CP 115

Petroleum Development Oman L.L.C.
Operation of Surface Product

Flow Assets – Code of Practice
Document ID CP-115
Document Type Code of Practice
Security Unrestricted
Discipline Surface Production
Owner Operations Director - UOD
Issue Date December 2021
Revision 10.0
Copyright: This document is the property of Petroleum Development Oman, LLC. Neither the whole nor any
part of this document may be disclosed to others or reproduced, stored in a retrieval system, or transmitted in
any form by any means (electronic, mechanical, reprographic recording or otherwise) without prior written
consent of the owner.
Revision: 10
Petroleum Development Oman LLC Effective Nov-21
This page was intentionally left blank
Page 2 CP-115 - Operation of Surface Product Flow Assets – CoP Printed 23/11/21
The controlled version of this CMF Document resides online in Livelink®. Printed copies are UNCONTROLLED.
Revision: 10
i Revision History
The following is a brief summary of the 6 most recent revisions to this document. Details of all
revisions prior to these are held on file by the issuing department.
Revision Date Author Scope / Remarks
No.
10.0 Nov-21 Ian Campbell UOP6 Full review and alignment with AMS
9.0 June-17 Aiman Al Riyami Full review / revision and reformat.
8.0 Aug-13 Robin Norman UOP61 3 yearly review (Review period to be
increased to 5 years).
DCAF and Critical Documentation
requirements added
7.0 Mar-10 Robin Norman UOP6 Full review / revision and reformat.
6.0 Dec 06 Mafiana, Ikechukwu Issue for use after comments update.
(UOP/2)
6.0 Jun 06 Abdullah Update to align with:
Al-Abri (UOP/1)  New Operating Model,
 Global Processes
 Minimum Standards
 EPBM 4.0
5.0 Dec 03 A. Al-Abri (UOX/2) Concurrent Operations reference included.
Deferment Minimum Standard
ii Related Business Processes

Code Business Process (EPBM 4.0)
EP.64 Design, Construct, Modify and Decommission Facilities
EP.65 Execute Operations Readiness & Assurance Activities
EP.72 Maintain & Assure Facilities Integrity
EP.80 Manage Abandonment
iii Related Corporate Management System (CMS) Documents

The related CMS Documents can be retrieved from the CMS Corporate Management System and
are listed in Appendix 4
Revision: 10
Table of Contents
i Revision History .......................................................................................................................3
ii Related Business Processes ...................................................................................................3
iii Related Corporate Management System (CMS) Documents .................................................3
1 Introduction ..............................................................................................................................6
1.1 Scope ............................................................................................................................... 6
1.2 Objectives ......................................................................................................................... 6
1.3 Applicability....................................................................................................................... 6
1.4 Document Implementation and Deviation ........................................................................ 7
1.5 Review and Improvement ................................................................................................. 7
2 Operations Management of Surface Product Flow Assets......................................................8
2.1 PL-11 Asset Management Policy ..................................................................................... 8
2.2 Corporate Asset Integrity Vision ....................................................................................... 8
2.3 The Operations Vision: ..................................................................................................... 8
2.4 The Operations Strategy .................................................................................................. 8
2.5 Operations Management Objectives ................................................................................ 8
2.6 Operations Management Requirements .......................................................................... 9
2.7 Aligned Operations Management Processes ................................................................... 9
3 Operations Lifecycle Management ........................................................................................10
3.1 Scope. ............................................................................................................................ 10
3.2 Projects ........................................................................................................................... 10
3.3 Field Operations ............................................................................................................. 13
3.3.1 Asset Reference Plan ...............................................................................................13
3.3.2 Statement of Fitness (SoF) .......................................................................................13
3.3.3 Discipline Control and Assurance Framework (DCAF) ............................................14
3.3.4 Procedures and Manuals ..........................................................................................14
3.3.5 Critical Documentation ..............................................................................................15
3.3.6 Operator Routines and Handover .............................................................................16
3.3.7 Permit to Work System .............................................................................................17
3.3.8 Process Equipment Isolation ....................................................................................17
3.3.9 Working on Systems or Equipment with Hydrocarbon or Toxic Risks .....................17
3.3.10 Scaffolding and Lifting ..............................................................................................17
3.3.11 Temporary Registers and Controls ...........................................................................18
3.3.12 Management of Alarms .............................................................................................19
3.3.13 Crude Oil Export Operations .....................................................................................19
3.4 Integrated Activity Planning and Scheduling ................................................................. 19
3.5 Programming and Hydrocarbon Allocation .................................................................... 21
3.6 Management of Change ................................................................................................. 22
Revision: 10
3.7 Abandonment and Restoration ...................................................................................... 23

3.7.1 Fixed Assets ............................................................................................................. 23
3.7.2 Abandonment and Restoration ................................................................................ 23
3.8 Simultaneous and Concurrent Operations .................................................................... 23
3.9 Operations Emergency Response ................................................................................. 23
3.10 Skillpool Management ................................................................................................... 24
3.10.1 Competence Assessment and Assurance ............................................................... 24
3.10.2 Graduate Development Program (GDP) .................................................................. 24
3.10.3 Competency Based Development and Progression ................................................ 24
4 Accountabilities and Responsibilities .................................................................................... 25
Table 1 – Principal Roles and Responsibilities ....................................................................... 25
5 Audit and Review .................................................................................................................. 29
5.1 Corporate Level Audits and Reviews ............................................................................ 29
5.2 Functional / Discipline Audits and Reviews ................................................................... 29
5.3 Asset Director (Line) Audits and Reviews ..................................................................... 29
5.4 AI PS Assurance Audit .................................................................................................. 29
Appendix 1 – Glossary of Terms, Definitions and Abbreviations ................................................ 30
Appendix 2 – Critical Documentation List .................................................................................... 32
Appendix 3 – EPBMS Process Flow Charts ................................................................................ 34
EP.71 – Produce Hydrocarbons .............................................................................................. 34
EP.80 – Manage Abandonment .............................................................................................. 35
Appendix 4 – Documents Referenced in CoP ............................................................................. 36
Revision: 10
1 Introduction
1.1 Scope
This Code of Practice defines the Strategies and Controls that need to be implemented in PDO
to ensure safe and effective Operation of Surface Product Flow Assets.
Effective Operations hinges on three main themes: Process, People and Documentation. The
integrity of the plant is captured in CP-114 - Maintenance & Integrity Management Code of
Practice.
The process is the operation of the integrated product flow assets and associated safeguarding
systems within defined operating envelopes. Supporting the process is the need for the correct
organisational structure with competent people who are capable of performing their job roles
effectively and who are fully aware of their accountabilities, authorities and responsibilities. In
addition, these people need effective and current documentation to assist them to carry out
operational activities in a controlled, consistent and structured manner.
This Code of Practice makes reference to the Asset Management System (AMS) and is aligned
to the process. The documentation required to operate the Surface Production Facilities in line
with the above standard will be sourced from PDO and LiveLink or the Shell web.
Each discipline will have a standard which will list decisions and deliverables that it will
contribute to the Operations Phase and the authority level required to sign that off. This will be
in accordance with the Discipline Controls and Assurance Framework (DCAF) application.
1.2 Objectives
The purpose of this Code of Practice is to specify the processes and controls necessary to
ensure effective Operation Management of all installed assets over their Lifecycle. Effective
Operation management shall demonstrate compliance with relevant statutory requirements,
PDO Standards and Procedures, and verification requirements.
1.3 Applicability
This Code of Practice is principally applicable to:
- Area Operations Teams;
Operations Managers.
Delivery Team Leaders.
Production Coordinators.
Production Supervisors.
- Production Strategy & Support.
- Programming.
- Integrated Activity Planning.
- Corporate Discipline Functional Heads (CDFH) and Corporate Discipline Focal Points
(CDFP)
The secondary target audience are certain members of the Production Support teams and
Service Providers, the Petroleum Engineering and Field Engineering teams.
Revision: 10
1.4 Document Implementation and Deviation

