Sabp A 033 PDF

Best Practice
SABP-A-033 30 March 2013

Corrosion Management Program (CMP) Manual
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
at Operate and Maintain. 47
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 Page 1 of 52
Primary contacts: Sami M. Al-Ghamdi on 880-9573 and/or Abdelhak Kermad on 880-9529
CopyrightSaudi Aramco 2013. All rights reserved.

Document Responsibility: Materials and Corrosion Control Standards Committee SABP-A-033
Issue Date: 30 March 2013
Next Planned Update: TBD Corrosion Management Program (CMP) Manual
Foreword
Corrosion management represents a key component of Saudi Aramcos overall strategy to

safeguard plant integrity, reliability and safety. It is founded on the following integrated elements:
1. Work Processes (Core, Strategic, Tactical, Elemental and Atomic)
2. Risk-Assessment
3. Competency and Training
4. Roles and Responsibilities
5. Technologies
6. Performance Measurement
7. 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 everybodys 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
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
1.2 Industry Codes and Standards

American Petroleum Institute
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
1.3 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 drill-
down 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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Page 7 of 52
1 Introduction
The Corrosion Management Program (CMP) Manual is structured in three (3) parts as
follows:
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:

Improved plant integrity and safety
Reduced corrosion failures
Maximum plant availability
Optimized mitigation, monitoring and inspection expenditure
Reduced loss profit opportunity
1.2 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, vibration-
induced 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, microbiologically-
induced 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 safety-
related 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 Policy &
Industry Standards Strategies
Accountabilities
Competency Organization
Training & Responsibilities
Likelihood & Consequences

Risk Assessment
Criticality
Inspection & Maintenance Plans Planning Review, Correct Management

Corrosion Management Strategy & Implementation Update of Change
Monitor Trends Performance

Anomaly Tracking Measurement
Key Performance Indicators Yes No
Review of Satisfactory
Review
Performance 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 non-
compliance 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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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 (KPIs) 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.
2.2 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 companys
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 Aramcos 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 companys 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 companys 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 installations 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
Cathodic Protection Specialist

Corrosion Management Program (CMP)
Champion
(CSD/ME&CCD Division Head)
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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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.
4 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 Asset list; critical equipment list
o Inspection history, post-T&I reports
o Process Description, PFDs, P&IDs
o 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 Internal/external/consultant reports
o Incident investigation, failure/root cause analysis reports
o Risk-Based Inspection reports
o Life assessment reports
o Corrosion review reports
Conduct CMP Introductory Presentation
Prior to deployment, the CMP Team Leader shall conduct an awareness
presentation, covering the following:
o CMP Objectives
o CMP Methodology and Benefits
o CMP Strategies
o CMP Framework
o CMP Deliverable Unit-specific Corrosion Control Document
o Deployment Plan
o Proponent Requirements
o CMP Deployment Timeline
4.2 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:

Major corrosion challenges
Inspection/Repair/Replacement failure history
Incident investigations
Process upsets
Process variables
Operational practices
4.2.3 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
Page 21 of 52
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
Page 22 of 52
Table 1 - Likelihood / Frequency
Table 2 - Severity / Consequence
Page 23 of 52
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
Page 24 of 52
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
Page 25 of 52
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.
Page 26 of 52
Figure 7 - CMP Deployment Chart
Page 27 of 52
Table 4 - Vice
VPPresident CMP Dashboard
Dashboard
Performance GT# GT# GT# GT#
# Timescale Target Method Deviation Impact
Measure 1 2 3 4
% of RBI studies
1 completed compared Yearly 100% Operating Plan Integrity, Safety
to plan
Lost Profit
Opportunity (LPO) Manufacturing &
2 Yearly 0 Profitability
resulting from Planning
Corrosion Failures
Table 5 - Manager
Manager CMP Dashboard
Dashboard
Measure 1 2 3 4
% of RBI studies
to plan
Lost Profit
Opportunity (from Semi- Manufacturing &
2 0 Profitability
corrosion failures) annually Planning
($MM)
Corrosion Failures Semi- Mechanical Integrity, Plant
3 0 Inspection Report
(critical) (#) annually Utilization, Plant Availability
Table 6 - SuperintendentDashboard
Superintendent CMP Dashboard
Measure 1 2 3 4
% of RBI studies
to plan
Lost Profit
2 0 Profitability
($MM)
PIWs within Limits
4 Daily 100 PIW Dashboard PIW Dashboard
(%)
Erosion-Corrosion, Amine
Corrosion, General
TMLs > 5MPY (Class
5 Quarterly 0 UT Scanning Corrosion, Under-Deposit
0, 1, 2) (%)
Corrosion, Sour Water
Corrosion
Page 28 of 52
Table 7 - Supervisor/Engineer Dashboard

