Pm00-Pu-Sow-0 44

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Document No. PM00-PU-SOW-0043 Rev. T2
ADNOC Sour Gas Projects
SHAH GAS EXPANSION PROJECT
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FEED SERVICES FOR SHAH GAS 1.85 BSCFD EXPANSION

& CO2 RECOVERY PROJECT
DOCUMENT No. PM00-PU-SOW-0043

Rev. Date Status Status Description Prepared Checked Approved
T2 06 Oct 2023 RTT Re-Issued for Tender SM JK/SR AS
T1 25 Sep 2023 ITT Issued for Tender SM JK/SR AS
A 10 Aug 2023 IIR Issued for Internal Review SM JK/SR AS

THIS DOCUMENT IS THE PROPERTY OF ADNOC SOUR GAS AND CONTAINS INFORMATION WHICH IS PROPRIETARY. THIS INFORMATION TO BE HELD IN
CONFIDENCE. NO DISCLOSURE OR OTHER USE OF THIS DOCUMENT IS TO BE MADE WITHOUT THE PRIOR WRITTEN CONSENT OF ADNOC SOUR GAS
1/135 Uncontrolled When Printed PM00-PU-SOW-0043_Rev.T2.docx

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SUMMARY OF DOCUMENT REVISIONS
Date Section
Rev. No. Status Description
Revised Revised
00 10 August 2023 NA Issued for Internal Review
T1 25 September 2023 Generally Issued for Tender

revised
T2 06 October 2023 Generally Re-Issued for Tender
revised

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TABLE OF CONTENTS
1. BACKGROUND ............................................................................................................................................... 9
2. INTRODUCTION ............................................................................................................................................ 9
2.1 PROJECT OBJECTIVES ............................................................................................................................. 10
2.2 ORDER OF PRECEDENCE ......................................................................................................................... 13
2.3 KEY CRITICAL SUCCESS FACTORS (KCSF)......................................................................................... 13
2.4 BUSINESS DRIVERS.................................................................................................................................... 14
2.5 BATTERY LIMIT OF THE STUDY ............................................................................................................ 14
2.6 PROJECT STAKEHOLDERS ...................................................................................................................... 16
3. ABBREVIATION & DEFINITIONS ............................................................................................................ 16
3.1 ABBREVIATIONS ........................................................................................................................................ 16
3.2 DEFINITIONS ............................................................................................................................................... 18
4. SCOPE OF SERVICES .................................................................................................................................. 19
4.1 SUMMARY SCOPE OF SERVICES ............................................................................................................ 19
4.1.1 PROJECT SCOPE SPECIFIC DELIVERABLES .......................................................................................20
5. FEED OBJECTIVES ..................................................................................................................................... 23
6. PROJECT REQUIREMENTS....................................................................................................................... 23
6.1 FEED REVIEWS / WORKSHOPS ............................................................................................................... 24
6.1.1 Studies and Reviews .......................................................................................................................................24
6.1.2 Lessons Learned .............................................................................................................................................26
6.1.3 Risk Management Workshop ........................................................................................................................27
6.1.4 Integrity Assurance ........................................................................................................................................27
6.1.5 Energy Optimization Study ...........................................................................................................................27
6.1.6 Topographical Survey and Soil Investigation ...............................................................................................27
6.1.7 Reliability, Availability, and Maintainability (RAM) Study ........................................................................27
6.1.8 Value Engineering Sessions ...........................................................................................................................28
6.1.9 P&ID Review ..................................................................................................................................................28
6.1.10 Logistics Study ...............................................................................................................................................29
6.1.11 Constructability Review.................................................................................................................................29
6.1.12 Operability and Maintainability Review .......................................................................................................29
6.1.13 Material Handling Study ...............................................................................................................................29
6.1.14 SP3D CAD Model Review..............................................................................................................................30
6.1.15 Temporary Refuge Impairment Study (Existing Facilities) .........................................................................31
6.2 PROJECT MANAGEMENT SERVICES .................................................................................................... 31
6.3 FEED EXECUTION PLAN........................................................................................................................... 32
6.4 PROJECT COORDINATION ...................................................................................................................... 32
6.5 DATA ACQUISITION .................................................................................................................................. 32
6.5.1 GENERAL .....................................................................................................................................................32
6.5.2 SITE DATA COLLECTION .........................................................................................................................33
6.6 CRITICAL ENGINEERING /ADEQUACY/OPTIMIZATION STUDIES ................................................ 34
6.7 LICENSED UNITS ........................................................................................................................................ 34
6.8 ENGINEERING CONTRACTOR’S SUBCONTRACTS ............................................................................ 35
6.9 SPECIFICATIONS AND PROCEDURES ................................................................................................... 36
6.9.1 AGES AND DESIGN GENERAL SPECIFICATIONS (DGS) ....................................................................36
6.10 HEALTH, SAFETY AND ENVIRONMENT ............................................................................................... 36
6.10.1 HSE PLAN .....................................................................................................................................................36
6.11 PROJECT DELIVERABLES ....................................................................................................................... 37
6.11.1 DELIVERABLES IN ELECTRONIC FORMAT ........................................................................................37
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6.11.2 INTELLIGENT NAVIGATION FACILITIES ............................................................................................38

7. CONTRACTS AND PROCUREMENT SERVICES .................................................................................... 38
7.1 CONTRACTING SERVICES ....................................................................................................................... 38
7.2 GENERAL PROCUREMENT SERVICES .................................................................................................. 38
7.2.1 PROJECT VENDOR LIST ...........................................................................................................................39
7.2.2 CRITICAL AND/OR LONG-LEAD ITEMS ...............................................................................................39
7.2.3 PROCUREMENT SERVICES FOR CRITICAL & LONG LEAD ITEMS (LLI) .....................................39
7.2.4 PROCUREMENT SERVICES ......................................................................................................................40
7.2.5 MATERIAL REQUISITION ........................................................................................................................40
7.2.6 TECHNICAL BID EVALUATION ..............................................................................................................41
7.2.7 PRE & POST PURCHASE PROCUREMENT SERVICES (OPTIONAL SCOPE) ..................................41
8. EPC RFT ENQUIRY PACKAGES ............................................................................................................... 41
9. PROJECT CONTROL SERVICES............................................................................................................... 42
10. PLANNING, SCHEDULING AND MONITORING SERVICES ................................................................ 42
10.1 COST ESTIMATION SERVICES ................................................................................................................ 42
10.2 COST ESTIMATES FOR VALUE ENGINEERING STUDIES ................................................................. 43
10.3 PROJECT COST / EPC COST ESTIMATE ................................................................................................ 43
10.4 COST ESTIMATION FOR VARIATIONS ................................................................................................. 43
10.5 COST ENGINEERING & COST CONTROL ............................................................................................. 43
10.5.1 COST ENGINEERING .................................................................................................................................43
10.5.2 COST REDUCTION......................................................................................................................................43
10.5.3 COST TRENDING ........................................................................................................................................43
10.5.4 COST REPORTING ......................................................................................................................................43
10.5.5 ACCOUNTING SERVICES..........................................................................................................................44
11. CONSTRUCTION PLANNING SERVICES ................................................................................................ 44
12. PRE-COMMISSIONING AND COMMISSIONING PLANNING .............................................................. 45
13. PLANT HANDOVER PROCESS .................................................................................................................. 45
14. SMARTPLANT TOOLS IMPLEMENTATION METHODOLOGY ......................................................... 45
14.1 COMPANY SMARTPLANT DATABASE CURRENT STATUS AND EXPECTATION FROM
ENGINEERING CONTRACTOR ............................................................................................................................ 45
14.2 SMARTPLANT P&ID (SPPID) .................................................................................................................... 46
14.3 SPPID HANDOVER QUALITY REQUIREMENTS .................................................................................. 46
14.4 SPPID FEED DATABASE HAND-OVER REQUIREMENT ..................................................................... 47
14.5 SMARTPLANT INSTRUMENTATION (SPI) ............................................................................................ 48
14.6 SPI HANDOVER QUALITY REQUIREMENTS ........................................................................................ 48
14.7 SPI FEED DATABASE HAND-OVER REQUIREMENT .......................................................................... 49
14.8 SMARTPLANT ELECTRICAL (SPEL) ...................................................................................................... 49
14.9 SPEL HANDOVER QUALITY REQUIREMENTS .................................................................................... 50
14.10 SPEL FEED DATABASE HAND-OVER REQUIREMENT ....................................................................... 50
14.11 SMARTPLANT 3D (SP3D) ........................................................................................................................... 51
14.12 MODEL REVIEW ASPECTS ....................................................................................................................... 53
14.13 SP3D HANDOVER QUALITY REQUIREMENTS .................................................................................... 54
14.14 SP3D FEED DATABASE HAND-OVER REQUIREMENT ....................................................................... 54
14.15 2D DELIVERABLES ..................................................................................................................................... 55
14.16 SMARTPLANT IMPLEMENTATION PROCEDURE REQUIREMENT ................................................ 55
14.17 MINIMUM CONTENT REQUIREMENT FOR SMARTPLANT IMPLEMENTATION PROCEDURE56

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14.18 SMARTPLANT TOOLS REGULAR BACKUP DELIVERY TO COMPANY ......................................... 56

14.19 SMARTPLANT HOSTING CONTRACTUAL DOCUMENT PREPARATION FOR EPC PHASE OF
THE PROJECT.......................................................................................................................................................... 56
15. DRAFTING..................................................................................................................................................... 57
16. INFORMATION TECHNOLOGY ............................................................................................................... 57
16.1 INFORMATION TECHNOLOGY AND AUTOMATION PLAN .............................................................. 57
16.2 CAD PROCEDURES ..................................................................................................................................... 58
16.2.1 CAD DELIVERABLES .................................................................................................................................58
16.3 ENGINEERING SOFTWARE ...................................................................................................................... 58
16.4 GIS SOFTWARE REQUIREMENTS .......................................................................................................... 59
17. REVIEWS, COMMENTS AND APPROVALS ............................................................................................ 59
18. QUALITY MANAGEMENT REQUIREMENT FOR ENGINEERING CONTRACTOR ........................ 60
18.1 QUALITY SYSTEM ...................................................................................................................................... 60
18.2 QUALITY ASSURANCE .............................................................................................................................. 60
18.2.1 PHILOSOPHY ...............................................................................................................................................60
18.2.2 QUALITY ASSURANCE POLICY ..............................................................................................................60
18.2.3 PROCEDURES ..............................................................................................................................................61
18.2.4 AUDITING .....................................................................................................................................................61
18.3 PROJECT SPECIFIC QUALITY PLAN ..................................................................................................... 61
18.4 AUDITS 62
18.5 CRITICALITY ASSESSMENT AND QUALITY PROGRAM................................................................... 62
18.6 VALUE ASSURANCE PROCESS (VAP) REQUIREMENTS .................................................................... 63
18.7 DOCUMENT CONTROL AND QUALITY RECORDS ............................................................................. 64
18.8 QUALITY CONTROL .................................................................................................................................. 64
18.9 QUALITY REPORT...................................................................................................................................... 64
19. TRAINING SERVICES ................................................................................................................................. 65
20. ATTACHMENTS ........................................................................................................................................... 65
20.1 CONTENTS OF FEED EXECUTION PLAN .............................................................................................. 65
21. DATA/DOCUMENTS TO BE PROVIDED BY COMPANY ....................................................................... 68
22. BASIC DESIGN AND ENGINEERING........................................................................................................ 68
22.1 General Engineering Requirements .............................................................................................................. 68
22.1.1 General ...........................................................................................................................................................68
22.1.2 Automation and Software ..............................................................................................................................69
22.1.3 Studies and Calculations ................................................................................................................................69
22.1.4 All Facilities ....................................................................................................................................................69
22.1.5 Environmental Protection..............................................................................................................................70
22.2 Project Safety Reviews ................................................................................................................................... 70
22.2.1 Hazards and Effects Register.........................................................................................................................71
22.2.2 HAZOP/ LOPA/ SIL Study ...........................................................................................................................71
22.2.3 Audits..............................................................................................................................................................72
22.2.4 HSE Scope for the EPC RFT Enquiry Package ............................................................................................72
23. DISCIPLINE SPECIFIC REQUIREMENTS ............................................................................................... 72
23.1 Process Engineering ....................................................................................................................................... 72
23.1.1 Optimized Process Design ..............................................................................................................................72
23.1.2 Process Design Basis & Philosophies .............................................................................................................73
23.1.3 Operations, Maintenance & Integrity Philosophy ........................................................................................73
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23.1.4 Process Data Sheets, Specifications and Drawings .......................................................................................74

23.1.5 Process Engineering for ENGINEERING CONTRACTOR Designed Facilities ........................................74
23.1.6 LICENSOR/VENDOR Designed and Process/Equipment Packages...........................................................75
23.2 Materials Selection & Corrosion Control ..................................................................................................... 75
23.2.1 Introduction....................................................................................................................................................75
23.2.2 General Requirements ...................................................................................................................................76
23.2.3 Materials Selection Guide (MSG) ..................................................................................................................76
23.2.4 Materials Selection Diagrams (MSD) ............................................................................................................77
23.2.5 Corrosion Risk Analysis Study (CRAS) ........................................................................................................77
23.2.6 Life Cycle Cost Analysis for Material Selection............................................................................................78
23.2.7 Material & Corrosion Audit (MCA) .............................................................................................................78
23.2.8 Materials Selection Summary Table (MSST) ...............................................................................................78
23.2.9 Risk Based Inspection (RBI) ..........................................................................................................................79
23.2.10 Equipment and System Preservation and Internal Cleaning .......................................................................79
23.2.11 Corrosion Monitoring ....................................................................................................................................79
23.2.12 External Painting ...........................................................................................................................................80
23.2.13 Galvanizing.....................................................................................................................................................80
23.2.14 Cathodic Protection .......................................................................................................................................80
23.2.15 Internal Cathodic Protection .........................................................................................................................80
23.2.16 External Cathodic Protection ........................................................................................................................81
23.2.17 Cathodic Protection of Concrete Structures .................................................................................................81
23.2.18 Corrosion Under Thermal Insulation and FireProofing ..............................................................................81
23.3 Fire & Gas Detection and Protection ............................................................................................................ 82
23.3.1 Fire & Gas Protection Design Basis ..............................................................................................................82
23.3.2 Active Fire Protection/Fire Fighting (FIFI) ..................................................................................................83
23.3.3 Passive Fire Protection ...................................................................................................................................83
23.3.4 Fire Fighting Facilities ...................................................................................................................................83
23.3.5 Maximum Risk Evaluation ............................................................................................................................83
23.3.6 Self-Supporting System ..................................................................................................................................84
23.3.7 Selection of Fire Extinguishing Medium .......................................................................................................84
23.4 Environmental Engineering........................................................................................................................... 86
23.5 Pipeline Engineering ...................................................................................................................................... 86
23.6 Civil and Structural Engineering .................................................................................................................. 88
23.6.1 Topographic & Soil Investigation Survey .....................................................................................................91
23.6.2 Soil Investigation Survey ...............................................................................................................................91
23.6.3 Drainage .........................................................................................................................................................91
23.6.4 Existing Structure Adequacy Study ..............................................................................................................92
23.6.5 Fencing ...........................................................................................................................................................92
23.6.6 Tankage ..........................................................................................................................................................92
23.6.7 Sand Control ..................................................................................................................................................92
23.6.8 Buildings and Architecture ............................................................................................................................93
23.6.9 Heating, Ventilation & Air Conditioning Engineering .................................................................................93
23.6.10 Civil Engineering Maintenance Manual .......................................................................................................94
23.6.11 Design Basis ....................................................................................................................................................94
23.6.12 Inspection .......................................................................................................................................................94
23.6.13 Materials .........................................................................................................................................................94
23.6.14 Maintenance and Repair Procedures ............................................................................................................94
23.6.15 Finishing Material Manual ............................................................................................................................94
23.6.16 Concrete Asset Management System (CAMS) ..............................................................................................94
23.6.17 Settlement Check Survey Program (SCSP) ..................................................................................................94
23.6.18 Corrosion Monitoring Systems for Critical Concrete Structures ................................................................95
23.7 Piping Engineering ......................................................................................................................................... 95
23.7.1 Specification and Data Sheets ........................................................................................................................97
23.7.2 Piping Studies, Calculations and Reports .....................................................................................................97
23.7.3 Layout & Drawings ........................................................................................................................................98

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23.7.4 Tie-in & Hook Ups .........................................................................................................................................98

23.7.5 Piping Stress Analysis ....................................................................................................................................99
23.7.6 Piping Support Details .................................................................................................................................100
23.8 Mechanical Engineering .............................................................................................................................. 100
23.8.1 General ......................................................................................................................................................... 101
23.8.2 Packaged Equipment ................................................................................................................................... 101
23.8.3 Vessel Engineering ....................................................................................................................................... 102
23.8.4 Heat Transfer Equipment Engineering ....................................................................................................... 103
23.8.5 Rotating Machinery Engineering ................................................................................................................ 103
23.9 Electrical Engineering.................................................................................................................................. 104
23.9.1 Power Supply for PROJECT ....................................................................................................................... 105
23.9.2 Electrical Engineering Applications ............................................................................................................ 105
23.9.3 SmartPlant Electrical................................................................................................................................... 105
23.9.4 Power System Study Software (ETAP) ....................................................................................................... 105
23.9.5 SmartPlant 3D for Modelling ...................................................................................................................... 105
23.9.6 Other Software ............................................................................................................................................. 105
23.9.7 Plot Plan ....................................................................................................................................................... 106
23.9.8 Interfaces with Other Projects..................................................................................................................... 106
23.9.9 List of Electrical Deliverables ...................................................................................................................... 106
23.9.10 Electrical Design Philosophy ....................................................................................................................... 106
23.9.11 Plant Distribution System ............................................................................................................................ 106
23.9.12 Construction/Temporary Supplies .............................................................................................................. 107
23.9.13 Integrated Protection and Control Systems (IPCS) .................................................................................... 107
23.9.14 Substations ................................................................................................................................................... 107
23.9.15 Earthing & Lightning Protection Layouts and Calculations ..................................................................... 108
23.9.16 Cable Routing Drawings .............................................................................................................................. 108
23.9.17 Lighting and Small Power Layouts ............................................................................................................. 108
23.9.18 Hazardous Area Layouts ............................................................................................................................. 108
23.9.19 Electrical Heat Tracing ................................................................................................................................ 108
23.9.20 Cathodic Protection ..................................................................................................................................... 108
23.9.21 Interface Narrative....................................................................................................................................... 108
23.10 Instrumentation and Control Systems ........................................................................................................ 108
23.10.1 Interface Requirements ............................................................................................................................... 110
23.10.2 Package Systems Interface ........................................................................................................................... 111
23.10.3 Machine Monitoring System (MMS) ........................................................................................................... 111
23.10.4 Shutdown Requirements .............................................................................................................................. 111
23.10.5 Cause & Effect Diagrams ............................................................................................................................ 112
23.10.6 Tagging Philosophy ...................................................................................................................................... 112
23.10.7 DCS / ESD / F&G / MMS / /CCS/FAS and Advanced Solutions................................................................ 113
23.10.8 Process Units Instrument Database ............................................................................................................. 113
23.10.9 Standard Installation Assemblies ................................................................................................................ 113
23.10.10 Support P&IDs...................................................................................................................................... 114
23.10.11 Support Plot Plan ..................................................................................................................................114
23.10.12 Instrument Power Requirements ......................................................................................................... 114
23.10.13 Instrument Air Requirements .............................................................................................................. 114
23.10.14 Main Instrument Cable Routing .......................................................................................................... 115
23.10.15 Inline Instruments .................................................................................................................................115
23.10.16 Process Analyzers and Shelters ............................................................................................................ 115
23.11 Telecommunications .................................................................................................................................... 115
23.11.1 Telephone System ......................................................................................................................................... 116
23.11.2 Public Address & Intercom System............................................................................................................. 116
23.11.3 Site Wide Siren ............................................................................................................................................. 116
23.11.4 Structured Cabling and Local Area Network LAN .................................................................................... 116
23.11.5 Radios ........................................................................................................................................................... 117
23.11.6 Digital Voice Recorder .................................................................................................................................117

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23.11.7 CCTV System ............................................................................................................................................... 117

23.11.8 Access Control & Security (ACS) System ................................................................................................... 117
23.11.9 Fiber Optic System....................................................................................................................................... 117
23.11.10 Training/Operational Manpower ......................................................................................................... 117
23.11.11 Laboratory Requirement ...................................................................................................................... 118
23.11.12 Maintenance and Reliability ................................................................................................................. 118
23.11.13 GIS Software Requirements ................................................................................................................. 118
24. ATTACHMENTS ......................................................................................................................................... 120
24.1 ATTACHMENT-1 – PRE-FEED DELIVERABLES (SEPF)-DNC-3 ....................................................... 120
24.2 ATTACHMENT-1A – PRE-FEED DELIVERABLES (SEPF)-DNC-5..................................................... 120
24.3 ATTACHMENT-2 – CO2 RECOVERY 1.45 FEED DELIVERABELS (CRRF) ..................................... 120
24.4 ATTACHMENT-3 – CO2 RECOVERY 1.45 PIPELINE FEED DELIVERABELS (CPLF) ................... 120
24.5 ATTACHMENT-3A – CO2 EXPORT PIPELINE NEW HUB LOCATION DRAWINGS ..................... 120
24.6 ATTACHMENT-4 – AGES SPECIFICATIONS ....................................................................................... 120
24.7 ATTACHMENT-5 – COMPANY STANDARD DRAWINGS .................................................................. 120
24.8 ATTACHMENT-6 – ADNOC HSE & COMPANY HSE STANDARDS .................................................. 120
24.9 ATTACHMENT-7– ADNOC VAP GUIDLINE/MANUAL ....................................................................... 120
24.10 ATTACHMENT-8 – ADNOC IPR AND DSP GUIDELINE ..................................................................... 120
24.11 ATTACHMENT-9 – HSEIA & HSE STUDIES SCOPE OF WORK(CP01-HM-SOW-0040) ................. 120
24.12 ATTACHMENT-10 – ADNOC GROUP COST ESTIMATE GUIDELINE ............................................. 120
24.13 ATTACHMENT-11 – ADNOC TECHNICAL NOTES FROM IPR2 ....................................................... 120
24.14 ATTACHMENT-12 – ASSET AND TAG NAMING STANDARD ........................................................... 120
24.15 ATTACHMENT-13 – PROJECT ENERGY OPTIMIZATION FRAMEWORK(MPG-FE-GU-001) .... 120
ATTACHMENT-1 – PRE-FEED DELIVERABLES (SEPF) -DNC-3................................................................... 121
ATTACHMENT-1A – PRE-FEED DELIVERABLES (SEPF) -DNC-5 ................................................................ 122
ATTACHMENT-2 – CO2 RECOVERY 1.45 FEED DELIVERABELS (CRRF) ................................................. 123
ATTACHMENT-3 – CO2 RECOVERY 1.45 PIPELINE FEED DELIVERABELS (CPLF) ............................... 124
ATTACHMENT-3A – CO2 EXPORT PIPELINE NEW HUB LOCATION DRAWINGS ................................. 125
ATTACHMENT-4 – AGES SPECIFICATIONS ................................................................................................... 126
ATTACHMENT-5 – COMPANY STANDARD DRAWINGS ............................................................................... 127
ATTACHMENT-6 – ADNOC HSE & COMPANY HSE STANDARDS .............................................................. 128
ATTACHMENT-7– ADNOC VAP GUIDLINE/MANUAL ................................................................................... 129
ATTACHMENT-8 – ADNOC IPR AND DSP GUIDELINE ................................................................................. 130
ATTACHMENT-9 – HSEIA & HSE STUDIES SCOPE OF WORK(CP01-HM-SOW-0040) ............................. 131
ATTACHMENT-10 – ADNOC GROUP COST ESTIMATE GUIDELINE ......................................................... 132
ATTACHMENT-11 – ADNOC TECHNICAL NOTES FROM IPR2 ................................................................... 133
ATTACHMENT-12 – ASSET AND TAG NAMING STANDARD ....................................................................... 134
ATTACHMENT-13 – PROJECT ENERGY OPTIMIZATION FRAMEWORK(MPG-FE-GU-001) ................ 135

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1. BACKGROUND
The Abu Dhabi Gas Development Company Ltd (ADNOC Sour Gas, a joint venture between ADNOC and OXY,
hereafter referred to as COMPANY) owns and operates the Shah Gas Processing Plant (SGP) which receives and
processes sour fluids from the nearby Shah Arab Sour Gas Field. The facilities were engineered and built through the
Shah Gas Development (SGD) Program.
The SGP facilities consist of onshore wells, gathering and transfer pipelines, processing plant, product pipelines and
a remotely located Sulphur granulation and rail loading station to which receives utilities from the main plant. The
SGP facilities are located 180 km southwest of Abu Dhabi city. Large sand dunes dominate the topography of the
Shah area with elevation differences exceeding 100 m.
The footprint of the processing facility covers an area of about 21 km2.
The SGP facilities were originally designed to process approximately 1,000 MMSCFD of sour gas at the inlet to the
absorbers containing approximately 24% (vol.) hydrogen sulphide and 10% (vol.) carbon dioxide. The SGD facilities
were originally designed to provide approximately 500 MMSCFD of clean natural gas to the Abu Dhabi domestic
market while supplying 4,400 TPD of natural gas liquids, 33,000 BPD of condensate and 9,200 TPD of elemental
sulphur for industrial and agricultural uses.
Based on the concept study by Advisian in 2019 for optimum expansion considering 1.45 BSCFD, 1.85 BSCFD and
2.1 BSCFD, COMPANY is currently executing the Optimum Shah Gas Expansion (OSGE) Project to raise the
capacity to 1.45 BSCFD (145% of its original design capacity).
Facility is currently operating at 1.45 BSCFD after completion of WP2 on Shah gas plant as part of OSGE project.
In December 2021, COMPANY undertook a feasibility study to investigate the possibility of CO2 Recovery via 100%
O2 enrichment of the SRU at 145% ASG capacity. Building on the outcome of Advisian and Comprimo studies,
COMPANY had appointed Worley, for concept selection and concept design engineering work for different scenarios
for the future expansion to 1.85 BSCFD and CO2 recovery unit equivalent to 1.85 BCFD case.
2. INTRODUCTION
COMPANY wishes to engage the services of a professional engineering Consultant (here-in-after, “ENGINEERING
CONTRACTOR”):
• to validate the pre-FEED work performed;
• to perform Front End Engineering and Design (FEED) for the PROJECT;
• to provide Decision Support Package (DSP) to enable COMPANY initiate and conclude internal
process to obtain Final Investment Decision ahead of completion of FEED;
• to prepare PROJECT DEFINITION REPORT(s) for the Pacakge-1, Package-2, Package-3 &
Package 4 (BASE SCOPE Package 4A and Optional Scope Pacakge-4B) for each of the EPC
Enquiry Packages as detailed below:
▪ Package-1: FEED for 1.85 BSCFD Shah Gas Plant, Sulphur granulation Plant Expansion
including Gas Gathering, Product pipelines.
▪ Package-2: FFED for CO2 Recovery at 1.85 BSCFD Plant Capacity

− Update 2020 FEED Package and PDP Package for CO2 Recovery project (1.45 BCFD case)
previously completed including the CO2 export pipeline battery limit modification in addition
to incorporating the results of pre-FEED for the 1.85 BSCFD Shah Gas Expansion.
Note: CO2 Recovery from TGTU Off-Gas.

SCOPE OF SERVICES
▪ Package-3: FEED for CO2 Recovery at 1.45 BSCFD Plant Capacity
− Update 2020 FEED Package and PDP package for CO2 Recovery previously completed by
incorporating the DESIGN NOTES issued including the CO2 export pipeline battery limit
modification and corresponding update on the PDP package.
CO2 Recovery from TGTU Off-Gas.
▪ Package-4 [OPTIONAL SCOPE] FEED for 2.X BCFD Shah Expansion (1.85 BSCFD +
Additional ASR Feed) including ASR stream gas gathering, surface facilities (e.g.
compression, slug catcher) and pipeline.
− Pre-FEED SERVICES for Package 4(here after as Package 4A BASE SCOPE):

Assessment of previous work done during 1.85 BCFD Pre-FEED DNC-5 case and performing
Pre-FEED for 2.X BSCFD Shah Expansion including ASR stream gas gathering, surface
facilities. It shall be developed from the DNC 5 deliverables
− FEED SERVICES for Package 4 (hereafter referred as Package 4B) shall be considered
under OPTIONAL SCOPE
• Prepare Intelligent RFT Package(s) for Packages 1, 2, 3 & 4 (Pre-FEED Services of Package-4A shall
be considered under BASE SCOPE and FEED SERVICES for Package 4B shall be considered under
OPTIONAL SCOPE)
• Produce +15% Cost Estimate and Economics for FEED Phase for Package-1, Package-2, Package-3 &
Package-4 (Pre-FEED Services of Package-4A shall be considered under BASE SCOPE and FEED
SERVICES for Package 4B shall be considered under OPTIONAL SCOPE)
• Perform Engineering and Procurement Services of identified long lead items;
• Perform any other SERVICES required by AGREEMENT.
The SCOPE of SERVICES is described in the following sections of this document and shall be read in conjunction
with FWA requirements.
2.1 PROJECT OBJECTIVES
• To perform the FEED for enhancing shah gas plant capacity with minimum capital investment from current
operating levels to an optimum incremental from 1.45 BSCFD to 1.85 BSCFD through implementation of
selected DNC-3 case.
• Update 2020 FEED Package and PDP Package for CO2 Recovery project (1.45 BCFD case) previously
completed including the CO2 export pipeline battery limit modifications in addition to incorporating the
results of pre-FEED for the 1.85 BSCFD Shah Gas Expansion. Implementation of the engineering solution
through EPC execution for the existing concerns/limitations of plant operations based on the Other FEED
Contractor provided PDR Package.
• Update 2020 FEED Package and PDP package for CO2 Recovery previously completed by incorporating
the DESIGN NOTES issued including the CO2 export pipeline battery limit modifications and corresponding
update on the PDP Package
• Assessment of previous work done during 1.85 BCFD Pre-FEED DNC-5 case and completion of Pre-FEED
for 2.X BSCFD Shah Expansion including ASR stream gas gathering, surface facilities. It shall be developed
from the DNC 5 deliverables [BASE SCOPE]

SCOPE OF SERVICES
• To perform the FEED for enhancing shah gas plant capacity with minimum capital investment from current
operating levels to an optimum incremental from 1.45 BSCFD to 2.0X BSCFD through implementation of
Pre-FEED DNC-5 case including ASR streams gathering network, flow lines and trunk lines, compression
etc. [OPTIONAL SCOPE]
The expanded SGD facilities will include the following modifications/additions to existing units as follows:
• Expanded Shah Processing plant with modifications/additions to gas gathering (including future main pads
eg. MP6 & MP7) Inlet separation, across the acid gas removal units, SRU and TGTU units, NGL removal
and dehydration units, product pipelines, in addition to others including utilities.
• Modifications/additions and upgrades to Shah Sulphur Granulation and Loading facilities.
COMPANY wishes to engage the services of a professional engineering contractor (here-in-after, “ENGINEERING
CONTRACTOR”):
• To validate the concept study work performed.
• License selection followed by process license agreement for following units open for new licenses
▪ Unit-0743 New Dehydration and desulphurization, Regeneration gas purification and NGL recovery
units adding to existing units for stated expansion
▪ New Acid gas removal units.
• To perform Front End Engineering and Design (FEED) for the 1.85 BSCFD Case.
• To provide Decision Support Package (DSP) to enable COMPANY initiate and conclude internal process to
obtain Final Investment Decision (FID) ahead of completion of FEED works.
• To prepare project definition report(s) and EPC enquiry package(s) for each of the EPC packages.
• To perform engineering and procurement services of identified long lead items (LLI).
• To perform any other services required by Agreement.

The existing facilities to be studied for the expanded capacity includes the following:
Table 2-1 Existing Facilities for Expanded Studies
Unit Number Unit Description

0711
0712
0713
0714 Gas Gathering
0718
0716(new)
0717(new)
0719
0720 Slug Catcher
0721
Inlet Separation, Condensate Stabilization and Gas Sweetening
0722
0726
Hydrotreater and Hydrogen Plant
0727
0730 Central Refrigeration

SCOPE OF SERVICES
Unit Number Unit Description

0731
0732
Solvent Regeneration
0733
0734
0740 Residue Gas Compression
0741 Gas Dehydration, Mercury Removal, NGL Recovery and
0742 Regeneration Gas Purification
0751
0752
Sulphur Recovery and Tail Gas Treating
0753
0754
0762 Demin Water, BFW, Steam and Condensate
0764 Chemical Storage
0765 Fuel Gas
0766 Chilled water
0767 Plant, Dry & Instrument Air
0768 Nitrogen
0769 Diesel System
0770 Flare Gas Recovery
0771 Flare and Blowdown
0773 Fire Protection
0774 Sewer Collection
0775 Wastewater Treating
0777 Interconnecting Pipeways
0780 Power Generation
7000 General Utility Pipeline
7010 Solid Sulphur Storage/Handling Stacker/Reclaimer
7015 Conveyors (Storage to Rail)
7016 Rail Car Loading
7021 Steam Generation
7022 Condensate Recovery
7023 Process Water
7027 Potable Water and Utility Water System
7028 Electrical Distribution
7030 Granulation
7031 Instrument and Utility Air
7032 Nitrogen Generation
7040 Liquid Sulphur Storage and Handling
7049 Fire fighting
7052 Buildings
7070 Site Preparation
7071 Roads and Fencing

SCOPE OF SERVICES
2.2 ORDER OF PRECEDENCE
All Engineering shall be performed in accordance with the Specifications, Standards, Codes, Regulations, etc. In
any areas of conflict, FEED design shall be performed to the following Regulations, codes and standards, which
are in order of precedence:
1. UAE Statutory Legislation and Regulations
2. ADNOC HSE Regulations, Standards and Codes of Practice
3. ADNOC Sour Gas HSE Regulations
4. ADNOC Group Design Engineering Specifications, Standards and Procedures (AGES)
5. Scope Of Services and Tender Bulletins
6. PROJECT Specifications and Documents
7. International Codes & Standards approved by COMPANY
In cases of conflict between documents in the same level of the hierarchy, the most stringent requirement shall
apply. In such cases, ENGINEERING CONTRACTOR shall provide its interpretation in writing of the most
stringent requirement for COMPANY approval utilizing a technical query sheet. In all such cases of conflict, the
COMPANY’s decision shall be final.
2.3 KEY CRITICAL SUCCESS FACTORS (KCSF)
Key Success factors must be implemented and at the forefront of decisioning making throughout the study, as they
are critical contributing factor to successful project delivery. The Key Success Factors listed below shall act as a
core guide to create project structure and help to execute on time and within budget.
• FEED executed on time and within budget.
• Safety and Technical Integrity of the existing facilities maintained throughout all phases of the
PROJECT and also in normal operation.
• Organizational Integration: This includes ensuring that the COMPANY PMT, ENGINEERING
CONTRACTOR team and other key stakeholders’ personnel, are established within an organizational
framework that supports efficient and effective communication and work. It is essential that all
stakeholders adopt a genuine one-team mindset to ensure decisions and reviews are completed
efficiently.
• Clear definition of stakeholder requirements: Setting out expectations for the stakeholders
(ENGINEERING CONTRACTOR, LICENSORS, OEM’s and any SUB- CONTRACTOR) is critical
to ensure everyone is aligned and interfaces are managed effectively.
• LICENSOR / OEM: Early engagement of LICENSORS / OEM’s as required shall expedite timely input
from them thus supporting issuance of quality deliverables.
• Clear and precise communication with all PARTIES, via the correct forums ensuring distribution lists
are appropriate.
• Undertake Technical Alignment workshop to have clear definition of expectation and PROJECT
requirement.
• Discipline integration of the ENGINEERING CONTRACTOR. This includes ensuring operations,
process, maintenance, project management, procurement and contracting (and sales) are all represented.

SCOPE OF SERVICES
• Holistic Approach: Focusing on what it is important, and the level of engineering required to be
produced. PROJECT goals and objectives must be considered throughout to ensure focus is on the
correct area for this stage of the PROJECT, and wider COMPANY field development.
• Deliverables Quality: Ensuring information is factual, accurate, within a timely manner etc. and
ultimately provides the correct level of information, aligning with the PROJECT objectives throughout.
• Facility design results in minimum expansion within the RED ZONE and minimum impact on amber
and yellow zone during operational phase.
• Facility design minimizes construction works in the existing RED ZONE.
• No or minimal disruption to the operation of the existing plant during the proposed construction and
commissioning of the new facilities.
• Environmental regime of the existing facilities not adversely affected by the new facilities.
• A robust techno-economic analysis is provided to help COMPANY finalize the technical options.
• Recommended capacity of the new facilities is achievable throughout the design life of the plant.
• FEED is executed to provide a safe, reliable and valuable asset to the COMPANY Management of
approval processes.
• COMPANY’s reputation as the leader in sour gas processing facilities is maintained.
• The best achievable combination of CAPEX, OPEX, and GHG emission is demonstrated.
• FEED deliverables are professional, clear, complete, unambiguous, free from error, and best in the class.
• EPC RFT Package documentation is professional, clear, complete, unambiguous, free from error and
best in the class.
• A convincing Techno-Economical case is made to enter EPC and ENGINERING CONTRACTOR
provides the PROJECT team with all necessary presentation and backup material required.
• PROJECT Stakeholders are satisfied with the FEED Execution.
2.4 BUSINESS DRIVERS
1. Capacity expansion to 1.85 BSCFD

2. Reduction in GHG Emissions by recovering CO2 from TGTU off gas stream
3. Provide sustainable supply of CO2 for EOR
4. Energy optimization for increased capacity.
5. [OPTIONAL SCOPE] Capacity expansion to 2.X BSCFD incorporating new ASR streams (AON-
Habshab Oolite, Thamma F&G and acid gases from ASAB plant) with their associated gas gathering
network, surface facilities, compression etc.) transfer lines and suncatchers etc. Enhancing SRU capacity
for 2.0X BSCFD case by moderate oxygen enrichment
2.5 BATTERY LIMIT OF THE STUDY
Considering the study address the facility expansion from 1.45 BSCFD to 1.85 BSCFD, the complete process units
shall be assessed on high level basis as part of project scope.
The Battery limits will be detailed in the “Basis of Design” Refer to below schematic:

15/135
From AON Pads Habshan
Well Production Oolite (Hb-Oo)
4 x 25 %
Gas Gathering
Uncontrolled When Printed

Sulphur Granulation
Sulphur Recovery Tail Gas Treament Unit Sulphur
plant
2 x 100 %
Document No. PM00-PU-SOW-0043
Slug Catcher Sales Gas

4 x 25 % 2 x 50 %
Acid Gas Removal Dehydration NGL Recovery

2 x 50 %
SCOPE OF SERVICES
Separation NGL
2 x 50 %
CO2 Recovery Plant
Stabilization Hydrotreater and HMU Condensate
Utilities 0730- Central Refrigeration Unit Included For QRA study

Rev. T2
CO2
PM00-PU-SOW-0043_Rev.T2.docx
SCOPE OF SERVICES
2.6 PROJECT STAKEHOLDERS
The primary stakeholders involved in this PROJECT are:

1. ADNOC Sour Gas: Abu Dhabi Gas Development Company Limited, hereinafter referred to as
COMPANY.
2. Shareholders ADNOC/OXY
3. ADNOC Gas Processing/ ADNOC Onshore/Etihad Rail
4. ENGINEERING CONTRACTOR, Company who will perform this FEED services for COMPANY
5. LICENSORS: M/s. Comprimo for SRU/TGTU, M/s. Huntsman for HP Reclaimers in AGRUs, Any
potential new LICENSOR for AGRU, M/s. UOP/Ortloff + potential new LICENSOR(M/s. LUMMUS
etc) for sweet gas dehydration/ desulphurization, Regeneration gas purification and NGL recovery units
& M/s. Shell for CO2 Capture with CANSOLV technology
6. SUBCONTRACTORS: External parties carrying out safety studies
7. OEM’s
8. Project Management Consultants (PMC)
3. ABBREVIATION & DEFINITIONS
3.1 ABBREVIATIONS
Abbreviation Definition
ASG ADNOC Sour Gas

ADNOC Abu Dhabi National Oil Company
API American Petroleum Institute
AGRU Acid Gas Removal Unit
ADNOC SAP based Supplier portal
Ariba
BFD Block Flow Diagram
BoD Basis of Design
CAPEX Capital Expenditure
CESAR Cost Estimate & Schedule Assessment Review
CICPA Critical Infrastructure and Coastal Protection Authority
COP Code of Practice
DSP Decision Support Package
EEERA Egress-Escape-Evacuation-Rescue Assessment
EPC Engineering Procurement Construction
FEED Front-End Engineering Design
FEHA Fire & Explosion Hazard Assessment
FWHP Flowing Wellhead Pressure
GDU Gas Dehydration Unit
GPF Gas Processing Facility

SCOPE OF SERVICES
Abbreviation Definition
HAZID Hazard Identification Study

HSEIA HSE Impact Assessment
HSECES HSE Critical Equipment & Systems
IPR Independent Project Review
KOM Kick off Meeting
LLI Long Lead Item
LNG Liquefied Natural Gas
MBD Million Barrels per Day
MDR Master Document Register
MMScfd Million Standard cubic feet per day (gas)
MOC Management of Change
MTO Material Take Off
NDA Non- Disclosure Agreement
Natural Gas Liquids
NGL
NPV Net Present Value
NFPA National Fire Protection Authority
OEM Original Equipment Manufacturers
OPEX Operational Expenditure
OSGE Optimum Shah Gas Expansion
PEP Project Execution Plan
PFD Process Flow Diagram
PHSER Project Health Safety and Environment Review
PMT Project Management Team
QMS Quality Management System
QRA Quantitative Risk Assessment
RAM Reliability, availability and Maintainability
RF Recovery Factor
SIMOPS Simultaneous Operations
SES Service Entry Sheet
SGD Shah Gas Development
SGP Shah Gas Plant
SRU Sulphur Recovery Unit
SOR Statement of Requirement
SOW Scope of Work
UPS Uninterrupted Power Supply
VAP Value Assurance Process
VIP Value Improving Practice

SCOPE OF SERVICES
3.2 DEFINITIONS
COMPANY Abu Dhabi Gas Development Company Limited (ADNOC Sour Gas).
ENGINEERING ENGINEERING CONTRACTOR who will be awarded by COMPANY to

CONTRACTOR carry out WORKS or SERVICES related to the PROJECT(s).
CONSULTANT(S) Consultant appointed by COMPANY rendering services for the

PROJECT/PROGRAM including Project Management Consultant (PMC).
PROJECT FEED SERVICES FOR SHAH GAS 1.85 BSCFD EXPANSION & CO2
RECOVERY PROJECT.
LICENSOR(S) Any and all persons, firms, partnerships, companies or a combination
thereof directly or indirectly granting COMPANY any right or License to
use INTELLECTUAL PROPERTY for the design, engineering,
construction, operation and/or maintenance of INSTALLATION or
SYSTEMS.
LICENSE AGREEMENT The agreement (if any) between the COMPANY and a LICENSOR
pursuant to which, among other things, the LICENSOR grants licenses to
the COMPANY relating to the LICENSED PROCESS.
LICENSED PROCESS The proprietary process being licensed by the LICENSOR to the
COMPANY or one of its AFFILIATES for the PROJECT, which may be
granted pursuant to a LICENSE AGREEMENT.
FACILITIES The physical and permanent works and any improvements to them to be
designed engineered pursuant to the WORK ORDER AGREEMENT,
where applicable, in accordance with the PROCESS.
SPECIFICATIONS The specifications, drawings and procedures referenced in the
AGREEMENT or implied therein, and any modifications or additions
thereto as may from time to time are approved in writing by COMPANY
for the PROJECT(s).
SUBCONTRACTOR(S) Any persons, firms, companies or partnerships (not being an employee of
ENGINEERING CONTRACTOR) to whom execution of any part of the
SERVICES is subcontracted by the ENGINEERING CONTRACTOR for
the performance of SERVICES.
VENDOR(S) Any and all suppliers of materials and equipment in connection with the
PROJECT other than CONSULTANTS, EPC CONTRACTORS,
SUBCONTRACTORS, CONTRACTORS, and LICENSORS.

SCOPE OF SERVICES
4. SCOPE OF SERVICES
This scope of services shall be read in conjunction with FEED Framework Agreement(FWA):
4.1 SUMMARY SCOPE OF SERVICES
Scope of Services includes but is not limited to the following:
1. Site visits and data collection.

2. Review of existing information/facilities.
3. Carry out modeling, simulation, and optimization studies, as detailed in the Agreement and other studies as become
necessary during the FEED development, leading to detailed definition of PROJECT requirements.
4. Preparation of enquiry documents, recommendation of Sub-contractors, and provision of supervision for
topographic surveys, geotechnical surveys, field surveys, etc.
5. Development of FEED Plot Plans and all other Engineering deliverables in line with EDDR agreed with
COMPANY that is required to complete the PROJECT in line with Agreement requirement. Requirement of
engineering deliverables shall be as in GPE-GE/GDL-001/R00 (Standard Engineering Deliverable for Projects –
Guideline) for the FEED Phase.
6. To allow COMPANY to secure approvals thereof and all necessary co-ordination with other interface
entities/authorities, ENGINEERING CONTRACTOR shall provide all technical input/clarification to
authorities/interface entities and incorporate their comments/approval in the relevant FEED documents.
7. Coordination with Vendors, Licensors, Original Equipment Manufacturers (OEM) and Package Suppliers to ensure
proper incorporation of relevant information into FEED design and compatibility between various process units.
8. Identification of areas requiring licensed technology, preparation of enquiry documents for purchase of licensed
technology, pre-qualification of potential Licensors, technical evaluation of the offers, assistance in selection of
the Licensors, and preparation and compilation of the contract documentation with Licensors.
9. Carrying out conceptual and basic designs and development of FEED to a stage when detailed engineering can
begin without further need for optimization or studies in a manner to ensure integration of the proposed facilities
with the existing facilities and in compliance with COMPANY’s operation/maintenance philosophies. It is
recognized that FEED will involve interfaces with Internal Parties (ADNOC Sour Gas Operations and Maintenance
personnel), ENGINEERING CONTRACTOR shall ensure incorporation of their individual requirements into the
FEED as communicated by COMPANY to the ENGINEERING CONTRACTOR.
10. It is recognized that FEED will involve interfaces with External Parties (including other ADNOC Group of
companies). ENGINEERING CONTRACTOR Shall obtain the required NOCs (No-Objection Certificates) from
all concerned stakeholders and government entities as applicable, but not limited to Camps, laydown areas, Product
Pipelines, etc. and ensure incorporation of their individual requirements into the FEED.
11. Assist COMPANY with identify Stakeholders and developing Stakeholder management plans.
12. Procurement Services for COMPANY approved Long Lead Items (LLIs) (items with lead time of 12 months and
above), preparation, issuance of requests for quotations, evaluation of offers, technical bid tabulation and report,
and short-listing of technically acceptable offers. ENGINEERING CONTRACTOR shall float enquiry to
minimum five (5) VENDORs and submit to COMPANY minimum three (03) technically acceptable VENDORs
for every LLIs for review and for approval.
13. Construction planning / constructability reviews.
14. Pre-commissioning and commissioning philosophy/planning.
15. Preparation of the IPA Workbooks, participate in IPA reviews and discussion and provide all necessary inputs to
IPA throughout the duration as per the plan indicated in the schedule for bench marking purposes.
16. Preparation of Project Definition Report (PDR) for each EPC package, as identified by COMPANY.

SCOPE OF SERVICES
17. Preparation of EPC Schedules and Cost Estimates (accuracy of ±15%) during FEED are required separately for
each EPC Package.
18. Preparation of Enquiry Package(s) for Detailed Engineering, Procurement, Construction and Commissioning
(EPC) phase of the PROJECT.
19. Preparation of Consolidated Lessons Learned Register. COMPANY will also provide its Lessons Learned Register
from its previous Projects, which shall be reviewed and included in Consolidated Lessons Learned Register for
COMPANY’s Projects.
20. Incorporation of COMPANY’s Lessons Learned into the FEED, where applicable, subject to COMPANY
approval. The Lessons Learned appropriate to be addressed by EPC Contractor shall be included in the EPC
Enquiry Packages for implementation by the EPC Contractor.
21. Perform project risk assessment periodically as per ADNOC VAP guidelines.
22. ENGINEERING CONTRACTOR shall utilize the COMPANY provided existing SGD Project specifications and
Addenda for the FEED. ENGINEERING CONTRACTOR shall develop new SGD Project design specifications
or Addenda, where gaps specific to the scope of the PROJECT are found within existing specifications.
23. ENGINEERING CONTRACTOR to engage MAC (Main Automation contractor) Honeywell (existing in plant)
during the FEED for the DCS/Telecom etc., Engineering Development.
24. ENGINEERING CONTRACTOR to develop insurance spares list including cost for critical equipment identified.
25. ENGINEERING CONTRACTOR to review IPR 2 findings / technical notes and perform necessary actions to
develop deliverables during FEED phase.
26. Early Engagement of EPC BIDDER’s
ENGINEERING CONTRACTOR shall note that during FEED EXECUTION, potential EPC BIDDERs will
be engaged in FEED WORKS as per the details as given below:
EPC BIDDERs will review key FEED deliverables and participate in the key workshops including but not
limited to the following:
• Review of FEED Key Deliverables
• PROJECT Facilities Design Reviews.
• Plot Plan/Equipment layout review and optimization
• Values Engineering/Cost Optimization Workshop
• P&IDs Review and HAZOP participation
• 3D Model Reviews
• Constructability Review/Rigging studies for Equipment Heavy lifts
• Transportation Studies of Heavy Equipment
• Rely upon data’s early agreement
• Pre-commissioning and commissioning plan/sequences/procedures
• Commissioning and Start-up plan/procedures
• Detailed Level 3 EPC Schedule
4.1.1 PROJECT SCOPE SPECIFIC DELIVERABLES
ENGINEERING CONTRACTOR shall prepare stand-alone detailed Project Definition Reports (PDR) for each EPC
Package.

SCOPE OF SERVICES
The final structure of each of the PDRs shall be as approved by COMPANY, but shall in general be as follows:
• Project Definition i.e. All technical PROJECT document deliverables for each EPC RFT Package(s).
• Optimization /Techno Economical Studies.
• EPC Schedule(s)
• PROJECT Cost Estimate(s)
• Intelligent RFT Package(s)
• EPC Package Interfaces: Clearly defined boundary WORKS.
• Risk Matrix: Risk assessment and Risk mitigation.
Technical PDR’s table of contents shall be agreed between the parties during FEED execution. ENGINERING
CONTRACOR shall prepare as a minimum the deliverables as list for DEFINE PHASE under AGES Document No.
GPE-GE-GDL-001-R00 Standard Engineering Deliverable requirements in additional to other deliverables mentioned
anywhere in the RFT requirements.
ENGINEERING CONTRACTOR shall develop EPC Package Scope of Work. ENGINEERING CONTRACTOR shall
prepare discreet PROJECT Definition Reports (PDR) separately for each EPC Package(s).
The purpose of the PROJECT Definition Report is to provide the basic design parameters for the execution of the
PROJECT. The basic design and engineering are to be developed by using information and data provided by the
COMPANY. The approval of the basic design and engineering contained in the "PROJECT Definition Report" by
COMPANY will be used as a basis for the detailed engineering of PROJECT by EPC Contractor.
The technical PDR shall form part of EPC Enquiry Package. No other section of the PDR shall be included in the EPC
Enquiry Package unless specifically approved by COMPANY.
The draft PDRs and draft EPC Packages do not need to include the Post-HAZOP documents, the Project Cost Estimate,
or the final HSEIA Reports. These deliverables shall be included the Final PDR and EPC Packages.
ENGINEERING CONTRACTOR shall submit soft copies of following documents as below. Any other document not
mentioned herein below shall be provided in soft copies as requested by COMPANY.
PDR DELIVERABLES
Soft Copy
No. Document
(in DVD or Hard Disk)
1. PDR (Draft Version) As requested by COMPANY
2. Technical PDR (Final Version) As requested by COMPANY
3. Technical PDR (Native Editable Files of Final As requested by COMPANY
Version as per the same Index of PDR, it shall
include software native files)
4. EPC Schedule (Draft Version) As requested by COMPANY
5. EPC Schedule (Final Version) As requested by COMPANY
6. EPC Cost Estimate (Draft Version) As requested by COMPANY
7. EPC Cost Estimate (Final Version) As requested by COMPANY
8. EPC Package Interfaces (Draft Version) As requested by COMPANY
9. EPC Package Interfaces (Final Version) As requested by COMPANY
10. Smart Plant Database (Draft final version) As requested by COMPANY, requirements shall as per Smart
Tools Implementation Methodology of this SOS document
11. Smart Plant Database (final version) As requested by COMPANY, requirements shall as per Smart
Tools Implementation Methodology of this SOS document
SCOPE OF SERVICES
PDR DELIVERABLES
Soft Copy
No. Document
(in DVD or Hard Disk)
12. EPC Intelligent RFT Package (Draft Version) As requested by COMPANY. The EPC Enquiry Package shall be
Intelligent searchable including each PDF documents included therein
should also be searchable with wet or digital signature for PDF copies.
Intelligent package is a software tool to be developed by
ENGINEERING CONTRACTOR and agreed with COMPANY, sample
snap shots are already available in the RFT requirements.
13. EPC Intelligent RFT Package (Final Version) As requested by COMPANY. The EPC Enquiry Package shall be
Intelligent searchable including each PDF documents included therein
should also be searchable with wet or digital signature for PDF copies.
Intelligent package is a software tool to be developed by
ENGINEERING CONTRACTOR and agreed with COMPANY, sample
snap shots are already available in the RFT requirements.
14. FEED Close Out Report (Draft Version) As requested by COMPANY
15. FEED Close Out Report (Final Version) As requested by COMPANY
16. All FEED Deliverables including software As requested by COMPANY
native files + Comments/Correspondences
exchanged with COMPANY
Note: PDR, EPC Schedule, EPC Cost Estimate, EPC Package Interface, EPC RFT Intelligent Package shall be prepared
separately for each identified EPC Package [Packages 1, 2, 3 & 4(PKG 4A-BASE SCOPE & PKG4B OPTIONAL
SCOPE)]

SCOPE OF SERVICES
5. FEED OBJECTIVES
The main objective of the FEED study is to carry out the project definition report as per ADNOC VAP guidelines
covering all technical aspects, cost (to ±15% accuracy), project execution aspects with level-III EPC schedule to
a sufficient detail to enable COMPANY to secure final investment decision to proceed with the EPC stage of the project
and obtain firm EPC bids for each of the EPC packages.
COMPANY has identified the following standalone EPC packages but not limited to and will be further
reviewed/finalized during the project execution phase:
• EPC Package for Main Gas Plant and Sulphur Plant
1. One EPC Package [PACKAGE-1] for works to implement changes identified for 1.85 BSCFD case of the
PROJECT at Main Gas Plant, Shah Sulphur plant, Gas Gathering, Transfer and product pipelines including any
new utilities and modifications required.
2. One EPC Package [PACKAGE-2]for works for CO2 Recovery Project for 1.85 BSCFD case of the PROJECT
including product pipeline
3. One EPC package [PACKAGE-3] for works for CO2 Recovery Project for 1.45 BSCFD case of the PROJECT
including product pipeline
4. [BASE SCOPE] One Pre-FEED Package [PACKAGE-4A] as detailed below:
− Assessment of previous work done during 1.85 BCFD Pre-FEED DNC-5 case and completion of Pre-
FEED for 2.X BSCFD Shah Expansion including ASR stream gas gathering, surface facilities. It shall
be developed from the DNC 5 Deliverables
5. [OPTIONAL ITEM] One EPC Package [PACKAGE-4B] for works for 2.X BCFD Shah expansion including
ASR stream gas gathering, surface facilities (e.g, compression, slug catcher) and pipeline
FEED SERVICES required to cover identified modifications listed in below reports, but not limited to;
• The main modifications required in units are listed in Process Adequacy Assessment Report SEPF-1850-24-
REP-0106, also refer to relevant BFD’s, PFD’s, Equipment List.
• Any additional requirement not captured/developed whatsoever in the above document, shall be considered
deemed inclusive in ENGINEERING CONTRACTOR’s scope.
• ENGINEERING CONTRACTOR shall use the basis of 1.85 BSCFD at the inlet of the slug catcher to develop
the FEED.
In addition to changes / modifications listed in above reports, COMPANY has identified few of the operational concerns
which also requires FEED services and are listed below and please refer to Basis of Design SEPF-1850-93-BOD-0101
for details of each items.
6. PROJECT REQUIREMENTS
The FEED shall cover the facilities including utilities, offsites, and tie-ins/integration with existing facilities.
ENGINEERING CONTRACTOR shall provide all services required for the implementation of the PROJECT in
conformity with the Agreement. Project scope shall be executed in a structured way to deliver the FEED and EPC
Enquiry Packages in a timely manner.

SCOPE OF SERVICES
ENGINEERING CONTRACTOR shall ensure that all facilities as designed are optimum from techno-economic
considerations and that they are designed and engineered taking into consideration all the applied requirements of
safety, integrity, flexibility, constructability, operability, efficiency, and maintainability while maintaining the intent of
PROJECT.
Existing facilities with which the PROJECT has interfaces shall be studied with a view to their upgrade, integration, or
replacement.
The FEED designs shall only require modification to reflect any specific lesson learned provided and so identified by
COMPANY and any changes required to accommodate the capacity additional to original design or the new
specifications and addenda.
ENGINEERING CONTRACTOR shall, with prior COMPANY approval, engage specialist Sub-contractors to
undertake specific elements of the work as specified elsewhere in the Agreement. Such specialist companies shall
include, but not be limited to, geotechnical and topographic survey consultant, third party HAZOP/LOPA/SIL, Value
Engineering Study, RAM Analysis, MCA, CRAS, HSE Studies, Dynamic Simulation Studies, Vessels Internals
designers, etc.
Where ENGINEERING CONTRACTOR proposes to subcontract any part of the services covered in this Agreement,
COMPANY requires that ENGINEERING CONTRACTOR to provide detailed scope of work to COMPANY for
approval and a detailed check on the design rendered by the Subcontractor. ENGINEERING CONTRACTOR accepts
full responsibility and liability for the completion, accuracy, and adequacy of the design. Selection of Subcontractors
shall require prior approval by COMPANY.
ENGINEERING CONTRACTOR shall carry out HAZOP/LOPA/SIL studies as stipulated in the AGREEMENT. Any
comments arising from the studies shall be incorporated into the P&IDs and any other relevant documents prior to
finalization and issuance of the EPC Enquiry Packages.
6.1 FEED REVIEWS / WORKSHOPS
ENGINEERING CONTRACTOR shall facilitate/ conduct the following PROJECT reviews/workshops in addition to
those mentioned in the AGES/VAP Standards so that these are conducted at appropriate stages of FEED.
ENGINEERING CONTRACTOR shall assist COMPANY in their Gate Reviews and audits.
6.1.1 Studies and Reviews
6.1.1.1 Studies and Reviews for Overall Facility
These studies shall be carried out by addressing the overall facilities, including both new and existing facilities and
their impact there-off on each other.
• Adequacy Studies
• Tie-in Review
• Control Systems Integration (ICS Study)
• Advanced Process Control (APC)
• Facility Power System Analysis
• Effluent & Emissions Study
• Dispersion Study
• Utility Study
• Flare Study
SCOPE OF SERVICES
• HSE Studies as per HSE Scope Document No. CP04-HM-SOW-0040

• Overall Site Plot Plan Review
• Reliability, Availability, and Maintainability (RAM) Study
• Temporary Refuge Impairment Study
• F& G Mapping study
• Vibration screening studies specifically lines subject to 2 phase flow(BFW,SC,RSX), slugging, thermal fatigue,
vortex shedding, pulsation lines to major rotating/recip. eqpt(pulsation), fast acting valves eg. ESD, AIV and FIV.
Consultant shall use suitable software (eg. Veridian) for managing/conducting qualitative analysis(TM-01)
followed by quantitative(TM-02/03) and storing ODS(operation deflection shape) vibration readings.
ENGINEERING CONTRACTOR shall also conduct thermowell LOF assessment (TM-04) including wake
frequency calculations affected lines due to capacity increase.
6.1.1.2 Studies and Reviews for PROJECT
ENGINEERING CONTRACTOR shall conduct the following studies/workshops, with COMPANY/End User
participation, addressing the PROJECT FACILITIES.
• Design Improvement Workshop with Operations

• Lessons Learned
• Project Risk Management Workshop
• HSE Reviews per Doc No. CP01-HM-SOW-0040
• Value Improvement Workshop
• Topographical Survey
• Soil Investigation Survey
• P&ID Review
• Material Corrosion Audit and Study (MCA)
• Corrosion Risk Assessment Study (CRAS)
• Plot Plan Review
• Hazardous Area Classification Review
• Model Review
• ICS Study
• APC Implementation Study
• Logistics Study
• Constructability Review
• Operability Review
• SIMOPs Review
• Energy Optimization Review

SCOPE OF SERVICES
6.1.1.3 Design Improvement Review Workshop
ENGINEERING CONTRACTOR shall conduct a structured Design Improvement Review workshop attended by
COMPANY, End User, PMC and ENGINEERING CONTRACTOR to identify the required design modifications/
improvements from existing SGP facilities for this PROJECT. Input and involvement from all in this exercise will be
one of the key ingredients to the success of the PROJECT.
This is an opportunity to incorporate COMPANY’s operational experience into the design aspects of PROJECT.
For example:
• In SRUs so many corrective actions/ modifications were carried out during the commissioning.
• Close-out reports for EPC Phase, PMCs and EPC Contractors are to be reviewed by the ENGINEERING
CONTRACTOR to reassess the closed issues faced during commissioning and integrated performance test run and
include all required measures within the EPC Package to ensure that such issues will not be faced by the equipment
of the PROJECT.
• FEED shall identify all the remaining Single Points of Failures of the existing facility.
• FEED shall design out Single Points of Failure from the existing and new facilities and where such is prohibitively
expensive shall identify the residual Single Points of Failure, quantifying the probable frequencies and potential
production disruptions.
• Carbon copying of the existing equipment shall be done with care taking in to consideration the lessons learnt,
changes in Codes and Specifications, changes at the original manufacturing location and passage of time and MOCs
executed in operations phase.
6.1.2 Lessons Learned
ENGINEERING CONTRACTOR shall conduct Lessons Learned Workshop along with COMPANY personnel and
develop a "Lessons Learnt Register" for the PROJECT. The lessons learned in the recent Optimum Shah Gas
Development Project at different stages like Project/Operations of plant, etc. shall be reviewed and relevant items to be
included in the PROJECT by ENGINEERING CONTRACTOR.
COMPANY will supply these lessons through Lessons Learnt Registers and through the Design Improvement
Workshop.
ENGINEERING CONTRACTOR shall discuss with COMPANY and design out the design and operational problems
that are known to exist in existing plants. ENGINEERING CONTRACTOR shall review the lessons learned and ensure
similar problems do not reoccur.
Recommendations are not necessarily binding. ENGINEERING CONTRACTOR may propose improved solutions to
the problems encountered. ENGINEERING CONTRACTOR shall take into consideration all cases of the cost
variations related to material selection in previous Projects and design in such a manner that such variations will not
arise during the EPC Phase of the PROJECT.
ENGINEERING CONTRACTOR shall ensure that the lessons learned (including technology improvements, if any)
from ENGINEERING CONTRACTOR own recent Projects are captured either by AGES addendum or otherwise,
collation of which shall be delivered in the form of an appropriate report for COMPANY review and approval.

SCOPE OF SERVICES
6.1.3 Risk Management Workshop
A risk management workshop of the PROJECT at an early stage of engineering should be carried out. The objectives
of risk management workshop shall include but be not limited to the following:
1. Ensure that the appropriate risk control features are incorporated at an early and cost-effective stage of the
PROJECT.
2. Minimize the likely number of expensive operational phase modifications needed to satisfy the requirements
of insurers and reinsurers.
3. Provide initial estimated maximum loss (EML) assessments to assist in the decision making for operational
phase insurance requirements.
This review is not a substitute for a full engineering design safety review or HAZOP/HAZID Studies to be carried out
as a part of FEED.
6.1.4 Integrity Assurance
ENGINEERING CONTRACTOR will develop an Integrity Management Plan and submit it to COMPANY for
approval. During FEED, ENGINEERING CONTRACTOR will implement the monitoring and management
procedures.
6.1.5 Energy Optimization Study
ENGINEERING CONTRACTOR shall perform an Energy Optimization Study for the PROJECT. The purpose of the
Energy Optimization Study is to further define energy consumption for each functional area of the PROJECT and
develop energy reduction measures for incorporation in the design.
ENGINEERING CONTRACTOR shall follow Project Energy Optimization (PEO) Framework during the FEED
phase.
6.1.6 Topographical Survey and Soil Investigation
ENGINEERING CONTRACTOR shall undertake independent topographic and soil investigation studies for the Unit
areas that will be subject to greenfield and brownfield work.
ENGINEERING CONTRACTOR shall conduct survey using GPR for ascertaining and validating existing
underground facilities before finalizing new equipment layout in existing units.
These topographic and soil investigation reports may be included in the EPC Tendering Packages for information but
shall be adequately caveated to ensure:
• The risk of underground soil conditions remains with the EPC Contractor, and
• The EPC CONTRACTOR undertakes independent topographic and soil investigation studies for execution of the
EPC Works.
6.1.7 Reliability, Availability, and Maintainability (RAM) Study
ENGINEERING CONTRACTOR shall perform a RAM study to demonstrate PROJECT facilities and their
configuration are able to meet PROJECT requirements and shall be as per COMPANY Reliability, Availability and
Maintainability (RAM) Standard CP04-TS-STD-MSS-0006. Conclusions and recommendations of this study shall be
used as a basis for the overall PROJECT sparing philosophy for key equipment and process configuration.