Section 4 identifies the Accountabilities and Responsibilities for implementation of the
requirements of the Code of Practice.
Deviation from this Code of Practice must be approved by the Functional Production Manager
(UOP) and authorised by Operations Director (UOD).
1.5 Review and Improvement

This Code of Practice is owned by Operations Director (UOD) and shall be reviewed and
updated on a regular basis (minimum every 5 years).
The Functional Production Manager (UOP) shall be the Custodian and is responsible for the
content and upkeep of the Code of Practice. Feedback and change requests shall be raised in
the CMS system using the ‘Submit an Idea’ link. Approved changes shall be incorporated
immediately or at the next scheduled update depending on criticality.
Revision: 10
2 Operations Management of Surface Product Flow Assets

2.1 PL-11 Asset Management Policy
It is PDO policy that:
 All Assets will be managed in a systematic way, through the application of established
business processes and procedures, which constitute PDO’s Asset Management
System (AMS).
 The AMS demonstrates, in accordance with ISO55001: 2014 requirements, that PDO
manages their physical and intellectual assets responsibly, focusing on value creation
and protection throughout the lifecycle, and is assessed annually for effectiveness by
dedicated and specific Management Review.
 The performance of the AMS in achieving the organizational objectives is regularly
monitored and evaluated for continuous improvement opportunities.
 Sufficient and dedicated resources will be assigned throughout the company to ensure
that AMS can effectively deliver PDO’s business objectives.
The impact of this policy is that our opportunities are identified and developed effectively, our
assets will be operated as intended and at all times within their design envelope, and operated
and/or disposed of with due regard to environmental and economic considerations.
This CoP has been developed to provide a framework to ensure adherence to the above policy.
2.2 Corporate Asset Integrity Vision

The PDO Asset Integrity Vision is:-
“Our assets are safe and we know it”
For Operations this means that through correct operation and with competent trained personnel,
and by following clear rules and procedures we will ensure that our assets are operated safely
and produce at design capacities to meet Production Targets.
2.3 The Operations Vision:

“ Tobe the Pioneer in Safe Operation, Optimum Production, Efficient
Costs & People Capability”
2.4 The Operations Strategy
The Operations Strategy (delivering the Vision), contains five high-level themes and objectives:
1. People: We will invest in building a fully capable workforce with a strong talent pipeline.
2. Production: We will produce at the highest possible technical capacity.
3. Efficiency: We will achieve best in class process and cost efficiency.
4. Safety: We will strive to achieve Goal Zero in Operations, including no major process
safety incidents.
5. Learning organisation: We will routinely measure (benchmark) ourselves against the
best and learn from them.
The proposed program is extensive, covering all aspects of the Operations value stream, from
capability building to application of lean culture and Operational Excellence.
2.5 Operations Management Objectives

The objectives of Operations Management in PDO are to:
Revision: 10
 Safeguard and demonstrate operating and technical integrity of the assets;

 Optimise resources and costs involved with operating activities;
 Support the Field Operations;
 Support pipelines, terminal and export operations
PDO is aligned with the Shell Exploration and Production Operational Excellence Standard and
Production Engineering Global Skillpool Strategy.
The following processes will be applicable to this Code of Practice.
1. Conduct Assurance
2. Execute Strategic Asset Management Plan
3. Forecast and Plan Production
4. Manage Integrated Activity Planning and Scheduling
5. Manage Threats and Opportunities
6. Manage Equipment Care
7. Perform WRFM
8. Ensure Safe Production
9. Perform Maintenance Execution
10. Perform Turnarounds
11. Perform Hydrocarbon and Energy Accounting
12. Ensure Quality Product
13. Manage Supply Chain
2.6 Operations Management Requirements

Each Asset shall assure that;
 Asset Managment Plan is in place;
 Program Build is in place;
 Production Operation strategies are linked to the Program Build;
 Production Operation activities are adequately budgeted and covered by Operational
Expenditure (OPEX);
 Production Operations standards, procedures and controls are owned by the
appropriate Technical Authority (TA) as specified in DCAF / Asset Control and
Assurance Lists (ACAL) and are available to all site personnel;
 A review and improvement process is in place which will deliver optimised production
operations goals;
 The IPP and the IAP are aligned at all times;
2.7 Aligned Operations Management Processes

PDO is aligned to the following Shell EP Business Model (EPBM) Processes relevant to
Production Operations:
 EP.71 Produce Hydrocarbons;
 EP.65 Execute Operations Readiness & Assurance Activities;
 EP.80 Manage Abandonment;
Revision: 10
3 Operations Lifecycle Management

3.1 Scope.
This Code of Practice (CoP) covers the requirements to assure effective Operations throughout
the Lifecycle of Surface Product Flow Assets within the Oil and Gas Directorates.
Health, Safety and Environmental requirements shall be fully integrated in the way Operations
Management is executed and are a prerequisite before any process or activity can be
undertaken.
The CoP shall cover the processes required for “surface flow assets”, sub-surface and wells
being covered by CP-125 - Petroleum Engineering Management – CoP and CP-118 - Well
Lifecycle Integrity CoP.
Operations Management will be required throughout the lifecycle of the Asset. Documentation
and Processes will require to be implemented to ensure safe and effective operations can be
maintained and delivery targets met.
3.2 Projects
Aims
Projects shall deliver all new assets / systems / equipment to the Asset Owner in proper working
order and condition (i.e. ‘ready for operations’) in accordance with this Code of Practice, CP-
117 – ‘Project Engineering’ plus all associated operations and engineering standards (see list
of key reference standards below).
Reference inputs for and during project delivery shall include:
 Asset Reference Plans
 Field Development Plans
 Annual Programme Build and Business Plans
 Operations Philosophies
 Maintenance Philosophies and Reference Plans
 Operations HSE Cases
 AI-PSM and HSE Incident reports and databases
 Operations Reliability Improvement Process (ORIP) reports and database
 Flawless Project Delivery (‘Flaws’) and Project Lessons Learned reports and databases
Processes
Asset Owner Readiness, commonly known and addressed as the Operations Readiness (OR)
Process, is an integral component of the project delivery standards and methods, which
provides a focused, proactive and systematic approach whereby:
- Essential functional requirements are incorporated in the design as per the Operations
Philosophy,
- The Asset Owner’s (Operations) organisation is fully prepared to take ownership and the
Operations Management System is fully updated to reflect the new or modified facility.
Commissioning and Start-Up (CSU), also an integral component of the project delivery
standards and methods, addresses the transition of the project scope from construction through
to start up and initial operation whereby:
- Base-line technical integrity of the new or modified facility is verified,
- Construction and commissioning priorities and schedules are optimisation to achieve best
start up readiness timeline.
- Transition of custody and ownership to the Asset Owner’s (Operations) organisation is
smooth and orderly.
Flawless Project Delivery (FPD) principles shall be applied in all projects whereby:
Revision: 10
- Significant risks to safe and efficient commissioning, start-up, ramp-up and steady state
operations are mitigated through focused application of prior learning and experience.
OR, CSU and FPD in Project Delivery
Start Up of New or Modified Process Facilities or Systems

