Best Practice
SABP-A-033
Corrosion Management Program (CMP) Manual
9 March 2013
Document Responsibility: Materials and Corrosion Control Standards Committee
Saudi Aramco DeskTop Standards
Table of Contents
Foreword…………………………………………..…..….. 2
1 References…………………………………….… 4
2 Definitions…………………………………….…. 6
Part 1: Basic Requirements and Deployment Activities
1 Introduction…………………………………….... 8
2 Policy and Strategies………………..……...… 11
3 Organization…………………………..……….. 14
4 Deployment Methodology…………..………... 18
5 Review………………………………………..… 30
6 Central Engineering Review (Appendix 3)….. 31
Appendix 1 - Plant Information Required…………. 33
Appendix 2 - Corrosion Loops Development…….. 35
Appendix 3 - CMP Checklist for Self
and Central Engineering Reviews……..….. 37
Part 2: “Manage Corrosion” Work Processes…...... 42
Introduction………………………………………. 43
Attachment 1 - “Manage Corrosion” at Design.….. 47
Attachment 2 - “Manage Corrosion”
at Procurement and Construction………..... 47
Attachment 3 - “Manage Corrosion”
at Operate and Maintain……………………. 47
Attachment 4 - “Manage Corrosion”
at Decommissioning………………………… 47
Part 3: Damage Mechanism Narratives………..…… 48
Introduction……………………………..……….. 49
Previous Issue: New
Next Planned Update: TBD
Revised paragraphs are indicated in the right margin
Primary contacts: Sami M. Al-Ghamdi on 880-9573 and/or Abdelhak Kermad on 880-9529
Copyright©Saudi Aramco 2013. All rights reserved.
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Foreword
Corrosion management represents a key component of Saudi Aramco’s overall strategy to
safeguard plant integrity, reliability and safety. It is founded on the following integrated elements:
1.
2.
3.
4.
5.
6.
7.
Work Processes (Core, Strategic, Tactical, Elemental and Atomic)
Risk-Assessment
Competency and Training
Roles and Responsibilities
Technologies
Performance Measurement
Reviews and Continuous Improvement
The Corrosion Management Program (CMP) is an integral part of Element 5 “Asset Integrity” of
the corporate Safety Management System (SMS). SMS and CMP are integrated tools developed
by Saudi Aramco to manage asset performance and maximize plant reliability and utilization
without compromise to safety and the environment.
This Corrosion Management Program Manual represents the “what” and “how to” for deploying
corrosion management strategies throughout Saudi Aramco operational facilities. It provides
generic guidelines and principles that will require customization to specific plants or units.
Process fluids, operating conditions and materials differ from one plant to another.
Accordingly, appropriate corrosion control and mitigation strategies will be required to manage
corrosion throughout the asset life cycle, i.e., at design, procurement and construction, operation
and maintenance, and at decommissioning. Specifically, this manual addresses the operation and
maintenance phase of the asset life cycle; however, its contents may also be adapted to address
corrosion management during the other phases of the life cycle. It is noted that the biggest
impact a corrosion management program may have on the long-term integrity and reliability of a
plant is during the design phase. Accordingly, Saudi Aramco documents such as SAEP-14
“Project Proposal”, SAEP-122 “Project Records” and SAES-L-133 “Corrosion Protection
Requirements for Pipelines, Piping and Process Equipment” stipulate the development of a CMP
for every new project or capital program at the earliest possible stage, based on established
guidelines and principles given in these documents.
Corrosion failure prevention is best achieved by focusing on the early stages of performance
degradation or incipient failure; these stages, termed “non-critical failures”, will result in “critical
failures” if left unattended or addressed too late. Accordingly, a key theme of CMP is
proactivity; this is evident in the development of proactive leading/lagging indicators and Plant
Integrity Windows (PIW). These performance metrics and variables represent the Dashboard of
corrosion management across Saudi Aramco facilities. Therefore, diligent corrosion prediction
and monitoring technologies play a critical role to safeguard the proactive nature of CMP.
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CMP development follows the “plan-do-check-act” approach. Essentially, corrosion
management activities must first be rigorously planned; this planning must be according to the
strategies set out by management. Another term for “do” is “strategize”. The plans developed
must then be followed through or implemented. Another term for “do” is “implement”. Once the
plans have been put into action, checks must be carried out to ensure that the desired results are
achieved, i.e., in the context of CMP, this means Manage Corrosion. Another term for “check” is
“analyze”. Finally, if analyses or checks show problematic system performance, then
rectification is required to restore performance to the desired level or target. This final step
would also involve system improvement by deployment of new technologies and updated
knowledge. Another term for “act” is “rectify” or “improve”.
It is well-established that, without an integrated approach to corrosion management, equipment
and piping failures will continue to occur, thus representing potentially major adverse risk to
facilities, personnel, environment and company reputation. It is thus paramount that engineers in
core engineering disciplines such as process/operation, inspection and reliability/maintenance are
conversant with the impact of process operations, inspection and maintenance activities on
corrosion. Work processes together with risk assessment, performance measurement,
competency/training and performance reviews are developed with integration in mind so that
corrosion management becomes everybody’s business.
The essence of a corrosion management program lies in the deployment and management of
procedures and systems to control the day-to-day corrosion related activities. Management of
corrosion operates simultaneously at various levels within our organization/facilities, and
includes:
●
a policy and management structure to deal with corrosion issues as part of the overall
management process for the facility,
●
documentation and procedures for engineers and managers with responsibility for
corrosion as part of the strategy or corrosion plan for the facility,
●
planning and implementation of corrosion control and monitoring activities
●
provision of means for the collection and assessment of site inspection and monitoring
data, and
●
a system to review corrosion related activities on a regular basis.
These procedures and systems include engineering reviews, adequate quality assurance and
quality control of various aspects of design and construction, recording and trending of
monitoring and inspection data, use of condition based strategies and use or risk assessments.
This document is considered ever-green. Lessons learned shall be captured and anomalies
rectified, thus driving a process of continuous improvement. CMP work processes, technologies,
KPI and PIW targets shall be subjected to periodic reviews to ensure incremental improvement
in this program.
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1
References
1.1
Saudi Aramco References
Saudi Aramco Engineering Procedures
SAEP-14
Project Proposal
SAEP-20
Equipment Inspection Schedule
SAEP-122
Project Records
SAEP-325
Inspection Requirements for Pressurized Equipment
SAEP-343
Risk-Based Inspection
SAEP-1135
On-Stream Inspection Administration
Saudi Aramco Engineering Standards
SAES-A-007
Hydrostatic Testing Fluids and Lay-Up Procedures
SAES-H-001
Coating Selection and Application Requirements for
Industrial Plants and Equipment
SAES-L-108
Selection of Valves
SAES-L-132
Material Selection for Piping Systems
SAES-L-133
Corrosion Protection Requirements for Pipelines, Piping and
Process Equipment
SAES-L-136
Pipe, Flange and Fitting Material Requirements
SAES-W-011
Welding Requirements for On-Plot Piping
Saudi Aramco Best Practices
SABP-A-001
Polythionic Acid SCC Mitigation
SABP-A-013
Corrosion Control in Amine Units
SABP-A-014
Atmospheric Oil Degassing, Spheroids and Stabilizers
Corrosion Control
SABP-A-015
Chemical Injection Systems
SABP-A-016
Crude Unit Corrosion Control
SABP-A-018
GOSP Corrosion Control
SABP-A-019
Pipeline Corrosion Control
SABP-A-020
Corrosion Control in Sulfur Recovery Units
SABP-A-021
Corrosion Control in Desalination Plants
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SABP-A-025
Corrosion Control in Vacuum Distillation Units
SABP-A-026
Cooling Systems Corrosion Control
SABP-A-029
Corrosion Control in Boilers
SABP-A-036
Corrosion Monitoring Best Practice
Saudi Aramco Engineering Reports
1.2
SAER-2365
Saudi Aramco Mothball Manual
SAER-5573
Crude Distillation Unit Overhead Corrosion Study
SAER-5659
Guidelines for Setting Acceptable, Alarm and Shutdown
Vibration Limits
SAER-5883
Cost of Corrosion in Existing Saudi Aramco Operations
SAER-5942
Ammonium Bisulfide Corrosion in Hydrocracker and
Refinery Sour Water Service
SAER-6403
Corrosion Control Document JNGLF Fractionation and
Treating Modules 1/2/3/4
SAER-6344
Corrosion Control Document - ShGP CCD-1 ShGP Gas
Treating Units 1/2/3/4
SAER-6353
Corrosion Control Document - Yanbu Refinery Continuous
Catalytic Regeneration (CCR) Platformer Plant V11
SAER-6384
Corrosion Control Doc. - ABQ South Stabilizers Plant 120
SAER-6416
Corrosion Control Document JRD Crude Distillation Unit
CDU-2
Industry Codes and Standards
American Petroleum Institute
1.3
API RP 571
Damage Mechanisms Affecting Fixed Equipment in the
Refining Industry
API RP 580
Risk Based Inspection
API PUB 581
Risk-Based Inspection Base Resource Document
API RP 584
Integrity Operating Windows
Publications
Saudi Aramco Safety Management System, Loss Prevention Department
Qualitative Risk Assessment, Guide Number 02-002-2010, Saudi Aramco Safety
Management Guide, Loss Prevention Department, 24 July 2010
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Guidance for Corrosion Management in Oil and Gas Production and Processing,
Energy Institute, the Health & Safety Executive (HSE), London, May 2008
2
Definitions
Corrosion Loop (CL): A section of a plant defined mainly on the basis of similar
process conditions, materials of construction or active/potential damage mechanisms.