SCOPE OF SERVICES
COMPANY will provide existing plant target and actual reliability numbers of the equipment of the existing plant. For
the existing plant, ENGINEERING CONTRACTOR shall use the actual reliability numbers in the RAM model while
ensuring that the new carbon copy equipment of the PROJECT overcomes the reliability shortfalls of the existing
equipment.
The RAM calculation shall include all planned and unplanned outages. COMPANY will provide the native file for
RAM model for the existing facilities.
• Plant availability shall be calculated based on the following key parameters

• Units are shut down for scheduled maintenance every 3 years (in future, as plant matures, time between
shutdowns may be increased)
• SRU maintenance requires 6 weeks. All other units can be serviced in 3 weeks
• All cycles include a total plant shutdown for 3 weeks in which most of the gas and liquid units are serviced.
6.1.8 Value Engineering Sessions
Two Value Engineering (VE) Studies will be carried out by an Independent THIRD-PARTY Facilitator through
ENGINEERING CONTRACTOR The first VE study will be carried out earlier in the FEED Phase, based on the
Concept Design Study PFDs and second VE study will be later in the FEED Phase based on the P&IDs.
ENGINEERING CONTRACTOR shall develop the scope and enquiry documents for issuance to approved Sub-
contractors/Consultants. ENGINEERING CONTRACTOR shall organize and participate with COMPANY in Value
Engineering (VE) Workshops.
The first VE Study will be used to review any opportunities that are associated with results from current operation and
test runs.
Study recommendations of the Value Engineering workshop shall be jointly reviewed by ENGINEERING
CONTRACTOR and COMPANY and all the COMPANY approved recommendations shall be implemented on a case-
by-case basis during the FEED.
ENGINEERING CONTRACTOR shall prepare the Value Engineering Report(s) and issue to COMPANY for review
and approval.
6.1.9 P&ID Review
As a minimum three (03) issues of P&IDs are envisaged during the FEED.
• First issue being "Issued for COMPANY Comments-ICR (Rev.B1)”

• Second issue incorporating COMPANY comments and “Issued for HAZOP-IFH (Rev.00)"
• The final FEED issue incorporating HAZOP comments being "Issued for ITT (Rev.T1)"
A detailed P&ID review shall be carried out for the new and modified facilities and a high level P&ID review shall be
carried out for the impacted facilities where no modification is required.
Following COMPANY review of the issued P&IDs, to ensure that all agreed P&ID review comments have been
incorporated a joint multi-disciplinary review of the new and modified P&IDs with COMPANY and ENGINEERING
CONTRACTOR teams will be conducted at the HOME OFFICE prior to the HAZOP/LOPA/SIL review.

SCOPE OF SERVICES
ENGINEERING CONTRACTOR shall issue a P&ID Review close out report at the end of the review, indicating the
status and incorporating the comments agreed on during the joint review.
All changes made after the HAZOP approval shall follow the MOC process.
6.1.10 Logistics Study
Since the time of construction of SGD/OSGE Projects, authorities might have imposed new restrictions regarding
transport of heavy loads, specifically through the Mussafah industrial area. ENGINEERING CONTRACTOR shall
conduct a Logistics Study to determine any restrictions on transport sizes and weights and to confirm the PROJECT
scope meets these limitations.
This study shall also cover movement of materials, equipment, and vehicles inside of the existing operating facilities.
6.1.11 Constructability Review
A Constructability Review shall be performed in the FEED phase to cover the following areas:
• Constructability study shall be carried out to verify the possible options of transportation of the equipment to the
proposed facilities. Constructability review shall consider all the issues related to transportation and installation of
new equipment and feasible recommendations including sequencing of structure and Piping erection if felt required.
The report shall identify the lay down area utilization and possible demolition and relocation of Plant components.
• All tie-ins shall be verified at SITE prior to installation.
• SIMOPS study will analyze construction activities while a plant is operating or in turnaround and will also analyze
the interface of other contractors.
6.1.12 Operability and Maintainability Review
An Operability and Maintainability Review shall be performed in the FEED phase as part of the 3D Model Review to
verify adequate spacing and orientation of the equipment to ensure access and egress for operations and maintenance
activities. Operability and Maintainability review shall consider all the issues related to operations and maintenance of
new equipment including human factors and ease of removal / replacement of the equipment.
Key design features shall include but shall not be limited to, fast and efficient evacuation in case of emergencies, safe
distance from the hazardous areas, efficient and safe logistics between plants and different support facilities, safe
turning radius and overhead clearances for the foreseen requirements.
ENGINEERING CONTRACTOR shall study how the use of breathing air affects the ability of operating and
maintenance personnel to perform their designated tasks and how the adverse effects, if any, are countered by
appropriate design provisions.
6.1.13 Material Handling Study
The Material Handling study shall be done during FEED phase, prepare Material handling study report and submit for
COMPANY approval.
ENGINEERING CONTRACTOR shall develop Material handling study based on operability and maintainability.
ENGINEERING CONTRACTOR shall organize and participate in material handling workshops to develop the
material handling arrangement required and prepare material handling drawings if required.

SCOPE OF SERVICES
6.1.13.1 Provision of Shelters for Main Machinery
The need for accommodating major machinery in shelter(s) shall be evaluated and facilities required shall be specified.
The shelter(s) shall be equipped with:
• Overhead cranes
• Adequate lighting and ventilation, which are to be designed according to the hazardous area specification (if
applicable)
6.1.14 SP3D CAD Model Review
SmartPlant Implementation section of this document shall be referred along with this section for SP3D Model review.
SP3D electronic design reviews (as a minimum three reviews) of new plot arrangements, new equipment layouts, and
new major/critical line routings shall be conducted during the FEED with the participation of the COMPANY at an
appropriate period where adequate technical definition of PROJECT requirements as advised by COMPANY are
achieved.
ENGINEERING CONTRACTOR shall propose timing and procedure for SP3D model design review, timing and
details of this design review need to be discussed and agreed with COMPANY during FEED. This design review is to
include but not be limited to:
• Participation of all design disciplines including safety, to ensure safe and practical constructability, accessibility,
operability, maintainability and to ensure critical process requirements are met.
• Review of equipment arrangement and plot layout prior to issue of Plot Plan, in line with safety distances and
recommendations relating to the flammability of the process fluids.
• Layout Study and equipment location study shall be carried out to optimize the facilities.
• Review placement of all equipment and structures as related to process, safety and environmental, economics,
operations, maintenance, construction and erection activities.
• Perform overall review for fire protection.
• Review locations of main operating valves and battery limit valves and check for completeness, with special
attention to the routing of alloy, large diameter, free draining and symmetrical piping.
• Review Emergency Access and Egress routes from equipment areas to safe areas or exits. Addition of auxiliary exits
from large platforms and access for firefighting equipment is also reviewed.
Review proceedings and comments shall be recorded by ENGINEERING CONTRACTOR and presented as a report
of the assessment inclusive of tag listing. Review comments that result in action items that have major impacts on the
model shall be further reviewed in subsequent reviews and their close out documented accordingly.
The review shall be documented by ENGINEERING CONTRACTOR by a report submitted at the end for COMPANY
approval. The final SP3D Model Review close out report shall be issued indicating the status of resolution of
COMPANY comments. ENGINEERING CONTRACTOR shall issue the following reports for SP3D Model Review;
• SP3D Model Workshop Report

• SP3D Model Closeout Report

SCOPE OF SERVICES
6.1.14.1 Checklist for SP3D CAD Model Review
ENGINEERING CONTRACTOR shall ensure that the SP3D CAD Model review will address, as a minimum, the
checklist included in this document under Minimum Model review contents.
6.1.15 Temporary Refuge Impairment Study (Existing Facilities)
COMPANY has conducted EERA during commissioning phase of the existing facilities resulting in abolishing of all
outdoor assembly points and moving the assembly points to the PC room of each of the IES buildings. After the steady
state operation, COMPANY performed temporary refuge impairment study on the assembly points inside the Shelter
in Place (SIP) locations, with the following recommendations.
a. Install an additional 9 Toxic Gas Refuges (TGRs) similar to the ones already installed.
b. Upgrade the current SIPs with dedicated room with breathing air and monitoring, detection devices
ENGINEERING CONTRACTOR shall evaluate and verify by means of a study considering the above options and
recommend the best way forward and include COMPANY accepted option for execution by EPC CONTRACTOR.
6.2 PROJECT MANAGEMENT SERVICES
ENGINEERING CONTRACTOR shall create a management organization for approval by COMPANY. To support
the approval process, ENGINEERING CONTRACTOR will:
• Prepare and submit ENGINEERING CONTRACTOR's organization chart for the services and all personnel CVs
shall be approved by COMPANY through MMR process
• Provide COMPANY approved resources for all positions.
ENGINEERING CONTRACTOR shall perform all management services necessary for performance of the SERVICES
including, but not limited to, the following:
• Preparation of a complete set of coordination, management, specific Quality System, and other PROJECT
procedures for approval by COMPANY.
• Coordination and control of work of specialist departments, e.g., engineering, design, procurement, project
controls, contracting, construction and commissioning to ensure services are completed on time as per the
schedule, within the budget and according to the specifications.
• Performing periodic technical and PROJECT management audits and advice COMPANY the results of each audit
together with the appropriate action taken and any other recommendation for COMPANY consideration. The
technical audit will also include audit of EPC RFT Enquiry Package(s).
• Continuously implementing a Quality Assurance program throughout the execution of the services and submitting
periodic reports of findings to COMPANY.
• ENGINEERING CONTRACTOR shall engage and obtain necessary assistance and expertise from his corporate
headquarters in the execution of the services; such assistance shall be at no additional cost to COMPANY.
• ENGINEERING CONTRACTOR shall ensure the cost effectiveness of his proposed FEED design.
• ENGINEERING CONTRACTOR shall carry out the constructability study and include the recommendations in
the FEED.
• ENGINEERING CONTRACTOR's procedures shall provide for COMPANY's special requirements as may be
given to the ENGINEERING CONTRACTOR throughout the duration of the SERVICES. COMPANY's special
requirements shall be reasonable and consistent with achieving completion of the work in conformance with the
Agreement.

SCOPE OF SERVICES
• Preparation and presentation of weekly and monthly progress reports.
6.3 FEED EXECUTION PLAN
ENGINEERING CONTRACTOR shall prepare a detailed FEED Execution Plan for the execution of PROJECT scopes
giving due consideration to the PROJECT requirements. The Execution Plan shall also include, but not be limited to, the
following:
• Overall Objectives.
• Organization including roles and responsibilities.
• Staffing Plans.
• Milestone Schedule.
• Overall FEED Schedule.
• Detailed FEED Implementation Schedule identifying program for all discipline and area wise deliverables.
• Management Information Systems.
• Automation Plan.
The Execution Plan shall be submitted to COMPANY for approval within 15 days of the EFFECTIVE DATE.
6.4 PROJECT COORDINATION
ENGINEERING CONTRACTOR shall coordinate, as necessary, with all entities having jurisdiction in respect of the
integration of facilities which may be required for performance of services.
ENGINEERING CONTRACTOR will develop the PROJECT coordination procedure in line with COMPANY
requirements.
COMPANY will provide office accommodation for limited number of ENGINEERING CONTRACTOR’s personnel
whilst at site. ENGINEERING CONTRACTOR will utilize this facility following Award of Agreement to collect
technical data as required. Transportation from ENGINEERING CONTRACTOR’s Abu Dhabi office to the COMPANY
PMT Camp will be ENGINEERING CONTRACTOR’s responsibility.
COMPANY will provide LOA to the ENGINEERING CONTRACTOR to secure the CICPA passes as per requirement.
ENGINEERING CONTRACTOR to mobilize the resources for site visit/data collection ensuring the availability of
CICPA passes to avoid any waiting to enter CICPA controlled/secured facilities.
6.5 DATA ACQUISITION
6.5.1 GENERAL
COMPANY shall provide all necessary data and documents upon receiving the formal Request for Information (RFI)
from ENGINEERING CONTRACTOR for use during the project execution. All data will be provided by COMPANY
in electronic form in as-is condition without any express assurance that it is As-built.
All data and documentation provided by COMPANY to ENGINEERING CONTRACTOR is subject to confidentiality
provisions of the Agreement.
ENGINEERING CONTRACTOR shall be responsible for verifying the completeness, accuracy, As-built status and
adequacy of data, information, requirements, and documents provided by COMPANY under the agreement.

SCOPE OF SERVICES
In case of any discrepancy found in the company’s provided documents, It SHALL be responsibility of the
ENGINEERING CONTRACTOR to update the drawings/documents and submit to COMPANY for review/approval as
part of PROJECT scope without any cost/schedule implication.
6.5.2 SITE DATA COLLECTION
To supplement data and documents and notwithstanding anything stated to the contrary in the Agreement,
ENGINEERING CONTRACTOR shall be responsible for identifying and obtaining all other data and documents from
COMPANY offices and site during site visit of their personnel.
All personnel visiting the SITE will be required to attend HSE induction before being able to seek permit to visit any of
COMPANY’s SITE facilities including SITE offices. COMPANY delivers HSE induction and, ENGINEERING
CONTRACTOR shall note that approvals are provided by external security agencies and time duration of obtaining such
approvals varies.
ENGINEERING CONTRACTOR shall note that approvals are provided by external security agencies and time duration
of obtaining such approvals varies.
The problem, if any, noted because of site visit surveys shall be brought to the attention of COMPANY within two weeks
of site visit surveys. ENGINEERING CONTRACTOR must involve Operations during any site visit (for all disciplines)
to assist in checking and verifying any data, tie-in locations etc. This includes verification of major process tie-ins have
been indicated on the Concept Study PFDs.
ENGINEERING CONTRACTOR may perform site visit along with assigned Vendors and Licensors. If necessary,
ENGINEERING CONTRACTOR may visit site again prior to finalization of FEED. All site visits shall be coordinated
with COMPANY.
Site visits are expected to help ENGINEERING CONTRACTOR in the following aspects:
• Geographic and environmental uniqueness of the SITE.

• Collection of baseline operational data of ADNOC Sour Gas facilities such as Gas & Sulphur Plants to validate
steady state simulation.
• Inspection of and familiarization with existing facilities.
• Reviewing the proposed location of the new facilities.
• Identifying tie-in locations/ hook-up of PROJECT facilities with existing facilities.
• Identifying redundant equipment & piping that needs to be demolished.
• Review of changes and modifications already implemented by Company as part of Company MOC Standard
along with the changes that are in implementation stage.
ENGINEERING CONTRACTOR shall identify PROJECT required documentation (for all the disciplines) from amongst
the following and request COMPANY to grant access through RFIs.
▪ Addenda ▪ Pipe Support Details

▪ Basis of Design ▪ Pipe Support Location Plans
▪ Block Diagrams ▪ Pipeline Alignment Sheets
▪ Calculations ▪ Piping & Instrumentation Diagrams
▪ Cause & Effect Charts ▪ Plot Plans
▪ Data Sheets ▪ Procedures
▪ Detail Drawings ▪ Process Design Packages
▪ Ducting & Instrumentation Diagrams ▪ Process Flow Diagrams
▪ Ducting Flow Diagrams ▪ Process Safeguarding Diagrams
▪ Gas Gathering Route Maps ▪ QA/QC Dossiers
▪ General Arrangement Diagrams ▪ Registers
SCOPE OF SERVICES
▪ Hook-up Diagrams ▪ Reports

▪ Interconnecting Diagrams ▪ Safety Analysis Tables
▪ Isometric Diagrams ▪ Schematic Diagrams
▪ Key Plans ▪ Single Line Diagrams
▪ Layout Drawings ▪ Specifications
▪ Lists, ▪ Standards
▪ Load Summaries ▪ Sketches
▪ Logic Diagrams ▪ Studies
▪ Loop Diagram ▪ Termination Block Diagrams
▪ Manuals ▪ Tie-in Dossiers
▪ Equipment Lists ▪ Tie-In Schedule
▪ Material Selection Diagrams ▪ Utility Flow Diagrams
▪ Narratives ▪ Wiring Diagrams
▪ Philosophies ▪ Catalyst & Chemical Summary
▪ Effluent & Waste Summary
6.6 CRITICAL ENGINEERING /ADEQUACY/OPTIMIZATION STUDIES
ENGINEERING CONTRACTOR shall perform all critical engineering, FEED, Adequacy and Optimization Studies as
required to complete the FEED for the PROJECT.
HSE requirements are specified in HSEIA and HSE studies scope of work requirements during FEED and also provided
on the HSE Scope document for the FEED.
The extent of studies indicated in for various disciplines is the minimum as foreseen by COMPANY. ENGINEERING
CONTRACTOR shall identify, propose to COMPANY and execute all other studies which in their opinion, experience
and judgment will be necessary to provide an optimum design for the PROJECT.
At the early stage of scope, ENGINEERING CONTRACTOR in consultation with COMPANY, shall develop further list
of studies. This list shall be amended, as required, as the FEED progresses.
For each study, a report shall be produced for COMPANY's approval with clear recommendations. The report shall cover,
as a minimum, the following
• Objective
• Scope of the Study
• Available Options
• Study Methodology
• Option Evaluation Metrics
• Evaluation
• Life Cycle Cost (LCC) evaluation, as applicable (see below)
• Conclusions & Recommendations
ENGINEERING CONTRACTOR shall ensure that all studies that entail selection amongst alternatives are supported by
life cycle cost analysis results.
6.7 LICENSED UNITS
Licensed Units for the existing systems are listed in Basic Engineering Design Data. ENGINEERING CONTRACTOR
shall identify the requirements of any new licensed units.

SCOPE OF SERVICES
ENGINEERING CONTRACTOR shall provide the following documents or services for licensed units:
• Provide Technical Documents and Specifications in respect of LICENSOR’s Enquiry Package to be issued by
ENGINEERING CONTRACTOR.
• Prepare Evaluation Procedure for evaluation of LICENSOR’s offers.
• The evaluation team should include personnel from PMC and COMPANY.
• Provide answers in consultation with COMPANY to LICENSOR’S queries and carry out Technical Evaluation
of LICENSORs in consultation with COMPANY.
• Commercial Evaluation of LICENSORs in close coordination and consultation with COMPANY. COMPANY
will do the commercial negotiation with LICENSOR and will confirm the LICENSOR FEEs to ENGINEERING
CONTRACTOR through formal letter for placement of LICENSOR’s Agreement by ENGINEERING
CONTRACTOR.
• Update Technical Documents and COMPANY Specifications and Addenda for incorporation into the LICENSOR
Agreement if needed.
• Conduct KOM with LICENSOR along with participation from COMPANY/PMC and others as per the direction
of COMPANY PMT.
• ENGINEERING CONTRACTOR shall liaise with and review and check the deliverables prepared by the
LICENSORs. ENGINEERING CONTRACTOR shall develop these deliverables and items that are outside the
scope of LICENSORS to the extent covered by this Agreement.
The level of completion of deliverables varies between different LICENSORs and in the case of certain LICENSORs can
be of a low level of completion, ENGINEERING CONTRACTOR shall include sufficient man-hours to develop the
deliverables to a level of completion appropriate to the requirements of ENGINEERING CONTRACTOR’s scope of
services.
LICENSORS: M/s.Comprimo for SRU/TGTU, Huntsman for HP Reclaimers in AGRUs, Any potential new LICENSOR
for AGRU, M/s. UOP/Ortloff + potential new LICENSOR (M/s. LUMMUS etc) for sweet gas dehydration/
desulphurization, Regeneration gas purification and NGL recovery units & M/s.Shell for CO2 Capture with CANSOLV
technology.
On completion of LICENSOR selection for the required plant capacities as defined for the PROJECT and having
LICENSOR SUBCONTRACT in place by ENGINEERING CONTRACTOR. Priced Copy of the LICENSING
Agreement related to licensed units shall be shared with COMPANY.
6.8 ENGINEERING CONTRACTOR’S SUBCONTRACTS
• Where ENGINEERING CONTRACTOR intends to subcontract any portion of the services, the provisions of the
Articles of Agreement shall apply.
• Except for the reimbursable subcontracts, the cost of any other subcontracted service is deemed included in the
cost of the FEED.
• In the case of reimbursable subcontracts, COMPANY approval is required for bidders list, scope of services,
technical evaluation, commercial evaluation, and recommendation for award.
• For subcontracts included within the ENGINEERING CONTRACTOR’s target man-hour cost of FEED,
COMPANY approval is required for bidders list, scope of services, and technical evaluation and recommendation
for award.

SCOPE OF SERVICES
6.9 SPECIFICATIONS AND PROCEDURES
6.9.1 AGES AND DESIGN GENERAL SPECIFICATIONS (DGS)
The PROJECT will be based on the latest available AGES and Design General Specifications (DGS). PROJECT specific
Addenda to these AGES will be developed by ENGINEERING CONTRACTOR. For detailed requirements, refer to List
of Specifications and Standards.
Company specific philosophy/specifications (RP documents) developed for SGD project shall be incorporated in addition
to the AGES.
It is the responsibility of ENGINEERING CONTRACTOR to develop the PROJECT specific Addenda by review and
comparing the latest available AGES, DGS used during the SGD Project EPC Phase and Project Specific Addenda
developed and used during the SGD Project EPC Phase. ENGINEERING CONTRACTOR’s responsibility is to perform
the GAP analysis between AGES vs DGS during FEED and inform to COMPANY about the possibility of using AGES
or DGS for the existing FACILITIES. ENGINEERING CONTRATOR shall note that the new facilities must be designed
using only AGES. However, for the existing facilities which were earlier designed using DGS, ENGINEERING
CONTRATOR shall perform GAP analysis and inform COMPANY with the recommendations during FEED for taking
appropriate decision for EPC Phase.
6.10 HEALTH, SAFETY AND ENVIRONMENT
Brief requirements for the HSE are described in below section. For detailed requirements refer to the HSEIA and HSE
Studies scope of work requirements during FEED in addition to the HSE Scope of Work Document and ADNOC HSE
Standards.
6.10.1 HSE PLAN
ENGINEERING CONTRACTOR shall develop a PROJECT HSE Plan for COMPANY review and approval at the
commencement of the scope in accordance with the design guidelines provided herein. The HSE plan shall provide the
framework for demonstrating compliance with ADNOC group HSE policies and HSE requirements by describing such
critical HSE areas that are to be adopted by the PROJECT.
The HSE Plan will set out how the PROJECT will develop and implement its HSE Management System to deliver the
PROJECT in full compliance with all COMPANY & ADNOC HSE requirements.
The HSE Plan identifies the PROJECT’s critical HSE activities, their timing with respect to PROJECT work programs,
and post holder’s roles and responsibilities with respect to these activities.
Above all, the HSE Plan will stress the integrated way the design process for the operational system and organizational
systems should be carried out such that the resultant levels of risk to individuals can be shown to be as low as reasonably
practicable (ALARP).
The HSE Plan provides for the following.
• Specifies the framework of the PROJECT's HSE Management System during its conceptual design, front-end and
detailed design, fabrication, construction, commissioning, and handover to the operator/client.
• Serves as a primary tool for implementing the HSE management system during the PROJECT phases listed above.
The topics to be included within an HSE Plan may be grouped under the headings:
• HSE Policies, Philosophies and Standards.

• SIMOPS Management

SCOPE OF SERVICES
• Project Organization.
• Roles and Responsibilities.
• Risk Studies, Review, Audits etc.,
• Project Management and Control-General.
• Medical and Health Activities, Procedures and Controls.
• Environmental Protection Activities, Procedures and Controls.
• Activities, Procedures and Controls during Conceptual Design Phase.
• Activities, Procedures and Controls during Front End and Detail Design.
• Activities, Procedures and Controls during Construction.
• Activities, Procedures and Controls during Commissioning.
These elements cover topics specific to individual PROJECT phases. The HSE Plan text for each of these should be
written in detail prior to the Phase beginning.
6.11 PROJECT DELIVERABLES
Discipline-wise PROJECT deliverables listed in this SOS Document, Schedule 2 Clause 1.7 of RFT and Latest ADNOC
VAP Guidelines shall be produced by ENGINEERING CONTRACTOR as part of the PROJECT FEED SERVICES.
ENGINEERING CONTRACTOR shall comply with the minimum deliverables as listed in the above document.
For the revalidation scope, any deliverable not produced in previous PRE-FEED study, it shall be responsibility of the
ENGINEERING CONTRACTOR for completeness of the document as per the ADNOC VAP requirements.
6.11.1 DELIVERABLES IN ELECTRONIC FORMAT
ENGINEERING CONTRACTOR shall prepare deliverables in electronically validated signed PDF and native file
format, as well as wet signature copy and record the same on a Hard Disk. Separate Hard Disks shall be provided for the
following:
• Project Definition Reports (PDR)

• SmartPlant Tools Databases (SPPID, SP3D, SPI, SPEL & SPF comprising all these Tools)
• EPC Intelligent RFT Enquiry Packages
The directory structure of intelligent package and file formats shall be discussed and agreed with COMPANY.
ENGINEERING CONTRACTOR shall provide all the deliverables (Draft and Final versions) to COMPANY through
COMPANY EDMS system in electronic editable version along with signed PDF version for COMPANY’s reference and
records. For clarity’s sake, final version of all deliverables dully wet signed SHALL be uploaded in COMPANY
EDMS(ACONEX) along with signed PDF version and native files in a zip format.
Process simulations performed using commercially available software such as Aspentech HYSYS are to be provided in
their original software file format with all attributes available for the purposes of conducting technical audits.
Any other native files developed using commercially available software used during the FEED shall be provided to
COMPANY in their original software file format for COMPANY’s record and use.
Hard Disks shall have a minimum capacity of 5TB and a USB3 interface. They shall be formatted NTFS, data on the disk
shall be accessible using intelligent navigation facilities; this facility shall be approved by COMPANY. Space used up in
the hard disk shall not be more than 50% of the capacity of the hard disk. A separate Hard Disk will be provided for
individual EPC Packages.

SCOPE OF SERVICES
6.11.2 INTELLIGENT NAVIGATION FACILITIES
A comprehensive search facility shall be provided in each Hard Disk as a self-extracting utility during every use. This
utility shall provide a search within the Hard Disk based on Title, free-text, or document number. The search program
will search the whole Hard Disk and present to the user with a linked summary of hits and number of hits in each document
hit. After double clicking any document hit, the utility shall allow Next/Previous Hit navigation and Next/Previous
document navigation. If Tables and Drawings are stored in a format other than native text format, then the double click
shall open the concerned application also without any user input. The utility shall also allow printing of whole or selected
pages, or portions of the documents. The detailed directory structure and file formats shall be discussed and agreed with
COMPANY.
All deliverables shall be in HTML or suitable format such that it can be used with any browser such as Internet Explorer
9 or later versions. The HTML should have links in a top-down hierarchy starting from an index for each Hard Disk, to
folders, to contents, main paragraph, sub-paragraphs, figures, tables with Next/ Previous movement for each link
category. The objective is to provide a user-friendly navigation tool for the user. The detailed structure and file formats
shall be discussed and agreed on with COMPANY.
7. CONTRACTS AND PROCUREMENT SERVICES
ENGINEERING CONTRACTOR shall provide the following services in close coordination with COMPANY
Procurement/Contracts Specialists assigned to the Project Management Team:
7.1 CONTRACTING SERVICES
• Provide list of Tenderers to be included in pre-qualification for the EPC Packages and prepare Pre-qualification
criteria for COMPANY approval. Incorporate any EPC Contractors referred by COMPANY in this list of
Tenderers.
• Solicit pre-qualification information and perform Pre-Qualification.
• Prepare proposed Bidders List for EPC Enquiry packages based on the outcome of pre-qualification for
COMPANY approval. Bidders List for EPC Enquiry packages is subject to COMPANY approval. Incorporate any
EPC Contractors referred by COMPANY in this list of Bidders.
• Include criteria and procedure for selection of subcontractors by EPC Contractors in the EPC Packages for
COMPANY approval.
• All equipment identified during FEED works by ENGINEERING CONTRACTOR which required total plant
shutdown, ENGINEERING CONTRACTOR to prepare the TBEs, MRs and PO’s.
7.2 GENERAL PROCUREMENT SERVICES
• Compile a list of nominated/restricted VENDORs for any equipment/item, fully documenting the justification
thereof. ENGINEERING CONTRACTOR shall ensure that no document in the PDR or the EPC Enquiry Package
includes requirements to source material from a nominated VENDOR or from a restricted list of VENDORs without
COMPANY specific approval.
• Identify the requirement of Insurance Spares for the PROJECT based on SGD Project philosophies and include the
list of Insurance Spares in the EPC Enquiry Package upon receiving COMPANY approval.
• Review and provide input to procurement scope of work and related attachments for COMPANY approval in the
EPC Enquiry Packages and ensure that all ‘Procurement’ provisions therein reflect PROJECT requirement for total
supply chain management.
• Provide a list of major equipment/items and include a PROJECT VENDOR list in the EPC Enquiry Package.
• Provide procurement services for long lead items (LLI) as further described in the following section:

SCOPE OF SERVICES
7.2.1 PROJECT VENDOR LIST
ENGINEERING CONTRACTOR shall prepare and propose to COMPANY, a PROJECT VENDOR List considering the
following:
• ADNOC Approved VENDOR List

• Equipment already installed at ADNOC Sour Gas facilities Main Gas, Utilities, Sulphur & Sulphur Granulation
Plants.
• Lessons Learnt from ADNOC Sour Gas facilities Main Gas, Utilities, Sulphur & Sulphur Granulation Plants.
• Changed circumstances since the time of the building of SGP (change of vendor management, manufacturing
location, ownership, product mix, product availability, general industry feedback). ENGINEERING
CONTRACTOR’s own list and experience.
7.2.2 CRITICAL AND/OR LONG-LEAD ITEMS
ENGINEERING CONTRACTOR shall identify Critical and/or long-lead equipment/ bulk item (henceforth LLI) based
on the following criteria:
• Delivery that defines PROJECT Schedule (Schedules taking into consideration, COMPANY experience)
• Delivery that is expected to be longer than 12 months
• Is novel with design, manufacturing, testing and transportation risks and uncertainties
• As a single order is of significant cost (Hence requiring early detailed definition)
• Source is limited or sole sourced
• Required in quantities that could tie-up a significant portion of global manufacturing capacity
• Unique transport logistics (for heavy and large equipment) including from port to site
The Vendor lists for the above shall be supported by justification.
The criteria for 12 months shall be reviewed depending on the COMPANY business objective of achieving the PROJECT
completion target for specific scope.
7.2.3 PROCUREMENT SERVICES FOR CRITICAL & LONG LEAD ITEMS (LLI)
• Identify and provide a proposed list of long lead items for which early procurement action will be required during
FEED for COMPANY approval.
• Develop detailed procedures covering VENDOR pre-qualification and technical evaluation.
• Develop an item-wise list of potential VENDORs for pre-qualification and submit for COMPANY approval.
• Review replies, perform pre-qualification analysis and submit report to COMPANY for approval.
• Prepare material requisition and enquiry packages for LLI Items using COMPANY approved formats. The enquiry
package to VENDOR(s) shall be issued by ENGINEERING CONTRACTOR in the name of COMPANY
Representative.
• Provide responses to the technical queries raised by the VENDORs with a copy to COMPANY. Conduct technical
clarification discussions and negotiations with VENDORs. COMPANY shall be invited to participate in all such
discussions with VENDORs; all notes to be recorded on Minutes of Meeting.
• Perform technical evaluation of offers and provide Technical Bid Evaluation Report. All VENDOR deviations
shall be approved by COMPANY before finalizing the TBE for the PROJECT.

SCOPE OF SERVICES
• Provide transport plan including Logistics study by Third Party Consultant

• Include in the EPC RFT Enquiry Package(s) the Material Requisitions issued to qualified VENDORs, review of
technical bids, technical clarifications, exceptions/deviations finalization, Technical Bid Evaluation Reports and,
consolidation of outstanding technical issues so that these may be ordered by the EPC Contractor immediately after
the award of EPC Contract.
7.2.4 PROCUREMENT SERVICES
ENGINEERING CONTRACTOR shall provide procurement services leading to the preparation of the following
documents to a status that is ready for validation and purchase by the EPC CONTRACTOR:
• Material Requisition
• Specifications
• Data sheet(s)
• AGES addendums to incorporate project specific requirements
• Technical bid evaluations & Technical evaluation reports
For equipment that is duplicate of existing equipment, ENGINEERING CONTRACTOR may use the information
contained in the existing data sheets and material requisition for reference. However, the procurement process shall be
conducted fresh – with at least 3 vendors being issued the material requisition including the one who has supplied the
existing equipment. All interfaces and tie-in points shall be clearly defined in the material requisitions.
Technical evaluation form format and criteria shall be agreed with COMPANY prior to commencement of LLI Technical
evaluation phase.
7.2.5 MATERIAL REQUISITION
The material requisition shall contain the list of applicable technical documentation for the purpose of purchasing the
equipment. The detailed material requisitions shall cover at least:
• General scope of supply.

• Design Basis
• Specifications and addendums.
• Project PIDs, Standard drawings
• Datasheets.
• Vendor document requirements
• Preliminary Inspection and Testing Plan (ITP)
Amongst others, the scope of supply shall consider the following items:
• Pre-commissioning, commissioning, and start-up spare parts.

• Two years operational spare parts.
• Capital/insurance spares.
• Special tools required for installation, operation and maintenance.
• Shop inspection and testing.
• Preservation and packing.

SCOPE OF SERVICES
• Site assistance for installation, commissioning, and start-up.

• Training for operation and maintenance personnel at SITE.
7.2.6 TECHNICAL BID EVALUATION
ENGINEERING CONTRACTOR shall be responsible for liaison with equipment Vendors for assuring equipment
availability and technical feasibility. ENGINEERING CONTRACTOR shall acquire minimum three (03) technically
acceptable offers for the supply of equipment, ENGINEERING CONTRACTOR shall float enquiry to minimum five
(05) VENDOR for selecting minimum three technically acceptable VENDORs.
ENGINEERING CONTRACTOR shall evaluate the technical offers and shall submit technical bid evaluation. Bid
evaluation shall cover major aspects of equipment design, materials of construction, auxiliaries, acceptable technical
deviations, exception, Inspection and Testing requirements etc. ENGINEERING CONTRACTOR shall obtain priced two
years operational spares quotation for LLI equipment.
ENGINEERING CONTRACTOR shall consider the nozzle forces in the technical bid evaluation and ensure that the
necessary actions are taken to ensure that the piping forces are taken care of.
COMPANY AGES and Addenda shall be issued and required for the PROJECT. Where COMPANY Specifications do
not exist, ENGINEERING CONTRACTOR shall develop PROJECT SPECIFICATION for COMPANY review and
approval.
The above is preliminary and will be further developed and optimized during FEED in close consultation with
COMPANY and for approval.
7.2.7 PRE & POST PURCHASE PROCUREMENT SERVICES (OPTIONAL SCOPE)
COMPANY may decide to carry out commercial evaluation and issue the purchase order for selected LLIs during the
FEED Phase itself. In such an event, ENGINEERING CONTRACTOR shall provide the services to the COMPANY as
part of the PROJECT SCOPE but not limited to VENDOR coordination, VENDOR review of front end drawings and
documents, till the purchase order is assigned/NOVATED to the EPC CONTRACTOR. It is covered as an OPTIONAL
SCOPE in SCHEDULE 3 PRICING SCHEDULE.
As an OPTIONAL SCOPE, ENGINEERING CONTRACTOR shall perform the following, but not limited to:
• Assist COMPANY in the commercial evaluation and placement of purchase order.

• Assist COMPANY in management of post-award matters, including but not limited to conducting kick-off
meetings with VENDOR, review of VENDOR documentations, other coordination activities required during
preparation of Novation Agreement with VENDOR etc.
• Include the list of selected VENDORs in the EPC RFT Enquiry Package along with the copies of Purchase Order
and Purchase Requisition. These Purchase Orders will be subsequently NOVATED to the EPC CONTRACTOR.
8. EPC RFT ENQUIRY PACKAGES
ENGINEERING CONTRACTOR shall deliver well-defined Intelligent EPC RFT Enquiry Packages that allow at least
three (03) or more Tenderers to submit competitively priced LSTK bids without any undue exposure to COMPANY.
COMPANY will issue to ENGINEERING CONTRACTOR an electronic copy of its standard EPC RFT Enquiry Package
and ADNOC EPC Form of Agreement, once requested through RFI by ENGINEERING CONTRACTOR.
ENGINEERING CONTRACTOR shall provide the draft Enquiry Package in electronic form with changes tracked for
COMPANY’s review.

SCOPE OF SERVICES
This will include, but not be limited to, the following:
• Review standard Enquiry Package provided by COMPANY for adequacy to any planned solicitation.
ENGINEERING CONTRACTOR shall advise changes to any standard requirement as deemed appropriate and
obtain COMPANY prior approval.
• ENGINEERING CONTRACTOR shall ensure that the Enquiry Packages are structured to facilitate accurate and
complete response from prospective bidders. They should include desired form of response, relevant statement of
work / requirement and any required contractual provisions.
• ENGINEERING CONTRACTOR shall ensure that proper input from COMPANY has been obtained and duly
incorporated and that the deliverables are acceptable to COMPANY.
• ENGINEERING CONTRACTOR shall ensure that the Enquiry Packages do not materially violate COMPANY
contracting policies, prevailing procedures, and regulations. However, ENGINEERING CONTRACTOR may
suggest deviations when it is deemed in COMPANY’s best interest to do so.
• ENGINEERING CONTRACTOR shall ensure that the EPC Enquiry Packages do not include any commercial
information or details, or commercial reports carried out during FEED Study.
• ENGINEERING CONTRACTOR shall ensure that the EPC Enquiry Packages cover the entire PROJECT scope,
are mutually exclusive and adequately and clearly address the interface issues involved.
9. PROJECT CONTROL SERVICES
The list below is preliminary and will be further developed and optimized during FEED in close consultation with
The scope of Project control services to be performed by ENGINEERING CONTRACTOR shall include, but not be limited
to:
• Planning, Scheduling and Monitoring Services

• Cost Estimation Services
• Cost Engineering and Cost Control Services
ENGINEERING CONTRACTOR shall develop standalone project schedule, planning dossier, reporting, costing, etc.
for each distinct scope of work.
Details of services to be provided and the requirements to be met by ENGINEERING CONTRACTOR in respect of each
of the above services are explained below:
10. PLANNING, SCHEDULING AND MONITORING SERVICES
Planning, Scheduling and Monitoring Services are covered by Project Control Requirement Procedure.
10.1 COST ESTIMATION SERVICES
ENGINEERING CONTRACTOR shall prepare for COMPANY approval the following Cost Estimates in a timely
manner to support decision making within the times scale set out in the Agreement. The cost estimates shall be submitted
to COMPANY with complete back-up documentation. Cost estimation procedure of ADNOC GROUP CAPITAL
PROJECTS ESTIMATING STANDARD shall be followed for preparation of all cost estimates. ENGINEERING
CONTRACTOR shall submit a Cost Estimate Methodology procedure to COMPANY for review and approval before
starting the Cost Estimate for the PROJECT.

SCOPE OF SERVICES
10.2 COST ESTIMATES FOR VALUE ENGINEERING STUDIES
Techno Economic studies and factored cost estimate will have an accuracy of ± 25%. All other estimates shall have an
accuracy of ±15%.
The basis and supporting documents like quotations etc. shall be enclosed with the estimate.
10.3 PROJECT COST / EPC COST ESTIMATE
The basis and structure of the estimate shall require approval of COMPANY prior to preparation of the estimate.
Approved PROJECT specific Cost estimation procedure shall be used for preparation of cost estimate.
10.4 COST ESTIMATION FOR VARIATIONS
ENGINEERING CONTRACTOR shall develop detailed cost estimates with back-up for any changes, deviations or
concessions requested. The estimates will be subject to review and approval by COMPANY. ENGINEERING
CONTRACTOR shall incorporate COMPANY comments and revise the estimates as required.
10.5 COST ENGINEERING & COST CONTROL
10.5.1 COST ENGINEERING
ENGINEERING CONTRACTOR shall combine the application of scientific principles and methods with economic and
financial analysis to minimize cost while achieving established objectives and requirements. Life Cycle Cost Analysis
shall be adopted in Optimization Studies and selection of major equipment/ packages.
10.5.2 COST REDUCTION
COMPANY places great importance on the implementation of Cost Reduction ideas, approaches, and methods.
ENGINEERING CONTRACTOR shall carry out services and shall perform in such a manner where COMPANY will
ultimately benefit from savings.
10.5.3 COST TRENDING
ENGINEERING CONTRACTOR shall perform all necessary trending functions by raising necessary documentation as
per COMPANY approved procedure for VARIATION requests (Project Change Management Procedure) covering any
changes in scope, which may be initiated either by ENGINEERING CONTRACTOR or COMPANY.
The full cost of preparing and processing a Contract Trend Notice (CTN) as per approved COMPANY template, whether
ultimately approved or rejected by COMPANY, shall be borne by the ENGINEERING CONTRACTOR and shall not be
reimbursed by COMPANY.
10.5.4 COST REPORTING
ENGINEERING CONTRACTOR shall prepare and issue following cost reports on monthly basis:
• Cost Status Report showing Approved value, Authorized changes, Current approved cost, Expenditure to date,
Earned value and Forecast. The cost status report shall show status of cost as per Work Breakdown Structure
(WBS) and format defined in Project Controls Requirement in the WORK ORDER.
• Contract Trend Notice Register as per the COMPANY approved template.

SCOPE OF SERVICES
10.5.5 ACCOUNTING SERVICES
ENGINEERING CONTRACTOR shall perform all activities required for PROJECT accounting, including, but not
limited to:
• Prepare a Monthly Finance Report including cash flow forecasts.

• Prepare monthly invoices along with all necessary supporting documents as required by COMPANY approved
PROJECT Invoicing Procedure.
• Maintain all accounting records and supporting documentation related to the PROJECT in a proper and
professional manner and in accordance with accounting principles to be agreed by COMPANY.
The list above is preliminary and will be further developed and optimized during FEED in close consultation with
11. CONSTRUCTION PLANNING SERVICES
ENGINEERING CONTRACTOR shall propose an optimum overall construction plan, construction procedure
guidelines, and EPC CONTRACTOR’S scope of work for each EPC Package. Construction planning services shall
include, but not be limited to, the following:
• Preparation of logistic study and issuance of study report.

• (SIMOPS) identify affecting the construction and schedule
• Conduct transportation study for bringing large equipment to the SITE for the PROJECT.
• Review Lessons Learned and develop a Constructability Issues Action List of items to be resolved during FEED.
Prepare a report of resolutions to these issues.
• Perform modularization studies for the construction of the brownfield installations. Possibilities of isolating areas
from the existing Plant (i.e. fencing and access road strategy) and location of lay down areas and construction
workshop taking into account the areas occupied by other Projects.
• Prepare preliminary plan for all temporary facilities required for the construction phase of PROJECT so that these
are properly included in the estimate.
• Develop construction specifications and procedures.
• Develop mechanical completion, pre-commissioning and commissioning system and associated philosophies,
addressing the recommendations of API RP 1 FSC (Facilities Systems Completion).
• Prepare preliminary construction plan, contracting plan and construction strategy for PROJECT.
• Review Project Schedule from construction point of view.
• Review of plot plan and equipment layout.
• Carry out preliminary rigging studies to establish the location of equipment, installation sequence, etc.
ENGINEERING CONTRACTOR shall carry out constructability basic study, viz. "Sequence rigging" and shall
incorporate the outcome in the PROJECT Master Schedule for each EPC Package.
• Review of data/information supplied by Licensors and/or Vendors for their packages as well as equipment to be
specified/supplied by them.
• Prepare a specification for a Construction Management Field Procedures Manual as minimum requirements for
piping as-built and quality documentation deliverables for Operation.
• The constructability workshop and report shall be submitted by ENGINEERING CONTRACTOR for the
PROJECT for all EPC Packages.

SCOPE OF SERVICES
• ENGINEERING CONTRACTOR shall provide all necessary procedures, construction plans, analysis and studies
regarding accessibility to the site, constructability and feasibility.
• ENGINEERING CONTRACTOR shall provide all necessary layouts for the temporary facilities (site temporary
office, warehouse, etc.)
12. PRE-COMMISSIONING AND COMMISSIONING PLANNING
ENGINEERING CONTRACTOR shall perform Pre-Commissioning / Commissioning planning as a part of SERVICES.

This shall include, but not be limited to, the following:
• Participate in flow sheet reviews, development of plot plan and equipment layout.
• Review flow sheets and other process documentation to ensure that all pre-commissioning and commissioning
planning requirements are included.
• Review PROJECT SCHEDULEs for provision and adequacy of pre-commissioning/commissioning planning
services and their duration specified.
• Participate in preliminary safety review of PROJECT.
• Identify special requirements as applicable for this discipline to be followed during detailed engineering.
• Review of data/information/documentation furnished by LICENSORs and/or VENDORs for their packages
including their specific equipment requirements.
The above list below is preliminary and will be further developed and optimized during FEED in close consultation with
13. PLANT HANDOVER PROCESS
Plant Handover Process shall be addressed, this involves plans and procedure and dedicated handover software referred
for EPC phase. Drawings, documents, and manuals.
14. SMARTPLANT TOOLS IMPLEMENTATION METHODOLOGY
1.85 BSCFD Shah Gas Expansion and CO2 Recovery FEED PROJECT will require modification in many existing SGD
units and addition of new units.
ENGINEERING CONTRACTOR shall arrange a meeting either face to face or using video conference facility between
CONTRACTOR & COMPANY SmartPlant experts. This meeting is required to understand the complete SmartPlant
scope of work before starting any activity. This meeting shall be arranged within 15 days after the Effective FEED Project
award date.
14.1 COMPANY SMARTPLANT DATABASE CURRENT STATUS AND EXPECTATION FROM

ENGINEERING CONTRACTOR
Recently 1.45 BSCFD expansion Project is completed and Expansion scope SmartPlant database merging with
COMPANY existing facility database is ongoing. All the redline markups are yet to be incorporated. Hence, COMPANY
will hand-over the available SmartPlant database, redline markup and COMPANY MOC (Management of Change)
affected drawings and Documents.
Additionally, there are a few Minor projects which are ongoing for example;
• Minor Project 1: Additional cooler Installation
• Minor Project 2: Chilled water network upgrade etc’. (Note: Two Projects are listed as examples)

SCOPE OF SERVICES
However, COMPANY will share all the Minor Project data\Drawings and Information available at the time of current
FEED Project SmartPlant design data update.
Apart from the delivered SmartPlant database, ENGINEERING CONTRACTOR shall consider below items while
producing current Project FEED deliverables.
• Redline markup
• COMPANY MOC affected drawings\documents.
• Ongoing and recently completed Minor Projects drawings and deliverables.
Below listed SmartPlant tool wise implementation philosophy shall be followed:
14.2 SMARTPLANT P&ID (SPPID)
Brief information for new SPPID Plant setup is as follows:
• COMPANY will deliver the required SPPID database of the existing facilities, redline markups, ongoing and
recently completed Projects and MOC affected drawings and Documents.
• Methodology for FEED SPPID Database setup, restoration shall be Finalized with COMPANY before the
implementation.
• COMPANY will advise SPPID software version after the contract award.
• Based on the COMPANY standardized SPPID version at the time of Final handover, COMPANY may ask
ENGINEERING CONTRACTOR to upgrade SPPID database to latest required version. ENGINEERING
CONTRACTOR shall upgrade it to latest version before the final handover.
• The extent and details of SmartPlant P&ID database population during FEED to be agreed with COMPANY
before implementation.
• Agreed extent of work shall be documented in SmartPlant P&ID Implementation procedure as highlighted in
section ‘SmartPlant Implementation procedure requirement’.
• COMPANY approval is required for any reference data update or modification.
• Oracle shall be used as a backend database.
14.3 SPPID HANDOVER QUALITY REQUIREMENTS
• Prior to data handover ENGINEERING CONTRACTOR shall ensure that SPPID drawings and data is not corrupt
and do not contain inconsistencies. ENGINEERING CONTRACTOR shall resolve all SPPID inconsistencies
prior to handover.
• Forced recreation must be successfully applied to all the drawings before the final delivery.
• Prior to data delivery, workshare and subprojects must be collapsed and deleted, if any.
• All temporary drawings, test drawings, test symbols & assemblies, test units, temporary filters, reports etc. must
be removed from the SmartPlant P&ID data before delivery.
• SmartPlant P&ID database must be free of any database exceptions and orphan entries. The 'Database Constraint
Exception Report Utility' shall be run to generate the database constraint exception report. The applicable SPPID
delivered constraint utilities mentioned in the report shall be run to clean up all the exceptions.
• All linked files shall be removed and converted into embedded objects prior to delivery.
• Ensure that all drawings shall be up-to-date status.

SCOPE OF SERVICES
• ENGINEERING CONTRACTOR must upgrade the SmartPlant P&ID database to the latest version approved by
COMPANY at the time of delivery.
• As a minimum, the following checks and cleanup shall be performed.
• Clean Data Utility (DelOrpModItems.dll) shall be run Ensure that all drawings shall be up-to-date status.
Refer the following table for comments and justification in case of deviation:
14.4 SPPID FEED DATABASE HAND-OVER REQUIREMENT
• A complete SmartPlant P&ID plant with workshare and project disabled including the P&ID Reference Data
(symbols, templates, assemblies, report templates, rules, insulation spec, modified dlls, item tag format.xml etc.
used in the P&ID creation.
• Excel reports for all the drawings in company approved report template format.
• Compliance table highlighting all approved deviations.
• Any modified source code for all dlls “ItemTag or Validations” that were created for the SmartPlant P&ID project
and must highlight the modified versus delivered code, source code shall be delivered as well.
• PDF files of all the P&IDs as generated from SmartPlant P&ID.
• ENGINEERING CONTRACTOR shall be responsible to eliminate any inconsistencies in the upgrade process to
the SPPID version approved by the COMPANY.

SCOPE OF SERVICES
• ENGINEERING CONTRACTOR shall submit a database consistency and health check report before and after
the upgrade.
• ENGINEERING CONTRACTOR shall take responsibility to validate the data, after upgrade, to the SPPID
version approved by the COMPANY. Any inconsistency noticed during the upgrade shall be documented, and
provided to COMPANY.
• ENGINEERING CONTRACTOR shall facilitate the COMPANY in uploading the data set to COMPANY’s site.
ENGINEERING CONTRACTOR shall resolve any issues, which may arise when COMPANY is
ENGINEERING CONTRACTOR the data, until the ‘Final Acceptance’ is obtained.
• ENGINEERING CONTRACTOR shall submit the following deliverables. The following electronic deliverables
shall be made available on the USB disk or COMPANY Provided shared location.
o Plant Backup file.
o ItemTagFormat.xml.
o Screen shot showing Folder structure used.
o Customized dll files along with source code and documentation.
o Readme file explaining contents/description of files, version of SmartPlant P&ID, SmartPlant Engineering
Manager, Version of Oracle, Oracle Instance Name, Oracle Character Set, Oracle Table space name.
o In case SPPID drawing extracted in Microstation format provide all setup files.
o List of deliverables from SPPID (List of Drawings).
o P&ID Drawings (PDF).
14.5 SMARTPLANT INSTRUMENTATION (SPI)
Brief information for SPI Database setup is as follows:
• COMPANY will deliver the required SPI database of the existing facilities, redline markups, drawings and
Documents of ongoing\ recently completed Projects.
• Methodology for FEED SPI Database setup\restoration shall be Finalized with COMPANY before the
implementation.
• COMPANY will advise SPI software version after the contract award.
• Based on the COMPANY standardized SPI version at the time of Final handover, COMPANY may ask FEED
Engineer to upgrade SPI database to latest required version. ENGINEERING CONTRACTOR shall upgrade it to
latest version before the final handover.
• The extent and details of SPI database population during FEED to be agreed with COMPANY before
implementation.
• Agreed extent of work shall be documented in SmartPlant Instrumentation Implementation procedure as
highlighted in section ‘SmartPlant Implementation procedure requirement’.
14.6 SPI HANDOVER QUALITY REQUIREMENTS
• All temporary and test data, temporary browser views, reports etc. shall be removed from the database before
delivery. All PROJECT and subproject shall be cleared prior to data handover.
• Ensure All SPI data is free of any database exceptions and orphan entries.

SCOPE OF SERVICES
• All software checks as suggested by software vendor shall be completed before Final delivery. (Example
‘checkdb.exe’).
• ENGINEERING CONTRACTOR must upgrade the SPI database to the latest version approved by COMPANY
at the time of delivery.
14.7 SPI FEED DATABASE HAND-OVER REQUIREMENT
• SPI database backup in WATCOM format. (In case of any restoration or database character set issue, COMPANY
may ask for Oracle instance dump file).
• Oracle views, if any.
• PSR report templates.
• Deviations Compliance Table (refer below table)
• A completed SPI database, along with all reference data (this includes Templates and symbols for Hookup, Loop
Drawings etc…), which will give the EPC a capability of generating required instrument deliverables from within
the SPI database using SPI.
14.8 SMARTPLANT ELECTRICAL (SPEL)
Brief information for SPEL Database setup is as follows:
• COMPANY will deliver the required SPEL database of the existing facilities, redline markups, drawings and
Documents of ongoing\ recently completed Projects
• Methodology for FEED SPEL Database setup/restoration shall be Finalized with COMPANY before the
implementation.
• COMPANY will advise SPEL software version after the contract award.
• Based on the COMPANY standardized SPEL version at the time of Final handover, COMPANY may ask
ENGINEERING CONTRACTOR to upgrade SPEL database to latest required version. ENGINEERING
• The extent and details of SPEL database population during FEED to be agreed with COMPANY before
implementation.
• Agreed extent of work shall be documented in SmartPlant Electrical Implementation procedure as highlighted in
section ‘SmartPlant Implementation procedure requirement’.
SCOPE OF SERVICES
14.9 SPEL HANDOVER QUALITY REQUIREMENTS
• SmartPlant Electrical database must be free of any database exceptions and orphan entries. Database Constraint
report shall be used to clean all the exceptions.
• All temporary drawings, test drawings, test symbols & assemblies, test units, temporary filters, reports etc. shall
be removed from the SmartPlant Electrical data before delivery.
• ENGINEERING CONTRACTOR must upgrade the SmartPlant Electrical database to the latest version approved
by COMPANY at the time of delivery.
14.10 SPEL FEED DATABASE HAND-OVER REQUIREMENT
• A complete SmartPlant Electrical plant backup including the Electrical Reference Data (report templates, rules,
modified dlls, etc.) used to generate the electrical deliverables shall be delivered.
• Excel reports for the as-built SPEL database items like Electrical Equip, Cable schedule etc. shall be approved by
COMPANY prior to handover.
• Deviations Compliance Table (refer below):
• Any modified source code for all dlls “ItemTag or Validations” that were created for the SPEL project and must
highlight the modified versus delivered code, source code shall be delivered as well.
• List of Deliverables:
o Zip file backup: Plant backup and site backup (reference schema, templates, title blocks, symbols, schematic
blocks, formats, rules, etc.) used with SPEL project data.
o Oracle DB dump: ENGINEERING CONTRACTOR shall provide Oracle DB dump backup.
o Screenshot showing folder structure used.
o Custom SLD Symbols and Border File Templates: ENGINEERING CONTRACTOR shall deliver these
symbols and templates.
o Custom Schematic and Border File Templates: ENGINEERING CONTRACTOR shall deliver these
symbols and templates.
o Customized Reports: ENGINEERING CONTRACTOR shall provide these template reports.
o Custom Attribute/Symbol list: ENGINEERING CONTRACTOR shall provide detailed report of
customization in case of new attributes and symbols.
o Generated SLD’s, Schematic, Reports and any such report that can be extracted from SPEL on request by
COMPANY. Hard copy of all such required deliverables shall be provided by ENGINEERING
CONTRACTOR. Hard copy in A3 size of all required deliverables as specified within the contract from
within the SPEL database.

SCOPE OF SERVICES
14.11 SMARTPLANT 3D (SP3D)
Brief information for SP3D Database setup is as follows:
• COMPANY will deliver the required SP3D database of the existing facilities, redline markups, drawings and
Documents of ongoing\ recently completed Projects.
• Methodology for FEED SP3D Database setup\restoration shall be Finalized with COMPANY before the
implementation.
• COMPANY will advise SP3D software version after the contract award.
• Based on the COMPANY standardized SP3D version at the time of Final handover, COMPANY may ask
ENGINEERING CONTRACTOR to upgrade SP3D database to latest required version. ENGINEERING
• The extent and details of SP3D database population during FEED to be agreed with COMPANY before
implementation.
• Agreed extent of work shall be documented in SmartPlant 3D Implementation procedure as highlighted in section
‘SmartPlant Implementation procedure requirement’.
The below listed table shows minimum content requirement for 3D Model during 30%, 60% & 90% model reviews for
the PROJECT.

SCOPE OF SERVICES
90%
30% Model 60% Model
Discipline Description Model
Review Review
Review
Civil Fence Gates/Emergency Exits X X X
Main and Access Roads X X X
Paving and Gravel filling including Heavy,
Medium and Light Duty classifications for X X X
Paving
Storm/Clean Water channels X X
Pipe rack Foundations - Preliminary Design X X X
Designed footings X X
Catch Basin/Manholes X X
UG Piping - Storm Water, Oily Water, Closed X X X
Drains, and other UG Sewers (All sizes shall (30% of 4” (70% of 4” and (100% all
be modelled) and above above & 30% sizes)
shall be 4” below shall
Modelled) be Modelled)
All Buildings and Shelters X X X
Trenches X
Major X X
trenches
Pipe Culvert X X
Pipe support Pedestals & foundations X X
Foundations for all Equipment and Pipe X
Racks For major X X
equipments
Structural All Pipe Racks/Tracks/Sleepers X X X
Main Steel X X X
Main Platforms X X X
Major Supports X X X
Permanent Cranes and Hoisting Beams X X
Staircases/ladders X X
Piping Equipment Locations X X X
Drop Zones/Laydown Areas/Truck unloading
X X
facilities
Access ways/Maintenance Access X X X
All piping shall be modelled (All sizes shall X X X
be modelled) (30% of 4” (70% of 4” and (100% all
and above above & 30% sizes)
shall be 4” below shall
Modelled) be Modelled)
Ladders/Stairs - Functional Requirements X X
Valving - Including Control Valves X X
In-line Instruments X X
Safety Showers & Eye Washers X X
Location of Emergency Shutdown Valves X X
Utility Stations X X
Major Pipe Supports X X X
Primary Pipe Supports X X
Pipe Supports-Secondary X X
Firewater Systems X X X
Hydrant, Monitors X X X
Tie-Ins with existing piping X X X
Closed Drain system routing X
Main X X
routing
Vent & Drain X X

SCOPE OF SERVICES
Electrical Main Cable Trays (Instrumentation and

Electrical) X X X
UG Electrical and Instrumentation X X

Electrical Substations, Transformers, X X
Electrical Rooms, MCC’s X X
Area Lighting X X
Instrument Cable Trays/ ducts (below 600mm) X X
Cable Trays/ducts (Above 600mm) X X X
Junction Boxes/ Panels X X
Gas detector poles X X
Control Systems Main Panels X X X
Analyzer House and Shelters shown as
X X
applicable
HSE Analyzer Shelters X X
Spacing Between Units/Equipment X X X
Equipment All equipment in Mater Equipment list
X X X
modelled/identified
Heat Exchanger Bundle Pulling X X
Extent of all equipment foundations and
X X X
interference with underground facilities
Location of equipment auxiliary systems X X
Material handling space, devices, Shelters, X X X
and Laydown area identification
Platforms, Ladders, staircase requirements X X X
around the Equipment
Paving requirements around Equipment X X X
Others Escape routes X X X
Maintenance Volumes X X X
Clash report X X X
14.12 MODEL REVIEW ASPECTS
ENGINEERING CONTRACTOR shall perform 3D model reviews at 30%, 60% and 90% as per the above minimum
requirements with participation from COMPANY/PMC/End User/LICENSOR and VENDOR representatives
The overview content of the Model review shall be:
• Safety.
• Escape & evacuation.
• Operations.
• Compliance with P&ID’s, Equipment Data Sheets, Piping, Electrical/Instrument requirement.
• Maintenance.
• Constructability.
• Accessibility.
• Model Clash Report, database and integrity report to be available for all model reviews.
• Fire Fighting.
• Mechanical Handling
• Line List, Equipment line list, Critical line list for stress analysis and VENDOR drawing.

SCOPE OF SERVICES
3D Plot Plan 30%, & 60% Model Review 90% Model Review
Latest revision of P&ID. Final ITT P&ID.

Latest revision of Equipment Layout/Plot Plan Final ITT Equipment Layout and Plot Plan
Overall equipment drawing for: Final equipment drawing for:
1) Slop vessel with pump. 1) Slop vessel with pump
2) Fire water pump 2) Fire water pump
3) Metering skid 3) Metering skid
Latest revision of Safety Equipment and Escape
-
route layouts
Latest revision of instrument/electrical main
-
cable routing layout.
- Latest revision of Hazardous Area Drawings
14.13 SP3D HANDOVER QUALITY REQUIREMENTS
• SP3D database shall be error free. Database maintenance and data integrity shall be run before the final delivery.
• SP3D Model shall be free from interferences/clashes.
• Workshare, if any must be collapsed prior to delivery.
• All temporary items, unwanted Graphics shall be deleted before delivery. Temporary reference data items like
test styles and test labels shall also be deleted before delivery.
• ENGINEERING CONTRACTOR must upgrade the SmartPlant 3D database to the latest version approved by
COMPANY at the time of delivery.
14.14 SP3D FEED DATABASE HAND-OVER REQUIREMENT
• A complete SP3D Project with workshare disabled including the 3D Reference Data.
• Symbols, templates, assemblies, report templates, styles, labels, rules, customized dlls, etc. used for SP3D Project
execution.
• All MS Excel Catalog bulk load files for all disciplines. It is mandatory that these files reflect 100% of the catalog
database (e.g., such that the entire catalog contents can be recreated by bulk loading these files).
• VB Source code for the customization done during the project. i.e., source code for Piping symbols, Pipe support
assemblies and parts, Equipment’s etc.
• Compliance table highlighting all approved deviations.

SCOPE OF SERVICES
• Following Reports shall be generated before data handover and shall be the part of the final data hand over.
− Final Database integrity Report.
− Report of Equipment Modeled.
− In Line Instrument list report
− Line List Report
• All the TO DO list items shall be resolved however due to software limitation or due to customization issues if
any TO DO item could not be resolved then such report shall be included in the Final Hand over. The Report shall
also have one additional column for explanation of possible cause for generation of this particular TO DO List
item.
• SmartPlant Review (SPR) data set.
14.15 2D DELIVERABLES
The following deliverables shall be fully extracted from SP3D Model:
• Piping General Arrangement Drawings

• Piping Isometrics with Bill of Materials
• Piping Material Take-off
“Issued for Tender” issue of these deliverables shall be extracted from the SP3D model after Final model review or at a
suitable stage of the model completion in consultation with the COMPANY.
3D model shall be used as a reference in the production of the 2D drawing or report for following documents:
• Instrument Cable Tray Layout Drawings

• Electrical Cable Routing Layout Drawings
Notes: The 2D drawings shall be extracted from SP3D. Changes shall be directly incorporated into the 2D drawing. The
extracted drawings shall be processed to normal standard and for such drawings all the information necessary shall be
included in the 2D drawing itself.
14.16 SMARTPLANT IMPLEMENTATION PROCEDURE REQUIREMENT
• ENGINEERING CONTRACTOR shall prepare two SmartPlant Implementation procedures for each SmartPlant
tools. One for FEED Phase and one for EPC phase.
Sr. No Procedure Description Phase Remarks
1 SPPID Implementation Procedure FEED
2 SPI Implementation Procedure FEED SmartPlant Implementation shall be

started only after approval of this
3 SPEL Implementation Procedure FEED document.
4 SP3D Implementation Procedure FEED
6 SPPID Implementation Procedure EPC During FEED phase, this procedure

shall be issued for COMPANY
7 SPI Implementation Procedure EPC review. Approved copy shall be part
of EPC contractual exhibits.
8 SPEL Implementation Procedure EPC
9 SP3D Implementation Procedure EPC
10 SmartPlant Model review Procedure EPC
12 CAD (Microstation) drafting procedure FEED

SCOPE OF SERVICES
• ENGINEERING CONTRACTOR shall start SmartPlant Implementation only after approval of FEED phase
procedure by COMPANY.
• Summary of SmartPlant Procedure requirement.
14.17 MINIMUM CONTENT REQUIREMENT FOR SMARTPLANT IMPLEMENTATION PROCEDURE
• Software full versions information.