Start up is defined as the point in time when process fluids (incl. hydrocarbons) are first
introduced into the new or modified process facility or system.
The Asset Owner’s Operations organisation has fundamental responsibility for the start up
decision and leading the subsequent activities which shall be done according to the technical
basis and methodology defined in project-specific plans and procedures.
A Pre-Start Up Audit (PSUA) shall be conducted prior to start up.
Revision: 10
Project-to-Asset Transfer
The ‘Project-to-Asset Transfer’ process (sometimes known as “P2A”), which culminates at ‘Final
Handover’, is used to demonstrate that the project scope is acceptably complete, compliant and
meeting agreed expectations of the Asset Owner. The asset Final Acceptance Certificate (FAC)
can be accepted by the Operations Manager delegated by Asset Owner “Director”.
The Project Manager is accountable for effective application of ‘Project-to-Asset Transfer’ as
part of the overall project delivery process with each project having its own ‘Project-to-Asset
Transfer’ plan which specifies or otherwise integrates the necessary activities.
Custody transfer approval:
FAC Approval Party
Operations Delivery Team

Project Type
Managers Leads
Major Projects (> 500mln
Yes No
CAPEX)
PD-B Yes No
PD-A Yes No
UIPT Pipeline & FCP
Yes No
Projects > $2.5Mln
Asset Executed FCP No Yes
Asset Executed Well

No Yes
Hook-up
UIB Infrastructure
No DTL (UIB5)
projects
UIPT Executed FCP
No DTL
Projects < $2.5Mln
UIPT Executed Pipeline Head Infrastructure
No
Projects < $2.5Mln Integrity & Ops
UIE Infrastructure Power
Head of Power
Projects: Power Plants, No
Systems
FCP & sub stations
People & Organisational Aspects

Operations Readiness and Commissioning and Start Up activities are considered ‘core-
business’ for PDO. Therefore, use of contractors for any related activities or deliverables shall
be specified and managed by relevant PDO Operations Readiness or Commissioning staff.
Sufficient dedicated Operations Readiness and Commissioning positions to meet project
delivery demands shall be provided and deployed within project delivery groups as well as the
Operations Function (UOD).
All OR and Commissioning practitioners, wherever they are deployed, are considered to be
members of the Operations skill-pool and related disciplines. The Functional Production
Manager, UOP, shall be the CFDH for all Operations Readiness and Commissioning
practitioners.
Revision: 10
Key Reference Standards

CP-117: Project Engineering
CP-114: Maintenance and Integrity Management
SP-2113: Commissioning & Start Up Strategy
PR-1612: Operations Readiness
PR-1159: Commissioning & Start Up
PR-1150: Project Close Out
PR-2160: Pre-Start Up Audit
GU-846: Organisational Guideline for Operations Readiness and Commissioning in
Asset Engineering
3.3 Field Operations

Processes and procedures shall be put in place or adopted that shall ensure safe and effective
operation of the Asset.
Surface Production Operations are responsible for the overall coordination of the safe execution
of daily operations, major maintenance, minor projects or well interventions. Ensuring work sites
are safely managed in terms of HSSE and operating integrity is key to the success of field
operations.
Safe and efficient field operations will be achieved when operators understand and know their
operating limits and stay within them at all times. The assignment of a system owner for each
segment of the integrated production system, with responsibility for staying within the operating
limits in their segment, is essential.
Production operations shall be aligned with Ensure Safe Production as part of the AMS.
3.3.1 Asset Reference Plan

The Asset Reference Plan (ARP) is the principal management tool by which Assets are
effectively and efficiently managed throughout their life. The ARP shall be routinely updated,
with awareness of the key business drivers that will optimise output, and maximising the best
use and value of limited resources locally and globally in order to maximise the value of the
Asset.
Reference: Asset Reference Planning Guide
3.3.2 Statement of Fitness (SoF)

Throughout the Operations Phase a Statement of Fitness shall be required as assurance that
the facility / plant / equipment is safe to operate. The SoF shall be required to be submitted
before;
 starting or commissioning a new asset or a modification to an existing asset and;
 restarting an asset after an incident involving uncontrolled shutdown, or an overhaul or
a turnaround, or when the asset has been subjected to conditions outside the
equipment constraints or experienced environmental conditions beyond the original
design parameters;
 following a Process Safety Incident;
Reference: Statement of Fitness Guidance Notes
Revision: 10
Asset SoF Approval Matrix

Operation &
Operations Delivery Team
Project Type Maintenance
Managers Leads
Coordinators
Major Projects (> $500 Mln) Yes No No
PD-B Yes No No
PD-A Yes No No
Asset Executed FCP No No DTL

Asset Executed Well Hook-up No No DTL
UIPT Pipeline & FCP Projects
Yes No No
> $2.5Mln
UIPT Executed FCP Projects
No No DTL
< $2.5Mln
UIPT Executed Pipeline Head
Projects No No Infrastructure
< $2.5Mln Integrity & Ops
UIE Infrastructure Power

Head of Power
Projects: Power Plant & sub- No No
Systems
station
3.3.3 Discipline Control and Assurance Framework (DCAF)

In accordance with DCAF requirements during the Operations Phase there is a requirement to
maintain an Asset Control and Assurance List. The list shall be kept in PDO’s DCAF tool.
 The UOP Function shall be accountable for the Corporate ACAL;
 Operations Managers shall be responsible for Asset Specific ACALs;
 All step outs from Corporate ACAL shall be approved by UOP and respective
DisciplineTA1;
 Documentation owners shall be Accountable Technical Authority (ATA) as specified in
ACAL and Discipline Authority Manual;
 Documentation authors shall be assigned as per requirements of Management of
Change Process;
Note: The ACAL will be valid untill the AMS delivers the desired outcome
3.3.4 Procedures and Manuals

Operation Specifications, Procedures and Guidelines
Specification, procedures and guidelines at functional level will be maintained to assist
Production Operations. These documents will be high level and generic for all assets and will
be owned and maintained by Functional Production Operations (UOP), held in the CMS and
accessible to all operations personnel.
Operations procedures will be produced in a consistent format and managed in accordance
with PR-1072 - Preparations and Management of Operations Procedures.
Revision: 10
Plant Operating Manuals (POM’s)

Plant Operating Manuals will be developed during the project phase for new builds and after
handover they will be maintained throughout the Lifecycle of each Asset.
The manuals will cover the operating of the asset / plant at field level and shall be owned by the
Operations Manager (North, South, Gas, Greater Birba and Infrastructure) and managed by the
each asset.
Brownfield modifications / expansions and engineering projects shall include updating / revision
of the POM within their scope of work and will hand over the revised manual as part of their
deliverables.
The Plant Operating Procedures will be produced in a consistent format, managed and reviewed
in accordance with:
 SP-1074 - Preparation of Plant Operating Manuals Specification
 PR-1052 - Preparation and Updating of Station Plant Operating Manuals
Review and revalidation will be undertaken at 5 yearly intervals and will be auditable.
IMPORTANT: Some of the Procedures and Manuals maintained and managed by Functional
Production and Operations will be part of the Tier 1 and 2 Critical Documentation covered in
3.3.5 below.
3.3.5 Critical Documentation
3.3.5.1 Tier 1 Critical Documentation