Corrosion Loop Diagram (CLD): A Process Flow Diagram (PFD) or Materials
Selection Diagram (MSD) that is color-coded to reflect the developed corrosion loops.
Corrosion Management Program (CMP):
Corporate Program developed by
CSD/ME&CCD aimed at reducing company cost of corrosion, predicting and preventing
failures, improving plant availability, optimizing inspection and monitoring methods,
promoting corrosion knowledge management, sustaining and enhancing corrosion
prevention improvement, development and deployment of new and existing technologies,
corrosion talent development and training, integration with other disciplines such as
process, operations, inspection, maintenance and loss prevention.
Damage mechanisms (DM): Types of corrosion and materials degradation a corrosion
loop may be susceptible to potentially or during operations.
Dashboard: Visual display of performance metrics or KPIs with color-codes and drilldown features.
Key Performance Indicator (KPI): A measure associated with a specific activity;
could be Financial, Internal or Result. Could be categorized as Leading or Lagging.
Management of Change (MOC): A systematic process aimed at evaluating and
documenting all plant changes and their impact on plant safety, integrity and profitability.
Plant Assessment: Engineering review or condition assessment of a specific plant
covering operations, inspection, corrosion, maintenance, pressure vessels, piping, fire
equipment, electrical and reliability practices.
Plant Integrity Window (PIW): A chemical or physical plant parameter with
established minimum and maximum values; may be categorized as Safety PIW,
Operational PIW or Integrity PIW.
Safety Management System (SMS): Corporate document aimed at safeguarding
company assets, personnel safety and the environment throughout the full life cycle;
based on 11 Elements (including Asset Integrity-Element 5) with objectives, expectations
and deliverables
Work Process (WP): Series of activities or steps aimed at achieving a set objective,
with input and output.
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Part 1: Basic Requirements and Deployment Activities
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1
Introduction
The Corrosion Management Program (CMP) Manual is structured in three (3) parts as
follows:
●
Part 1: Basic Requirements and Deployment Activities
● Part 2: “Manage Corrosion” Work Processes
● Part 3: Damage Mechanism Narratives
1.1
Purpose
The purpose of this manual is to provide guidance to Saudi Aramco operating
organizations and engineers involved in the development and implementation of
corrosion management systems for upstream and downstream facilities.
Effective corrosion management shall result in:
●
●
●
●
●
1.2
Improved plant integrity and safety
Reduced corrosion failures
Maximum plant availability
Optimized mitigation, monitoring and inspection expenditure
Reduced loss profit opportunity
Scope
This manual addresses both upstream and downstream operational facilities.
In this document, corrosion management is defined as the part of the overall
management system that develops, implements, reviews and maintains the
corrosion management policy and strategy. The policy provides a structured
framework for corrosion risk identification and the development of appropriate
cost-effective mitigation solutions.
Corrosion management addresses the management of threats to mechanical
integrity arising from mechanisms of material degradation, corrosion and failure,
including but not limited to:
●
Mechanical and metallurgical failure mechanisms – graphitization,
spheroidization, temper embrittlement, creep, thermal fatigue, vibrationinduced cracking, sigma phase embrittlement, dissimilar metal weld
cracking, brittle fracture, etc.
●
Uniform or localized thinning – galvanic corrosion, caustic corrosion, CO2
corrosion, amine corrosion, corrosion-under-insulation, microbiologicallyinduced corrosion, etc.
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●
High temperature corrosion – sulfidic corrosion, oxidation, carburization,
metal dusting, fuel ash corrosion, etc.
●
Environmental-assisted cracking – chloride/caustic/amine/ammonia stress
corrosion cracking, corrosion fatigue, etc.
These mechanisms are all covered in the damage mechanism narratives given in
Part 3 of this manual.
Importantly, CMP is considered proactive and risk-based. The proactive nature of
this program lies in addressing early signs of mechanisms leading to corrosion or
partial loss of function of the asset. Accordingly, corrosion prediction and
prevention via leading proactive measures or integrity operating windows is
paramount to preventing critical failures (Figure 1).
Figure 1 - Failure Classification
1.3
CMP Framework
It is important that corrosion management activities are carried out within a
structured approach that is visible, understood by all parties and where roles and
responsibilities are clearly defined. This manual focuses on corrosion
management in the “operate & maintain” phase of the life cycle. However, it also
acknowledges the importance of the design phase in planning and implementing
corrosion risk control barriers.
The management system model advocated in this manual (Figure 2) is based on
the Health and Safety Executive (HSE) model for the management of safetyrelated activity.
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The essential elements of this framework are:
1. Clear Policies and Objectives of the organization (Saudi Aramco)
2. Organizational Structure and Responsibilities of managers and staff
within the organization (Central Engineering or Proponent)
3. Corrosion Risk Assessment and Planning of activities according to risk
4. Implementation and Analysis of planned activity and its reported outcome
5. Measure System Performance against pre-determined criteria or targets
6. Systematic and Regular Review of system performance; this provides a
feedback loop to improve performance via making appropriate adjustments to
policies, objectives, organizational structure/responsibilities, planning,
implementation/ analysis or performance measures
The first five steps are concerned with the setting up a basic management system,
whilst reviews, the sixth step, forms part of a verification system. These elements
are addressed in detail in the subsequent sections.
Successful Corrosion Management
Best Practices
Engineering Standards
Industry Standards
Policy &
Strategies
Accountabilities
Competency
Training
Organization
& Responsibilities
Likelihood & Consequences
Criticality
Risk Assessment
Inspection & Maintenance Plans
Corrosion Management Strategy
Planning
& Implementation
Monitor Trends
Anomaly Tracking
Key Performance Indicators
Performance
Measurement
Review
Review of
Performance
Review, Correct
Update
Yes
Management
of Change
No
Satisfactory
Performance
Figure 2 - Corrosion Management Program (CMP) Framework
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2
Policy and Strategies
Effective policy and strategies set a clear direction for the Saudi Aramco organization to
follow, aiming at the elimination of corrosion failures and an improvement of mechanical
integrity and safety. CMP policy reflects the vision of Saudi Aramco and a genuine
commitment to action. Strategies provide the means by which the policy is implemented.
Policy and strategies should be widely communicated in awareness campaigns.
2.1
Saudi Aramco Corrosion Management Policy
Saudi Aramco is committed to preventing and managing corrosion of its plants
and assets to ensure that the Company's vision is to remain the most reliable
supplier of energy to the World and a steward of safety and the environment.
The management of corrosion shall be led by a formalized strategy resulting in an
integrated Corrosion Management Program (CMP). Saudi Aramco will deploy
the most effective and modern predictive, diagnostic and data management
techniques to ensure that the risks associated with the corrosion failure of plant
are fully understood and maintained As Low As Reasonably Practicable
(ALARP) throughout the asset life-cycle.
To achieve this, Saudi Aramco shall ensure that:
●
The roles and responsibilities associated with planning, implementing,
maintaining and improving corrosion management are clearly defined.
●
The competencies required to perform these roles and discharge these
responsibilities are defined and the staff fulfilling these roles are fully
competent and fully aware of their responsibilities.
●
The risks associated with the corrosion failure of plant are identified and
managed so as to remain ALARP.
●
Assets are designed, procured, fabricated, installed and commissioned in
accordance with approved processes, specifications and standards.
●
The handover of new plant to operations is effectively managed through
Management of Change (MOC) processes, including the provision of
appropriate documentation and training requirements required to operate
the plant safely and effectively.