• Database instance full details like name, character set etc.
• Plant name and Plant breakdown structure (PBS) details.
• Naming convention of each plant item (It can be part of only SPPID procedure) and item tag configuration with
snapshots.
• General instructions on best practices used in the Industry.
• Details of reference data and symbology setting.
• Revision scheme to be followed.
• Plant item specific drafting/modeling instruction for example (for Equipment, PipeRun etc.) in case of SPPID,
SPEL & SP3D and module specific instruction in case of SPI.
• Extent of scope of work during FEED and EPC Phase of the PROJECT.
• A section for ‘VENDOR Packages’ shall be included in all the procedures prepared for EPC Phase of the
PROJECT.
• Table containing list of attributes which will be populated during FEED and EPC Phase of PROJECT in the
respective SmartPlant tool.
• List of deliverables generated from SmartPlant database during FEED and EPC Phase of the PROJECT.
• SmartPlant Model review procedure for EPC Phase shall include minimum content of model for each i.e. 30%,
60% and 90% model reviews.
• COMPANY approval workflow highlighting any reference data update or software hot fix/ service pack upgrade.
14.18 SMARTPLANT TOOLS REGULAR BACKUP DELIVERY TO COMPANY
ENGINEERING CONTRACTOR shall send all SmartPlant tool wise database backup to COMPANY on monthly basis.
ENGINEERING CONTRACTOR shall upload monthly backup on the Project FTP site (Established by ENGINEERING
CONTRACTOR).
Monthly backup delivery content shall be agreed with COMPANY before first monthly backup delivery. Readme file
listing monthly backup content and version shall be delivered along with regular monthly backup.
14.19 SMARTPLANT HOSTING CONTRACTUAL DOCUMENT PREPARATION FOR EPC PHASE OF THE
PROJECT
EPC execution may be divided among multiple EPC Contractors. Hence, SmartPlant hosting is required to maintain one
database for each SmartPlant tool.
At the end of FEED, ENGINEERING CONTRACTOR shall prepare and issue a scope document highlighting SmartPlant
Hosting requirement for the EPC Phase. The minimum content of this document shall be:
• ENGINEERING CONTRACTOR shall identify one major EPC Package as a host and rest all packages as a
satellite.
• ENGINEERING CONTRACTOR shall clearly list down scope of each EPC Contractor.
SCOPE OF SERVICES
• EPC package wise responsibility matrix for all the parties for SmartPlant activities shall be part of this document.
• All the required IT infrastructure including servers, software, Network etc. shall be part of this document.
• ENGINEERING CONTRACTOR shall clearly mention in contractual document that handed over SmartPlant
FEED database to EPC CONTRACTOR is for reference and EPC CONTRACTOR has to update COMPANY
existing facility database as per As-Built update done by EPC CONTRACTOR.
15. DRAFTING
• ENGINEERING CONTRACTOR is required to use the application software: MicroStation v8i(.dgn) approved
by COMPANY.
• ENGINEERING CONTRACTOR must ensure that all model files and drawings contain the working units as
established by COMPANY (i.e. master, sub, and positional units).
• All 2D drawings will conform to the designated level structure approved by COMPANY.
• ENGINEERING CONTRACTOR will maintain “master” cell library as approved by COMPANY. COMPANY
must approve all cells.
• ENGINEERING CONTRACTOR is to use only the fonts within the text structure as approved by COMPANY.
• ENGINEERING CONTRACTOR is required to use pen table approved by COMPANY.
• ENGINEERING CONTRACTOR is required to adhere to the line weight structure approved by COMPANY.
• ENGINEERING CONTRACTOR is required to adhere to the line styles approved by COMPANY.
• ENGINEERING CONTRACTOR must adhere to the standard logical naming convention designated by
COMPANY for all design file directory paths.
• ENGINEERING CONTRACTOR must use the drawing border file for the PROJECT specified by COMPANY.
• ENGINEERING CONTRACTOR must deliver all reference files with the 2D drawing deliverables. Reference
files must adhere to the standard naming convention and standard logical path assignment as specified by
COMPANY.
16. INFORMATION TECHNOLOGY
16.1 INFORMATION TECHNOLOGY AND AUTOMATION PLAN
Software systems must be compatible with existing systems. As a part of the IT and Automation Plan, the
ENGINEERING CONTRACTOR shall establish procedures for reporting, communications, and administration.
ENGINEERING CONTRACTOR shall develop an IT and Automation Plan to establish proper communication between
the ENGINEERING CONTRACTOR, COMPANY, Consultant, Licensors, EPC Contractors, Vendors and other parties
on the PROJECT. ENGINEERING CONTRACTOR shall submit these plans for COMPANY approval prior to
implementation on the PROJECT.
The plan will cover data, document control, procurement, material management, CAD, Video conferencing required with
telecommunication of voice, images, and other multi-media requirements of the PROJECT. The ENGINEERING
CONTRACTOR will use the documents issued for the same subject on the latest project as a major guideline.
ENGINEERING CONTRACTOR shall prepare the plan detailing which applications shall be used during the FEED
Phase of the PROJECT.
Pre-qualification of EPC Contractors shall come from major international engineering/construction

companies/organizations and ENGINEERING CONTRACTOR must confirm that their systems will meet industry
standard norms.

SCOPE OF SERVICES
The deliverables from the IT & Automation Plan will include but are not limited to the following:
• Scope of the IT Plan & Automation in relation to the work.

• Responsibilities for providing input to updating of the plan.
• Hardware requirements by Phase.
• Software requirements by Phase.
• Communications infrastructure.
• CAD requirements by Phase.
• ENGINEERING CONTRACTOR’s EDMS requirements by Phase (ENGINEERING CONTRACTOR shall use
COMPANY EDMS System for communication with COMPANY).
• Phase stands for: FEED, Detailed engineering at Home Office of EPC Contractor, site requirements during EPC,
COMPANY HQ requirements during EPC.
• Standards for:
– CAD
– Hardware
– Software
– Operating Systems
– Programming Language(s)
– Telecommunications and multi-media
– LAN and WAN
– Document Control
16.2 CAD PROCEDURES
ENGINEERING CONTRACTOR shall issue a comprehensive CAD and Drafting procedures document that specifies
the configuration of CAD tools meeting the PROJECT and COMPANY requirements. Refer section related to Drafting
for more details.
16.2.1 CAD DELIVERABLES
ENGINEERING CONTRACTOR shall hand over to COMPANY final CAD deliverables in SmartPlant P&ID (SPPID),
SmartPlant Instrumentation (SPI), SmartPlant Electrical (SPEL) and SmartPlant 3D (SP3D). Refer SmartPlant
Implementation section for more details.
ENGINEERING CONTRACTOR shall ensure that the SmartPlant Tools Databases and format is suitable for direct
utilization by COMPANY and later by EPC Contractors.
16.3 ENGINEERING SOFTWARE
ENGINEERING CONTRACTOR shall refer to FEED Contract Technical Document Requirement Procedure for
Software and native file requirements. ENGINEERING CONTRACTOR shall issue a full listing of applications software
that is intended to be utilized for the FEED services in the IT and Automation Plan to COMPANY.

SCOPE OF SERVICES
COMPANY shall review/approve the applications, software and versions submitted by ENGINEERING
CONTRACTOR in IT & Automation Plan prior to its implementation into the PROJECT. ENGINEERING
CONTRACTOR shall investigate fully if any additional software has to be employed during PROJECT and the same
shall be included and provided accordingly in the IT Plan.
16.4 GIS SOFTWARE REQUIREMENTS
COMPANY uses ESRI ArcGIS software to produce the GIS datasets (ESRI Geodatabase). The datasets, which are
prepared / produced as part of the CAD drawings must be converted or prepared in GIS Format (ESRI File Geodatabase)
with the below specifications.
• Pipeline data (line) should be associated with the 3D information (with Z values).
• ESRI Geo-database format.
• Projection: UTM 39N-WGS-84 Datum / UTM 40N-WGS-84 (As required).
Metadata should be filled for all the feature class.
• Any data that are produced for Pipeline Alignment Sheets, Plot plants, related to the location in the CAD drawings
needs to be created in the ESRI Geodatabase format.
− Proposed Pipeline (line format)
− Plot plan (polygon, line format)
− Detailed Attribute information must be filled to identify the name of the Feature, description, type etc.,
• All point features (point format) including but not limited to the following:
− Crossings
− Cable
− Fence
− Other pipeline
− Power Line
− Overhead
− Road
− Rig
− Track
− Kilometre (distance)
− Borehole
− Standard Test Points
− Intersection Point
− Loop Number
• Topographic Survey Points (Point format)
− Spot heights
− Control points
− Contours (line)
• Any modifications in the plot plan drawings.
• Geotechnical drawings / Soil investigation (location of the bore hole with all associated information in the Table).
17. REVIEWS, COMMENTS AND APPROVALS
All PROJECT deliverables shall be submitted to COMPANY for review, comment and/or approval.
The following procedures are applicable for production, distribution, review and approval of PROJECT documentation
and the tagging convention:
• PM00-DM-PRO-0008 FEED Contract Technical Document Requirement Procedure
• PM00-DM-PRO-0007 FEED/EPC Contracts-Coordination, Correspondence and Control Procedure

SCOPE OF SERVICES
• PM00-DM-FRM-0024 Technical Document Numbering Classification
• PM00-DM-FRM-0004 Correspondence Numbering Classification
• CP04-TS-STD-GEN-0001, ADNOC Sour Gas Asset and Tagging Standard (For Tag Numbering)
COMPANY drawings numbering system shall prevail. ENGINEERING CONTRACTOR may use its own drawing
numbering in addition to COMPANY numbering system for his internal PROJECT control purposes if required.
Any deviations required by ENGINEERING CONTRACTOR shall have COMPANY's approval before implementation.
ENGINEERING CONTRACTOR shall provide weekly update of document/drawings deliverable registers to

COMPANY along with the three-week forecast.
ENGINEERING CONTRACTOR shall provide for safe storage (unauthorized access, environmental affects, protection
from vermin and fire) for all PROJECT documentation throughout the duration of Agreement.
18. QUALITY MANAGEMENT REQUIREMENT FOR ENGINEERING CONTRACTOR
18.1 QUALITY SYSTEM
ENGINEERING CONTRACTOR’s quality system shall fully satisfy all the elements of ISO 9001, "Quality Management
Systems – Requirements” and shall apply the guidelines in ISO 9004 “Managing for the sustained success of an
organization – A quality management approach”.
The quality system shall provide for the planned and systematic control of all quality-related activities performed during
FEED. Implementation of the system shall be in accordance with the ENGINEERING CONTRACTOR's Quality Manual
and PROJECT specific Quality Plan.
ENGINEERING CONTRACTOR shall develop and submit for COMPANY’s review, comment, and approval within
twenty (20) calendar days of the EFFECTIVE DATE of the AGREEMENT, the Quality Plan together with a listing of
related/referenced procedures.
ENGINEERING CONTRACTOR shall provide evidence from the Accreditation Body of their Quality System
Certification, or a recent compliance audit report and attestation from a COMPANY approved auditing body, confirming
Quality System Compliance.
18.2 QUALITY ASSURANCE
18.2.1 PHILOSOPHY
Quality Assurance will be applied at all stages throughout the PROJECT. This will ensure that a unified, defined, and
approved approach is employed and applied during design, manufacture, installation, commissioning and operation.
18.2.2 QUALITY ASSURANCE POLICY
A quality assurance policy and practices should be developed for the PROJECT and will be applied at all stages
throughout the PROJECT.
The policies and practices shall be approved by the COMPANY and be endorsed by the COMPANY Quality Assurance
Manager.

SCOPE OF SERVICES
18.2.3 PROCEDURES
Quality system procedures will be identified, documented, and maintained for all relevant aspects of development, design,
project engineering, construction, inspection, testing, commissioning, maintenance, purchasing, and stores activities and
their management. The procedures will be either contained within, or referenced from, a Specific Quality Plan, to be
developed by ENGINEERING CONTRACTOR for the PROJECT.
18.2.4 AUDITING
The system employed will be the subject of regular audits to ensure its effectiveness. These will be independent audits
under the control of a Quality Assurance Manager.
18.3 PROJECT SPECIFIC QUALITY PLAN
The plan shall be in two sections:
• Section 1: Narrative details of how the ENGINEERING CONTRACTOR interprets the individual elements of the
ISO 9000 Series for the application of his scope of works including the controls and verifications to be in place to
assure Quality during each stage of the FEED.
• Section 2: Detail in a matrix format how the ENGINEERING CONTRACTOR's Quality System addresses all the
elements of ISO 9001. The matrix should also refer to responsible parties within the ENGINEERING
CONTRACTOR's organization for the implementation/control of each area, the applicable procedures used to
control/assure each area and the verifying documents produced for each area.
• Applicable corporate and contract specific procedures, work instructions, checklists, standard forms etc.
• Quality Organization, staffing levels, Competency Assurance of personnel performing work affecting Quality.
• List of design reviews, value improvement practices and workshops planned.
• Project specific audit schedule.
• Control of computer software and validation.
ENGINEERING CONTRACTOR's Quality Management system implementation shall cover all management aspects and
shall impose the same requirements on LICENSORs, VENDORs, SUBCONTRACTORS, as and where involved. The
quality system shall ensure the work is included from the EFFECTIVE DATE of the AGREEMENT until COMPANY’s
acceptance of final deliverables.
The documented Quality System to be implemented on the PROJECT shall as a minimum include:
• ISO 9000 Quality Certificate for Design Services

• Review and monitoring of the Quality System by an independent Quality Assurance organization, within the
ENGINEER's organization, and staffed with sufficient resources to perform the work. Detail of organization and
proposed resources for this PROJECT shall be submitted to the COMPANY including CV's of proposed QA, and
any QC, staff for approval.
• A well-defined and documented quality policy signed by the ENGINEERING CONTRACTOR’s
REPRESENTATIVE shall be submitted demonstrating the ENGINEERING CONTRACTOR commitment to the
Quality Requirement.
• Document Control Procedures to control status and ensure only the latest approved revision of documents are
available for the work.
• Procedures and instructions for the control and verification of design documents and design activities.
• The following is required for Long Lead Procurement of the FEED scope:

SCOPE OF SERVICES
– Methods for selecting VENDORs / SUBCONTRACTORs based on their ability to meet specified
requirements.
– Methods for ensuring that purchasing documents include all necessary commercial, technical, and
quality requirements and data.
– Procedures and methods for the verification of purchased equipment, material, and services by
inspection, surveillance, and compliance audits. The procedures shall provide for the interfaces
necessary to co-ordinate with a COMPANY, certification agency, or COMPANY's designated
inspection monitor/third party as required.
– Methods for determining adequacy of supplier quality system and inspection requirements.
Notes:
1. Where the word documented is included here and in the ISO 9000 series, controlled written procedures/work
instructions shall be in place to direct and control the SERVICES.
2. The overall Project Quality Plan and related Procedures shall be approved to a minimum of ‘Approved with
Comments’ within one month following the EFFECTIVE DATE of the AGREEMENT otherwise work shall not be
allowed to continue with no entitlement for Extension of Time or upwards cost VARIATION to the AGREEMENT.
18.4 AUDITS
Throughout the duration of this AGREEMENT, ENGINEERING CONTRACTOR QA shall develop an internal and
external system and technical compliance audit program for COMPANY approval, which shall include the following, as
a minimum:
• Three audits of every section/discipline/location of the services (one at 30%, 60% of the work progress and final
at 90% of the work progress) against ISO 9001 and the approved PROJECT procedures/specification.
• Audit of activities/functions, directly involved with the production of key deliverables, carried out in
ENGINEERING CONTRACTOR offices for the performance of SERVICES. Audit will also include distributed
execution centers when directly involved in production of key deliverables.
• Where deficiencies are identified, follow up audits shall be required to address them and to assure effective
implementation and confirm closure of actions in compliance with COMPANY requirements.
In addition, COMPANY, PMC or COMPANY approved Third Party Inspector may also perform Quality and Technical
Compliance audits on ENGINEERING CONTRACTOR against ISO 9001 requirements, requirements of this agreement
and the approved Project procedures/ specifications. ENGINEERING CONTRACTOR shall aid and access to their
systems and SUB-CONTRACTOR/LICENSOR/VENDOR systems as required. ENGINEERING CONTRACTOR shall
address findings of these audits within the stipulated time frame agreed with the COMPANY.
18.5 CRITICALITY ASSESSMENT AND QUALITY PROGRAM
To assure all the Design and Specification areas are addressed and meet the requirements of ISO 9001, ENGINEERING
CONTRACTOR shall carry out a full Criticality Assessment exercise on every discipline area/system to enable individual
Quality Programs to be developed.
This will involve development of procedures to evaluate the risk and consequence of structure, containment, equipment
or material failure to Personnel Safety, the environment and continuous operational availability of the facility. It shall
also consider new/special manufacturing considerations or difficulties and requirement for any special controls.

SCOPE OF SERVICES
The results of the assessment shall be used to develop the minimum Quality Assurance and Quality Control requirements
to be applied during design for each level of criticality. It should be noted that this will involve higher level of control
above standard code requirements for high criticality areas and may involve upgrading detail from other areas of this
AGREEMENT. Where the requirement of this Agreement is higher than the calculated criticality, the Agreement
requirement shall be applied.
As part of Quality, inspection, testing requirements for all items procured under PROJECT shall be identified. Inputs
from quality shall be provided to respective disciplines in identifying material testing, stage inspections, final inspections
etc.
Inspection and testing requirements shall be identified irrespective of criticality of equipment service.
Where the requirement of this Agreement is higher than the calculated criticality, the Agreement requirement shall be
applied.
18.6 VALUE ASSURANCE PROCESS (VAP) REQUIREMENTS
ENGINEERING CONTRACTOR shall comply with the requirements of the latest ADNOCs Value Assurance Process
(VAP) for major projects. The VAP is a stage-gate process in which project development is divided into stages,
demarcated by key decision points. A Decision Support Package (DSP) shall be prepared before each gate to support the
decision-making. The DSP shall include all relevant information about the PROJECT, the results from the stage activities
and the associated risks and uncertainties.
Engineering contractor shall prepare relevant documentation and provide support to company to ensure compliance to all
VAP requirements through below activities/submissions/workshops including but not limited to the following:
• The ENGINEERING CONTRACTOR shall provide inputs and documents for independent Project review
/Workshop (IPR) for GROUP COMPANY team (refer to AGPMTMP103C Independent Project Review
Checklists). In addition, ENGINEERING CONTRACTOR to deploy appropriate resources to attend the
workshop and provide support to company for closure of IPR Actions and incorporation of comments as
applicable and agreed with COMPANY.
• PEER Review (PR)- PEER Reviews are independent reviews examining specific project activities or work steps
to assure appropriate quality.
• PEER Assists (PA)- A PEER Assist is an activity in which experienced internal or external professionals with
appropriate level of expertise verify the work and suggest improvement.
• ENGINEERING CONTRACTOR shall provide support to company in addition to documentation/workbook

preparation for the Independent Project Benchmarking.
• ENGINEERING CONTRACTOR shall provide support to company in addition to documentation for the
CESAR Workshop and deploy appropriate resources to attend the workshop and provide support to company
for incorporation of comments as applicable and agreed with COMPANY.
• ENGINEERING CONTRACTOR to provide the documentation required for the submission of Decision
support Package (DSP) in ADNOC format.
• ENGINEERING CONTRACTOR to participate, prepare required documentation and support company during
the Cost Optimization reviews (COR), in addition to the incorporation of the COR Results/recommendations
within the FEED design.
ENGINEERING CONTRACTOR shall apply Value Improvement Processes (VIPs) as per VAP Guidelines. Listed below
are FEED specific VIPs including but not limited to:

SCOPE OF SERVICES
• Technology selection
• Process simplification
• Deign to capacity
• Waste minimization
• Customized standards/specifications/practices
• Energy optimization
• Facility Optimization
• Constructability
• Value Engineering
• Strategic Master Planning
• Life Cycle Impact Assessment
• System Optimization
• Reliability Improvement
• Risk Assessment & management
• Supply chain optimization
• Predictive maintenance
Some VIPs are repeated along the process.
18.7 DOCUMENT CONTROL AND QUALITY RECORDS
ENGINEERING CONTRACTOR shall implement a Computerized Document Control System for all documents for his
internal document management use with access to all COMPANY personnel for drawing and quality records from initial
engineering stage through to final Document Handover. The system shall provide up to date approval status/tracking of
documents revision control and controlled issue to all parties involved in the works
All Document/Drawings/Correspondences issued to COMPANY for review/approval shall be issued through

COMPANY EDMS System (ACONEX). This COMPANY EDMS System shall be the main system utilized by
ENGINEERING CONTRACTOR and other PARTIES involved on the PROJECT for communication with COMPANY.
COMPANY shall be provided with weekly updated registers from the system and remote electronic access.
ENGINEERING CONTRACTOR shall provide storage for all documents throughout the duration of AGREEMENT
providing environmental, vermin and fire protection.
Document format, indexing system, storage and packaging are to be approved by COMPANY.
18.8 QUALITY CONTROL
If ENGINEERING CONTRACTOR covers any Procurement or Construction elements during FEED, the Quality
Management Requirements for EPC CONTRACTORs (to be made available by COMPANY) shall be followed,
including the minimum inspection level and material certification requirements in the Specification for Minimum Shop
Inspection and Certification Requirements. The Quality Management Requirements for EPC Contractors shall be
included in the EPC Enquiry Package for compliance by the EPC Contractor.
18.9 QUALITY REPORT
ENGINEERING CONTRACTOR shall report quality activities on weekly/monthly basis as a minimum:
• Quality assurance of engineering deliverables - Intra & Inter discipline Checks

• Statistics on comments received from Company and during review workshops
• Report on reviews planned and conducted
• Report on Audits planned and conducted,
• Quality assurance of subcontracted activities
• Status of pre-Qualification of Contractors and bidders

SCOPE OF SERVICES
• Status of Changes proposed

• Audit findings status register and Non-Conformance status register
• Lessons Learned Register
19. TRAINING SERVICES
COMPANY will assign some of its national employees to ENGINEERING CONTRACTOR’s Home Office for the
purpose of hands-on training in various disciplines of Engineering, Procurement, and Management. The trainees will be
integrated in the ENGINEERING CONTRACTOR’s team working on the PROJECT. As such, the trainees will gain in-
depth knowledge of the design, development and specific details of the PROJECT.
The trainees will consist of:
• A total of fifteen (15) personnel will be assigned to ENGINEERING CONTRACTOR’s Home Office(s) for a
duration of two (02) months.
ENGINEERING CONTRACTOR’s Training Program shall cater to the individual requirements. ENGINEERING
CONTRACTOR shall provide, for COMPANY’s review, an outline of a Structured Training Program that would best
serve the requirements of COMPANY. The course content and the scope of coverage shall be discussed and agreed with
COMPANY.
ENGINEERING CONTRACTOR shall be responsible for providing office space, office equipment/facilities and access
to relevant materials used by the ENGINEERING CONTRACTOR’s team. No dedicated course material is required.
A separate Training Coordinator is also not required; this role can be filled by the Lead Engineers that are interfacing
with the Trainees.
All expenses for training services shall be considered as part of ENGINEERING CONTRACTOR’s man-hour
reimbursable rates.
20. ATTACHMENTS
20.1 CONTENTS OF FEED EXECUTION PLAN
Within 21 days of EFFECTIVE DATE, ENGINEERING CONTRACTOR shall prepare PROJECT Execution Plan
covering the following aspects and issue to COMPANY for review. Once approved, the procedure shall be followed by
all the PROJECT personnel.
1. Project Management
1.1. General
1.2. Company approvals and specific requirements
1.3. Project directory
1.4. Project organization
1.5. Key personnel
1.6. Project communications
1.7. Progress reporting
1.8. Project meetings
1.9. Mobilization & Demobilization procedures
1.10. Project filing system
1.11. Project documents
1.12. Tracking of controlled documents
1.13. Training

SCOPE OF SERVICES
2. Contract Administration
2.1. General
2.2. Administration
3. Project Finance and Accounting

3.1. General
3.2. Project numbers
3.3. Project invoices
3.4. Project accounting
3.5. Account payable
3.6. Cost reporting
4. HSE
4.1. Introduction & HSE Plan
4.2. Responsibilities
4.3. HSE Reviews
4.4. Design safety and criticality assessment
4.5. Design and constructability reviews
4.6. Home office safety
4.7. Safety at the job site
5. QA Procedures
5.1. General
5.2. Preparation, review, approval of project documents
5.3. Verification by quality surveillance
5.4. Verification by audits
5.5. Corrective action procedure
5.6. Verification personnel
5.7. Quality reports
6. Engineering
6.1. Design basis if not covered under the AGES Addenda
6.1.1. Local requirements
6.1.2. Units of measurement
6.1.3. Specifications & Standards, Preparation of Addenda to AGES & Standard Drawings
6.1.4. Drawings and specification distribution
6.1.5. Engineering Software programs
6.1.6. Language
6.1.7. Design reviews and validation
6.1.8. Site data validation
6.1.9. Design changes and technical deviations
6.1.10. Confidentiality
6.1.11 Format of Engineering Data Sheets
6.1.12 PROJECT Engineering Deliverables
6.2. Preparation of drawings and documents
6.2.1. General
6.2.2. Dimensioning
6.2.3. Dimensioning practices
6.2.4. Drawing details
6.2.5. Drawing symbols
6.2.6. Elevation, benchmarks and datum
6.2.7. Grids
6.2.8. Nominal
6.2.9. Drafting scales
6.2.10. Drawing sizes
6.2.11. Title blocks

SCOPE OF SERVICES
6.2.12. Standard drawings

6.2.13. Native files
6.3. Drawings and documents
6.3.1. Equipment
6.3.2. Instruments
6.3.3. Drawings
6.3.4. Specifications
6.3.5. Standards
6.3.6. General engineering documents
6.3.7. Unit specific documents
6.3.8. Data sheets
6.3.9. Line numbering
6.3.10. Revision numbering
6.3.11. Electronic file naming
6.4. Technical document control
6.4.1. TDC responsibilities
6.4.2. Reporting of document and drawings
6.4.3. Issue of engineering documents and drawings
6.4.4. Document and drawing files
6.4.5. Third party documents
6.4.6. Electronic document management systems
6.4.7. Closeout requirements
6.4.8. Controlled project documents
6.5. Issue of requisitions and purchase orders
6.6. Company review of documents and drawings
6.6.1. Review and approval
6.6.2. Document classification
6.6.3. COMPANY review status code
6.7. Licensor selection
6.8. List of Adequacy Studies
6.9. Process Safety Reviews
6.10. List of Critical Engineering Studies
6.11. List of Optimization Engineering Studies
6.12. List of Workshops
6.13. Management of Lessons Learnt
7. Procurement and Contracts

7.1. Long lead Items
8. Project Controls
8.1. Deviations, trends and variations
8.1.1. Purpose
8.1.2. Responsibility
8.1.3. Definitions
8.1.4. Procedure
8.2. Cost control and reporting
8.2.1. Objectives
8.2.2. Project control base
8.2.3. Manpower control
8.2.4. Cost reporting
8.3. Code of accounts
8.4. Planning/Scheduling
8.4.1. Purpose
8.4.2. Responsibilities
8.4.3. Schedule levels
8.4.4. Master schedule – Level 1

SCOPE OF SERVICES
8.4.5. Project level schedules – Level 2

8.4.6. Control level schedules – Level 3
8.4.7. Three-week activities report – Level 4
8.4.8. Schedule risk analysis
8.5. Manpower planning
8.5.1. Home office
8.5.2. High value engineering centers
8.6. Progress measurement
8.6.1. Purpose
8.6.2. Responsibilities
8.6.3. Basis of measurement progress
8.6.4. Progress reporting
8.6.5. Progress evaluation
8.6.6. Performance/ productivity
8.7. Miscellaneous
8.7.1. General
8.7.2. Interface and coordination with stakeholders
8.7.3. IT Plan
8.7.4. CAD Plan
8.7.5. General purpose office hardware & software
8.7.6. Access control to Project data
8.7.7. Security
9. Attachments
9.1. COMPANY’s Project Management Organization
9.2. PMC’s Project Management Organization
9.3. ENGINEER’s Project Organization (all levels)
9.4. Forms for Manpower Mobilization, Travel Authorization and Time Sheets
9.5. Forms for Letter of Assistance
9.6. Forms for Invoicing
21. DATA/DOCUMENTS TO BE PROVIDED BY COMPANY
COMPANY shall provide the following data and documents to ENGINEERING CONTRACTOR’s reference and use in
the execution of the FEED Services upon receiving RFI.
• Concept Design Study Report – SEPF Deliverables List (DNC-3 and DNC-5)
• CO2 Recovery 1.45 Deliverables -CRRF Deliverables List
• CO2 Recovery Pipeline Deliverables -CPLF Deliverable List
• COMPANY AGES / Design General Specifications and Standard Drawings.
• ADNOC and COMPANY HSE Standards
• Other procedure and standards
22. BASIC DESIGN AND ENGINEERING
22.1 General Engineering Requirements
ENGINEERING CONTRACTOR shall perform all basic design and engineering for the facilities. The basic design and
engineering shall include activities and deliverables, as described in the following sub-sections;
22.1.1 General
• ENGINEERING CONTRACTOR will organize, control and participate in HAZOP/LOPA/SIL.

SCOPE OF SERVICES
• ENGINEERING CONTRACTOR will organize Energy Optimization reviews for new and modified PROJECT
facilities.
• Licensors shall participate in all relevant reviews such as PID reviews, HAZOP/LOPA/SIL etc. as minimum.
• Update existing documents and drawings affected by the PROJECT.
• Provide input to environmental impact study for new facilities as required. Part of HSEIA conducted by
ENGINEERING CONTRACTOR through 3rd Party consultant.
• Define manning and training requirements for new facilities.
• Determine and recommend laboratory equipment and testing requirements for monitoring the new facilities.
• Company specific philosophy/specifications (RP documents)/ for SGD project shall be incorporated in addition to
the AGES.
22.1.2 Automation and Software
• All software programs used in performing the WORK shall be approved by COMPANY. All native software input
files shall be delivered to COMPANY at the time of final deliverables handover in a hard disk.
• ENGINEERING CONTRACTOR will use a database to maintain COMPANY approved Engineering Document
Deliverables Register (EDDR).
22.1.3 Studies and Calculations
• ENGINEERING CONTRACTOR shall maintain a calculation log. The log and all calculations will be provided to
COMPANY.
• Prepare all studies and incorporate the recommendations, after COMPANY review and approval, into the FEED
design and deliverables.
• All calculations along with design software input files to be provided as part of the final deliverables in the PDR.
22.1.4 All Facilities
• Establish need and prepare topographical and geotechnical survey specifications using Geographic Information
System (GIS).
• Perform necessary soil investigation survey/evaluations.
• Perform necessary topographical surveys.
• Define Hazardous Area Classification requirements.
• Prepare a list of existing documents and drawings that are to be updated as part of this project.
• Update existing documents, P&ID’s etc., affected by the PROJECT.
• All PIDs are in SPPID format.
• Establish piping tie-ins and piping rack connections (inlet/outlet streams, utilities, etc.) and identify shutdown
requirements. Tie-in engineering shall be completed such that it can be implemented during available SGD
shutdown periods.
• Define battery limit conditions (for both OSBL and ISBL).
• Assess flare loading limits.
• Prepare and update line lists.
• Prepare all main equipment process data sheets.

SCOPE OF SERVICES
• Define fire protection systems.

• Prepare instrument data sheets control valves, relief valves, special flow meters, and analyzers. Data sheets do not
need to be developed for instruments inside of VENDOR Packages.
• Review of DCS/ESD network extensions to meet ICS concept, latest version
• Provide I/O count and integrate control to DCS/ESD/PACS program.
• Review and define Process Information Management systems (PIMS).
• Alarm management and alarm review as per Alarm Philosophy AGES
• Review MIS applications.
• Develop the necessary basic engineering package for unit implementation.
• Assist COMPANY in developing long lead item (LLI) purchases.
• Determine drainage, treatment and waste disposal systems requirements.
• Control Room Operator Station Optimization and utilization based on existing Operating Philosophy as well as
considering optimum operator’s load.
• Requirement for additional Operator station and placement in MCB.
• Requirement of Toxic and HC gas detection system (part of F&G system)
22.1.5 Environmental Protection
ENGINEERING CONTRACTOR shall ensure that the following design requirements are followed:
• Full compliance with UAE regulation and all ADNOC Guidelines as a minimum standard.
• No routine flaring. This includes purge and pilot gas.
• Minimization of power requirements.
• No venting of gases from process facilities.
• Utilization of best available technology to minimize fugitive emissions.
• No utilization of Ozone Depleting Substances.
• No discharge of off-spec water to land.
• No discharge of oil or chemicals to land.
• Minimization of waste generation.
• Optimization of facilities footprint (including pipelines) to reduce environmental impacts.
• Minimization of visible impacts, noise and odor.
• No utilization of Asbestos or Asbestos Containing Materials.
22.2 Project Safety Reviews
The reviews shall include:
• EERA for overall facilities (Studies to include capacity of mustering, search and rescue facility). EERA must not
only include capacity for mustering but mustering plans and locations during a toxic release.
• Review breathing air system and requirements
• H2S Studies covering extended facilities and their effect on existing facilities as per CoP

SCOPE OF SERVICES
• Unit spacing study for new units to avoid escalation

• FERA for new propane vessel
• Personnel location system reviews
22.2.1 Hazards and Effects Register
ENGINEERING CONTRACTOR shall prepare a formal ‘Hazards and Effects Register’ using the HAZID review.
The details of the findings of the HAZOP, EIA study, QRA study and other safety reviews shall be included in Hazards
and Effects Register.
The HSE tracking register will monitor the implementation of the action items from different HSE studies/loss prevention
audits. The associated assessments, controls and recovery measures shall be also recorded.
This register is a quality record, demonstrating:
• All hazards and effects have been identified

• Are understood and
• Are being properly controlled.
The format of the register will be submitted to COMPANY for approval. The Hazard Register Sheets used by ADNOC
is the preferred format.
22.2.2 HAZOP/ LOPA/ SIL Study
Prior to freezing the P&IDs, a detailed HAZOP/LOPA/SIL study shall be conducted in the ENGINEERING
CONTRACTOR’s HOME OFFICE for the new and modified facilities; and an interface HAZOP shall be conducted for
the existing impacted facilities.
With all due diligence, ENGINEERING CONTRACTOR shall endeavor to perform the P&ID review and
HAZOP/LOPA/SIL Study back-to-back with the minimum time gap between them to permit drawing updates prior to
Issue for HAZOP/LOPA/SIL. Both the HAZOP and SIL Assignment review will be conducted using the Risk Acceptance
Matrix provided in the “ADNOC Group HSE Management Guidelines - HSE Risk Management” document.
SIL Study shall be conducted soon after HAZOP on the updated P&ID’s.
SIF PRO software shall be used for SIL study including vendor packages.
Spurious trip impact assessment shall be conducted as part of SIL study, and all recommendations shall be implemented
reflecting the P&IDs.
ENGINEERING CONTRACTOR shall review the HAZOP recommendations which emerged out of the HAZOP and
implement the actions in consultation with COMPANY as part of the ENGINEERING CONTRACTOR’s Scope of
SERVICES. Implementation of the HAZOP/LOPA/SIL recommendations is included in the ENGINEERING
CONTRACTOR’s Scope of SERVICES.
ENGINEERING CONTRACTOR shall provide a COMPANY approved certified independent third-party

facilitator/chairman (outside ENGINEERING CONTRACTOR’s organization) for chairing the HAZOP/LOPA/SIL
review and preparing the study report. ENGINEERING CONTRACTOR and Licensor shall participate in the study and
make their discipline engineers available as needed. ENGINEERING CONTRACTOR or the third-party consultant shall
also provide the HAZOP/LOPA/SIL scribe.

SCOPE OF SERVICES
HAZOP for VENDOR packages will be conducted after receipt of sufficient information from VENDOR during detail
design. LOPA/SIL Study may be conducted simultaneous to HAZOP review on the updated P&ID’s.
For the purposes of progress measurement and reporting, ENGINEERING CONTRACTOR shall issue the interim
HAZOP/LOPA/SIL report containing the findings of the review and submission of the final report with all pending action
items to be resolved during the FEED Phase incorporated and closed out shall be the basis of achieving the associated
progress milestone.
ENGINEERING CONTRACTOR shall be responsible for issuing the HAZOP/LOPA/SIL close-out report.
22.2.3 Audits
ENGINEERING CONTRACTOR shall carry out internal audits of the design to ensure HSE requirements are met.
All audits will be submitted to COMPANY in accordance with COMPANY guidelines and based on the approved format.
COMPANY will provide a typical audit report for guidance.
22.2.4 HSE Scope for the EPC RFT Enquiry Package
ENGINEERING CONTRACTOR shall prepare HSE scope of work and equipment specifications for each of the EPC
Enquiry Packages.
23. DISCIPLINE SPECIFIC REQUIREMENTS
Reference is made to List of Specifications and Standards for applicable codes, standards & specifications. That document
also describes how Addenda to COMPANY AGES shall be prepared by ENGINEERING CONTRACTOR, in case of
clarifications regarding preparation of Addenda, ENGINEERING CONTRACTOR shall
23.1 Process Engineering
ENGINEERING CONTRACTOR shall review and verify/confirm the findings of the Concept Study deliverables prior
to relying on that information for FEED.
ENGINEERING CONTRACTOR shall perform process simulations/calculations and select the optimum sizes and
configuration of the equipment, controls, and piping required for the PROJECT.
The assumptions and basis shall be clearly specified for all calculations. ENGINEERING CONTRACTOR shall liaise
with the Licensors and Vendors to optimize and update the Concept Study information based on their feedback.
ENGINEERING CONTRACTOR shall verify hydraulics in the modified as well as new systems, including
• Gas gathering network.

• Pipelines.
• Sour and sweet gas lines, NGL lines, refrigerant lines and lean/rich amine lines.
• Flare sub headers and Main Flare headers.
• Liquid Sulphur piping.
23.1.1 Optimized Process Design
Process design shall ensure that all lessons learnt are addressed and PROJECT facilities are integrated with the existing
facilities to provide unified operational and maintenance interface.

SCOPE OF SERVICES
ENGINEERING CONTRACTOR shall consider and evaluate COMPANY’s own database of process and equipment
configurations and improvements that may be applicable to the PROJECT (to be provide to the successful Bidder).
Refer to Design Review Workshop requirements.
23.1.2 Process Design Basis & Philosophies
ENGINEERING CONTRACTOR shall develop in detail the various philosophy documents as listed below and those in
the deliverables list.
• A detailed process description of the new and modified facilities shall be provided. This shall include a description
explaining the main process characteristics such as normal operation, start up, shutdown, emergency conditions
and turndown operation. This shall follow the Process and Utility Flow Diagrams or Utility Distribution Diagrams.
Design features including safety, environmental and health requirements and how these are provided for in the
design.
• A comprehensive Process Design Basis document with function and scope of all new and modified process and
utility units, unit capacity, flexibility, design feedstock cases and characteristics, basis of design for all cases,
outline description of flow including normal, start-up, shutdown and alternative operations. Battery limit conditions
of all process streams, utilities available and characteristics and conditions at battery limits. ENGINEERING
CONTRACTOR shall obtain from COMPANY all design data required for the design of the new facilities.
ENGINEERING CONTRACTOR shall check, review, and update all the basic parameters and assumptions used
as input for the Concept Study and implement them into the FEED phase.
• Duplicate units and equipment shall be designed applying the same isolation methodology as the existing reference
unit and equipment. For the remainder of units and equipment, ENGINEERING CONTRACTOR shall prepare a
detailed Isolation Philosophy, whenever an equipment or system needs to be shut down or isolated for the purpose
of maintenance/inspection shutdown, process shutdown or emergency shutdown requirements. The isolation
philosophy shall be developed in line with applicable existing philosophies, latest COMPANY Specifications and
other PROJECT requirements.
23.1.3 Operations, Maintenance & Integrity Philosophy
ENGINEERING CONTRACTOR shall provide sufficient definition for EPC CONTRACTOR to prepare comprehensive
operating instructions (draft manuals). It shall include an outline of start-up, shutdown and alternative operations. It shall
also indicate emergency procedures covering utility failures and major operating upsets. The guidelines shall include:
• Principal maintenance requirements

• Pre-Commissioning procedures including special cleaning, passivation (if applicable) or other specialist activities.
ENGINEERING CONTRACTOR shall study how these activities affect the existing utility systems (such as air,
water, steam and nitrogen)
• Emergency procedures covering utility failures (including total power failure) and major operating upsets
• Operation relating to special safety features incorporated into the design of each unit
• A descriptive procedure for specific operations such as start-up and shutdown.
• Any special procedures to be followed
• Tie-in and Shutdown Philosophy
• Isolation and emptying philosophy of long and/or lines with pockets
• N2/He leak testing in sour services, Amine services and high-pressure hydrocarbon services
Tie-in Philosophy shall cover all the tie-ins and address the shutdown requirement and the expected duration of
shutdowns. All tie-in locations shall be physically identified during FEED with site operations. Tie-ins packages will be
prepared by ENGINEERING CONTRACTOR for execution during any opportunity shutdown of the facility.

SCOPE OF SERVICES
23.1.4 Process Data Sheets, Specifications and Drawings
ENGINEERING CONTRACTOR shall prepare process data sheets in format and content approved by the COMPANY
with sufficient detail for all equipment, package units, instruments and specialty equipment and items. The details
provided shall be adequate to proceed to EPC Stage without any further process data search or calculations to be
performed.
ENGINEERING CONTRACTOR shall prepare and deliver all drawings and documents as listed in deliverables list.
ENGINEERING CONTRACTOR shall develop PFDs, UFDs and Heat and Material balance drawings. ENGINEERING
CONTRACTOR shall develop SmartPlant P&IDs for all the new and modified facilities and for tie-in to existing
facilities. Following internal review by ENGINEERING CONTRACTOR, P&IDs shall be revised and issued to
COMPANY for review/approval.
Following the COMPANY review of drawings, a P&ID review meeting (Design Review), attended by key personnel
from ENGINEERING CONTRACTOR and COMPANY, will be hosted by ENGINEERING CONTRACTOR.
Following the P&ID review meeting and COMPANY approval, the drawings will be revised to "Issued for HAZOP/SIL".
Demolition P&IDs shall be developed and provided by ENGINEERING CONTRACTOR.
23.1.5 Process Engineering for ENGINEERING CONTRACTOR Designed Facilities
The list below is preliminary and will be further developed and optimized during FEED in close consultation with and
approval by COMPANY.
• Heat and Material Balances shall be prepared for all cases defined in the process Basis of Design.
• Heat and Material Balances shall be provided by stream for all process units and documented as standalone
tabulation of data. When a stream is multiphase, the properties of each phase will be presented alongside the
composite stream.
• UFDs for offsites and utility balances shall be provided for all utility systems.
• Prepare and update all relevant process and utility flow diagrams (PFDs, UFDs).
• Incorporate the recommendations of the COMPANY appointed Third Party HSEIA Consultant.
• Piping and Instrumentation Diagrams (P&IDs) for process, utilities, offsites, flares, and onshore pipelines in
SmartPlant P&ID Format.
• Development of P&IDs complete with line rating, numbering and material class for all lines.
• Prepare detailed Equipment Lists.
• Design basis and Process description of all new and affected facilities.
• Process data sheets and specifications and sizing for all major equipment.
• Piping line lists for lines shown on P&IDs and material classification for major lines.
• List of principal process and utility tie-ins.
• All adequacy, optimization, and other studies listed in Annexure-08, Attachment 8.1.2.
• Process design and process equipment sizing calculations for the entire facilities.
• Native files for HYSYS and FLARENET simulations and native files for major equipment sizing where
ENGINEERING CONTRACTOR proprietary software is not used.
• Utilities characteristics and their estimated requirement and consumptions.
• Chemical characteristics and estimated consumptions for first filling and normal operation.
• Catalyst characteristics and estimated consumption (based on COMPANY’s experience on existing plant).
SCOPE OF SERVICES
• Plot plan and preliminary equipment layouts.

• Prepare all Process Philosophies Documents.
• Review packages, data, information and process deliverables furnished by LICENSORs and VENDORs. Develop
these packages, data, information and process deliverables for items, which are outside LICENSOR's and
VENDORs Scope of Work to the extent specified by this Agreement.
23.1.6 LICENSOR/VENDOR Designed and Process/Equipment Packages
approval by COMPANY. The level of engineering development shall be inline/same as the Non licensed scope.
P&IDs/Data sheets etc.,
• Liaise with all LICENSORs, Original Equipment Manufactures OEM), & VENDORs and provide COMPANY
with copies of all pertinent correspondence.
• Check process and utility and other documentation to be obtained from LICENSORs Original Equipment
Manufactures OEM), & Vendors for consistency and conformity with PROJECT Specifications, and the specific
requirements and interpretation of the above requirements by Licensors or Vendors.
• All design data or information provided by LICENSORs Original Equipment Manufactures OEM), & Vendors
shall be compiled and provided to COMPANY.
• Develop process data sheets for all equipment, including, vessels, heat exchangers, etc., from data sheets of the
LICENSORS or VENDORS as applicable.
• Check of Licensors Original Equipment Manufactures OEM), & Vendors operating and control philosophy
specified for conformity with the PROJECT requirements and philosophies.
• Arrange with Licensors Original Equipment Manufactures OEM), and Vendors participation in P&ID and
HAZOP/LOPA/SIL reviews.
23.2 Materials Selection & Corrosion Control
23.2.1 Introduction
These services should cover all piping, field instruments, pipelines and equipment (whether packaged equipment or
otherwise) of the PROJECT (whether new or modified existing equipment). It should also cover the tie-in points including
existing piping and equipment until the first isolation valve.
Material Selection and Corrosion Control Philosophy and Materials for Sour Environment along with rest of the AGESs
and their corresponding Addenda are applicable for this PROJECT.
COMPANY’s AGES, and project specifications, if any, may not cover all metallurgical and corrosion aspects and shall
not be interpreted as restrictions on the use of alternative materials selection or corrosion control approach. COMPANY
will consider alternative material selection or corrosion control approaches submitted by ENGINEERING
CONTRACTOR, where such is technically acceptable for the intended service and will result in lower life-cycle cost.
Nothing contained in COMPANY’s Specifications and Philosophies shall abrogate ENGINEERING CONTRACTOR’s
contractual obligations with respect to level and quality of Engineering required for safe, reliable and economic operation
of all facilities of the PROJECT. Whenever COMPANY’s Specifications and Philosophies are not to be adopted, the
ENGINEERING CONTRACTOR shall list all such exceptions with reasons thereof and seek COMPANY approval.
Taking into account the lessons learnt, ENGINEERING CONTRACTOR shall prepare the following documents for
materials selection and corrosion control requirements for review and approval by COMPANY.

SCOPE OF SERVICES
23.2.2 General Requirements
• Optimizing, selecting and proposing the technology of corrosion control measures viz. material selection, design
and fabrication, chemical treatments including chemical injection facilities, protective coatings and linings While
optimizing corrosion control technology, consideration shall be given to the COMPANY specifications.
• Developing corrosion control measures on plant equipment up to the basic design stage including sizing. These
shall include, but not be limited to:
o Review corrosion problems identified by COMPANY (e.g. Lessons Learnt) and propose recommendations to
avoid recurrence of the same.
o Discussions with COMPANY on the corrosivity, corrosion control requirements and optimization basis. This
shall include a Corrosion Risk Assessment Study (CRAS) to be facilitated by COMPANY approved facilitator
provided by ENGINEERING CONTRACTOR in line with API 581 or COMPANY approved alternate for
each piece of equipment and piping.
o Specification of selected materials, special metallurgical design and fabrication requirements if any. This shall
include development of material selection guides and material selection diagrams, CRAS study and materials
selection summary tables.
• Update existing Corrosion Monitoring Philosophy document identifying all details of corrosion monitoring
devices, locations, connection details and methods of interpretation of data (must have software compatible with
existing COMPANY program).
o Basis and Specification of corrosion allowances.
o Specification of protective coatings/claddings for external/internal surfaces.
o Description of chemical treatment, including selection and evaluation and consumption of chemicals and
chemical injection facilities if any.
o Identify the requirements of cathodic protection for In Plant facilities / Buried pipes & Pipelines / Concrete
structures / Temporary CP/Internal and external of Equipment / Tanks by field survey and good engineering
practice and carry out basic design of all cathodic protection systems and equipment.
o Scope of work for any survey/technical evaluation/laboratory testing required.
o Review and approval of data/information furnished by LICENSOR and/or VENDOR related to corrosion
control for integration into PROJECT. Develop data/information required for items which are outside
LICENSOR’s and/or VENDOR's Scope as required.
o Identify special requirements as applicable for detailed engineering.
o PROJECT documents shall cover full definition of material selection/corrosion control measures in sufficient
details to enable EPC CONTRACTORs to bid and carry out detailed engineering.
o Conduct technical audit on material selection and corrosion control by an independent external
Metallurgical/Corrosion expert approved by COMPANY.
o Submit material selection and corrosion philosophy in one document, index of which shall be approved by
COMPANY.
o Develop Cathodic protection systems for on plot and exterior facilities including tank bottoms, tank internals,
concrete, etc.
23.2.3 Materials Selection Guide (MSG)
Refer to AGES for requirements.
ENGINEERING CONTRACTOR shall prepare a consolidated document entitled Materials Selection Guide (MSG),
which is a part of final “Material Selection and Corrosion Control” for each process and utility unit as well as pipelines.

SCOPE OF SERVICES
This is a report with narrative explanation of MSDs and Material Selection Summary Tables. The MSGs shall include as
a minimum the following:
• Brief description of the process with percentages of all the contents detrimental to the corrosion, such as chlorides,
H2S, water, etc.
• Brief description of the corrosion and metallurgical degradation mechanisms applicable to the unit (including
literature sources).
• Basis of materials selection specific for the unit.
• Explanation of material selection for piping, equipment, and other corrosion control approaches to resist the
degradation mechanisms.
• Acceptable Corrosion Risk Rating applicable to the plant. Equipment list, criticality ratings, selected materials,
corrosion allowance and proposed method of corrosion / fouling monitoring.
• List of critical components / locations and the corresponding proposed method of corrosion control, i.e., selected
material, use of internal lining, use of inhibitors, cathodic protection, painting, etc.
• A list of all applicable lessons learned and how they were addressed.
Licensor and VENDOR packages shall also be included in this guide.
The MSG shall be prepared with the view of achieving minimum total life cycle cost.
MSG shall document metallurgical requirements for inclusion in fabrication and welding specifications. It shall also
document, quality control requirements and metallurgical requirement for material and equipment to be included in the
purchase specifications and material requisitions. Extent of inspection and acceptable criteria shall be developed in tabular
form.
ENGINEERING CONTRACTOR shall use the latest Corrosion Study software. All Assumptions and limitations (if
there) etc must be clearly spelled out.
23.2.4 Materials Selection Diagrams (MSD)
ENGINEERING CONTRACTOR shall prepare color coded Materials Selection Diagrams (MSDs) utilizing the
PROJECT Process Flow Diagrams (PFD) to specify material selection and corrosion control systems applicable to all
units including Process Units/ Utilities/ Licensor Packages/ Vendor Packages/ Offsite systems. COMPANY shall approve
the format of the MSDs. Apart from DGS requirements, the MSDs shall include:
• Proposed Materials of Construction

• Corrosion allowance and criticality index
• Chloride and oxygen level in PPM
• NACE conformity for SSC and HIC
23.2.5 Corrosion Risk Analysis Study (CRAS)
Upon COMPANY approval of MSDs, ENGINEERING CONTRACTOR shall develop necessary specifications for
carrying out CRAS. It shall be quantitative or semi-quantitative to component level in line with the API RP-581 or
alternate system approved by COMPANY.

SCOPE OF SERVICES
ENGINEERING CONTRACTOR shall appoint a THIRD PARTY expert/agency (approved by COMPANY) and define
the methodology of the CRAS. CRAS shall be performed on each piece of new as well as existing equipment and piping
impacted by PROJECT including Process units/ Utilities/Package Units/ Pipelines/ Gas Gathering System to assign a
Risk Rating due to corrosion.
CRAS shall identify:
• likelihood of problems (corrosion, cracking, etc.);

• ability to detect these problems before leaks or catastrophic failure occur;
• the consequences of a leak, vapor cloud, toxic leak, fire, etc.; and
• risk rating as determined by combining these factors.
COMPANY shall approve the methodology (prior to the workshop), failure rating factors, risk rating matrix results, and
the final CRAS report.
Final CRAS report shall include the risk of material selection and damage mechanism as per the clearly marked Corrosion
Loops in MSD.
23.2.6 Life Cycle Cost Analysis for Material Selection
Life cycle cost analysis shall be done to whenever there is not a “standard” proven and cost effective option, and two or
more alternatives, as approved by COMPANY, are being considered.
The metallurgical and corrosion specialists of the ENGINEERING CONTRACTOR shall also participate in the value
engineering to recommend cost saving ideas for implementation in the Project with COMPANY approval.
23.2.7 Material & Corrosion Audit (MCA)
The MCA shall be conducted by ENGINEERING CONTRACTOR once MSGs and MSDs are reviewed by COMPANY.
COMPANY approved External Metallurgical/Corrosion specialist consultant hired by ENGINEERING CONTRACTOR

shall perform the Material & Corrosion Audit (MCA). ENGINEERING CONTRACTOR shall prepare the scope of work
for external specialist consultant for COMPANY approval. The MCA shall be performed on each piece of new as well
as existing equipment and piping impacted by PROJECT including Process units/ Utilities/Package Units/ Pipelines/ Gas
Gathering System.
The balance of recommendations of the audit shall be specified by ENGINEERING CONTRACTOR in the appropriate
narrative of the EPC Package as modifications that shall be implemented during detail engineering by EPC
CONTRACTOR.
23.2.8 Materials Selection Summary Table (MSST)
Selected materials corrosion risk rating, and corrosion allowance specified for equipment, equipment components, and
piping systems that are indicated on the MSDs shall be summarized table format on the “Materials Selection Summary
Table” (MSST). The MSST shall be submitted with the final MSDs.

SCOPE OF SERVICES
23.2.9 Risk Based Inspection (RBI)
Refer to AGES for requirements. ENGINEERING CONTRACTOR shall prepare RBI Methodology/procedure for the
EPC Phase in line with COMPANY requirements.
23.2.10 Equipment and System Preservation and Internal Cleaning
ENGINEERING CONTRACTOR shall define equipment and system preservation requirements for the duration until
commissioning.
ENGINEERING CONTRACTOR shall identify the process equipment/services Control, Automation system equipment
that will require internal cleaning and on-stream cleaning. ENGINEERING CONTRACTOR shall confirm suitability and
specified materials for intended internal cleaning operations. Internal cleaning procedures shall be specified in sufficient
details to enable cleaning operation to be carried out without undue risks of corrosion. If on-stream cleaning is required,
it shall be conceptually justified.
23.2.11 Corrosion Monitoring
Corrosion monitoring comprises direct and indirect techniques that include intrusive, non-intrusive, online and offline
systems. Corrosion monitoring data is used to enhance knowledge of corrosion degradation or effectiveness of inhibition
and process treatment, therefore allowing action to be taken to prevent potential failures.
Direct techniques measure a parameter changed directly by corrosion and may be intrusive or non-intrusive. Intrusive
techniques e.g., weight-loss coupons, must penetrate through the pipe or vessel wall to gain access to the internal process.
Non-intrusive techniques monitor from the outside of the pipe or vessel without having to enter the equipment e.g.,
ultrasonic sensors.
Indirect techniques measure a parameter that affects, or is affected by, corrosion. Indirect techniques may be online or
offline. Online measurements are made whilst the monitoring device remains in the system, and measure parameters
changed directly by corrosion, e.g., hydrogen patch probe. Examples of offline methods include samples or specimens
that are taken away for analysis.
The design and installation of corrosion monitoring systems shall be considered during the PROJECT stages.
Corrosion monitoring points shall be situated to enable reliable assessment of the corrosion mitigation measures and to
monitor the effectiveness of the chemical treatment program. The location, orientation and number of corrosion
monitoring access fittings shall be in accordance with COMPANY requirements and all fittings shall be installed by
certificated technicians.
All materials shall be specified in line with the requirements of ISO 15156 / NACE MR-0175, AGES-GL-07-001 and
AGES-SP-07-003.
In selecting proper monitoring method for a particular system, the operating conditions, the chemical nature of the fluids
being transported, expected types of the corrosion phenomena and performance of existing corrosion monitoring facilities
shall be considered.
Fixed ultrasonic (UT) wall thickness probes can be used to measure actual metal loss of pipe work and vessels and regular
measurement allows direct assessment of corrosion rate. Probes can be attached to inaccessible pipework e.g., buried /
subsea pipelines and can comprise either single probes or multi-sensor probe arrays.
CONTRACTOR shall identify potential locations and number of non-intrusive corrosion monitoring sensors based on
corrosion risk assessment during FEED phase on project-to-project basis.

SCOPE OF SERVICES
Depending on the fluid corrosivity, non-intrusive corrosion monitoring shall be located as follows:
• Wet sour gas and liquid hydrocarbon streams.

• Sour water streams.
• Streams where corrosion inhibitor is injected.
All monitoring devices should be retrievable from the system for periodic inspection, evaluation, cleaning or replacement,
ENGINEERING CONTRACTOR shall provide the design for corrosion monitoring system for basic thickness data
acquisition and preparation of Base Line Survey Report.
Monitoring location, type of monitoring device, and details of connections shall be agreed with COMPANY. Corrosion
monitoring locations shall be marked on MSDs.
A consolidated document shall be prepared by ENGINEERING CONTRACTOR for COMPANY covering all aspects of
corrosion monitoring.
Corrosion monitoring points shall be located on low pressure, liquid carrying piping. Generally high-performance probes
shall be used. Corrosion coupons (retrieval type) shall not be used in the Project due to high-risk operation.
Corrosion coupons to be utilized as monitoring device – the corrosion coupon access fitting shall be welded in the bypass
piping in between the two isolation valves with proper depressurizing arrangement. The Corrosion Coupons shall only
be removable after depressurizing the bypass piping in operating plant.
23.2.12 External Painting
Carbon steel galvanized low alloy steel, and stainless steel above ground surfaces shall be prepared and coated to protect
against atmospheric corrosion.
High performance painting giving a higher degree of corrosion/abrasion/erosion protection shall be specified.
Inorganic zinc silicate primer without top coating shall not be used under thermal insulation and fireproofing.
23.2.13 Galvanizing
Selected structural steel items, conduit, light standards, cable trays, piping and other items shall be galvanized if specified
on project documents, specifications, drawings, etc. Galvanizing shall be in accordance with COMPANY specifications.
23.2.14 Cathodic Protection
Corrosion control of the external surfaces of buried pipework and buried steel structures in the plant including concrete
foundation will be achieved by coating, supplemented by cathodic protection (CP). Coating of reinforcing steel in
concrete will not be considered, unless specifically mentioned.
ENGINEERING CONTRACTOR shall prepare specifications for cathodic protection design for plant and buried
pipework in accordance with COMPANY specifications for COMPANY's approval as mentioned in the following
sections.
Structure prone to be near sabkha area. Such structure shall have provision for CP system.
23.2.15 Internal Cathodic Protection
Internal cathodic protection shall be specified where it is an established practice of internal corrosion control.

SCOPE OF SERVICES
Water storage tanks shall be suitably painted and cathodically protected. Cathodic protection design and specification
shall be based on NACE document RP0388. Internal cathodic protection system in oil treating vessels shall be based on
NACE document RP0575.
ENGINEERING CONTRACTOR shall prepare specifications for the design of the CP system for internal protection of
equipment subject to COMPANY's approval.
23.2.16 External Cathodic Protection
All buried or submerged metallic equipment, tank bottoms, piping, line pipe and concrete sub-structures, and foundations
shall be CP Protected. The ENGINEERING CONTRACTOR shall use existing documentation to collect data and
information necessary for developing the basic design. To ensure that adequate cathodic protection can be always applied,
equipment shall be suitably electrically isolated individually from the plants to which they are connected.
Electrical continuity of the reinforcing bars of underground and aboveground concrete structures, floors, and foundations
shall be provided in the design.
Within the plant, the distributed impressed current anodes shall be installed with proper isolation at the battery limit.
System shall be properly designed to protect all buried structures and piping.
Remote monitoring of cathodic protection, using a well proven system, shall be incorporated for the plant CP systems.
23.2.17 Cathodic Protection of Concrete Structures
Where steel in concrete is employed in buried locations it will be made electrically continuous during construction.
Provision for interconnection between the continuous reinforcing steel and a threaded boss will then be provided at the
surface of the concrete structure such that cable connections to the current collecting circuit of the plant CP can be made.
The provision of this connection, and any subsequent connections into the CP system, will prevent stray current corrosion
of steel in concrete should this problem occur.
Reinforcing steel in concrete above grade will also be made electrically continuous by bonding with galvanized steel wire
rope but only for critical structures to be defined by the ENGINEERING CONTRACTOR.
This facility will allow cathodic protection to be applied in the future should it become necessary. However, initially
protection in the atmospheric zone will be by the application of suitable barrier coatings to reduce the ingress of chloride
ions and other contaminants.
ENGINEERING CONTRACTOR shall prepare specifications for cathodic protection design and monitoring for concrete
structures in the plant for COMPANY’s approval. A suitable provision shall be made for CP monitoring.
23.2.18 Corrosion Under Thermal Insulation and FireProofing
ENGINEERING CONTRACTOR shall evaluate corrosion risks under thermal insulation and specify corrosion control
measures. The limits of leachable chlorides and pH of insulation material shall be specified.
The NACE Report 6H189 shall be taken into consideration. As a minimum, ENGINEERING CONTRACTOR shall
incorporate the following requirements:
• All insulated surfaces shall be painted. For surfaces below 93°C, the paint material shall be suitable for immersion
service per COMPANY specifications.
• Full three coat system shall be applied at under lagging locations to mitigate under lagging corrosion.
• The limits of leachable chlorides and pH of insulation material shall be in accordance with COMPANY
specifications for “Hot Insulation” and “Cold Insulation for Piping and Equipment.”

SCOPE OF SERVICES
• The insulation system shall be designed to prevent rainwater, water splashes, etc. from passing through and wetting
the insulation and the insulated surfaces as detailed in the above-mentioned project specifications for insulation.
External thermal insulation material, essential for low temperature service, shall be non-absorptive and impermeable to
prevent under lagging corrosion over a long period. A baseline thermography survey shall be conducted for low
temperature insulation.
23.3 Fire & Gas Detection and Protection
Services include:
• Fire Risk assessment

• Development of Fire Protection System design for the PROJECT taking into consideration PROJECT
requirements. This shall also include SIL3 certified PLCs interfaced interfaces with existing facilities for
integration where applicable.
• Development of data sheets.
• Equipment and facilities spacing criteria.
• Gas and H2S Detection System (as required) definition (DCS based) and selection based on maximum reliability
and safety.
• Fire Alarm system definition and selection based on maximum reliability and safety.
• Gas and Fire Detection System and VESDA description including synoptic panel, graphic display, cause and effect
diagram and voting system for actuation.
• Integration of the new Gas Detection system and new Fire Alarm system with the existing systems.
• Fire water system, Gas suppression system, deluge system, foam system etc. shall be defined as necessary.
• Passive fire protection requirements.
• Review Licensor and/or Vendors packages and incorporate their requirements in design and engineering to the
extent specified by this Agreement.
23.3.1 Fire & Gas Protection Design Basis
ENGINEERING CONTRACTOR shall prepare a PROJECT specific Fire & Gas Design Basis in compliance with AGES.
Fire and Gas detection and requirements for detectors and their locations shall be identified during the FEED and verified
by EPC Contractor based on the Fire and Gas Mapping Study.
ENGINEERING CONTRACTOR should consider the following:
• HC compressor lube oil reservoirs should be fire protected by N2 blanket.

• Fixed foam/water monitors should be installed in liquid hydrocarbon handling areas.
• Liquid hydrocarbon pumps, vessels, tanks should be protected by a fixed gas detection and fixed firefighting system
• Enclosures for diesel emergency generators, compressors and pumps should be protected by suitable firefighting
system (total flooding type).
• Special requirements for Red Zone and Gas gathering areas.
• New alternate proposal for F &G detectors considering the existing ones in red zone and gas gathering to address
severe conditions causing spurious trips.

SCOPE OF SERVICES
23.3.2 Active Fire Protection/Fire Fighting (FIFI)
The firewater system will be evaluated and designed in accordance with statutory requirements and COMPANY
specifications to protect the plant in case of fire. Considering the flammable nature of the fluids contained within the new
facilities, the main FIFI system shall be the Emergency Shutdown System (ESD).
The water requirements of the deluge system will be assessed against the capacity of the fire water system to determine
extra firewater storage and pumping capacity. This assessment shall consider the principle of the largest two fires
occurring simultaneously and other factors as described in this document. Firewater network should be kept at a pressure
not less than 8 barg at any time.
All deluge systems are to be supplied by firewater from two different headers to ensure continuous water supply.
23.3.3 Passive Fire Protection
Passive fire protection shall be installed, wherever needed, on steel supports, storage tanks, towers, vessels, heaters and
other process equipment when subjected to severe temperature generated by a liquid hydrocarbon or gas fire. These
supports must be protected with a 3 hours protection rating.
The type of passive fire protection material chosen shall be in line with COMPANY specification and will depend on the
nature of the equipment to be protected and shall be supported by a suitable record of experience or any other material
listed by UL which will restrict the temperature of the metal being protected to 1000°C.
23.3.4 Fire Fighting Facilities
New fire protection facilities shall be designed based on the following:
• Fire water demand and firewater storage and pump capacity.