Tier 1 Critical Documentation (refer to Appendix 2) requirements will be aligned with the Asset
Management System and shall be;
 included in the corporate ACAL as single line items with identification of accountable
and responsible Technical Authorities;
 subject to the Management of Change process in accordance with CP-206 –
Management of Change CoP;
 verified for completeness and accuracy and updated if required every 5 years;
 controlled by Asset Information Centre (AIC) and maintained in a secure environment
within LiveLink and / or SAP;
Revision: 10
3.3.5.2 Tier 2 Critical Documentation

Tier 2 Critical Documentation (refer to Appendix 2) requirements will be aligned with the Asset
Management System and shall be;
 included in the corporate ACAL as composite items with identification of accountable
and responsible Technical Authorities;
 subject to the Management of Change process in accordance with CP-206 –
Management of Change CoP;
 reviewed and updated as per requirements established by responsible discipline
Technical Authority;
 controlled by Asset Information Centre (AIC) and maintained in a secure environment
within LiveLink and / or SAP;
3.3.5.3 Live Operating Envelopes

Live Operating envelope which provide the capacity constraints of a system, piece of equipment
(e.g. separator, dehydration tank, compressor, etc.), well, pipeline or a production station will be
handed over to Operations as part of the project deliverables and updated during the operations
phase whenever there are changes made.
3.3.6 Operator Routines and Handover

Procedures and documentation will be available to provide Operations personnel with
guidance as to their roles and responsibilities, and to ensure critical information is recorded
and transferred across at shift and crew changes.
Operator routines are covered in PR-1100 - Operator Routine Functions.
Shift handovers will be in accordance with PR-1000 - Operations Handover Procedure
Each facility / site shall organise pro-active monitoring activities as follows:
 Formal, maintained list of activities that shall be performed during the operator rounds
covering both field (outside) and control room operators;
 Data from the rounds will be recorded and trended where appropriate;
 Undesired condition found during the round will be actioned by the operator where
possible or a SAP Notification raised to correct the condition;
NOTE: This is in addition to the normal HSSE responsibility to stop unsafe acts. If the
condition persists it should be treated as an abnormal situation, escalated accordingly and
reported as a non-conformance.
 Any tasks not performed should be highlighted to the shift supervisor and re-scheduled if
necessary;
 Additional monitoring shall be performed as conditions warrant;
 Operators shall communicate issues found while performing the rounds, which may
impact on personnel on site, upstream or downstream equipment;
 Work requests should be created as appropriate;
Revision: 10
3.3.7 Permit to Work System

All works undertaken during normal operations shall be carried out under the Permit to Work
System (PTW) where appropriate. Use of the PTW System is Mandatory.
Permits will be issued in accordance with SP-2239 Permit to Work Specification, for work in
areas where there may be a hazard to Personnel, Asset, or Environment. These hazards may
not necessarily be related to hydrocarbons.
Well work that requires the well site / well to be handed over to the Drilling Contractor or
Completions and Well Intervention (C&WI) Team shall require a transfer of custodianship in
accordance with PR-1098 Well Activity Co-ordination & Control Procedure. The party
requesting the Custodianship shall have demonstrated to PDO that they have the necessary
procedures and safeguards in position to manage any HSSE incidents.
Level 3 Audits of the PTW System will be periodically carried out as per the Operations
Integrated Assurance Plan PR-2326.
3.3.8 Process Equipment Isolation

Whenever process plant, equipment or systems require to be taken out of service for
maintenance, repair or modification, then positive isolations shall be provided between the
process plant, equipment or system and any potential hazardous energy source.
Process equipment isolations will be applied and managed in accordance with:
 PR-1172 – Permit to Work Procedure;
 PR-1076 - Isolation of Process Equipment;
 PR-1086 - Locked Valve and Spectacle Blind Control;
3.3.9 Working on Systems or Equipment with Hydrocarbon or Toxic Risks

Work shall not be undertaken in, on or around systems and equipment where hydrocarbon or
toxic risks exist or can exist until the systems and equipment have been prepared in accordance
with the following:
 PR-1073 – Draining,Gas Freeing and Purging of Process Equipment (Excluding Tanks);
 PR-1077 - Preparation of Static Equipment for Internal Maintenance and Inspection;
 PR-1079 - Gas Freeing and Purging of Tanks Procedure;
Man entry into vessels, tanks, well cellars, sewers etc., and working in the vicinity of the
hydrocarbon and toxic risks such as on the tops of floating roof tanks etc, shall be in accordance
with the:
 PR-1083 - Safe Work on Floating Roof Tanks Procedure;
 PR-1148 - Entry into a Confined Space Procedure;
 PR-1515 - Onsite Mercury Management Procedure;
Hydrocarbon or toxic systems shall be reinstated and tested in accordance with the following;
 SP-2020 - Flange Connections Bolt Torquing and Tensioning;
 PR-2335 – Reinstatement testing of Process Equipment
3.3.10 Scaffolding and Lifting

The erection of scaffolding and the use of lifting equipment shall be strictly controlled and in
accordance with:
 SP-2275 Specification for Lifting and Hoisting Equipment Inspection and Testing
Requirements
Revision: 10

 PR-1708 - Lifting and Hoisting Procedure Inspection Testing and Certification;
 PR-1709 - Lifting and Hoisting Procedure Lift Planning Execution;
 SP-1251 - Training Requirement for Lifting Operations Personnel;
 SP-1257 - HSE Specification - Working at Height & Access;
3.3.11 Temporary Registers and Controls

Facilities / stations will be required to maintain registers and logs of the temporary changes to
normal operations status and equipment conditions. The following, as a minimum, shall be
recorded / verified on formal, auditable registers:
 Process overrides and inhibits;
 Alarm overrides and inhibits;
 Locked open and/or closed valves;
 Swung spades
 Temporary equipment;
 Passing valves;
 Temporary repairs;
 Weeps and Seeps;
The format of the register will be as detailed in the relevant procedure, but as a minimum should
record:
 Reason for application;
 Mitigation of risk as applicable;
 Tag number and location;
 Date applied / installed;
 Date last physically checked on location;
 Date removed;
Management of the temporary registers and controls shall be in accordance with the governing
procedure.
Reference should be made to:
 PR-1000 - Operations Handover Procedure;
 PR-1001c - Temporary Overriding of Safeguarding Systems
 PR-1001b – Alarm Override
 PR-1086 – Locked Valve and Spectacle Blind Control;
 PR-1960 – Control of Portable Temporary Equipment;
 PR-1961 – Process Leak Management;
 PR-2049 – Passing Valve Management;
Revision: 10
3.3.12 Management of Alarms

Operations will manage alarms in such a manner that the operators’ ability to manage the
process is not impaired. Alarm management will be in accordance with SP-2239 Corporate
Alarm Management Philosophy
Alarm management will also be aligned with:
 The Ensure Safe Production Standard;
The following references fully describe Safeguarding System Design and Instrument Protective
Functions (IPF) which relate to the above.
 API RP 14C Design of Safeguarding Systems (summarised in EP95-0230 Design Section
6.3 Process Safeguarding);
 DEP 32.80.10.10 Gen Classification and Implementation of Instrumented Protective
Functions;
3.3.13 Crude Oil Export Operations