●
Plant assets are operated within their design envelope and proactive
detection technologies are utilized to ensure that any deterioration or noncompliance that could affect the integrity of assets are reported, assessed
and actions taken.
●
Activities designed to manage threats to the corrosion of assets are not
unduly compromised by cost, scheduling or production targets.
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2.2
●
Management of Change processes are used so that corrosion risks
associated with any changes (e.g., hardware, software, processes,
procedures or manning levels etc.) that might affect the integrity of the
assets are assessed and approved prior to implementation.
●
Key Performance Indicators (KPI’s) are developed to model and measure
the effectiveness of the corrosion management processes and facilitate the
implementation of proactive corrosion management methodologies.
●
All corrosion failures, incidents or near misses related to corrosion are
thoroughly investigated to determine root causes and any lessons learnt are
communicated across the Company.
●
Contractors and manufacturers/suppliers are regularly surveyed and
selected so that they share our corrosion management program goals and
can perform their assigned duties and tasks safely and effectively.
●
Corrosion management processes are subject to regular reviews.
●
Corrosion data visualization and knowledge management systems are
implemented to allow for both continuous improvement and effective
knowledge sharing.
Strategies
Most practices and procedures employed for the control of corrosion in
operational facilities involve proven technology that is generally accepted
worldwide. These can be considered as the tactical aspects or corrosion control
options:
●
Materials Selection (steels, corrosion resistant alloys, non-metallics)
●
Chemical Treatments (caustic, neutralizers, inhibitors, biocides, cleaning)
●
Coatings (metallic, non-metallic and organic paints)
●
Cathodic Protection (galvanic or impressed current)
●
Process & Environmental Control (capacity, flaring, waste water treatment)
●
Corrosion Monitoring (coupons, probes, process variables)
Other tactical processes include Failure Analysis to identify root causes of asset
deficiencies and modes of failure, with the objective to prevent failure recurrence.
In addition, risk assessment methods such as Risk-Based Inspection (RBI) are
aimed at inspection optimization based on corrosion risk levels. This practice is
undertaken on new builds to identify corrosion threats and formulate corrosion
mitigation barriers. It is also undertaken on existing facilities for inspection
optimization and risk reduction. Other special assessment methods include
Fitness-For-Service (FFS) and Remaining Life Assessment (RLA); these methods
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are deployed to assess metal loss, crack/defect significance and predict remaining
useful life of assets operating under time-dependent damage mechanisms.
All above options are used either singly or in combination; the selection depends
on the specific application (the structure/materials & loads, service life) and the
corrosivity of local environments (crude slate, atmosphere, seawater, process
fluids, etc.).
Saudi Aramco corrosion management strategies are mapped out in multi-level
work processes, namely, strategic, tactical, elemental and atomic. The processes
for the “operate & maintain” phase are given in Part 2. Processes for other phases
of the asset life cycle, i.e., design, procurement & construction, and
decommissioning are also included in Part 3 of this manual for appropriate usage.
In addition to the above corrosion control strategies, Saudi Aramco is committed to
ensure that talent development shall play a key role in CMP deployment.
Accordingly, competency maps (CMaps) and career path plans have been
developed to ensure that central and plant corrosion engineers benefit from a rich
program of training, coaching and mentoring to reach specialist development status
after a period of approximately 10 years; this is achieved through the Specialist
Development Program (SDP). Training is regularly offered through the company’s
Professional Engineering Development Division (PEDD). The Corrosion
Engineering Development Program (COE-300) is an all-in corrosion course offered
to Plant Engineers over a period of three months.
Saudi Aramco continuously encourages engineers to obtain certification with
reputable materials and corrosion bodies such as NACE International and
ASM International. Accordingly, engineers are routinely enrolled to obtain
appropriate certifications, as follows:
●
●
●
●
●
●
●
●
●
●
●
●
Corrosion Specialist - NACE
Corrosion Senior Technologist - NACE
Internal Corrosion Technologist - NACE
Corrosion Technologist - NACE
Chemical Treatment Specialist - NACE
Material Selection/Design Specialist - NACE
Protective Coatings Specialist - NACE/SSPC
Protective Coating Technologist - NACE/SSPC
Protective Coating Inspector - NACE/SSPC
Cathodic Protection Specialist - NACE
Cathodic Protection Technologist - NACE
Cathodic Protection Technician - NACE
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●
●
●
●
●
●
●
●
Cathodic Protection Tester - NACE
Material Selection and Design - ASM
Failure Analysis - ASM
Heat Treatment - ASM
Non Metallic Testing and Characterization - ASM
Metallic Coatings - ASM
Metallography - ASM
Welding - AWS/TWI(CSWIP)
Knowledge sharing and knowledge management complement the above training
and development activities. Saudi Aramco’s knowledge sharing portal “ShareK”
provides a platform for Communities of Practice (CoP) to discuss and share
corrosion issues and company major corrosion challenges. ShareK also serves as
repository or library for corrosion technical literature, reports and presentation
material. Engineers have also access to multiple electronic materials and
corrosion resources through the company’s Technical Information Center (TIC),
e.g., SAI Global, ASM online, Corrosion Source, Energy Institute, Emerald,
Engineering Encyclopedia, Metalinfo, ScienceDirect, OnePetro; and through
corporate memberships with TWI, EPRI and PRCI. Technical exchange meetings
at local and regional level are also routinely held to allow engineers from central
engineering and plants to network and exchange ideas.
Corrosion technology development is another mature strategy employed at Saudi
Aramco through the company’s technology program. Engineers are encouraged to
develop Technology Items (TIs) via local research and development or via
partnering with outside organizations through single or Joint Industry Projects
(JIPs).
To complement the above strategies, a focus on company major corrosion
challenges is a must. Chronic corrosion issues pausing disruption risks to plant
operations or safety shall be addressed as a matter of priority and
recommendations developed to eliminate these problems and prevent recurrence.
3
Organization
3.1
Introduction
Effective management structure and corrosion management practices are essential
requirements for the delivery of policy and strategies. The establishment of a
vibrant “corrosion culture” invariably leads to improved asset integrity and
personnel safety.
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The management of corrosion is a concern which extends beyond the
responsibilities of corrosion and materials engineers. Whilst they should provide
advice during both the design and operational phases, they are dependent upon the
co-operation of other disciplines if an installation’s projected design life is to be
achieved. The model below (Figure 3) provides a framework for that co-operation
and for optimizing the contribution the corrosion and materials engineers make to
an organization.
Figure 3 - Corrosion Information Flow in Projects
3.2
Deployment Structure
CMP deployment to operating facilities shall be structured along the guidelines
given below. A CMP deployment organization chart is given in Figure 4 below.
Subject Matter Experts (SMEs) and engineers from the following disciplines shall
be involved, as appropriate:
Central Engineering
●
●
●
●
●
Corrosion
Materials & Welding
Coatings
Chemical Treatment
Cathodic Protection
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Proponent
●
●
●
●
●
Corrosion
Inspection / OSI
Risk Based Inspection Coordination
Process & Operations
Technical Support
Corrosion Specialist
Materials & Welding Specialist
CMP Team Leader
Coatings Specialist
Chemical & Water Treatment
Specialist
Corrosion Management Program (CMP)
Champion
(CSD/ME&CCD Division Head)
Cathodic Protection Specialist
Plant Corrosion Engineer
Plant Inspection Engineer/OSI
Coordinator
Plant CMP Leader
Plant RBI Coordinator
Plant Process/ Operations
Engineer
Plant Technical Support
Engineer
Figure 4 - CMP Deployment Organization Structure
3.3
Roles and Responsibilities
Central Engineering CMP Team:
●
CMP Team Leader – Reports to CMP Champion, tasked with overall
CMP deployment coordination, execution and single point of contact
proponent champion; responsible for delivery of CCD and CMP training
to facility.
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●
Corrosion Specialist (may also play the role of CMP Team Leader) –
Reports to CMP Team Leader; tasked with addressing all corrosion issues;
works with all other engineers on materials / corrosion / welding / coating
/ chemical & water treatment / cathodic protection / inspection / operations
issues, development of corrosion loops, undertaking of plant assessment
and development of recommendations, PIWs, KPIs and dashboard,
customization of damage mechanism narratives and development of CCD.
●
Materials & Welding Specialist (may also play the role of CMP Team
Leader) – Reports to CMP Team Leader; tasked with addressing all
materials & welding issues; works closely with central engineering
corrosion specialist and proponent representatives on matters listed in
3.3.2 above.