• The latest editions of the NFPA codes and standards.
• Applicable COMPANY Codes of Practice, guidelines, Specifications (AGES) and addenda.
• Related standards of IE codes.
• Referenced API standards and safe procedures.
• Good engineering standards.
• Regulations and practice codes.
Both process and equipment design shall be based on following engineering practice such as adequate separation distance
of equipment, incorporation of emergency shutdown systems, relieving systems, fire proofing, drainage systems, and
other special safety considerations for the individual process requirements, conforming to internationally recognized
codes and standards.
Furthermore, the building design such as plan, firewall, means of egress and ventilation shall follow internationally
recognized codes and standards.
23.3.5 Maximum Risk Evaluation
The assumption of maximum risk shall be based on the volume of the whole plant and the number of units, equipment,
etc. This is to be reviewed by ENGINEERING CONTRACTOR and approved by COMPANY.
The requirements assume of one major fire risk for each line and its facilities (the major risk is that which places the
maximum demands on extinguishing agents and equipment).
The design will consider the automatic systems and the mobile equipment, requiring minimum number of fire fighters.

SCOPE OF SERVICES
ENGINEERING CONTRACTOR shall define the emergency control philosophy in detail.
ENGINEERING CONTRACTOR should consider the following HSE requirements:
• Suitable access and platforms should be considered for all vessels, valves, side glasses, etc., within the plant for
the safety of operating personnel.
• All vertical ladders to be provided with safety cages and safety chains at each platform.
• Traffic and safety signs should be in Arabic and English.
• H2S/SO2/HC monitoring stations in areas where H2S/SO2/HC gas accumulation is possible.
• Safety signs to identify HSE Hazards in plant as well protective equipment requirement. Marling on floor surface
shall be provided to highlight hazards. EER signs provided at all elevation of the unit.
23.3.6 Self-Supporting System
Although “Mutual Aid” is available, design of the fire-fighting system will assume that no firefighting equipment and/or
no manpower for fighting fires from outside the plant will be available in case of fire.
A fire within the plant will be controlled or extinguished by COMPANY brigade, by use of COMPANY fire engines and
COMPANY installation of firefighting equipment and devices.
Taking into consideration the response time of the plant fire brigade shall not exceed 6 minutes, the above is to be
reviewed by ENGINEERING CONTRACTOR and approved by COMPANY.
23.3.7 Selection of Fire Extinguishing Medium
The selection of different extinguishing agents shall be based on the following:
• Water shall be used to cool metal surfaces, to control fire intensity, to prevent ignition, and to prevent formation of
flammable vapour clouds.
• Low expansion foam shall be used on water insoluble flammable or combustible liquids.
• Gases (carbon dioxide and INERGEN) shall be used on mechanical, electrical equipment, substations or buildings
where water is not permitted.
• Dry (BC) powder will be used on small spill fires involving flammable gases or liquid and combustible liquids.
• For the new buildings associated with the project, to verify an alternative solution to Inergen system existing one
and economic evaluation.
Protective measures appropriate to the risk shall be selected from amongst the following:
• Fire hydrants
• Fire hydrants with monitor
• Hose storage boxes
• Water hose reels
• Steam nozzles for pumps protection
• Steam hose reels
• Fixed water spray system
• Fixed steam rings

SCOPE OF SERVICES
• Fixed foam system

• Fixed environmentally friendly system
• Fixed carbon dioxide system
• Heat detection system
• Smoke detection system
• Very early smoke detection and alarm system
• Manual alarm push buttons, general siren
• Mobile equipment (dry powder portable and wheeled extinguishers and carbon dioxide portable and wheeled
extinguishers)
• Combustible gas detection system
• Toxic gases detection system (H2S)
• Emergency communication equipment
• Fire alarms
• Fire blankets
• Safety gear shelter
• Firefighting equipment shelter
Based on the applicable code recommendation a study shall be carried out to assess the firewater demand and to ensure
that the proposed storage and pumping facilities are adequate for fire risks of existing and expanded facilities.
ENGINEERING CONTRACTOR should consider the following:
• Protection measures for the new Units in various Zones shall be similar to the existing Units in same Zones with
lessons learnt.
• The Sulphur granulation building has special requirements for firefighting. SO2 is generated in a fire so it is fought
remotely.
• Liquid hydrocarbon pumps, vessels, tanks should be protected by a fixed gas detection and fixed firefighting
system.
• Enclosures for diesel emergency generators, compressors and pumps should be protected by a suitable firefighting
system (total flooding type).
• Fixed firefighting systems required for electric sub-station panels and switchgear and transformers.
• Floating roof tanks to be provided with automatic foam (operation and mixing) system and fixed cooling system,
and cable sensors for fire, connected to Main Control Room and Fire Station.
• The following equipment, which handles C4 and lighter products, are to be protected by a fixed firefighting and
cooling system, with fireproofed supports for vessels and columns.
a) Vessels, columns and exchangers holding a liquid hydrocarbon more than 5 m 3
b) Compressors
c) Pumps
d) Pumps or equipment containing flammable products that is located underneath air-cooled heat exchangers
(chimney effect).

SCOPE OF SERVICES
• Fire Water System

a) Fire System Piping:
– Minimum size of fire water main 8 in.
– Shall be installed underground, depth not less than 1.1 m.
b) Isolation valves shall be provided on the fire system piping, similar to the existing system.
23.4 Environmental Engineering
ENGINEERING CONTRACTOR shall refer to HSEIA and HSE scope of work requirements during FEED for complete
scope.
ENGINEERING CONTRACTOR shall provide the following Services, which shall include studies, development of data,
information, specifications, systems, and processes and controls for the following:
• Prepare Design Basis.

• PROJECT effluent disposal and pollution prevention methods, procedures and safeguards including during
construction phase – covering all solid, liquid and gaseous phases and mixtures there off.
• Air quality management & monitoring including hydrocarbon gas disposal to flare system, relief gas/liquid
blowdown.
• Waste fluid (including water) quality management & monitoring including disposal/ drain facilities.
• PROJECT noise analysis
a) The noise level should not exceed 85 dB (A) at 1 m away from equipment/machinery.
b) Intermittent noise level 115 dB is accepted for a maximum period of 15 minutes.
• Dispersion and radiation studies for flare and vent systems if the flare capacity is increased compared to the existing
flare design.
• Fire water supply system and tie-ins
• Measures to be adapted to limit and control plant spills and contamination within acceptable levels and complying
with statutory regulations where applicable.
23.5 Pipeline Engineering
ENGINEERING CONTRACTOR’s CONTRACTOR shall be responsible for the preparation of all engineering
documents as per Minimum FEED deliverables and including, but not limited to the following:
• Pipeline Basis of Design

• Pipeline Routing Selection Study Report
• Adequacy Study Report
• Conducting Topographical and Geotechnical Surveys through COMPANY approved external consultant
• Prepare the Specifications and Data sheets for pipeline materials and appurtenances. All pipelines and all pipeline
components including induction bends, field bends, barred tees, flanges, isolating joints, pig signalers, pig traps
and pipeline valves etc.
• All material for sour service shall conform to NACE MR 0175 / ISO 15156 and AGES for line pipe.
• All carbon steel bends shall have cold bend radius as minimum 40D, and 5D induction bends as per pipeline design
basis.1.5D bends shall not be acceptable in pipeline scope.

SCOPE OF SERVICES
• Pipeline Pigging: Pipeline system shall incorporate all the requirements to facilitate “In line Inspection of pipelines”
as per NACE SP0102 in piggable pipelines (e.g. pup joints every 2 km etc.)
• Perform Pipeline Mechanical Design Calculations including Pipeline Wall Thickness Calculation, road crossing
design calculations, bend (elastic/cold/induction) calculations, equivalent stress calculations etc)
• Perform wall thickness calculations for all pipelines part of the FEED.
• Carry out all required calculations, stress analysis and pipelines thermal expansion controls and anchor blocks for
underground pipelines.
• Perform the calculations for minimum radius of curvature for elastic bend, and maximum change in trench bottom
slope.
• Wall thickness thinning calculations for 5D (hot bends) and 40D (cold bends) bends mother pipe shall be calculated
in accordance with BS PD 8010-1 using a design factor F=0.6.
• The Pre-FEED pipelines route selection study shall be further developed and verified through site visits and
Geotechnical and Topographic Surveys to be performed during FEED.
• ENGINEERING CONTRACTOR shall review and verify the pipeline routes in accordance with COMPANY
pipeline corridor /requirements.
• The master drawings of pipeline routing plans and field area layout drawings shall be updated as part of Detail
Engineering.
• Coordination with ADNOC Drilling / Operations/field services to ensure that Rig crossings are provided during
FEED stage.
• Stress analysis for each Pipeline system shall be performed using Caesar II software (latest version) in compliance
with pipeline design basis
• The FEED stage stress analysis shall accurately model the complete pipeline route profile and soil conditions,
including all transitions from below to above ground and all different types of crossings. ENGINEERING
CONTRACTOR shall submit native and soft copy of the model for COMPANY review and approval.
• Upheaval buckling analysis shall be performed in accordance with the Specification for Buckling of Onshore
Pipelines. The stringent recommendation / outcomes shall be applied including increasing the depth of cover and /
or extra works to avoid line imperfections.
• FEED alignment sheets shall be prepared based on prior approved COMPANY approved pipeline routing,
Topographical survey and Geotechnical investigation. Alignment sheets template shall be as per COMPANY
approved template.
• The alignment sheets shall indicate pipeline markers to be provided every 1Km along the pipeline route, at each
change of direction, and on each side of crossings as per applicable company drawings.
• All information required for the Cathodic Protection System, pipeline coatings and soil data shall be provided on
the alignment sheets.
• The alignment sheets shall incorporate survey information of facilities within at least 200 meters on each side from
proposed pipeline routing.
• ENGINEERING CONTRACTOR shall prepare typical drawing for each type of crossings, i.e. Road, existing
pipeline crossing etc. For major crossings (highway, railways, existing pipeline corridor, etc.)
• ENGINEERING CONTRACTOR to identify the NDRC (HDD or Micro-Tunnelling) requirements for all Asphalt
road, Railway and CICPA fence crossings.
• Collect and analyze Lessons Learnt
• In consultation with COMPANY determine the battery limit functional requirements (including pressures and
temperatures).
• Identify Pipeline crossings and prepare pipeline crossing Index
SCOPE OF SERVICES
• Review and recommend road crossing techniques without the use of any casing pipe and/or concrete culverts and
other reinforcing elements
• Carry out route study, evaluate the options, provide lifecycle cost evaluation of the options, make recommendations
to the COMPANY based on techno-economic considerations including lifecycle cost evaluation
• Perform further engineering based on COMPANY selected route
• Modify the existing general field route maps
• Provide input to Piping and Instrumentation Diagrams
• Carryout Pipeline hydraulic calculations and pipeline size, grade, wall thickness optimization
• Carry out surge analysis of the pipeline system to establish the safe pipeline configuration
• Carry out preliminary pipeline stress analysis to evaluate integrity of buried pipeline
• Carry out preliminary risk assessment for upheaval and lateral buckling of buried pipeline
• Finalize the requirements of pipeline sectionalizing valve stations and develop layout.
• Conduct Pipeline depressurization study and design of venting arrangement(s)
• Studies on Solar Power requirement along the Pipeline route
• Develop operating and control philosophy for the Pipeline system review for integration with existing pipelines
• Develop construction methodology and specification including testing, and drying/inserting and commissioning of
Pipeline System
• Determine and establish requirement for pigging the Pipeline for cleaning, inspection and corrosion monitoring
• Prepare technical documentation and a secure approval from statutory local authorities for pipeline route.
• Development of plot plan and equipment layout and piping arrangements for new pig launcher and pig receiving
and block valve station.
• Establish tie-in requirement with existing facilities; develop a safe methodology for the tie-in with full definition.
• Development of a summary of all tie-ins and develop earlier Tie-in packges
• Develop preliminary quantities of pipeline material(MTO)
• Preparation of Line Tabulation Schedule.
• Pipeline Leak detection system
• Fire and Gas system
• SCADA system and communication
In addition,
a) Verify whether the tie-in operating conditions of the existing pipelines are as per EPC design
b) Evaluate routing options for the new sales gas and condensate pipeline and make recommendations
23.6 Civil and Structural Engineering
The Civil, Structural, and Architectural engineering section applies to site preparation, earthworks, demolition (if
required), foundations, trenching, drainage, roads, paving, signage, structures, buildings, HVAC, fireproofing, sub-grade
structures, underground services and utilities, etc.

SCOPE OF SERVICES
ENGINEERING CONTRACTOR shall perform studies and design of various civil / structural / architectural works such
as equipment foundations, equipment supporting structure, pipe rack, pipe supports, pipe sleepers, U/G pits, access
platforms, crossovers, etc., considering the latest available data (layout, datasheets, equipment lists, weights) required to
substantiate the FEED Phase Deliverables.
Civil deliverables list shall be as per Standard Engineering Deliverables GPE-GE-GDL-001 as a minimum.
ENGINEERING CONTRACTOR’s Services include:
• Review Concept Study deliverables

• Prepare Discipline specific Design Basis
• Site visits and data collection
• Identifying space allocated for PROJECT facilities
• Identifying space allocated for concurrent Projects (so that PROJECT does not encroach that space)
• Performing adequacy study of the existing infrastructure including structures, HVAC, roads, culvers, drains,
drainages, stormwater systems, open drain system, bridges, buildings, pipe racks to support PROJECT facilities,
identifying gaps and designing out the gaps so that PROJECT facilities can be built with least interruption to the
operating plant
• Preparing Addenda for AGES (List of Specifications and Standards) and Standard Drawings where required
• Validate configurations of new infrastructure, and availability of associated plot space facilities.
• Update Standard Drawings as per AGES
• Prepare Scope of Work document for Early Site works
• Prepare scope of work document for topo survey, geotechnical investigation works for the PROJECT
• Prepare Scope of Work document for Demolition works and prepare demolition works drawings
• Ensure that the design offers least obstruction to the operation of the existing facilities during the construction and
commissioning of PROJECT facilities
• Ensure that the design offers greatest construction efficiency without affecting the existing Operations
• Design the equipment foundations and/or major equipment foundation including dynamic foundation drawings for
major rotating equipment as identified in the PROJECT.
• Design new buildings (such as substations, Instrument and Equipment Shelters or similar).
• Verify the structural adequacy of existing pipe racks for additional piping loads and engineer the suitable structural
modifications and prepare modifications drawings.
• Design and engineer the Pipe supports / Pipe sleepers, required at various locations.
• Verify the suitability of existing Road Culverts for additional requirements and propose suitable structural
modifications and prepare modification drawings.
• Identify the requirement of new culverts and design structure for required loads including preparation of drawings.
• Design pits to accommodate blowdown vessels, closed drain vessels, valves and any additional drain pits identified
in the PROJECT.
• Identify the requirement and perform detail design of new Roads & Paving including type of paving, namely Light,
Medium or Heavy Duty, to access proposed facilities and establish suitable network.
• Design roads, road crossings, culverts, drains, pavement, buildings and other infrastructure appropriately
interfacing with existing infrastructure

SCOPE OF SERVICES
• Design and engineer the structural system for Access Platforms / Crossovers, required at various locations.
• Prepare and issue architectural drawings including door, window and finishing schedule for all buildings
• Prepare and issue typical pipe rack, equipment foundation drawings including all civil bill of materials
• Prepare and issue typical pipe rack structural steel drawings including Bill of Material
• Prepare and issue typical shelter structural and foundation drawings including bill of materials
• Prepare basic designs for all buildings (including finishing, door and window scheduling), reinforced concrete
structures, and steel structures, loading and unloading areas
• Assessment and modification drawings of existing structures to be used for the PROJECT and adequacy calculation
reports along with proposed modification drawings if any.
• Define site preparation works (including grading and elevation of site).
• Design trenches and drains.
• Define Landscaping and surface treatment requirements
• Define and designing Fencing
• Design Structures, Pipe Racks, Platforms.
• Civil layouts including all underground routings.
• Define the requirement of Wind sock masts.
• Define Signposts requirements.
• Define Fire Proofing requirements.
• Quantify all Civil/Architectural/ Structural material (as necessary to support the cost estimate).
• Construction Specification for Concrete (when not available as COMPANY Specification).
• Update existing underground layout drawings for the PROJECT new facilities.
• Update existing foundation layout drawings for the PROJECT new facilities.
• Construction Specifications (when COMPANY Specifications are not available)
• Paving, Paving layout and Surface Treatment Definition.
• Utilities, infrastructure and tie-in to existing facilities.
• Preparation of Tie-ins list to existing facilities such as Piperack, Undergrounds systems, roads and storm water
channels.
• Prepare topographic and geotechnical scope of work supporting drawings
• Determine, define and document structural interfaces.
• Study impact to existing HVAC system due to addition of new Electrical or Control Systems equipment to existing
buildings.
• Select suitable HVAC system for various proposed new and existing impacted facilities.
• Prepare Civil/Structural/Architectural input to FEED cost estimate.
• Prepare Civil/Structural/Architectural input to EPC stage SOW.
• Prepare Civil/Structural/Architectural input to EPC stage SCHEDULE.

SCOPE OF SERVICES
23.6.1 Topographic & Soil Investigation Survey
The topographic survey services shall include but not be limited to the following:
• Appointing COMPANY approved Consultant to perform the Survey.

• Performance of all field topographic survey services in strict accordance with all applicable specifications and as
directed by COMPANY inclusive of electronic survey.
• Perform Topographic Survey to establish the location co-ordinates, existing road elevation, existing grade
elevations/contours, existing storm water drainage profile/elevations, and elevations of various proposed facilities,
from all required considerations, from the existing reference point approved by COMPANY.
• Configure a suitable foundation system for all major critical foundation, and for various proposed facilities to
satisfy the allowable clearance with existing foundations.
• Study the existing U/G services interference with proposed facilities.
• Identify the existing U/G services requiring re-routing / modification and establish the suitable network.
• Verification report for existing benchmarks and establishing new bench marks for the PROJECT
23.6.2 Soil Investigation Survey
Soil investigation survey must include the following as a minimum:
• One or two bore holes (depending on the size of foundation) of minimum 30m depth must be placed under each
critical equipment such as vertical vessels, horizontal vessels, columns, major pumps (dynamic foundation types),
compressors (dynamic foundations types) etc.
• Bore hole depth at the sand dunes shall more minimum 50m to 60m or more as per the GEO-TECH specialist
requirement.
• Dynamic properties of soil must be determined for all vibrating dynamic equipment foundations.
• Configure a suitable foundation system for all major critical foundations, and for various proposed facilities to
satisfy the allowable clearance with existing foundations.
The above are the minimum requirements. ENGINEERING CONTRACTOR shall review the same and shall finalize the
above survey requirements in addition to any other additional investigation deemed necessary for the FEED.
23.6.3 Drainage
• ENGINEERING CONTRACTOR shall integrate the PROJECT drainage to the existing systems. All existing plant
services shall be always maintained. ENGINEERING CONTRACTOR shall review the existing design and verify
that the existing drainage system downstream of any proposed connections is adequate to accommodate the
additional discharges from the PROJECT.
• Depending on the outcome of the adequacy study, ENGINEERING CONTRACTOR shall consider upgrade of
existing systems as an option if such upgrade does not adversely affect the operation of the existing plant
• Drainage concepts shall comply with COMPANY specifications and philosophies. ENGINEERING
CONTRACTOR shall perform a study to determine the optimum drainage schemes for Oil free water, Accidentally
Oil Contaminated (AOC), Continuous Oil Contaminated (COC), chemicals, and sanitary effluents.
• Consideration shall be given to utilizing open surface drainage channels for oil free storm water where practical.
• Although total annual rainfall is small, it can occur at any time. The drainage system shall not cause ponding or
flooding and shall not be affected by accumulation of wind-blown sand. Sand traps and reasonable maintenance
provisions shall be given for sand removal.
• Provision shall be made for fire control including firetraps and flooded systems where appropriate.
SCOPE OF SERVICES
• For drainage-surface/sub-surface, sanitary oil water, chemicals, etc., full study and conceptual design and details
including integration with existing facilities shall be carried out during FEED.
• Drain of steam trap points at pipe racks to be directed away from pipe rack pedestal, and other adjacent concrete
structures to prevent damaging to concrete painting.
23.6.4 Existing Structure Adequacy Study
Where it is intended to use existing facilities (buildings, pipe racks etc.) to accommodate the requirements of the
PROJECT, structural adequacy checks for the existing facilities shall be performed by ENGINEERING CONTRACTOR
for the additional loads in addition to the existing loads. Methodology of the adequacy check (design basis) shall be
submitted for COMPANY approval.
Findings of the structural adequacy check shall be developed into a report that shall include: the methodology adopted
for carrying out the structural adequacy check, a calculation report, and drawings showing the extent and type of
modifications to be performed on the existing structure to enable EPC CONTRACTOR to estimate the quantum of work.
While proposing the modification details, feasibility of modification and physical condition of the structure at present
shall also be considered.
23.6.5 Fencing
ENGINEERING CONTRACTOR shall develop fencing requirements with consideration of environmental requirements
and existing plant security requirements. Fencing shall match current existing plant Specifications.
COMPANY standard types of fences/gates shall be as per COMPANY specification and standard drawings.
ENGINEERING CONTRACTOR to determine type of applicable fences/gates for different locations within the industrial
area such as perimeter fencing, operational area fencing, etc. The fencing type and details should be liaised with
COMPANY.
23.6.6 Tankage
• Based on soil investigation and settlement prediction, requirements shall be determined for founding tanks on
concrete ring beams or on crushed rock foundations.
• Bunding requirements to tanks shall be determined based on contents, spacing, firefighting loads, etc. Bund
protection to be developed.
• Drainage schemes for tanks and tank farms to be developed including above and below ground requirements.
Finished surface materials of tank surroundings, bunded area, and bunds to be developed.
• Requirements for drainage fire traps and bund penetrations to be determined.
• Access to tanks and associated equipment to be developed. This includes both pedestrian access as well as vehicular
access for maintenance purposes and shall take safety requirements into consideration.
23.6.7 Sand Control
Actions to limit wind-blown sand from causing problems to equipment, buildings, and general maintenance shall be
considered. Recommendations shall be proposed and after agreement with COMPANY, concepts shall be developed.
Consideration shall be given to grassed and/or landscaped green belts incorporating mounds, fencing or other obstacles,
which will help prevent sand reaching plant facilities.
Cellars in the gas gathering area will require covers to avoid the cellars getting filled with wind-blown sand. Cellars which
could contain hydrocarbon vapors/ gases shall have positive ventilation features with appropriate warnings at the entry,
status lights showing health of ventilation system, indication of concentration of hazardous gas and fixed communication
facilities.

SCOPE OF SERVICES
23.6.8 Buildings and Architecture
ENGINEERING CONTRACTOR shall identify the new buildings for the PROJECT, including electrical substations,
Instrument Shelters, analyzer houses and others. Existing buildings may require modification as dictated by the PROJECT
requirements.
Examples of current COMPANY buildings that shall be reviewed are IES & Substations at the existing plant. These set
the required level of architectural standards in terms of scope, form, mass relationships, size, interior and exterior finish,
etc.
New buildings shall relate to and integrate with surroundings. Paving and landscaping is to be provided so that the
completed buildings and surroundings provide a pleasing form and entity to the eye.
The development of guidelines for location of various buildings in terms of safe distances from the operational/ hazardous
areas, blast assessments, shall be performed. All buildings shall be designed as Shelter in Place which means that building
shall be safe to muster inside providing a protection from potential hazard from nearby facilities (inclusive of SO2 and
H2S). The building shall remain safe for two hours.
Conceptual layouts shall be prepared for all buildings including architectural/civil/structural works, plumbing/sanitary
works, instrumentation, electrical, and mechanical and HVAC works to ensure full coordination of all building services
within the available spaces.
The following categories of Architectural deliverables shall be provided during FEED for each building:
• Architectural Conceptual Building Layout Plans, Elevations, and Building Section(s), including finishing, door and
window schedules and furnishings.
• Architectural Specification (when COMPANY Specifications are not available).
• Building 3D model (abbreviated detail).
• HVAC Flow Diagram.
All exterior building doors shall open outwards to facilitate the escape of personnel in an emergency.
23.6.9 Heating, Ventilation & Air Conditioning Engineering
Note: The list below is preliminary and will be further developed and optimized during FEED in close consultation with
and approval by COMPANY.
This shall include the following:
• Perform preliminary load calculations based on SGD BEDD related to plant/building and equipment as per
ASHARE.
• Establish design criteria for HVAC system design.
• Optimize and select the HVAC system, sizing and selection of equipment, equipment spares philosophy.
• Develop operational, safety and control system.
• Optimize the peripherals required.
• Develop General layouts and Equipment layout for the HVAC system.

SCOPE OF SERVICES
23.6.10 Civil Engineering Maintenance Manual
ENGINEERING CONTRACTOR’s scope is limited to preparing an index of new Equipment and foundations on for the
existing Civil Maintenance Manual. In addition, ENGINEERING CONTRACTOR shall prepare a Scope of Work for
EPC CONTRACTOR to implement the Civil Engineering Maintenance Manual during EPC.
The existing maintenance manual if available shall be modified by the EPC CONTRACTOR to include PROJECT
modifications. In cases, existing Manual is not available, a new Manual shall be prepared by EPC Contractor based on
the Scope of Work prepared by ENGINEERING CONTRACTOR for the PROJECT, and must contain the following
information:
23.6.11 Design Basis
The EPC CONTRACTOR shall provide a brief description of the basis of design for all foundations, structures and
buildings. References to the detailed calculations for each shall be included to enable the calculations to be retrieved if
necessary.
23.6.12 Inspection
The EPC CONTRACTOR shall provide recommendations for the routine inspection of civil, structural and architectural
works to enable the early detection of potentially dangerous deterioration. Shall include guidelines regarding the
symptoms to be looked for, such as locations and types of cracking which could be found in reinforced concrete structures,
etc.
Routine forms for inspection are to be updated and/or provided as necessary for PROJECT modifications.
23.6.13 Materials
The EPC Contractor shall provide a detailed listing of all materials used (both generic types and manufacturers’ details)
in the civil, structural and architectural works, including concrete mix constituents, concrete surface coatings, steel grades,
painting details, fittings, etc. This shall enable COMPANY to obtain compatible materials for future maintenance.
23.6.14 Maintenance and Repair Procedures
The EPC CONTRACTOR shall provide details of recommended repair procedures for common types of failure such as
breakdown or mechanical damage to concrete surface coatings, cracking of small foundation plinths due to reinforcement
corrosion, etc.
23.6.15 Finishing Material Manual
The EPC CONTRACTOR shall provide additional list of all finishing materials used in the PROJECT buildings including
material catalogues and sources to enable the COMPANY to obtain such material or equal for future maintenance.
23.6.16 Concrete Asset Management System (CAMS)
For the reinforced concrete structures, EPC CONTRACTOR shall prepare a computerized database system to help carry
out periodical inspections and monitor the evaluation of deterioration, if any.
ENGINEERING CONTRACTOR shall prepare Scope of Work for EPC CONTRACTOR to develop a computerized
database system of Concrete Asset Management System for the PROJECT.
23.6.17 Settlement Check Survey Program (SCSP)
ENGINEERING CONTRACTOR shall prepare Scope of Work for EPC CONTRACTOR to develop a computerized data
base system of Settlement Check Survey Program for the PROJECT.

SCOPE OF SERVICES
A computerized monitoring system for tanks and critical foundations carrying large loads, rotating equipment
foundations, foundations located in high water table (fluctuating), etc. is to be established.
New tanks, if required and critical foundations shall similarly be required to be monitored for future maintenance.
To include the same in the future surveys, EPC CONTRACTOR is required to provide the following:
• Permanent benchmarks to allow for future check surveys.

• List of tanks and critical foundations/structures proposed for monitoring.
• Monitoring devices (non-corrosive material) embedded in the concrete foundations or fixed on the tanks as
required.
• Plot plans showing locations of the monitoring points and the permanent benchmarks.
• A computerized form and a database approved by COMPANY and filled with the first readings of the monitoring
points surveyed at the completion of the PROJECT.
23.6.18 Corrosion Monitoring Systems for Critical Concrete Structures
Critical Concrete Structures are those that cannot be inspected without adversely affecting plant operation.
The following structures are given as an example:
• Below ground culverts

• Below ground tanks such as Sulphur pits
• Reinforced concrete or pre-stressed pipes
• Major Equipment structures/ Foundations
It is required to monitor the above structures and similar ones using corrosion monitoring systems. New technology allows
for the installation of metallic sensors into concrete structures in order to monitor the corrosion risk at regular intervals.
This way protective measures can be taken before damage occurs while avoiding the need of a shutdown for inspection.
23.7 Piping Engineering
ENGINEERING CONTRACTOR scope shall include, but not be limited to, site survey, complete piping engineering
and design, prepare deliverables all as set forth in FEED scope and in compliance with AGES specified codes and
standards.
ENGINEERING CONTRACTOR shall verify existing conditions and study all on-going interface projects before
concluding the piping design and work needed for the job completions.
The pipe classes shall be identified in the P&IDs.
• ENGINEERING CONTRACTOR shall further develop the Pre-FEED plot plan and arrange the Plot plan review
workshop with participation from COMPANY relevant representatives.
• ENGINEERING CONTRACTOR shall perform any required updates on existing documents / drawings, as deemed
necessary, for the successful completion of the FEED scope.
• ENGINEERING CONTRACTOR to note that the existing operation outages are to be kept to a minimum possible.
Therefore, the CONTRACTOR shall consider that all activities, actions, and requirements for the tie-ins completion
as contained within the scope and specification are planned in detail and in a timely manner.
• Review manual activities in new facilities in 3D Model / Human Factor Engineering Review.

SCOPE OF SERVICES
• Develop Tie‐in Packages including Tie-in Schedule, Tie‐in sketches for early Tie-in package.
• Perform material handling study for all the equipment required maintenance as per existing material handling
philosophy for equipment and associated packages / skids.
• 3D model shall be developed for FEED Scope and facilities related to each discipline with integration in the existing
3D model. Details of the existing 3D Modelling content shall be made available to the ENGINEERING
CONTRACTOR.
• ENGINEERING CONTRACTOR shall perform 3D model reviews at 30%, 60% and 90% project progress with
participation from COMPANY relevant representatives.
• ENGINEERING CONTRACTOR shall develop/update, as a minimum, Piping Design Basis, Key plan, Plot
Plan(s), Equipment Layouts, General Arrangement Drawings, Piping Layouts, MTO, Construction / Demolition
Drawings. New Piping Routings, 3D models, Elevation Drawings, underground layouts and any other drawings
that are required for the successful execution of the project.
• Develop Material Take-Off (MTO) for Piping items and specialty items.
• ENGINEERING CONTRACTOR shall develop and verify the new piping routing based on existing facilities /
arrangement at site and check correctness of information on the As-Built documents by conducting site visits.
• ENGINEERING CONTRACTOR shall use CAESAR-II software latest version for stress analysis.
• ENGINEERING CONTRACTOR shall generate as minimum the engineering deliverables listed in VAP
deliverable list.
• ENGINEERING CONTRACTOR shall perform stress analysis of the new piping systems including the interface
with existing piping till the logical limit stop / anchor point for conservative boundary conditions.
• ENGINEERING CONTRACTOR shall develop a strategy to avoid full plant shutdown and minimize the partial
shutdown time during the execution of the new tie-ins to the existing facilities.
• ENGINEERING CONTRACTOR shall prepare Addenda to COMPANY AGES as required.
• Use the existing piping classes available in AGES or develop new piping class if not available in AGES or existing
PMS.
• Piping material and corrosion allowance for each service shall be based on material selection report / diagram shall
be prepared as part of FEED.
• All valves requirements shall be covered in specifications and datasheets when not available in the AGES
specifications.
• Any valves or fittings, which are required for the design, but do not fall under any of the categories given in the
Piping Material Specification and any applicable addenda utilized during the SGD EPC phase and supplied by
COMPANY, shall be determined as Specialty Piping Items.
• Material for sour service shall comply with ISO 15156/NACE MR 0175 and AGES Specifications and addenda.
• Specifications for fabrication and erection, Insulation, Painting/coating, Galvanizing (if required), Welding, NDE,
Testing, Drying/Inerting and Commissioning shall be prepared as part of FEED, if not available in SGD EPC
specifications.
• ENGINEERING CONTRACTOR’s scope includes preparing material requisition and technical bid evaluation for
all long lead items required as part of the PROJECT.
ENGINEERING CONTRACTOR’s Services include:
• Review Concept Study deliverables.

• Prepare Discipline specific Design Basis.
• Site visits and data collections.

SCOPE OF SERVICES
• SOW for AIV and FIV analysis (As applicable).

• SOW for HOT TAP Works (As applicable)
• Identifying space allocated for PROJECT facilities.
• Identifying space allocated for concurrent Projects (so that PROJECT does not encroach that space).
• Performing adequacy study of the existing piping systems to support PROJECT facilities, identifying gaps and
designing out the gaps so that PROJECT facilities can be built with least interruption to the operating plant.
• Identifying Lessons Learnt that should be applied to PROJECT.
• Preparing Addenda for AGES.
• Developing Plot and Site plans including updating of existing Plot plans for the PROJECT.
• Piping routing studies in the SP3D model.
• Developing required demolition drawings.
• Developing the stress critical line list.
• Carrying out the stress analysis and prepare stress critical line list.
• Developing the SP3D modeling, Model Review procedure and CAD drafting procedures for the PROJECT
ensuring that the new model can be seamlessly and effortlessly integrated with existing model.
• Selection of Piping Materials based on MSD/MSR.
• Develop any new piping material classifications and specifications as required by PROJECT if not available in
COMPANY AGES Specifications.
• Determining internal and external hot/cold insulation requirements.
• Develop valves and specialty items (SP items) data sheets as required by PROJECT.
• Developing Line Lists.
• Identify any hot tap in and plan to avoid exclusive plant shutdown.
• Development of equipment layouts, pipe rack spacing and routing of critical lines in the SP3D model.
• Review LICENSOR or VENDOR packages, data and information furnished for piping and piping materials.
Develop data/information for items that are outside Licensor or Vendor Scope of Work to the extent specified by
this Agreement.
• Developing process and utility system tie-in lists.
• Pipe sizing and other calculations for major process and utility piping.
• Developing preliminary quantities of piping (BOM) for input to the cost estimate.
• Equipment and connected piping shall be modeled in SP3D.
23.7.1 Specification and Data Sheets
ENGINEERING CONTRACTOR shall review COMPANY Specifications and develop data sheets to procure, construct
and install piping items including special piping items that are deemed necessary for the PROJECT as part of the FEED.
23.7.2 Piping Studies, Calculations and Reports
ENGINEERING CONTRACTOR shall consider the following piping studies/calculations and reports as a minimum as
part of FEED:

SCOPE OF SERVICES
• Detailed site survey (site visit) shall be carried out and report shall be prepared.
• Demolition study and drawings to be prepared as necessary,
• Drawings to be prepared to install new facilities.
• Detailed constructability study shall be conducted.
• Detailed tie-in study shall be carried out.
• Pipe wall thickness calculations shall be carried out to verify the suitability and optimize the schedules and
thicknesses given in piping material specification (Piping Line classes).
• Piping stress analysis shall be performed and reports shall be prepared for the critical piping systems.
• Prepare Piping input to FEED cost estimate.
• Prepare Piping input to EPC Phases Scope of Work (SOW).
• Prepare Piping input to EPC Phases Schedule.
23.7.3 Layout & Drawings
ENGINEERING CONTRACTOR shall consider the following as a minimum for layout preparation:
• Layout / piping routings shall be made in the electronic SmartPlant 3D (SP3D) model. Vital information shall be
included with co-ordinates and with necessary dimensions, wherever necessary, sectional views will be available.
• The electronic SmartPlant 3D (SP3D) model shall be provided to check operability, maintainability, safety and
space, process compliance for valves, equipment and instruments for the layout review.
• Existing plot plans, piping general arrangement drawings and site survey findings shall be used for piping design
of the new facility. A proper routing study shall be carried out to ensure optimized pipe routing with minimum
disturbance and/or modification to the existing facilities.
• Piping shall be arranged in an orderly manner and routed as direct as practicable, with the shortest route and
minimum number of fittings; and at the same time providing for thermal expansion and flexibility of the line.
• Assembly, removal, and supporting of piping and equipment shall also be taken into consideration for pipe routing.
• Accessibility of valves and flanges shall be within the specified limit.
• Any valve/component equal to or above 100 kg shall be provided with lifting arrangement.
ENGINEERING CONTRACTOR shall verify the following items and update the Plot Plan:
• Adding new units to the plant requires a study of the accidentally oil contaminated storm sewer to validate the
capacity of the existing network, the first flush interceptor and evaporation pond. ENGINEERING
CONTRACTOR shall conduct a detailed evaluation of these systems.
• ENGINEERING CONTRACTOR shall conduct a detailed review of the new equipment set back requirements.
23.7.4 Tie-in & Hook Ups
Major piping tie-ins that are required to connect the new facilities with the existing facilities have been established in
Pre-FEED. ENGINEERING CONTRACTOR shall verify the Pre-FEED findings.
Tie-in locations selected should consider the following criteria:
• Tie-ins shall be double block and bleed type to confirm the positive isolation
• Possible piping routes to/ from tie-in location from/ to the new facility

SCOPE OF SERVICES
• Pressure drops considerations based on process hydraulics calculations.

• Space availability and adequacy from the point of installation/ constructability, Operational convenience etc.
• Ease of tie-ins
• Proximity to nearby isolation source
• Avoiding hot tapping as far as possible
• Minimizing shutdown period
• A tie-in list and a tie-in package shall be prepared as part of this PROJECT. All tie-ins shall be marked on the
P&IDs.
• All major tie-ins shall be shown in the SmartPlant 3D (SP3D) model.
The Tie-ins requiring a shutdown shall be suitably identified. The modifications and hook up of the existing system shall
be planned so as to have minimum shutdown time of the existing facilities.
ENGINEERING CONTRACTOR shall prepare standard Tie-in Packages consisting of a tie-in list, tie-in drawings,
Material requirements and other standard Tie-in Package details to allow for the possibility that the Tie-in may be carried
out earlier than the EPC Contract award to minimize business interruptions.
The standard Tie-in packages shall be independent and standalone documents in terms of the Train/area affected
information content, material details, hydro testing and shutdown requirements etc. This requirement is to enable
executing the Tie-ins under each Train, depending on the opportunity shut down of that Unit.
All Tie-ins to be identified and confirmed along with site Operations after walk down including which require shut down
alternatively hot tap. Locations to be physical marked at site and P&ID/3D layout/isometric for future reference.
23.7.5 Piping Stress Analysis
ENGINEERING CONTRACTOR shall review pipe stress specifications per AGES provided by COMPANY and update
as necessary for this PROJECT and develop the stress critical line list as part of FEED deliverables for COMPANY's
approval.
Stress analysis shall be performed for all stress critical lines using software as specified in FEED Contract Technical
Document Requirement Procedure.
ENGINEERING CONTRACTOR shall include Tie-in details and connecting existing lines up to nearby anchor /
equipment in the analysis as required.
ENGINEERING CONTRACTOR shall evaluate pipe forces and moments on nozzle attachments to mechanical
equipment (vessels, pumps, etc.), confirm that these are within the allowable limits, or alternatively advise remedial
action in case nozzles are overloaded.
ENGINEERING CONTRACTOR shall submit pipe stress reports and native files for COMPANY review and approval.
ENGINEERING CONTRACTOR shall incorporate all the findings from the pipe stress analysis into the piping design
layout and pipe-support details.
While designing new piping layout, ENGINEERING CONTRACTOR to ensure that the transfer of loads (due to
installation of new loads) on to the existing supports, structures, equipment etc. shall be kept as minimum as possible;
and in any case shall be within the acceptable limits.
Piping shall be designed, arranged and supported to eliminate excessive and harmful effects of vibration, which may arise
from such sources as impact, turbulent flow vortices, and seismic, wind and etc.,

SCOPE OF SERVICES
A stress analysis adequacy report for all facilities considering the increase in capacity shall be conducted by
ENGINEERING CONTRACTOR.
ENGINEERING CONTRACTOR shall conduct vibration screening for all lines in line list, specifically lines subject to
2 phase flow (BFW,SC,RSX), slugging, thermal fatigue, vortex shedding, pulsation lines to major rotating/recip. Eqpt
(pulsation), fast acting valves e.g. ESD, AIV and FIV. ENGINEERING CONTRACTOR shall use suitable software (eg.
Veridian) for managing/conducting qualitative analysis (TM-01) followed by quantitative (TM-02/03) and storing.
ODS (operation deflection shape) vibration readings. ENGINEERING CONTRACTOR shall also conduct thermowell
LOF assessment (TM-04) including wake frequency calculation.
ENGINEERING CONTRACTOR shall also include in screening list the current lines facing vibration issues as identified
by Site A&OI Dept.
23.7.6 Piping Support Details
ENGINEERING CONTRACTOR shall review the COMPANY AGES specifications and Standard drawings and update
as necessary for the PROJECT
Pipe work shall be grouped together to minimize the number of supporting structures and supports; wherever possible.
ENGINEERING CONTRACTOR shall review standard pipe support details of AGES and COMPANY standards and
update as necessary for the PROJECT.
New pipe racks shall be proposed if required, and pipe supports shall be included in the SmartPlant 3D (SP3D) model.
Where non-standard supports are warranted for supporting major lines (8" and above), such supports shall be designed
and tagged as Special Pipe Supports and issued as a deliverable, also need to be included in the SmartPlant 3D (SP3D)
model.
23.8 Mechanical Engineering
ENGINEERING CONTRACTOR shall prepare discipline specific Basis of Design for all mechanical equipment covered
by the PROJECT scope. The Basis of Design shall include standards and specifications to be applied for each class of
mechanical equipment, main design requirements, maintenance philosophy, operability philosophy, equipment sparing
philosophy, reliability and availability requirements, standardization requirements, management of lessons leant etc.
The principles to be adopted by ENGINEERING CONTRACTOR during FEED for mechanical equipment can be
summarized as follows:
• Operational design life of at least 30 years

• Equipment is simple, safe, functional and easy to maintain
• Equipment is inherently reliable with potential to offer highest possible availability
• Packages are ergonomically designed for ease of access both by operators and maintenance personnel.
• Spares shall be selected from a standardized line of items for facilitating the ordering and replacement in the future.
• Standardization (use of existing equipment and components as applicable unless lessons learnt dictate otherwise)
Services include:
• Design calculations, sizing and selection of equipment and materials of construction.
• Preparation of mechanical data sheets
• Optimizing the peripherals required
• Optimizing duty and specify operating and design conditions.
SCOPE OF SERVICES
• Define and include on data sheets the criticality rating for each equipment.
• Identify special design and construction requirements as applicable for detailed engineering.
• Fireproofing and insulation requirements.
• Identification of long-lead and critical items (and insurance spares).
• Prepare preliminary list of erection/pre-commissioning/ commissioning spares for LLIs only.
• Prepare preliminary list of two-year priced operating spares for LLIs only.
• Prepare Material Requisitions for long lead and select critical items including preliminary Inspection and Test Plan
(ITPs).
• Conduct Technical Bid review, clarifications and discussion meeting and involve COMPANY’s Technical
Authorities.
• Prepare Technical Bid Evaluation (TBE) report for long lead and select critical items.
• Review data/information of the LICENSORs or VENDOR’s packages. Develop design and engineering and other
deliverables for items, which are outside LICENSORs or VENDOR’s scope of work to the extent specified by this
AGREEMENT, where applicable.
• Vessels and Tanks data sheets shall define construction code, size, metallurgy, corrosion allowance, design
conditions, insulation, painting, fire proofing and nozzles information including manholes, and all internals such
as trays, baffles, packing and demisting pads.
• Equipment and connected piping shall be modeled in SP3D
23.8.1 General
Based on the life cycle optimization calculations, ENGINEER shall prepare layouts, either in electronic models or on
drawings. The piping stress analysis shall be carried out for pipes 6" and more in size and nozzle forces and moments are
to be determined. Sufficient effort shall be made to route the piping such that there will be minimum nozzle forces on the
equipment. In case nozzle forces are greater than allowable forces as per API norms applicable to individual equipment,
these forces shall be part of the input to the equipment manufacturer and the same shall be mentioned in datasheet and
specification.
ENGINEERING CONTRACTOR shall liaise with the VENDOR to get the package details (such as performance curve,
foot prints, foundation load/location, start-up & shut down procedure and other details ad required) to ensure input to
other discipline and for meeting PROJECT objective.
ENGINEERING CONTRACTOR shall determine which codes, standards and COMPANY Specifications are applicable
to individual equipment.
ENGINEERING CONTRACTOR shall provide the Mechanical Engineering input for the EPC scope of work.
ENGINEERING CONTRACTOR shall provide the Mechanical Engineering input for the FEED cost estimate.
23.8.2 Packaged Equipment
Note: The list below is preliminary and will be further developed and optimized during FEED in close
consultation with and approval by COMPANY.
• Techno-economical study for Selection of type of equipment for the intended duty, service, and location.
• Prepare engineering narrative for packaged equipment along with operating and design conditions.
• Preparation of design basis document containing the process data sheets, applicable company standards,
international codes. Datasheets shall be complete with all relevant mechanical and process data conforming to

SCOPE OF SERVICES
relevant COMPANY specifications and shall be detailed enough to obtain quotations from VENDORs without
further revisions of data sheets for deficiencies.
• Preparation of Mechanical Equipment data sheets within the Packages including its auxiliaries equipment data
sheets as indicated in the Rotating Equipment section.
• Project specific addendums for AGES.
• Develop operational, safety and control system requirements.
• Develop preliminary layout of equipment with auxiliaries for use by other disciplines.
• Define battery limits and interfaces on packaged items.
• Mechanical Handling requirements for Packages and its incorporation in the design.
• Define the electrical area classification and instrument protection for the packaged items.
• Prepare a preferred/nominated VENDOR list after review of such list furnished by COMPANY.
• Define performance tests and guarantee requirements.
• HSE requirements.
23.8.3 Vessel Engineering
• Selection of type of equipment, equipment orientation, and material of construction based on Material Selection
diagrams nozzle connections, handling accessories, etc.
• Establish design conditions and applicable loadings for vessel components as per UG-22 of ASME Code,
fireproofing, heating and insulation requirements.
• Incorporate Process engineering requirements regarding sizing of vessels/drums/columns/tanks and selection of
internals.
• Isolation, depressurization, draining, neutralization of headers for pyrophoric materials especially for common
piping headers on Unit-0777 need to be developed. The existing limitations should be addressed.
• Address Pyrophoric materials neutralization, removal during the vessel outage in the design. Ensure provision of
adequate chemical dosing and cleaning system.
• Develop mechanical data sheets conforming to the requirements of relevant COMPANY specifications.
• Develop static equipment engineering narratives and design basis.
• Perform design calculations to indicate minimum thicknesses for the pressure parts and estimate the foundation
loading.
• Issue of Internals datasheet for trayed and packed columns, demisters, cartridges, etc.
• Consider LLI’s categories based on large vessels transportation.
• Vessels and Tanks data sheets shall define construction code, size, metallurgy, corrosion allowance, design
conditions, insulation, painting, fire proofing and nozzles information including manholes.
• Define test and guarantee requirements, where applicable.
• Identify special requirements as applicable for detailed engineering.
• Identification of long-lead items.

SCOPE OF SERVICES
• Review of data/information supplied by LICENSOR's and VENDORs for their packages. Develop design,
engineering, data sheets, specifications and other documentation for items which are outside LICENSOR and
VENDORs scope of work to the extent specified by this AGREEMENT.
23.8.4 Heat Transfer Equipment Engineering
• Selection of type, material of construction Material Selection diagrams, design and construction codes, internals,
appurtenances and accessories.
• For shell and tube heat exchangers, design calculations, sizing and selection of equipment and its thermal and
vibration design including internals and configuration of equipment. Requirements for maintenance and handling
shall be defined.
• For proprietary/VENDOR designed heat exchange equipment, estimated dimensions, configuration, geometry,
heating and cooling curves and utilities consumptions. This will apply, for example to exchangers within and
external to cold boxes such as, Printed Circuit Heat Exchangers, Plate Fin Exchangers, shell and tube as well as,
air fin fan coolers.
• Develop equipment engineering narratives and design basis documents.
• Develop mechanical data sheets conforming to the requirements of relevant COMPANY specifications.
• Preliminary setting plans with estimated weights, foundation loads and sizes.
• For air fin coolers, drive details, fan control configuration, tube fin type, type of headers and other relevant details
shall be filled into datasheet.
• ENGINEERING CONTRACTOR shall provide all the information on shell and tube/Air coolers heat exchangers
and proprietary type heat exchangers which will benefit plot plan development and the EPC CONTRACTOR
equipment bidding process and piping design effort, i.e. basic geometry, construction code, metallurgy, corrosion
allowance, design condition, tube layout plus baffle cuts and spacing as applicable.
• Define and Specify equipment criticality rating on datasheets.
• Define test and guarantee requirements, where applicable.
• Perform HTRI reviews as necessary.
• Identification of long-lead items.
• Review of information/data of Licensor's and Vendors packages. Develop all deliverables required for items which
are outside licensor's and Vendors scope of work to the extent specified by this Agreement.
• Adequacy of Air fin coolers heat exchangers to be verified for all Plant for the increase in capacity.
23.8.5 Rotating Machinery Engineering
• Techno economical study for the Equipment type and configuration based on the process duty requirements
• Equipment Standardization study with existing Equipment duties based on the Process duty conditions.
• Specify the peripherals required.
• Specify duty and specify operating and design conditions.
• Preparation of mechanical data sheets of Equipment This shall also include all auxiliary’s data sheets preparation
such as Mechanical Seals, Gear Boxes, Couplings, Lube Oil system, Noise and Weight data sheets etc.
SCOPE OF SERVICES
• Preparation of Material Handling Equipment data sheets such as EOT Crane, Hoists, Chain Pulley Blocks etc.
• Develop equipment engineering narratives and design basis documents.
• Preparation of project specific addendums for AGES.
• Mechanical Handling Equipment requirements and incorporation in the design.
• Techno economical study for selection of VFD Vs. VSD (Hydraulic/Vericon Coupling) where speed variation is
required for Process capacity control requirements.
• Design calculations, sizing and selection of equipment and materials of construction.
• Develop operational, safety and control system.
• Develop preliminary layout and equipment with auxiliaries for use by other disciplines.
• Identify shaft system lateral/ torsional steady state as well transient analysis requirements.
• Identify process system dynamic analysis requirements which could affect the integrity and safety of the rotating
equipment.
• Prepare a preferred/nominated Vendor list after review of such list furnished by COMPANY. Identify potentially
suitable type and model numbers for major machines.
• Define performance test and guarantee requirements.
• Identification of long-lead items and preparation of Material requisition including preliminary ITPs, Technical Bid
review, preparation of Technical Bid analysis report and PO requisition as required.
• Review data/information of the Licensor's and Vendors packages. Develop design and engineering and other
deliverables for items, which are outside Licensor's and Vendors scope of work to the extent specified by this
Agreement, where applicable.
• Machine Monitoring system, Protection, shutdown and control system
23.9 Electrical Engineering
ENGINEERING CONTRACTOR shall perform all the required electrical engineering and design activities to
complete FEED for the PROJECT. ENGINEERING CONTRACTOR shall prepare philosophies, specifications,
datasheets, calculations, engineering drawings and conduct studies, as required, to verify and validate that the
Licensors’ Process Design Package is complete, accurate and correct and represents a safe and working design.
ENGINEERING CONTRACTOR shall issue adequacy studies/reports to identify the electrical system
infrastructure required to accommodate the project bulk loads with the required spare capacity including:
• Power supply source connection point in terms of location.

• Transformer & Cable sizing and switchgear rating.
• Spare capacity.
• Short circuit capacity.
• Bus bar expandability.
• All required integration means (including coordination with relevant parties to collect data and
obtain No Objection Certificates).
• Existing AC/DC UPS wherever loads are added
• Adequacy of IPCS System
• Adequacy of Main Control Room in terms of Space, Layout etc.

SCOPE OF SERVICES
Selection of VFD systems require justification and COMPANY approval.
COMPANY have observed tripping of VSDs due to voltage dip at Shah Gas in case of fault in TRANSCO
System. ENGINEERING CONTRACCTOR shall carry out special study to investigate and propose solution
(e.g., Use of specialized equipment such as STATCOM etc.) to mitigate the existing issue.
23.9.1 Power Supply for PROJECT
ENGINEERING CONTRACTOR shall study existing SGD power system and conduct the Power System Interconnection
Studies for all the options identified to support the FEED development and required facilities for EPC execution.
23.9.2 Electrical Engineering Applications
ENGINEERING CONTRACTOR shall use the following software for Electrical design and engineering activities.
23.9.3 SmartPlant Electrical
Intergraph SmartPlant Electrical (SPEL) tools shall be used during FEED phase for generation of the database and issue
of Electrical deliverables.
The software versions for SmartPlant Electrical will be provided by COMPANY during the execution of the project.
ENGINEERING CONTRACTOR must prepare a SmartPlant Electrical Project setup procedure which shall cover Oracle
database server, Hardware requirements for Workstations, Network philosophy, Oracle database setup details, Reference
Data implementation plan, Plant-Area-Unit Hierarchy (PAU) structure, Procedure to resolve the inconsistencies., Backup
& Disaster recovery procedure, Data maintenance procedure, Data quality check procedure and Database handover
procedure.
Following List of Documents shall be produced using SmartPlant Electrical include, but are not limited to:
a. Electrical Equipment List

b. Cable Schedule
c. Load List
d. Single Line Diagrams
e. Electrical Equipment Data Sheets for all electrical equipment
23.9.4 Power System Study Software (ETAP)
ENGINEERING CONTRACTOR shall utilize ETAP (Electrical Transient Analyzer Program, version shall be as per
COMPANY’s latest standard) to conduct the electrical system studies specified within the specifications.
23.9.5 SmartPlant 3D for Modelling
SmartPlant 3D shall be used for modelling activities for Electrical such as major cable tray/trenches in field, transformers,
MCC, DBs, cable trays and lighting and small power.
23.9.6 Other Software
To produce key Electrical Single Line diagrams, plant layout drawings, protection and metering drawings and block
diagrams etc. the ENGINEERING CONTRACTOR shall utilize the selected 2D drawing package utilized by other
engineering disciplines to ensure commonality for data transfer.

SCOPE OF SERVICES
23.9.7 Plot Plan
ENGINEERING CONTRACTOR shall develop the Electrical systems sufficiently to enable sizing of the Sub-Stations
and other buildings in order to develop PROJECT Overall Plot Plan. Additionally, the ENGINEERING CONTRACTOR
shall detail the main cable routes and ensure full co-ordination with other Engineering disciplines and existing and new
underground services.
23.9.8 Interfaces with Other Projects
ENGINEERING CONTRACTOR shall be responsible for all electrical systems associated with the supply, distribution
and control of PROJECT. ENGINEERING CONTRACTOR shall provide a comprehensive list of interconnections and
external connections with other Projects and facilities.
ENGINEERING CONTRACTOR will be required to attend co-ordination meetings, chaired by COMPANY and
involving others to ensure a harmonized approach to defining split in scopes of supply, and services and shared systems.
ENGINEERING CONTRACTOR will be required to prepare supporting documentation and attend coordination
meetings chaired by COMPANY to liaise with all related government authorities, statutory bodies and obtain required
approvals including no objection certificates for load reservations, operation scenarios, cable routes, design philosophies
and any design approval required for the project electrical design.
23.9.9 List of Electrical Deliverables
approval by COMPANY.
23.9.10 Electrical Design Philosophy
ENGINEERING CONTRACTOR shall produce a detailed description explaining the normal operating mode of the
electrical distribution system, together with start-up, shutdown, emergency operation, interlocking, earthing, alarms,
controls etc. Additionally, ENGINEERING CONTRACTOR shall determine the requirements for load shedding if
captive power generation is considered for the project. Motor Re-acceleration scheme shall be considered wherever HSBT
(High Speed Bus Transfer) transfer is specified and provided to secure the plant operation against electrical power
disturbance or disruption. Additional motor reacceleration with HSBT scheme shall be considered based on their process
requirements and criticality to plant operation. Moreover, Motor Restarting scheme shall be developed and used as
recommended by operation and wherever ATS (Automatic Transfer Switch) is specified.
23.9.11 Plant Distribution System
ENGINEERING CONTRACTOR shall produce key single line diagrams detailing associated electrical distribution as
applied to PROJECT. This shall include all HV/LV feeds and sub-distribution showing interconnections at each voltage
level, emergency generation and UPS philosophy.
Protection and metering diagrams shall be produced with detailed protection, control, trip and alarm functions at all levels
of the distribution system. It shall also include any reference signals, auxiliary supplies and interfaces with other
protection systems namely inter-trip signals with upstream protection units. Preliminary relay settings shall be provided
by the ENGINEER with co-ordination curves.
Load schedules shall be prepared which will include installed loads, normal plant running loads and peak loads which
shall form the basis for provision of the necessary electricity supply and distribution system capacity.
The ENGINEERING CONTRACTOR shall size distribution transformers, switchgear and feeder cables and produce
suitable calculation sheets. UPS’s and emergency generators shall be sized with all assumptions made clearly stated.

SCOPE OF SERVICES
System studies shall be carried out by ENGINEERING CONTRACTOR using ETAP software; this will be used to
determine load flow, short circuit values, motor starting, motor reacceleration, harmonics and system transient stability
& preliminary relay coordination. The above studies shall be used for sizing and determining adequacy of the electrical
equipment. All studies shall be issued as independent reports complete with ETAP output calculation sheets forming
appendices to the main report narrative.
23.9.12 Construction/Temporary Supplies
ENGINEERING CONTRACTOR shall provide details of temporary/construction supplies required. This is to include
estimated loads and proposed locations. The distribution equipment for temporary/ construction supplies shall be housed
within the temporary/ construction substations developed for PROJECT.
ENGINEERING CONTRACTOR shall estimate power supply required for the commissioning activities. This estimate
will be used to ascertain the power generation requirements where there is a delay in the main power supply.
23.9.13 Integrated Protection and Control Systems (IPCS)
Adequacy of existing Integrated Protection & Control System (IPCS) to integrate new consumers in the existing
substations and new substations to be installed as part of 1.85 BSCFD project. It shall be noted that the existing IPCS
equipment across Shah Gas Plant need to be upgraded as part of 1.85 BSCFD project, as the existing IPCS has limitations
due to obsolescence for any further expansion and vendor support. ENGINEERING CONTRACTOR shall liaise with
IPCS OEMs and develop upgrade plan for existing IPCS to integrate the existing and new consumers. Single OEM shall
be considered for plant wide IPCS.
In addition, ENGINEERING CONTRACTOR shall identify all electrical equipment interfaces to the IPCS.
ENGINEERING CONTRACTOR shall provide a comprehensive IPCS schedule, identified in the IPCS general
specification, detailing the control and indication requirements for the Engineering Workstation and DCS level.
ENGINEERING CONTRACTOR shall provide a location within PROJECT substation building to enable the installation
of the IPCS panel and Engineering Workstation.
23.9.14 Substations
Plan, elevation and sectional drawings shall be produced sufficiently detailed to show the following:
• Switchgear and transformer locations,

• Location of panels such as VSDs, Lighting & Power Panels, IPCS, SCMS, interposing relay
cabinets, fire alarm panel etc., as applicable,
• UPS, battery and power distribution equipment locations,
• HVAC locations,
• Instrument and electrical cable entry & routing requirements,
• Engineering workstation locations.
Any additional panels, namely equipment Vendor panels, variable frequency drive (VFD) systems shall be located as
required and reflected on the equipment layout drawings.
The sizes used for equipment sizing shall be based on typical Vendor data to ensure the most accurate data available is
used as input to the FEED plot plan development. Layout drawings shall detail all future equipment requirements.

SCOPE OF SERVICES
23.9.15 Earthing & Lightning Protection Layouts and Calculations
Preliminary earthing and lightning protection layouts shall be included which will detail the main earthing grid for the
substation and plant area showing branch connections and electrode locations. ENGINEERING CONTRACTOR shall
undertake preliminary calculations regarding the size of the substation earth grid, based on worst case short circuit levels.
23.9.16 Cable Routing Drawings
ENGINEERING CONTRACTOR shall produce main cable routing layouts for above and below ground installation
showing detail of installation method and cable voltages. These routes shall include interconnections and interface cabling
between PROJECT and new and existing Plants, Utilities & Off-sites and external facilities and properties of neighboring
Companies, as applicable.
23.9.17 Lighting and Small Power Layouts
Preliminary lighting and small power layout drawings shall be provided for PROJECT and all associated buildings
including substations and Satellite Instrument Shelters (SIS). These shall include all light fittings, locations of all
distribution panels and welding and convenience socket outlets.
23.9.18 Hazardous Area Layouts
ENGINEERING CONTRACTOR shall provide suitable hazardous area drawings based on PROJECT Overall Plot Plan
with suitable sectional drawings and elevations to fully detail the known sources of release. ENGINEERING
CONTRACTOR shall also produce a complete listing of sources and grades of release as per the standards specified.
ENGINEERING CONTRACTOR to review along with process safety and HSE all Hazardous Area Layouts.
23.9.19 Electrical Heat Tracing
All trace heating shall be identified on P&IDs with the use of standard symbols. Electrical load of the heat tracing shall
be considered Electrical System Design such as Load List, SLD, Cable Schedule, Equipment Layout etc
23.9.20 Cathodic Protection
ENGINEERING CONTRACTOR shall determine and detail on layout drawings location of cathodic protection required
on tanks, concrete foundations and other buried metallic equipment.
An investigation of soil resistivity and corrosivity will be required to be carried out by ENGINEERING CONTRACTOR.
23.9.21 Interface Narrative
ENGINEERING CONTRACTOR shall provide a detailed description of all interface requirements between PROJECT
and new and existing Plants/ Utilities/ Off-sites. This shall detail interface requirements with other systems in terms of
data transmission, hardwired interfaces and equipment location requirements. ENGINEERING CONTRACTOR shall
prepare a tie-in schedule detailing interface requirement with existing facilities.
Interface descriptions shall include estimates of utility consumptions for power and shall detail heat dissipation figures
for HVAC sizing.
23.10 Instrumentation and Control Systems
The Instrumentation and Control System section applies to all instrument systems, field devices, control systems (PLC,
DCS, or I/O), panels, switches (position, level, etc.), wiring / cabling, ESD FGS, FAS, MMS, CCS, SCADA systems,
PLMS, communications, load cells, etc. Also including Advanced solutions like APC, LIMS, PHD, Alarm management,
PCC, Plant automation cyber security.

SCOPE OF SERVICES
Existing Shah Gas Plant’s DCS is Honeywell system.
ENGINEERING CONTRACTOR to engage the MAC (Main Automation Contractor) M/s. Honeywell during the FEED
for the DCS/Telecom etc., related engineering development in line with the existing facilities.
ENGINEERING CONTRACTOR is to:
• Carry out an adequacy study for all of the existing field instruments in the Main gas plant including the packages
(transmitters and Control valves).
• Review the adequacy of all the existing Field instruments (Transmitters, Control valves etc)
• Define the required field devices and instrumentation for all new equipment.
• Define the requirement for packaged equipment control system and control logic required shall be incorporated in
plant DCS, ESD and FGS. No PLC is allowed for package units
• Evaluate the available ICS Input/Outputs (I/O) and possible options for interfacing of new signals to ICS.
• Explore and define the tie-in point to existing plant ICS and communication cable routings.
• Explore and define the communication between plant ICS to packaged equipment PLC and communication cable
routings.
• Explore and define the required cablings for interfacing of field devices to control system IOs.
The guiding principle in designing the PROJECT is to provide a unified operational and maintenance interface for the
expanded facility. The plant control and monitoring systems of the new facilities shall seamlessly integrate with existing
facilities. The existing control systems shall be expanded.
All instrumentation and control systems shall be proven to meet the design performance standards, PROJECT and SGD
specifications and addenda, Industry codes and standards and be compliant with recommendations from safety studies
(i.e. HAZID and HAZOP) and approved by relevant Certifying Authority.
Company specific philosophy/specifications (RP documents) developed for SGD project shall be incorporated in addition
to AGES.
The Instrumentation scope of this PROJECT includes the following:
• Verify and validate the Pre-FEED study report.

• Complete engineering of Instrumentation and Fire & Gas facility for the PROJECT.
• Adequacy study of the Existing F&G, ESD and DCS, SCADA, MMS, CCS, FAS, PLMS and Advanced solutions.
• Tie-in and modification of the existing F&G, ESD and DCS systems. MMS, CCS, FAS and Advanced solutions.
• Develop all required deliverables as listed in the FEED Engineering Deliverable List for COMPANY approval.
• Develop scope of work for the required modifications on the existing control systems.
• Conduct required Site Surveys and OEM vendors shall be engaged to carry out feasibility/adequacy studies and to
provide SOW to be included in the FEED documents
• Co-ordinate with the VENDORs as required for the PROJECT.
• Verify and finalize the Cable route during FEED.
• Carry out basic designs and development of FEED to a stage where detailed engineering can begin without further
need for optimization or studies in a manner so as to ensure integration of the new instrumentation with the
existing/on-going control systems and in compliance with COMPANY's operation/maintenance philosophies and
without disturbing the current operations;

SCOPE OF SERVICES
• Prepare Instrument and Control Systems input to FEED cost estimate.