All crude production from the interior is transported by pipeline to the Tank Storage and Marine
Terminal facility at Mina Al Fahal.
NOTE: The proximity of the terminal to the shore and office complex means anyone can observe
the day to day vessel mooring and cargo handling operations. Such scrutiny together with tight
environmental legislation further emphasises the need for marine personnel to carry out their
duties to the highest possible standard.
The tank storage facility will provide an interface between the interior and the marine terminal
and allow for continuous production from the fields and settlement of the inventory prior to
offloading to the tankers. Operations at the tank storage facility (tank farm) shall be in
accordance with the following procedures:
 PR-1073 – Draining, Gas Freeing and Purging of Process Equipment
 PR-1076 - Isolation of Process Equipment;
 PR-1077 - Preparation of Static Equipment for Internal Maintenance and Inspection;
 PR-1079 - Gas Freeing and Purging of Tanks Procedure;
 PR-1083 - Safe Work on Floating Roof Tanks Procedure;
 PR-1092 - Tank Topping - MAF Tank Farm;
 PR-1148 - Entry into a Confined Space Procedure;
 PR-1156 - Precautions for Heavy Rain at MAF Tank Farm;
 PR-1157 - Storage Tank Oil Water Interface Measurement;
 PR-1349 - Ship-shore Differences on Completion of Loading;
 PR-1350 - Oil Export Quality and Demurrage Control;
The Marine Terminal, which includes tanker berthing and loading, shall be in accordance with
PR-1563 - MAF Marine Terminal Marine Procedures.
3.4 Integrated Activity Planning and Scheduling

Integrated Activity Planning and Scheduling (IAPS) is an important optimisation process that is
an integral part of managing production and activities. It is the integration and rationalisation of
plans provided by different functions or departments to achieve minimum scheduled deferment,
Revision: 10
optimum efficient use of resources, avoid clashes and ensure attainment of company
objectives.
The IAPS and Shutdown forums with its associated deliverables (agreed plans) are key
enablers for the asset operator to control their assets.
In PDO, IAPS shall be primarily used to:
 Enable Safe work
 Maximising production delivery
 Maximise availability of production facilities;
 Align and optimise Gas demand versus available capacity;
 Optimise resource deployment;
 Reduce and control costs associated with planned work
 Provide a basis for delivering an accurate production forecast;
 One Integrated Schedule to Serve as a common reference for controlling the Execution
phase (stability and PTW);
 Provide a means to analyse the Planning / Scheduling and Execution phases;
 Alignment with the 5 year Program Build (yearly input as well as inclusion of new
activities / projects);
 Establish the High level Shutdown window overview and form the starting point for
detailed shutdown planning process;
The IAPS Process includes integration of all activities that impact field operations (including all
production impacting activities) and / or make use of shared critical resources within the
Integrated Schedule (14Day), Short Term (90Day) and Medium Term (2Year) windows. The
Permit To Work process uses area Integrated Schedule (14Day plans) as the reference for all
plannable work.
IAPS process is covered in more details by:
 CP-156 - Integrated Activity Planning;
 Asset Management System (AMS) – Manage Integrated Activity Plan
3.5 Perform Turnaround

The Turnaround Management Process is a process that stipulates in detail how Turnarounds
are prepared, executed and reviewed. This is in addition to the routine cyclic IAPS process. The
Turnaround is the ultimate form of integration of many activities with increased associated HSE
and business risks. Therefore this is described separately in a dedicated procedure and
specification (PR-1721 - Turnaround Management and SP-2327 – Turnaround Management).
Much emphasis is on identifying and mitigating cross functional HSE risks.
Typical examples of integration are: carrying out well test during turnarounds; combining several
project tie-ins into a single TA date; integration of all Operations and Engineering turnaround
requirements; and aligning inter-directorate impacting activities such as MOL or Power outages.
TA process is covered in more details by
 PR-1721 - Turnaround Management;
 SP-2327 - Turnaround Management;
 Asset Management System (AMS) – Perform Turnarounds
Revision: 10
3.5 Programming and Hydrocarbon Allocation

Production Programming and hydrocarbon allocation manages the short and medium term
production, injection and optimisation and then allocates these fluids back to wells and
reservoirs.
Specifically Programming involves:
 Performing exception based surveillance, monitoring and evaluation of wells and
facilities. Trouble shooting any production anomalies;
 Meeting sales commitments (rate and quality), injection targets and to optimise short-
term cash flow. This involves the near 'real-time' to short-term scheduling, deferment
reduction and optimisation of production and injection rates with due consideration for
well and reservoir management, technical integrity and HSSE issues;
 Creating the short-term (ST) production plan (IPP) in order to meet short-term sales
commitments, whilst meeting sales commitments based on the medium-term (MT)
forecast. Taking into consideration integrated production planning (scheduled
deferment) new oil, constraints and unscheduled deferment as well as NFA production;
 Manage the planned vs. actual reporting to the HCA / Forecasting team;
 Requesting and evaluating well tests, samples and ad hoc data for trouble shooting;
 Ensure that data of the required quality is recorded, so that it can be made available to
functions that need it;
 Ensuring that there is a closed improvement loop for production operations by
managing activities to ensure that smart field loops are completed / closed;
 Monitoring metering performance for product flow measurements and managing data /
meter corrections via the field operations / metering teams;
 Provides a smooth interface between Production Operations and other departments,
especially WRFM teams, engineering and well engineering e.g. leading and co-
ordinating collaboration centres for near real-time optimisation;
Production programming will be aligned with AMS requirements, processes& guides
Programming activities including deferment administration, well testing will be managed in
accordance with:
 PR-1080 - Well Testing, Scheduling, Sampling and Validation;
 PR-1096 - Sampling of Oilfield Liquids and Gases Procedure;
 GU-105 Gaslift handbook;
 PR-2232 Deferment & Constraint Managment Procedure;
Programming also has a strong link with AMS process 2.1.2 FPP,2.1.3 MIAPS, FPP, 2.2.1
MTO, 2.2.2 MEC, 2.2.3 WRFM, 2.2.4 ESP,2.22.5 PME,2.2.6 PT, 2.2.8 PHEA,2.2.9 EQP.
Forecasting will be managed using the following documents and is aligned with 2.1.2 Forecast
and Plan Production\.
 CP-153 – Production Forecasting – CoP;
Metering will be managed by the following documents:
 PR-1304 - Product Flow Measurement;
 PR-1099 - Metering Flow Factor Update Procedure;
 PR-1293 - MOL Metering System Verification Procedure;
Specifically Hydrocarbon Allocation involves:
Revision: 10
 Allocation and reconciliation of all produced and injected fluids (including oil, gas, water,
steam) from export at the terminal back to the individual wells and reservoirs on a daily
and monthly basis;
 Daily allocation data entry and data verification by the field operations team including
gas / water injection, oil production, well testing results, tank stocks and supporting
data. With further quality control by programming and HCA teams;
 Manage the water and gas balances and monitor and improve the Reconciliation Factor
(RF);
 The daily and monthly allocation processes and reporting are managed by the
corporate HCA team;
 Supporting the Monthly IPP, and medium term STPF and business plan forecasts and
reporting to management;
Hydrocarbon Allocation will be managed in accordance with the following documents;
 PR-2005 - Hydrocarbon Accounting Manual;
 2..2.8 Perform Hydrocarbon &Energy Accounting;
3.6 Management of Change