●
Coatings Specialist – Reports to CMP Team Leader; tasked with
addressing all coating issues; works closely with central engineering
corrosion specialist and proponents representatives on corrosion /
chemical treatment / inspection / maintenance / operations issues.
●
Chemical & Water Treatment Specialist – Reports to CMP Team
Leader; tasked with addressing all chemical cleaning and water treatment
issues; works closely with central engineering corrosion specialist and
proponent representatives on corrosion / chemical & water treatment /
inspection / maintenance / operations issues.
●
Cathodic Protection Specialist – Reports to CMP Team Leader; tasked
with addressing all cathodic protection issues; works closely with central
engineering corrosion specialist and proponent representatives on
corrosion / inspection / maintenance / operations issues.
Proponent:
●
Plant CMP Leader – Reports to Plant CMP Champion and acts as the
single point of contact, tasked with coordination of all CMP deployment
activities in conjunction with the Central Engineering CMP Team Leader;
responsible for delivery of all plant information/data/logistics to Central
Engineering CMP Team Leader and execution/self-review of future CMP
deployment.
●
Plant Corrosion Engineer (may also play the role of Plant CMP Leader)
– Reports to Plant CMP Leader; tasked with provision of updated
corrosion documentation and data, development of major corrosion
challenges list, corrosion historical review, joint development of corrosion
recommendations with the central engineering corrosion specialist,
development of PIWs/KPIs/dashboard, participation in corrosion loop
development and RBI study, customization of damage mechanism
narratives, review of CCD and deployment of CMP to other units.
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4
●
Plant Inspection Engineer/OSI Coordinator – Reports to Plant CMP
Leader; tasked with compiling inspection history review, provision of
updated equipment and piping inspection/OSI data, participation in RBI
study and review of CCD.
●
Plant RBI Coordinator – Reports to Plant CMP Leader; tasked with
provision of RBI data and results to the Plant CMP Leader.
●
Plant Process/Operations Engineer – Reports to Plant CMP Leader;
tasked with provision with all process information, access to PI system,
participation in corrosion loop development, development of
PIWs/KPIs/Dashboard and review of CCD.
●
Plant Technical Support Engineer – Reports to Plant CMP Leader;
tasked with provision of maintenance history, welding repair
recommendations and T&I history.
Deployment Methodology
CMP deployment must follow the “Plan-Do-Check-Act” approach so that lessons learned
are captured/exploited and continuous improvement achieved at subsequent deployments.
For this, the corporate CMP Database is designed to capture major corrosion challenges,
potential damage mechanisms, performance measures, corrosion management strategies,
technologies and recommendations. This database also serves as a tracking system for
reviews and recommendation implementation.
Deployment activities are listed below (Figure 7).
4.1
Pre-Deployment
●
●
●
●
●
●
Appoint team leader
Form a team
Assign roles and responsibilities
Develop scope of work and timeline (Example Gantt chart is given in Figure 5)
Plan logistics
Request plant information (Appendix 1)
o
o
o
o
Asset list; critical equipment list
Inspection history, post-T&I reports
Process Description, PFDs, P&IDs
Material Selection Diagrams (MSDs), corrosion circuits, corrosion
monitoring reports
o Chemical injection/treatment programs, controls and historical
performance data from chemical alliance
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o
o
o
o
o
●
Internal/external/consultant reports
Incident investigation, failure/root cause analysis reports
Risk-Based Inspection reports
Life assessment reports
Corrosion review reports
Conduct CMP Introductory Presentation
Prior to deployment, the CMP Team Leader shall conduct an awareness
presentation, covering the following:
o
o
o
o
o
o
o
o
4.2
CMP Objectives
CMP Methodology and Benefits
CMP Strategies
CMP Framework
CMP Deliverable – Unit-specific Corrosion Control Document
Deployment Plan
Proponent Requirements
CMP Deployment Timeline
Deployment
4.2.1
Work Process Gap Analysis
Perform “Operate & Maintain” work process gap analysis, focusing on:
●
Procedures
● Competency
● Roles & Responsibilities
This activity shall contrast existing corrosion management work processes
with those described in Part 2 of this CMP Manual. This exercise shall
involve the participation of Central Engineering and Proponent Engineers
in a workshop discussing all “operate & maintain” work processes and
documenting gaps that may exist at the facility. The deliverable from this
activity shall list all gaps identified and an action plan to address these
gaps. These gaps may consist of procedural rectifications, tools &
technology implementation, performance measurement or human
resources development.
It is noted that some of the “manage corrosion” work processes for
“operate & maintain” include the following:
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●
●
●
●
Develop corrosion management strategy
Perform corrosion risk assessment
Plan for process stream monitoring
Develop corrosion control strategy
Develop corrosion monitoring strategy
The full work processes are given in process maps in Part 2 of this CMP
Manual.
4.2.2
Plant Information Review
Review plant information, focusing on:
●
●
●
●
●
●
4.2.3
Major corrosion challenges
Inspection/Repair/Replacement failure history
Incident investigations
Process upsets
Process variables
Operational practices
Plant Assessment
Perform plant assessment, focusing on major corrosion challenges,
locations exhibiting corrosion classes 0 and 1 (SAEP-1135), chronic
fouling areas and equipment/piping nearing their end of life. The
following lists key relevant items to check:
●
●
●
●
●
●
Corrosion monitoring systems, performance reports
Changes in process operating parameters, capacities and any future
plans regarding feed quality
Maintenance and reliability reports, bad actor lists, failure reports and
other statistics including replacement frequencies
Comparative analysis between operating and design parameters
(temperature, pressure, flow and composition, etc.)
Coatings and non-metallics use and performance
Cathodic Protection performance
This exercise shall also include trending of critical operational/integrity
variables such as:
●
metal temperatures
● process temperatures/pressures/delta T/delta P
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●
●
●
●
●
●
flow rates
water wash rates
corrosion inhibitor dosage rates
corrosion/erosion/thinning rates
excess oxygen for fired equipment
Stream analysis (pH, H2S, CO2, NH3, Cl-, O2, pH2, salts, etc.)
The deliverable from this plant assessment task shall include appropriate
recommendations addressing proactively all corrosion, materials
degradation and fouling issues encountered in this exercise.
Figure 5 - Example Gantt Chart for a CMP Deployment
4.2.4
Corrosion Risk Assessment
In this CMP Manual, risk and criticality are used interchangeably.
Risk assessment is an integral part of CMP. This permits the prioritization
of assets based on their criticality levels and the development of
appropriate integrity strategies. In assessing risks, the following aspects
shall be considered:
●
Safety
● Financial
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●
Environmental
● Reputation
Two methods are proposed to address risk assessment:
●
Apply RBI (Quantitative) study results, if available, or
●
Apply Loss Prevention Department Qualitative Risk Assessment
Guide No. 02-002-2010. It is noted that this guide is qualitative in
nature and as such considerable corrosion expertise is required to
adequately identify probability of corrosion failure.
A generic 5x5 risk matrix is shown in Figure 6 below. Tables 1 and 2
provide the definition of likelihood and consequence/severity required to
estimate the risks. Table 1 provides guidance for frequency estimation for
each identified hazard that will be based historical data as well as
engineering judgment. Table 2 provides guidance for consequence
estimation of each identified hazard, in terms of impact on people (safety),
environment, financial, reputation, all estimated using engineering
judgment. Once the frequency and consequence are analyzed, a risk level
can be obtained for each hazard, by plotting the frequency and
consequence in the risk matrix. This risk can be compared against risk
criteria given in Table 3, so that its tolerability can be judged.
Figure 6 - Risk Matrix
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Table 1 - Likelihood / Frequency
Table 2 - Severity / Consequence
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Table 3 - Risk / Tolerability Criteria (applies to Risk Matrix)
4.2.5
Corrosion Loops (Appendix 2)
Develop corrosion loops as follows:
●
Review process, operating/design/start-up/shutdown/catalyst
regeneration/upset conditions, contaminants
● Identify the materials of construction
● Identify active and potential damage mechanisms
● Develop corrosion loops
4.2.6
Plant Integrity Windows (PIWs)
Develop PIWs focusing on mechanical and chemical variables affecting
corrosion/material degradation, e.g., metal temperature, velocity,
differential pressure, pH, contaminant or corrodent concentration
(chlorides, H2S, CO2, caustic, oxygen, ammonium chloride, ammonium
bisulfide, ammonium chloride, hydrogen partial pressure, etc.). Attention
shall also be given to operating conditions at start-up, shutdown or end of
run scenarios which may be life limiting. API RP 584 provides guidance
on PIW or Integrity Operating Windows (IOWs).
