is[BAS(1][BW2]:
• Nominate strong, experienced PM (temporary basis)
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• Supported by Contract Engineer, Operations Readiness Engineer

• Strong and high level CCED Tender Evaluation Team (Engineering, C&P, O&M and other
applicable Managers)
4.2.2 Mobilization and Start Up Phase
During the Lease Contractor Mobilization and Start Up Phase, it is suggested the CCED team consists
of:
• Strong Project Management Team (manager, E/I/M, civil engineering disciplines) to support
construction and tie-in activities
• Interface Manager (for existing operations, OHL EPC contract)
• Contract Engineer
• Operations Readiness Engineer (prepare CCED O&M organization for new facility)
• Nominate CCED Technical Authorities (E/I/M, O&M) who:
o Sign off on contract deliverables
o Exert project control – ensure activities by contractor are to acceptable CCED
standards
o Evaluate and approve any deviation form standards, procedures
o Audit and carry out PSSR and PSUA
4.2.3 Operate Phase of Lease Contract
Include training of CCED O&M staff in Lease Contract (with a view of owning facility later on) and
oblige Lease Contractor to Operate to IOGP standards. The Lease Contractor should thus have as a
minimum in place, but not limited to:
• Qualified O&M Superintendent

• PtW System
• Auditable Maintenance & Inspection Management System
• Safety Critical Procedures (MOS, LOTO), MOPO in place
• Emergency Response
• Management of Change
Typical other activities would be, but not limited to:
• 14 and 90 day lookahead plans to be submitted to CCED
• Lease Contractor Operations Superintendent to attend daily CCED meetings
• Radio Communication in place
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• Alarm and Shutdown reporting to CCED, to explain trips and issues
An operations and maintenance protocol shall be set up between Lease Contractor and CCED
covering communication, planning, emergency response, activity notification etc.
The Operate Phase CCED Team for the Lease contract should include, for the management of the
Lease contract and interfaces and activity planning:
• Contract Engineer
• Planning Engineer
4.3 CCED Organization Operate Phase
Once the whole system (leased power plants and OHL’s) are operational it is envisaged to have the
following CCED organization in place to operate and manage the power generation and distribution.
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Remarks:
• Field Operators and Panel Operators are solely for the extra equipment, once plant has stabilized
these positions may be integrated in the existing Operations Teams;
• For the maintenance disciplines, one position allocated to each power plant for daily activities and
maintenance routines, other positions are for breakdown and campaign maintenance of the GEG’s;
• Rotating Equipment Engineer and Condition Monitoring Technicians to monitor and evaluate GEG
health status;
• Power Controls Engineer to ensure optimization of power generation, troubleshooting;
• Maintenance Planning Engineer to schedule normal, intermediate and overhaul maintenance;
• Contract Engineer for any GEG service contracts, OHL maintenance contracts, other support
contracts.
This is the organization proposed at the start of the Lease Contract and Power Generation. Initially
issues can be expected with communication, start up problems, and other difficulties before the full
potential of the project is realized. Therefore, it is suggested to:
- Have at both EPF’s where the power plants are initially extra 24 hr coverage of 1 field and 1 panel
operator dealing with operations issues;
- Create an OR&A and Operations Support team to deal with problems that cannot be dealt with in
the field and require longer term solutions, and to optimize the facility operation;
- A Planning Engineer, dealing with the coordination of power demand, planned shutdowns, AG
availability forecasting, maintenance, inspection and shutdown planning.
- Power Controls Engineer dealing with power generation and transport;
- Contract and Cost Control engineer, supervising the lease contract and cost associated with it.
At a later stage, when the operation has become routine or the number of GEG’s decreases staff
numbers could be reduced or become part time.
A plan shall be developed for rationalizing and integrating specialist service contracts and leverage the
business volume to achieve cost savings.
In case expertise is not readily available in the current organization, CCED should manage short term
transfer of skill through direct hiring of experienced shill personnel to coach CCED staff
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5.0 OPERATIONS AND MAINTENANCE
It is imperative that the new power plants are integrated with the existing facilities and works as a
single system producing oil, associated gas and delivering the necessary power to minimize
deferment.
New technology to minimize operator intervention shall be used, and where possible remote and
automated operation opportunities shall be explored.Standard equipment shall be selected across
the new facilities to reduce cost and improve efficiency e.g. for spares management.
5.1 Operating Modes
The project (OHL, own facilities, Leased Facilities) design shall have the capability to support typical
operating modes:
- Commissioning Modes: flushing, nitrogen & water runs, (selective) pneumatic testing;
- Start-up Modes: black start-up, cold & hot start-up, partial start-ups;
- Normal operations: Turndown modes, various feed scenarios;
- Shutdown: for maintenance, controlled shutdown, partial shutdowns, inerting;
- Maintenance Modes: cleaning, draining, flushing, breakdown repairs, preventative and corrective;
- Failure modes: crippled modes, Emergency Shutdown, emergency depressurization.
The operating language at the facility is English. Safety materials and permit to work systems should
where necessary be in Arabic.
5.2 Maintenance Shutdown Strategy and Availability
Gas Engine Generators are maintenance intensive and typically there will be a ratio of 50 – 50 %
breakdown to routine maintenance. After ca. 14 months of operation the Lease Contractor potentially
has 3-4 GEG’s more or less continuously in a maintenance mode. After 5-6 years a lengthy period of
major machine overhauls will occur. Some optimization could be achieved by combining overhauls
and intermediate maintenance activities.
It is therefore crucial that the Lease Contract specifies (imperative to safeguard CCED oil production):
• Base Contract on delivery of power not equipment lease cost ($/kWh delivered)
• Set Monthly power generation targets, based on CCED AG availability
• Power to be delivered at > 99.5% availability to force contractor to install sufficient GEG’s and take
into account:
o Minor/Major Overhauls
o Preventative and Corrective Maintenance
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o Derating of GEG’s
• Include flexible, and fast mob/demob policy and requirements to cater for changes in AG quantity
• Invoicing based on monthly performance, penalize under delivery, option to incentivize over
delivery
• Imperative to safeguard CCED oil production
All new equipment, including that of the lease contractor shall have a maintenance strategy on a
case by case basis. For applicable equipment a failure mode and effects analysis can be considered.
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6.0 OPERATIONS AND MAINTENANCE PHILOSOPHIES
6.1 Operational Goals and Objectives
The proposed Operational Goals & Objectives for the Block 3 and 4 Gas to Power project are:
• No harm to people, no leaks, care for people, communities and the environment;
• Ensure safe and reliable power generation;
• The project realizes power generation and availability as per the design and plan;
• No incidents regarding Facility Integrity and Process Safety;
• Minimum flaring during normal operation;
• OPEX as per target, optimize Unit Technical Costs continuously through optimisation maintenance
and the contracting opportunities;
• Recruit, train, develop and retain competent and motivated Omani staff that is proud to be part of the
CCED organization;
• Make use of IM/IT technologies for remote surveillance, equipment monitoring / diagnostics /
maintenance / calibration to support effective and efficient operations.
6.2 Operations Management System
The OMS adopted by CCED will be used to map the operations and maintenance activities to
processes and procedures and will be used to set the roles and responsibilities of staff in the
organization to ensure that these activities are properly executed. Each process defined in the OMS
has a process owner in the organization, which is accountable for monitoring and assuring the health
of the process. The process owners should be nominated and be in the service of CCED early in the
execute phase to detail their work process requirements and implement those before the start-up and
operation of the facility.
The collection of processes and procedures together with the applicable standards will form the basis
for the overall Operations Management System. The OMS will be supported by IM/IT applications
integrated around the core ERP system.
The FEED, EPC and Lease contractors play a key role in creating good management systems by
providing high quality data in the right format at the right time, for O&M in particular with regard to the
Maintenance Management systems and facility Information Management. Early identification of the
data requirements for the OMS is crucial to ensure that adequate requirements are defined in
contractual documents with Contractors, major OEM’s and other vendors.
The main focus of this OMS shall be on the work processes for production planning, power
generation, ensure safety during production, RCM, Integrity, Turnaround and Availability.
The OMS will be developed before the operate phase of the project starts during the detailed
engineering phase. Operations management activities scheduling and execution will be done with
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efficient use of resources, minimising any effects on availability to meet Operations targets.
Performances & results will be examined and analysed for further improvement to achieve Operations
Excellence over the life cycle of the project.
The OMS will set objectives, targets, emergency & operating manuals& procedures, logs, planning,
reporting, internal & external communication protocols which are required for routine operation
management and activities. High level of work preparation, scheduling and execution and reporting
system will be established.
6.3 Operations Philosophy
The operating philosophy of the Block 3 and 4 gas to Power project shall be in line with the
philosophy for the existing CCED assets. The following principles apply.
• The Power Plant operations department within CCED Operations will operate and control the
Operation work activities relating to the OHL transmission facilities.
• The Lease Contractor will operate the gas conditioning unit, power generation, power transmission
& distribution and related utilities within his scope at ULFA and SHB Power plant.
• Specialist work and unskilled work shall be contracted out.
• The new facilities shall be 24X7 operating, manned, fully automated and designed to be operated
& control from a control room at Ulfa and SHB EPF’s;
• Flared or vented gas quantities shall be minimized to reduce fuel gas loss and impact on the
environment. Elimination of flaring of surplus gas will be achieved by optimization of process
design, maximizing utilization of such gas for power generation and heating requirements and good
maintenance of relief valves and pressure control valves.
• Operation staffing shall be planned with objective to optimize the number of personnel required to
operate and maintain the ‘Block 3&4 Gas to Power Project’ facility, it is envisaged to recruit
experienced Omani and if necessary Expatriate staff who require minimal training.
• A priority is to develop Omani staff in all aspects of power generation & transmission operations
• Operation Readiness processes e.g. Asset Owner’s readiness, Flawless Project Delivery and
Operation team engagement in engineering phase shall be implemented from FEED phase of the
project to ensure smooth and complete takeover by Operations team for plant operation at the time
of Project to Asset transfer.
Refer further to the “Operations Functional Requirements” in Chapter 7.
6.4 Process Control
The EPF facilities will be operated from a new Central Control Room (CCR) for the control and
monitoring of the production and together with the Lease Contractor the power plant using operator
consoles for the facility, power plant and OHL. The operator consoles will be grouped in logical
sections for the facilities.
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The panel operators shall have access to all relevant process variables through the Distributed
Control System (DCS) to monitor and control the plant in accordance with the control strategies used.
The operators carry out control actions through the DCS consoles, hardwired switch panels for safety
critical emergency operations as well as a separate Fire and Gas overview.
High levels of automation shall be applied to allow for maximum separation of Operating Personnel
from high risk process environments, to minimize manning and to allow the processes and equipment
to run automatically.
6.5 Maintenance Philosophy
The proposed maintenance objectives for the CCED Block 3 and 4 Gas to Power facilities, both for
CCED and the Power Plant Lease Contractor are:
• Safeguard the technical integrity of the facilities over the facility lifetime;
• Contribute to meeting the production and power generation requirements in terms of availability,
reliability, product quality and quantity and scheduling;
• Execute all maintenance tasks and manage spare parts in an effective manner, with efficient
deployment and use of resources;
• Record and analyze maintenance data on equipment performance for continuous improvement.
6.5.1 Maintenance Principles
The following principles shall be applied by CCED and the power Plant Lease Contractor to the
maintenance activities of the Block 3 and 4 Gas to Power facilities.
• Risk Based – maintenance work and resources will be prioritized to address important areas
regarding safe operation, environmental, production or business impact.
• Maintain the Function – the maintenance work is directed towards preserving required functions
(e.g. for a pump it could be to meet its required performance for throughput and pressure, as well
as containing its product inventory).
• Based on Failure Modes – maintenance activities on a type of equipment will have been derived
from a RCM (Reliability Centered Maintenance) study, with Failure Mode and Effect Analysis as
necessary, to ensure that maintenance addresses the right failure modes. All maintenance is
done for a reason and the cost of maintenance is justified by the risk reduction achieved.
• Based on Equipment Condition – where economically advantageous, maintenance scope and