Permanent and temporary changes during the Operations phase shall be reviewed, risk
assessed and approved at the correct level of technical authority before being undertaken.
Permanent and temporary changes to facilities will be managed through the Facility Change
Proposal process which is part of facility Upgrade Management System.
Temporary changes will be managed by the electronic Management of Change (e-MOC). The
e-MOC processes cover;
 Temporary Overriding of Safeguarding Systems;
 Temporary Alarm Override;
 Temporary organisational Changes;
 Temporary Changes to Locked Valves;
 Operations Procedure Temporary Variance;
 Temporary Equipment;
An integral part of all temporary changes will be the requirement for a Risk Assessment which
will be attached electronically to the change request.
IMPORTANT: The update of Tier 1 Critical Documentation will also be included in the Facilities
Change Proposal Request form (Facility Upgrade Management System). These will be
identified as part of the process and must be delivered before the FCP can be closed out. This
includes updating the Masters and all Controlled Hardcopies.
Revision: 10
Reference should be made to:

CP-206 – Management of Change CoP.
SP-2120 - Specification for Change Management and Operations Variance.
PR-1001a - Facility Change Proposal Procedure.
PR-1001c - Temporary Override of Safeguarding System Procedure.
PR-1001e - Operations Procedure Temporary Variance.
PR-1960 - Control of Temporary Portable Equipment.
3.7 Abandonment and Restoration
3.7.1 Fixed Assets

Throughout the life of the Asset it may / will become necessary to abandon and remove some
of the ‘fixed assets’. Such works shall be in accordance with:
PR-1164 - Fixed Asset Removal, Abandonment and Restoration Procedure.
PR-1576 - Fixed, Movable Assets and Stock Write-off.
PR-1311 - Disposal of Obsolete Stock, Fixed and Moveable Assets Procedure.
3.7.2 Abandonment and Restoration

At the end of the Asset Lifecycle abandonment and restoration will be required. Abandonment
will be aligned with Shell Exploration and Production Business Management System (EPBMS)
EP 80 Manage Abandonment. and in accordance with PR-1164 Fixed Asset Removal,
Abandonment and Restoration Procedure.
3.8 Simultaneous and Concurrent Operations

Simultaneous and Concurrent Operations shall be managed and documented. For the purpose
of this Code of Practice, Simultaneous Operations (SIMOPS) will be defined as any two or more
defined operations carried out concurrently and covered by different Management Systems,
whereas Concurrent Operations are covered by the same Management System.
SIMOPS procedures shall be developed or amended (if already existing) by the participating
parties prior to the operations commencing.
Concurrent operations for drilling and well service work shall be in accordance with SP-1220 -
Concurrent Operations, SP-2329 Permit to Work and PR-1098 Well Activity Coordination and
Control
3.9 Operations Emergency Response

Emergency response shall be carried out in accordance with the following procedures:
 CP-123 - Emergency Response Documents Part I – CoP;
 PR-1065 - Emergency Response Documents Part II - Company Procedure;
 PR-1066 - Emergency Response document Part III Contingency Plan, Volume III
Production Operations;
 PR-1067 - Emergency Response Documents Part III, Contingency Plan Volume 4 Main
Oil Line;
 PR-1068 - Emergency Response Document part III Contingency Plan Volume V
Terminal & Tank Farm Operations;
Revision: 10
 PR-1069 - Emergency Response Document Part III Contingency Plans Volume VI

Marine Operations;
3.10 Skillpool Management

Structured and managed processes shall be in place to ensure all Production Operations
personnels have the correct training and competences to perform their duties.
Skillpool management will be aligned with the Professional Career Path GU-966
3.10.1 Competence Assessment and Assurance

The Technician Omanisation Program (TOP) for Operators and Technicians develops the basic
competence at the intital stage of their development before certified competen to ensure that
they can carry out their assigned duties, correctly and safely. The designated system shall be
mandatory for all personnel who hold Safety Critical positions. These positions will include but
are not limited to:
 Delivery Team Leader;
 Production Coordinator;
 Production Supervisor;
 Control Room Operator;
 Production Operator;
 Mechanical Technician;
 Electrical Technician;
 Instrument Technician;
Reference should be made to GU-874 - Competence Development and Assurance for
Operations and GU-734 - Technician Omanisation Program
3.10.2 Graduate Development Program (GDP)

Graduate Omani engineers require to be provided with the necessary competencies and skills
that shall enable them to perform their duties with no or minimal assistance. The Graduate
Development Program (GDP) develops graduates with the right and basic competencies to
function in any established positions.
Reference should be made to. GU-874 - Competence Development and Assurance for
Operations.and also the GU-713 Graduate Development Program (GDP).
3.10.3 Competency Based Development and Progression

A system is in place which supports PDO’s business objective to develop, maintain and deploy
a competent and motivated workforce. The core aims of the process are to:
 standardised competence for the workforce and ensure adoptions of these standards
are adhered to throughout the PDO workforce;
 promote the visibility of ‘competence’ in PDO as a compliant subject and to motivate
staff in improving their performance; and;
 recognise and reward staff for skills and expertise applied in their work;
Reference should be made to GU-874 - Competence Development and Assurance for
Operations
Revision: 10
4 Accountabilities and Responsibilities

Production Operations Management accountabilities and responsibilities are discharged by
designated staff as defined in Table 1.
Table 1 – Principal Roles and Responsibilities
Role Accountabilities / Responsibilities

Technical Directors Group  Oversee the Production Operations Management process and ensure that
all Operations risks are understood controlled and managed
 Ensure a uniform PDO approach to Production Operations Management
 Provide the necessary organisation and resources to implement and

improve Operations Management
UOD Function Operation  Accountable for the Production Operations Management Processes
Director
 Document Authority for the Code of Practice (Owner)
 Member of the Technical Directors Group
Oil and Gas Directors (  Accountable for Production Operations Management in their Directorate
Asset Owner)
 Members of the Technical Directors Group
 Accountable for all Assets in the Directorate (Asset Owner)
 Accountable for authorising asset abandonment within their Directorate
 Delegated approval of Final Acceptance Certificate (FAC) to Asset Holder
Operations Managers  Responsible to the respective Oil or Gas Director for Production
(Asset Holder) Operations Management within the Directorate
 Operational Responsibility for all Assets within the Directorate (Asset
Holder)
 Responsible for asset specific Asset Control and Assurance List (ACAL)
 Owner of Asset specific documentation
 Responsible for ensuring documentation is up to date
 To drive Operations Excellence in the Directorate
 Own the 2Y IAP Plan.
 Receives full custody transfer from projects and approves Final
Acceptance Certificate (FAC
 Delegated FAC approval to DTL, for FCP and Well Hookup projects
executed by the Asset (XXE) team.
Functional Production  Responsible for the Production Operations Management Processes
Manager / CFDH Production
Operation  Responsible for the Corporate Asset Control and Assurance List (ACAL)
and its definition in PDO’s DCAF system( to be reviewed after Asset
Maangment System (AMS) process implementation)
 Document Authority for Standards, Specifications and Procedures (Owner)
relating to Production Operations Management
 Responsible for assuring compliance to Production Operations
Management Processes by the Assets
 To drive Operations Excellence in the Function and Field
 Approval of Step-Outs to Production Operations processes
Other CFDH’s  Provide Technical Authority structure required to review and approve
changes and improvements to designs and strategies
 Accountable for control and assurance of DCAF documentation where