4.2.7
Key Performance Indicators (KPIs)
Develop KPIs relevant to corrosion performance measurement, focusing
on number of critical failures, Thickness Measurement Locations (TMLs)
showing Corrosion Classes 0 and 1, lost profit opportunity,
4.2.8
Damage Mechanism Narratives
The active and potential damage mechanisms derived during the
Corrosion Loop workshop require customization. For this, the generic
damage mechanism narratives given in Part 3 of this CMP Manual shall be
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used as a basis but modified to address specific asset issues such as
material of construction, corrosion control measures, inspection /
monitoring techniques, KPIs and PIWs.
4.2.9
CMP Dashboard
The CMP Dashboard is a visual display of the KPIs and PIWs showing
targets, compliance, impact of deviations and actions to rectify these
deviations and restore integrity. Ideally, three CMP Dashboards shall be
developed as follows:
●
Vice President Dashboard (Highest Level)
● Manager Dashboard (High Level)
● Superintendent Dashboard (Medium Level)
● Supervisor and Engineer Dashboard (Detailed Level)
Examples of previously developed CMP Dashboards are given in
Tables 4 – 7. They show the compliance/deviation of 4 parallel gas
treating (GT) units.
4.2.10 Corrosion Management Strategies and Technologies
Appropriate corrosion management strategies, beyond those already
existing and practiced at the plant, shall be identified together with any
new or existing technologies that will make an impact on the proactive
corrosion management process at the facility. These may include, but not
limited to, corrosion monitoring, corrosion protection (organic coating,
strip lining, weld overlay, thermal spray coating, cathodic protection),
corrosion prediction (software), life assessment, material selection,
statistical analysis, etc.
4.2.11 Closure Presentation
CMP deployment activities at proponent site shall conclude with a closure
technical presentation highlighting to plant management preliminary
findings and the following key points:
●
●
●
●
●
●
CMP methodology
Work Process gap analysis findings
Major historical corrosion challenges
Key corrosion threats, identified via the corrosion loop workshop
Risk assessment findings
Preliminary PIWs/KPIs
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●
Corrosion management strategies & technologies
● Path forward (remaining activities/assessments, action plan to replicate
CMP on other units at facility (including prioritization criteria)
4.2.12 Draft Corrosion Control Document (CCD)
A draft CCD shall be developed and submitted for plant proponent review.
4.2.13 Final CCD - Main CMP Deliverable
Upon receipt of proponent review comments from the draft CCD, a final
CCD shall be developed and submitted to proponent as main CMP
deliverable. This deliverable shall then be posted on Saudi Aramco
Standards website for access within the company and future reference.
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Figure 7 - CMP Deployment Chart
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Table 4 - Vice
CMP Dashboard
VPPresident
Dashboard
#
1
2
Performance
Measure
% of RBI studies
completed compared
to plan
Lost Profit
Opportunity (LPO)
resulting from
Corrosion Failures
GT#
1
GT#
2
GT#
3
GT#
4
Timescale
Target
Method
Deviation Impact
Yearly
100%
Operating Plan
Integrity, Safety
Yearly
0
Manufacturing &
Planning
Profitability
Table
5 - Manager
CMP Dashboard
Manager
Dashboard
#
1
2
3
Performance
Measure
% of RBI studies
completed compared
to plan
Lost Profit
Opportunity (from
corrosion failures)
($MM)
Corrosion Failures
(critical) (#)
GT#
1
GT#
2
GT#
3
GT#
4
Timescale
Target
Method
Deviation Impact
Yearly
100%
Operating Plan
Integrity, Safety
Semiannually
0
Manufacturing &
Planning
Profitability
Semiannually
0
Inspection Report
Mechanical Integrity, Plant
Utilization, Plant Availability
Table
6 - SuperintendentDashboard
CMP Dashboard
Superintendent
#
1
2
3
4
5
Performance
Measure
% of RBI studies
completed compared
to plan
Lost Profit
Opportunity (from
corrosion failures)
($MM)
Corrosion Failures
(critical) (#)
PIWs within Limits
(%)
TMLs > 5MPY (Class
0, 1, 2) (%)
GT#
1
GT#
2
GT#
3
GT#
4
Timescale
Target
Method
Yearly
100%
Operating Plan
Integrity, Safety
Semiannually
0
Manufacturing &
Planning
Profitability
Semiannually
0
Inspection Report
Mechanical Integrity, Plant
Utilization, Plant Availability
PIW Dashboard
PIW Dashboard
UT Scanning
Erosion-Corrosion, Amine
Corrosion, General
Corrosion, Under-Deposit
Corrosion, Sour Water
Corrosion
Daily
Quarterly
100
0
Deviation Impact
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Table
7 - Supervisor/Engineer Dashboard
CMP Dashboard
Supervisor/Engineer
#
1
2
3
4
5
Performance
Measure
% of RBI studies
completed compared
to plan
Lost Profit
Opportunity (from
corrosion failures)
($MM)
Corrosion Failures
(critical) (#)
PIWs within Limits
(%)
TMLs > 5MPY (Class
0, 1, 2) (%)
Sour Feed Gas
Throughput
(MMSCFD)
Lean DGA Strength
7
(%)
Rich DGA Strength
8
(%)
Lean DGA Acid Gas
9
Loading (mole/mole)
Rich DGA Acid Gas
10
Loading (mole/mole)
11 Oxygen in DGA (ppb)
12(1) pH of Lean DGA
6
GT#
1
GT#
2
GT#
3
GT#
4
Timescale
Target
Method
Yearly
100%
Operating Plan
Integrity, Safety
Semiannually
0
Manufacturing &
Planning
Profitability
Semiannually
0
Inspection Report
Mechanical Integrity, Plant
Utilization, Plant Availability
PIW Dashboard
PIW Dashboard
0
UT Scanning
Erosion-Corrosion, Amine
Corrosion, General
Corrosion, Under-Deposit
Corrosion, Sour Water
Corrosion
550
(max)
Flow Meter
Erosion-Corrosion
Daily
Quarterly
Daily
100
Monthly
50
Monthly
50
Monthly
0.07
Monthly
0.4
Monthly
Monthly
5
9.5
Acid-Base
Titration
Acid-Base
Titration
Oxygen Sensor
pH Meter
Mainly Sea Water Chemical Treatment
Deviation Impact
Amine Corrosion
Amine Corrosion
Amine Corrosion, Amine
SCC
Amine Corrosion, Amine
SCC
Amine Corrosion
Amine Corrosion
Significant (negative) deviation from target
Moderate (negative) deviation from target
Compliance with or exceeds target
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5
Review
5.1
Performance Review
Performance review refers to the overall review of the Corrosion Management
Program. Systematic reviews of performance based on data from corrosion
monitoring and other enablers permits Saudi Aramco to continuously improve the
CMP program via constant development of the policy, strategies and work
processes. This will also ensure compliance with the changing business and
operational plans and changing production requirements.
Facilities, via the Plant CMP Leader, are required to conduct periodic (monthly,
quarterly, semi-annually or annually) performance reviews on their facilities.
The scope and frequency of this performance review shall be as follows:
●
Performance reviews shall involve all key players, including contractors or
chemical suppliers
● Performance reviews shall include:
o
o
o
o
o
o
o
Procedures and work processes
PIWs deviation and corrective actions
KPIs deviations and corrective actions
Talent development/competency/training assessment
Technology deployment/Corrosion management systems
Asset condition/integrity
Documentation and knowledge management
●
The benefits of new techniques or technology shall also be considered
● Performance review report shall include all good performance and promote
good practices.
●
Performance review report shall include all corrective actions for the program
and feedback into the strategy.
●
Performance review report shall be shared with all participants in the
corrosion management activity both down the line and upwards to
management within the facility. The plant manager shall receive a copy of the
report or an executive summary.
●
Performance review report shall also be sent to Central Engineering CMP Team
Champion at least 1 month prior to the Central Engineering CMP Review.
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5.2
Self Review
5.2.1
Perform CMP self-review after 2 years from the first deployment and
every 2 years thereafter, using check-list (Appendix 3). This self-review
shall be carried out by the plant proponent at least 2-months prior to the
Central Engineering review, focusing on:
●
CMP Dashboard (KPIs/PIWs) deviation and corrective actions
i.
ii.
iii.
Asset condition/integrity
Proactive performance detection
Plant availability, performance and utilization
●
Technology deployment
● Corrosion Human Resource (HR) review
● Documentation and knowledge management
6
5.2.2
Perform Central Engineering review, focusing on the above items
5.2.3
Issue Central Engineering review report
5.2.4
Update Central Engineering CMP Database
Note:
For CMPs deployed locally by facilities themselves, the self-review shall be
carried by the plant proponent and the review by Central Engineering.