Supervisor/Engineer CMP Dashboard
Measure 1 2 3 4
% of RBI studies
to plan
Lost Profit
2 0 Profitability
($MM)
PIWs within Limits
4 Daily 100 PIW Dashboard PIW Dashboard
(%)
Erosion-Corrosion, Amine
Corrosion, General
TMLs > 5MPY (Class
5 Quarterly 0 UT Scanning Corrosion, Under-Deposit
0, 1, 2) (%)
Corrosion, Sour Water
Corrosion
Sour Feed Gas
550
6 Throughput Daily Flow Meter Erosion-Corrosion
(max)
(MMSCFD)
Lean DGA Strength Acid-Base
7 Monthly 50 Amine Corrosion
(%) Titration
Rich DGA Strength Acid-Base
8 Monthly 50 Amine Corrosion
(%) Titration
Lean DGA Acid Gas Amine Corrosion, Amine
9 Monthly 0.07
Loading (mole/mole) SCC
Rich DGA Acid Gas Amine Corrosion, Amine
10 Monthly 0.4
Loading (mole/mole) SCC
11 Oxygen in DGA (ppb) Monthly 5 Oxygen Sensor Amine Corrosion
12(1) pH of Lean DGA Monthly 9.5 pH Meter Amine Corrosion
Mainly Sea Water Chemical Treatment
Significant (negative) deviation from target
Moderate (negative) deviation from target
Compliance with or exceeds target
Page 29 of 52
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 Procedures and work processes

o PIWs deviation and corrective actions
o KPIs deviations and corrective actions
o Talent development/competency/training assessment
o Technology deployment/Corrosion management systems
o Asset condition/integrity
o 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.
Page 30 of 52
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. Asset condition/integrity
ii. Proactive performance detection
iii. Plant availability, performance and utilization
Technology deployment
Corrosion Human Resource (HR) review
Documentation and knowledge management
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.
6 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.
Page 31 of 52
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.
Revision Summary
30 March 2013 New Saudi Aramco Best Practice.
Page 32 of 52
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
Page 33 of 52
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
Page 34 of 52
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 units 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.
Page 35 of 52
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 pipings 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)
Page 36 of 52
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 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.
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.
Page 37 of 52
Table A1 - CMP Review Checklist
Corrosion Management Program Review
Date: Facility: By:
Item Question Yes/No Supporting evidence/ references and comments
A. Corrosion Management System

A1 Is there a documented corrosion system based on the corporate
strategic work process Manage Corrosion at operate &
maintain phase of life cycle?
A2 Are you aware of the Corrosion Management Program policy
defined in the CMP Manual?
B. Corrosion Competency
Is there a trained and experienced corrosion engineer at your
B1
facility?
Are you using a Competency Map (CMap) to monitor
B2
development, training and competency of your corrosion
engineer?
Does your facility have a plan of succession for your corrosion
B3
engineer?
C. Risk Assessment
Has your facility developed corrosion loops and identified the
C1
damage mechanisms for all your plants/units?
C2 Does your facility perform corrosion risk assessments?
Does your facility conduct investigations to identify root cause
C2
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
C5 Does your facility maintain a list of critical equipment and piping?
D. Corrosion Monitoring
Does your facility have a Computerized Corrosion Management
D1
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?