• Prepare Instrument and Control Systems input to EPC stage SOW.
• Prepare Instrument and Control Systems input to EPC stage schedule.
• Preparation of Enquiry Package for Detailed Engineering, Procurement, Construction and Commissioning (EPC)
Phase of the PROJECT.
• Prepare execution plan for integration of control system while existing plant in operation.
• Existing Instrumentation and measuring system adequacy check (maximum DP for Flow measurement, Control
Valve capacity, Shutdown valve capacity, Wake frequency calculation for Thermowell etc.) for capacity increase
as applicable. Adequacy of Power supply system considering Power autonomy (control system, ESD, FNG,
telecommunication system).
Adequacy of existing IES, Substation HVAC system for capacity increase as applicable.
Adequacy of analyzer shelters. During this phase, ENGINEER shall also be responsible for the following functions in
addition to the above:
• Information about On-going Projects/Future Projects;

• Constructability Problems.
• Information Technology requirements.
• Technical Support.
• Any approvals required from the third-party authorities (as applicable) shall be identified.
• Control system obsolescence to be considered while recommending for control system expansion. Any system
upgrade required for expansion shall be part of FEED study.
The PROJECT facility shall be provided with a new dedicated field instruments for process control and Fire & Gas
Devices for alerting personnel for evacuation.
The proposed field instruments, Package PLCs and F&G Devices shall be interfaced with the existing control systems
for monitoring and control.
ENGINEERING CONTRACTOR shall perform detailed site survey to identify applicable existing control systems and
their adequacies and propose the required modifications or required new systems based on the COMPANY philosophy.
− Control, Shutdown, depressurization philosophy.

− Cable schedule for all DCS, ESD, FNG, Package system.
− Junction box details, layout, wiring etc.
− Control Scheme.
SmartPlant Instrumentation shall be used for Instrument Engineering activities and deliverable generation like Instrument
Index, Specification sheet etc.
23.10.1 Interface Requirements
The new Instrumentation for the PROJECT shall be interfaced with the existing control system at Shah Gas Field. All
new alarms shall go through the existing alarm management system.
ENGINEERING CONTRACTOR shall identify the required ESD, DCS and F&G, MMS, CCS, FAS, SCADA and all
advanced solutions systems to be interfaced. ENGINEERING CONTRACTOR shall identify the spare I/Os and other
required modifications to cater to the requirement of the PROJECT.

SCOPE OF SERVICES
Develop an Adequacy report of the existing control systems and based on their adequacy propose the required
modifications or propose the required new systems accordingly by OEM vendors.
Develop a detailed Modification Scope of Work for the respective OEMs.
The respective OEM shall carry out detailed site surveys to study existing facilities and systems and gather required
details and provide an adequacy report.
The OEM shall ensure the spare philosophy is maintained in the system after modifications are done as part of this
PROJECT.
23.10.2 Package Systems Interface
Instruments supplied by package VENDOR but installed by ENGINEERING CONTRACTOR will be covered by
ENGINEERING CONTRACTOR's details. SGD Package instrument specifications and addenda, installation drawings,
manuals, parts lists, etc., shall be in accordance with AGES.
Packaged equipment shall be designed so that sufficient area is available for instrument access.
No third-party PLC is allowed. Package control system shall be incorporated in the plant DCS, ESD and FGS system.
The entire package operating, control and safeguarding shall be detailed during the FEED-by-ENGINEERING
CONTRACTOR.
23.10.3 Machine Monitoring System (MMS)
A physically and functionally independent rotating Machinery Protection system shall be provided for the large
equipment as required by the specifications.
The system shall be state of the art and provide the means to accomplish the following:
• Hardwired machine trip outputs to ESD System for machine protection.

• Machine condition data shall be sent to machine monitoring system to display data for reliability group.
The operating machine processor data will be available on DCS to provide for full display and alarm capability. The data
available on DCS shall be made available on MMS system through serial interface for reliability engineering use for
advanced diagnostics.
For monitoring the vibration and shaft position of large rotating equipment, the probes and oscillator/demodulators form
part of instrument engineering but are usually supplied with the equipment. For the main machines key phases shall be
included. The make and type of these items shall therefore be agreed upon between instrument engineering and
mechanical engineering at an early stage of the PROJECT. For more details, see Instrumentation Furnished with
Packaged Units and SGD Specification AGES and addenda tor Machinery Monitoring System, the vibration monitoring
system shall meet the requirements as detailed in these specifications.
23.10.4 Shutdown Requirements
ENGINEERING CONTRACTOR shall identify the requirements for shutdown (if any) to the existing control system to
carry out the tie-Ins modifications at Existing Shah Gas Field. Shutdown methodology shall be developed. Develop
detailed implementation strategy for installation of new hardware/software avoiding major shutdown. ENGINEER shall
identify area of concern and propose remedial action.

SCOPE OF SERVICES
23.10.5 Cause & Effect Diagrams
Cause & Effect Diagrams shall be developed for the following:
• Emergency Shutdown System

• Emergency Depressurization System
• Fire and gas
• Unit shutdown
23.10.6 Tagging Philosophy
Tag numbers, JBs numbers, system and marshalling cabinets cable numbers, drawings/document numbers shall be as per
existing facility. ENGINEER shall coordinate and obtain the required numbering philosophy from COMPANY.
This shall include the following:
• Review and define PIMS/OTS requirements for advanced solutions (APC, OTS, LIMS, PHD, PCC, AAM)
• Review the requirements for SCADA and PLMS systems
• Definition of control philosophy for plant units, major equipment, packaged units in terms of start-up, operation,
shutdown from Main Control Room.
• Definition of emergency shutdown including development of cause-and-effect diagrams and reliability studies for
shutdown systems.
• Review of system adequacy for any extension and or expansion of the existing system.
• Review and define extension of existing ICS to accommodate ESD FGS, SCADA and other others system in line
with ICS concepts (DCS, FGS, ESD, and other systems from same VENDOR).
• Feasibility study for the Instrument & Control technical risk issues (i.e., control system obsolescence issues for
interface or integration, system overload, ESD systems interconnection issues between new and existing facilities
due to shutdown requirement based on C&E, system adequacy and feasibility, UPS power adequacy, any other
I&C issues identified, etc.).
• Study for Interface / integration and interconnection with other systems (i.e., IPCS, MCC, MCB, fire station,
workshop, etc.).
• Instrument & Control ‘design Basis’ documents.
• Interfacing definition with existing facilities for normal/emergency operations, control and shutdown requirements
and the use of existing communication systems.
• Functional description for sequence control safeguarding and other complicated control systems.
• Define shutdown requirements for C&I tie-in, interface / integration / interconnection activities.
• Definition of emergency shutdown including development of cause-and-effect diagrams.
• Modifications to the existing System Architecture Diagram(s) for the PROJECT, if required, shall be identified and
presented to COMPANY.
• Prepare preliminary plan (layout) drawings of each IES (new and modified).
• Prepare preliminary instrument location plan drawing showing the general location of field instruments, junction
boxes, local panels and analyzer shelters.

SCOPE OF SERVICES
• Sizing and selection of control system and communication systems including future provision and contingencies.
• Definition of communication media for voice and data transmission between plant and control room.
• Review the requirement of 3rd party packages to utilize Modbus over Ethernet to interface to ICS.
• Sizing and selection of control system and communication systems.
• Plant automation cyber security requirements in compliance to UAE regulatory authorities shall be included.
23.10.7 DCS / ESD / F&G / MMS / /CCS/FAS and Advanced Solutions
• For the selection of a DCS/ESD/F&G/SCADA, the ENGINEERING CONTRACTOR scope of works includes
definition and details of tie-in with existing Control Systems. Accordingly, ENGINEERING CONTRACTOR shall
approach existing Control Systems VENDORs regarding tie-in and expansion of the respective systems.
• Preparation of Fire & Gas requirement document for the new facilities and the tie-in location existing facilities
• Preparation of the “system VENDOR scope of work for the ESD, F&G, DCS, MMS, ASC, SCADA, package
systems, etc.,” for the new scope and the modification in the existing system (as per the PROJECT requirements).
• Adequacy and feasibility study for all the existing control system modifications (as per the PROJECT requirements)
and for the integration and interconnecting of the existing and new control systems.
• Review and define details of extending existing ICS
• Review and define the details of DCS & ESD of the same VENDOR to have ICS approach.
A review of the control room panel operator layout is required. As new controls/Units are planned they need to be closely
looked at with the existing layout and load on the operators to ensure that the screen layout and controls are properly
manned. Integration of aux consoles/telecom consoles for additional operator positions shall be included on the study
23.10.8 Process Units Instrument Database
Note: The list below is preliminary and will be further developed and optimized during FEED in consultation with
COMPANY.
• Develop Instrument Database for all new and modified tagged instrumentation. Custom reports will be generated
from this database for inline quotations, equipment counts by type, I/O lists and counts for each type, instrument
index.
• Preparation of instrument list (preliminary).
• Preparation of all Control & Instruments related documents, Cause & Effect diagrams, I/O list, Instrument index,
JB and cable schedule, cable block diagrams, etc.
• Preparation of instrument datasheets for control valves, relief valves, analyzers and critical flowmeters (other than
d/p flow meters).
• Preparation of preliminary MTO, BOQ lists.
• Prepare adequacy and feasibility report for the ICS and associated UPS to prove ability of the ICS and UPS to
handle the requirements of the PROJECT without impact to existing plant controls.
23.10.9 Standard Installation Assemblies
ENGINEERING CONTRACTOR shall review COMPANY Electrical and Instrument Standard installation Assemblies,
and when needed, propose changes to include PROJECT requirements to COMPANY.

SCOPE OF SERVICES
• Standard drawings for the C&I equipment installation.

• Hook-up drawings (i.e., process hook up, pneumatic hook up, etc.,) with BOQ.
• Preliminary installation Bill of material and quantities.
• Preliminary Installation Details.
• Interfacing definition with existing facilities for normal/emergency operations, control and shutdown requirements
and the use of existing communication systems.
• Functional description for sequence control safeguarding and other complicated control systems.
• Define shutdown requirements for C&I tie-in, interface / integration / interconnection activities.
23.10.10 Support P&IDs
Review and provide input to the control strategies as depicted on the P&IDs.
Utilizing the specified tag numbering scheme, provide tag numbers for all instruments including manual valve tags shown
on face of P&IDs in line with existing plant numbering system.
23.10.11 Support Plot Plan
Review and provide input to the plot plan for allowances and clearances for control equipment including control, rack
and battery room sizing, field control panels, junction boxes, large actuators and silencers, analyzer shelters.
23.10.12 Instrument Power Requirements
Develop powered instrument and system load list for Electrical Engineering. Study and prepare the UPS power supply
requirement for all the Control System and Instrumentation and perform an adequacy check report for the existing UPS
system, if used anywhere.
23.10.13 Instrument Air Requirements
• Develop pneumatic instrument and system air users consumption list for Mechanical Engineering.
• Review of LICENSOR and/or VENDOR's packages for compatibility with the overall operating and control
philosophy of the PROJECT.
• Develop design, engineering and documentation for items which are outside LICENSOR and/or VENDOR's scope
of work.
• Study and preparation of the instrument air supply requirement for the project and prepare the air demand versus
availability calculation report.
• The study report for the tie-in requirements with the existing air headers and the layout drawings.
• Pneumatic hook up diagrams.

SCOPE OF SERVICES
23.10.14 Main Instrument Cable Routing
Main Instrument Cable including FO cables Routing drawings will be prepared as a basis for estimating, showing
Instrument cable trench route layout (new & existing) as per the PROJECT requirements along with the road crossings,
duct bank requirements, cables separation & segregation philosophy, etc.
23.10.15 Inline Instruments
• Control Valves and ESD/EDP valves

– Development of database to include size and material information sufficient to obtain quotations
from suppliers based on process instrument data sheets.
– Preparation of technical specification, data sheets, sizing calculation, etc., documents for all the
control valves.
– Preparation of technical specifications, data sheets, partial stroke test, fire proofing, etc., documents
for all the ESD/EDP valves.
• Relief Valves
– Development of database to include size and material information sufficient to obtain quotations
from suppliers.
– Process Engineering to determine initial sizing and P&ID size updates.
• Specialty Flow Meters
– Preparation of technical specification, data sheets, sizing calculation, meter run, and other documents
for all specialty flow elements.
– Development of database is to include size and material information sufficient to obtain quotations
from suppliers based on Process Engineering’s flow element tabulation.
– Prepare a nominated VENDORs list based on list furnished by COMPANY.
23.10.16 Process Analyzers and Shelters
• Preparation of technical specification, datasheets and other documents required for all process analyzers and
shelters.
• Development of database is to include process requirements, material information, analysis method and all other
information required to obtain quotations from suppliers.
23.11 Telecommunications
ENGINEERING CONTRACTOR shall be responsible for developing the design of the Telecommunication systems
extension to the existing plant to a sufficient level of detail such that this design will form the definitive basis of the
requirements for the EPC CONTRACTOR. The primary design requirements are detailed below.
ENGINEERING CONTRACTOR shall follow the COMPANY specifications for design and engineering of PROJECT
facilities ensuring that new and existing systems can be integrated by the EPC Contractor in a seamless manner.
ENGINEERING CONTRACTOR shall submit, for COMPANY review/approval, his proposals for the recommended
scheme/configuration for extension of the Telecommunication systems which shall include but not limited to
Telecommunication system Block Diagrams, Distribution layout, and overall cable routing.
Based on COMPANY approval on a selected proposal, ENGINEERING CONTRACTOR shall develop the related
deliverables, final scope of the EPC Package and the preliminary Bill of Materials for the Telecommunications systems
and any interface scope of work (if required).
SCOPE OF SERVICES
During FEED, the ENGINEERING CONTRACTOR shall provide the design philosophy based on the existing equipment
and system. The new equipment to be supplied under this project shall be similar model to be able to seamlessly integrate
with the existing network/system and also to have good maintainability. The proposed model shall be well within End of
life and End of Service status. Any new items proposed shall be of equivalent specification or higher and shall need
Company approval well before initiating procurement process.
Addition of field equipment shall be performed by supplying additional hardware/software and licenses as applicable.
The expansion equipment shall not consume the existing spare capacity. Provision shall be made for pre-study of the
existing systems to understand the new requirements in totality
23.11.1 Telephone System
During FEED, ENGINEERING CONTRACTOR shall establish the requirements to extend the existing Telephone
system to provide service for the PROJECT in line with COMPANY specifications ensuring that new and existing
systems can be integrated by the EPC Contractor in a seamless manner. All cables should conform to international
standards. All Indoor cable shall be of COMPANY approved make. All plant areas shall be provided with explosion proof
telephones equipped with beacon lights, horn, and an acoustic booth. All outside cabling shall be lead sheathed normal
cables sized for 50% spare capacity for the new units. Only VoIP digital telephone sets will be used. Digital telephones
shall support multi-line operation of up to 32 lines.
All internal and external telephone sets to be provided by EPC CONTRACTOR. All junction boxes and glands are to be
stainless steel.
Approval from Local authority / Telecom service provide shall be made part of the ENGINEERING CONTRACTOR’s
scope.
23.11.2 Public Address & Intercom System
The existing plant public address and alarm system shall be extended into the areas occupied by the PROJECT new
facilities.
During FEED, ENGINEERING CONTRACTOR shall establish, in conjunction with COMPANY, the requirement to
extend the existing audio coverage and P.A. system. Coverage report for prediction and post installation shall be
considered
The plant wide siren shall be extended to new facilities and audible at all locations considering ambient noise from new
units.
units
23.11.3 Site Wide Siren
units
23.11.4 Structured Cabling and Local Area Network LAN
ENGINEERING CONTRACTOR shall establish, in conjunction with the COMPANY, the requirement to extend the
existing structured cabling and Local Area Network system to serve the PROJECT new facilities. The system is required
to have a redundant fibre optic backbone.
The structured cabling system shall be based on CAT7 or higher specification cable network. The newly provided network
elements shall be interfaced with the existing NMS. The newly provided equipment and system shall be compatible with
the existing COMPANY GPS network for deriving the necessary clocking/synchronizing signal

SCOPE OF SERVICES
23.11.5 Radios
extend the existing Radio system to serve the PROJECT new facilities. ENGINEERING CONTRACTOR shall closely
coordinate with the Shah Maintenance Team.
ENGINEERING CONTRACTOR provides a radio coverage prediction report to understand the coverage is within limits
in the new project areas both inside and outside buildings. The ENGINEERING CONTRACTOR shall consider providing
additional base stations in line with the existing radio network philosophy if signal levels are inadequate.
A radio coverage report shall be provided after commissioning of the new project and address inadequacies in TETRA
radio coverage if any.
23.11.6 Digital Voice Recorder
extend the existing Digital Voice Recorder system to serve the PROJECT new facilities.
23.11.7 CCTV System
Existing CCTV system shall be expanded to cover new Units, new fence lines and new gates to provide monitoring and
surveillance of the entire plant, fence line and gates per the existing philosophy and specifications. Both operational
monitoring and security surveillance shall be provided. Reference is made to AGES CCTV SYSTEM.
The current CCTV network is built around two independent infrastructures: The Process CCTV Camera system and the
Security CCTV Camera system. The same philosophy to be considered for the new project areas.
23.11.8 Access Control & Security (ACS) System
The FEED Design shall include Access control using card readers for every building and critical rooms within the building
in line with the existing philosophy. Muster stations to be installed in locations identified as shelter in place and the
mustering points shall be part of the existing head count system
23.11.9 Fiber Optic System
The FEED design shall include the existing F.O. network philosophy.
There shall be independent and distinct networks for DCS, ESD, F&G, Telecom, COMPANY business LAN and IPCS.
F.O cables shall be designed to have 50% cores of the overall cable core as spare cores for future expansion. Inter building
connection shall be use single mode redundant cable network.
23.11.10 Training/Operational Manpower
ENGINEERING CONTRACTOR in consultation with COMPANY shall develop requirements for the following for
licensed and un-licensed units:
• Training needs.
• Maintenance test simulator with system hardware and software.
• Operational Manpower Projection (Operating/technical/maintenance/ support).
The above requirements shall be incorporated in the EPC Tender Packages for EPC Contractor to further review and
address.

SCOPE OF SERVICES
The software for Operator Training Simulator shall be updated to the latest available version and the Operator Training
Simulator shall be extended to new Units also. The control system ‘Maintenance test simulators’ are a prototype of the
PROJECT control system for the maintenance personnel to check/test the spare I/O modules and software configuration
at the maintenance workshop prior to installation of the modules in the IES/plant. The technical requirement shall be
included for EPC CONTRACTOR to carry out the activities along with the system Vendor and to provide the maintenance
test simulator.
23.11.11 Laboratory Requirement
ENGINEERING CONTRACTOR shall perform a study to determine the adequacy of the existing laboratory facilities to
cater for new Units or modified process systems, and increased frequency of sample testing. PROJECT shall include in
its scope the identification of any additional laboratory requirement. ENGINEERING CONTRACTOR to arrange a
Laboratory testing equipment review with COMPANY and come up with final list of new requirements. All new
instruments/samples shall be configured in the existing LIMS system.
23.11.12 Maintenance and Reliability
ENGINEERING CONTRACTOR in consultation with COMPANY shall ensure specialist advice is obtained, where
applicable, and implemented from within his organization concerning COMPANY's equipment maintenance and
reliability requirements.
ENGINEERING CONTRACTOR shall identify and prepare the basic specifications for any additional equipment
required in existing Maintenance Workshops, Warehouse, and Laboratory required for maintenance and monitoring of
the facilities.
23.11.13 GIS Software Requirements
Company uses the ESRI ArcGIS software to produce the GIS datasets (ESRI Geodatabase), As part of the drawings that
are being prepared for CAD drawings. All the Data that is produced for generating CAD drawings, must be delivered in
GIS Format (ESRI File Geodatabase).
• Pipeline should be associated with the 3D information (with Z values)

• ESRI Geo-database format
• Projection: UTM 39N-WGS-84 Datum / UTM 40N-WGS-84 (As required)
Metadata should be filled for all the feature class.
• Any data that are produced for Pipeline Alignment Sheets, Plot plants, related to the location in the CAD drawings
needs to be created in the ESRI Geodatabase format.
− Proposed Pipeline (line format)
− Plot plan (polygon, line format)
− Detailed Attribute information have to be filled to identify the name of the Feature, description, type
etc.,
• All point features (point format) including but not limited to the following:
− Crossings
− Cable
− Fence
− Other pipeline
− Power Line
− Overhead
− Road
− Rig
− Track

SCOPE OF SERVICES
− Kilometre (distance)
− Borehole
− Standard Test Points
− Intersection Point
− Loop Number
• Topographic Survey Points (Point format)

− Spot heights
− Control points
− Contours (line)
• Any modifications in the plot plan drawings.
• Geotechnical drawings / Soil investigation (location of the bore hole with all associated information in the Table).

SCOPE OF SERVICES
24. ATTACHMENTS
24.1 ATTACHMENT-1 – PRE-FEED DELIVERABLES (SEPF)-DNC-3
24.2 ATTACHMENT-1A – PRE-FEED DELIVERABLES (SEPF)-DNC-5
24.3 ATTACHMENT-2 – CO2 RECOVERY 1.45 FEED DELIVERABELS (CRRF)
24.4 ATTACHMENT-3 – CO2 RECOVERY 1.45 PIPELINE FEED DELIVERABELS (CPLF)
24.5 ATTACHMENT-3A – CO2 EXPORT PIPELINE NEW HUB LOCATION DRAWINGS
24.6 ATTACHMENT-4 – AGES SPECIFICATIONS
24.7 ATTACHMENT-5 – COMPANY STANDARD DRAWINGS
24.8 ATTACHMENT-6 – ADNOC HSE & COMPANY HSE STANDARDS
24.9 ATTACHMENT-7– ADNOC VAP GUIDLINE/MANUAL
24.10 ATTACHMENT-8 – ADNOC IPR AND DSP GUIDELINE
24.11 ATTACHMENT-9 – HSEIA & HSE STUDIES SCOPE OF WORK(CP01-HM-SOW-0040)
24.12 ATTACHMENT-10 – ADNOC GROUP COST ESTIMATE GUIDELINE
24.13 ATTACHMENT-11 – ADNOC TECHNICAL NOTES FROM IPR2
24.14 ATTACHMENT-12 – ASSET AND TAG NAMING STANDARD
24.15 ATTACHMENT-13 – PROJECT ENERGY OPTIMIZATION FRAMEWORK(MPG-FE-GU-001)

SCOPE OF SERVICES
ATTACHMENT-1 – PRE-FEED DELIVERABLES (SEPF) -DNC-3

SCOPE OF SERVICES
ATTACHMENT-1A – PRE-FEED DELIVERABLES (SEPF) -DNC-5

SCOPE OF SERVICES
ATTACHMENT-2 – CO2 RECOVERY 1.45 FEED DELIVERABELS (CRRF)

SCOPE OF SERVICES
ATTACHMENT-3 – CO2 RECOVERY 1.45 PIPELINE FEED DELIVERABELS

(CPLF)

SCOPE OF SERVICES
ATTACHMENT-3A – CO2 EXPORT PIPELINE NEW HUB LOCATION DRAWINGS

Reference to the CO2 Recovery Project, we have frozen the
route for the CO2 Pipeline as part of the FEED Study conducted
in 2020.
Recently, the CO2 injection facilities of BAB HUB was relocated
by ADNOC Onshore (AON).
The distance between the old CO2 pipeline and the new
route(preliminary) CO2 pipeline based on the new BAB
HUB location is approx. 6KM overall.
This is for your information and will need to be revalidated

based on the new FEED.
EPCM FOR BAB FAR NORTH FULL FIELD DEVELOPMENT
PROJECT (BFN)
ADNOC Onshore Contract No.: 4700016030

ADNOC Onshore Project No.: P11643
PROCESS EQUIPMENT DATASHEET CO2 HP PUMPS-

CO2 HUB
TAG No : 11-77-P-3101-01/02
Issued for Review

1A 28/07/2023 MSA AES THA
(EPCM)
Issued for Design
1 22/02/2023 SKR AES THA
(FEED)
Issued for Review
A 28/01/2022 SKR AES THA
(FEED)
REV. DATE ORIGINATOR REVIEWED APPROVED DESCRIPTION
THIS DOCUMENT IS INTENDED FOR USE BY ADNOC ONSHORE AND ITS NOMINATED CONSULTANTS, CONTRACTORS, MANUFACTURERS AND SUPPLIERS.
ORIGINATOR:
SNC-LAVALIN Int.
DOCUMENT TYPE : PROCESS DATASHEET Section :
ADNOC Onshore Document No : 11-77-27-0611 Revision : 1A

Originator No. : 1828-0000-49ED-0097 Date : 28/07/2023
ADNOC Onshore project No. : P11643 Page : 1 of 4
Security Code: 5 – Public
PROJECT NO. P11643
PROCESS EQUIPMENT DATASHEET CO2 HP PUMPS-
DOCUMENT NO. REV
CO2 HUB
11-77-27-0611 1A
TAG No : 11-77-P-3101-01/02
PAGE 2 OF 4
The table below is a brief summary of the most recent revisions to this document. Details of all revisions are held on
document by the issuing department.
Sr. NO. Rev.No. Issue No. Date of Issue Description of Revision
1 A 1 28/01/2022 Issued for Review (FEED)
2 1 2 22/02/2023 Issued for Design (FEED)
3 1A 3 28/07/2023 Issued for Review (EPCM)

REV
Equipment Name : CO2 HP PUMPS Equipment No. 11-77-P-3101-01/02 1A
Number Required: 2 (Note 4) Operating : 1 Standby : 1
OPERATING DATA
FLOW CASE
CO2 HP PUMPS CASES : (Note 8,19, 23)
Corrosive/Erosive : (Note 2,3)
Flow rate : (Note 4,5,10) kg/h
Pumping temp. : (Note 21) °C

Density @ pumping temp. : (Note 9, 18) kg / m3
Vapour pressure @ 20 °C : bar(a) Refer Table-1
Viscosity @ P.T. : cP
Capacity @ P.T. : m3/h
NPSH (available) : m
Suction pressure : (Note1, 20) bar(g)

Discharge pressure : bar(g)
Differential head : m
System design pressure : (Note 6, 23) bar(g) 350 VTC
PUMP DATA
Materials of Construction : Casing LTCS (VTC) Special Seal Requirements : By Vendor 1A
(NOTE 25) : Internals SS316L (VTC) Pump cooling / heating jacket required Yes / No By mechanical
Efficiency Assumed Motor driven: Electrical
Toxic Yes Flammable No
NOZZLE DATA
Number Flange Flange Finish Service Rating
N1 (VTA) Note 24 By Mechanical Pump Suction 2500#
N2 (VTA) Note 24 By Mechanical Pump Discharge 2500#
N3 2" By Mechanical Vent 2500#
N4 2" By Mechanical Drain 2500#
Notes :
1. Pumps are equipped with a Variable Frequency Drive (VFD) to meet turndown requirement and varying operating demands. Pumps and motors shall be capable
of operating continuously on any frequency/speed for several years or entire design life.
2. Fluid contains up to 400 ppm dissolved H2S.
3. Pump Material of Construction to be advised by Vendor in line with composition specified in table under Note 8 below. NACE requirement applicable. 1A
4. Flow Specified in Table-1 is for one pump.
5. Vendor to confirm pump type and its performance. Pump rated flow includes no margin.
6. Vendor to confirm shut off pressure and ensure does not exceeds 350 barg
7. Pump design temperature : -46/ 120 degC ( Min. Design temperature will be validated, based on outcome of Blowdown study and Vendor Input for Shut off conditions)
8. Pump Suction Composition (Mole fraction)
Case 1 99% CO2 Case 2 96% CO2
Argon 0.0024 Argon 0.0070
Nitrogen 0.0017 Nitrogen 0.0200
Hydrogen 0.0045 Hydrogen 0.0100
H2O 0.0004 H2O 0.0004
CO 0.0006 CO 0.0020
CO2 0.9904 CO2 0.9600
COS 0.0000 COS 0.0000
CS2 0.0000 CS2 0.0000
M-merceptan 0.0000 M-merceptan 0.0000
H2S 0.0001 H2S 0.0004
BTEX Traces BTEX Traces 1A
9. Pump is expected to normally operate within the density phase region of the phase envelope. However, during turndown conditions and low ambient
temperature, the CO2 will arrival in the liquid phase region and therefore the pump must be capable of operating in dense and liquid phases.
10. Motor shall be selected such that the operating Cases 1 through 8 shall be located in 50HZ curve. Cases 9 through 24 can be part of other RPMs. Vendor to advice. 1A
11. Vendor to provide Vapour pressure and NPSH (m) based on given inputs
12. Service is CO2 at Super critical Conditions. Vendor to provide vapour pressure considering supercritical conditions.
13. No margin has added to the NPSHA stated on the datasheet, Vendor to consider a margin of 1m, in line with AGES-GL-08-001
14. Vendor to confirm Pump Efficiency
15. Vendor to state best efficiency point flow, Head, NPSHR at maximum diameter of impeller in additon to rated diameter of the impeller
16. Vendor to confirm Minimum Continuous Flow (MCF) requirement for the turndown operation. Vendor shall note that the air cooler outlet temperature is set at 65 deg C. 1A
Minimum continuous recycle stream can have higher operating temperature close to 65 deg C based on pressure drop downstream of minimum continuous recylce
valve and discharge condtions based on RPM. Pump design shall accommodate higher recycle temperature. The flow indicated for rated and turndown do not include
MCF.
17. Vendor to provide the PID showing the necessary piping and control scheme around the pump with auxiliary items.
18. Vendor to advise density variaton range as covered between rated and turndown case
19. Vendor shall note that the flows specified does not include
20. Refer Table 1 for Suction and Disharge pressure consideration
21. Vendor to specify discharge temperature based on given pressure.
22. Ref P&ID for CO2 HP Pump 11-77-08-0608 Sht.1/4 & 2/4
23. CO2 Compositon and Design Conditions based on Ref datasheet (R-MM5192-04-DSS-0061_00 and CPLF-0076-24-DAT-0001-Rev T1)
24. Flange rating and Nozzle will be confirmed during EPC Stage as per Pump Vendor data.
25.This is base material selection, this will be finalized based on vendor input which shall be verify by EPCM contractor & COMPANY. 1A
Holds :
VTC : Vendor to Confirm, VTA : Vendor to Advice
PROCESS EQUIPMENT DATASHEET CO2 HP PUMPS- PROJECT No. P11643
CO2 HUB DOCUMENT NO. REV
11-77-27-0611 1A
TAG No : 11-77-P-3101-01/02
PAGE 3 OF 4
REV
Equipment Name : CO2 HP PUMPS Equipment No. 11-77-P-3101-01/02
Number Required: 2 (Note 4) Operating : 1 Standby : 1
TABLE -1 : OPERATING DATA
FLOW CASE
Case No.: : (Note 8,19, 23) Case-1 Case-2 Case-3 Case-4 Case-5 Case-6 Case-7 Case-8 Case-9 Case-10 Case-11 Case-12 Case-13 Case-14 Case-15 Case-16 Case-17 Case-18 Case-19 Case-20 Case-21 Case-22 Case-23 Case-24 1A
96% CO2 96% CO2 96% CO2 96% CO2 99% CO2 99% CO2 99% CO2 99% CO2 96% CO2, 96% CO2, 96% CO2, 96% CO2, 96% CO2, 96% CO2, 96% CO2, 96% CO2, 99% CO2, 99% CO2, 99% CO2, 99% CO2, 99% CO2, 99% CO2, 99% CO2, 99% CO2,
Corrosive/Erosive (Note 2,3) Rated, Summer Rated, Winter Rated, Summer, Rated, Winter, Rated Summer, Rated Winter, Rated Summer, Rated Winter, Rated Summer, Rated Winter, Rated Summer, Rated Winter, 1A
Summer TD Winter TD Summer TD Winter TD Summer TD Winter TD Summer TD Winter TD Summer TD Winter TD Summer TD Winter TD
Flow rate : (Note 4,5,10) kg/h 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 185700.0 46500.0 1A
Pumping temp. : (Note 21) °C 51.0 51.0 13.0 13.0 51.0 51.0 13.0 13.0 51.0 51.0 13.0 13.0 51.0 51.0 13.0 13.0 51.0 51.0 13.0 13.0 51.0 51.0 13.0 13.0 1A
Density @ pumping temp. : (Note 9, 18) kg / m3 464.3 464.3 862.7 862.7 544.3 544.3 905.0 905.0 426.5 426.5 857.6 857.6 498.4 498.4 867.5 867.5 576.0 576.0 909.0 909.0 505.5 505.5 901.0 901.0 1A
Vapour pressure @ 20 °C : bar(a) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) (Note 12) 1A
Viscosity @ P.T. : cP 0.030 0.030 0.080 0.080 0.037 0.037 0.090 0.090 0.037 0.037 0.090 0.090 0.037 0.037 0.090 0.090 0.038 0.038 0.097 0.097 0.032 0.032 0.088 0.088 1A
Capacity @ P.T. : m3/h 400.0 100.2 215.3 53.9 341.2 85.4 205.2 51.4 435.4 109.0 216.5 54.2 372.6 93.3 214.1 53.6 322.4 80.7 204.3 51.2 367.4 92.0 206.1 51.6 1A
1016.70 1097.95
692.72 VTC 660.351 VTC
NPSH (available) : m VTC VTC Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 Note 11 1A
(Note 11) (Note 11)
(Note 11) (Note 11)
Suction pressure : (Note1, 20) bar(g) 119.70 119.7 119.7 119.7 119.7 119.7 119.7 119.7 114.7 114.7 114.7 114.7 124.7 124.7 124.7 124.7 124.7 124.7 124.7 124.7 114.7 114.7 114.7 114.7 1A
Discharge pressure : bar(g) 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 247.5 1A
Differential head : m 2807.8 2807.8 1511.0 1511.0 2394.9 2394.9 1440.4 1440.4 3176.4 3176.4 1579.7 1579.7 2513.2 2513.2 1444.1 1444.1 2174.9 2174.9 1378.1 1378.1 2680.0 2680.0 1503.6 1503.6 1A
System design pressure : (Note 6, 23) bar(g) 350 VTC
TD - Turndown
PROJECT No.: P11643

PROCESS EQUIPMENT DATASHEET CO2 HP PUMPS- CO2 HUB
DOCUMENT NO.: 11-77-27-0611
REV: 1A
TAG No : 11-77-P-3101-01/02
PAGE 4 OF 4
THIS DRAWING IS EXTRACTED FROM SPPID
NOTES
12" CO2 PIPELINE RP-3901
PIG RECEIVER GENERAL NOTES :
SIZE : 12" 1A
NULL
NOMINAL DIAMETER (MINOR BARREL) : 12" G1. FOR SYMBOLS AND GENERAL NOTES REFER TO LEGEND SHEET DRAWING NO
DESIGN PRESSURE : 150 barg / FV NOTE 25 NOMINAL DIAMETER (MAJOR BARREL) : 16" 11-99-08-0601 SHT. 1 TO SHT 7 FOR SCOPE OF WORK UNDER PROJECT NO P11643.
DESIGN TEMPERATURE : 80°C / -40 C NOTE 26 DESIGN PRESS. : 150 barg / FV NOTE 25 G2. ALL EQUIPMENT TAG NUMBERS,INSTRUMENT TAG NUMBERS AND SP ITEM TAG NUMBERS
DESIGN TEMP. (MIN./MAX.) : -40 C / 85 C NOTE 26 1A ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) AND PLANT AREA CODE (77).
TRIM NO. : ALL LINE NUMBERS ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) UNLESS
1A SPECIFIED OTHERWISE.
NULL
NOTES:
6"-VG-18078-AS1A0A-FA 1:200
E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E
1. SEQUENTIAL MECHANICAL TRAPPED KEY INTERLOCKING SYSTEM TO REGULATE
NO POCKETS THE OPERATING OF PIG TRAP VALVES AND PIG TRAP DOOR SHALL BE PROVIDED
E
E
AS PER DEP 31-40-10-13-GEN AND AGES-SP-10-009.
1A 1A EL1S1A-JA-X AS1A0A-FA-X 2. LOWER RANGE (0.1 barg) PI TO BE INSTALLED WITH HIGH RANGE PRESSURE
NULL
E
NULL
E
PROTECTION DEVICE LOCATE AT A MINIMUM DISTANCE FROM PIG TRAP DOOR
SO THAT IT IS EASILY VISIBLE.
E
1:200
E
3. THE PURGE CONNECTION SHOULD BE LOCATED NEAR THE PIG TRAP VALVE OR
RO AS1A0A-FA-X E
END CLOSURE TO ALLOW PURGING THE FULL LENGTH OF THE BARREL WITH
E
3901
E
6" ES1A0A-JA-X INERT GAS ALL UTILITY CONNECTIONS SHALL BE PROVIDED WITH FACILITY FOR
02 1A 300# 150# 1A NOTE 1
E
LC NULL NULL QUICK CONNECTION / DIS-CONNECT.
E
E
PIT 1" NC 4. ALL DRAINS SHALL BE CONNECTED TO CLOSED DRAIN SYSTEM AND VENT TO FLARE.
E
SET@ 150 barg PSV 1:200
3901 TO CO2 VENT STACK HEADER
FIRE 3901 5. DIP TRAY (OF APPROX 5% VOLUME OF PIG TRAP) TO BE PROVIDED DIRECTLY
E
E
18 E E E
E
E E E E E E
SIZE 1-1/2"D2" 01 3719 11-77-08-0612 UNDERNEATH END CLOSURE OF PIG TRAP TO CONTAIN ANY SPILLED
TYPE 1A 1A
HOLD 3 3"x2" LO 6"x3" HYDROCARBON DURING OPENING OF TRAP DOOR.
FB
E
TIT 6. PIG SIGNALLER SHALL BE ULTRASONIC NON-INSTRUSIVE TYPE.
3901 1A 2"x1-1/2" 1A 6"-VG-17516-AS1A0A-FA-X
02 1"
NULL
7. PROPER PIG HANDLING FACILITIES FOR TOOL LAUNCHING & RECEIVING SHALL BE
1-1/2"
E
PROVIDED BY EPCM CONTRACTOR.
1A 8. DELETED. 1A
6" NC NC NULL
E
LC LO TSO 9. PIG TRAPS TO BE SUITABLE FOR PIGS INCLUDING INTELLIGENT PIGS.
TSO
FB
NC 10. INTERLOCKED WITH MAIN SDV-3902-01 TO PREVENT OPENING ON DPAH.
6"-CG-1287-ES1A0A-JA
E
2"-CG-1062-EL1S1A-JA-X-N
11. SDV-3902-01 SHALL BE PROVIDED WITH ADDITION SDV-3902-02 AND INSTRUMENT AIR
1A VOLUME BOTTLE.
1A
E
2"-NN-16397-EL1S1A-JA-X-N
NULL 1A
NITROGEN NULL 12. CORROSION COUPON AND PROBES SHALL BE RETRIEVABLE TYPE UNDER PRESSURE
E
PURGE CONN. MOUNTED ON CONVENTIONAL 2" NON-TEE FLARE WELD ACCESS FITTING THE ACCESS
PSAH
HH PSAH
HH PSAH
HH NOTES 3 FITTING FOR COUPON AND PROBE SHALL BE INSTALLED AT 6 O'CLOCK POSITION
SP 012
E
3901 3901 3901 2M X 2M X 2M SPACE SHALL BE AVAILABLE FOR THE COUPON AND PROBE MONITORING
01A 01B 01C 1A SUITABLE PLATFORM SHALL BE PROVIDED IF THE COUPONS ARE INSTALLED AT HIGHER
1A
E
NULL
NULL ELEVATION.
XPDI PSAL PSAL PSAL 13. PIPELINE PROVIDED WITH LEAK DETECTION SYSTEM.
E
3901 3901 3901 3901 1A

01 01A 01B 01C NULL 14. THE MINIMUM OVERALL LENGTH OF ISOLATING JOINT ( INCLUDING PUP PIECE) SHALL BE
LL LL LL
E
AS PER NACE SP0286, AGES-SP-10-013 AND VENDOR RECOMMONDATIONS.

SP 022
15. 2oo3 VOTING. 1A
E
1"
SC
NULL
16. LENGTH LONGER OR EQUAL TO INTELLIGENT PIG.
NOTE 6 H PI 17. VALVE TO BE PROVIDED WITH INCHING FACILITY.
XPD H NOTE 6 PI NC NOTE 2
E
TI I I I PI 3901 3901
3901 XPD 18. FOR RECEIVERS, THE MINOR BARREL SHALL BE LONG ENOUGH FOR THE PIG TO
3901 3901 07 NOTE 1 08
01 09 3901 L TRIGGER THE PIG SIGNALLER AND THE LENGTH SHALL ACCOMMODATE INTELLIGENT
13 L 1"
1-1/2" 04 TYPE 1A PIGS SO THAT THE ISOLATION VALVE (S) CAN BE CLOSED WITHOUT DAMAGE TO THE PIG
E
NC
RS
TYPE 1A TSO NOTE 1 OR VALVE. THE LENGTH OF THE PIG RECEIVER UNIT SHALL BE DESIGNED AS A MINIMUM
NC TSO TO RECEIVE ONE INTELLIGENT PIG AND ONE CLEANING PIG PLUS 10% MARGIN. IF THERE
I NOTE 15 NOTE 15 NOTE 15 PI PIT
E
PI
3901 3901 IS A CHANCE OF SOILDS GETTING COLLECTED AHEAD OF THE PIG, THEN ADDITIONAL
3901 PIT PIT PIT PIT PI N-7 N-8 N-11 N-12 K-3
20 06 07 2" 2" 2" 2" 1-1/2" LENGTHS SHALL BE CONSIDERED.
12"-CG-1057-EC3S1A-JP-X-N 3901 3901 3901 3901 3901
E
01A 01B 01C 09 10 MOV NOTE 1 TYPE 1A TYPE 1A 1A 19. DELETED. 1A

12" PIPE LINE 6" SDV TYPE 1A TYPE 1A TYPE 1A TYPE 1A TYPE 1A
3901 NC 20. QUICK OPENING CLOSURE (QOC) SHALL BE DESIGNED AS PER AGES (AGES-SP-10-009)
NOTE 14 05 MOV B 31.3 TSO RP-3901
E
B31.3 ES1A0A-JA-X LC 3901 M M

21. THE PRESSURE WARNING SAFETY INTERLOCK DEVICE ALERTS THE OPERATOR OF THE
ISOLATING B31.3 BARRED 3901 N-9 NOTES 20,21,22,23,24
OFF PLOT CO2 HUB EC3S1A-JP-X 03 TYPE 16 MIN MIN B 31.4 CLOSURE UNDER PRESSURIZED CONDITION, IF AN ATTEMPT IS MADE TO OPEN THE DOOR.
B31.4 B31.4 06 N-10 N-6 K-1 K-4 16"
JOINT TEE 300 mm RS
1A 12" 2" 1-1/2" 22. PROVISION FOR MOUNTING MECHANICAL INTERLOCK SYSTEM SHALL BE PROVIDED ON
2" 1A
NULL
FB FB FB FB MIN. 1A QUICK OPENING CLOSURE BASED ON THE DRAWING PROVIDED BY KEY INTERLOCK
NOTES 13,19 LO SP 010 NOTE 19 SYSTEM VENDOR AND AS PER AGES PH-08-001.
SP 023 FC NOTE 16
TSO TSO NOTE 16 MIN. 2" 2" 1:100 2" 4"
SP 009 TSO TYPE 4 TYPE 4 1A N-3 N-2 1A N-4 N-1 1A 23. THE DESIGN OF THE QOC MECHANISM SHALL PROVIDE VISUAL/PHYSICAL INDICATION FOR
NOTE 11 NOTE 1 NOTE 1 NULL
OPERATOR TO SEE AND ENSURE QOC MECHANISM FULLY CLOSED , LOCKED AND ALIGNED.
MIN
AG TSO B 31.4 1A
FROM CO2 PIG LAUNCHER NC 1A NC TSO NOTE 1 2" 24. DOOR SHALL BE PROVIDED WITH LIMIT SWITCH TO IN INDICATE THE OPEN/CLOSE
UG NULL NOTE 1 NOTE 1 B 31.3
L-3902 1A 2"-CG-1057-EC3S1A-JP-X-N NOTE 1 B31.4 ASME VIII DIV I STATUS OF THE DOOR TO CONTROL ROOM. LIMIT SWITCH SHALL BE SUPPLY BY VENDOR.
1" NC TSO MIN.
6228 11-37-08-0605
NULL
NOTE 1, 17 B31.4 1" 25. PIPELINE DESIGN PRESSURE SHALL BE CONFIRMED BASED ON UPSTREAM COMPRESSOR
NC 1" SHUT-OFF PRESSURE LOCATED AT HABSHAN-5 BATTERY LIMIT.
CO2 B 31.3
M
TSO DRIP TRAY
12"-CG-1117-EC3S1A-JP-X-N TYPE 8 MIN NC NOTE 1 26. PIPELINE DESIGN CONDITIONS :
NC NOTE 5 150 Barg / FV, -40 °C / 80 °C (UG), 85 °C (AG)
I MOV NC
(KICKER LINE)
2"-D-20749-EL1S1A-JA-X-N
3901 NC TSO 27. HOLE SHALL BE PROVIDED ON THE BALL IN THE VALVE TO RELEASE ANY EXPANSION
01 NC TSO
1A WHILE VALVE KEPT CLOSES FOR CO2 SERVICE.
SDV 1:100 NULL 27. BALL VALVE SEATS SHALL BE DESIGNED TO
3901 1A 2"-D-20748-EL1S1A-JA-X-N RELEASE CAVITY PRESSURE1A AUTOMATICALLY
04 1-1/2"
1A TI (BY-PASS LINE)
1A 1:100 TO PREVENT OVER PRESSURIZATION OF THE
NULL
NULL 3901 NULL

1A VALVE BODY CAVITY
TYPE 16 01 2"-D-20771-FL1S1A-JA-X-N
NULL
2"
(BALANCE LINE) EL1S1A-JA HOLDS:
FC SP 008
NOTE 1 1A NOTE 1 1. DELETED.
TSO
B31.4 B31.3 B31.4 1A SC 2" 2" 2" 2. DELETED.
NULL
3. PSV SIZE AND INLET/ OUTLET LINE SIZE 1A
TYPE 2
NC NC \
TSO TSO
TYPE 1F EL1S1A-JA
DPIT NOTE 1 NOTE 1
3901 4"-D-20770-FL1S1A-JA-X-N
02 NOTE 10 NC NC NC
TSO TSO TSO
2"-D-20747-EL1S1A-JA-X-N
NC NC NC
2"-D-20752-FL1S1A-JA-X-N
2"-D-20751-FL1S1A-JA-X-N
2"-D-20750-FL1S1A-JA-X-N
1" 1A 1" 1"
DPI
H NULL 1A
I NULL
3901 NOTE 12 EL1S1A-JA NC NC NC 1A 24/07/2023 VSP AES TAH ISSUED FOR REVIEW (EPCM)
02 1A 1A 1A
EL1S1A-JA EL1S1A-JA
1A EL1S1A-JA
1A
CC
NULL NULL NULL NULL NULL

NC FL1S1A-JA-X NC FL1S1A-JA-X NC FL1S1A-JA-X 1 29/03/2023 VSP AES TAH ISSUED FOR DESIGN (FEED)
MIN. SP 006 AS1A0A-FA-X AS1A0A-FA-X AS1A0A-FA-X B 01/02/2023 VSP AES TAH ISSUED FOR HAZOP (FEED)
E
E
1 mtr A 26/12/2022 VSP AES TAH ISSUED FOR REVIEW (FEED)
CP
1A
E
NULL 2"-VG-17896-AS1A0A-FA REV. DATE DR'N. CH'D. AP'D. DESCRIPTION
E
SP 007
E
1:100 TO CO2 VENT STACK HEADER SCALE: N.T.S LOCATION: BAB/HABSHAN PROJECT No. P11643
E
12"-CG-0950-FL1S1A-JA-X-N
NC
E
E E E E E E E E E E E E E E E E E E
1" 3786 11-77-08-0612
2"-D-21225-AL1S1A-FA-X-N
EL1S1A-JA EL1S1A-JA-X NC
1A 1A 1A
AL1S1A-FA-X VACCUM
NULL NULL 1:100 NULL
CONNECTION
2"-D-21221-AL1S1A-FA-X-N
1A CONSULTANT / CONTRACTOR / VENDOR
NULL NC 1"
SP 011
1A
AG GRADE NULL
FL1S1A-JA EL1S1A-JA U/G

DRAWING No. 1828-0000-49DG10-0133
START-UP CO2 1A
PRESSURIZATION
PROJECT: EPCM FOR BAB FAR NORTH
8"-CG-1290-FL1S1A-JA-X-N FULL FIELD DEVELOPMENT PROJECT (BFN)
11-77-08-0605 6388
DRG. TITLE:
PIPING AND INSTRUMENT DIAGRAM
TO CO2 INJECTIONS PUMPS
CO2 PIG RECEIVER FROM AGP-HB-5
1A
NULL PIT- XXX SUCTION MANIFOLD CO2 HUB
5467 11-77-08-0608 SHT.1/4
EL1S1A-JA
CO2
ADNOC
DRG.No.
11 77 08 0607 1A
AREA P/AREA DOC. CODE SERIAL No. REV. SHT
1/1
OF SHT
2017 ADNOC Onshore . All rights reserved. Abu Dhabi Company for Onshore Petroleum Operations Ltd. Restricted Circulation P11643-11-77-08-0607-1.DWG
NOTES
TO CO2 HP PUMPS GENERAL NOTES :

P-3101-02 1A
NULL G1. FOR SYMBOLS AND GENERAL NOTES REFER TO LEGEND SHEET DRAWING NO
11-77-08-0608 SHT.3/4 5468 11-99-08-0601 SHT. 1 TO SHT 7 FOR SCOPE OF WORK UNDER PROJECT NO P11643.
G2. ALL EQUIPMENT TAG NUMBERS,INSTRUMENT TAG NUMBERS AND SP ITEM TAG NUMBERS
PRESSURE SIGNAL
ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) AND PLANT AREA CODE (77).
ALL LINE NUMBERS ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) UNLESS
TO CO2 HP PUMPS SPECIFIED OTHERWISE.
PB
P-3101-01 NULL
300# 150# NOTES :

11-77-08-0608 SHT.2/4 5465 THERMAL RELIEF
SET@ 181.00 barg TRV 1. CONNECTION PROVIDED FOR IN BFN SCOPE FUTURE CO2 INJECTION PUMPS.
PRESSURE SIGNAL
1-1/2" D 3" 3101 NC 1" 2. DELETED.
1A 1A 1:100 1A TO CO2 VENT HEADER
HOLD 5 16 E FB 4"-VG-18045-AS1A0A-FA-X 3. TIE-IN CONNECTION PROVIDED FOR FUTURE CONNECTION SHALL BE MADE LOCK OPEN
TO CO2 HP PUMPS E E E E E E E E E E E E E E E E E E E E E
5599 11-77-08-0612 AFTER TIE-IN.
MM5192-P-301B 4"x3" LO NO POCKETS 4. SYMMETRICAL PIPING. 1A
HOLD 3 5489
1A
E
2"x1-1/2" 5. VALVE ARRANGEMENT IS PROVIDED TO USE FOR START-UP PRESSURIZATION
PRESSURE SIGNAL 1A (PRESSURE EQUALISATION) OF SUCTION MANIFOLD EXTENSION AND H&G SUPPLIED
NULL
NC 1" PUMPS AFTER INSTALLATION IN FUTURE.
E
FB 1"
TO CO2 HP PUMPS FB E 6. MINIMUM STRAIGHT PIPE LENGTH FOR FLOWMETER UPSTREAM AND DOWNSTREAM
E E
MM5192-P-301A SHALL BE 20D AND 10D RESPECTIVELY.
LO NC
LO 7. PROVISION FOR FUTURE PUMP CONNECTION SHALL BE INSTALLED ADJACENT TO THE
HOLD 3 5488 TIT TI HAIL & GHASA CO2 PUMPS.
PRESSURE SIGNAL 3101 3101 1A RO
20 20 NULL 8. HOLE SHALL BE PROVIDED ON THE BALL IN THE VALVE TO RELEASE WHILE EXPANSION
L 12"-VG-18064-ES1S0A-JA-X 3901
WHILE VALVE KEPT CLOSE FOR CO2 SERVICES.
1-1/2" 1A 17
1A 8. BALL VALVE SEATS SHALL BE DESIGNED TO
NULL NC 30"-VG-18048-AS1A0A-FA-X TO CO2 VENT STACK HEADER RELEASE CAVITY PRESSURE AUTOMATICALLY
1A
FQI 12"-CG-1256-EL1S1A-JA-X-N E
E
E
E E
E
E E E E E E E E E TO PREVENT OVER PRESSURIZATION OF THE
3101 5473 11-77-08-0612
12 NC MIN 30"x12" HOLD 1 VALVE BODY CAVITY
NC 1" EL1S1A-JA-X ES1S0A-JA-X ES1S0A-JA-X AS1A0A-FA-X
FY FI 1A 1A 1A HOLD:
NULL 1A
3101 3101 NULL NULL
NULL TO CO2 HP PUMP P-3101-01
12 12A 8"-CG-1058-EL1S1A-JA-X-N 1. VENT LINE SIZE.
5484 11-77-08-0608 SHT.2/4
2. DELETED.
3. OFF PAGE CONNECTOR.
4. LINE SIZE OF ASG TIE-IN.
1A
AI H AI H AI H FI TI NULL
TO CO2 HP PUMP P-3101-02 5. PSV SIZE AND INLET / OUTLET LINE SIZE. 1A
3101 3101 8"-CG-1066-EL1S1A-JA-X-N
3101 3101 3101 5485 11-77-08-0608 SHT.3/4
09 10 11 12 23
L
AIT CO2 AIT H2S AIT MOISTURE FIT TIT

3101 3101 3101 3101 3101
09 10 11 12 23
1A
NULL
FROM ASG CO2 PIG RECEIVER 1-1/2"

5474 HOLD 3
BY OTHERS
LINE
AI H AI H AI H
NOTE 4
3101 3101 3101
06 07 08
L
AIT CO2 AIT H2S AIT MOISTURE

3101 3101 3101
06 07 08
FROM HABSHAN-5 CO2 1A

PIPELINE PIG RECEIVER NULL
5467 11-77-08-0607
FQI
3101 FI FIT
13 3101 3101
13 13
TYPE 3
NOTE 6
FI FY TI TIT
3101 3101 3101 3101
13A 13 22 22
1-1/2"
PY FQI
3101 3101
198 14A
1A
FROM HAIL & GHASHA CO2

PIG RECEIVER TP
BY OTHERS
NOTE 3
5493 HOLD 3 201

PIC H
FE 1-1/2"
HOLD 4
3101
3101 TP 198
HOLD 5
09 FIT TIT 200

3101 3101
MOISTURE 14 24
AIT CO2 AIT H2S AIT
NOTE 3
3101 3101 3101

12 13 14 PIT
12"-CG-1276-EL1S1A-JA-X-N LO 2" LO 1" 3101
198
1A 24/07/2023 VSP AES THA ISSUED FOR REVIEW (EPCM)
LO
AI H AI H AI H
LO
3101 3101 3101 1 23/03/2023 VSP AES THA ISSUED FOR DESIGN (FEED)
12 13 14 FI TI
L 3101 3101 B 16/02/2023 VSP AES THA ISSUED FOR HAZOP (FEED)
14 24
2" 2" A 26/12/2022 VSP AES THA ISSUED FOR REVIEW (FEED)
NC NC
NOTE 5 REV. DATE DR'N. CH'D. AP'D. DESCRIPTION
1A
NC 1" SCALE: N.T.S LOCATION: BAB/HABSHAN PROJECT No. P11643
1" LO
FY FI NOTE 3
3101 3101 NC LO
14 14A TP
202
FQI
CONSULTANT / CONTRACTOR / VENDOR
3101 TO HAIL AND GASHA CO2
14 1A
NULL PUMP
-CG-1249-EL1S1A-JA-X-N
5486 HOLD 3
DRAWING No. 1828-0000-49DG10-0134-001

1A TO HAIL AND GASHA CO2 FULL FIELD DEVELOPMENT PROJECT (BFN)
NULL PUMP DRG. TITLE:
-CG-1250-EL1S1A-JA-X-N
5487 HOLD 3 PIPING AND INSTRUMENT DIAGRAM
CO2 SUCTION MANIFOLD
CO2 HUB 1A
NOTE 7
1A
NULL
ADNOC
DRG.No.
11 77 08 0608 1A
1/4
OF SHT
NOTES
P-3101-01 HOLD 7 1A E-3101-01 HOLD 8 1A GENERAL NOTES :
CO2 INJECTION PUMPS CO2 INJECTION PUMP DISCHARGE COOLER G1. FOR SYMBOLS AND GENERAL NOTES REFER TO LEGEND SHEET DRAWING NO
1A 11-99-08-0601 SHT. 1 TO SHT 7 FOR SCOPE OF WORK UNDER PROJECT NO P11643.
RATED FLOW RATE : 118.0 m^3/hr DESIGN DUTY : 3701 kW G2. ALL EQUIPMENT TAG NUMBERS,INSTRUMENT TAG NUMBERS AND SP ITEM TAG NUMBERS
RATED DIFFERENTIAL PRESS. / HEAD : / 2505 m 1A AREA : HOLD 4 1A ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) AND PLANT AREA CODE (77).
DISCHARGE / DESIGN PRESS. : 248 barg / 350 barg OPERATING / DESIGN PRESS. : 248 barg / 350 barg / FV 1A ALL LINE NUMBERS ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) UNLESS
OPERATING / DESIGN TEMP.(MIN./MAX.) : 49.8 C / (-46 C / 120 C) OPERATING / DESIGN TEMP.(MIN./MAX.) : 65 C / 93 C / (-46 C / 120 C) SPECIFIED OTHERWISE. 1A
NULL
SPECIFIC GRAVITY @ T&P : 516.7 kg/m³ NO. OF BAYS / FANS PER BAY : / HOLD 4
MOTOR POWER : HOLD 4 INSTALLED POWER PER FAN : HOLD 4
MATERIAL FRAME / TUBES : LTCS + 3mm CA / SS316L
NOTES :
MATERIAL CASING / SHAFT / IMPELLER : / NOTE 10 1A
INSULATION TYPE & THK. : & HOLD 4 TRIM NO. NULL
: HOLD 4
1. PUMPS ARE EQUIPPED WITH A VARIABLE SPEED DRIVE (VSD) TO MEET REQUIREMENT.
TRIM NO. : HOLD 4
(2W+1S) TO CO2 VENT STACK HEADER 2. EACH PUMP PROVIDED WITH INDIVIDUAL DISCHARGE COOLER AND MINIMUM FLOW LINE.
2"-VG-17063-AS1A0A-FA-X
E E E E E E E E E E E E E E E E E E E E E
3291 11-77-08-0612 3. PUMPS AND DISCHARGE COOLERS IN A 5 x 25% CONFIGURATION INCLUDING
HAIL & GHASHA SYSTEM. 1A
E
HOLD 1
GAS
4. PUMP DRAIN TO BE ROUTED TO A TEMPORARY CONTAINER.
E
5. DELETED.
6. DELETED.
E
7. DELETED.
8. FUTURE CONECTIONS.
E
9. OPEN PERMISSIVE FOR SDV-3101-01.
RO 1A
3101 AS1A0A-FA-X 10. MATERIAL OF CONSTRUCTION OF PUMP SHALL BE BASED ON VENDOR.
01 11. HOLE SHALL BE PROVIDED ON THE BALL IN THE VALVE TO RELEASE WHILE EXPANSION
FS1A0A-JA-X
E
WHILE VALVE KEPT CLOSE FOR CO2 SERVICES.
1A 1A 11. BALL VALVE SEATS SHALL BE DESIGNED TO
600 MM
PB
RELEASE CAVITY PRESSURE AUTOMATICALLY
300#
150#
NULL
MIN
1A CASE :THERMAL RELIEF 4"-VG-17524-AS1A0A-FA-X
TI
NULL TO PREVENT OVER PRESSURIZATION OF THE
2"-VG-18063-FS1A0A-JA-X SIZE 1-1/2"D3" 1A TRV 1" NC HOLDS VALVE BODY CAVITY
3101
21 NC SET@ 350.0 barg 3101 TO CO2 VENT STACK HEADER 1. VENT LINE SIZE.
FB
E
L FS1A0A-JA-X 01 E
E
E E E E E
3783 11-77-08-0612 2. PSV DETAILS / LINE SIZE.
FL1S1A-JA-X 1"
HOLD 2 4"x3" LO 3. OFF PAGE CONNECTOR.
1A GAS
PB NC 4. TRIM DETAILS. 1A
E
E
1A NULL
1A 2"x1-1/2" 1"
5. LINE SIZE.
FV
NULL
2"-CG-1071-FL1S1A-JA-X-N NC
NC 6. CONTROL SIZE.
E
3101 HOLD 1 7. PUMP DESIGN DETAIL.
01 LO 1A
1-1/2"
E
TIT PB FB 8. AIR COOLER DESIGN DETAIL.
1A
NULL
3101 1"
LO LO LO LO 21
NC
6"x4" FO 6"x4" LO
NC HOLD 6 NC NC FB
1" 1" 1"
4" 1A
NULL
2"x1" FL1S1A-JA-X AS1A0A-FA-X 2"-VG-17173-AS1A0A-FA-X TO CO2 VENT STACK HEADER
E E E E E E E E E E E E E
3296 11-77-08-0612
FROM PY-3101-198 1A
GAS
5465 11-77-08-0608 SHT.1/4 1A
NULL
LOW SELECT SIGNAL FROM PIC-3901-17

START/STOP HS PY
1A 3101 3101 11-77-08-0609 2593
NULL
04 01
PRESSURE SIGNAL
HH HS START/STOP HS START/STOP
XVAH
3101 3101 3101
03 01 02
I I XVAH HH
3101
02
TY
I MCC MCC 3101
01
PSAL
3101
01 LL I I
MCC 1A
DPI H NULL
3101 NOTE 1 PI H FIC H M M

02 TIC H
3101 3101
I PI 03 01 XVT XVT 3101
L L 01 L
3101 3101 3101
02 VFD I
L 03 02
I PSD TYPE 3
TYPE 1A
TYPE 1A TIT 1A
TYPE 1A TYPE M3 PIT FIT NULL
DPIT PIT 3101 3101 3101 8"-CG-1023-FL1S1A-JA-X-N

1A PIT 01
03 01
NULL SDV 3101
02
3101 3101 M
8"-CG-1058-EL1S1A-JA-X-N 3101 01 02
1"
SDV TO BFN CO2 DISCHARGE
1A NC 3101
01 TYPE 1C 1-1/2" MANIFOLD
CO2 PIG RECEIVER FROM 1" NC 1" RS RS 02
AG-HB-5 1A
NC RS
C E-3101-01 1-1/2" FC
HOLD 5
2590 11-77-08-0609
5484 11-77-08-0608 SHT.1/4 1A CO2
1" TYPE 12
CO2 FC TIT
2"-NN-16474-FL1S1A-JA-X-N
TYPE 12 3101
NC NC 17
1"
I PB NC
SDV
NULL
1"
P-3101-01 1" 1A
NULL
3101 NC
04 1" 1A 24/07/2023 VSP AES TAH ISSUED FOR REVIEW (EPCM)
NC 1A HH
1A NULL
I TSAH
NULL
3101 1 23/03/2023 VSP AES TAH ISSUED FOR DESIGN (FEED)
NC NC 1"-D-20430-FL1S1A-JA-X-N 17
HOLD 5
2" B 16/02/2023 VSP AES TAH ISSUED FOR HAZOP (FEED)

1A FC
1"
1A
TYPE 12 NULL NC
NULL A 26/12/2022 VSP AES TAH ISSUED FOR REVIEW (FEED)
EL1S1A-JA-X FL1S1A-JA-X
NC
REV. DATE DR'N. CH'D. AP'D. DESCRIPTION

TYPE 1C
DPIT SCALE: N.T.S LOCATION: BAB/HABSHAN PROJECT No. P11643
3101 NOTE 4
NOTE 4
01
1"-D-21324-FL1S1A-JA-X-N
NITROGEN/PURGE
CONNECTION
I DPI H
3101
01
NOTE 9
DRAWING No. 1828-0000-49DG10-0134-002