frequency will be optimized by knowing the equipment condition, minimizing intrusive
maintenance and maximizing maintenance intervals. This requires the adoption of condition
monitoring and inspection.
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The success of the maintenance strategy will be closely monitored through the use of indicators, like
the Mean Time Between Failures/ To Repair (MTBF/MTTR) of equipment and of maintenance
performance indicators such as plan and schedule compliance.
The facility lay-out shall take into account site logistics for staff and materials and easy access to
permit to work to ensure high hands on tool time and carry out the maintenance activities efficient and
cost-competitive.
The availability of equipment critical to safety and production will be managed using the following risk
management techniques:
• RBI: Risk Based Inspection to determine the optimum inspection strategy for any process
containing physical asset based on its degradation mechanisms.
• IPF: Instrument Protective Function reviews to determine the integrity requirements for all safety
instrumented protection functions of the facility and the required maintenance strategy to achieve
the required failure on demand.
• RCM: Reliability Centered Maintenance to identify effective and efficient maintenance strategies
for equipment in order to achieve optimum reliability.
The maintenance requirements start at RFSU, at that moment the maintenance procedures and
routines need to be complete. Procedures and routines need to be created and ready driven by the
commissioning sequence.
Each of the above-mentioned techniques involves a criticality assessment, carried out by a multi-
disciplinary team, in order to define maintenance and inspection or monitoring frequency, benefit and
effort. This assessment should consider the probability of failure in combination with consequences
for production economics, for health and safety impact and for environmental or reputation damage.
The detailed maintenance activities shall be managed and optimized through the Computerized
Maintenance Management System (CMMS) and the Corrosion & Inspection Management System
(CIMS). These systems shall interface with the CCED ERP system (SAP). To this end the Lease
Contractor may have his own Maintenance and Inspection management system, but CCED shall
have the right to audit this system.
The Lease Contractor shall submit an overview of all maintenance activities on a monthly basis to
CCED. This shall list all types overhaul, PM and CM, inspection activities and spare parts used in
order for CCED to understand the condition of the power plant facilities.
In certain circumstances specialist vendors will be used to deliver maintenance, typically where items
are of a complex and specialized nature, or where the standard facilities of the asset are not sufficient
to carry out the necessary maintenance tasks.
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6.5.2 Computerized Maintenance Management System
CCED will use SAP, in the same form as it is currently being implemented on the existing CCED
facilities. Using an established system avoids the need to develop new systems and allows the
replication of existing data structures and controls, as well as training and support material.
During the detailed engineering and procurement phase equipment data will become available that
needs to be collected and formatted for input into and use in the CMMS. This is quite a big job and
requires maintenance and procurement staff to be in place before the big quantity of data starts
arriving in the EPC phase.
It also requires that the CMMS system is installed, live and ready to receive data not long after the
effective date of the contract before engineering & procurement starts generating serious data. The
IM/IT infrastructure to support this needs to be in place and therefore also the IM/IT staff to carry out
this activity needs to be recruited early.
During the execute phase of the project the CMMS will be developed and populated with the
equipment information, including spares and maintenance strategies. The CMMS development shall
follow the CSU sequence, to ensure systems that are ready for operation early (e.g. water, buildings)
can be maintained from the moment they are in use.
6.5.3 Maintenance and Integrity Strategies
The following maintenance strategies shall be applied, in addition to the integrity assurance tasks:
• Preventive Maintenance: time or run-hours based activity including intrusive inspection, function
testing and component replacement/ refurbishment requiring plant and or equipment outage.
• Breakdown Maintenance: breakdown or run to failure mode.
Over time, once experience has been gained with the facility Predictive Maintenance can be
considered. This is an approach utilizing measured parameters that can be used to get an idea of the
equipment condition. Based on this assessment, before onset of failure just in time maintenance can
be performed.
More than one strategy may be used for an item of equipment depending on the failure modes. The
choice and implementation will be guided by the RRM assessment. Maintenance strategies will be
used to create specific maintenance plans and tasks, which will be scheduled in SAP.
6.5.4 Turnaround Strategy

The CCED TA strategy should be optimized for availability, integrity, costs and manning. The CCED
Shutdown Manager and his team shall start the planning and preparation of the first TA, including
development and implementation of a 3rd party contract strategy. Factors impacting a TA are:
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• External influences on the timing and duration of the turnaround (local resource availability, supply
constraints, consumption demand etc.).
• Critical factors for turnaround (equipment, fouling rate, regulations or contractual obligations)
• TA scope necessary to achieve cycle average availability of the facility and the targeted mean time
to failure of individual equipment
• A detailed schedule which will identify logistical and the critical path. A TA planning tool will be used
to optimize TA resources and progress tracking.
Turnaround maintenance is typically more expensive than on-line maintenance. Where possible
maintenance on spared equipment and units will be carried out outside the planned TA window, to
minimize the scope and risks of the turnaround.
It is expected that the TA requirement for the new power plants is largely independent of the turnaround
requirements of the oil production facilities. Once the power plant major maintenance activities are
known, the Lease Contractor shall submit them to CCED and production planning shall integrate those
in the overall shutdown schedule of the Block 3 and 4 facilities to minimize deferment and maximize
power generation availability.
6.5.5 Inventory and Spare Parts Management
CCED Facilities.
The availability of spare parts has a great impact on the efficiency of maintenance and the availability
of the power plants. On the other hand, excessive stock levels have high capital and operating costs.
The Block 3 and 4 Gas to Power project will adopt a spare parts policy optimizing the risk reduction
achieved through spares availability against the cost of stocking. The project will have the greatest
influence on inventory management through standardization of equipment and minimizing the variety
of spare parts needed.
Accurate and complete information on spares will enable common sparing opportunities and the spares
quantities required. Maintenance strategies should indicate approximate spare usage allowing CCED
to make informed decisions on the material to stock and the items to purchase on demand.
Electronic Spare Parts Interchangeability Records (E-SPIR) shall be provided by the contractor and his
vendors during the project phase to provide the spares information and allow optimization of spares
inventory. Spare and inventory decisions will be reviewed and approved by O&M.
All equipment shall have a Bill of Materials (BOM) defined in SAP and all material items will have a
description and material master that enables purchase without further engineering input. This includes
materials to be stocked and those that will not be stocked.
The project will deliver the CMMS with full material information comprising Material Masters for spares
and bulk materials, Bill-of-Materials (BOM) for all equipment, recommended stock levels for spares and
consumables.
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The project will deliver Capital / Insurance spare parts and spares for Construction and Commissioning,
for Start-Up and for the first two-years of operation as well as any special maintenance tools required.
These shall be available on site prior to hand-over and transferred to O&M latest at RFSU. The
purchase of spares beyond the first two years will be by CCED. The availability of relevant spares is a
pre-requisite of system handover. Spares and warehouse management will be implemented in SAP.
Lease Contractor Facilities
The Lease Contractor shall ensure that all systems and tools required for effective and efficient
management of maintenance and integrity of the facility are in place.
The Lease Contractor shall develop and compile and provide all Maintenance Strategies and all
documentation which including Maintenance Reference Plan (MRP), Reliability Centred Maintenance
(RCM), Risk Based Inspection (RBI), etc.
The Lease Contractor is responsible to carry out the maintenance and inspection of the facilities under
his control. Contractor shall manage spare Parts requirement for his facility which include but not limited
to identify, list, and procure spare parts, special tools and consumables for all equipment required
during commissioning and operation & maintenance of the facility to meet the production uptime
requirement.
Contractor shall maintain storage conditions for all spares in strict accordance with recommendations
from Subcontractors and Manufacturers with respect to required storage/preservation temperatures,
humidity, sunlight, and dust exposure.
6.5.6 Maintenance Execution
To minimize process disruption and achieve efficient and effective maintenance, the maintenance
process requires Operations and Maintenance personnel and Lease Contractor personnel to work
together. All maintenance work will be scheduled by criticality, with information for both the planned
and unplanned workload being coordinated through the CMMS.
Maintenance efficiency is maximized when the work is prepared and scheduled in advance. Dedicated
work planners will define the task operations and resources require to complete the work – what needs
to be done, how it will be done, what materials, services and skills are required, how long it should take.
Maintenance schedulers will work closely with operations representatives to balance the workload and
optimize the resource utilization. The scheduler will maintain a 14 day, 90 day and 52 week schedule
for each work area including corrective and preventive work. Changes to the current week’s schedule
should be challenged and minimized. Maintenance effectiveness will be achieved through skills and
competence of the workforce and monitored through work handover reviews and reliability outcomes.
Maintenance will be executed by the CCED maintenance department supplemented by general