Central Engineering Review (Appendix 3)
The purpose of the reviews is to ensure that the CMP is efficient, effective and reliable,
and that the work processes and activities are being implemented in accordance with the
procedures. Review findings shall be used to improve the CMP and, where appropriate
the corrosion management strategies.
6.1
The scope of the reviews should provide:
●
Assurance that the CMP includes all essential elements as stipulated in this
CMP Manual
● Assurance that the implemented activities provide suitable barriers to the
corrosion threats and suitable monitoring to measure performance
● Assurance that the CMP activities are implemented in accordance with their
documented procedures, and
● Input into reviews of performance.
6.2
Reviews shall be carried out in accordance with the checklist given in Appendix 3
and on the basis of objective evidence of compliance.
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6.3
Both internal and contractor led activity, e.g., chemical vendor, should be subject
to this review.
6.4
Self-reviews shall be carried out by the Plant CMP Leader or plant corrosion
engineer.
6.5
Reviews shall be carried by the Central Engineering CMP Team Leader or
Corrosion Subject Matter Expert assisted by another engineer, both with
competence in review practice and understanding of corrosion management
strategies.
6.6
The Central Engineering CMP review team shall be independent of both
operational and functional teams that are directly involved in implementing the
CMP for the facility concerned.
6.7
Reviews shall be carried out on a planned schedule developed by Central
Engineering CMP Champion, as follows:
●
Reviews shall be carried out every 2 years
● Self-reviews shall also be carried out every 2 years, 2 months prior to the
review by Central Engineering.
6.8
Central Engineering may bring forward a review if there is evidence of serious
non-compliance that poses a threat to the effectiveness of the CMP and safety.
In the event that non-compliance is detected, corrective action shall be agreed
with the plant CMP leader or corrosion engineer and their management.
6.9
Review reports shall be made available to the facility management and Central
Engineering CMP Champion, his management, i.e., in this case Consulting
Services Department (CSD) Manager and supervisors of the review team.
6.10
Corrective action shall be recorded in the Central Engineering CMP Database that
enables implementation, overdue actions and close out to be identified and
tracked. Facility management and those responsible for actions shall receive
regular reports from the Central Engineering CMP Champion on progress towards
close out.
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Appendix 1 - Plant Information Required
A1. Materials, Welding and Corrosion
 Periodic Corrosion Control and Chemical Treatment Vendor Reports
 Corrosion Monitoring Locations/Data
 Fitness for Service / Life Assessment Study Reports
 Listing of PIW or Integrity Operating Windows (IOW) with targets
 Corrosion, Cracking and Fouling Problems
 Historical CP Surveys
 Coatings Performance and Repair
 Boiler Condition Assessment reports
 Corrosion loops, annotated with damage mechanisms
 Leakage history
 Injection point program
 Corrosion Under Insulation (CUI) strategy and plan
 List of past failures associated with materials, welding or corrosion
A2. Inspection Requirements
 Critical Piping list
 List of Piping class
 Equipment inspection history and piping replacement
 Documentation for all inspection programs, dead legs, small bore piping/nipples and
drains, corrosion under insulation
 Access to SAIF & corrosion isometrics drawings
 Inspection unit audit reports
 Post/Latest T&I reports
A3. Process Engineering
 Operating Manuals and process description
 Design feed characteristics
 Product specifications and properties
 Material and Heat Balances
 Battery limit conditions
 Process upset history
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A4. General
 Process Flow Diagrams (PFD), P&IDs
 Plant Equipment List
 Equipment technical information, SIS, design drawings, as built drawings
 Complete list of changes made in system within the past 5-10 years.
 Failure Analysis Reports
 Incident Investigations and near miss reports
 Risk Based Inspection/Assessments Studies
 Due Diligence Reports
 Engineering Service Agreement Reports
 Insurance Survey Reports
 Integrity and Reliability Studies
 Bad Actor/Problem List
 Critical Equipment Plans
 Previous assessment reports
 Historical Capacity/Process Changes
 Previous engineering recommendations and status of implementation
 Loss Prevention Compliance Reviews
 Safety Management System Reports
 HAZOP Studies
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Appendix 2 - Corrosion Loops Development
A1. Definition
A corrosion loop (CL) is a section of a plant defined mainly on the basis of:



similar process conditions or
materials of construction or
active/potential damage mechanisms
Thus, a CL may contain different materials of construction and operational conditions, but
common damage mechanisms.
On the other hand, a damage mechanism (DM) is a type of corrosion and materials
degradation a CL may be susceptible to potentially or during operations. The damage
mechanisms (DMs), defined in Part 3 of this CMP Manual, are applicable to Saudi Aramco
are based on international standards but were customized to account for our operational
experiences and to include other Saudi Aramco upstream processes.
During CMP deployment, damage mechanisms are usually customized to account for
individual unit’s process streams, metallurgy, operating conditions, and inspection findings.
Since there are continuous efforts to enhance our plants’ safety and profitability, the
CLs/DMs need to be evergreen (continuously reviewed and updated) to account for these
changes to be effective.
A2. Use of Corrosion Loops
Corrosion Loops are used by Corrosion, Inspection and Process Engineers to assure
Mechanical/Operational integrity of the plant, more specifically to aid in developing and
deploying CMP. They are also used in Risk-Based Inspection (RBI), Plant Integrity
Windows (PIW), On-Stream Inspection (OSI) Optimization and Saudi Aramco Chemical
Optimization Program (SACOP).
A3. When is a Corrosion Loops developed?
Since 2009, the development of corrosion loops has been mandated, as part of new projects’
Corrosion Management Program, as mandated in SAES-L-133 “Corrosion Protection
Requirements for Pipelines, Piping and Process Equipment.” For facilities existing prior to
2009, Central Engineering CMP Team is developing/reviewing the corrosion loops in two
(2) units per year with the intent to train Plant CMP Team to develop the corrosion loops
and deploy CMP in other major units within their facilities.
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A4. Corrosion Loop Development
Corrosion loops are considered the heart of CMP. The corrosion loop methodology is
implemented at Saudi Aramco to break down a plant into manageable sections that can also
be used in a RBI study, PIW development, OSI optimization and SACOP. For each
corrosion loop, information is provided addressing the following:
 Brief process description (fluids, corrosives, temp., pressures, control measures, etc.)
 Corrosion loop description
 Major equipment and piping’s materials of construction
 Listing of all applicable damage mechanisms
A corrosion loop diagram (CLD) is a color-coded drawing of the unit showing main process
streams, major equipment/piping, materials of construction, and applicable damage
mechanism. An example of a typical CLD is shown in Figure A1 below. For examples of
corrosion loops, please refer to already developed online Corrosion Control Documents
(SAER-6344, SAER-6353, SAER-6384, SAER-6403, and SAER-6416).
Figure A1 - Example Corrosion Loop Diagram (CLD)
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Appendix 3 - CMP Checklist for Self and Central Engineering Reviews
This section details the process of self and central engineering reviews of the CMP. The purpose of
the reviews is to ensure that the CMP is efficient, effective and reliable, and that the work
processes and activities are being implemented in accordance with the procedures. Review findings
shall be used to improve the CMP and, where appropriate the corrosion management strategies.
A1. The scope of the reviews should provide:
 Assurance that the CMP includes all essential elements as stipulated in this CMP
Manual
 Assurance that the implemented activities provide suitable barriers to the corrosion
threats and suitable monitoring to measure performance
 Assurance that the CMP activities are implemented in accordance with their
documented procedures, and
 Input into reviews of performance.
A2. Reviews shall be carried out in accordance with the checklist given in Table A1 and on the
basis of objective evidence of compliance.
A3. Both internal and contractor led activity, e.g., chemical vendor, should be subject to this
review.
A4. Self-reviews shall be carried out by the plant CMP Leader or plant corrosion engineer.
A5. Reviews shall be carried by the Central Engineering CMP Team Leader or Corrosion
Subject Matter Expert assisted by another engineer, both with competence in review
practice and understanding of corrosion management strategies.
A6. The Central Engineering CMP review team shall be independent of both operational and
functional teams that are directly involved in implementing the CMP for the facility
concerned.
A7. Reviews shall be carried out on a planned schedule developed by Central Engineering CMP
Champion, as follows:
 Reviews shall be carried out every 2 years
 Self-reviews shall also be carried out every 2 years, 2 months prior to the review by
Central Engineering.