1A
FULL FIELD DEVELOPMENT PROJECT (BFN)
DRG. TITLE:
CO2 HP PUMPS AND COOLERS
CO2 HUB 1A
ADNOC
DRG.No.
11 77 08 0608 1A
2/4
OF SHT
P11643-11-77-08-0608-2.DWG
2017 ADNOC Onshore . All rights reserved. Abu Dhabi Company for Onshore Petroleum Operations Ltd. Restricted Circulation
NOTES
GENERAL NOTES :
P-3101-02 HOLD 8 1A E-3101-02 HOLD 9 1A G1. FOR SYMBOLS AND GENERAL NOTES REFER TO LEGEND SHEET DRAWING NO
11-99-08-0601 SHT. 1 TO SHT 7 FOR SCOPE OF WORK UNDER PROJECT NO P11643.
CO2 INJECTION PUMPS 1A CO2 INJECTION PUMP DISCHARGE COOLER G2. ALL EQUIPMENT TAG NUMBERS,INSTRUMENT TAG NUMBERS AND SP ITEM TAG NUMBERS
RATED FLOW RATE : 188 m^3/hr DESIGN DUTY : 3701 kW ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) AND PLANT AREA CODE (77).
RATED DIFFERENTIAL PRESS. / HEAD : / 2505 m 1A AREA : HOLD 4 1A ALL LINE NUMBERS ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) UNLESS
DISCHARGE / DESIGN PRESS. : 248 barg / 350 barg OPERATING / DESIGN PRESS. : 248 barg / 350 barg / FV 1A SPECIFIED OTHERWISE. 1A
OPERATING / DESIGN TEMP.(MIN./MAX.) : 49.8 C / (-46 C / 120 C) OPERATING / DESIGN TEMP.(MIN./MAX.) : 65-95 C / (-46 C / 120 C)
SPECIFIC GRAVITY @ T&P : 516.7 kg / m3 NO. OF BAYS / FANS PER BAY : / HOLD 4 NOTES :
MOTOR POWER : HOLD 4 INSTALLED POWER PER FAN : HOLD 4 1. PUMPS ARE EQUIPPED WITH A VARIABLE SPEED DRIVE (VSD) TO MEET REQUIREMENT.
MATERIAL CASING / SHAFT / IMPELLER : SS316L / SS316L NOTE 10 MATERIAL FRAME / TUBES 1A : LTCS+3mm CA / SS316L 2. EACH PUMP PROVIDED WITH INDIVIDUAL DISCHARGE COOLER AND MINIMUM FLOW LINE.
INSULATION TYPE & THK. : & HOLD 4 TRIM NO. NULL : HOLD 4 3. PUMPS AND DISCHARGE COOLERS IN A 5 x 25% CONFIGURATION INCLUDING
TRIM NO. : HOLD 4 TO CO2 VENT STACK HEADER
2"-VG-17064-AS1A0A-FA-X HAIL AND GHASHA SYSTEM.
1A
(2W+1S) E E E E E E E E E E E E E E E E E E E E E
3787 11-77-08-0612 4. PUMP DRAIN TO BE ROUTED TO A TEMPORARY CONTAINER.
HOLD 1
E
GAS 5. DELETED.
6. DELETED.
E
RO AS1A0A-FA-X 7. DELETED.
3101 8. FUTURE CONNECTIONS.
FS1A0A-JA-X
06
1A 9. OPEN PERMISSIVE FOR SDV-3101-06.
600 MM
NULL PB 10. MATERIAL CONSTRUCTION OF CO2 INJECTION PUMP SHALL BE BASED ON VENDOR.
E
2"-CG-1273-FS1A0A-JA-X-
MIN
NULL
11. HOLE SHALL BE PROVIDED ON THE BALL IN THE VALVE TO RELEASE WHILE KEPT 1A
E
CLOSED FOR CO2 SERVICE.
1A CASE : THERMAL RELIEF 11. BALL VALVE SEATS SHALL BE DESIGNED TO
NULL
NC 1A SIZE 1-1/2"D3" 1A 1A 4"-VG-17531-AS1A0A-FA-X HOLDS RELEASE CAVITY PRESSURE AUTOMATICALLY
E
FS1A0A-JA-X 1A 1. DELETED.
300#
150#
FL1S1A-JA-X 1" SET@ 350.00 barg TO PREVENT OVER PRESSURIZATION OF THE
TRV 1" NC 2. DELETED. VALVE BODY CAVITY
1A 3101 FB TO CO2 VENT STACK HEADER 3. DELETED.
1A NC E E
NULL
06 E E E E E 4. TRIM DETAILS.
NULL 2704 11-77-08-0612
2"-CG-1077-FL1S1A-JA-X-N NC HOLD 2 LO 5. LINE SIZE.
HOLD 7 4"x3" GAS
HOLD 1 1A PB 6. CONTROL SIZE.
E
E
1A 2"x1-1/2" 1" 7. PSV SIZE AND INLET / OUTLET LINE SIZE.
TI TIT 1-1/2" 8. PUMP DESIGN DETAIL.
3101 NC
E
3101 9. AIR COOLER DESIGN DETAIL.
FV 07 07 LO
L
E
3101 PB FB
06 NULL 1"
E
NC
E
LO LO 6"x4" FO 6"x4" LO LO
LO
HOLD 6
E
1" NC 1" NC 1" NC FB
PB
4" NULL
FL1S1A-JA-X AS1A0A-FA-X
1A 2"x1" TO CO2 VENT STACK HEADER
1A 2"-VG-17174-AS1A0A-FA-X
E E E E E E E E E E E E E
NULL
FROM PY-3101-198 3788 11-77-08-0612
5468 11-77-08-0608 SHT.1/4 GAS
1A
LOW SELECT SIGNAL NULL
START/STOP FROM PIC-3901-17

1A HS PY
NULL 3101 3101 11-77-08-0609 2594
09 06
PRESSURE SIGNAL
XVAH HH HS START/STOP HS START/STOP XVAH HH

3101 3101 3101 3101
06 06 07 07
I I
1A
NULL
TY
MCC MCC 3101
06
PSAL
3101
06 I I I
H LL MCC
DPI
3101 NOTE 1 PI H FIC H M M H
04 TIC
3101 3101 3101
I PI 08 06 XVT XVT
L L 06
3101 VFD 3101 3101
07 L I
1A 06 07
NULL
I PSD TYPE 1A TYPE 3
8"-CG-1066-EL1S1A-JA-X-N 1A
TYPE 1A TYPE 1A TYPE M3 PIT FIT NULL
HOLD 5 TIT 8"-CG-1075-FL1S1A-JA-X-N

DPIT PIT 3101 3101
PIT 3101
3101 08 06
SDV 04
3101
06
3101 M 06
SDV
3101 07 TO BFN C02 DISCHARGE
TYPE 1C 1A 1" NC 3101
06 1-1/2" MANIFOLD
1" NC 1" NC RS RS 07
FROM INLET MANIFOLD RS C E-3101-02 1-1/2" FC
HOLD 5
2807 11-77-08-0609
5485 11-77-08-0608 SHT.1/4 1A CO2
HOLD 5 TYPE 12
FC 1"
CO2 1A
TYPE 12
NC 8"-CG-1079-FL1S1A-JA-X-N
NULL
TIT
3101
2"-NN-16178-FL1S1A-JA-X-N
1"
NC P-3101-02 18
I 1" NC 1"-D-20431-FL1S1A-JA-X-N
SDV 1A 24/07/2023 VSP AES TAH ISSUED FOR REVIEW (EPCM)
1A
3101 NC NULL
1A 1 23/03/2023
NC HH VSP AES TAH ISSUED FOR DESIGN (FEED)
03 NULL I TI
1" 3101 B 16/02/2023 VSP AES TAH ISSUED FOR HAZOP (FEED)
1A 18
NULL
TYPE 12 1A NC NC A 26/12/2022 VSP AES TAH ISSUED FOR REVIEW (FEED)

NULL

2"
FC NOTE 4 SCALE: N.T.S LOCATION: BAB/HABSHAN PROJECT No. P11643
1"-D-21325-FL1S1A-JA-X-N
NITROGEN / PURGE
FL1S1A-JA-X
EL1S1A-JA-X
CONNECTION NOTE 4
1A
NULL
1A
TYPE 1C
DPIT
3101 CONSULTANT / CONTRACTOR / VENDOR
03
H
DRAWING No. 1828-0000-49DG10-0134-003
I DPI
3101 PROJECT: EPCM FOR BAB FAR NORTH
03
NOTE 9 DRG. TITLE:
CO2 HUB 1A
ADNOC
DRG.No.
11 77 08 0608 1A
3/4
OF SHT
P11643-11-77-08-0608-3.DWG
2017 ADNOC Onshore . All rights reserved. Abu Dhabi Company for Onshore Petroleum Operations Ltd. Restricted Circulation
NOTES
GENERAL NOTES :
G1. FOR SYMBOLS AND GENERAL NOTES REFER TO LEGEND SHEET DRAWING NO
11-99-08-0601 SHT. 1 TO SHT 7 FOR SCOPE OF WORK UNDER PROJECT NO P11643.
G2. ALL EQUIPMENT TAG NUMBERS,INSTRUMENT TAG NUMBERS AND SP ITEM TAG NUMBERS
ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) AND PLANT AREA CODE (77).
ALL LINE NUMBERS ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) UNLESS
1A
NULL SPECIFIED OTHERWISE.
TO CO2 INJECTION NOTES :
PUMP P-3101-02
1. DELETED.
11-77-08-0608 SHT.3/4 2594
2. DELETED.
PRESSURE SIGNAL 3. TIE-IN CONNECTION PROVIDED FOR FUTURE CONNECTION.
4. SYMMETRICAL PIPING. 1A
NULL
5. TIE-IN CONNECTIOON PROVIDED FOR HAIL & GHASHA CO2 PUMP DISCHARGE MANIFOLD.
6. PROVISION FOR FUTURE PUMP CONNECTION SHALL BE INSTALLED ADJACENT TO THE
TO CO2 INJECTION
HAIL & GASHA CO2 PUMPS.
PUMP P -3101-01
7. HOLE SHALL BE PROVIDED ON THE BALL IN THE VALVE TO RELEASE ANY EXPANSION
11-77-08-0608 SHT.2/4 2593
WHILE VALVE KEPT CLOSED FOR CO2 SERVICE.
PRESSURE SIGNAL 1A
NULL
300# 150# 1A 7. BALL VALVE SEATS SHALL BE DESIGNED TO
NULL
RELEASE CAVITY PRESSURE
1A AUTOMATICALLY
1A TO PREVENT OVER PRESSURIZATION OF THE
NULL
NULL
CASE : THERMAL RELIEF 1A HOLD: VALVE BODY CAVITY

TSV 1" NC 1A
FROM HAIL AND GHASHA 1A SIZE:1-1/2"D3" NULL
NULL
SET@ 350.00 barg 3901 E E
NULL
4"-VG-16985-AS1A0A-FA-X 1. DELETED.
CO2 PUMP P-301B E E E E E E E E E E E E E E E E E E E E E E E E
16 2. DELETED.
HOLD 3
E
5482 4"x3" FB
HOLD 2, 5 LO 3. OFF PAGE CONNECTOR.
PRESSURE SIGNAL 1A
E
2"x1-1/2" 1A 4. TIE-IN LINE SIZE.
E
NULL
1" NULL
1A
5. PSV SIZE AND INLET / OUTLET LINE SIZE.
E
1A NULL
E
NULL
? NC
E
FROM HAIL AND GHASHA 1A FB
E
NULL
1A
E
CO2 PUMP P-301A LO
1" NULL
HOLD 3 5483 3"-VG-17504-AS1A0A-FA-X TO CO2 VENT STACK HEADER
E
E E E E E E E E E
PRESSURE SIGNAL NC E
3292 11-77-08-0612
E
FB
LO
E
E
RO AS1A0A-FA-X
3901
FS1A0A-JA-X
16 1A
NULL
E
3"-VG-18059-FS1A0A-JA-X
1A
MIN
NC
E
NULL
E
1A
NC NULL
E
FS1A0A-JA-X
FL1S1A-JA-X
MIN
1A
NULL
1A
FROM CO2 INJECTION PUMP NULL
2590 11-77-08-0608 SHT.2/4
HH
PSAH 1A
1A 3901 1A NULL
FROM CO2 INJECTION PUMP NULL 16 NULL
2807 11-77-08-0608 SHT.3/4
PIC
3901 I
17
1"
NOTE 4
1A TYPE 1A NC
NULL
PIT
3901 NC
17 TYPE 1A 1A
PIT NULL
1-1/2"
3901 TI TIT
16 3901 3901
16 16 FI H
1A L
NULL 3901
24"-CG-1028-FL1S1A-JA-X-N 01 L
NOTE 3 NOTE 3
LO 1" 1" 1"
1"
NOTE 5 NC NC NC FIT
NC 1A
3901
LO TP HOLD 4 TP 01 8"-CG-1104-FL1S1A-JA-X-N
NULL
FROM HAIL AND GASHA CO2 TP

1A 204 205
PUMP NULL 203
-CG-1245-FL1S1A-JA-X-N
5479 HOLD 3 TO BFN CO2 INJECTION
NETWORK
C 2809 11-77-08-0605
1A 24/07/2023 VSP AES THA ISSUED FOR REVIEW (EPCM)

FROM HAIL AND GASHA CO2 1A 1 23/03/2023 VSP AES THA ISSUED FOR DESIGN (FEED)
PUMP NULL
1A
HOLD 3
-CG-1246-FL1S1A-JA-X-N NULL TO RA/SN B 16/02/2023 VSP AES THA ISSUED FOR HAZOP (FEED)
5478 -CG-1247-FL1S1A-JA-X-N
5480 HOLD 3 A 26/12/2022 VSP AES THA ISSUED FOR REVIEW (FEED)

1A SCALE: N.T.S LOCATION: BAB/HABSHAN PROJECT No. P11643
NULL TO BU-HASA
NOTE 6 -CG-1248-FL1S1A-JA-X-N
5481 HOLD 3
1A
NULL
DRAWING No. 1828-0000-49DG10-0146

DRG. TITLE:
CO2 DISCHARGE MANIFOLD
CO2 HUB
ADNOC
DRG.No.
11 77 08 0609 1A
AREA P/AREA DOC. CODE SERIAL No. REV. SHT OF
1/1 SHT
NOTES
LP-3901
CO2 PIG LAUNCHER GENERAL NOTES
NOMINAL DIAMETER (MINOR BARREL) : 8" G1. FOR SYMBOLS AND GENERAL NOTES REFER TO LEGEND SHEET DRAWING NO
NOMINAL DIAMETER (MAJOR BARREL) : 10" 11-99-08-0601 SHT. 1 TO SHT 7 FOR SCOPE OF WORK UNDER PROJECT NO P11643.
DESIGN PRESS. : 350 barg / FV NOTE 32 G2. ALL EQUIPMENT TAG NUMBERS,INSTRUMENT TAG NUMBERS AND SP ITEM TAG NUMBERS
DESIGN TEMP. (MIN./MAX.) : -40 C / 85 C NOTE 33 ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) AND PLANT AREA CODE (77).
TRIM NO. : ALL LINE NUMBERS ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) UNLESS
1A 1A SPECIFIED OTHERWISE.
NULL NULL 1A
1:200 NULL
TO CO2 VENT STACK HEADER NOTES :

E 6"-VG-17897-AS1A0A-FA-X
E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E
3294 11-77-08-0612 1. CORROSION COUPONS AND/OR CORROSION PROBE SHALL BE INSTALLED TOGETHER IN
ACCESSIBLE AND SAFE LOCATION.
E
6"x4"
E
1A 2. FULL BORE VALVE SUITABLE FOR PIGGING.
1A
E
6"-VG-18077-AS1A0A-FA-X
NULL
AS1A0A-FA-X NULL
3. BURIED TRANSFER LINE BETWEEN THE ISOLATION JOINTS SHALL HAVE AN APPLIED
FL1S1A-JA-X PROTECTIVE COATING IN ACCORDANCE WITH AGES-SP-07-002.
E
NOTES 9, 20
1A 4. FLUSH TYPE CORROSION COUPON TO BE LOCATED AT MINIMUM TURBULENT FLOW AND
E
NULL
1A BLIND FLANGE SHALL BE PROVIDED FOR FUTURE PROVISION TO INSTALL CORROSION
NULL 1A PROBE.
E
2"-CG-1103-FL1S1A-JA-X-N NULL
5. PIG SIGNALLER SHALL BE NON-INTRUSIVE ULTRASONIC TYPE.
6. MINMUM LENGTH TO ACCOMMODATE EQUAL SPLIT-TEE + 300MM.
E
E
7. PIG LAUNCHER DESIGNED FOR MINIMUM INTELLIGENT PIG LENGTH.
E
1A 1A 8. THE PIG TRAP QUICK OPENING END CLOSURE TO BE PROVIDED WITH MECHANICAL
E
NULL
300# NULL
150# INTERLOCK THAT PREVENT OPENING OF THE DOOR UNDER PRESSURE.
E
9. SEQUENTIAL MECHANICAL TRAPPED KEY INTERLOCKING SYSTEM TO REGULATE
E
PSV OPERATION OF PIG TRAP VALVES AND PIG TRAP DOOR SHALL BE PROVIDED FOR
E
2"-NN-16248-FL1A1B-JA-X-N
1A 1" NC RO
NULL 3901 AS1A0A-FA-X ALL VALVES MARKED AS PER DEP 31-40-10-10-13-GEN & AGES-SP-10-009.
3901
E
NITROGEN PURGE 02 E E FS1A0A-JA-X 10. LOW RANGE (0-1 BARG) PI TO BE INSTALLED WITH HIGH RANGE PRESSURE PROTECTION
1A SP 005 E E E E E 01 6"
E
CONNECTION
1:200
DEVICE. LOCATE AT A MINIMUM DISTANCE FROM PIG TRAP DOOR SO THAT IT IS EASILY
NULL FIRE FB
SET@ 350 barg 4"x3" VISIBLE.
1A LO TYPE 1A 11. THE PRESSURE TRANSMITTER (PIT-3901-02) SHOULD BE SET AT 1 BARG FOR ALARM
1-1/2" D 3"
FL1A1B-JA-X
2"x1-1/2"
E
NULL
PIT DURING STANDBY CONDITION. HOWEVER IT SHOULD BE SPECIFIED FOR FULL OPERATING
NC HOLD 5
1A 3901 RANGE.
TSO 1"
2"-NN-16242-FL1A1B-JA-X-N
1A NULL
13 12. DELETED. 1A
E
NULL 1A
13. MINIMUM DISTANCE TO BE EQUAL TO THE LENGTH OF ONE INTELLIGENT PIG.
NC
FB 1-1/2" TIT 14. A CATCH PIT OR DRIP TRAY (OF APPROX, 5% VOLUME OF THE PIG TRAP) TO BE PROVIDED
E
1A
FL1S1A-JA-X
LC LO 3901 DIRECTLY UNDERNEATH END CLOSURE OF PIG TRAPS TO CONTAIN ANY SPILLED
NULL
NOTE 25 NOTE 25 NOTE 25
1A 1A 04 HYDROCARBON DURING OPENING OF TRAP DOOR.
PSAL PSAL PSAL
E
NULL NULL
2"-CG-1265-FL1S1A-JA-X-N 6"-CG-1286-FS1A0A-JA-X 15. CLEARANCE BETWEEN THE BOTTOM OF THE TRAP AND FINISHED GRADE SHALL BE
1" 3901 3901 3901
05 04 LL 03 LL 1 METER.
LL 6" 16. ACCESS FITTING SHALL BE COSASCO OR EQUIVALENT TYPE.
NOTE 11
E
1A LC SP 020
1" NULL NOTE 10 17. TWO PHASE FLOW (SLUG FLOW), PROVIDE ADEQUATE SUPPORT.
PI H
TYPE 1A NOTE 5 18. MINIMUM DISTANCE BETWEEN FIRST ISOLATION VALVES ON DRAIN LINE AND MAIN
E
PI 3901 SC TYPE 2
02 XPD PROCESS PIPING.
3901 3901 19. THE END CLOSURE SAFETY DEVICE SHALL BE DESIGNED WITHOUT VENT TO
NOTES 9,20
NOTE 5
E
03 02 I I I
1A ASME VIII 1-1/2" TI ATMOSPHERE AS PER SHELL DEP REQUIREMENTS.
DIV 1 TYPE 1A XPD 3901 20. THE INTERLOCKING SEQUENCE SHALL BE MODIFIED TO ALLOW BLOWDOWN BEFORE
B31.8
RS
2" TSO 3901 03
E
B31.3 NOTES 9,20 PIT PI VENTING DURING PIGGING OPERATION.
03
NOTES 9, 20
B31.4 3901 3901 21. ELECTRICAL INHIBITION TO PREVENT FULL CLOSURE OF VALVE.
TYPE 1A TYPE 1A TYPE 1A TYPE 1A PI
E
02 04 NOTE 23
PIT PIT PIT 3901 22. PIG LAUNCHER SHALL BE DESIGNED FOR THE LONGEST PIG THAT WILL BE USED
I 12 ( USUALLY AND INTELLIGENT PIG ) PLUS AS MARGIN OF 10%.
E
3901 3901 3901
N-8 N-11 K-2 N-6 N-7 8"-CG-1099-FC3S1A-JP-X-N 05 04 03 23. ESD SHOULD BE ACTIVATED FOR THE FOLLOWING
2" 2" 1-1/2" 4" 2" 6" ( I ) F & G DETECTED OR
B31.3 LC
E
FS1A0A-JA-X B31.3 ( II ) LOW LOW PRESSURE DETECTION.
NOTES 9, 19,26, 1A NOTES 2,7 NOTE 2 B31.4 TYPE 16 FC3S1A-JP-X B31.4 ( III ) MANUAL ISOLATION.
27,28,29,31
MOV MOV NOTE 30
N-9 M M SDV NOTE 30 24. HIGH DIFFRENTIAL PRESSURE INHIBITS OPENING OF MAIN SDV-3901-01
10" LP-3901 K-3 K-1 N-5
TYPE 4
3901
02 NOTES 9,20
3901
03
SP 001 3901
01 SP 002
PLANT AREA 77 PLANT AREA 76
( IF ∆ P > BYPASS BAR ) SDV CLOSES UPON FULL EQUILIZATION OF PRESSURE.
NOTES 7,8,9 1A 1-1/2" 1-1/2" 2" BARRED TEE AG UG 25. SDV-3901-01 TO CLOSE ON LOW LOW PRESSURE (2003 VOTING) IN PIPELINE. 1A
TYPE 4 NOTE 17
N-10 8"
MIN RS FB FB NOTE 17 FB 26. QUICK OPENING CLOSURE (QOC) SHALL BE DESIGNED AS PER AGES (AGES SP-10-009)
4" 2" 1:100 MIN MIN FC NOTE 3
N-1 N-4 N-3 N-2 NC NC SP 019 LO GRADE 27. THE PRESSURE WARNING SAFETY INTERLOCK DEVICE ALERTS THE OPERATOR OF THE
NOTE 6 NOTE 13 TSO 1A
TSO TSO NOTE 2 CLOSURE UNDER PRESSURIZED CONDITION, IF AN ATTEMPT IS MADE TO OPEN THE DOOR.
NOTES 14 2" 2" TO PIG RECEIVER RP-39419
MIN
NOTES 9,20 TYPE 4 1A 28. PROVISION FOR MOUNTING MECHANICAL INTERLOCK SYSTEM SHALL BE PROVIDED ON
B31.4 8"-CG-1266-FC3S1A-JP-X-N 2697 11-76-08-0602 SHT.2/2 QUICK OPENING CLOSURE BASED ON THE DRAWING PROVIDED BY KEY INTERLOCK
MIN
NULL
2"-CG-0936-FC3S1A-JP-X-N
I SYSTEM VENDOR AND AS PER AGES PH-08-001.
8"-CG-1124-FC3S1A-JP-X-N
B31.3 NC NOTES 15 NOTES 9,18,20 NC FC3S1A-JP-X B31.4 1A
FC3S1A-JP-X
NOTES 9,20 29. THE DESIGN OF THE QOC MECHANISM SHALL PROVIDE VISUAL/PHYSICAL INDICATION FOR
NOTES 9,18,20 NOTES 9, 20 FL1S1A-JA-X B31.3
2"-VG-18055-FL1S1A-JA-X
MIN NOTES 9,18,20 OPERATOR TO SEE AND ENSURE QOC MECHANISM FULLY CLOSED , LOCKED AND ALIGNED.
B31.4
1A 30 DELETED. 1A
CO2 HUB FENCE

BALANCE LINE NULL
SDV 31. DOOR SHALL BE PROVIDED WITH UNIT SWITCH TO INDICATE THE OPEN / CLOSE STATUS OF
1:100 DOOR TO CONTROL ROOM. LIMIT SWITCH SHALL BE SUPPLIED BY VENDOR.
3901
KICKER LINE
1A
NOTE 18
FC3S1A-JP-X B31.4
FL1S1A-JA-X B31.3
02 TYPE 16 32. PIPELINE DESIGN PRESSURE SHALL BE CONFIRMED BASED ON CO2 HP PUMP SHUT-OFF
E
FL1S1A-JA-X
1A 1A PRESSURE.
B31.3
1A NULL
1A
NULL
NULL
2"-D-20757-FL1S1A-JA-X-N
NULL
2" 33. PIPELINE DESIGN CONDITIONS : 350 Barg / FV, -40 °C / 80 °C (UG), 85 °C (AG.
E
1" 2"-CG-1100-FL1S1A-JA-X-N FC 34. HOLE SHALL BE PROVIDED ON THE BALL IN THE VALVE TO RELEASE ANY EXPANSION
TSO WHILE VALVE STEM CLOSE FOR CO2 SERVICE.
E
NC 1A B31.4 B31.3 B31.4
NULL 34. BALL VALVE SEATS SHALL BE DESIGNED TO
1"
E
2"-D-21309-FL1S1A-JA-X-N E RELEASE CAVITY PRESSURE1AAUTOMATICALLY
8"-CG-1290-FL1S1A-JA-X-N NC 1A TO PREVENT OVER PRESSURIZATION OF THE
NOTES 18 LC LC LC NULL
HOLDS : VALVE BODY CAVITY
E
1" DPIT
FC3S1A-JP-X
1A
FL1A1B-JA-X
FL1S1A-JA-X
1" 3901 1. LINE SIZE AND SPECIFICATION FOR PIPELINE.
START-UP CO2 NULL 1A 01 2. DELETED.
B31.4
FROM H-5 PIPELINE NOTES 9,20 NC 1A MOV
NULL
E
NC FL1S1A-JA-X FL1S1A-JA-X 3. DELETED.
3901 4. DELETED.
6388 11-77-08-0607 AL1S3A-FA-X AS1A0A-FA-X
04 5. PSV SIZE AND INLET AND OUTLET LINE SIZE.
E
H 6. NITROGEN CYLINDER PACKAGE DETAILS. 1A
1A 1A AL1S1A-FA DPI
1"
FL1S1A-JA-X
3901
E
NULL
HOLD 6 1A TYPE 8 01
B31.3
NC 1A
NOTES 9,20,21
E
NULL NOTE 24
NITROGEN CYLINDER 2"-NN-16243-FL1A1B-JA-X-N
E
LC LC LC 1A
1A
2"-D-20755-AL1S3A-FA-X-N
NULL
1"
FL1S1A-JA-X
FL1A1B-JA-X
E
FL1A1B-JA-X
2"-D-20756-FL1S1A-JA-X-N
NULL
NOTES 9,20
NOTES 9,20
FL1S1A-JA-X LC
E
NC 1A 1A 24/07/2023 VSP AES TAH ISSUED FOR REVIEW (EPCM)
NC
2" NULL
1A 1A
E
NC 8" 1 29/03/2023 VSP AES THA ISSUED FOR DESIGN (FEED)
AL1S1A-FA 2"-CG-1101-FL1S1A-JA-X-N
NULL
1-1/2"
TI B 01/02/2023 VSP AES THA ISSUED FOR HAZOP (FEED)
NOTES 9,20
E
1A 1" 1A 1A 3901
NULL NULL
2"
NULL
02 A 26/12/2022 VSP AES THA ISSUED FOR REVIEW (FEED)
E
NC 1A TYPE 1A REV. DATE DR'N. CH'D. AP'D. DESCRIPTION
NULL
PI
E
1"
1A NC 8" SP 003 SP 004 3901
NULL 05 SCALE: N.T.S LOCATION: BAB/HABSHAN PROJECT No. P11643
E
1A CP CC
E
CO2 DISCHARGE MANIFOLD NULL
8"-CG-1104-FL1S1A-JA-X-N NOTES 1,4,16

2809 11-77-08-0609
E
NOTE 17 BYPASS LINE

MIN.
1: 100
NOTE 18 NC
E
1M
1A 1" 2"-D-21310-AL1S1A-FA-X-N
E
NULL
FL1S1A-JA-X NC 1:100 CONSULTANT / CONTRACTOR / VENDOR
1A
E
NULL
AS1A0A-FA-X VACCUM 1"
E
CONNECTION 1A
E
FL1S1A-JA-X
NC NULL
FL1S1A-JA-X NOTES 9,20 DRAWING No. 1828-0000-49DG10-0131

1A NC 1" SP 021
E
AS1A0A-FA-X NULL
AS1A0A-FA-X
1A AG GRADE
1:100 2"-VG-17023-AS1A0A-FA-X TO CO2 VENT STACK HEADER
E
E

E
NULL
E E E E E E E E E E E E U/G E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E
3784 11-77-08-0612 DRG. TITLE:
PIG LAUNCHER FOR CO2 HUB TO GDS
CO2 HUB
PIT- XXX
ADNOC
DRG.No.
11 77 08 0605 1A
AREA P/AREA DOC. CODE SERIAL No. REV. SHT OF
1/1 SHT
NOTES
X-6801
VENT STACK GENERAL NOTES :
G1. FOR SYMBOLS AND GENERAL NOTES REFER TO LEGEND SHEET DRAWING NO
DIAMETER : HOLD 1 1A
11-99-08-0601 SHT. 1 TO SHT 7 FOR SCOPE OF WORK UNDER PROJECT NO P11643. NULL

FROM PIG LAUNCHER FOR
COOLERS
AGP-HB-5-CO2 HUB
CO2 TO BFN
FROM CO2 HP PUMPS AND
CO2 DISCHARGE MANIFOLD
CO2 PIG RECEIVER FROM

COOLERS
3294
11-77-08-0608 SHT.3/4 2704
11-77-08-0608 SHT.2/4 3291
3292
3719
11-77-08-0608 SHT.2/4 3296
HEIGHT : HOLD 1 G2. ALL EQUIPMENT TAG NUMBERS,INSTRUMENT TAG NUMBERS AND SP ITEM TAG NUMBERS
DESIGN PRESSURE : 8.6 barg / FV 1A ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) AND PLANT AREA CODE (77).
NULL
DESIGN TEMPERATURE : -95 C / 85 C ALL LINE NUMBERS ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) UNLESS
SPECIFIED OTHERWISE.
11-77-08-0605
11-77-08-0609
11-77-08-0607
MATERIAL : HOLD 1
NOTES :
1. DELETED.
2. RO SIZE AND ASSOCIATED VENT PIPING SHALL BE CONFIRMED BY TRANSIENT
DEPRESSURIZATION.
3. BIRD SCREEN TO BE PROVIDED.
E
E
E
E
E
4. PROVISION OF UTILITY CONNECTION TO PURGE STACK DURING MAINTENANCE.
5. DELETED.
E
E
E
E
E
6. P&ID WILL BE UPDATED BASED ON PIPING LAYOUT AT LATER STAGE.
E
E
E
E
E
7. SPECIAL LAVAL TYPE OR EQUIVALENT NOZZLES.
E
E
E
E
E
NOTE 3, 7
E
E
E
E
E
1A
E
E
E
E
E
E
NULL
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
HOLDS:
E
6"-VG-17897-AS1A0A-FA-X
4"-VG-17531-AS1A0A-FA-X
2"-VG-17063-AS1A0A-FA-X
4"-VG-16985-AS1A0A-FA-X
6"-VG-17516-AS1A0A-FA-X
2"-VG-17173-AS1A0A-FA-X
1. EQUIPMENT DETAILS.
E
E
E
E
E
E
2. LINE SIZE.
E
E
E
E
E
E
CO2 1A
AI AIT NULL
E
E
E
E
E
6806 6806
01 01
E
E
E
E
E
E
E
E
E
E
E
E
AIT H2S
E
E
E
E
E
E
AI
1A 1A 6806 6806
NULL
02
E
E
E
E
E
NULL
1A 02
NULL 1A
NULL
E
E
E
E
E
NO POCKETS
NO POCKETS
E
E
E
E
E
FQI
E
E
E
E
E
1:200
1:200
6806
01
E
E
E
E
E
E
NO POCKETS
NO POCKETS
NO POCKETS
NO POCKETS
E
E
E
E
E
E
TI
6806
L
E
E
E
E
E
01
E
FI
1:200
1:200
1:200
1:200
6806 LL
E
01
E
E
E
E
E
E
E
E
E
E
E
TIT
FIT 6806
E
E
E
E
E
E
01
FE 6806
01
E
E
E
6806
01
E
E
E
1:300 1-1/2"
42"-VG-17986-AS1A0A-FA-X NOTE 4
E
E
E
E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E
HOLD 2 NO POCKETS E E
E
E
E
E
E
1A
E
1A
E
NULL
E
E
NULL
E
E
E
E
E
E
X-6801
E
E
E
E
NO POCKETS
NO POCKETS
NO POCKETS
NO POCKETS
E
E
NO POCKETS
NO POCKETS
E
E
E
NO POCKETS
E
1:200
1:200
1:200
1:200
1:200
1:200
E
E
E
E
E
1:200
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
1A
E
E
E
NULL
E
E
E
E
E
E
E
E
E
E
1A
E
E
E
E
E
2"-VG-17896-AS1A0A-FA-X
E
NULL
E
30"-VG-18048-AS1A0A-FA-X
4"-VG-17524-AS1A0A-FA-X
2"-VG-17064-AS1A0A-FA-X
2"-VG-17023-AS1A0A-FA-X
2"-VG-17174-AS1A0A-FA-X
4"-VG-18045-AS1A0A-FA-X
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
1A 24/07/2023 VSP AES TAH ISSUED FOR REVIEW (EPCM)

E
E
E
E
E
E
1 30/03/2023 VSP AES TAH ISSUED FOR DESIGN (FEED)

E
E
E
06/03/2023 VSP
E
B AES TAH ISSUED FOR HAZOP (FEED)

E
E
E
E
A 14/02/2023 VSP AES TAH ISSUED FOR REVIEW (FEED)

E
E
E
E
E
1A 1A REV. DATE DR'N. CH'D. AP'D. DESCRIPTION

E
E
NULL NULL
E
E
E
E
SCALE: N.T.S LOCATION: BAB/HABSHAN PROJECT No. P11643

E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E
E

E
E
E
E
E
E
E
E
E
E
E
DRAWING No. 1828-0000-49DG10-0202

E
E
3783 11-77-08-0608 SHT.2/4

FROM PIG LAUNCHER FOR
3787 11-77-08-0608 SHT.3/4
3788 11-77-08-0608 SHT.3/4

CO2 PIG RECEIVER FROM
11-77-08-0605
EPCM FOR BAB FAR NORTH

11-77-08-0607
PROJECT:
5473 11-77-08-0608 SHT.1/4
5599 11-77-08-0608 SHT.1/4

AGP-HB-5-CO2 HUB
DRG. TITLE:
FROM CO2 SUCTION
FROM CO2 SUCTION

CO2 TO BFN
CO2 VENT STACK

COOLERS
1A
CO2 HUB 1A
MANIFOLD
MANIFOLD
3784
3786
NULL
NULL
ADNOC
DRG.No.
11 77 08 0612 1A
1/1
OF SHT
NOTES
U-6101 U-6901
INSTRUMENT AIR PACKAGE NITROGEN GENERATION PACKAGE GENERAL NOTES :
DESIGN PRESS. : 12 barg DESIGN PRESS. : 12 barg / FV G1. FOR SYMBOLS AND GENERAL NOTES REFER TO LEGEND SHEET DRAWING NO
DESIGN TEMP. (MIN./MAX.) : 4 C / 85 C DESIGN TEMP. (MIN./MAX.) : 4 C / 85 C 1A 11-99-08-0601 SHT. 1 TO SHT 7 FOR SCOPE OF WORK UNDER PROJECT NO P11643.
NULL
RATED CAPACITY : 30 Nm³/hr (BY VENDOR) RATED CAPACITY : 388 Nm³/hr NOTE 10 G2. ALL EQUIPMENT TAG NUMBERS,INSTRUMENT TAG NUMBERS AND SP ITEM TAG NUMBERS
MATERIAL : BY VENDOR MATERIAL : BY VENDOR ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) AND PLANT AREA CODE (77).
INSULATION TYPE & THK. : & BY VENDOR INSULATION TYPE & THK. : & BY VENDOR ALL LINE NUMBERS ON THIS DRAWING SHALL BE PREFIXED BY AREA CODE (11) UNLESS
SPECIFIED OTHERWISE.
NOTES:
1. NITROGEN & INSTRUMENT AIR GENERATION PACKAGE SHALL BE PROVIDED IN
SHELTER AREA.
2. FULLY AUTOMATIC OPERATION INCUDING START-UP AND SHUTDOWN WITHOUT FULLY
AUTOMATIC OPERATION INCUDING START-UP AND SHUTDOWN WITHOUT OPERATOR.
3. INTERVENTION SHALL BE ENSURED BY PACAKGE VENDOR 1x100% NITROGEN
GENERATION PACKAGES PROVIDED.
4. PURITY OF NITROGEN & INSTRUMNET AIR SHALL BE 98% MINIMUM AT PACKAGE OUTLET.
5. MAXIMUM DEWPOINT OF AT PACKAGE OUTLET SHALL BE -40 °C AT 7.8 barg.
6. BLOW OFF LINE SHALL BE SUPPLIED WITH SILENCER.
7. LCP SHALL BE PROVIDED BY VENDOR.
8. SINGLE PACKAGE SHALL BE CONSIDERED FOR IA COMPRESSOR PACKAGE, DRYER
PACKAGE AND NITROGEN GENERATION PACKAGE.
9. TIE-IN CONNECTION PROVIDED FOR FUTURE CONNECTION FOR HAIL AND GHASHA PROJECT.
10. NITROGEN DEMAND AND CAPACITY IS BASED ON MAXIMUM FOUR CO2 HP PUMPS IN
OPERATION.
1A
NULL
PACKAGE COMMON FAULT START COMMON FAULT START PACKAGE PACKAGE LOCAL/
RUNNING ALARM STATUS PERM ALARM STATUS PERM STOP START REMOTE
XI XA XI XI XI XA XI XI HS HS HS
6101 6101 6101 6101 6901 6901 6901 6901 6901 6901 6901
01 01 03 04 01 01 02 03 01 02 03
U-6101 U-6901
NITROGEN GENERATION PACKAGE HOLDS:
IA PACKAGE I AIR COMPRESSOR PACKAGE (K-6101-01/02) INSTRUMENT AIR DRYER UNIT (D-6101-01/02/03/04) 1. EQUIPMENT DETAILS.
TRIP FILTERS (S-6106-01/02/03/04)
2. OFF PAGE CONNECTOR.
PACKAGE HS TP
STOP 6101 NOTE 9 207
01
1" NC 2" TO CO2 PUMP SEAL & UTILITY
STATION
3"-NN-16458-AC1A1B-FA-X-N
PACKAGE HS 5381 HOLD 2
START 6101
02 NITROGEN
TO PIG LAUNCHER AREA

LOCAL / REMOTE XI
2"-NN-16458-AC1A1B-FA-X-N
5727 HOLD 2
6101
02 NITROGEN
1" NC
TO CO2 HUB AREA
3"-IA-12132-AC4A1A-FA-X-N
5383 HOLD 2
INSTRUMENT AIR FOR
2" DISTRIBUTION
TP NOTE 9
206
I N2 PACKAGE
TRIP
1A 22/07/2023 VSP AES TAH ISSUED FOR REVIEW (EPCM)

1 30/03/2023 VSP AES TAH ISSUED FOR DESIGN (FEED)
B - - - - NOT ISSUED
A 14/02/2023 VSP AES TAH ISSUED FOR REVIEW (FEED)

SCALE: N.T.S LOCATION: BAB/HABSHAN PROJECT No. P11643
DRAWING No. 1828-0000-49DG10-0203

DRG. TITLE:
PIPING AND INSTRUMENT DIAGRAM 1A
NULL
INSTRUMENT AIR AND NITROGEN PACKAGE

1A CO2 HUB
NULL
ADNOC
DRG.No.
11 77 08 0613 1A
1/1
OF SHT
PY
PY
SCOPE OF SERVICES
ATTACHMENT-4 – AGES SPECIFICATIONS

SCOPE OF SERVICES
ATTACHMENT-5 – COMPANY STANDARD DRAWINGS

SCOPE OF SERVICES
ATTACHMENT-6 – ADNOC HSE & COMPANY HSE STANDARDS

SCOPE OF SERVICES
ATTACHMENT-7– ADNOC VAP GUIDLINE/MANUAL

ADNOC Classification: Internal
THE CONTENTS OF THIS DOCUMENT ARE PROPRIETARY AND CONFIDENTIAL
ADNOC GROUP
VALUE ASSURANCE PROCESS (VAP)
Manual
APPROVED BY:
22/06/2023
NAME: Yaser Saeed Al Mazrouei

TITLE: Executive Director PC&CS
EFFECTIVE DATE:
DOCUMENT NUMBER: AGPM-MNL-000 Rev. No. 3
All parties consent to this document being signed electronically -PC&CS/GP/INT/2023/9839

GROUP PROJECTS & ENGINEERING FUNCTION/ PC&CS DIRECTORATE
CUSTODIAN Group Projects & Engineering

DISTRIBUTION Process Manual applicable to ADNOC & ADNOC Group Companies
REVISION HISTORY
REV. PREPARED BY REVIEWED BY ENDORSED BY
DATE (Designation/ Initial) (Designation / Initial) (Designation / Initial)
NO.
1st April 2019 00 Chike S. Ugwu Mashal Alkindi Zaher Salem
SVP, Group Projects,
Sr. Specialist Projects VP-Projects Excellence,
TEO)
Excellence, GP, TEO Group Projects, TEO
Dr.Robbie Brouwer
TEO
27th October 01 Chike S. Ugwu Abdulla Al Shaiba Zaher Salem
2020 Sr. Specialist Projects
VP Projects Assurance, SVP, Group Projects &
Services, GPE
GPE Engineering
Nagarajan. B.
Sr. Advisor, Projects
Technical Assurance,
GPE
16th December 02 Carlos Navarro Abdulla Al Shaiba Ebraheem Al Romaithi
2021
Manager, Framing VP Group Projects SVP, Group Projects &
Assurance, GPE Assurance, GPE Engineering
15th June 03 Dr. Salama Al Qubaisi Abdulla Al Shaiba Ebraheem Al Romaithi
Manager, Technical
2023 VP Group Projects SVP, Group Projects &
Governance, GPE
Assurance, GPE Engineering
Carlos Navarro
Manager, Framing
Assurance, GPE 15/06/2023
22/06/2023
15/06/2023
The Group Projects and Engineering Function is the owner of this Manual and responsible for its custody,
maintenance, and periodic update every five years. In addition, Group Projects and Engineering Function is
responsible for communication and distribution of any changes to this Manual and its version control. This
document will be reviewed and updated in case of any changes affecting the activities described in this
document. This document has been approved by ADNOC PC&CS Executive Director, to be implemented
immediately by all ADNOC and ADNOC Group Companies, which are accountable for roll out and compliance.
CONTROLLED INTRANET COPY
The intranet copy of this document [located in the section under ADNOC GROUP POLICIES on One ADNOC]
is the only controlled document. Copies or extracts of this document, which have been downloaded from the
intranet, are uncontrolled copies and cannot be guaranteed to be the latest version.
Document No: AGPM-MNL-000 Rev. No: 3

Page 2 of 73

DEFINITIONS:
‘ADNOC’ means Abu Dhabi National Oil Company (ADNOC) Public Joint Stock Company.
‘ADNOC Group’ means ADNOC together with each company in which ADNOC, directly or indirectly,
controls fifty percent (50%) or more of the share capital.
‘Approving Authority’ means the decision-making body or employee with the required authority to approve
Policies and Procedures or any changes to them.
‘Business Line Directorates’ or ‘BLD’ means a Directorate of ADNOC which is responsible for one or
more Group Companies reporting to, or operating within the same line of business as, such Directorate.
‘Business Support Directorates and Functions’ or ‘Non- BLD’ means all the ADNOC functions and the
remaining Directorates, which are not ADNOC Business Line Directorates.
‘Capital Project' means a long-term, capital-intensive investment to develop or upgrade an existing
industrial facility for the production, transportation, storage and/or distribution of energy sources, its
derivatives, sub-products and supporting civil infrastructure.
‘CEO’ means Chief Executive Officer.
‘COMPANY’ means ADNOC or any Group Company. It may also include an agent or consultant authorized
to act for, and on behalf of, the ‘COMPANY’.
‘CONTRACTOR’ means a non-ADNOC third-party which carries out part, or all aspects, of project
management, design, engineering, procurement, construction, commissioning on behalf of ADNOC.
‘End user’ means Asset owner / operator.
‘Front-End Loading’ (or ‘FEL’) means the initial stages of the VAP before the final investment decision
(FID), in which the feasibility of the project is defined.
‘Group Company’ means any company within the ADNOC Group other than ADNOC.
‘Guideline’ means the recommended approach to the deliverables and activities that are necessary to
support project delivery excellence. Guidelines and associated templates provide instructions for the
ADNOC Integrated Project Management Team (IPMT) to comply with and gain maximum value from the
Project Standards, which are mandatory.
‘GVAP’ (or ‘VAP’) means ADNOC Group Value Assurance Process is a common framework that is
implemented across all ADNOC Group Companies for management and governance of Capital Projects,
from inception to operations. All documents (Standards, Guidelines, Procedures, Templates) issued under
the Integrated Project Management System (IPMS), amongst which is this document, are intimately related
to the GVAP.
‘May’ indicates an action that is permissible.
‘Shall’ indicates mandatory requirements.
‘Should’ indicates an action that is recommended.
‘Total Installed Cost’ refers to the final cost of designing, fabricating and building a capital project, (note
does not include drilling & OPEX)
‘Value Improving Practices’ (or ‘VIPs’) means out-of-the-ordinary practices used to improve the cost,
schedule, and reliability of Capital Projects.

Page 3 of 73

Acronyms
The following acronyms are used in this document:
ADNOC Abu Dhabi National Oil Company. IC ADNOC Investment Committee.

ADP Asset Development Plan. IGF Investment Governance Framework.
ADNOC Group Engineering
AGES IPC ADNOC Investment Program Sub-Committee.
Standards and Specifications.
AIPS Asset Integrity Process Safety. IPMS Integrated Project Management System.
BLD Business Line Directorate. IPMT Integrated Project Management Team.
Cost Estimate and Schedule
CESAR IPR Independent Project Review.
Assurance Review.
CFO Chief Financial Officer. IRMD Insurance Risk Management Department.
CEO Chief Executive Officer. ICTR Independent Categorization Technical Review.
DoA Delegation of Authority. MOC Management of Change.
DSP Decision Support Package. PAP Project Assurance Plan.
ERM Enterprise Risk Management. PM Project Manager.
EFC Estimated Final Cost. PPD Project Premises Document.
Environmental, Social and
ESG PSC Project Steering Committee.
Governance.
Supreme Council for Financial and Economic
ExCom ADNOC Executive Committee. SCFEA
Affairs.
Early civil works of a project (e.g.,
ECW STP Sewage Treatment Plant.
site preparation, temp. roads etc.).
FDP Field Development Plan. SWRO Seawater Reverse Osmosis Water System.
FEED Front-End Engineering Design. SME Subject Matter Expert.
FEL Front-End Loading. SoR Statement of Requirements.
F&I Finance and Investment. SVP Senior Vice President.
FID Final Investment Decision. TA Technical Authority.
GC Gate Contract. ToR Terms of Reference.
Group Civil Projects & Engineering
GCP&ES TIC Total Installed Cost of the Project.
Services.
GPE Group Projects and Engineering. VAP Value Assurance Process.
GVAP Group Value Assurance Process. VIP Value Improving Practice.
HSE Health, Safety and Environment. VP Vice President.

Page 4 of 73

TABLE OF CONTENTS
1. INTRODUCTION ..................................................................................................................................................... 5
1.1 Purpose ............................................................................................................................................................. 5
1.2 Scope and Applicability ..................................................................................................................................... 5
1.3 Deviations .......................................................................................................................................................... 5
1.4 Exclusions ......................................................................................................................................................... 6
1.5 Roles and Responsibilities ................................................................................................................................ 6
2. PROJECT SEGMENTATION.................................................................................................................................. 8
2.1 Classification Matrix .......................................................................................................................................... 8
2.2 Complexity ......................................................................................................................................................... 8
2.3 Exceptional GVAP Categorization .................................................................................................................. 11
2.4 Standalone Civil and Infrastructure Projects ................................................................................................... 11
3. VALUE ASSURANCE PROCESS ........................................................................................................................ 12
3.1 Project Classes 1, 2 and 3 Overview .............................................................................................................. 12
3.2 Project Classes 1, 2 and 3 Requirements ....................................................................................................... 17
3.3 Project Classes 4, 5 and 6 Overview .............................................................................................................. 20
3.4 Project Classes 4, 5 and 6 Requirements ....................................................................................................... 23
3.5 Project Classes 4, 5 and 6 Exceeding the BLD Delegation of Authority ......................................................... 25
4. VALUE ASSURANCE PROCESS GOVERNANCE ............................................................................................. 25
4.1 Project Classes 1, 2 and 3 Gate and Stage Governance ............................................................................... 25
4.2 Project Classes 4, 5 and 6 Gate and Stage Governance ............................................................................... 28
4.3 Project Cancellation During VAP Stage. ......................................................................................................... 29
5. Project Assurance and Value Assurance Activities ........................................................................................ 29
5.1 Value Assurance Process Roles ..................................................................................................................... 30
5.2 Project Assurance Plan ................................................................................................................................... 30
5.3 Project Assurance Review Types ................................................................................................................... 30
6. PROJECT VALUE IMPROVING PRACTICES ..................................................................................................... 32
7. INTEGRATED PROJECT MANAGEMENT SYSTEM .......................................................................................... 33
7.1 Overview.......................................................................................................................................................... 33
7.2 IPMS Manual ................................................................................................................................................... 33
APPENDIX A – EXCEPTIONAL PROJECT CATEGORIES..................................................................................... 34
APPENDIX B – PROJECT CLASSIFICATION AND WORKFLOW FOR STANDALONE CIVIL AND
INFRASTRUCTURE PROJECTS ............................................................................................................................ 41
APPENDIX C – VAP ROLE CHARTERS AND DEFINITIONS (RESPONSIBILITIES) ............................................ 45
C.1 VAP ROLE CHARTERS AND DEFINITIONS (RESPONSIBILITIES)- Class 1/2/3 ....................................... 48
C.2 VAP ROLE CHARTERS AND DEFINITIONS (RESPONSIBILITIES)- Class 4/5/6 ....................................... 59
APPENDIX D – DELIVERABLES LIST / MANDATORY ACTIVITIES ..................................................................... 66
APPENDIX E – REFERENCE DOCUMENTS ........................................................................................................... 71

Page 3 of 73

Table of Figures
Figure 2. 1: Project Classification Matrix. .......................................................................................................... 8

Figure 3. 1: VAP Stage-Gate Process – Project Classes 1 to 3...................................................................... 12
Figure 3. 2: VAP Stage Gate Process – Project Classes 4 to 6. ..................................................................... 20
Figure 4. 1: Gate Governance Process – Project Classes 1 to 3. ................................................................... 26
Figure 4. 2: Gate Governance Process – Project Classes 4 to 6. ................................................................... 28
Figure 4. 3: Gate Decision-Making Process – Project Classes 4 to 6. ............................................................ 28
Figure A. 1 : VAP Stage-Gate Process - Category A. ..................................................................................... 34
Figure A. 2: VAP Stage-Gate Process - Category B. ...................................................................................... 39
Figure B. 1: Standalone Civil Projects - Touchpoints Between End User & GCP&ES* ................................. 41
Figure B. 2: Standalone Civil Projects Deliverable List*. ................................................................................. 42
Figure B. 3: Civil Works Packages Part of Oil & Gas Development Project.* ................................................. 42
Figure B. 4: Workflow for Civil Projects Classification and Execution ............................................................. 44
Table of Tables
Table 2. 1: Project Segmentation Complexity Level, Project Classes 1 to 3 .................................................... 9

Table 2. 2: Project Segmentation Complexity Criteria Rating – Project Classes 1 to3. .................................. 10
Table 2. 3: Project Segmentation Complexity Criteria Rating – Project Classes 4 to 6. ................................. 11
Table 3. 1: Gate Contract Meeting Outputs – Project Classes 1 to 3. ............................................................ 16
Table 3. 2: Gate Contract Meeting Attendance Classes 1 to 3. ...................................................................... 17
Table 3. 3: Gate Contract Meeting Outputs – Project Classes 4 to 6. ............................................................ 22
Table 3. 4: Gate Contract Meeting Attendance – Project Classes 4 to 6. ....................................................... 23
Table 7. 1: IPMS Themes Manual ................................................................................................................... 33
Table C. 1: Typical Allocation of SELECT Stage Deliverables. ...................................................................... 46
Table D. 1: DSP Mandatory Deliverables per Stage – Project Classes 1 to 3. ............................................... 66
Table D. 2: Mandatory Activities Deliverables per Stage – Project Classes 1 to 3. ....................................... 68
Table D. 3: DSP Mandatory Deliverables per Stage – Project Classes 4 to 6. ............................................... 69
Table D. 4: Mandatory Activities Deliverables per Stage – Project Classes 4 to 6. ........................................ 70

Page 4 of 73

1. INTRODUCTION
Capital Projects form an integral part of ADNOC Group’s operations and strategy. Due to their inherent
scale and complexity, the level of risk associated with delivering these projects can be significant. The
ADNOC Group Value Assurance Process (GVAP) addresses this risk through a comprehensive set of
rules and principles, with the overriding aim to maximize the value realized in delivery and assurance of
projects undertaken by ADNOC and ADNOC Group Companies.
The GVAP is a common stage-gate process for delivering optimum value from development
opportunities through structured and consistent project framing, execution, assurance and decision
making that helps to achieve high capital investment performance by emphasizing project development
and execution in alignment with strategic objectives.
All ADNOC, and ADNOC Group Companies, shall abide by, and comply with, the Standards,
Procedures and Guidelines referenced in this Manual, and are accountable as well as responsible for
the development, implementation and alignment of their internal policies and procedures as required.
The GVAP is supported by the Integrated Project Management System (IPMS). The IPMS is an
integrated framework comprising project Standards, Procedures, Guidelines and supporting templates
that establish the minimum requirements and guidance to deliver successful and predictable project
outcomes. For more details refer to Section 7.
1.1 Purpose
The purpose of this Manual is to describe the ADNOC GVAP, its key principles, activities and
deliverables applicable during the development of project opportunities throughout the project lifecycle.
1.2 Scope and Applicability
This Manual is applicable to all ADNOC Group Capital Projects where ADNOC has the majority share
of the CAPEX.
1.3 Deviations
Any deviations from the mandatory requirements stipulated in this document are permitted only with
explicit written approval from the ADNOC Group Projects and Engineering (GPE) Function after seeking
endorsement from the ADNOC Business Line Directorate. The Development/Project Manager is
responsible for obtaining such approval. Failure to obtain approval will constitute a deviation from
ADNOC GVAP Governance and Policies. Proposed deviations and their business rationale shall be
captured in the Deviation Form Template provided in the Value Assurance Process Templates AGPM-
TMP-000A, to be included in the submission for approval. Examples of deviations are:
• Grouping or merging project stages.
• Not following mandatory activities or deliverables as per this Manual .
• Not performing Gate Contract per stage.
Unexpected developments during the project stage resulting in deviations from the
approved Gate Contract ; the Project Manager is responsible for escalating the same to
the Gatekeeper for remedial action. The Gatekeeper shall approve updates to the Gate
Contract during the stage, subject to endorsement by the Decision Maker.
• Deviations from Gate approvals.
• Implementing changes in the scope of work, specifications, or project requirements during project
stages without a Project Management of Change Form approved by the relevant ADNOC
Authority.

Page 5 of 73

1.4 Exclusions
This Manual is not applicable to third-party projects and minority joint venture projects. Refer to the
Requirements for Third-Party Projects and Minority Joint Ventures Standard AGPM-STD-106 for
requirements.
1.5 Roles and Responsibilities
1.5.1 GVAP Key Roles

There are six key roles with major accountabilities across various stages and gates of the project
lifecycle:
1. Decision Maker. 4. Gatekeeper.
2. Development Manager. 5. Project Manager.
3. Assurance Coordinator. 6. Assurance Review Lead.
For details refer to Appendix C, GVAP Role Charters and Definition of Roles and Responsibilities.
1.5.2 Key Stakeholders
An outline of key stakeholders’ roles and responsibilities relevant to the GVAP is given below. Each of
them shall have designated focal points to ensure GVAP implementation and alignment in their various
business activities; collectively they shall be referred to as the GVAP Stakeholders.
1.5.2.1 ADNOC Group Projects and Engineering

The Group Projects and Engineering (GPE) Function forms part of the wider GVAP Stakeholders . GPE
has ownership of the ADNOC GVAP. Refer to the GVAP Stakeholders. role charter for GPE in Appendix
C.
1.5.2.2 ADNOC Business Line Directorates

Business Line Directorates (BLDs) has the responsibility to drive adherence to the ADNOC GVAP
across their respective Directorate. In addition, the BLD assumes the role of the Business Case Owner.
Refer to the GVAP Stakeholders. role charter, Business Line Project Organization and Assurance
Coordinator, in Appendix C.
1.5.2.3 ADNOC Group Strategic Investments, Finance & Investment

The Group CFO is the owner of ADNOC Group Capital Projects Investment Governance Process
F&ID/CIO/INT/2022/3682 and its addendum LG&C/INT/2022/20088. In addition, the ADNOC
Investment Governance Framework Economic Evaluation Guidelines F&ID/CIO/INT/2022/17315 shall
be implemented by each Group Company, subject to and in accordance with this Manual. The GVAP is
an integral part of the ADNOC Investment Governance Framework (IGF) Standard 0641/046/2020.
Refer to the GVAP Stakeholders role charter: Finance and Investment Support in Appendix C.
1.5.2.4 Shareholder Representatives

ADNOC and shareholders are involved throughout the project lifecycle as and when required (including
the project kick-off, stages and gates).
1.5.2.5 ADNOC Digital Projects and Innovation Division (Technology)

The Digital Projects and Innovation Division is a functional / organizational unit responsible for the digital
technologies and artificial intelligence aspects of the project, and responsible to drive adherence toward
digital philosophy deliverables in each stage as per the GVAP. The design of the facility shall follow the
approved digital design philosophy, e.g., remote operation, predictive and diagnostic analysis, data
platform and others. Refer to the Digital Design Philosophy Guideline TECH-DIG/GID-1.

Page 6 of 73

1.5.2.6 ADNOC Insurance Risk Management Department

The Insurance Risk Management Department (IRMD), part of the Corporate Insurance Division – F&I
Directorate, is responsible for developing the ADNOC risk profile, based on the quality of risks related
to ADNOC operations and projects for insurance coverage.
As part of the construction insurance placement, an independent project risk management review is
required following the completion of project front-end engineering design (FEED). In addition, a second
review is required prior to commissioning and handover to assist with the attachment of asset to the
Property All Risks insurance policy. These reviews are mandated for insurance placement and the
requirement, which is based on value and nature of the project needs to be agreed with the Insurance
Risk Management Department. The cost of the reviews are back charged to the project team.
For further details information refer to the Project Risk Engineering Review Guidance
AHQ/FII/TRM/GID/002/R01/21.
1.5.2.7 ADNOC Sustainability and Climate Change

The functional / organizational unit responsible for the for environmental, social, and governance (ESG)
aspects of the project and alignment with ADNOC Sustainability Strategy. Incorporating sustainability is
essential in the planning, monitoring, reporting and controlling of project delivery and support processes,
with consideration of the environmental, social and economic aspects of the lifecycle of the project.
Addressing sustainability is relevant in all project stages to ensure that the long-term consequences are
monitored and mitigated, and the social value is maximized. Deliverables shall include a
“Sustainability/ESG Assessment Statement”, to be developed in the ASSESS, DEFINE and EXECUTE
stages. Additionally, assessments should include the carbon footprint of project, low-carbon design and
associated costs, operational emissions, decarbonization technologies and opportunities (abatement
potential and costs).
Deliverables for the GVAP stages as applicable to the project shall be in accordance with the ADNOC
Sustainability and Climate Change governance documents. For more details contact the ADNOC
Sustainability and Climate Change Division.
1.5.2.8 ADNOC Group Health, Safety and Environment

The functional / organizational unit responsible for health, safety, environment and social. HSE
deliverables for the GVAP stages as applicable to the project shall be in accordance with the Project
HSE Management Standard AGPM-STD-201, ADNOC Project HSE Plan Standard HSE-GA-ST06,
HSEIA Standard HSE-RM-ST02 and Social Risk Management. Standard HSE-GA-ST10. In addition,
refer to the ADNOC Group HSE Classification of Capital Projects Investment Guidelines POL&G/GID-
015.
1.5.2.9 ADNOC Group Asset Integrity Process Safety
The functional / organizational unit responsible for all Asset Integrity Process Safety (AIPS) requirements
are integral parts of any project. As such, Capital Projects shall ensure incorporation of AIPS
requirements throughout the project delivery process in accordance with ADNOC Group Asset Integrity
in Projects Guidelines AGAI-GDL-0029, in addition refer to ADNOC Asset Integrity process Safety
(AIPS) management manual HSE-PS-AI-ST01 and Management of Technical Changes – MOC GP&E-
GAIPS/STD-08. For assets replacement and life extensions projects Refer to AIPS Team.
1.5.2.10 ADNOC Group Engineering

The functional unit responsible for all engineering standards, processes, and governance requirements
in Capital Projects. Management of Capital Projects shall ensure compliance with the following Group
Engineering Standards and processes throughout the project delivery:
• ADNOC Group Engineering Standards (AGES).

• Technical Authority System Framework Manual (AGPM-MNL-001).
• One ADNOC Standard Compliance & Deviation Change Authorization (DCA) System Manual
(AGPM-MNL-003).
• Standard Engineering Deliverables for Projects Guideline (GPE-GE/GDL-001/R00).

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2. PROJECT SEGMENTATION
2.1 Classification Matrix
In order to define project segmentation, the functional/organizational unit responsible for business
development within the ADNOC Group Company is responsible for assessing the total installed cost
(TIC) and complexity level of the project ahead of the project kick-off.
In terms of the ADNOC GVAP classification structure, the ADNOC Group Company shall only consider
the TIC of the facility not including Drillings and OPEX.
Based on this analysis, projects with a TIC above USD 500,000 must be assigned one of six
classifications: class 1, class 2, class 3, class 4, class 5 or class 6. The Group Value Assurance Process
is not applicable to projects with a TIC below USD 500,000.
A tool is provided in the Project Classification Matrix to support the evaluation and documentation of
project classification. Projects shall be classified according to the matrix below:
Figure 2. 1: Project Classification Matrix.
2.2 Complexity
2.2.1 Projects Exceeding the Financial Delegation of Authority of the BLD

For Capital Projects with a minimum estimated TIC exceeding the Financial Delegation of Authority
(DoA) of the Business Line Directorate (BLD), i.e., project classes 1 to 3 inclusive, assessment of the
complexity is based on four distinct criteria as follows:
Strategic Importance
The strategic importance of the project is assessed based on the following sub-criteria:

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• Originators, e.g., Group Company shareholders and leadership.

• Impact on group company business e.g., business-changing nature such as impact
on business plan, operating model, production capacity above a certain threshold.
Technical Complexity
The technical complexity of the project refers to the:
• Level of complexity expected for the project, e.g., technology complexity, process
complexity and enhanced oil/gas recovery.
• Requirements for technical innovation, e.g., deployment of new technology /
technique (not tested through pilots) vs. conventional technology / techniques.
Interface Complexity
The interface complexity of the project is assessed based on the following criteria:
• Number of assets involved and impacted.
• Presence of external entities involved and impacted.
• Level of complexity of interaction with the stakeholders and level of involvement of
Group Company senior management.
Risk Level
The level of risk needs to be assessed based on a holistic view on the following:
• Business risks and potential impact on Group Company performance and business
continuity (e.g., project priority level).
• HSE risks, e.g., environmental impact (e.g., emissions, waste), safety (e.g.,
hydrocarbon pressure, H2S content), social (e.g., community impacts,
resettlement).
• Major internal stakeholder risks (e.g., inexperienced contractor).
• Major external stakeholder risks (e.g., land access/ownership rights).
To get an indication of risk level related to the project, refer to the Corporate Risk Matrix that can be
found in the Project Risk Management Standard AGPM-STD-306 and Guideline AGPM-GDL-306A.
Each criteria are assigned a score from 1 to 3 based on the guidance provided in Table 2-2.
The complexity level of the project shall be determined based on the sum of the scores, as per the
following Table 2-1:
Total Score Complexity
4 Low
5–8 Medium
9-12 High
Table 2. 1: Project Segmentation Complexity Level, Project Classes 1 to 3

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Criteria Score 1 Score 2 Score 3
Strategic • Project aimed at addressing short-term • Project with no business changing nature. • Project originated by shareholders or Group
Importance issues and risks. • Projects to expand production capacity Company leadership.
• Project not of a business-changing nature between 10-20k bod (oil) or 50-100 MMscfd • Project with business changing nature.
• Project aimed at environmental protection, (gas). • Project with impact on the medium-long
HSE. • Projects to expand production capacity term.
• Project related to modifications on existing within existing assets (revamps > 50 kta). • Projects to expand production capacity
asset; mainly business driven • Downstream only: projects aimed to expand above 20k bod (oil) or 100 MMscfd (gas)
improvements, e.g., adding bagging lines, or debottleneck refining capacity above or • Projects to build new plants; capacity
colour change for extruder, carbon black 10% of the existing unit capacity (or more increase >300 kta.
compounding. than 60 KBPSD). • Downstream only: projects aimed to expand
• Projects to expand production capacity or debottleneck refining capacity as new
below 10k bod (oil) or 50 MMscfd (gas). grass roots refinery.
• Downstream only: projects aimed to expand
or debottleneck refining capacity up to 10%
of the existing unit capacity (or less than 60
KBPSD).
Technical • Project being implemented in a low • Projects involving the application of existing • Project with high technical complexity, e.g.,
complexity technical complexity environment (e.g., low technology/ technique new to ADNOC. due to reservoir uncertainties or execution
reservoir complexity, no heavy oil, no • Implementing new versions of existing complexity, adoption of new technology
enhanced oil/gas recovery requirements, polymerization catalysts and improvements /technique not previously tested through
conventional technology/ technique, on existing process technology. pilots.
additional badging facilities, using
alternative feedstock for existing furnaces). • Projects involving the application of new
technology/ processes.
• Project being implemented with processes
or technologies similar to existing processes
or technologies.
Interface • One Group Company asset involved. • More than one Group Company asset • More than one Group Company involved.
complexity • Limited interfaces with the internal and involved. • High involvement of internal and external
external stakeholders. • Moderate involvement of internal and stakeholders.
• Low stakeholder management complexity. external stakeholders. • Involvement of ‘complex’ stakeholder
• Medium stakeholder management requiring management by Group Company
complexity. leadership.
Risk level • Low risk level on business continuity, HSE, • Moderate impact on business continuity. • High impact on business continuity.
social and major external stakeholders. • Moderate HSE and/or social risk. • High HSE and/or social risk.
• Moderate major external stakeholder risk. • High major external stakeholder risk.
Table 2. 2: Project Segmentation Complexity Criteria Rating – Project Classes 1 to3.