maintenance contractors for CCED facilities. The Lease Contractor carries out maintenance for the
facilities installed and operated under the Lease Contract.
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6.5.7 PAS
The PAS and other 3rd party Instrumentation systems (e.g. SCADA power control system) are designed
with sufficient division in hardware and applications to support commissioning, start-up and
maintenance of plant and unit sections without interrupting other processes.
Maintenance procedures and work instructions for preventative maintenance of the PAS are available
from the PAS vendor. Maintenance diagnostics from instruments and instrument systems are used to
prevent failures and facilitate condition-based maintenance. A maintenance contract with the PAS
vendor should be brought in place to support the maintenance efforts for the PAS.
All field instruments and associated process connections shall be easily accessible for maintenance
and support personnel. Access from grade (e.g. tubing for gas detector testing from grade) or
permanent platform will be specified for transmitters and actuated valves whereas primary elements
and process isolation valves shall at least be accessible from mobile platforms.
It is essential that maintenance and support staff will have the appropriate skills for the applied
technologies, both owner’s team and support contractors.
6.5.8 Logistics
The following logistics activities for the Block 3 and 4 Gas to Power project with both operations and
Lease Contractor involvement are expected, in addition to what is currently needed at Ulfa and SHB
EPF:
• Manage and administrate material, spare parts and equipment deliveries;

• Manage, administrate, process and control materials handling, water to and from site,
• Loading and unloading of trucks, road vehicles;
• Manage requests for lifting & hoisting equipment needed;
• Provide, organize and manage adequate transport means for commuting of staff where necessary;
• Any logistics required for major overhauls of the GEG’s if offsite.
The Lease Contractor is expected to set up his own strategy, procedures and contracts for his scope.
7.0 OPERATIONS FUNCTIONAL REQUIREMENTS
To ensure operations functional requirements are met and incorporated in the design of the CCED
Block 3 and 4 Gas to Power project, operations staff should be included at all stages of the project in
the design teams, construction and commissioning teams. A team should mobilize early to the EPC
contractor office and remain there until most engineering work has reached AFC. This team needs to
be identified and recruited at FID of the project. Functional requirements are expected to be
implemented by the Lease Contractor too, to ensure a minimum standard of O&M as per IOGP
principles.
7.1 Layout of Facilities, Operability and Maintainability
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The layout of the facilities is optimized to ensure safe, efficient and productive operations and
maintenance of the facilities. The layout shall take into account such items as:
• People and material movements during normal operation, CSU and TA;
• Maximum allowed blast overpressure criteria wrt maintenance of the power plants;
• Interdependent processing units shall be clustered to avoid unnecessary people movement
during start-ups and shutdowns;
• Locations of pipe bridges and other overhead steel structures should be routed such that there is
always sufficient clearance for transporting the largest pieces of equipment from plant to
workshops;
• Access for cranes and other vehicles required for operation and maintenance;
• Roads and laydown areas for major turnaround activities like GEG overhaul, vessel entry and
inspections;
• Access to equipment for operation, in situational maintenance and equipment removal;
• Access platforms for valves, instruments, sight glasses;
• Access for installation of scaffolding for maintenance;
• Staircases and vertical ladders;
• Connection of elevated platforms;
• Spacing of equipment;
• Position of associated or related instruments;
• Check for full site cover of radio communications (no black spots);
• Possibility for Permit to Work handling in site offices with facilities for sanitation and eating;
• Efficient site logistics including equipment, materials arrival, distribution and waste handling;
• Facilities for materials loading/unloading.
A pipe, vessel and equipment identification system shall be used; logical, thorough and consistent
communication is imperative for the safe and reliable operation of hydrocarbon processing and power
generation facilities. Durable labeling installed properly and effectively is intended to support process
safety management and uninterrupted production by providing critical information to plant personnel
in a standardized and consistent manner.
7.2 Process Automation and Control System

7.2.1 PAS Objectives
The new power plant facilities will be operated from a new Central Control Room (CCR) for the control
and monitoring of the production and power plants. Each EPF will have a new CCR.
The objective of the PAS is to achieve stable, efficient and reliable operation of the plant within the
defined operating window. The aim is minimum operator intervention, where:
• actions occurring frequently during normal operation and are deterministic, are automated;
• actions occurring less frequently, but are also deterministic, are automated when cost effective
(e.g. reduce start-up / shutdown time);
• actions requiring judgement should be left to the panel operator;
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• the control system enables on-target operation of the plant;