A8. Central Engineering may bring forward a review if there is evidence of serious noncompliance that poses a threat to the effectiveness of the CMP and safety. In the event that
non-compliance is detected, corrective action shall be agreed with the plant CMP leader or
corrosion engineer and their management.
A9. Review reports shall be made available to the facility management and Central Engineering
CMP Champion, his management, i.e., in this case Consulting Services Department (CSD)
Manager and supervisors of the review team.
A10. Corrective action shall be recorded in the Central Engineering CMP Database that enables
implementation, overdue actions and close out to be identified and tracked. Facility
management and those responsible for actions shall receive regular reports from the Central
Engineering CMP Champion on progress towards close out.
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Table A1 - CMP Review Checklist
Corrosion Management Program Review
Date:
Facility:
Item
By:
Question
Yes/No
Supporting evidence/ references and comments
A. Corrosion Management System
A1
A2
Is there a documented corrosion system based on the corporate
strategic work process “Manage Corrosion” at operate &
maintain phase of life cycle?
Are you aware of the Corrosion Management Program policy
defined in the CMP Manual?
B. Corrosion Competency
B1
B2
B3
Is there a trained and experienced corrosion engineer at your
facility?
Are you using a Competency Map (CMap) to monitor
development, training and competency of your corrosion
engineer?
Does your facility have a plan of succession for your corrosion
engineer?
C. Risk Assessment
C1
Has your facility developed corrosion loops and identified the
damage mechanisms for all your plants/units?
C2
Does your facility perform corrosion risk assessments?
C2
Does your facility conduct investigations to identify root cause
of all corrosion incidents?
C3
Has your facility adopted a risk-based inspection (RBI) program?
C4
Does your facility have a trained RBI facilitator?
Page 38 of 52
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Item
Question
C5
Does your facility maintain a list of critical equipment and piping?
SABP-A-033
Corrosion Management Program (CMP) Manual
Yes/No
Supporting evidence/ references and comments
D. Corrosion Monitoring
D1
Does your facility have a Computerized Corrosion Management
System (CMS)?
D2
Does your facility monitor corrosion using:
D3
Process variables (physical, chemical)?
D4
Probes?
D5
Coupons?
D6
In-Line Inspection/Smart Pigging?
D7
Does your facility maintain a fully functional SAIF system?
D8
D9
Does your facility trend corrosion rate data and report this to
management on a regular basis, e.g., monthly, quarterly, semiannually, annually?
Has your facility developed and makes use of Plant Integrity
Windows to monitor corrosion management performance?
E. Chemical Treatment
E1
E2
Does your facility monitor chemical and water injection rates
and correlate with thinning/failure rates?
Do you hold regular (weekly, monthly, quarterly, annually)
review meetings with your Chemical Vendor?
E3
Are there KPIs targets defined for your Chemical Vendor?
E4
If yes, is your Chemical Vendor meeting the KPI targets?
E5
Do you investigate Chemical Vendor KPI target deviation?
Page 39 of 52
Document Responsibility: Materials and Corrosion Control Standards Committee
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Item
Question
SABP-A-033
Corrosion Management Program (CMP) Manual
Yes/No
Supporting evidence/ references and comments
F. Corrosion Protection
F1
Does your facility have a coating (internal & external) and lining
management program?
F2
Does your facility maintain a cathodic protection system?
G. Inspection
Does your facility maintain the following inspection programs:
G1
a.
Injection Point?
G2
b.
Corrosion under Insulation?
G3
c.
Dead Leg?
G4
d.
Positive Material Identification?
G5
e.
Welding inspection?
G6
G7
Does your facility apply the appropriate inspection method to
the relevant damage mechanism?
Are your Thickness Measurement Locations (TMLs) adequately
defined and subject to periodic reviews?
H. Technology
H1
Do you think your facility has deployed sufficient/relevant
technologies to manage corrosion?
I. Key Performance Indicators (KPIs)
I1
Has your facility developed and makes use of key performance
indicators to manage corrosion failures?
J. Knowledge Management (KM)
J1
Is there a Corrosion Knowledge Management Program at your
facility?
Page 40 of 52
Document Responsibility: Materials and Corrosion Control Standards Committee
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Item
J2
Question
SABP-A-033
Corrosion Management Program (CMP) Manual
Yes/No
Supporting evidence/ references and comments
Does your facility share failures or good corrosion engineering
practices with other facilities?
K. Documentation
K1
Does your facility maintain an electronic document management
system (inspection reports, post-T&I reports, failure analysis
reports, corrosion monitoring/trending, reports, etc.)?
Does your facility keep updated documents, as follows?
K2
a.
SIS sheets
K3
b.
PFDs
K4
c.
P&IDs
L. Management of Change (MOC)
L1
Do you include all modifications (equipment, piping, water wash
rate, inhibitor injection rate, welding repair, material changes,
etc.) impacting corrosion in your MOC procedure?
M. Reviews
M1
M2
M3
Does your facility initiate a failure analysis request (to CSD) for all
corrosion/mechanical failures?
Does your facility keep an updated corrosion-related
recommendation and technical alert tracking system?
Does your facility perform internal periodic corrosion reviews to
monitor compliance and eliminate corrosion failures?
Page 41 of 52
Document Responsibility: Materials and Corrosion Control Standards Committee
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Corrosion Management Program (CMP) Manual
Part 2: “Manage Corrosion” Work Processes
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Corrosion Management Program (CMP) Manual
Introduction
This part describes the “Manage Corrosion” work processes. Although the current CMP
Manual addresses the “operate & maintain” phase of the asset life cycle (Attachment 3), work
processes for all phases of the life cycle are included in this part, i.e., Design, Procurement &
Construction, Decommissioning. These are presented here for completeness and future
reference. However, for the gap analysis task at commencement of CMP Deployment, only the
“operate & maintain” work processes (Attachment 3) shall be used.
It is noted that work processes were developed in 2010 by Saudi Aramco subject matter experts
in conjunction with an outside consultant. This exercise was undertaken to develop a corporate
asset integrity management system initially referred to as “Plant Integrity Assurance
Framework” (PIAF), then later changed to “Asset Performance Management” (APM).
Four strategic work processes were initially developed for the following disciplines, as depicted
below in Figure 8:
Inspect Assets (Inspection) – SWP-04-03
● Maintain Assets (Maintenance & Reliability) – SWP-04-04
● Manage Corrosion (Materials & Corrosion) – SWP-04-05
● Manage Operations (Process/Operations) – SWP-04-06
●
For ease of understanding of the process maps in Attachments 1 – 4, the nomenclature and
descriptions used are illustrated in Figures 9 & 10.
Figure 8 - Strategic Work Processes
These work processes (highest level) are then decomposed into Tactical (TWP), Elemental
(EWP) and Atomic (AWP) (lowest level), as depicted in the process maps given in
Attachments 1 – 4. For systematic purposes, these processes are structured to follow the PlanDo-Check-Act format to ensure continuous improvement. These work processes will require
periodic updating to ensure alignment with other company work processes and business needs.
Page 43 of 52
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An example of work process gap analysis is shown in Table 8 for illustrative purposes. The gap
analysis workshop shall be carried at commencement of every CMP Deployment as follows:
1.
2.
3.
4.
5.
“Operate & Maintain” work process maps are shown on screen projector in sequential
format.
Central Engineering CMP Team Leader describes the steps in the first work process to
CMP participants and asks Proponent CMP Leader and other plant participants whether
the subject work process or similar work process exists at the plant.
Plant participants provide comments and share their work process or procedures if these
exist.
Gaps are then identified and documented for inclusion in the CMP Corrosion Control
Document (CCD).
Recommendations are then developed to address these gaps and improve corrosion
management at the plant. These recommendations shall be documented in the CCD.
Note: Work processes may be categorized as either fully performed, partially performed or not performed.
Table 8 - Example Work Process Gap Analysis
Work Process
Gap Identified at Plant X
Gap Identified in CMP
EWP 04-05-03-01
Corrosion Data
Assessment
• This work process is not fully
reflected in RTR activities.
However, Failure Analysis is
performed by CSD; RCA is
performed by RTR
systematically as given by GI
using TAPROOT and
metallurgical examinations are
performed on a certain
percentage.
• The SARCOP quarterly review
considers interrelated factors and
unusual data
• There is no corporate procedure
reflecting this WP.
• There is a gap in procedure for
the quality checking of all data.
EWP 04-05-03-02
Corrosion
Management
Review
• There is no comprehensive
Corrosion Review but OSI data
is reviewed periodically
• Best practices should be
integrated with the PIW team
• The two WPs (Data Assessment
and Management Review)
should be combined.