their discipline is Accountable Technical Authority
Revision: 10

CDFP  Provide technical support to assets and project engineering groups on
matters effecting Production Operations
 Act in delegated capacity for CFDH as and when specifically assigned
Discipline Engineers  Responsible for control and assurance of DCAF documentation where their
assigned as TA2 / TA3 discipline is Accountable Technical Authority
 Document custodian for documentation as defined in DCAF
Asset Information Center  Responsible for managing documentation in corporate electronic repository
 Responsible for tracking update of controlled hardcopies in the Assets
Functional Production Team  Responsible to the Functional Operations Manager for development and
(UOP) improvement of Production Operations Management processes
 Provide assets with support on:
o Production Operations Management
o External, Corporate and Local Audits
o IAPS
o PTA
o Programming and HCA
o Skillpool & Competency Management
o Operation Readiness, Commissioning & Start Up in project
delivery
o OR&A
o Permit to Work Management
o Improvements and new technology
o Documentation development and management
Production Strategy & The Production Strategy & Support Team provide:
Support Team
 Lifecycle planning
 Operations Support
 Production System Optimisation
 Facility improvement and integrity restoration
Production Programming The Production Programming Team provide:
Team  Programming, Production Planning and Hydrocarbon administration
process for the Asset
 A record of current well behaviour and identify scope oil, currently un-
produced oil, through structured review of existing well performance
against theoretical production potential
 Input into the 90 Day Plan
 Outline well activity programmes for all non-standard well entries (repairs,
surveys, stimulations etc)
 Area-specific targets (production, flare, injection, reservoir management)
through planning, monitoring and feedback with directives
Integrated Activity Planning The Integrated Activity Planning Team provide:
Team  Effective and efficient Integrated Activity Planning and Scheduling (IAPS)
 IAP capability and support management
 Optimised plans for production (STPF/IPP) and cost with due regards to
HSE
 Input into lifecycle planning and Program Build
 Input to and support directorate and company targets
 Inter directional interfaces between different functions engaging with team
leaders and management to ensure good understanding and cooperation
Revision: 10

 A good working planning outfit that satisfies the internal customers
(operations managers, delivery team leader and coordinators)
Delivery Team Leader  Deliver oil production as per target derived from Short Term Production
Forecast
 Deliver the Integrated Activity Plan and associated Integrated Production
Plan.
 Manage integrated activities of Engineering, Petroleum Engineers,
Programmers, and Operation Support groups.
 Optimise production through optimum performance of surface equipment.
 Ensure appropriately authorised change control is in place for every non
conformance to the plan having impact on production, integrity or cost.
 Ensure facilities are operated within allowed envelopes and PDO
standards
 Ensure compliance to the PTW Procedure
 Ensure that HSE-Critical Tasks, as defined in the HSE Case, are
undertaken and executed
 Own the 90D IAP Plan
 Own or delegate the Shutdown
Production Coordinator  Deliver the daily production targets
 Execute all production activities according to the 14 day schedule
(compliance) within budget and to the required quality.
 Daily optimization of wells and facilities within the specified operating
envelopes
 Proactively manage all HSE aspects of production activity execution.
 Manage the PTW system and ensure compliance.
 Record KPIs and monitor for improvement
 Ensure safeguarding integrity of facilities
 Coordinate major facilities shutdown
undertaken and executed.
 Own the 14D Plan
Revision: 10

Production Supervisor  Deliver the daily production targets
 Execute all production activities according to the 14 day schedule

(compliance) within budget and to the required quality and PDO standard
with due regard to safety.
 Daily optimization of wells and facilities within the specified operating

envelopes
 Liaise with Maintenance Supervisors to ensure efficient execution of

production and maintenance activities.
 Prepare plant, wells and equipment for handover to maintenance and well
engineering for required planned activities
 Ensure all production related data is accurately recorded in the appropriate

system in a timely manner
 Participate in HAZOPS & Design Reviews.

undertaken and executed.
 Ensure HSE systems are in place before starting a job, ensure proper use
of tools and PPE, conduct regular site visits, advice co-workers on potential
hazards, check safety equipment, notify management of unsafe working
conditions, report HSE incidents, actively participate in HSE meetings,
action the GD HSE plan and attend mandatory HSE courses.
 Ensure daily activities are managed to avoid conflict
Production Technicians  Deliver the daily production targets
 Prepare plant, wells and equipment for handover to maintenance and well
engineering for required planned activities under the direction of the
production Supervisor
 Ensure all production related data is accurately recorded in the appropriate

system in a timely manner
 Ensure that PR-1172 requirements are met at the work place
 Comply with the requirements of PR-1100 – Operator Routine Functions
Revision: 10
5 Audit and Review

5.1 Corporate Level Audits and Reviews
The PDO “Audit and Review” Policy states that “compliance with the company technical integrity
framework shall be systematically and rigorously assessed by independent internal and where
appropriate external audits and review”. This is done for example through Technical Integrity –
Hardware Barrier Verification (TI-HBV) and AMS Conduct Assurance reviews.
External audits shall be conducted by Shareholders representatives on both planned and ad-
hoc basis. These audits shall be included in the corporate Integrated Audit Plan.
5.2 Functional / Discipline Audits and Reviews

Corporate Functional Discipline Heads (CFDH’s), as part of their mandate, shall be responsible
for conducting periodic lower level audits of the systems and processes under their area of
control (this may include inspections or checks of selected major equipment and operational
sites). Findings and records of these audits shall be submitted to the Asset Director through
PIM.
5.3 Asset Director (Line) Audits and Reviews

Similar to the Corporate and the Functional Audits and Reviews, the Asset Directors have the
responsibility to conduct periodic audits and reviews of their systems and processes. This shall
include inspections and checks of major equipment and operational sites.
The scope, style and frequencies of such audits and reviews should be developed and be in
line with CP-215 Internal Audit Charter - CoP and AMS Conduct Assurance
5.4 AI PS Assurance Audit

AI PS Assurance Audits are carried out to assist Operations Personnel in the field and at MAF
to evaluate and record their compliance to standards, procedures and practices. The audits are
conducted on-site by independent auditors from within PDO in the course of normal and
abnormal operations. The AI PS Assurance audit shall be in accordance with PR-1712 - AI PS
Assurance Procedure.
Revision: 10
Appendix 1 – Glossary of Terms, Definitions and Abbreviations

ACAL Asset Control and Assurance List
C&WI Completions and Well Intervention
CDFP Corporate Discipline Focal Point (Technical Authority Level 2)
CFDH Corporate Functional Discipline Head (Technical Authority Level 1)
CoP Code of Practice
DCAF Discipline Control and Assurance Framework
EQP Ensure Quality Product
ESP Ensure Safe Production
EORD Engineering and Operations Reference Data
EPBMS Exploration and Production Business Management System
HCA Hydrocarbon Accounting
HSSE Health Safety Security and Environment
IAPS Integrated Activity Plan and Scheduling.
PTA Perform Turnaround
IPP Integrated Production Plan
STPF Short Term Production Forecast
MEC Manage Equipment Care
MOC Management of Change
MTO Manage Threats and Opportunities
MT Medium Term
ST Short Term
IS Integrated Schedule
NFA No Further Activities
OMS Operations Management System
OPEX Operating Expenditure
OR&A Operations Readiness and Assurance
ORIP Operations Reliability Improvement Process
PWRFM Perform WRFM
PME Perform Maintenance Execution
PHEA Perform Hydrocabon and Energy Accounting
PT Perform Turnarounds
PCAP Project Control and Assurance Plan
PTW Permit to Work System
RCA Root Cause Analysis
RF Reconciliation Factor
Revision: 10
SCADA Supervisory Control and Data Acquisition