• the operator regularly scans overviews of process conditions which are presented by means of
standard displays and custom graphics;
• situations requiring attention and fast action from the panel operator shall be indicated by alarm
annunciation.
All process and machine data from equipment packages (“3rd party Instrumentation systems”) shall be
available on the DCS consoles to facilitate the “single window” concept. In addition, a method for
providing process information in the field with hand held tablets or similar shall be provided. These
ruggedized handhelds shall enable workflow, data collection and general task management for plant
operations, maintenance management and production tracking.
Engineering stations to allow system maintenance / configuration changes of DCS, IPS, Rotating
Equipment Data Acquisition System and other 3rd party sub-systems will be required. These shall be
located in the combined Control and Engineering Room, located adjacent to the central control room
(CCR). It is also expected that here will be a vendor digital control system for the GEG’s.
“View-only” facilities for DCS, IPS, operational data supervision and Sequence of Event Recordings
(SER) shall be made available for monitoring and trouble-shooting of all facilities by supervisory staff.
These “view-only” facilities are provided from the office IT platform.
For this aim a PI server, used to record data from process control systems (ex. DCS, PLC) into a
compressed time series database shall be installed. The PI system will be used by Owner technologists,
equipment and other experts to record, analyse, and monitor real-time information for trouble shooting
and process improvement.
An electronic logbook shall be provided for O&M task management and shift reporting. The system is
used for the management of tasks, and shift handover. System should be able to generate, print and
save to pdf shift reports. It should be possible to integrate information from other packages such as
alarm reporting, safety status into the reports. Reports should be able to be retained for as long as
desired. Input from the end of shift review including actions completed, those to be carried over to the
next shift and any significant points of note shall be possible.
7.2.2 Alarm management
The facility shall be provided with an alarm management system with an adequate set of warnings
against excursions beyond its safe operating limits both during normal operation and during transient
situations (start-up after commissioning, ramp-up, normal operations, ramp down, start-ups, shutdowns
and upsets). The alarm management system minimizes and where necessary suppresses standing
alarms, nuisance alarms, repeating alarms and alarm floods both during steady state and transient
operations (e.g., start-ups, shutdowns). An alarm rationalization workshop will be held during the
detailed design phase to address this.
The alarm management philosophy shall take into account the ability of the operator to take corrective
action for every alarm and for every pre-alarm prior to activation of the IPS. Alarm classification will be
used as a tool to determine alarm levels, static/dynamic alarm suppression and mode depending alarm
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switching will be applied during specific abnormal operational situations and during upset situations,
including start-up and shutdown transient operating modes.
In the execute phase a detailed PAS alarm suppression build/precommissioning/commissioning plan

shall be developed. This should be on a plant system basis following the execute phase CSU logic and
schedule to ensure alarm requirements are met in time before the start-up of any system.
The following should be developed for the operate phase of the facility.
i. Known operational limits across all facilities for all control variables.
ii. Defined and agreed methods for proactive monitoring of variables by all personnel,
including defining the scope of proactive monitoring activities.
iii. Defined operational behaviours and procedures, including ensuring abnormal
situations do not escalate
Live operating envelopes for all assets shall be provided. Physical, design, and safe operating limits
shall be displayed, allowing a process to work more closely to its safe operating limits.
A central database for the management of Alarm Settings, Parameters etc. shall be provided. This
includes alarm and trip settings workflow management, MOC and auditing. It is a centralized system
for the management of alarm variables including the addition, modification and deletion, and change of
the alarm variable information. The system provides change management and auditing to allow for
specific actions to be checked, verified and approved. There should be a web user interface that can
be provided across the Owner to allow experts (technologists, rotating equipment, QMI etc. etc.) to
have a view and interact with the Alarm Management process.
7.2.3 Instrument Safety Functions
Monitoring of Safety Functions shall be provided by a system that monitors the health of the safety
systems (ESD, FGDS) including activations versus design, layers of protection in place, and status of
MOS. This should include safety advice, i.e. analysis of the status of the safety system by considering
the overrides in place. It provides statistics and reports on the health of the safety system, demand
versus design and reasons for activation.
The plant protection and ESD scenarios shall be captured in detailed Instrumented Protective Function
(IPF) Narratives, defining the protection objectives with specific details of the ESD scenarios, e.g. what
initiator causes what shutdowns (Cause & Effects).
7.2.4 Remote Operations
The PAS shall be capable to control remotely (from the CCR) the start-up and shutdown sequence for
the complete plant, (part) unit or sections thereof unless local operator presence is recommended by
the equipment vendor.
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In principle all pump and heater start, stop and change-over activities shall be done remotely, unless
economical and safety justifications are identified. Where reasonably practicable all trip recovery
activities shall be automated with minimum panel operator intervention.
The PAS and 3rd party Instrumentation systems shall be designed to allow external remote assistance
and support from 3rd party and vendor expertise centres to allow for real time monitoring and support
of plant equipment and processes.
7.3 Isolation requirements
The isolation requirements shall be according to the recommended practices for systems isolation as
per CCED requirements, for safe isolation of plant, unit and equipment to allow for:
a)Safe access for maintenance