Does your facility trend corrosion rate data and report this to
D8
management on a regular basis, e.g., monthly, quarterly, semi-
annually, annually?
Has your facility developed and makes use of Plant Integrity
D9
Windows to monitor corrosion management performance?
E. Chemical Treatment
Does your facility monitor chemical and water injection rates
E1
and correlate with thinning/failure rates?
Do you hold regular (weekly, monthly, quarterly, annually)
E2
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
F. Corrosion Protection
Does your facility have a coating (internal & external) and lining
F1
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?
Does your facility apply the appropriate inspection method to
G6
the relevant damage mechanism?
Are your Thickness Measurement Locations (TMLs) adequately
G7
defined and subject to periodic reviews?
H. Technology
Do you think your facility has deployed sufficient/relevant
H1
technologies to manage corrosion?
I. Key Performance Indicators (KPIs)
Has your facility developed and makes use of key performance
I1
indicators to manage corrosion failures?
J. Knowledge Management (KM)
Is there a Corrosion Knowledge Management Program at your
J1
facility?
Page 40 of 52

Does your facility share failures or good corrosion engineering
J2
practices with other facilities?
K. Documentation
Does your facility maintain an electronic document management
K1
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)

Do you include all modifications (equipment, piping, water wash
L1
rate, inhibitor injection rate, welding repair, material changes,
etc.) impacting corrosion in your MOC procedure?
M. Reviews
Does your facility initiate a failure analysis request (to CSD) for all
M1
corrosion/mechanical failures?
Does your facility keep an updated corrosion-related
M2
recommendation and technical alert tracking system?
Does your facility perform internal periodic corrosion reviews to
M3
monitor compliance and eliminate corrosion failures?
Page 41 of 52
Part 2: Manage Corrosion Work Processes
Page 42 of 52
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 Plan-
Do-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
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. Operate & Maintain work process maps are shown on screen projector in sequential
format.
2. 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.
3. Plant participants provide comments and share their work process or procedures if these
exist.
4. Gaps are then identified and documented for inclusion in the CMP Corrosion Control
Document (CCD).
5. 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 This work process is not fully There is no corporate procedure
Corrosion Data reflected in RTR activities. reflecting this WP.
Assessment However, Failure Analysis is There is a gap in procedure for
performed by CSD; RCA is the quality checking of all data.
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
EWP 04-05-03-02 There is no comprehensive The two WPs (Data Assessment
Corrosion Corrosion Review but OSI data and Management Review)
Management is reviewed periodically should be combined.
Review Best practices should be There is no standard for a
integrated with the PIW team comprehensive corrosion
management review. (Though
there is a quarterly SARCOP
review).
Page 44 of 52
Plant Integrity Assurance Framework

Map Key and Glossary
Work Process Symbols Work Process Hierarchy
GWP SGWP
Start / Finish
XX-XX-XX XX
Process
Title Title
Global Support Global Work

Process
Activity Number
Action Addressee
SWP SSWP
Process Activity
XX-XX-XX XX-XX
Informed Addressee(s) Title Title
Support Strategic Work

Strategic Process
Decision?
TWP STWP
XX-XX-XX XX-XX-XX
Title Title
External Support Tactical Work

Process Tactical
Process
EWP SEWP
Document XX-XX-XX
XX-XX-XX
Title Title
Support Elemental Work

Record to be Elemental
Processes
maintained
AWP SAWP
XX-XX-XX XX-XX-XX
Off-page Reference for Title Title
2
Navigation
Support Atomic Work

SAIF Data Management Atomic
Processes
System
SAIF
SAP Data Management

SAP System
Figure 9 - Process Map Nomenclature
Page 45 of 52
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 Operations Inspection Unit
PID Projects Inspection Division
SWP PMT SA Project Management Team
The next level of process is an EWP 03-03 VID Vendor Inspection Division
Manage
Inspection *VID/QA for Vendor/SUP/Manufacturer qualification
during P&C VID QC for Cat B
Responsible for VID QM for monitoring in Supplier Premises of Cat A
process
Inspection
SWP Strategy 7 VID_
02-03 QC Aramco Approval
Type of Review Certificates
Establish Cat B of Equipment
Equipment? and Documentation
Inspection SAP from Supplier
Strategy Draft SATIP
Cat S
Cat A - MPA Cat C
SAEP-1150
Inspection
Coverage on
1 EWP VID*/
Projects
03-03-01-01 PMT Inspection
A Plan Inspection on Schedule
Supplier premises
SAER-1972 during Fabrication
A
3.1.1
This is a simple
Project Proposal/ step so does not
EWP
Detailed Design 2
have a process
03-03-01-02 PQM
Inspection
A
Plan Inspection on
Schedule number
Receipt of Materials at This is an output
Aramco Construction/
Project Quality Installation Site
from the process
Manage QA Plan it is connected to
3.1.2
Supplier/ Inspection
Contractor Quality 3 Schedule
EWP PQM
Plan
03-03-01-03 /PMT
Schedule Q A Plan Inspection during
Construction on
Aramco Site Requests For
Inspection
3.1.3
4 EWP PQM/
SA Inspection 03-03-01-04 PMT
Procedures Plan Pre-
Commissioning
These are inputs Inspection
to the steps they
3.1.4
are linked to
On-Stream
Inspection
5 Schedule Reports
OIU
Plan On-Stream
A Inspection during
Commissioning
Requests For
Inspection
OSI Administration 3.1.5
TWP Reference of the