SIMOPS Simultaneous Operations
ST Short Term
TA Technical Authority
AMS Asset Management System
FAC Final Acceptance Certificate
Revision: 10
Appendix 2 – Critical Documentation List
Controlled 2nd Controlled

Corporate
Corporate Hardcopy Hardcopy Lead Discipline /
№ Tier 1 Document electronic
CMMS in Station at Asset CCR Accountable TA
repository
CR (if applicable)
Operations HSSE case (including
SIMOPS and MOPO, to be maintained
1
according to HSSE Case Standard     Operations
requirements)
2 Emergency Response Plan     Operations
POM / Operating Procedures
3 (including Plant Operating Manuals and     Operations
Standing Orders)
General Arrangement Drawings / Plot
Engineering
4 Plans (including portable/ temporary     (Civil)
facilities)
Technical Safety
5 Hazardous Area Classification Drawing     Engineering
Control and
6 Fire and Gas Field Detector Layouts     Automation
Cause and Effect Diagrams Control and
7
Cause and Effect Matrix     Automation
Process
8 Trip Settings     Engineering
Process Engineering Flow Schemes
(PEFS) Process
9
Utilities Engineering Flow Schemes     Engineering
(UEFS)
Process Safeguarding Flow Schemes Process
10
(PSFS)     Engineering
Escape Routes, Fire Fighting and Life
11
Saving Equipment Layouts     Technical Safety
Process
12 Process Safeguarding Memorandum     Engineering
13 Alarm Catalogue / Variable Table     Operations
HAZOP Report
14 (to be maintained according to HEMP     Technical Safety
Standard requirements)
Asset Register
Maintenance &
15 (in Computerised Maintenance     Integrity
Management System - CMMS)
List of Safety Critical Elements (SCEs)
Maintenance &
16 with their Performance Standards (in     Integrity
CMMS)
SCEs Inspection Program and
Maintenance &
17 Preventive Maintenance Routines     Integrity
(in CMMS)
Maintenance &
18 SCEs Maintenance History (in CMMS)     Integrity
Revision: 10
Corporate
№ Tier 2 Document electronic Lead Discipline / Accountable TA
repository
1 Control System Block Diagrams  Control and Automation
Functional Logic diagrams
2
(DCS and Safeguarding
 Control and Automation
Telecommunications General
3
Arrangement Diagrams
4 Instrument cable terminations  Control and Automation

5 Instrument Signal Loop Diagrams  Control and Automation
Panel Lay-outs
6
(alarm display and F&G detection display)
Earthing General Arrangement Diagrams
7
(Power and Instruments)
 Control and Automation / Electrical
Lighting Lay-out
8
(emergency)
 Electrical
9 Electrical Single Line Diagrams  Electrical

10 Electrical Control System Block Diagram  Electrical
Cable Routing Drawings
11 (including underground)
 Electrical
12 Electrical Key-One Line Diagrams  Electrical

13 Navigational Aids General Arrangement  Electrical
14 Corrosion Management Framework  Materials and Corrosion Engineering
Materials and Corrosion Engineering /
15 Cathodic Protection Diagrams  Electrical
Piping Layouts
16
(including underground)
 Mechanical Static / Rotating
HVAC General Arrangement Diagrams
17
(for Hazardous Areas, LQs, TRs)
 Mechanical Static
Fixed Cranes General Arrangement and
18
Load Diagrams
 Mechanical Static / Rotating
19 Firewater demand/distribution report  Mechanical Static / Safety

20 Passive Fire Protection Schedules  Mechanical Static / Engineering (Civil)
Blast and fire walls General Arrangement
21 Drawings
 Not Applicable to PDO
22 Primary Structural Steel Drawings  Not Applicable to PDO

23 Underground Facilities Layouts  Engineering (Civil)
24 Operations Philosophy  Operations
25 Pipeline Routing Diagrams  Pipeline Engineering
26 Relief, Flare and Vent Study Report  Process Engineering
27 Basis for Design  Project Engineering
Material Certificates
28
(for Safety Critical Elements)
 Various
Vendor Manuals
29
(for Safety Critical Equipment)
 Various
Revision: 10
Appendix 3 – EPBMS Process Flow Charts

PDO is aligned with the Shell EPBMS Processes.
EP.71 – Produce Hydrocarbons
Revision: 10
EP.80 – Manage Abandonment
Revision: 10
Appendix 4 – Documents Referenced in CoP

All documents related to this CoP have been referenced in the main text. A full listing of the
Corporate policies, practices, specifications and procedures is available from the Corporate
Management System (CMS).

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CP 115

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Petroleum Development Oman L.L.C.

Operation of Surface Product

Document Type Code of Practice

Discipline Surface Production

Owner Operations Director - UOD

Issue Date December 2021

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ii Related Business Processes

iii Related Corporate Management System (CMS) Documents

3.7 Abandonment and Restoration ...................................................................................... 23

1.4 Document Implementation and Deviation

1.5 Review and Improvement

2 Operations Management of Surface Product Flow Assets

2.2 Corporate Asset Integrity Vision

2.3 The Operations Vision:

2.5 Operations Management Objectives

 Safeguard and demonstrate operating and technical integrity of the assets;

2.6 Operations Management Requirements

2.7 Aligned Operations Management Processes

3 Operations Lifecycle Management

OR, CSU and FPD in Project Delivery

Start Up of New or Modified Process Facilities or Systems

A Pre-Start Up Audit (PSUA) shall be conducted prior to start up.

FAC Approval Party

Operations Delivery Team

Asset Executed FCP No Yes

Asset Executed Well

People & Organisational Aspects

Key Reference Standards

3.3 Field Operations

3.3.1 Asset Reference Plan

3.3.2 Statement of Fitness (SoF)

Asset SoF Approval Matrix

Major Projects (> $500 Mln) Yes No No

Asset Executed FCP No No DTL

UIE Infrastructure Power

3.3.3 Discipline Control and Assurance Framework (DCAF)

3.3.4 Procedures and Manuals

Plant Operating Manuals (POM’s)

3.3.5 Critical Documentation

3.3.5.1 Tier 1 Critical Documentation

3.3.5.2 Tier 2 Critical Documentation

3.3.5.3 Live Operating Envelopes

3.3.6 Operator Routines and Handover

3.3.7 Permit to Work System

3.3.8 Process Equipment Isolation

3.3.9 Working on Systems or Equipment with Hydrocarbon or Toxic Risks

3.3.10 Scaffolding and Lifting

 PR-1172 – Permit to Work Procedure;

3.3.11 Temporary Registers and Controls

3.3.12 Management of Alarms

3.3.13 Crude Oil Export Operations

3.4 Integrated Activity Planning and Scheduling

3.5 Perform Turnaround

3.5 Programming and Hydrocarbon Allocation

3.6 Management of Change

Reference should be made to:

3.7 Abandonment and Restoration

3.7.1 Fixed Assets

3.7.2 Abandonment and Restoration

3.8 Simultaneous and Concurrent Operations

3.9 Operations Emergency Response

 PR-1069 - Emergency Response Document Part III Contingency Plans Volume VI