b)Minimum inventory of highly flammable or toxic substances (minimum flaring)
c) Lowest possible volume of high pressure gasses
Once detailed equipment lists are available and prior to start up, procedures will be developed by the
operations staff for:
• Mechanical Isolation
• Spectacle blinds maximum size
• Relief Valve and Blow-down Valve Isolation
• Valve Locking Philosophy
• Valve Locking and Spade/Spectacle Blind Control
• Electrical Isolation
• Local isolation
• Switchgear room isolation
• MOS/OOS Maintenance and Start Up Over-Ride Switches
7.4 Buildings
Operations and Service Buildings, accessible by O&M personnel at the new facilities and by others
under the PtW system or other specific precautions stated by operations shall have HVAC systems:
• To control internal temperatures to provide suitable conditions for equipment and/or personnel;
• To provide HVAC to satisfy area classification code and safety philosophies;
• Protection of personnel and assets against non-process hazards;
• HVAC systems shall have easy to clean filters.
The plan is to install a new CCR at both SHB and Ulfa. The CCR building will contain all controls and
panels required off sites of the facility. Inside the CCR must be sufficient place to store and charge
electrical devices such as; Gas-testers, handheld smart devices, radios, computers and printers etc.
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Besides the control room the building also has an Engineering room; this room hosts all engineering
interfaces to the various (sub-) systems, e.g. DCS, ESD, FGDS, REDAS, vendor GEG control system.
Further there shall be space for Permit to Work facilities, emergency equipment, wash/ablution room,
prayers and a small canteen.
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8.0 HEALTH, SAFETY, SECURITY, ENVIRONMENT
The CCED Block 3 and 4 Petrochemicals Gas to Power project is a brownfield facility. Health, Safety,
Security and Environment will be managed in accordance with Oman Regulatory requirements. O&M
staff shall contribute to for the development of key HSSE philosophy documents and competent
operations representatives shall attend all relevant HSSE studies during the execute phase.
The CCED 9 lifesaving rules will be applied throughout the project.
The Lease Contractor shall operate to the same standard regarding HSSE and implement measures,
procedures, and facilities as identified in this chapter regarding HSSE.
8.1 HSSE Management
8.1.1 HSSE Management System
The objective of a HSSE-Management Systems to provide the assurance that HSSE and other risks
are continuously identified, assessed, controlled and reduced to ALARP. The CCED and Lease
Contractor HSSE Management System will be based on the existing CCED practice and be prepared
during the project execution prior to RFSU and it will include amongst others:
1. Management of Change
2. Contractor Safety Management
3. Emergency Response
4. HSSE Competency and Training
5. Permit to Work.
8.1.2 Safety Policy
The safety policies shall be formalized before CCED takes ownership of the facilities and/or the Lease
Contractor starts Power Generation. As a minimum, the following items will be addressed.
• Health and Safety Critical Procedures, with the focus on:

o Permit to Work
o Personal Protective Equipment management
o Management of Change
o Emergency management.
• Hazards and Effects Management, regarding identification and management of HSSE critical
operations and installations.
• Process Safety Information Management
• Driving Safety and Vehicle Control
• Security Policies and procedures
• Contractor Safety Management
• Emergency Response
• HSSE Competency and Training
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8.2 Health
A Health Management Plan will be established and cover, as appropriate, chemical, physical,
ergonomic and biological health hazards. The Lease Contractor shall take this into account when
designing and installing his facilities.
Specific focus shall be given to reducing exposure to stress based on lessons learned from other
projects in the region, this may include:
• Relocating equipment with high frequency maintenance activities to lower levels to avoid
climbing (in the summer there are high temperatures);
• Elimination of use of BA for standard routines (or reduce to absolute minimum).
• Operator standard outfit to be as light as possible (avoid carrying of heavy telecoms, escape
masks, monitors etc.).
O&M staff shall attend 30, 60, and 90% 3D-model reviews to ensure ergonomics are properly covered
in the design.
8.3 Integrity of the Facility
The facility is established through design, construction, commissioning and start-up. In the next phase
this technical integrity is safeguarded through operation, maintenance, inspection and repair by
verified competent staff during the asset’s lifecycle. Design Integrity is maintained by adherence to
the appropriate technical standards, by application of Management of Change and the use of
independent Technical Authorities.
Operating Integrity is maintained through competent operating staff operating the asset within defined
windows while being supported by appropriate alarm management philosophies.
8.3.1 Asset Integrity and Project execution
For an asset’s integrity to be effectively managed, the project is responsible to ensure that the following
requirements shall be met for new CCED facilities and the Lease Contract.
• Operating procedures in-place and followed.

• Competent personnel in-place that is familiar with the asset.
• Operating envelopes/parameters are established.
• Readily accessible, accurate and up-to-date technical information available.
• Clear and agreed maintenance and inspection strategies & management systems in-place and
followed.
• Appropriate inspection and verification programs conducted, deficiencies rectified, and records
kept.
• Maintenance, testing and repair procedures are in place
• Management of Change and Deviation Control processes in-place and operating.
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• Assurance tasks defined and scheduled in the CMMS and/or Lease Contractor Maintenance
management System with verifiable pass/fail criteria for performance.
8.3.2 Emergency Response Plan
Provision of adequate means to deal with the foreseeable major accident events to ensure the safety
of personnel and minimize asset damage is essential. The CCED emergency response plan will be
updated, taking into account the extra staff of the Block 3 and 4 Gas to Power project, addressing items
as:
o Presence of First Intervention Team (FIT), a team of full-time professionals of 4-6 persons per shift,
and then supplemented by volunteers from O&M personnel;
o Medical facilities, medical centre with basic triage, trained paramedics and ambulances;
o Contacts with in-country hospitals, other country wide response for major incidents
The Lease Contractor shall set up his own FOIT team and integrate his Emergency Response with
CCED policies and procedures.
8.3.3 Permit to Work and other critical procedures
A PtW system should be in place at start of introduction of hydrocarbons. A special PtW should cover
the CSU and SIMOPS phase. For normal operations control of PtW should be optimized for safety
(location, type of building e.g. blast proof), proximity to the work of operators and maintenance
technicians and site logistics/productivity.
The following PtW modules are required:
• Permit To Work (PTW)

• Task Risk Assessment (TRA); Job Risk Assessment (JRA)
• Isolation Management (LOTO)
• Register/Field tagging (LO/LC)
• Scheduling/Planning
• Management of Change (MOC)
• Work Pack Management
Critical work procedures shall have been developed, staff trained, and competencies verified for at least
(not limited to):
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BLOCK 3 AND 4

TITLE
Working at height Gas testing

Rescue from height Confined space entry
Usage of PPE Medical response
Handheld fire extinguisher Incident reporting procedure (Quality
system)
Fire command
Records control (Quality system)
Fire Prevention
Scaffolding procedure
HSE induction
Excavation procedure
Media training
Grinding wheels
Crisis response
Crane and lifting procedures
Incident and accident reporting
Management of plant over-rides procedure
Safe Manual handling
Procedure for spading
Safe handling of chemical
Procedure for flaring
Unsafe act auditing
Acquisition of new substances
Incident investigation
Waste and Toxic Materials Handling
Pre incident planning
Heat Stress Management
8.3.4 Waste Management
A Waste Management plan to cater for the new installed facilities will be developed for the Operating
phase including an inventory of wastes and emissions, and how they will be reported. The Lease
Contractor shall arrange for waste disposal as per Omani regulations.
8.3.5 Venting, Draining and Purging Management
A Draining, flushing and purging Philosophy shall be developed, with guidance for:
• the draining of substances in the units,