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2.2.2 Projects Below the Financial Delegation of Authority of the BLD
For projects for which the TIC is below the Delegation of Authority (DoA) of the Business Line
Directorate (BLD), i.e., project classes 4 to 6 inclusive, a qualitative assessment of the complexity
is based on Table 2-3
High Medium Low
• Change of process resulting in • Projects shared with other • Non-industrial works, e.g.,
new products and/or feedstock operating companies (e.g., roads, drainage, buildings
requirements. ADNOC LNG at Das Island). Multi-discipline works with very
• Interfaces with other assets few interfaces.
• Requirement for tie-ins and
shutdown / temporarily within ADNOC.
reduced low production related • Involving exotic materials
projects. As-built documentation not
• Regulatory requirements, i.e., available or existing equipment
approvals from regulatory condition uncertain.
authorities.
• Requirement of international
contractor.
• Requirements of external
marine spread.
• Scope complexity/uncertainty,
for instance requiring extended
shutdown of existing plan
implementation, licensor
and/or original equipment
manufacturer involvement.
• New technology, i.e., other
than currently being used
As built information / recent
survey not available for
underground facilities and not
all underground works.
Table 2. 3: Project Segmentation Complexity Criteria Rating – Project Classes 4 to 6.
2.3 Exceptional GVAP Categorization
Two exceptional categories (A or B) are defined under the Group Value Assurance Process
(GVAP) for projects classes 1, 2 and 3 where Stage Gates are reduced based on the nature of
the Capital Project submitted for approval through the GVAP. Refer to Appendix A for more details
of these two exceptional categories:
• Category A projects which are those Capital Projects which have low uncertainty and
demonstrate readiness to achieve Gate 3 following completion of Gate 1.
• Category B projects which are projects requiring accelerated SELECT and DEFINE
technical maturation effort to achieve Gate 3.
2.4 Standalone Civil and Infrastructure Projects
For all Civil Projects (e.g., buildings, roads, civil infrastructure, site preparations, sewage
treatment plant, seawater reverse osmosis water system, jetty, harbour, airport, substations,
artificial islands, accommodation, and non-hydrocarbon utilities, master planning of infrastructure)
valued at USD 15 million or more are required to be assigned to Group Civil Projects and
Document No:AGPM-MNL-000 Rev. No: 03

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Engineering Services (GCP&ES). Refer to Appendix B for more details of Civil Projects
Classification and Infrastructure Projects These civil projects can be.
• Greenfield or brownfield projects deemed not part of the oil and gas project, which can be
executed independently (i.e., it is neither a hydrocarbon development nor a processing
project).
• Works packages, which are part of the oil and gas development project and can be
executed independently (i.e., any independently executable civil group sizeable scopes of
work within a hydrocarbon development or processing facility); or
• Extension of any existing Civil Infrastructure facility.
3. VALUE ASSURANCE PROCESS
The following Section will differentiate between the value assurance process to be followed by
classes 1, 2 and 3, and classes 4, 5 and 6. Projects in classes 1, 2 and 3 are governed and
assured by ADNOC, projects in classes 4, 5 and 6 are self-governed and self-assured by Group
Companies and/or owning entities.
3.1 Project Classes 1, 2 and 3 Overview
3.1.1 Stages
For project classes 1, 2 and 3, the Value Assurance Process (VAP) has four defined stages with
clear objectives. This refers to Capital Projects with a minimum estimated total installed cost (TIC)
exceeding the financial Delegation of Authority (DoA) of the Business Line Directorate (BLD),
aimed at realizing new facilities or infrastructures, upgrading, or replacing existing facilities or
infrastructures:
• ‘ASSESS Stage’ the first stage of the VAP, which aims to assess the technical and
economic viability of an opportunity and its alignment with the business strategy.
• ‘SELECT Stage’ the second stage of the VAP, which aims first to select a single preferred
concept based on agreed selection criteria, then to optimize its economic value. The
functional requirements are frozen at the end of SELECT.
• ‘DEFINE Stage’ the third stage of the VAP, which aims to develop project definition, freeze
the scope, and enable a Final Investment Decision (FID) in the EXECUTE stage.
• ‘EXECUTE Stage’ the fourth stage of the VAP, which aims to executes the detailed
engineering, procurement of materials, construction, and commission of the
equipment/systems to achieve a fully operating asset within the approved scope, schedule,
quality and HSE requirements.
Figure 3. 1: VAP Stage-Gate Process – Project Classes 1 to 3.

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Each stage is separated by a decision gate. To fulfil the objectives of each stage in the VAP, a
number of decisions, activities, and deliverables specific to each project will be required. The
specification and commitment to individual stage needs are decided at the Gate Contract Meeting
(□) at the beginning of each stage. At each decision gate () the Decision Maker decides whether
to Proceed, Cancel, Hold or Rework the project.
3.1.2 Project Initiation

Project initiation marks the transition of an opportunity into the GVAP. It occurs at beginning of
the ASSESS stage and consists of:
1. Gate 0 (G0): The formal kick-off of the project.
2. Project Framing: Recommended collaborative activities undertaken with business partners
that establishes clear goals for the project and the high-level boundaries within which the
project will be developed.
3. Gate Contract Meeting 1: Defines the list of activities and deliverables during the ASSESS
stage to match specific requirements of the project.
Refer to the Project Initiation and Assurance Standard AGPM-STD-103 and the Project Initiation
Readiness Checklist AGPM-TMP-102D. The Standard provides the list of the minimum required
project initiation and assurance deliverables and activities across the GVAP stages.
3.1.2.1 Gate 0 – Kick-off

G0 differs from the rest of the Gates in that there are no stage activities leading into this gate. G0
signifies the project initiation and occurs before the ASSESS stage. The purpose of this Gate is
to agree on fundamental aspects of the project ahead of its initiation:
1. Business objectives.
2. Preliminary Business Case.
3. Project segmentation.
4. Mapping of VAP roles to positions in the organization for the upcoming gate; note that the
project Gatekeeper will be fixed throughout project maturation.
5. Timing of involvement of Development Manager vs.Project Manager across the project
lifecycle.
6. Preliminary project timeline (i.e., expected timing of each stage until handover to
Operations).
7. Preliminary cost estimates for each stage and budget requirement for ASSESS.
The functional / organizational unit responsible for the business requirement within the Group
Company, with the support of the Business Line Project Organization (GVAP Stakeholders), is
responsible/accountable for developing the materials required, and initiating the kick-off meeting
and ensuring the form is sign-off.
Attendees of the G0 kick-off include the Group Company CEO (Gatekeeper), members from the
business development unit and the Business Line Project Organization (GVAP Stakeholders ),
and any Group Company representative deemed necessary by the Group Company CEO. The
Group Company CEO is the final approval authority as decision-making authority of G0, but they
can delegate authority to another individual of choice. However, the Group Company CEO must
submit decisions taken as part of G0 to ADNOC Shareholder representatives. Group Company
shareholder representatives and GPE can also attend the kick-off meeting, subject to their
availability. Successful sign-off by Gatekeeper signifies the formal start of the project
However, if the spend in the ASSESS stage exceeds the financial threshold of the concerned
Group company CEO (as outlined in the DoA) Successful sign-off by the Decision Maker signifies
the formal start of the project. Refer to the Gate 0 (G0) kick-off template in the Group Value
Assurance Process Templates AGPM-TMP-000A.

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The total process (preparation activities and the actual G0 Kick-off Meeting) should take no
longer than five working days.
3.1.2.2 Project Framing

Project framing marks the transition of an opportunity into the Group Value Assurance Process
(GVAP). Project framing occurs prior to the ASSESS stage, after Gate 0 (G0), which is the formal
kick-off of the project, and before or during the Gate Contract Meeting (GC1). Project Framing is
subsequently revisited before or during each proceeding GC, i.e., GC2, GC3 and GC4.
It is recommended to conduct a dedicated Project Framing workshop as per the Project Framing
Guideline AGPM-GDL-102A. The outcome of the Framing workshop improves the quality for the
GC Meeting 1.
3.1.3 Gates
Gates are milestones, placed at the end of each stage. At gates, management decision is required
before a project can progress to the next stage. Gate approval commits funding and resources
for the commencement of the following stage activities of the project (up to the following gate).
The objectives of gate decisions are to:
• Ensure that only robust and economically feasible studies / projects are allowed to
progress in order to utilize ADNOC resources effectively.
• Ensure early identification of divergence from stated objectives and allow corrective
measures to be put in place.
Five Gates are defined in the VAP for project classes 1 to 3:
• Gate 0 (G0): Project Kick-off.
• Gate 1 (G1): end of ASSESS (Feasibility Gate).
• Gate 2 (G2): end of SELECT (Concept Approval Gate).

• Gate 3 (G3): end of DEFINE (Project Sanction / Final Investment Decision (FID) Gate).
• Gate 4 (G4): end of EXECUTE (Project Close-out Gate).
3.1.4 Gate Contract Meetings

Gate Contract (GC) Meetings takes place at the beginning of each stage. The purpose of these
meetings is to:
• Build a clear decision-driven plan for the project team, inclusive of stakeholder
engagement events.
• Define a tailored list of stage activities (technical, assurance, value improvement practices)
to match specific requirements of the project.
• Review and agree project deliverables.
• Provide clarity to the project team on expectations of the Gatekeeper and Decision Maker.
• Ensure cross-functional team alignment and ownership of committed activities.
• Establish project assurance plan (PAP) and value assurance activities plan.
The Gate Contract Meeting shall be conducted immediately following the Gate approval and
before any contractual commitments.
Company, with the support of the Business Line Project Organization (GVAP Stakeholders), is

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responsible/accountable for developing the materials required, and initiating the GC meeting and
ensuring the form is sign-off.
Pending completion of the Gate Contract Meeting, the project team can prepare for the following
stage (e.g., refine project technical scope of work and objectives, general assumptions) without
making any commitments that could potentially be in conflict with the outcome of the Gate
Contract Meeting, for instance incurring in costs, fixing timelines, allocating resources. The total
process (preparation activities and the actual Gate Contract Meeting) should take no longer than
five working days for each gate.
3.1.4.1 Gate Contract Meeting Outputs

The output from each GC Meeting is captured in a “contract” between the project team and the
Gatekeeper. The contract documents the project team activities required to access the following
gate. This contract will include the decisions shown in Table 3-1. Refer to the GC template in the
Group Value Assurance Process Templates AGPM-TMP-000A.
Decision Description Rationale
List of minimum mandatory deliverables Agility and decision quality driven

Deliverables that must be submitted at the next gate, through tailored deliverables to
including content and expected format. project characteristics.
Mandate timely Project Assurance

Project Assurance List of Project Assurance activities that
activities to ensure robustness of
Plan must be performed during the stage.
deliverables.
Embed relevant value-sensitive
aspects of VIP into the technical
List of VIPs that must be performed
VIP Plan scope of work, and if alignment /
during the stage.
agreements are required, schedule
a VIP event accordingly.
List key information related to the

execution plan of the project, including
cost and schedule estimates, technical The PEP is a highly important
risks, scope of work, stakeholder deliverable, developed initially at
Project Execution management, contracting strategy etc. the project kick-off meeting and
Plan
The plan and cost estimates are updated throughout the lifecycle of
preliminary during early stages and the project.
evolve to a more robust definition as the
project progresses through the stages.
List and timing of events where key

stakeholders must be present to Good FEL practice to involve key
Stakeholder
stakeholders early rather than
Engagement Plan endorse key decisions (assurance, VIP,
waiting for the DSP.
ad hoc workshops).
Timing of agreed activities (e.g., quality Ensure timeliness of activities to
Timing of activities and value assurance) and key decision meet project objectives and align on
points (e.g., next gate). expected timeline for decisions.

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Schedule highlighting key activities that Ensure clear line of sight for project
High-level stage
team to successfully reach the
schedule need to be undertaken during the stage.
Gate.
Agree on whether Investment Provide transparency to project
IC approval Committee approval is required at the team on activity requirements to
requirement
next Gate. gain gate approval.
Review overall Business Case ensuring
Business drivers its sound rationale / basis; and Maintaining clear alignment of
and strategic objective without any business
alignment of project to key strategic
alignment alignment issues.
objectives and activities in the Group.
Table 3. 1: Gate Contract Meeting Outputs – Project Classes 1 to 3.
3.1.4.2 Gate Contract Meeting Attendance

The GC Meetings involve a mix of cross-functional stakeholders to ensure sufficient
representation and knowledge of the various aspects of the project. The GC Meetings are
attended by the stakeholders shown in Table 3-2.
For project classes 1 to 3, the Gatekeeper is the decision-making authority of all GC Meetings.
Post completion of the GC Meeting, the Gatekeeper is responsible for raising the gate contract
approval to the Decision Maker for endorsement. The Gatekeeper is accountable for representing
the interests of the Decision Maker throughout the GC Meeting in an objective and transparent
manner.
Core members of the GC Meeting are able to invite experts to the GC Meeting as they see fit to
facilitate the discussion.
Stakeholder(s) Decision GC Meeting Rationale for Attendance
Ensure alignment of project and business

Gatekeeper All GC Meetings objectives; represent Decision Maker; align
with Group CEO role in G0.
ADNOC shareholder representative to align
Decision Maker 1 0F All GC Meetings and agree on activities and deliverables. In
addition to Ensure adherence to the GVAP.
Provide project management expertise with
Project Manager GC2, GC3, GC4 overview of all project aspects; represent
project team.
Provide project management and asset
Development Manager GC1, GC2, GC3 development expertise with overview of all
project aspects; represent Project Team.
End-user All GC Meetings Ensure alignment with end-user requirements.
1
Other Concession holder shall attend upon request by ADNOC Shareholder representative.

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Reviews project classification, assurance

levels, VIP applicability, proposed deviations
Group Projects & from GVAP / IPMS / AGES and organisation
All GC Meetings
Engineering adequateness to perform the agreed activities
and deliverables. And to Ensure adherence to
the GVAP.
Provide support in developing suitable
Procurement GC2, GC3
contracting strategy.
Ensure alignment with ADNOC Digital
Digital Technology GC1, GC2, GC3
transformation.
Sustainability and
Ensure alignment with ADNOC Sustainability
climate change GC1, GC2, GC3
and climate change.
representative
Provides assurance on HSE classification of
HSE GC1, GC2, GC3
projects.
Group Asset Integrity Provides assurance on Integrity project
GC1, GC2, GC3
Process Safety requirements .
As required for projects including significant
Group Civil Projects All GC Meetings
Civil scope (e.g., in excess of USD 15 MM).
Table 3. 2: Gate Contract Meeting Attendance Classes 1 to 3.
3.2 Project Classes 1, 2 and 3 Requirements
3.2.1 ASSESS Stage
• Objective: ASSESS is the first stage of the VAP, which aims to assess the technical and
economic viability of an opportunity and its alignment with the business strategy. During
this stage, the Integrated Project Management Team (IPMT) must demonstrate in how
many feasible ways the opportunity can be done.
• Gate Contract Meeting 1 (GC1): defines the list of activities and deliverables during the
ASSESS stage to match specific requirements of the project. As described in Section
3.1.4.
• Deliverables: in GC Meeting 1, the attendees will challenge the IPMT on the list of
deliverables required in support of the Decision Support Package (DSP) at the end of the
ASSESS stage (including their sections/ content and expected format). Refer to Appendix
D Table D-1 & D-2. In addition of the mandatory DSP deliverables, specific technical
documentation (AGPM-TMP-402A Refer to Technical Scope Development - ASSESS
Stage AGPM-GDL-402A) must be completed.
• Stage Governance: as described in Section 4.1.2.
• Project Assurance: the following are the mandatory assurance activities in the stage:
ASSESS Peer Review (mandatory for Category A projects, recommended for others).
CESAR .
Independent Project Review (IPR 1).
Additional assurance shall be agreed in GC1 and included in the Project Assurance Plan.

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• Project Value Improving Practices (VIPs): the VIP list and events shall be agreed in
GC Meeting 1 based on AGPM-STD-401 and the VIP relevance to the project’s scope.
• Gate 1 (G1): approved Decision Support Package (DSP) to be deliver, end of ASSESS
(Feasibility Gate) in addition Lesson Learned Report.
3.2.2 SELECT Stage

• Objective: SELECT is the second stage of the VAP, which aims first to select a single
preferred concept based on agreed selection criteria, then to optimize its economic value.
The SELECT stage is split into two steps: Concept Selection and Conceptual Design. The
functional requirements are frozen at the end of SELECT.
SELECT stage to match specific requirements of the project. As described in Section
3.1.4.
• Deliverables: In GC Meeting 2, the attendees will challenge the IPMT on the list of
SELECT stage (including their sections/ content and expected format). Refer to Appendix
D Table D-1 & D-2. In addition to the mandatory DSP deliverables, specific technical
documentation (AGPM-TMP-402B refer to Technical Scope Development - SELECT
Stage AGPM-GDL-402B) must be completed.
Concept-Select Peer Review. Independent Project Review (IPR 2).
End-SELECT Peer Review. External Benchmarking (mandatory for project
class 1).
CESAR .
Additional assurance shall be agreed in GC2 and included in the updated Project
Assurance Plan.
• Gate 2 (G2): approved Decision Support Package (DSP) to be deliver, end of SELECT
(Concept Approval Gate) in addition Lesson Learned Report.
3.2.3 DEFINE Stage

• Objective: DEFINE is the third stage of the VAP, which aims to develop project definition,
freeze the scope, establish the Project Execution and Contracting tactics and define the
paths to construction, which will enable a Final Investment Decision.
DEFINE stage to match specific requirements of the project. As described in Section
3.1.4.
DEFINE stage (including their sections/ content and expected format). Refer to Appendix
D Table D-1 & D-2. In addition of the mandatory DSP deliverables, specific technical
documentation (AGPM-TMP-402C refer to Technical Scope Development - DEFINE
Stage AGPM-GDL-402C) must be completed.
DEFINE Peer Review.

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CESAR.
External Benchmarking (mandatory for class 1 projects).
Independent Project Review (IPR 3).
Additional assurance specified at GC 3 and included in the updated Project Assurance
Plan.
• Gate 3 (G3): Approved Decision Support Package (DSP) to be deliver, end of DEFINE
(project sanction / Final Investment Decision (FID) Gate) in addition Lesson Learned
Report.
3.2.4 EXECUTE Stage

• Objective: EXECUTE is the fourth stage of the VAP, which aims to develop the detailed
engineering, procure materials, construct the equipment/systems to enable a flawless
commissioning and start-up and achieve a fully operating asset within the approved
scope, schedule, quality and HSE requirements.
EXECUTE stage to match specific requirements of the project. As described in Section
3.1.4.
• Deliverables: in GC Meeting 4, the attendees will challenge the IPMT upon the suitability
of the owner’s organization to ensure that ADNOC is kept appraised on project progress,
emerging issues, clarity on agreed key performance indicators (KPIs) and the list of
deliverables required to be delivered by the contractor(s). The timing of mandatory and
non-mandatory events will be agreed. Refer to Appendix D Table D-1 & D-2.
• Project Value Improving Practices (VIPs): the list of VIPs and events shall be agreed
in GC Meeting 4, based on AGPM-STD-401 and the VIP relevance to the project’s scope.
Construction Readiness Review (mandatory for class 1 projects, recommended for
classes 2 and 3).
Pre-Start-up Review.
Close-Out Peer Review.
Additional assurance specified at GC 4 and included in the updated Project Assurance
Plan.
• Gate 4 (G4): End of EXECUTE (project close-out gate), there will be no DSP however
the following are mandatory to deliver.
Close Out Report. And
Lesson Learned Report.

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3.3 Project Classes 4, 5 and 6 Overview
3.3.1 Stages
For project classes 4, 5 and 6 the Value Assurance Process (VAP) has two defined stages each
with clear objectives, separated by a decision gate. This refers to those projects for which the
total installed cost (TIC) required is below the Delegation of Authority (DoA) of the Business Line
Directorate (BLD), forming an integral part of ADNOC Group’s operations and strategy.
Although smaller in terms of scale, their complexity could be comparable to, or less than, large-
scale Capital Projects, yet the level of risk associated to smaller Capital Projects can also be
significant. With the overriding aim to maximize the value realized in delivery of such Capital
Projects, this process builds on the experience of the Group Value Assurance Process (GVAP)
and addresses risks through a comprehensive (simplified) set of rules and principles:
• ‘DESIGN Stage’ the first stage of the VAP, which aims to develop project definition, freeze
the scope, and enable a final investment decision (FID) prior to the EXECUTE stage. In
essence the DESIGN stage encompasses the scope and project definition of all 3 FEL
stages of project classes 1 to 3 (ASSESS, SELECT and DEFINE), but without intermediate
Gates.
• “EXECUTE Stage’ the second stage of the VAP, which aims to develop the detailed
engineering, procure materials, and construct the equipment/systems to achieve a fully
operating asset within the approved scope, schedule, quality and HSE.
Figure 3. 2: VAP Stage Gate Process – Project Classes 4 to 6.
To fulfil the objectives of each project stage, a few decisions, activities and deliverables specific
to each project will be required. The specification and commitment to individual stage needs are
decided at the Gate Contract Meeting (□) at the beginning of each stage. At each decision gate
(), the Decision Maker decides whether to Proceed, Cancel, Hold or Rework the project.
3.3.2 Gate 0 Kick-off

Project kick-off (G0) differs from the rest of the gates in that there are no stage activities leading
into this gate. Gate 0 (G0): formal kick-off of the project, seeking approval to perform preparatory
work to improve the project definition enough to undertake a Project Framing prior to Gate

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Contract Meeting 1. G0 signifies the project initiation and occurs before the DESIGN stage. The
purpose of this gate is to agree on fundamental aspects of the project ahead of its initiation:
1. Project objectives and preliminary Business Case.
2. Project segmentation.
3. Mapping of roles and responsibilities to positions in the organization for the upcoming
stage.
4. Preliminary timeline (i.e., expected timing of each stage until handover to Operations).
5. Preliminary cost estimate of each stage and budget requirement for DESIGN.
6. Project execution approach (in-house or contracted out) for the DESIGN stage.
Company is responsible/accountable for developing the materials required and initiating the kick-
off meeting.
Attendees of the G0 kick-off include the Technical SVP/VP, Operations SVP/VP, VP Project
Support, VP Projects, end user representative, Project Manager, Technical Authority, HSE
Representative as well as any other Group Company representative deemed necessary by the
Decision Maker. The Decision Maker is the decision-making authority of G0. Successful sign-off
by the Decision Maker signifies the formal start of the project. Refer to the kick-off form template
in the GVAP Templates AGPM-TMP-000A.
Refer to the Project Initiation and Assurance Standard AGPM-STD-103 and the Project Initiation
Readiness Checklist AGPM-TMP-102D. The Standard provides the list of the minimum required
project initiation and assurance deliverables and activities across the GVAP stages.
The total process (preparation activities and the actual G0 Kick-off Meeting) should take no
longer than five working days.
3.3.3 Gates
Gates are milestones, placed at the end of each stage. At gates, management decision is required
before a project can progress to the next stage. Gate approval commits funding and resources
for the commencement of the following stage activities of the project (up to the following gate).
The objectives of gate decisions are to:
• Ensure that only robust and economically feasible studies / projects are allowed to
progress in order to utilize ADNOC resources effectively.
• Ensure early identification of divergence from stated objectives and allow corrective
measures to be put in place.
Three gates are defined in the VAP for project classes 4, 5 and 6:
• Gate 0 (G0): Project kick-off.
• Gate 1 (G1): Project sanction / final investment decision (FID) gate.
• Gate 2 (G2): Project close-out gate.
3.3.4 Gate Contract Meetings

Refer to section 3.1.4 the purposed of GC Meetings . Similar to project classes 1 to 3, project
classes 4 to 6 have to perform mandatory GC Meetings.

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3.3.4.1 Gate Contract Meeting Outputs

The output from each GC Meeting is captured in a “contract” (part of the Project Execution Plan)
between the project team and the Gatekeeper (CEO). The contract documents the project team
activities required to access the following gate. This contract will include the decisions shown in
Table 3-3.
In case unexpected developments during the stage result in deviations from the original gate
contract, the Project Manager is responsible for escalating the same to the Gatekeeper for
remedial action. The Gatekeeper shall approve updates to the gate contract during the stage,
subject to endorsement by the Decision Maker, using the Deviation Form Template in AGPM-
TMP-000A.

Agility and decision quality
List of minimum mandatory deliverables that
driven through tailored
Deliverables must be submitted at the next gate, including
deliverables to project
content and expected format.
characteristics.
The PEP provides a description of key
information related to the execution plan of
the project, including cost and schedule The PEP is a highly important
estimates, technical risks, scope of work, deliverable, developed initially
Project Execution
stakeholder management, contracting at the project kick-off meeting
Plan
strategy etc. The plan and cost estimates are and updated throughout the
preliminary during early stages and evolve to lifecycle of the project.
a more robust definition as the project
progresses through the stages.
Mandate timely project
Project Assurance List of Project Assurance activities that must
Assurance activities to ensure
Plan be performed during the stage.
robustness of deliverables.
List of VIPs that must be performed during Mandate timely VIPs to
VIP Plan
the stage. maximize value of the project.
Ensure timeliness of activities
Timing of agreed activities (e.g., quality and
to meet project objectives and
Timing of activities value assurance) and key decision points
align on expected timeline for
(e.g., next gate).
decisions.
Ensure clear line of sight for
High-level stage Schedule highlighting key activities that need
project team to successfully
schedule to be undertaken during the stage.
reach the Gate.
Provide transparency to
Approval Agree on which approvals are required at the project team on activity
requirement next Gate. requirements to gain gate
approval.
Review overall business case ensuring its

Business Drivers Maintaining clear alignment of
sound rationale / basis; and alignment of
and Strategic objective without any business
project to key strategic objectives and
alignment alignment issues.
activities in the Group.
Table 3. 3: Gate Contract Meeting Outputs – Project Classes 4 to 6.

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3.3.4.2 Gate Contract Meeting Attendance

The GC Meetings involve a mix of cross-functional stakeholders to ensure sufficient
representation and knowledge of the various aspects of the project. The GC Meetings are
attended by the stakeholders shown in Table 3-4.
For project classes 4 to 6, the Gatekeeper (Group Company CEO) is the decision-making
authority of all GC Meetings. Post completion of the Gate Contract Meeting, the Gatekeeper is
responsible for raising the Gate Contract approval to the Decision Maker for endorsement. The
Gatekeeper is accountable for representing the interests of the Decision Maker throughout the
GC Meeting in an objective and transparent manner.
Some additional attendees may be required for the GC Meeting, depending on the nature of the
project (e.g., Digital Technology, Integrity, Sustainability & Climate Change, Civils). Core
members of the GC Meeting may also invite experts as they see fit to support the discussion.

Ensure alignment of project and business
Gatekeeper All GC Meetings
objectives; represent Decision Maker.
Project Provide project management expertise with
Manager/Development All GC Meetings overview of all project aspects; represent
Manager Project Team.
End-user All GC Meetings Ensure alignment with end-user requirements.
Provide support in developing suitable

Procurement All GC Meetings
contracting strategy.
Provides assurance on HSE Classification of
HSE All GC Meetings
projects.
Ensure alignment with ADNOC Digital
Digital Technology All GC Meetings
transformation.
Sustainability and climate Ensure alignment with ADNOC Sustainability
All GC Meetings
change representative and climate change.
Group Asset Integrity Provides assurance on Integrity project
All GC Meetings
Process Safety requirements .
As required for projects including significant

Group Civil Projects All GC Meetings
Civil scope (e.g., in excess of USD 15 MM).
Table 3. 4: Gate Contract Meeting Attendance – Project Classes 4 to 6.
3.4 Project Classes 4, 5 and 6 Requirements
3.4.1 DESIGN Stage

• Objective: DESIGN is the first stage of the project which aims to assess the technical
and economic viability of an opportunity and its alignment with the business strategy,
select the optimal concept based on HSE, operability, technical, economic and business
risk criteria, develop the project definition, freeze the scope and enable the final
investment decision for the EXECUTE stage.
• Gate Contract Meeting 1 (GC1): Defines the list of activities and deliverables during the
DESIGN stage to match specific requirements of the project. As described in Section
3.3.4.

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DESIGN stage (including their sections/ content and expected format). Refer to Appendix
D Table D-3 and D-4. In addition to the mandatory DSP deliverables, specific technical
documentation must be completed and delivered by the IPMT, covering the full FEL
technical deliverables (AGPM-TMP-402A, B, C) such as:
Updated Concept Selection Report. Feasibility Report.
Field/Asset Development Plan. FEED Report.
Conceptual Design Report.
• Project Assurance:
Technical Peer Reviews. Depending on the project type and complexity, several
technical Peer Reviews may be conducted during the DESIGN stage to validate
concept and design choices.
End-DESIGN Peer Review (mandatory for Class 4): technical, cost and schedule
readiness for gate, recommended for project classes 5 and 6.
Cost And Schedule Assurance Review.
Additional assurance specified at GC 1 as included the updated Project Assurance
Plan. Guideline AGPM-GDL-103A can be scaled and applied to plan and execute
those technical reviews.
• Gate 1 (G1): Approved Decision Support Package (DSP) to be deliver, Project Sanction
/ Final Investment Decision (FID) Gate.
3.4.2 EXECUTE Stage

• Objective: EXECUTE is the second stage of the VAP for project classes 4, 5 and 6, which
aims to develop the detailed engineering, procure materials, and construct the
equipment/systems to achieve a fully operating asset within the approved scope, schedule,
quality and HSE requirements.
• Gate Contract Meeting 2 (GC2): Defines the list of activities and deliverables during the
EXECUTE stage to match specific requirements of the project. As described in Section
3.3.4.
• Deliverables: in GC Meeting 2, the attendees will challenge the IPMT upon the suitability
of the owner’s organization to ensure that ADNOC is kept appraised on project progress,
emerging issues, clarity on agreed key performance indicators (KPIs) and the list of
deliverables required to be delivered by the contractor(s). The timing of mandatory and
non-mandatory events will be agreed. Refer to Appendix D Table D-3 & D-4.
• Project Assurance:
Construction Readiness Review.
Operations Readiness and Assurance Review (discretionary).
Pre-Start-up Review.
Close-Out Peer Review.
Additional assurance specified at GC 2 as included in the updated Project Assurance
Plan.

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• Project Value Improving Practices (VIPs): VIP list and events shall be agreed in GC
Meeting 2, based on AGPM-STD-401 and the VIP relevance to the project’s scope.
• Gate 2 (G2): End of EXECUTE (project close-out gate), there will be no DSP however
the following are mandatory to deliver.
Close-Out Peer Review Report. and
Lesson Learned Report.
3.5 Project Classes 4, 5 and 6 Exceeding the BLD Delegation of Authority
If the total cost of a project in classes 4, 5 and 6 increases above the DoA of the Business Line
Directorate during the DESIGN stage, the project shall be subject to the full GVAP compliance,
and the DESIGN stage must be partially or totally re-done, split into ASSESS, SELECT and
DEFINE stages with their own assurance milestones. The following shall be performed:
• A review of the current status versus the GVAP requirements for the new project class;
recommendations and an implementation plan to address any gaps shall be presented to
the BLD. Any deviations from the GVAP identified in the gap analysis (e.g., assurance
requirements, gate submissions) must be submitted to GPE through the BLD for
endorsement/approval. Likewise, any deviations from the ADNOC Capital Investment
Governance Process must be submitted to F&I for endorsement/approval.
If the total cost of a project in classes 4, 5 and 6 increases above the DoA of the Business Line
Directorate during the during the EXECUTE stage the project will be subject to the full GVAP
compliance. The gap analysis and follow-up as outlined above shall be conducted.
To minimize the impact to project schedule, Group Companies must closely follow the estimated
total cost across its portfolio of projects and develop a mitigation strategy (actions as considered
required) for those class 4, 5 or 6 projects where there is a high likelihood of exceeding the DoA
of the Business Line Directorate during DESIGN or EXECUTE.
4. VALUE ASSURANCE PROCESS GOVERNANCE
This section describes the governance of projects across their lifecycle until handover to
Operations. Project governance defines the controls in place to steer, supervise and support the
development of projects. Project governance has two key objectives:
• Ensure a consistent and transparent approach to decision-making across Group
Companies.
• Effectively steer the development of projects through regular checks and decision points.
Different governance mechanisms exist for gates and for stages. Projects in classes 1, 2 and 3
are governed and assured by ADNOC, projects in classes 4, 5 and 6 are self-governed and self-
assured by Group Companies and/or owning entities.
4.1 Project Classes 1, 2 and 3 Gate and Stage Governance
4.1.1 Gate Governance

Gate governance aims to ensure a consistent and high-quality review and approval process of
Capital Projects that exceed the financial limit of a Business Line Director (as set out in the DoA),
in order to ensure effective decision making and that the value of ADNOC’s Significant
Investments are maximized in line with ADNOC’s strategic objectives.
Access to a gate (excluding G0) is only possible if all activities and deliverables agreed as part of
the respective Gate Contract Meeting have been completed. The Gatekeeper shall approve the

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initiation of the gate decision-making process subject to the completion of tasks and deliverables
by the Project Team to a satisfactory standard. Gatekeeper approval is based on direct review of:
• Decision Support Package (DSP) and key deliverables.
• The outcome of Project Assurance reviews (e.g., IPR, CESAR, Peer Reviews), subject to
proper closeout evidence. The Gatekeeper shall initiate the gate decision-making process
by submitting the DSP to the BLD for initial review of completeness and quality of the
submission’s documentation.
The BLD will complement the Gatekeeper’s submission with the following essential documents:
• The Business Case. • Economics.
Once the BLD has reviewed and endorsed the IPMT submission and completed the Business
Case and Economics, the documentation is submitted to the Decision Maker, who is the approval
authority at the gate. The Decision Maker effectively decides whether a project can proceed to
the next stage, be held, reworked or cancelled. The IC is the ultimate decision body within ADNOC
whenever the estimated project cost is above the Decision Maker’s approval threshold (as stated
in the DoA). For further information on role of IC and the Gate Governance process, please refer
to the Investment Governance Framework (IGF) Standard.
Figure 4. 1: Gate Governance Process – Project Classes 1 to 3.
Additionally, and based on the criteria outlined below, the Decision Maker may need to raise the
Business Case approval, as part of the DSP, to a higher-level authority for endorsement.
For further information on role of the IC and the Gate governance process, please refer to the
Investment Governance Framework (IGF) Standard.
IC approval commits funding and resources for the following stage of the project (up to the
following gate). If the actual tender prices submitted by the bidders exceeds the approved budget
by certain pre-defined thresholds, then an additional Investment Committee approval is required.
For more information on the Investment Committee governance process and the specific variance
thresholds, refer to the ADNOC Investment Governance Framework or reach out to the F&I
Directorate.
There are four possible decisions that can be made at the gate:

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• Proceed – the project has met the approval criteria and may proceed to the next stage.
• Hold – the project is attractive, but not immediately. A project that is placed on-hold must
be resubmitted for review at the same gate. At the time of resubmission, the emergence
of new business needs, new market conditions or new technologies may determine that
the project must repeat some or all of the earlier stages.
• Rework – further work is required during the current stage to make the project more
attractive. This generally occurs for cases in which some studies remain incomplete, plans
are not sufficiently detailed, designs are not sufficiently mature, or assurance activities
have not been performed with sufficient rigor. A project requiring rework must be re-
presented for consideration at the same gate. Rework is not applicable for G1.
• Cancel – the project is not attractive / necessary, nor will it be in the future.
Pending the gate approval, the project team may start preparing for the next stage without making
any commitments (e.g., refine project scope and objectives, general assumptions).
4.1.2. Stage Governance

Stage governance is aimed at providing steering and guidance in-between GVAP gates and
throughout the project lifecycle. Involvement of senior project stakeholders throughout the stage
process is critical to ensure timely course correction and oversight, and to strengthen the
confidence of the decision-making authority in approving the stage-gate. This is achieved through:
• Project Steering Committees: For the detailed Project Steering Committee (PSC)
charter; roles and responsibilities including committee membership and templates refer
to the ADNOC Group Committee Establishment Guideline and Guidelines for Establishing
Project Steering Committee.
• Gatekeeper: The Gatekeeper (ADNOC Group Company CEO) shall initiate the gate
decision-making process by submitting the DSP to the Decision Maker, who is the
approval authority at the gate.
• Decision Maker: The Decision Maker effectively decides whether a project can proceed
to the next stage, be held, reworked or cancelled. The IC, Executive Board is the ultimate
decision body within ADNOC whenever the estimated project cost is above the Decision
Maker’s approval threshold (as stated in the DoA). For further information on role of the
IC and the gate governance process, refer to the Investment Governance Framework
(IGF) Process F&ID/CIO/INT/2022/3682 and its addendum LG&C/INT/2022/20088.
Additionally, and based on the criteria outlined below, the Decision Maker might need to
raise the business case approval, as part of the DSP, to a higher-level authority for
endorsement.
• ADNOC Investment Program Sub-Committee: The role of the Investment Program
Sub-Committee (IPC) is to provide assurance, through a multidisciplinary team, to the IC
on all matters related to Significant Matters as highlighted in the ADNOC Investment
Program Sub-Committee (IPC) Terms of Reference AHQ/LGC/GCG/TOR/008/R01/20.
• Sub-Committee: ADNOC Investment Committee (IC): The role of the IC is to a
approve/endorse all matters related to Significant Matters as highlighted in the Investment
Committee (IC) Terms of Reference AHQ/LGC/GCG/TOR/007/R02/20.
• ADNOC Executive Committee (ExCom): ExCom means the executive committee
established by ADNOC board. The latest DoA highlights the financial approval limit of
Significant Investments that are to be presented to ExCom.
• ADNOC Board of Directors: ADNOC Board refers to the ADNOC board of Directors
established by SCFEA. The latest DoA highlights the financial approval limit of Significant
Investments that are to be presented to ADNOC Board.

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• Supreme Council for Financial and Economic Affairs: The latest DoA highlights the
financial approval limit of Significant Investments that are to be presented to the Supreme
Council for Financial and Economic Affairs (SCFEA). The SCFEA may elect to change
the financial authorities of the IC, ExCom and ADNOC Board at any time as it seems fit.
4.2 Project Classes 4, 5 and 6 Gate and Stage Governance
4.2.1 Gate Governance

Gate governance aims to ensure a robust and efficient decision-making process as to whether a
project should move into the next stage of development.
Access to a gate (excluding G0) is only possible if all activities and deliverables agreed as part of
the respective Gate Contract Meeting have been completed. The Gatekeeper shall approve the
initiation of the gate decision-making process subject to the completion of tasks and deliverables
by the Project Team to a satisfactory standard. Gatekeeper approval is based on direct review of:
• Decision Support Package (DSP) and key deliverables; and
• the outcome of Project Assurance reviews (if applicable as per Gate Contract Meeting);
subject to proper closeout evidence.
Figure 4. 2: Gate Governance Process – Project Classes 4 to 6.
Figure 4. 3: Gate Decision-Making Process – Project Classes 4 to 6.

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The Gatekeeper shall initiate the gate decision-making process by submitting the DSP to
the Decision Maker, who is the approval authority at the gate. The Decision Maker effectively
decides whether a project can proceed to the next stage, be held, reworked or cancelled.
No IPC or IC approval required.
The Decision Maker effectively decides whether a project can proceed to the next stage, be
held, reworked or cancelled.
4.2.2 Stage Governance

Stage governance is aimed at providing steering and guidance in-between gates and
throughout the project lifecycle. Since the DESIGN stage for project classes 4 to 6
encompasses all 3 FEL stages of classes 1 to 3, involvement of senior project stakeholders
throughout this stage is critical to ensure timely course correction and oversight, and to
strengthen the confidence of the decision-making authority in approving the project at Gate
1 (FID). This is achieved through:
• Business Case.
• Project Steering Committees.
• Periodic reporting enabling assessment of project status, outlook and potential issues.
Project Steering Committee: in order to ensure steering and guidance of the projects
portfolio by senior stakeholders, it is recommended to establish a Group Company Project
Steering Committee (PSC) (excluding external stakeholders) within each Group Company.
The objectives of this committee are to:
• Create a consistent project governance model across the ADNOC Group.
• Ensure proper focus on projects.
• Support facilitation of timely decisions from relevant authorities on contractual matters.
• Provide necessary help and support for the project management team including cross-
functional integration.
4.3 Project Cancellation During VAP Stage.
- The project is following a plan including specific milestones and deliverables. it is important to
properly document and archive all related documentation and electronic information under
development -i.e., sketches, drawings, calculations, procedures, presentations, models,
spreadsheets, etc. Depending on the progress some will be partially or fully developed.
- A comprehensive close-out report must be developed; preferably peer-reviewed before
formally closing-out the project. The report should capture all project aspects -in particular the
sequence of events and rationale for an early close out as well as guidance/report to all
developed material (for future use as/if required).
- It is recommended A close-out meeting should take place where the PM, Gatekeeper and
Decision Maker formally sign of the closure (i.e., minutes of meeting).
5. PROJECT ASSURANCE AND VALUE ASSURANCE ACTIVITIES
Project Assurance and Value Assurance activities consist of processes and tools providing a
systematic approach to assuring the quality and value delivered by the project.
Project Assurance and Value Assurance activities are tailored to the specific needs of each
project and each stage. The Project Assurance and Value Assurance activities plan for each
project is agreed as part of the Gate Contract Meeting of each stage and is to be followed by the

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project team to allow access to the next gate. The Project Manager is responsible for initiating
the Project Assurance and Value Assurance activities in line with the agreed plan.
In addition to agreed plans, should deviations in project performance occur during a stage, the
Decision Maker, Gatekeeper, Project Manager or Group Projects Function may request
additional reviews to be performed. The GVAP Stakeholders is responsible for providing
assistance to the Project Manager in executing these reviews.
5.1 Value Assurance Process Roles
5.1.1 Assurance Coordinator

The Assurance Coordinator is a function within the GVAP Stakeholders residing in the Business
Line Directorates (BLDs) responsible for ensuring all Project Assurance review teams are
adequately resourced through engaging with the relevant Business Line Project Organization to
locate skilled resources. The Assurance Coordinator interacts mainly with the Assurance Review
Lead, the Business Line Organization and the Project Manager to define the expertise required
for each assurance review. Refer to the Assurance Coordinator role charter in Appendix C.
5.1.2 Assurance Review Lead

The Assurance Review Lead coordinates the overall team and process, ensuring timely and
rigorous execution. The role acts as a liaison between the Assurance Coordinator, assurance
review team and the project team. The Assurance Review Lead is nominated by the Assurance
Coordinator ahead of the assurance review kick-off. Once assigned, the Assurance Review Lead
shall ensure all relevant documents for the review are received from the project team and that
set-up activities have been completed before the start of the review. Refer to the Assurance
Review Lead role charter in Appendix C.
5.1.3 Assurance Review Team

The Assurance Review Team is adequately resourced through engaging with the relevant
Business Line Project Organization to locate skilled resources as SMEs.
Reference should also be made to the Standards listed in the Integrated Project Management
System (IPMS) Manual for further details of the mandatory assurance deliverables.
5.2 Project Assurance Plan
The Project Assurance Plan (PAP) establishes a plan of the assurance activities required during
the next project stage, and forms part of the Gate Contract. The PAP addresses the planned
assurance activities aimed giving the Decision Maker confidence that the project is being
executed in accordance with the Business Case, and to help decision-making at the transition
from one project stage to the next.
Development of the PAP and descriptions of each of the assurance activities are provided in the
Project Initiation and Assurance Standard AGPM-STD-103.
5.3 Project Assurance Review Types
5.3.1 Peer Review (PR)

Focused reviews examining a specific project activity. They serve the role of an intermediate
validation point within a stage. Refer to the Project Peer Reviews and Peer Assists Guideline
AGPM-GDL-103G.
The following are mandatory Peer Reviews for project classes 1 to 3:
• ASSESS Peer Review: performed at the end of the ASSESS stage (mandatory for
Category A projects) recommended for other projects in Classes 1-3. The aim of this
review is to assure the robustness, quality and coherency of the technical work done.

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• Concept-SELECT Peer Review: is a mandatory review performed at the mid/end of the

Concept Selection step, before entering into the Conceptual Design step (SELECT
stage). The aim of this Peer Review is to:
Independently confirm that technical work has been completed, to the expected
quality standards.
Assess whether alternative scenarios have been formally investigated, confirm
alignment of the proposed concept to the Business Case.
Check whether the selected concept provides the optimum value and/or technical
design.
• End-SELECT Peer Review: is a mandatory review the aim of this technical review is to
assure that the selected concept has been optimized, and the functional requirements are
frozen in the conceptual design report.
• DEFINE Peer Review: is a mandatory review performed towards the end of the FEED
phase of the DEFINE stage. The aim of this Peer Review is to:
Assess the robustness, completeness and coherency of the front-end engineering
design (FEED) report
Provide a solid foundation for: cost and schedule estimates , ITT packages scope.
• Construction Readiness Review (mandatory for class 1 projects, recommended for
classes 2 and 3), performed early in EXECUTE, refer to the Construction Readiness
Guideline AGPM-GDL-701C. The aim of this Peer Review is to evaluate whether the
project is ready to safely and effectively start construction activities to deliver the agreed
HSE, construction and commissioning performance targets. Confirms that organization,
plans, agreements and systems are in place to commence construction in an optimal
manner.
• Operations Readiness and Assurance Review: is a review performed during the
SELECT, DEFINE and EXECUTE stages. The aim of this Peer Review is to independently
confirm the implementation of the Operations Readiness Management Plan, including risk
management, planning and execution of commissioning/start-up/handover, development
of the asset organisation, and planning and execution of Flawless Project Delivery. Refer
to the Operations Readiness and Assurance Guideline AGPM-GDL-801A.
• Pre-Start-Up Review (PSUR) : the PSUR is mandatory and shall be conducted before
the introduction of hydrocarbons, typically three months before RFSU. The aim of the
PSUR is to confirm completion of all construction, pre-commissioning and commissioning
activities and readiness for safe start-up. It verifies that all asset integrity, process safety
and HSE requirements have been met and confirms asset owner readiness for operations.
Refer to the Operations Readiness and Assurance Guideline AGPM-GDL-801A.
• Pre-Start-Up Audit (PSUA): the PSUA is discretionary and should be conducted six
weeks before the RFSU milestone. The aim of the PSUA is to provide independent
confirmation that all requirements of the Statement of Fitness are in place prior to start-up,
and that asset operations are sufficiently prepared and provided with all required resources
to undertake the normal running of the facility. Refer to the Operations Readiness and
Assurance Guideline AGPM-GDL-801A.
• Close Out Peer Review: is a mandatory focused review examining the close out activities
for the project the aim of the review is
o To assess whether the project, business and economic objectives have
been met and lessons learned captured
o To understand key root causes for the variances to project and business
objectives in order to support future improvements
Refer to the Peer Reviews and Peer Assists Guideline AGPM-GDL-103G.
• Other Peer Reviews are to be agreed in the Gate Contract.

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5.3.2 Peer Assists (PA)
Peer Assists are discretionary assurance support sessions with relevant experts, with the aim of
receiving input and feedback on a specific part of the project. Refer to the Peer Reviews and
Peer Assists Guideline AGPM-GDL-103G.
5.3.3 Cost Estimate and Schedule Assurance Review (CESAR)

The aim of this review is to provide assurance that the project’s scope, risks, market conditions
and interfaces (internal and external) are adequately and correctly reflected in the cost estimate
and schedule; and are consistent with all relevant ADNOC Group Projects’ Standards, Guidelines
and Procedures. The CESAR reviews are mandatory ( Class 1/2/3) for all Group Company
Capital Projects. Refer to the Cost Estimate and Schedule Assurance Review (CESAR)
Guideline AGPM-GDL-103B.
5.3.4 External Benchmarking
The aim of this review is to benchmark the development of class 1 projects against international
and regional projects. The benchmarking report shall be part of the DSP submission, which will
indicate how well the project is developed when compared to other similar projects. Two
external benchmarking reviews during the lifetime of the project are mandatory for class 1
projects; the first review is required at the end of the SELECT stage, and the second review is
required prior to FID / Gate 3 at the end of the DEFINE stage. Refer to the Project External
Benchmarking Guideline AGPM-GDL-103D.
5.3.5 Independent Project Review (IPR)

The aim of the review to make sure that stage completeness has been achieved and that all
assurance activities recommendations has been properly addressed, and all key deliverables
are finalized / signed by respective Technical Authority (TA) of the Group Company. IPR its
mandatory structured, independent and integrated review at the end of each stage.
Independent Project Reviews (IPR) provide assurance to the Decision Maker on the robustness
of the opportunity and the readiness of the project to move to the next stage. Refer to the
Independent Project Review (IPR) Guideline AGPM-GDL-103C.
5.3.6 Project Health Check (HC)
Project Health Checks are discretionary assurance reviews focusing on compliance with the
Group Value Assurance Process (GVAP) Standards, Guideline and Template project controls
and key deliverables. Refer to the Project Health Check Guideline AGPM-GDL-103F. Project
Health Checks are ad hoc reviews, not part of the Gate Contract and not included in the PAP.
6. PROJECT VALUE IMPROVING PRACTICES
Value Improving Practices (VIPs) are focused activities that seek to improve project value in a
specific area (e.g., cost, schedule, safety, risk). They require formal planning, work practices and
documentation to rigorously challenge and improve scope selection, design, execution or
maintenance strategy.
For more information on selecting the right VIPs, refer to the VIP Standard AGPM-STD-401.

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7. INTEGRATED PROJECT MANAGEMENT SYSTEM
7.1 Overview
The Integrated Project Management System (IPMS) incorporates the four pillars of people,
processes, structure, and culture that are required to deliver successful projects with predictable
project outcomes.
Integral to the IPMS are the ADNOC Group Project Standards, Guidelines and supporting
documentation, developed from ADNOC Group Companies’ and international best project
practices that promote a standardized approach to project management from front-end loading
(FEL) to execution and assurance.
With Exception of Theme 100 (Project Assurance), the use of IPMS Standards, Guidelines &
Templates is at the sole discretion of the respective Group Company.
The IPMS is applicable to all Capital Projects in all ADNOC Group Companies governed by the
GVAP throughout the lifecycle from the ASSESS stage to the end of the EXECUTE stage.
7.2 IPMS Manual
The Integrated Project Management System (IPMS) is a framework, underpinning the Group
Value Assurance Process (GVAP) and described in the Integrated Project Management system
(IPMS) Manual AGPM-MNL-004.
The IPMS Manual documents are organised by “theme”, as listed in the following table:
Theme Number Theme Title
100 Project Assurance

200 Project HSE Management
300 Project Management
400 Technical Scope Development
500 Project Services
600 Project Contracting and Procurement
700 Project Construction Management
800 Operations Readiness and Assurance
Table 7. 1: IPMS Themes Manual

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APPENDIX A – EXCEPTIONAL PROJECT CATEGORIES

INTRODUCTION
The purpose of this Appendix is to describe two exceptional categories of projects, that may be
assigned to projects in classes 1, 2 and 3. It describes the process for assigning the categories
and the criteria for each category. Any projects not meeting the criteria for these exceptional
categories are to be treated in line with the standard GVAP process.
The two exceptional categories are:
• Category A projects which are those Capital Projects with low uncertainty and
demonstrate readiness to achieve Gate 3 following completing Gate 1; and
• Category B projects which are projects requiring accelerated SELECT and DEFINE
technical maturation effort to achieve Gate 3.
A.1. Category A
Defined as projects which are those Capital Projects where the scope is defined as "Business
as usual / Repeated work", which low uncertainty and demonstrate readiness to achieve Gate 3
following completing Gate 1, as shown in Figure A-1.
Figure A. 1 : VAP Stage-Gate Process - Category A.
The specification and commitment to individual stage needs are decided at the Gate Contract
Meeting (□) at the beginning of each stage. At each decision gate (), the Decision Maker
decides whether to Proceed, Cancel, Hold or Rework the project.
Category A projects are those Capital Projects which have low uncertainty and demonstrate
readiness to achieve Gate 3 after completing Gate 1. Therefore, the facilities’ concept
selection/design is not envisaged.
Interdependent Categorization Technical Review Team (ICTR) endorsement will be required to
ensure that project qualifies for Category A. However, prior to the review,
shareholders/concession holders’ alignment will be required to commence the review.
For Category A projects, it is expected that DEFINE stage will be shorter in duration since it will
only include residual (remaining) engineering work for the EXECUTE stage.
In addition, marginal fields may follow Category A processes: this refers to reservoirs that are
smaller in scale compared to larger fields but can still be economically attractive to be developed
and produced in a cost-effective way. Developing these new or existing reservoirs in such a way
so as to maintain their economic viability is a challenging but increasingly necessary process.
There is currently a wide range of intelligent development solutions to choose from in the
industry, but each comes with its own benefits and drawbacks. Selecting a field development
option requires analyses of technical, environmental, and economic feasibility. It also requires a
sound management plan with regard to how the development technologies are used.
To be considered a Category A project and to follow requirements of Category A, all of the
following criteria must apply for upstream and downstream.
A.1.1. Cost Estimate Criteria

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Group Company is able to produce SELECT estimate +/- 30% (EFC) at G1 and +/- 15% for all
works prior to G3.
A.1.2. Upstream Projects
A.1.2.1. Development Criteria

• Field Development: Agreement with approved development plan from ADNOC
Upstream BLD covering changes to existing development, injection continuity, well
architecture, pressure depletion, reservoir models (historical and forecast) and
maturation information.
• Projects with low uncertainties: within the approved Field Development Plan (FDP),
whereby maintain plateau projects such as drilling and tie-ins, water injection clusters,
additional wellhead towers, additional train/compressor (similar to existing) were already
studied, quantified, costed and selected as part of the approved FDP.
• Growth projects: Depend on project construction complexity and risk, the growth project
may not qualify for Category A.
• Drilling sequence and forecasts: The number of wells, well type, locations and drilling
phasing is fixed. Production and injection forecasts are frozen with high certainty.
A.1.2.2. Engineering Criteria

• Replicated scope: At least 80% of the total scope budget estimate is replicated design
with exactly the same equipment and bulks. No changes in operating philosophy. All
design documentation and datasheets are available and assured for relevance and
completeness.
• Profiles: Production (oil, gas, water) and injection (gas, CO2, water) forecasts from
subsurface, with compositions, wellhead pressures and temperatures, GOR, CGR and
BS&W are frozen, and provided for each drill centre.
• Facilities adequacy: Facilities adequacy studies for process, utilities and relief systems
of all the affected existing facilities have been completed and technically assured.
• Tie-in adequacy: outing and tie-in of gathering system have been selected and verified
by surveys and inspection (as applicable) , and impact on hydraulics and flow assurance
of the total system (existing + new) has been quantified.
• Constructability: construction feasibility has been demonstrated for the entirety of the
scope, from wellhead to export custody transfer point and disposal and relief systems.
A.1.3. Downstream Projects
A.1.3.1. Development Criteria

• Asset Development: agreement with approved development plan (capacity expansion,
new products) from ADNOC Downstream BLD covering strategy implementation from
BP agreements and Concession Agreements.
• Feedstock: all of the feedstocks forecast volumes are underpinned by upstream projects
currently producing, or by projects in front-end loading (FEL) stages, or commercial
agreements to provide feedstock from third-parties.
• Products: commercial agreements are in place for the offtake of products, by-products,
and waste streams to accommodate additional volumes.
• Technology: replicated technology (open art or licensor) and vendor equipment;
contractual agreements to expand licensor / vendor scope of replicated project.
Concession Holder agreements on the same.

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• Development areas: the development areas and routing (OSBL, ISBL), within and
outside concession areas have been selected and agreed with all key stakeholders;
some pending NOC.
A.1.3.2. Engineering Criteria

• Replicated scope: at least 80% of the total scope budget estimate is replicated design
with exactly the same equipment and bulks. No changes in operating philosophy. All
design documentation and datasheets are available and assured for relevance and
completeness.
• Profiles: feedstock forecasts from subsurface or third-parties and output forecasts for
products, by-products and waste, with compositions, pressures and temperatures are
frozen.
• Facilities adequacy: facilities adequacy studies for process, utilities and relief systems
of all the affected existing facilities have been completed and technically assured.
• Tie-in adequacy: Plot plan, routing and tie-in of OSBL and ISBL scope have been
selected and verified by surveys and inspection, and impact of the new project on the
total system (existing + new) has been quantified.
• Constructability: Constructability feasibility has been demonstrated for the entirety of the
scope, from feedstock custody transfer point(s) to all output custody transfer points for
process (products, by-products, waste) and relief systems.
A.1.4. Marginal Fields

To be considered a Marginal Field project, all of the following criteria must apply and endorsed
by ADNOC Field Development:
• The total estimated CAPEX must be at least 25 MMUSD and equal to or less than 250
MMUSD (including DRILLEX).
• The estimated oil in place (STOIP) must be equal to or less than 175 mmbbl.
• The estimated economic return, measured by the Internal Rate of Return (IRR), must be
equal to or more than 20%.
• The Unit Technical Cost (UTC) must be equal to, or less than, USD 28 per barrel.
• The Field Development Plan and Business Case must be for the production of oil (e.g.,
not applicable to gas developments).
• No significant engineering can be required. The total engineering cannot exceed 20,000
hours (e.g., pre-agreed off-the-shelf facilities, standard facilities design).
A.1.4.1 . Mandatory Requirement for Marginal Field :

• Asset/Field Development Plan must be • Technical replicability demonstration
approved including: review close-out.
Holistic Facility Requirements (Conceptual • Statement of requirements
Engineering). • Project Execution Strategy.
Uncertainty Analysis.
• Business Case with high level economics • Project Risk Register.
( must update thru project lifecycle).
• Cost Basis

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A.1.4.2 . Mandatory Requirement for Field Development Plan to include:

• Geological / Petrophysical / Geophysical Description
• Static / Dynamic Model as per Modelling SOP
• P10 / P50 / P90 Production Profile
• Development Scenarios & Associated Concluded Simulation Results
• Proposed Well Architecture & Applicable Completion Requirements
• Surface Facility Assessment
• Techno-economic Analysis
• Risk Assessment and Mitigation Plan
• Integrated Development Plan (Surface & Subsurface)
A.1.7. VAP Requirements:

• Gate 0 (G0): Project Kick-off: as described in Section 3.1.2.1.
• Gate Contract Meeting: as described in Section 3.1.4.
A.1.8. Gate Governance:

• Gate 1 (ASSESS) –requirements of GVAP will be remain same. DSP preparation and
approval as well as IPC/IC submission at G1 remains the same only the difference is;
prior to IPC/IC submission the proposed categorization (if different from standard GVAP)
required endorsement by Independent Categorization Technical Review Template (ICTR)
refer to GPA-GPE/TOR-02.
The IPC is authorised to approve Capital Project stage Gate 1 submissions. However,
IPC may, where it has such authority, at its discretion escalate the Gate 1 approval
decision to the IC.
Endorsement of the IPC or the IC or a higher authority as set out in the ADNOC DoA
will need to be obtained by the Gatekeeper at Gate 1:
The Gatekeeper will request the IPC/IC for budget to proceed with both the
SELECT and DEFINE gates.
Boundary Conditions will be set by the IPC/IC.
• Gate 2 (SELECT) – will no longer be pre-requisite for a Category A Capital Project. No
DSP submission or IPC/IC submission is required (go gate).
• Gate 3 (DEFINE) – requirements of GVAP will be remain same, the process set out in
the Capital Projects Investment Governance Process shall be followed.
• Gate 4 (EXECUTE) - requirements of GVAP will be remain same ,the process set out in
For more details refer to Addendum No.1 to ADNOC Group Capital Projects Investment
Governance Process LG&C/INT/2022/20088.
A.1.9. Deliverables:
As part of each GC Meeting, the attendees discuss and agree upon the list of deliverables
required for submission at the end of the stage (including their sections/ content and expected
format).
A.1.10. Project Assurance:

ASSESS Stage:
The ASSESS stage assurance review requirements for Category A projects focuses mainly in
demonstrating that the project meets the technical and cost criteria for repeat projects, and that
a robust Project Execution Plan for DEFINE is in place. The review must be split into 3 distinct

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events, where the technical, cost and schedule estimations and forward-looking plans are
reviewed sequentially.
All reviews can fit within a week, although it is advised to pace them to allow updates, e.g.,
technical scope altering Class 3 estimates and/or Project Execution & Contracting Strategy in
the PEP.
The ASSESS Stage reviews will therefore consist of:
• Technical: Repeat project demonstration technical review will be conducted in the line of
SELECT technical review (AGPM-GDL-103G), as the maturity of the scope must be at
Basis for Design level to demonstrate Class 3 cost estimates. The focus of the review will
be checking that the Development and Engineering criteria, as stated in Sections A.1.2.2
and A.1.3.2, are demonstrably met to qualify for Category A.
• Technical: ASSESS Peer Review performed at the end of the ASSESS stage (mandatory
for Category A projects).
• Cost & Schedule: ASSESS CESAR is mandatory. (Note: the scope must be as per the
SELECT stage CESAR in the CESAR Guideline AGPM-GDL-103B)
• Readiness for DEFINE: Independent Project Review (IPR 1) is mandatory (Note: the
scope must be as per the IPR2 as described in the Independent Project Review Guideline
AGPM-GDL-103C). During this review, the endorsement of Category A will be made for
G1 approval.
Refer to the Project Independent Categorization Technical Review Committee Terms of
Reference GPA-GPE/TOR-02.
Additional assurance shall be agreed in GC1 as included in the Project Assurance Plan.
SELECT Stage:
• No SELECT stage hence no assurance reviews related to the SELECT stage are
required (e.g., Concept-Select Peer Review, IPR2, CESAR, IPA).
DEFINE Stage:
• Technical: DEFINE Peer Review (mandatory).
• Cost & Schedule: DEFINE CESAR (end of DEFINE mandatory).
• Readiness for FID and EXECUTE: IPR3 (mandatory).
Additional assurance specified at Gate Contract 3 as included in the Project Assurance Plan.
EXECUTE Stage:
• Construction Readiness Review (class 1 projects mandatory).
• Operations Readiness and Assurance Review (discretionary).
• Pre-Start-up Review (mandatory).
• Close Out Peer Review (mandatory).
Additional assurance specified at Gate Contract 4 as included in the Project Assurance Plan.
A.1.11. Project Value Improving Practices (VIPs):

The VIP list and events shall be agreed in the GC.
A.1.12. Review and Technical Endorsement of Category A Projects

During the ASSESS stage, the IPMT shall adhere to Category A criteria and get technical
endorsement on the categorization exercise outcome by independent categorization technical
review and attach the final report with DSP1 for G1 approval. Refer to the Project Independent
Categorization Technical Review Committee Terms of Reference GPA-GPE/TOR-02.

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A.2 Category B
Category B is aimed at projects which require accelerated SELECT and DEFINE technical
maturation effort to achieve Gate 3, as shown in Figure A.2.
Figure A. 2: VAP Stage-Gate Process - Category B.
The specification and commitment to individual stage needs are decided at the Gate Contract
Meeting (□) at the beginning of each stage. At each decision gate (), the Decision Maker
decides whether to Proceed, Cancel, Hold or Rework the project.
A.2.1 Criteria:
For Category B there is NO technical criteria required as it is similar to a standard GVAP project,
it is based on gate (G1) decision approval for the project to be accelerated (e.g., schedule-
constrained projects that must follow all stages of the GVAP but demonstrate at G1 that they
could not be finalized on time if they are kept on hold waiting for a decision at G2).
To seek acceleration through selection of Category B, the IPMT shall align shareholders with
support from the BLD and get explicit written approval by shareholders to consider G2 as a go-
gate. The written approval will be required as a supporting document part of G1 submission.
A.2.2. VAP Requirements

• Gate 0 (G0): Project Kick-off: as described in Section 3.1.2.1.
• Gate Contract Meeting (GC): as described in Section 3.1.4.
A.2.3 Gate Governance:

• Gate 1 (ASSESS) – requirements of GVAP will be remain same. The process set out in
• Gate 2 (SELECT) – for Category B Capital Projects, Gate 2 will not be a hold point (unless
at Gate 1 the IPC/IC decide that the Capital Project will require approval at Gate 2, in
which case the Gatekeeper will be required to seek the approval of the IPC/IC
accordingly); it will only require presentation of the DSP2 / IPC slides (as per agreement
in Gate 1) to the relevant gate stakeholders (e.g. IPC) while activities will continue and
remain uninterrupted. This is mainly to allow accelerated planning and delivery of de-
risking activities to secure a successful FEL. The IPC/IC may at its discretion, upon
presentation of the DSP/IPC slides make a decision on the Capital Project at Stage Gate
2 (to hold, rework or reject the Capital Project) in line with the Capital Projects Investment
Governance Process.
• Gate 3 (DEFINE) –requirements of GVAP will be remain same. The process set out in
the Capital Projects Investment Governance Process to be followed.