• There is no standard for a
comprehensive corrosion
management review. (Though
there is a quarterly SARCOP
review).
Page 44 of 52
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Plant Integrity Assurance Framework
Map Key and Glossary
Work Process Symbols
Work Process Hierarchy
GWP
XX-XX-XX
Title
Start / Finish
Process
Global
SGWP
XX
Title
Support Global Work
Process
Activity Number
Action Addressee
Process Activity
Informed Addressee(s)
SWP
XX-XX-XX
Title
Strategic
SSWP
XX-XX
Title
Support Strategic Work
Process
Decision?
TWP
XX-XX-XX
Title
External
Process
Tactical
EWP
XX-XX-XX
Title
Document
Elemental
Record to be
maintained
2
SAIF
SAP
Off-page Reference for
Navigation
SAIF Data Management
System
AWP
XX-XX-XX
Title
Atomic
STWP
XX-XX-XX
Title
Support Tactical Work
Process
SEWP
XX-XX-XX
Title
Support Elemental Work
Processes
SAWP
XX-XX-XX
Title
Support Atomic Work
Processes
SAP Data Management
System
Figure 9 - Process Map Nomenclature
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This process is a Tactical Process so label is ‘TWP’ and its title
is at the top of the page
Reference link to the Strategic Process from
which this Tactical Process flows
TWP-03-03-01: Plan Inspections during Procurement & Construction
Incoming links for
navigation purposes
3
OIU
PID
PMT
VID
SWP
03-03
Manage
Inspection
during P&C
The next level of process is an EWP
Responsible for
process
SWP
02-03
Establish
Inspection
Strategy
Operations Inspection Unit
Projects Inspection Division
SA Project Management Team
Vendor Inspection Division
*VID/QA for Vendor/SUP/Manufacturer qualification
VID – QC for Cat B
VID – QM for monitoring in Supplier Premises of Cat A
Inspection
Strategy
7
Type of
Equipment?
SAP
Review Certificates
and Documentation
from Supplier
Cat B
VID_
QC
Aramco Approval
of Equipment
Draft SATIP
Cat S
Cat A - MPA
SAEP-1150
Inspection
Coverage on
Projects
1
A
SAER-1972
A
VID*/
PMT
Inspection
Schedule
3.1.1
Project Proposal/
Detailed Design
EWP
03-03-01-02
PQM
Plan Inspection on
Receipt of Materials at
Aramco Construction/
Installation Site
2
A
Manage QA
EWP
03-03-01-01
Plan Inspection on
Supplier premises
during Fabrication
Cat C
Project Quality
Plan
Inspection
Schedule
This is an output
from the process
it is connected to
3.1.2
Supplier/
Contractor Quality
Plan
Schedule Q
3
A
EWP
PQM
03-03-01-03
/PMT
Plan Inspection during
Construction on
Aramco Site
This is a simple
step so does not
have a process
number
Inspection
Schedule
Requests For
Inspection
3.1.3
4
SA Inspection
Procedures
These are inputs
to the steps they
are linked to
EWP
03-03-01-04
Plan PreCommissioning
Inspection
PQM/
PMT
3.1.4
5
A
Plan On-Stream
Inspection during
Commissioning
OIU
On-Stream
Inspection
Schedule Reports
Requests For
Inspection
OSI Administration
3.1.5
TWP
03-03-02
Implement
Inspections
during P&C
Reference of the
next process in the
sequence
3.2
This is an out-going link to the next process. This link is
not provided if the process flow returns to the parent
Figure 10 - Process Map Items Description
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Document Responsibility: Materials and Corrosion Control Standards Committee
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Attachment 1 - “Manage Corrosion” at Design
(Double click to open the PDF document) 
Adobe Acrobat
Document
CorManPro Design_10 integrated 1
Attachment 2 - “Manage Corrosion” at Procurement and Construction
(Double click to open the PDF document) 
Adobe Acrobat
Document
CorManPro_PCC_8 1
Attachment 3 - “Manage Corrosion” at Operate and Maintain
(Double click to open the PDF document) 
Adobe Acrobat
Document
CorManPro_14 integrated 1
Attachment 4 - “Manage Corrosion” at Decommissioning
(Double click to open the PDF document) 
Adobe Acrobat
Document
Manage Integrity during Decommissioning 1
Note:
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Document Responsibility: Materials and Corrosion Control Standards Committee
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Corrosion Management Program (CMP) Manual
Part 3: Damage Mechanism Narratives
Page 48 of 52
Document Responsibility: Materials and Corrosion Control Standards Committee
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Corrosion Management Program (CMP) Manual
Introduction
This part describes generic narratives for damage mechanisms encountered or likely to be
encountered at Saudi Aramco upstream and downstream facilities. These are provided here for
use at future CMP deployments; however, these require customization to actual plant service
conditions. These narratives have been derived from API RP 571 and other Saudi Aramco /
Industry documents. They have been structured to address the damage description, the affected
materials, control methodology, corrosion monitoring and inspection techniques.
A full listing of the narratives is given in Table 9. These have been assigned an SA (Saudi
Aramco) reference number as well as the actual number given in API RP 571, as appropriate.
The damage mechanism narratives are given in the PDF attachment below:
(Double click to open the PDF document) 
Adobe Acrobat
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Damage Mechanism Narratives
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Table 9 - Damage Mechanism Narrative List
SA #
1
2
3
4
5
6 (NA)
7
8
9
10
11
12
13
14 (NA)
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
Description
Sulfidic Corrosion (Sulfidation)
Wet H2S Damage (Blistering/HIC, SOHIC, SSC)
Creep/Stress Rupture
High Temp H2/H2S
Polythionic Acid Cracking
Naphthenic Acid Corrosion
Ammonium Bisulfide Corrosion
Ammonium Chloride Corrosion
HCl Corrosion
High Temperature H2 Attack
Oxidation
Thermal Fatigue
Sour Water Corrosion (Acidic)
Refractory Degradation
Graphitization
Temper Embrittlement
Decarburization
Caustic Cracking
Caustic Corrosion
Erosion/Erosion Corrosion
Carbonate SCC
Amine Cracking
Chloride Stress Corrosion Cracking (Cl-SCC)
Carburization
Hydrogen Embrittlement
Steam Blanketing
Thermal Shock
Cavitation
Graphitic (see De-alloying)
Short Term Overheating
Brittle Fracture
Sigma Phase Embrittlement
885°F Embrittlement
Softening (Spheroidization)
Reheat Cracking
Sulfuric Acid Corrosion
API RP 571 #
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
Page 50 of 52
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Corrosion Management Program (CMP) Manual
SA #
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
Description
Hydrofluoric Acid Corrosion
Flue Gas Dew Point Corrosion
Dissimilar Metal Weld (DMW) Cracking
Hydrogen Induced Cracking in HF
Dealloying
CO2 Corrosion
Corrosion Fatigue
Fuel Ash Corrosion
Amine Corrosion
Corrosion under Insulation (CUI)
Atmospheric corrosion
Ammonia Stress Corrosion Cracking (SCC)
Cooling Water Corrosion
Boiler Water/Condensate Corrosion
Microbiologically Induced Corrosion (MIC)
Liquid Metal Embrittlement
Galvanic Corrosion
Mechanical Fatigue
Nitriding
Vibration Induced Fatigue
Titanium Hydriding
Soil Corrosion
Metal Dusting
Strain Aging
Sulfate Stress Corrosion Cracking
Phosphoric Corrosion
Phenol (carbolic acid) Corrosion
Ethanol Stress Corrosion Cracking
Oxygen-enhanced Ignition and Combustion
Organic Acid Corrosion of Distilled Tower Overhead System
General Corrosion
Pitting Corrosion
Crevice Corrosion
Sweet Corrosion
Weight Loss Sour Corrosion
Acid Corrosion (Acidization)
Oxygen Corrosion
Elastomer Failure
API RP 571 #
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
NA
NA
NA
NA
NA
NA
NA
NA
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Corrosion Management Program (CMP) Manual
SA #
75
76
77
78
79
80
81
82
83
84
85
Description
API RP 571 #
Heat Checking
Thread Failure (Mech. F)
Tensile Overload (Mech. F)
Collapse (Mech. F)
Top of the line Corrosion
Under-deposit Corrosion
Acid Condensate Corrosion
Elemental Sulfur Corrosion
Casing Wear
Fretting Corrosion
Overlay Disbonding
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
This color denoted that the damage mechanism narrative is under development.
9 March 2013
Revision Summary
New Saudi Aramco Best Practice.
Page 52 of 52