• rules for closed drain systems
• Requirements for flushing of products from equipment.
• The requirements for adequate purging of equipment, systems.
• Determining inerting criteria for cleaning, hydrocarbon admission, air admission, etc.
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8.3.6 Drips & drains
A drip/drain system shall collect drips and drain effluents from selected locations such as sampling
points, pump bases and equipment drains via above ground and/or underground piping systems.
8.3.7 Security
A boundary fence shall be erected around the complete proposed site area. An Access Control System
(swipe cards) shall be operated to control entry of personnel, materials, plant and equipment to site,
both during the construction and operational phases of the plant life. Security systems such as CCTV
and pass control will be implemented. Special attention will be put on IT security to prevent
unauthorized access, theft or manipulation of data in the process control domain.
COM-XX-G04-2017_001_02_JS1137_MEC
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9.0 IM/IT
The below figure illustrates a typical example IM/IT Infrastructure O&M teams need as a minimum in
the operate phase of the project. The picture is not complete and only indicative; the exact IM/IT
infrastructure CCED Gas to Power project needs to be designed and implemented very early in the
execute phase of the project. CCED will use items form this overview on an as need basis for their
operations.
• On the right hand side, in dark red is the facility control infrastructure with DCS, FGS, SGS,
Amadas, REDAS, Power SCADA and GEG control system, basically all systems that control, run
and safeguard the processing and power generation facilities.
• The ICSS sends data to a PI Server, from which production data can be managed by supervisors,
engineers, technologists to allow troubleshooting, equipment performance, production optimization.
The PI server also sends (optional) data to operator handhelds in the field (Intelatrac or similar), so
they can check latest process set points, alarms etc.
• The core for maintenance is SAP (blue block). Inputs in SAP are for example the data and material
information from the E-SPIRS provided by vendors in the execute phase. SAP PM is used to plan
maintenance with a planning/scheduling tool like Primavera. SAP PM receives inputs form SIFPro,
COM-XX-G04-2017_001_02_JS1137_MEC
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RCM and RBI analysis to set the maintenance frequencies. RBI receives input from corrosion
management systems (CIMS) and site inspections (IDMS) carried out.
• A number of other systems (yellow) support the operation of the facility (existing systems will be
extended to accommodate the new facilities):
o A document and information management system containing as build, equipment and other
data;
o A product optimization tool (process engineering application, from Aspen or similar);
o A tool for accurate and comprehensive turn around planning;
o SmartPlant (to allow view of E and I design information from the project phase);
o A laboratory information management system;
o A hydrocarbon accounting system, to allocate production cost to gas suppliers, monitor
emissions, allocate utilities cost to the process units and more.
• As an option a plant information management system (PIMS) could be installed.
The Lease Contractor is expected to bring his own IT/IM, control and safeguarding system. At the
moment this is expected to work independently from CCED. At a later stage when the CCED systems
are fully developed the level of integration can be defined and agreed.
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10.0 CSU
For a full description of CSU works for both facilities installed under the EPC contract and the Lease
Contract refer to the Commissioning and Start up Philosophy. In general, following principles apply.
A consistent and coordinated approach to for the CSU process is crucial for a new facility as the
CCED Block 3 and 4 Gas to Power Project. Summarized it is proposed:
• The EPC Contractor hands over responsibility for Care, Custody and Control at RFSU to the
Owner;
• The EPC Contractor is responsible for the start-up of his facilities, with the support of the
Operating and Maintenance Personnel;
• The Lease Contractor carries out his own commissioning and start up.
• Owner O&M, CSU organization will be fully integrated in the EPC Contractor Organization and
second also some personnel in the Lease Contractor Organization for training purposes;
• One Facility start-up plan, aligning the CSU logic and schedules of all assets and the Leased
Facilities will be created and followed;
• The CSU logic shall drive the construction completion priorities;
• A turnover completions management system (CTMS) shall be used by EPC and Lease Contractor
for completion, punch listing and handover of systems with Hold Points between the Phases.
• A start-up leadership team from Owner and Contractor will coordinate the CSU effort.
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11.0 Project to Asset Handover (P2A)
The P2A process defines all deliverables to be handed over from the Projects to the Asset (i.e. existing
CCED organization), including planning, coordination and acceptance criteria. These can be
categorized as follows.
• Physical Items
o All facilities, systems and sub-systems which are handed over at RFSU (commissioned
utilities, hydrocarbon systems) from the Project Team to the CCED operations Manager
o Handover of a performance tested facility by the Project Director/Manager for acceptance
of Ownership to the CCED Operations Manager.
• Information
o Commissioning documentation;
o Operational Documentation;
o Maintenance Documentation and data;
o Drawings, including as-built drawings of safety critical equipment;
o Contracts and contract closeout reports;
o Procurement records;
o Approvals, Licenses, and Permits;
o Risk management information;
o Punch lists;
o Project Team closeout reports;
o Lessons Learned (LL) and Practices Worth Replicating (PWR)
o etc.
• Organization
o Responsibility for Health, Safety, Environment and Security (HSES);
o Accountability for facility Technical Integrity;
o Contractual liabilities;
o Transfer of staff, teams, and departments (as appropriate);
o Handover of Asset Management responsibility from the Project Director/Manager to the
Production/ Operations Director/Manager.
o Purchase orders, Payments, Warranties
o Contract Owner and Contract Holder responsibilities of all contracts
The P2A Requirements will be developed by the OR&A team. CCED shall approve and customize
the P2A requirements. It is the responsibility of the Project Manager of the Project Team to ensure
that the Contractors deliver according to the P2A process.
The Project Team shall develop asset and workstream specific P2A transition plans based on the
P2A requirements with detailed Transition Management policies, standards, organization and
procedures.
These plans will define as a minimum:
COM-XX-G04-2017_001_02_JS1137_MEC
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TITLE
- What is being handed over or accepted (i.e. hardware, scope, documentation, budgets, spares,
contracts, responsibilities, accountabilities, Punch Lists, etc.);
- When is it being handed over or accepted (i.e. agreed date of each major handover milestone
agreed);
- How is it being handed over or accepted (i.e. RFSU Certificate, Punch List, organizational
adjustments, budget systems, etc.);
- Who is involved in the handover or acceptance (i.e. delivering and receiving parties, staff training
and competency requirements, etc.);
- Where is the physical handover taking place (i.e. details on location, boundaries, warehousing,
etc.);
- Why the handover is taking place (i.e. changes in responsibilities, competencies, scope etc.).
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12.0 COST
12.1 OPEX
An OPEX estimate will be developed (using FEED data as this becomes available) for CCED yearly
budget planning. Where needed benchmark or open market data will be used. The OPEX model
addresses the following.
1. Manpower Costs Operations and Supporting Organizations
2. Maintenance Costs, based on benchmark data for similar units and known TA costs of similar facilities
3. Other costs, as applicable e.g.:
- Land Lease costs;