03-03-02
Implement next process in the
Inspections sequence
during P&C
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
Page 46 of 52
Attachment 1 - Manage Corrosion at Design
Adobe Acrobat
Document
(Double click to open the PDF document)
CorManPro Design_10 integrated 1
Attachment 2 - Manage Corrosion at Procurement and Construction
Adobe Acrobat
Document
(Double click to open the PDF document) CorManPro_PCC_8 1
Attachment 3 - Manage Corrosion at Operate and Maintain
Adobe Acrobat
Document
(Double click to open the PDF document) CorManPro_14 integrated 1
Attachment 4 - Manage Corrosion at Decommissioning
Adobe Acrobat
Document
Manage Integrity during Decommissioning 1
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read these attachments offline, you are required to download them from the network to view later.
Page 47 of 52
Part 3: Damage Mechanism Narratives
Page 48 of 52
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:
Adobe Acrobat
Document
Damage Mechanism Narratives
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read this attachment offline, you are required to download it from the network to view later.
Page 49 of 52
Table 9 - Damage Mechanism Narrative List
SA # Description API RP 571 #

1 Sulfidic Corrosion (Sulfidation) 1
2 Wet H2S Damage (Blistering/HIC, SOHIC, SSC) 2
3 Creep/Stress Rupture 3
4 High Temp H2/H2S 4
5 Polythionic Acid Cracking 5
6 (NA) Naphthenic Acid Corrosion 6
7 Ammonium Bisulfide Corrosion 7
8 Ammonium Chloride Corrosion 8
9 HCl Corrosion 9
10 High Temperature H2 Attack 10
11 Oxidation 11
12 Thermal Fatigue 12
13 Sour Water Corrosion (Acidic) 13
14 (NA) Refractory Degradation 14
15 Graphitization 15
16 Temper Embrittlement 16
17 Decarburization 17
18 Caustic Cracking 18
19 Caustic Corrosion 19
20 Erosion/Erosion Corrosion 20
21 Carbonate SCC 21
22 Amine Cracking 22
23 Chloride Stress Corrosion Cracking (Cl-SCC) 23
24 Carburization 24
25 Hydrogen Embrittlement 25
26 Steam Blanketing 26
27 Thermal Shock 27
28 Cavitation 28
29 Graphitic (see De-alloying) 29
30 Short Term Overheating 30
31 Brittle Fracture 31
32 Sigma Phase Embrittlement 32
33 885F Embrittlement 33
34 Softening (Spheroidization) 34
35 Reheat Cracking 35
36 Sulfuric Acid Corrosion 36
Page 50 of 52

37 Hydrofluoric Acid Corrosion 37
38 Flue Gas Dew Point Corrosion 38
39 Dissimilar Metal Weld (DMW) Cracking 39
40 Hydrogen Induced Cracking in HF 40
41 Dealloying 41
42 CO2 Corrosion 42
43 Corrosion Fatigue 43
44 Fuel Ash Corrosion 44
45 Amine Corrosion 45
46 Corrosion under Insulation (CUI) 46
47 Atmospheric corrosion 47
48 Ammonia Stress Corrosion Cracking (SCC) 48
49 Cooling Water Corrosion 49
50 Boiler Water/Condensate Corrosion 50
51 Microbiologically Induced Corrosion (MIC) 51
52 Liquid Metal Embrittlement 52
53 Galvanic Corrosion 53
54 Mechanical Fatigue 54
55 Nitriding 55
56 Vibration Induced Fatigue 56
57 Titanium Hydriding 57
58 Soil Corrosion 58
59 Metal Dusting 59
60 Strain Aging 60
61 Sulfate Stress Corrosion Cracking 61
62 Phosphoric Corrosion 62
63 Phenol (carbolic acid) Corrosion 63
64 Ethanol Stress Corrosion Cracking 64
65 Oxygen-enhanced Ignition and Combustion 65
66 Organic Acid Corrosion of Distilled Tower Overhead System 66
67 General Corrosion NA
68 Pitting Corrosion NA
69 Crevice Corrosion NA
70 Sweet Corrosion NA
71 Weight Loss Sour Corrosion NA
72 Acid Corrosion (Acidization) NA
73 Oxygen Corrosion NA
74 Elastomer Failure NA
Page 51 of 52

75 Heat Checking NA
76 Thread Failure (Mech. F) NA
77 Tensile Overload (Mech. F) NA
78 Collapse (Mech. F) NA
79 Top of the line Corrosion NA
80 Under-deposit Corrosion NA
81 Acid Condensate Corrosion NA
82 Elemental Sulfur Corrosion NA
83 Casing Wear NA
84 Fretting Corrosion NA
85 Overlay Disbonding NA
This color denoted that the damage mechanism narrative is under development.
Page 52 of 52

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Best Practice

SABP-A-033 30 March 2013

Saudi Aramco DeskTop Standards

Previous Issue: New Next Planned Update: TBD

CopyrightSaudi Aramco 2013. All rights reserved.

Corrosion management represents a key component of Saudi Aramcos overall strategy to

CMP development follows the plan-do-check-act approach. Essentially, corrosion

It is well-established that, without an integrated approach to corrosion management, equipment

Saudi Aramco Engineering Standards

Saudi Aramco Best Practices

SABP-A-025 Corrosion Control in Vacuum Distillation Units

1.2 Industry Codes and Standards

Part 1: Basic Requirements and Deployment Activities

The purpose of this manual is to provide guidance to Saudi Aramco operating

Effective corrosion management shall result in:

This manual addresses both upstream and downstream operational facilities.

Corrosion management addresses the management of threats to mechanical

High temperature corrosion sulfidic corrosion, oxidation, carburization,

Importantly, CMP is considered proactive and risk-based. The proactive nature of

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

The management system model advocated in this manual (Figure 2) is based on

The essential elements of this framework are:

Successful Corrosion Management

Likelihood & Consequences

Inspection & Maintenance Plans Planning Review, Correct Management

Monitor Trends Performance

Figure 2 - Corrosion Management Program (CMP) Framework

2 Policy and Strategies

2.1 Saudi Aramco Corrosion Management Policy

Saudi Aramco is committed to preventing and managing corrosion of its plants

To achieve this, Saudi Aramco shall ensure that:

Management of Change processes are used so that corrosion risks

Most practices and procedures employed for the control of corrosion in

Saudi Aramco corrosion management strategies are mapped out in multi-level

In addition to the above corrosion control strategies, Saudi Aramco is committed to

Saudi Aramco continuously encourages engineers to obtain certification with

Cathodic Protection Tester - NACE

Knowledge sharing and knowledge management complement the above training

Corrosion technology development is another mature strategy employed at Saudi

To complement the above strategies, a focus on company major corrosion

Effective management structure and corrosion management practices are essential

The management of corrosion is a concern which extends beyond the

Figure 3 - Corrosion Information Flow in Projects

3.2 Deployment Structure

CMP deployment to operating facilities shall be structured along the guidelines

Materials & Welding Specialist

CMP Team Leader Coatings Specialist

Chemical & Water Treatment

Cathodic Protection Specialist

Plant Inspection Engineer/OSI

Plant CMP Leader Plant RBI Coordinator

Plant Process/ Operations

Plant Technical Support

Figure 4 - CMP Deployment Organization Structure

3.3 Roles and Responsibilities

Central Engineering CMP Team:

Plant Inspection Engineer/OSI Coordinator Reports to Plant CMP

Deployment activities are listed below (Figure 7).

4.2.1 Work Process Gap Analysis

This activity shall contrast existing corrosion management work processes