- Insurance;
- Environmental costs;
- Training;
- HSSE;
- Internal Transport;
- IM/IT;
- Costs of power, water and other imports;
- Cost of Leasing the gas conditioning and power generation facilities.
- Miscellaneous costs.
4. Variable costs, e.g. consumption rates of utilities.
To permit CCED to make a correct estimate of the Lease Facilities OPEX, the Lease Contractor shall
submit an annual budget covering:
• Anticipated operations, repairs and capital improvements

• Maintenance and overhaul schedules
• Planned procurement (including equipment, spare parts, and consumable inventories)
• Labour activities (including staffing, labour rates, and holidays)
• Administrative activities and other work proposed to be undertaken by Operator
12.2 CAPEX
For the EPC lump sum contract (OHL) the EPC contractor is fully responsible for all commissioning
and operations activities up to RFSU. Mobilization of staff prior to start-up of the facility is considered
CAPEX; based on the mobilization profiles (TBD) and manpower monthly rates provided by CCED the
first cost estimate is about xxx US$ between FID and RFSU.
Other items to be considered are for example the implementation of IM/IT infrastructure, buying of 2-
year operational spares, travel and training cost.
COM-XX-G04-2017_001_02_JS1137_MEC

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04 11-03-2022 Incorporate CCED comments W Blauw

03 19-01-2022 Re-Issued for lease option W Blauw

MEC Project #: 81007

OPERATION & MAINTENANCE PHILOSOPHIES

JS1137 COM-XX-G04-2017_001_02_JS1137_MEC 04 11-03-2022 1 of 43

JOB NR. DOCUMENT NR. REV. DATE SHEET

1.1 DEFINITIONS .................................................................................................................... 5

1.2 ABBREVIATIONS ............................................................................................................... 5

1.0 INTRODUCTION ........................................................................................................................ 7

2.0 EXISTING FACILITIES ................................................................................................................. 9

2.1 Block 3 Facility Data ....................................................................................................... 10

2.2 Block 4 Facilities Data..................................................................................................... 11

3.0 GAS TO POWER PROJECT BLOCK 3 AND 4............................................................................... 12

4.0 CCED O&M ORGANIZATION DEVELOPMENT ........................................................................ 14

4.1 Assumptions for O&M organization development .......................................................... 14

4.2 Lease Contract Management ......................................................................................... 14

4.2.1 Tendering Phase ...................................................................................................................... 14

4.2.2 Mobilization and Start Up Phase .............................................................................................. 15

4.2.3 Operate Phase of Lease Contract ............................................................................................. 15

4.3 CCED Organization Operate Phase ................................................................................. 16

5.0 OPERATIONS AND MAINTENANCE ......................................................................................... 18

5.1 Operating Modes ........................................................................................................... 18

5.2 Maintenance Shutdown Strategy and Availability........................................................... 18

6.0 OPERATIONS AND MAINTENANCE PHILOSOPHIES ................................................................. 20

6.1 Operational Goals and Objectives .................................................................................. 20

6.2 Operations Management System ................................................................................... 20

6.3 Operations Philosophy ................................................................................................... 21

6.4 Process Control .............................................................................................................. 21

6.5 Maintenance Philosophy ................................................................................................ 22

6.5.1 Maintenance Principles............................................................................................................ 22

JOB NR. DOCUMENT NR. REV. DATE SHEET

6.5.2 Computerized Maintenance Management System ................................................................... 24

6.5.3 Maintenance and Integrity Strategies ...................................................................................... 24

6.5.4 Turnaround Strategy ................................................................................................................ 24

6.5.5 Inventory and Spare Parts Management .................................................................................. 25

6.5.6 Maintenance Execution ........................................................................................................... 26

6.5.7 PAS ................................................................................................................................. 27

6.5.8 Logistics ................................................................................................................................. 27

7.0 OPERATIONS FUNCTIONAL REQUIREMENTS .......................................................................... 27

7.1 Layout of Facilities, Operability and Maintainability ....................................................... 27

7.2 Process Automation and Control System ........................................................................ 28

7.2.1 PAS Objectives ......................................................................................................................... 28

7.2.2 Alarm management ................................................................................................................. 29

7.2.3 Instrument Safety Functions .................................................................................................... 30

7.2.4 Remote Operations.................................................................................................................. 30

7.3 Isolation requirements ................................................................................................... 31

7.4 Buildings ........................................................................................................................ 31

8.0 HEALTH, SAFETY, SECURITY, ENVIRONMENT .......................................................................... 33

8.1 HSSE Management......................................................................................................... 33

8.1.1 HSSE Management System ...................................................................................................... 33

8.1.2 Safety Policy ............................................................................................................................ 33

8.2 Health ............................................................................................................................ 34

8.3 Integrity of the Facility ................................................................................................... 34

8.3.1 Asset Integrity and Project execution ....................................................................................... 34

8.3.2 Emergency Response Plan ....................................................................................................... 35

8.3.3 Permit to Work and other critical procedures .......................................................................... 35

8.3.4 Waste Management ................................................................................................................ 36

JOB NR. DOCUMENT NR. REV. DATE SHEET

8.3.5 Venting, Draining and Purging Management ............................................................................ 36

8.3.6 Drips & drains .......................................................................................................................... 37

8.3.7 Security ................................................................................................................................. 37

9.0 IM/IT ...................................................................................................................................... 38