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• Gate 4 (EXECUTE) – requirements of GVAP will be remain same. The process set out in
For more details refer to Addendum No.1 to ADNOC Group Capital Projects Investment
Governance Process LG&C/INT/2022/20088.
A.2.4 Deliverables:
As part of each GC Meeting, the attendees discuss and agree upon the list of deliverables
required for submission at the end of the stage (including their sections/ content and expected
format).
A.2.5. Project Assurance:

In terms of project assurance, there is no difference between the regular GVAP requirements or
Category B, unless specified in the GC meeting. Only Gate 2 (IC) is removed.
ASSESS Stage:
• Technical: ASSESS Peer Review (discretionary/recommended).
• Cost & Schedule: CESAR (end of ASSESS, mandatory).
• Readiness for SELECT: Independent Project Review (IPR 1, mandatory).
Additional assurance shall be agreed in GC1 and included in the Project Assurance
Plan.
SELECT Stage:
• Technical: Concept-SELECT Peer Review (mandatory).
• Technical: End-SELECT Peer Review (mandatory but not a holding point for approval).
• Gate 2 as a go-gate, and accordingly the associated gate assurances will no longer be
required (e.g.: IPR2, CESAR /IPA).
Additional assurance shall be agreed in GC2 and included in the Project Assurance
Plan.
DEFINE Stage:
• Technical: DEFINE Peer Review (mandatory).
• Cost & Schedule: CESAR (end of DEFINE, mandatory).
• Readiness for FID & EXECUTE: IPR3 (mandatory).
• Readiness for FID & EXECUTE: External Benchmarking (class 1 projects).
Additional assurance specified at GC 3 and included in the Project Assurance Plan.
EXECUTE Stage:
• Construction Readiness Review (mandatory for class 1 projects).
• Operations Readiness and Assurance Review (discretionary).
• Pre-Start-up Review (mandatory).
• Close Out Peer Review (mandatory).
Additional assurance specified at GC4 and included in the Project Assurance Plan.
A.2.6. Project Value Improving Practices (VIPs):

The list if VIPs required shall be agreed in the GC.

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APPENDIX B – PROJECT CLASSIFICATION AND WORKFLOW

FOR STANDALONE CIVIL AND INFRASTRUCTURE PROJECTS
INTRODUCTION
The intent of Civil Projects classification is to provide a guideline and justification to ensure formal
handing over of the execution of Civil Projects to ADNOC Group Civil Projects and Engineering
Services (GCP&ES). This Appendix is aligned with the Value Assurance Process (“VAP”) and
illustrates key principles to apply for handing over Civil Projects to GCP&ES.
The Civil Projects Classification Workflow and Form have been developed to unify the delivery
of the Civil Projects across the ADNOC Group to optimize the cost, delivery time and respective
Group Companies’ delivery efforts which can be used on core business activities.
This Appendix is intended strictly for ADNOC and Group Company internal use only and shall
not be forwarded or shared with prospective bidders/contractors.
B.1 PURPOSE
The purpose of this Appendix is to establish consistent guidelines for the end-users (Group
Companies) to apply a unified approach in the Civil Projects Classification across the ADNOC
Group.
B.2 SCOPE
B.2.1. Standalone Civil and Infrastructure Projects
• A greenfield or brownfield project which is deemed not part of an oil and gas project, and
which can be executed independently (i.e., it is neither a hydrocarbon development nor a
processing project).
• These are mainly related to buildings, roads, civil infrastructure, site preparations, STP,
DCP, SWRO, jetty, harbor, airport, substations etc. and which can be executed
independently.
• Extension of any existing Civil Infrastructure facilities.
Figure B. 1: Standalone Civil Projects - Touchpoints Between End User & GCP&ES*
*Based on project classification, the deliverables for each stage shall be agreed upon with End
User/Requestor (Project Owner).

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Figure B. 2: Standalone Civil Projects Deliverable List*.
B.2.2. Civil Works Packages Part of Oil and Gas Development Project
• It pertains to those Civil Works Packages which are part of an oil and gas development
project and can be executed independently (e.g., artificial islands, ECW packages).
• Any independently executable Civil Group sizeable scope of work within a hydrocarbon
development or processing facility.
• These are mainly related to artificial islands; non-process buildings, roads, civil
infrastructure, site preparations, STP, DCP, SWRO, jetty, harbour, airport, substations
etc. and which can be executed independently.
Figure B. 3: Civil Works Packages Part of Oil & Gas Development Project.*

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CLASSIFICATION PROCESS
The workflow for Civil Projects Classification and Execution of Capital Projects Investments
is provided in Figure B.4.
The process ensures, consistent and validated classification of Civil Projects (greenfield or
brownfield) for handing over to GCP&ES for execution.
The classification process starts with the Requestor /End-User/Group Company filling out the
Civil Projects Classification Form B-1. in coordination with the required Group Company
stakeholders.
The requester is required to provide the following details with the classification form:
• Scope of Work.
• Preliminary estimate.
• Project delivery timeline.
• Budget availability.
• Status of VAP stage gate (if started).
Upon receipt of the above information, GCP&ES will arrange a meeting with the requester to
discuss the project and way forward for the delivery .
The handing over of the civil project to GCP&ES shall not waive the ADNOC Group VAP
requirements as well as respective Group Company’s internal compliance requirements.
EXEMPTIONS
The following are examples of projects which are not eligible for handing over to GCP&ES
for execution as Civil Projects:
• Maintenance projects such as repairs of cracks etc.
• Major overhauls and turnaround of existing structure (if included within the original OPEX
budget).
• Civil Projects within the active oil and gas plant.
• Civil Projects costing less than USD 15 million.
Refer to Figure B-4 Note **:

• Group civil to participate in GC1 or any Group company project which include Civil Scope
>$15M.
• GCP&ES need to assess the value of Project then deiced who shall be execute either end
user Group company or Civil thru Civil Project Classification Form
• BLD UP /DS to advice Group company for any scope related to Civil.

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Note**
Figure B. 4: Workflow for Civil Projects Classification and Execution

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APPENDIX C – VAP ROLE CHARTERS AND DEFINITIONS

(RESPONSIBILITIES)
Decision Maker
The Decision Maker is the authority responsible for deciding at each gate whether a project shall proceed
to the next stage, be held, reworked or cancelled, subject to reviewing the DSP submitted by the
Gatekeeper. The Decision Maker must ensure that the Business Case approval is ratified by the relevant
higher authority should the project value exceed the Decision Maker’s approval threshold, as per the
Delegation of Authorities document.
This role is predominantly involved during the Gate process after the end of each stage. However,
involvement during the stage process might also be necessary to provide guidance to the Gatekeeper and
steer the project through the Project Steering Committee (especially for class 1 projects).
This role is typically mapped to Group Company’s shareholder representatives. The position shall hold
these responsibilities across the entire project lifecycle.
Gatekeeper
The Gatekeeper acts as the single-point accountable person for the business and project outcomes within
the Group Company (e.g., CEO). This role is responsible for ensuring alignment between project and
business objectives, championing the project to stakeholders, facilitate resolution of disputes, and endorsing
the gate contracts before seeking ratification by the Decision Maker.
Furthermore, the Gatekeeper is the single interface between the Development/Project Manager and all
other stakeholders and is responsible for reviewing and approving the compiled DSP before initiating the
Gate process and submitting the DSP to the Decision Maker for approval. The Gatekeeper holds these
responsibilities for delivery of the project across its entire lifecycle (but not operations of the asset). The role
is also responsible for ensuring smooth handover of accountabilities between the Development and Project
Manager, as well as handover of the asset from the Project Manager to the end-user. The Gatekeeper
provides oversight of the entire handover process to ensure it runs in a satisfactory and a timely manner.
The Gatekeeper is predominantly involved during each stage process to guide the Project Manager, as
required, and ensure compliance with the VAP. However, involvement in the Gate process might also be
necessary to support the Decision Maker in making a quality decision.
This role is mapped to a senior position within the Group Company, typically SVP Projects for class 1 and
class 2 projects, and to VP Projects for classes 3 to 6.
Note: The identification and assignment of the Gatekeeper is made to best address the overall project
objectives and the focus of efforts. Organizational structure reporting lines are not a key consideration for
Gatekeeper identification.
Development Manager
The Development Manager (DM) role is applicable to project classes 1 to 3. In some circumstances,
depending on the project’s nature and type, the DM may be best placed to lead the DESIGN stage of project
classes 4 to 6. The Development Manager is fully accountable for planning, executing and delivering all
technical work conducted in the ASSESS and SELECT stages in support of the mandatory and
recommended gate documentation and for delivering an approved Decision Support Package.
The role acts as a single interface between the Gatekeeper and the rest of the project team, facilitates
coordination and integration of cross-functional team members into the project team, ensures the project is
adequately resourced and provides project performance transparency to the Gatekeeper through timely
reporting. The Development Manager is also accountable for initiating the required project assurance and
value assurance activities in line with the plan agreed as part of the Gate Contract, addressing and closing
out recommendations. The Development Manager is accountable for managing risks, ensuring adequate
controls and validating risk mitigation actions.
Typically, accountability for the project transitions from the Development Manager to the Project Manager
during the SELECT stage, with handover completed before the start of the DEFINE stage, however, this is

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not a strict rule and is highly dependent on the specificities and organizational structure of each Group
Company and type / scope of project. The timing of the transition between the two roles should be discussed
and agreed as part of the kick-off meeting and subsequent Gate Contract Meetings. Typically, the
Development Manager should attend the GC3 before the DEFINE stage and similarly, the Project Manager
should attend GC2 before the SELECT stage) in order to ensure a gradual ramp-down and ramp-up of
involvement respectively. The Development Manager shall allow adequate time to ensure a proper
handover to the Project Manager.
The table below shows a typical allocation of key deliverables in the SELECT stage between the two roles:
Development Manager Project Manager
Project Scope and Objectives Project Execution Plan

Project Assurance Plan and Value Improvement Plan Statement of Requirements
Options Catalogue Scope of Services for FEED Contractor
Concept Selection Report (including Concept-Select
Class 3 Cost and Level 2 Schedule Basis
Peer Review Close-out)
Conceptual Design Report Independent Project Review
SELECT DSP (including IPR Report)
Handover Presentation
Table C. 1: Typical Allocation of SELECT Stage Deliverables.
Project Manager
The Project Manager is fully accountable for planning, executing and delivering all technical work in the DEFINE
stage and EXECUTE stages of project classes 1 to 3, and generally, from the start of the DESIGN stage for
project classes 4 to 6 (if not done by the DM), in support of the recommended and mandatory gate documentation.
The role acts as a single interface between the Gatekeeper and the rest of the project team, facilitates
coordination and integration of cross-functional team members into the project team and provides project
performance transparency to Gatekeeper through timely reporting.
The Project Manager is also accountable for initiating the required project assurance and value assurance
activities in line with the plan agreed as part of the Gate Contract, addressing and closing out recommendations.
Finally, the Project Manager is accountable for managing risks, ensuring adequate controls and validating
mitigating actions.
Typically, for project classes 1 to 3, accountability for the project transitions from the Development Manager to
the Project Manager during the SELECT stage, with handover completed before the start of the DEFINE stage,
however this is not a strict rule and is highly dependent on the specificities and organizational structure of each
Group Company and the type / scope of project. The timing of the transition between the two roles should be
discussed and agreed as part of the kick-off meeting and subsequent Gate Contract Meetings. Typically, the
Development Manager should attend the GC3 before the DEFINE stage and similarly, the Project Manager should
attend GC2 before the SELECT stage) in order to ensure a gradual ramp-down and ramp-up of involvement
respectively. Refer to the Table C-1 above for the typical allocation of key deliverables in the SELECT stage
between the two roles.

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At the end of the EXECUTE stage, the Project Manager is accountable for delivering a complete handover
package to the end-user, and for ensuring a proper handover of the completed asset to the end-user. The
package shall provide all information required for a successful handover of the asset to the End-User and it
typically includes:
• Detailed Engineering Documentation.

• As-built Drawings.
• HSE Manuals and Procedures.
• Performance Test Reports.
• Inspection Plans and Tools.
• Training Manuals.
• Close-out Report.
• Operating, Maintenance and Integrity Manuals and Procedures.
GVAP Stakeholders Members Charters

Role Charters for the following GVAP Stakeholders member roles are provided below:
• Decision Maker.
• Gatekeeper.
• Development Manager.
• Project Manager.
• Assurance Co-Ordinator.
• Assurance Review Lead.
• Group Projects and Engineering.
• Business Line Project Organization.
• Finance & Investment Support.

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C.1 VAP ROLE CHARTERS AND DEFINITIONS (RESPONSIBILITIES)- Class 1/2/3
Decision Maker Role Charter
Project involvement: Entire project lifecycle.
Objectives Responsibilities
• Approve the DSP. Project ownership

• Decide on whether project can pass a gate. • Approve the DSP.
o Business Case approval to be ratified by relevant authority in • Ultimately approve key project decisions raised by Gatekeeper.
line with DoA if project economics is above the Decision • Decide on whether project can proceed to the next stage at the
Maker's threshold. gate, be held, reworked or stopped, based on review of the DSP.
• Ensure project alignment with strategic objectives.
o Business case approval to be ratified by relevant authority in
line with DoA if project economics is above the Decision
Interfaces Maker's threshold (e.g., IPC/IC/ ADNOC Board of Directors
• Major interfaces /ExCOM/ SCFEA).
o ADNOC Investment Committee/team. • Provide Gatekeeper with clear guidance on strategic requirements
o ADNOC Board of Directors /ExCOM/ SCFEA. for the project.
o Gatekeeper. • Resolve issues escalated by Gatekeeper.
o Project Steering Committee. • Abide by gate approval timings and provide transparency to
Gatekeeper on gate approval status.
Decision rights
Owns Influences Project monitoring
• Overall project objectives • Gate decision. • Review reports on project budget and schedule status reported by
and outcomes. Gatekeeper.
• Gate decision. • Attend Project Steering Committee as and when required.
Typical position in the organization
• Representative of ADNOC / Board of Directors Member.

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Gatekeeper Role Charter

Project involvement: Entire project lifecycle .
• Act as a single-point accountable person to the Decision Maker for Execution
the business and project outcomes. • Review and endorse DSP before submitting to Decision Maker.
• Ensure end-to-end visibility and ownership of project across its • Work with the Development / Project Manager to assure alignment of
lifecycle. project and business objectives throughout the project lifecycle.
• Provide single interface between project team and other project • Provide project with clear guidance on what deliverables & activities are
stakeholders. required to allow Decision Maker to make a quality decision.
• Ensure alignment between project & business objectives. • Approve Gate Contract Meeting; ratify approval with Decision Maker.
• Champion project with senior stakeholders, facilitating escalations • Facilitate handover of accountabilities between project stakeholders
and resolution of project concerns. (Development to Project Manager, PM to end-user) through providing
• Facilitate handover of accountabilities between project oversight across the entire process .
stakeholders (e.g., Development Manager to Project Manager, PM • Ensure appropriate level of project assurance and value assurance
to End-User). activities throughout the project through mandating reviews as part of the
gate contract.
Interfaces
• Promote the project and act as an interface between the project team
• Major interfaces and internal & external stakeholders.
o Gate Contract Meeting. • Engage with F&I Directorate (incl. Group ERM and investment team) to
o Project Steering Committee. ask for support in developing the business case ahead of DSP
o Development Manager / Project Manager. submissions.
o Stakeholders external to project team (e.g., ADNOC, GVAP Reporting
Stakeholders, other projects, Group ERM). • Monitor, review and report project budget and schedule status, including
Decision rights economic projections of expenditures.
• Communicate progress toward achieving KPIs.
Owns Influences
• Overall project performance. • Gate decision. Risk and compliance
• Business case & objectives. • Gate Contract. • Ensure compliance of activities with policies & VAP through monitoring project
• Gate Contract Meeting. activities and taking VAP-compliant decisions at the Gate Contract Meetings.
• Project plan.
KPIs Typical position in the organization Required Competencies
• % NPV shortfall (actual to • Group Company CEO / SVP / • Thorough understanding of • Knowledge of governance policies &
predicted). VP Projects. the business . VAP.
Document No: AGPM-MNL-000

Rev. No: 03
Page 49 of 73
Development Manager Role Charter
Project involvement: Subject to kick-off meeting discussions, typically ASSESS and SELECT stages (project classes 1 to 3), but in some circumstances, the DM can
be appointed to lead project class 4 to 6 DESIGN stage.
• Ensures that development concepts are identified and evaluated, Project Management
enabling the selection and optimisation of concepts that best • Lead and manage project on day-to-day basis within agreed gate contract
meets the Business Objectives and adhere to the agreed Field / and in accordance with signed PEP.
Asset Development Plan. • Ensure adherence to GVAP Standards, Guidelines and Templates for
• Accountable for all technical work and deliverables in the ASSESS technical scope development during ASSESS and SELECT.
and SELECT stages by enabling cross-functional integration. • Seek and obtain key multi-disciplinary resources, even from outside of
• Identify concept validation issues and critical data gaps, ensuring organization and maintain focus to adhere to agreed schedule and budget.
that functional requirements can be frozen at end-SELECT. • Ensure completeness, quality and coherency of work done and
• Obtain key stakeholders buy-in on concept selection and documentation.
optimised functionalities. • Ensure technical assurance sign-off for individual and integration
• Support Gatekeeper in making quality decisions through robust disciplines; approve individual project deliverables ahead of gate
and timely and accurate project reporting, raising emerging issues submission; prepare and submit DSP to BLD for gate review.
early. • Initiate Prepare, conduct and close-out project assurance and value
• Act as an interface between Gatekeeper and project team. assurance activities reviews; ensure that recommendations and actions
are implemented and embedded in final documents .
• Seek and obtain stakeholder support, as per engagement plan.
Interfaces • Team coordination.
• Lead the Integrated Project Management Team (IPMT).
Major interfaces • Manage Contractor’s delivery, as per contractual scope of work.
o Project governance • Ensure coordination, integration and effective communication among all
o Contractor(s) disciplines on the project, within and outside the project’s organisation.
o Cross-functional project team • Communicate what decisions and support is required from Gatekeeper to
o Key stakeholders the project team.
• Risk and reporting.

Decision rights • Identify and manage risks through appropriate controls; engage with
Group Company ERM accordingly.

Rev. No: 03
Page 50 of 73
Development Manager Role Charter
Owns Influences • Appoint/act as the Risk Manager.

• Report project performance, including budget and schedule status as
• Conceptual evaluation. • Concept shortlisting.
required.
• Develop and implement Project. • Concept selection.
• Liaise with Gatekeeper to help remove barriers and escalate issues raised
Execution Plan (PEP). • Concept optimization.
by the project team.
• Project team coordination & • Project quality.
performance . • Gate decision.
• Cost & Schedule Performance. • Gate contract.
• DSP submission.
• Risk management.
Typical position in the
KPIs Required Competencies
organization
• % Actual progress vs planned • Development Manager • Multi-disciplinary experience (e.g., subsurface, wells, engineering,
progress agreed in Gate Contract. (upstream). technology, licensors, project services, constructability, project
• % Project actual vs. planned cost. • Business Development management).
function (downstream). • Managing people.
• Project Manager • Managing contracts.
• Leading multi-disciplinary teams with different reporting lines.
• Knowledge of VAP .
• Extensive experience in major project maturation (depending on class of
project) in ASSESS, SELECT and DEFINE stages.
• Field development experience (for upstream); products and markets
development / technology & licensors (downstream); Extensive
experience in major project maturation (depending on class of project).

Page 51 of 73
Project Manager / Project Team Member Role Charter
Project involvement: Subject to kick-off meeting discussions (fully accountable for all technical work in the DEFINE and EXECUTE stages, although typically has
some responsibilities from the start of the SELECT stage onwards). In some circumstances, the PM can be appointed to lead project class 1 to 3 in ASSESS and
SELECT stages (typically Downstream), and project class 4 to 6 DESIGN stage.
• Ensures that the design is optimized and supported by key stakeholders Project Management
before freezing the scope.
• Lead and manage project on day-to-day basis within agreed gate
• Represent the Owner and ensure the contractor(s) deliver as per
contract and in accordance with signed PEP.
contract.
• Ensure adherence to GVAP Standards, Guidelines and
• Facilitate coordination and integration of cross-functional team members
Templates.
into project team (IPMT).
• Resource and manage IPMT and maintain focus to adhere to
• Ensure robust and predictable project delivery to operations through day-
agreed schedule and budget.
to-day management of project.
• Ensure timely review and endorsement of project documentation
• Support Gatekeeper in making quality decisions through robust and
by SME and TA.
timely and accurate project reporting, raising emerging issues early.
• Approve individual project deliverables; prepare and submit DSP
• Manage pro-actively the contractor(s), addressing any emerging issues
for gate review.
quickly.
• Initiate project assurance and value assurance activities reviews;
• Act as an interface between Gatekeeper and project team.
ensure documents for review are made available in advance.
• Collaborate with contractors in line with PEP.
Interfaces
• Prepare material to support Gatekeeper in making quality
decisions during gate process & Gate Contract Meeting.
• Major interfaces
Team coordination
o Project Governance.
o Contractor(s). • Lead the Integrated Project Management Team (IPMT).
o Cross-functional project team. • Manage Contractor’s delivery, as per contractual scope of work.
o Key stakeholders. • Ensure coordination, integration and effective communication
among all disciplines on the project.
• Communicate what decisions and support is required from
Gatekeeper to the project team.
Risk and reporting

Decision rights

Page 52 of 73
Project Manager / Project Team Member Role Charter
Owns Influences • Identify and manage risks through appropriate controls; engage
with Group Company ERM accordingly.
• Design optimization and quality of • Design optimization.
• Appoint Risk Manager.
FEED dossier. • Project quality.
• Report project performance, including budget and schedule status.
• Day-to-day project activities in line • Path to construction, PE&C
• Liaise with Gatekeeper to help remove barriers and escalate
with Project Execution Plan strategy and tactics.
issues raised by the project team.
(PEP). • Gate decision.
• Project team coordination & • Gate contract.
performance.
• DSP submission.
• Risk management.
organization
• % Actual progress vs planned • Project Manager • Managing people
progress agreed in Gate Contract. • Senior Project Manager • Managing contracts
• % Project actual vs. planned cost . • Project Director • Project planning (cost and schedule)
• Flawless start-up. • Path to construction and contracting planning; project execution
• Project close-out. • Knowledge of VAP .
• NPV for projects in EXECUTE • Extensive experience in major project maturation in DEFINE and
stage. EXECUTE (depending on class of project); this to include
Engineering Management, Project Development, Project Services
etc.

Page 53 of 73

Assurance Coordinator Role Charter
Project involvement: Project assurance activities reviews set-up (applicable to all project assurance reviews).
• Staffing of project assurance reviews. Project assurance review resourcing

• Maintain a schedule of all planned quality assurance reviews
• Engage with Business Unit Project Organization to locate skilled resources to
with a 12-month outlook.
perform project assurance reviews in line with the assurance schedule.
• Provide guidance to Assurance Review Lead to ensure
• Identify resource constraints to fulfil project assurance plan and inform the
adherence to VAP.
relevant project Gatekeepers accordingly.
• Maintains lessons learned database within the Business Line
Project assurance review planning
Organization.
• Maintain schedule of planned quality assurance reviews for next 12 months.
Interfaces
• Obtain Group Projects’ endorsement on the 12-month plan and review team
• Major interfaces composition prior to finalization.
o Assurance Review Lead. Project assurance review control & coordination
o Gatekeeper and Project Manager from Group Company. • Maintains the assurance review lessons learned and ensure it is made
o Business Line Project Organization. available to assurance teams during the review .
Decision rights • Provide guidance to Assurance Review Lead to ensure adherence to VAP.
Owns Influences
• Assurance plan across
projects.
organization
• # Of conducted reviews against • BLD ( GVAP Stakeholders ). • Experience in previous project assurance reviews.
plan (applicable). • Knowledge of VAP.
• Project Management experience.
Rev. No: 03
Page 54 of 73

Assurance Review Lead Role Charter

Project involvement: Project assurance review set-up, execution and close-out.
• Ensure rigorous and timely execution of project assurance review. Project assurance review execution
• Coordinate overall project assurance review team and review process • Work with assurance review team to produce report of findings /
to ensure effectiveness and timeliness. ensure objective classification of such findings.
• Act as a liaison between Assurance Coordinator, project assurance • Work with Project Manager and assurance review team to ensure
review team and project team. responses are rooted to the right team members.
• Implement adequate controls to ensure a robust and objective project • Issue final report on findings to be included as part of DSP
assurance review. submission.
• Own project assurance review findings and ensure they are tracked until • Implement tracking mechanism for unresolved assurance review
report close-out. findings; ensure due follow-up and tracking until report close-out.
• Ensure that the project assurance review team follows the VAP process. Project assurance review coordination
Interfaces • Coordinate quality assurance review team and overall review
process to ensure effectiveness and timeliness (e.g., right
• Major interfaces documents received on time).
o Project assurance review team. • Liaise with Project Manager & Assurance Coordinator to define
o Project Team. expertise required for each specific review.
Decision rights
Project assurance review control
Owns Influences • Identify and assess potential for conflict of interest and escalate to
• Project assurance review • Project and Value Assurance Assurance Coordinator where necessary.
findings. Reviews.
• Project assurance review
quality, including rigor
and timeliness.
• # Project assurance reviews • Group Company • Previous experience in project assurance reviews.
completed on schedule in their (e.g.: Projects Services , Projects • Knowledge of VAP.
Group Company. Specialists, Senior Project Manager, • Extensive Project Management Experience (as Project Manager) .
Project Manager, Senior Project Engineer,
or Equivalent ).

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GVAP Stakeholders Role Charter: Group Projects and Engineering Function
Project involvement: From ASSESS stage until project handover to Operations.

• Own and govern the Capital Projects Value Assurance Process across Assimilation of VAP across the Group
the Group. • Provide Guidance, Awareness and training when required to end-
• Ensure common understanding across the BLDs and Group users of VAP.
Companies. Active Project Governance
• Provide support in implementation of VAP. • Audits adherence to VAP.
• Vet and provide assurance on gate submissions. • Support Business Unit Project Organization to locate skilled
resources to perform project assurance reviews in line with the
Interfaces
assurance schedule.
• Major interfaces • Review and endorse the BLD assurance review plans and team
o IPC, IC, Executive Management, Group CEO composition. .
o Business Line Project Organization ( GVAP Stakeholders ) • Provide guidance to assurance review teams to ensure adherence
o F&I Support ( GVAP Stakeholders ) to VAP.
o Decision Maker • Provide non-technical project expertise (specific to project
o Gatekeeper management and contracting) to project assurance reviews, through
o Project Manager / Development Manager participation of the review team, as needed.
o Project Steering Committees • Ensure full adherence to IPR outcomes.
Decision rights On-going improvement
• Liaise with Business Line Project Organization to collate feedback
Owns Influences: received on the VAP.
• Technical Authority in • Project Governance • Decide on enhancements and improvements to the VAP
ADNOC for Project across the Group. documentation.
Management Discipline. • Gate submissions.
• Value Assurance Process. • Major Projects Reviews.
Typical position in the organization Required Competencies
• Group Projects & Engineering Function – Project Assurance Team . • Extensive knowledge of the VAP.
• Extensive project and portfolio management experience.

Page 56 of 73
GVAP Stakeholders Role charter: Business Line Project Organization

Project involvement: From the ASSESS stage until project handover to Operations.
• Ensure maximum capital efficiency and value captured by projects Adherence to VAP
through championing VAP principles. • Ensure comprehensive adherence to VAP on all respective Business
• Ensure strategic alignment of projects objectives and drivers in the Line Directorate projects.
portfolio . • Escalate non-adherence to Decision Maker.
• Ensure alignment of external shareholders . • Ensure business case robustness of project gate submissions and
• Facilitate discussions of Gate Contract Meetings in line with VAP alignment of project objectives with ADNOC strategy.
principles. • Provide support to project teams where required.
Interfaces • Collates lessons learned for update of database.
• Develop and maintain annual look ahead for project gate submissions
• Major interfaces and share with relevant stakeholders.
o GVAP Stakeholders (GPE members). Project assurance
o Project Gate Contract Meetings. • Ensure adequate staffing of project assurance reviews through
o Project Steering Committee. interacting with Group Companies and identifying personnel with
o Gatekeeper. relevant expertise.
o Project Manager / Development Manager.
Decision rights
Owns Influences:
• Adherence and implementation • Gate Contract Meeting.
to VAP. • Gate Submissions .
• Assurance Reviews.
organization
• % Directorate projects • Upstream Directorate • Extensive Knowledge and experience in Project Portfolio Management .
adhering to VAP. ( GVAP Stakeholders ). • Extensive knowledge of the VAP.
• % Spent vs Sanctioned • Downstream Directorate
(portfolio) . ( GVAP Stakeholders ).
• % Delivery of Strategic
Milestones (Oil, Gas
Capacities) vs Sanctioned.
Page 57 of 73

GVAP Stakeholders Role charter: Finance & Investment Support
Project involvement: From the ASSESS stage until project handover to Operations.
• Provide commercial expertise to support business case Project team support

development.
• Provide support to project teams in developing a business case (including
Interfaces financial model (in-line with Investment Governance Framework (IGF) and
risk register) ahead of DSP submission at the gate.
• Major interfaces • Ensure that the business case developed by project teams is aligned to
o ADNOC Investment Committee. ADNOC Investment Committee requirements.
o IPC / IC. • Provide Support to project teams in developing the Business Case including
o Group Projects & Engineering Function. Financial Model in line with IGF requirement ahead of DSP Submission at the
o BLD GVAP Stakeholders. Gates.
o Gatekeeper.
o Project Manager / Development Manager.
Decision rights
Owns Influences:
• ADNOC Investment Committee • Gate submissions.

requirements.
• Finance & Investment Directorate. • Extensive finance and business risk knowledge.
Rev. No: 03
Document No: AGPM-MNL-000 Page 58 of 73

C.2 VAP ROLE CHARTERS AND DEFINITIONS (RESPONSIBILITIES)- Class 4/5/6
Decision Maker role charter

• Approve the DSP. Project ownership
• Decide on whether project can pass a gate. • Approve the DSP.
• Ensure project alignment with strategic objectives. • Ultimately approve key project decisions raised by Gatekeeper.
Interfaces • Decide on whether project can proceed to the next stage at the gate, be held,
reworked or stopped, based on review of the DSP.
• Major interfaces • Provide Gatekeeper with clear guidance on strategic requirements for the
o Investment Committee/team. project.
o Gatekeeper. • Resolve issues escalated by Gatekeeper.
o Project Steering Committee. • Abide by gate approval timings and provide transparency to Gatekeeper on
Decision rights gate approval status.
Owns Influences Project monitoring
• Overall project objectives and • Gate decision. • Review reports on project budget and schedule status reported by
outcomes. Gatekeeper.
• Gate decision. • Attend Project Steering Committee as and when required.
Typical position in the organization
• Group Company CEO or designated SVP.
Rev. No: 03

Gatekeeper role charter

• Act as a single-point accountable person to the Decision Maker for the Execution
business and project outcomes. • Review and endorse DSP before submitting to Decision Maker.
• Ensure end-to-end visibility and ownership of project across its lifecycle. • Work with the Project Manager to assure alignment of project and
• Provide single interface between project team and other project business objectives throughout the project lifecycle.
stakeholders. • Provide project with clear guidance on what deliverables & activities
• Ensure alignment between project & business objectives. are required to allow Decision Maker to make a quality decision.
• Champion project with senior stakeholders, facilitating escalations and • Approve gate contract meeting; ratify approval with Decision Maker.
resolution of project concerns. • Facilitate handover of accountabilities between project stakeholders
• Facilitate handover of accountabilities between project stakeholders (e.g., (PM to End-User) through providing oversight across the entire
PM to End-User). process.
• Ensure appropriate level of quality and value assurance throughout
Interfaces
the project through mandating reviews as part of the gate contract.
• Major interfaces • Promote the project and act as an interface between the project team
o Gate Contract Meeting and internal & external stakeholders.
o Project Steering Committee • Engage with Group Company F&I to ask for support in developing the
o Project Manager business case ahead of DSP submissions.
o Decision Maker Reporting
o Stakeholders external to project team (e.g., ADNOC, other projects, • Monitor, review and report project budget and schedule status,
Group ERM) including economic projections of expenditures.
Decision rights • Communicate progress toward achieving KPIs.
Owns Influences Risk and compliance

• Overall project performance. • Gate decision. • Ensure compliance of activities with policies & VAP through monitoring
• Business case & objectives. • Gate contract. project activities and taking VAP compliant decisions at the Gate
• Gate Contract meeting. Contract Meetings.
• Project plan.
• % NPV shortfall (actual to predicted). • Group Company SVP / VP Projects • Thorough understanding of • Knowledge of governance policies &
or End User at SVP / VP level. the business. VAP.

Page 60 of 73

Project Manager / Project Team Member role charter

• Ensure robust and predictable project delivery to operations through day-to- Project Management
day management of project. • Lead & Manage project on day-to-day basis within agreed gate
• Facilitate coordination and integration of cross-functional team members into contract and in accordance with signed PEP.
project team. • Lead project team and approve individual project deliverables; prepare
• Support Gatekeeper in making quality decisions. and submit DSP for gate review.
• Act as an interface between Gatekeeper and project team. • Ensure adherence to project schedule and budget.
• Provide project performance transparency to Gatekeeper through robust • Collaborate with contractors in line with PEP.
and timely reporting. • Prepare material to support Gatekeeper in making quality decisions
Interfaces during gate process & contract meeting.
• Initiate project assurance and value assurance activities reviews;
• Major interfaces ensure documents for review are made available in advance.
o Gate contract meeting. Team coordination
o Cross-functional project team. • Ensure coordination, integration and effective communication among
o Project Steering Committee. all disciplines on the project.
o Gatekeeper. • Communicate what decisions and support is required from
Decision rights Gatekeeper to the project team.
Risk and reporting
Owns Influences • Identify and manage risks through appropriate controls; engage with
• Day-to-day project activities in line with • Gate decision. Group Company ERM accordingly.
Project Execution Plan (PEP). • Gate Contract. • Appoint Risk Manager (if applicable).
• Project team coordination & performance. • Report project performance, including budget and schedule status.
• DSP submission. • Liaise with Gatekeeper to help remove barriers and escalate issues
• Risk management. raised by the project team.
organization
• % Actual progress vs planned progress • Group company (e, g. • Project planning (cost and schedule).
agreed in gate contract. Project Manager, Sr. • Knowledge of VAP.
• % Project actual vs. planned cost NPV for Project Engineer, Project • Extensive experience in project maturation (depending on class of
projects in EXECUTE stage. Engineer depending on project); this to include Engineering Management, Project Services etc.
• Project Close-out. Project Class.

Rev. No: 03
Page 61 of 73
Assurance Coordinator role charter
Project involvement: Project assurance activities reviews set-up (applicable to all project assurance reviews).
• Staffing of Project assurance reviews. Quality assurance review resourcing
• Maintain a schedule of all planned project assurance reviews with a 12- • Engage to locate skilled resources to perform project assurance reviews
month outlook. in line with the assurance schedule.
• Provide guidance to assurance review lead to ensure adherence to VAP. • Identify resource constraints to fulfil project assurance plan and inform
• Maintains lessons learned database within the Business Line the relevant project Gatekeepers accordingly
Organization.
Quality assurance review planning
Interfaces
• Maintain schedule of planned project assurance reviews for next 12
• Major interfaces months
o Assurance Review Lead
o Gatekeeper and Project Manager from Group Company Quality assurance review control & coordination
o Business Line Project Organization. • Maintains the assurance review lessons learned and ensure it is made
available to assurance teams during the review.
Decision rights
• Provide guidance to Assurance Review Lead to ensure adherence to
Owns Influences VAP.
• Assurance plan across projects
organization
• # Of conducted reviews against • Group Company (e.g.: Projects • Experience in previous quality assurance reviews.
plan (applicable) Services, Senior Planning • Knowledge of VAP.
Manager, Senior Projects • Project Management Experience.
Specialists ).
Rev. No: 03
Page 62 of 73

Assurance Review Lead role charter

Project involvement: Project assurance review set-up, execution and close-out.
• Ensure rigorous and timely execution of project assurance review. Project assurance review execution
• Coordinate overall project assurance review team and review process to • Work with assurance review team to produce report of findings /
ensure effectiveness and timeliness. ensure objective classification of such findings.
• Act as a liaison between Assurance Coordinator, project assurance • Work with Project Manager and assurance review team to ensure
review team and project team. responses are rooted to the right team members.
• Implement adequate controls to ensure a robust and objective project • Issue final report on findings to be included as part of DSP
assurance review. submission.
• Own project assurance review findings and ensure they are tracked until • Implement tracking mechanism for unresolved assurance review
report close-out. findings; ensure due follow-up and tracking until report close-out.
• Ensure that the project assurance review team follows the VAP process.
Quality assurance review coordination
Interfaces
• Coordinate quality assurance review team and overall review process
• Major interfaces to ensure effectiveness and timeliness (e.g., right docs received on
o Project assurance review team. time).
o Project Team. • Liaise with Project Manager & Assurance Coordinator to define
Decision rights expertise required for each specific review.
Owns Influences Quality assurance review control

• Project assurance review • Projects and Value Assurance • Identify and assess potential for conflict of interest and escalate to
findings. Reviews. Assurance Coordinator where necessary.
• Project assurance review quality,
including rigor and timeliness.
• # Quality assurance reviews • Group Company Senior Project • Previous experience in quality assurance reviews
completed on schedule in his Manager, Project Manager, • Knowledge of VAP.
group company Senior Project Engineer, Project • Extensive Project Management Experience (as Project manager).
Engineer or Equivalent.

Page 63 of 73

VAP Team role charter: Group Projects & Engineering Function

• Own and govern the capital projects VAP across the group. Assimilation of VAP across the Group
• Ensure common understanding across the BLD’s and Group Companies. • Provide Guidance, Awareness and training when required to end-
• Provide support in implementation of VAP. users of VAP.
• Vet and provide assurance on gate submissions On-going improvement
• Liaise with Business Line Project Organization to collate feedback
Interfaces
received on the VAP.
• Major interfaces • Decide on enhancements and improvements to the VAP
o Business Line Project Organization. documentation.
o F&I Support (VAP Team).
o Decision Maker.
o Gatekeeper.
o Project Manager.
o Project Steering Committees.
Decision rights
Owns Influences:
• Technical Authority in ADNOC for • Project Governance across the
Project Management Discipline. Group.
• Value Assurance Process. • Gate submissions.
• Major Projects Reviews.
• Group Projects & Engineering Function – Project Assurance Team. • Extensive knowledge of the VAP.
• Extensive project and portfolio management experience.

Page 64 of 73

GVAP Stakeholders Role charter: Finance & Investment Support

• Provide commercial expertise to support business case Project team support
development. • Provide support to project teams in developing a business case (including
Interfaces financial model ahead of DSP submission at the gate.
• Ensure that the business case developed by project teams is aligned to
• Major interfaces F&I requirements.
o Gatekeeper.
o Project Manager.
Decision rights
Owns Influences:
• Management F&I requirements. • Gate submissions.
• Group Company Finance & Investment. • Extensive finance and business risk knowledge.
Rev. No: 03

APPENDIX D – DELIVERABLES LIST / MANDATORY ACTIVITIES

Project Classes 1 to 3 DSP Mandatory Deliverables (Gate Submission)
The list of gate deliverables is shown in Table D-1, for each stage.
DELIVERABLE ASSESS SELECT DEFINE *EXECUTE

1- Kick off Form before Starting ASSESS. 
2- Approved Gate Contract (included
   
completed check list of Deliverables)
 PEP  PEP  PEP  PEP
3- Project Execution Plan (for next stage).
(Assessment) (Strategy) (Update) (Update)
4- Business Case (Document).  (Update) (Update) (Update)
5- Cost Estimate Basis and Schedule
   
Basis Report.
6- Project Schedule Risk Analysis (SRA)
   
& Cost Risk Analysis (CRA) Report.
7- Field Development Plan (upstream
  
only)/Asset Development Plan 
(Update) (Update) (Update)
(downstream only).
8- Conceptual Design Report. 
9- Statement of Requirements (SoR).   (Update)
10- Greenhouse Gases Management Plan.    (Update)
11- Low carbon options and net zero
  (Update)  (Update)
solutions ( Report).
12- Non-Objection Certificate (NOCs).   
13- Technical Peer Review Close-out
   
Reports.
14- Independent Project Review Close-out
  
Report.
15- Cost Estimate and Schedule
  
Assurance Review Report.
16- External Benchmarking Report. (Class 1) (Class1)
17- Project close-out report. 
Table D. 1: DSP Mandatory Deliverables per Stage – Project Classes 1 to 3.
Note:
  Refer to sections required for delivery at the end of the stage named.
 * Refer to End of EXECUTE (project close-out gate), there will be no DSP, however mandatory deliverable shall be part of
close out report refer to Guideline AGPM-GDL-301D.

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• Decision Support Package (DSP) is a set of key project information used to support the decision-making
process. The DSP is the “key to the gate”. It provides sufficient information to the Decision Maker to
decide whether a project can pass a gate.
The DSP should prove:
 Completeness – have all the activities been performed in line with the gate contract? Have the
related deliverables been produced?
 Robustness – have all the critical issues been considered and properly managed? Does the work
completed, and deliverables produced meet the quality standards?
 Readiness – is the project ready to proceed immediately to the next stage once approval has
been obtained? Are the right strategies, organization, processes and systems in place to ensure
a successful completion of the next stage?
The DSP shall comprise two parts:
1. An Executive Summary section:
 the Business Case and Economics evaluation.
 the project team’s recommendations to the Decision Maker with summary of relevant
information necessary to demonstrate that the gates main requirements have been
addressed.
 a high-level overview covering key areas (e.g., strategic fit, technical description, schedule
and costs, economics, risks, proposed organization) necessary to demonstrate that gates
expectations have been addressed.
 a summary of relevant technical studies (e.g., subsurface, HSE studies, OMI studies,
licensor selection).
2. A references section:
 the main deliverables produced during the current stage for in-depth assessment of key
issues. In addition, this section will include assurance reviews findings with IPMT responses,
Field/Asset Development Plan, feasibility report, SoR. In case the Decision Maker needs
more detailed information on a specific issue.
 the lists of mandatory Gate submission / DSP mandatory deliverables are shown in Tables
D-1. and D-2. Refer to deliverables that are mandatory for submission at the respective
stage gates (refer to the GVAP Templates AGPM-TMP-000A).
• For further details of the mandatory deliverables : reference should also be made to the Standards
listed in the Integrated Project Management System (IPMS) Manual AGPM-MNL-004 for further details
of the mandatory deliverables .
• Business Case
The Business Case is a key deliverable and the starting point for the next stage; it also forms part of the
DSP and is mandatory for all projects and gates. Moreover, this is a key input into the ADNOC Investment
Committee (IC) decision-making process.
The F&I Directorate is the owner of the IC Business Case requirements for each project. It is the
responsibility of the Project Manager to engage with the F&I Directorate at least 30 working days before
the planned DSP gate submission date, in order to understand and agree on the requirements for the
business case (including financial model and risk). Once these have been agreed, the project team shall
develop the Business Case in accordance with defined criteria, leveraging support from the F&I
Directorate (including ERM), as well as the Business Line Directorate planning team. Once the Business
Case has been developed, it should be submitted to the Gatekeeper as part of the DSP for approval at
the gate. Refer to the ADNOC Investment Governance Framework (IGF) Standard 0641/046/2020.
• Greenhouse Gases Management Plan & Low carbon options and net zero solutions ( Report).
For more details contact the ADNOC Sustainability and Climate Change Division and ADNOC HSE.

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• Non-Objection Certificate (NOC)

For more details of deliverables and No Objection Certificates refer to the Project Execution Planning
Standard AGPM-STD-301 & Guideline AGPM-GDL-301 A .
Project Classes 1 to 3 Stage Mandatory Activity Deliverables

The list of mandatory activities leading to specific deliverables (reports) is shown in Table D-2, for each
stage. Reference should be made to deliverables as decided at the beginning of each stage in the GC
Meeting depending on the unique nature of each project.
DELIVERABLES ASSESS SELECT DEFINE *EXECUTE
1- Insurance Risk Engineering Review

 
Report (as applicable).
2- Project MOC Report.  
3- Feasibility Report. 
4- Concept Selection Report. 
5- FEED Report. 
6- Greenhouse Gases Minimisation
   (Update)  (Update)
Demonstration Report.
7- HAZOP Report.  
8- Basic Data Book ( Upstream only).   (Update)  (Update)  (Update)

9- Sustainability/ESG Assessment
Statement.
  
10- Project Risk Register .    
11- Digital Design Philosophy Report.    (Update)

12- Project Execution & Contracting
Strategy Kick-off Report.

Strategy Workshop Report.

Tactics Workshop Report.

15- Constructability Review Report.   (Update)
16- Lessons Learned Report.    
Table D. 2: Mandatory Activities Deliverables per Stage – Project Classes 1 to 3.

Note:
  Refer to sections required for delivery at the end of the stage named.
 Include approved HSE Classification forms (if applicable) .

Page 68 of 73

Project Classes 4 to 6 DSP Deliverables (Gate Submission)

As part of each GC Meeting, the attendees discuss and agree upon the list of deliverables required for
submission at the end of the stage (including their sections/ content and expected format). Any decision
takes into consideration the project segmentation, complexities and strategic importance to the ADNOC
Group Company. The list of gate deliverables is shown in Table D-3, for each stage.
• DSP description similar to project classes 1 to 3.
• Reference should also be made to the documents listed in the Integrated Project
Management System (IPMS) Manual AGPM-MNL-004 for further details and description on
the deliverables.
DELIVERABLES DESIGN *EXECUTE
1- Kick off Form before Starting Design. 

2- Approved Gate Contract (included completed check
list of Deliverables )
 

3- Project Execution Plan (PEP). 
(Update

4- Business Case ( Document). 
(Update

5- Statement of Requirements (SoR). 
(Update
6- Contracting Strategy. 
7- Technical Peer Review Close-out Reports.  
8- Independent Project Review Close-out Reports. 
9- Project Close Out Report . 
Table D. 3: DSP Mandatory Deliverables per Stage – Project Classes 4 to 6.

Note:
  Refer to sections required for delivery at the end of the stage named
• Business Case
The Business Case is a documented value proposition that covers business rationale, strategic fit, legal
implications, business and financial risk analysis, financial and economic returns, project execution, and
technical viability of the investment. The business case is a key deliverable produced at the DESIGN
stage and updated throughout the lifecycle of the project until FID. For the kick-off meeting, a preliminary
Business Case will be shown and discussed. The Business Case will be further worked up and refined
during the DESIGN stage. The custodian of the Business Case requirements remains with F&I in the
Group Companies.
To develop this material during each stage, the project team is responsible for engaging with Planning,
F&I and ERM functions within the respective Group Companies (where available), or the Corporate
ADNOC functions if considered required.

Page 69 of 73

The Business Case is a key deliverable and the starting point for the next stage; it also forms part of the
DSP and is mandatory for all capital projects and gates. Group Company F&I is the owner of the business
case requirements for each project. It is the responsibility of the Project Manager to engage with the
Group Company F&I at least 30 working days before the planned DSP gate submission date, in order to
understand and agree on the requirements for the Business Case (incl. financial model and risk). Once
these have been agreed, the Project Team shall develop the Business Case in accordance with defined
criteria, leveraging support from the Group Company F&I. Once the Business Case has been developed,
it should be submitted to the Gatekeeper as part of the DSP for approval at the gate.
With the exception of the Business Case the deliverables can either be prepared as separate documents
or grouped as a section in a consolidated document.
For project class 6, only the PEP and DSP are required as VAP documentation
Project Classes 4 to 6 Stage Activities

The list of activities is shown in Table D-4, for each stage. Reference should be made to deliverables as
decided at the beginning of each stage in the GC Meeting depending on the unique nature of each project.
DELIVERABLES DESIGN *EXECUTE

1- Cost Estimate and Schedule Assurance Review
 
Report.
2- Updated concept selection report. 
3- Field Development Plan (upstream only)/Asset
Development Plan (downstream only). 
4- Conceptual Design Report. 
5- Feasibility Reports . 
6- FEED report. 
7- Project Risk Register.  
8- Basic Data Book.   (Update
9- Digital Design Philosophy.   (Update
10- Lessons Learned Report.  
Table D. 4: Mandatory Activities Deliverables per Stage – Project Classes 4 to 6.

Note:
  Refer to sections required for delivery at the end of the stage named
close out report refer to Guideline AGPM-GDL-301 D.
Additional Deliverables
Where deemed necessary and based on unique project requirements, other deliverables not mentioned
in this Appendix may be required; to be discussed and agreed during Gate Contract Meetings and
approved by the Gatekeeper for any project, regardless of its class.

Page 70 of 73

APPENDIX E – REFERENCE DOCUMENTS

The documents listed below are referenced in this Manual:
Document Number Title

ADNOC Group Investment Governance Framework
0641/046/2020
(Standard).
ADNOC Group Capital Projects Investment Governance
F&ID/CIO/INT/2022/3682
Process.
Addendum No.1 To ADNOC Group Capital Projects
LG &C/INT/2022/20088 Investment Governance Process.
F&ID/CIO/INT/2022/17315 Economic Evaluation Guidelines.
AHQ/LGC/GCG/TOR/007/R02/20 Investment Committee (IC)Terms of Reference.
ADNOC Investment Program Sub-Committee (IPC)
AHQ/LGC/GCG/TOR/008/R01/20
Terms of Reference.
ADNOC Group Committee Guidelines for Establishing
Letter Ref UPST/P/Out/2018/4212
Project Steering Committee.
ADNOC Group HSE Classification of Capital Projects
POL&G/GID-015
Investment Guidelines .
HSE-GA-ST06 Project HSE Plan Standard.
HSE-RM-ST02 HSEIA Standard.
HSE-GA-ST10 Social Risk Management Standard.
AHQ/FII/TRM/GID/002/R01/21 Insurance Engineering Guideline.
TECH-DIG/GID-1 Digital Design Philosophy Guideline.
Project independent categorization technical review
GPA-GPE/TOR-02
committee- Terms of reference.
AGAI-GDL-0029 ADNOC Group Asset Integrity in Projects Guidelines .
ADNOC Asset Integrity process Safety (AIPS)
HSE-PS-AI-ST01 management manual
GP&E-AIPS/STD-08 Management of Technical Changes – MOC
AGPM-MNL-004 Integrated Project Management system (IPMS) Manual.
AGPM-TMP-000D Project Classification Matrix.
AGPM-TMP-000A Deviation Form Template.
AGPM-TMP-000A Kick-Off Templates.
AGPM-TMP-000A Gate Contract Template.
AGPM-MNL-001 Technical Authority System Framework Manual.
GPE-GE/GDL-001/R00 Standard Engineering Deliverables for Projects Guideline.
AGPM-MNL-003 One ADNOC Standard Compliance & Deviation Change
Authorization (DCA) System Manual.

Page 71 of 73

ADNOC GROUP VALUE ASSURANCE PROCESS CLASS 1/2/3
ASSESS SELECT DEFINE EXECUTE OP
Key meetings.
G0 GC1 G1 GC2 G2 GC3 G3 GC4 G4
Stage workflows.
11 18 25
IPC/IC
Investment Key milestones.

Committee
Key budget milestones.

9 16 23
Endorsement Endorsement
Endorsement
Bussines Line Directorate (BLD)
Decision of decision of decision of decision Key approval points.

support package support Support
Maker package Package
If budget for ASSESS stage > Key budget approval points.

CEO’s approval limits per DOA
ADNOC go to BLD approval M1 M2 M3 M4
4 Material required to support kick-off meeting
Shareholder 1
Representatives decisions prepared.
Key milestones and decision points
Kick-off meeting scheduled and attendees

8 22 2
15 invited.
Business Line Review of
Review of stage gate
Project stage gate Review of deliverables Group company CEO approval of kick-off
deliverables 3
Organization stage gate meeting decisions.
deliverables
No ADNOC Shareholder representative

5 Needs
4 endosrement of kick-off meeting decisions (if
Formal IPC/IC applicable).
If budget for start of
3 approval?
ASSESS stage the
CEO with in CEO’s project
approval limits as per Yes No Formal start of the project and notification to
Gate 5
DOA
Yes 30 positions mapped to key VAP roles.
contract
meeting 1
Gate Gate Gate Stage gate deliverables submitted by
7 12 19 21 26 Project to Asset
contract contract contract 6
Does meeting 2 14 meeting 3 meeting 4 Handover based on GC1.
Required Review of Ensure External Review of Ensure External
BLD stage gate Benchmarking is Benchmarking is Review of stage gate
G1 stage gate
Gatekeeper approval? deliverables
complete conducted for deliverables based on
G2 complete conducted for deliverables based on G3 complete Draft stage-gate deliverables reviewed by
based on GC1 GC3 (IPR3) 7
(IPR1)
Class 1 projects GC2 (IPR2) Class 1 projects Gatekeeper based on GC1.
Group Company
Review DSP materials to ensure

8
adherence to Group VAP.
P1 6 P2 13 17 P3 20 24 P4
27 28 31
10
Assessing Selecting and Submission of
Decision Maker endorsed decision Support
Submission of IPC/IC material IPC/IC material Submission of IPC/IC material Detailed 29 9
Development/ the viability Developing the Mechanical Package (DSP).
stage gate preparation developing the stage gate preparation and stage gate preparation and
Engineering completion
Project Manager of the deliverables and dry run deliverables dry run project definition deliverables dry run Commissioing RFSU Start up
optimal concept Design,
opportunity (MC)
Procurement & IPC/IC materials developed and submitted by
Construction 10
Decision Maker if exceeding his DoA.
32
33 11 IPC/IC stage gate approval meeting.
End-user Performance P5
PAC
Testing
G1 complete: gatekeeper informs Project Team
1 2 M0 12
of outcome.
Business Pre-
Initiate 34 Project Post
Development paration Kick-off close- Investments
kick-off Stage gate deliverables submitted by
Unit of kick-off meeting out Review
meeting 13
material Project based on GC2.
35 Draft stage-gate deliverables reviewed by

14
VAP gatekeeper based on GC2 (IPR2).
VAP
Coordination and Support FAC

Team
15
P1 P5
P2 P3 P4
Decision maker endorsed Decision Support
Selecting and developing the optimal concept 16
Package (DSP).
Assessing the viability of the opportunity Developing the project definition Design& Construction of a fully operating asset for handover to end-user
Gate & Gate Concept selection Conceptual design IPC/IC materials developed and submitted by
17
Contract Meeting 5.1 PIR decision maker if exceeding his DoA.
2.5 Assurance / 3.4 Assurance /
Cost & Schedule 1.4 Assurance / Reporting& 2.1 Setup 2.2 Screen and select 2.3 Develop conceptual design 2.4 FEED ITT 3.1 Setup 3.2 Develop FEED 3.3 Contracting & 4.1 Set-up 4.2 Detailed 4.4 Construction 4.5. Commissioning & 4.6 Project
related activities 1.1 Pre – ASSESS Setup 1.2 Preparation Work 1.3 Concept ID Reporting& Submit DSP Reporting& Submit 4.3. Procurement
Submit DSP concept Procurement Engineering startup Close out
DSP 18 IPC/IC stage gate approval meeting.
U/S D/S
Review ASSESS Perform required Develop high level
Project Assurance Subsurface Market Study Create Long List of Develop Class 5 cost Phase deliverables Update and refine detailed modelling equipment list and the Develop Class 3 Design/Model Strategy Handover G2 complete: Gatekeeper informs project team
Portfolio Studies (high- (feedstock / Development and Gate 1 on selected proposed LLI cost and level 2 Review SELECT Update Contracting Conduct CESAR Updated 19
Management level FDP) products)
and Level 1 schedule the Concepts table & Engineering Base
Strategy &
Review DEFINE of outcome.
Options estimates outcome concept schedule estimates Stage Deliverables Data Stage As-Built
Value Improvement and Gate 2 Outcome Procurement Plan, Perform Perform
Agree Tactics &
Deliverables and Issue PAC Business
Practices (VIP) Gate 3 Outcome
detailed Conduct commissioning Case Stage gate deliverables submitted by
Perform Relevant VIPs Sourcing Strategy engineering Procure LLIs Construction 20
Business Case Conduct CESAR Perform detailed Issue PEP Project based on GC3.
Develop Technology Conduct PE&C design Readiness
Develop detailed modeling on Conduct CESAR
Risk related Evaluate Existing Asset’s Selection Criteria shortlisted strategy workshop Review
technical and Perform relevant
activities Processing Capabilities / assurance scope concepts and Cost Optimisation Review 2 Draft stage-gate deliverables reviewed by
VIPs to optimize Establish FEED KPIs Agree LLI Scope, Establish Prepare 21
Flexibilities Complete Feasibility for SELECT technologies concept design
(non-mandatory)
Licensor Approved Conduct Execute KPIs Issue MTO Procure Gatekeeper based on GC3 (IPR3).
Gate 0 Report Equipment commissioning
D/S Develop PEP Items, Develop Data Independent Project and
and Modules dossiers Perform
Workshop activities Identify concept Prepare ITT for ( Strategy) Sheets Review 3 datasheets
Define the bare Licensor with Licensor
Undertake HSE Reviews
Close-out Review DSP materials to ensure adherence
VIP Applicability validation issues (QRA, HAZOP , risk Perform 22
Assessment Update / develop
Review and update bones concept selection criteria Procure construction Peer Review to Group VAP.
assessment etc.) Perform pre-
Early Benchmarking critical data scenario Cost Optimisation Update PEP and Project Gate Contract
Field/Asset Conduct Bulks and
U/S acquisition plan Review 1 Assurance Plan Issue & Evaluate LLI / Meeting 4 startup safety
Development Plan Independent Materials installation
reviews (PSUR)
Decision maker endorsed Decision Support
Upstream only Identify Key Risks, (non-mandatory) Project Review 2 Freeze Plot Plan, P&IDs, Licensor Equipment Engage of facilities 23
Define & Align on Define the VIP H&M Balance etc. Tenders Complete Package (DSP).
activities
Workflows
Urban Planning Uncertainties, Issues and with F&I to Prepare Setup team
Project Scope Develop resource- Develop Statement of Perform Factory Post
Assessment HSE Hazards Develop PEP scenarios develop organization/ Acceptance
Requirements DSP Submit Project Investment
Project Framing
and Objectives
( Assessment)
loaded plan based business Develop Tests Project to Asset
IPC /IC materials developed and submitted by
D/S on deliverables U/S Freeze production Draft FEED Report Close –out and Review & 24
Downstream only profile and drilling Engage Develop Resource- case(BC) Resource- U/S Handover documentation report-out decision maker if exceeding his DoA.
Define Technical loaded Plan and Review Critical loaded Plan and
activities Conduct Update key risks, sequence with F&I to Complete
Scope Requirements Critical Data Prepare Detailed DEFINE Vendor/Licensor Data develop plan for Delivery at
Concept Shortlisting Independent Project uncertainties, issues develop DSP
Develop Class 2 (D) drilling
for ASSESS Assessment Develop detailed Stage Schedule C1 the stage Issue for construction
VIP and HSE hazards business preliminary estimate +/-20% ( of wells
C1
Review 1 SELECT Phase Prepare tender
Trackers) Prospective Construction yards
(upstream only)
25 IPC/IC stage gate approval meeting.
packages case(BC)
Class 1 schedule Benchmarking drawings
Develop Update key risks, Perform Start up
projects only Resourcing Needs uncertainties, HSE DEFINE Peer Review
ASSESS review Engage Agree Sourcing of In- Update PEP and Issue FAC G3 complete: Gatekeeper informs Project Team
Conduct Class 4 cost hazards for the House Contracts & Project Assurance 26
(technical) with F&I to
Prepar estimates and update selected concept C1 Pacesetter Gate Contract
Frame Agreements Material at of outcome.
develop Gate Contract Meeting 3 Conduct Risk assessment on Submit DSP Plan
Define Baseline e DSP L1 schedule for each Benchmarking site
business Meeting 2 schedule & cost
Stage concept Perform Mechanical Completion (MC);
Budget & Schedule case(BC) Mechanical Performance 27
Close-out of punch list A plus B items.
PE&C kick-off Submit DSP Conduct insurance risk Completion testing
Issue draft Develop L3 (L5 by (MC); close-
workshop engineering review
Gate Contract
Update plans if Compare and select conceptual design Commit to IPMT End-DEFINE Gate 3 contractors) stage out of punch 28 Facilities are tested and ready for commissioning.
needed best concept and report Resources and / project list A + B End-Execute
Meeting 1 MTOs Develop Class 2
technology Mobilise PMC & schedule; Conduct
items Gate 4
Submit DSP End-SELECT (P50) Cost Probabilistic Ready for Startup (RFSU)
FEED Teams Close remaining 29
Gate 2 Final FEED Report Estimate and Schedule risk
Commit to Commit to Update Level 3 Bid Data analysis and punch list items
Final Investment
Resources and resources and End SELECT peer (P50) Schedule Prepare EXECUTE
Bottoms up
30 Initiation of production and official handover to
Conduct Concept Decision estimate ( Class 1)
Mobilise Team End-ASSESS mobilise team
Select Peer review. review (technical) Tender Package and operations (Assets).
Gate 1 Issue FEED tender Initiate Tenders
31 Perform Startup
Implement project control: Implement project control:
Implement project control: 1. Update Estimated Final Cost (EFC) and track against baseline budget. 1. Update Estimated Final Cost (EFC) and track against baseline budget. 32 Perform Performance testing
Implement project control:
1. Update Estimated Final Cost (EFC) and track against baseline budget. 2. Track baseline budget against crrent budget. 2. Update L4 project schedule and track against actual schedule.
1. Track baseline budget against crrent budget. Handover to operations for approval , Issue
2. Track baseline budget against crrent budget. 3. Track planned/revised planned schedule against actual schedule. 3. Follow Management of Change (MOC) procedure for changes in Statement of Requirement.
2. Track planned/revised planned schedule against actual schedule. 33 Provisional Acceptance Certificate
3. Track planned/revised planned schedule against actual schedule. 4. Follow Management of Change (MOC) procedure for changes in Statement of Requirement. 4. Conduct risk assessment on schedule and cost, operability issues and HSE hazards.
( PAC Approval).
Update stakeholder engagement strategy and plan Update stakeholder engagement strategy and plan Update stakeholder engagement strategy and plan Update stakeholder engagement strategy and plan 34 Formal project close-out and notification of
relevant stakeholders.
35 Final Acceptance Certificate
M1
Deliverables for Gate 1 M2 Deliverables for Gate 2 M3 Deliverables for Gate 3 •Constructability Review Report. M4
Deliverables for Gate 4 (FAC) approval.
• Approved Gate Contract
• Kick off Form before Starting ASSESS • Technical Peer Review Close-out Reports. • Approved Gate Contract. • Non-Objection Certificate (NOCs). • IPR 3 Report. •Lessons Learned Report. • Approved Gate Contract
(include completed Check list of Deliverables).
• Approved Gate Contract • IPR 1 Report. (include completed Check list of Deliverables). • Technical Peer Review Close-out Reports. • CESAR Report . •Other additional deliverables agreed. (include completed Check list of Deliverables). M1 M2 M3 M4 Refer to GVAP Rev3 for Deliverebels list.
Deliverables
• Project Execution Plan (PEP). • Insurance Risk Engineering Review.

(include completed Check list of Deliverables). • CESAR Report. • Project Execution Plan (PEP). • IPR 2 Report . • Business Case ( Document). • External Benchmarking (Class 1 projects only) • Project Execution Plan (PEP). • Project MOC Report.
• Project Execution Plan (PEP). • Feasibility Report. • Business Case ( Document). • CESAR Report . • Cost Estimate Basis and Schedule Basis Report. • Insurance Risk Engineering Review • Business Case ( Document). • Greenhouse Gases Minimisation Demonstration Report Post Investment Review – 1 to 3 years after
P5
• Business Case ( Document). • Greenhouse Gases Minimisation Demonstration Report • Cost Estimate Basis and Schedule Basis Report. • External Benchmarking (Class 1 projects only). • Project Schedule Risk Analysis (SRA) & Cost Risk • Project MOC Report. • Cost Estimate Basis and Schedule Basis Report. • HAZOP Report. start of facilities operation & handover.
1
• Cost Estimate Basis and Schedule Basis Report. • Basic Data. Book (Upstream only). • Project Schedule Risk Analysis (SRA) & Cost Risk • Concept Selection Report . Analysis (CRA) Report. • FEED Report. • Project Schedule Risk Analysis (SRA) & Cost Risk • Basic Data. Book (Upstream only).
• Project Schedule Risk Analysis (SRA) & Cost Risk • Sustainability/ESG Assessment Statement. Analysis (CRA) Report. • Greenhouse Gases Minimisation Demonstration Report • Field Development Plan (Upstream only)/ • Greenhouse Gases Minimisation Demonstration Report Analysis (CRA) Report. • Sustainability/ESG Assessment Statement.
Analysis (CRA) Report. • Project Risk Register. • Field Development Plan (Upstream only)/ • Basic Data. Book (Upstream only). Asset Development Plan (downstream only). • HAZOP Report. • Field Development Plan (Upstream only)/ • Project Risk Register.
• Field Development Plan (Upstream only)/ • Digital Design Philosophy Report. Asset Development Plan (downstream only). • Project Risk Register. • Statement of Requirements (SoR) • Basic Data. Book (Upstream only). Asset Development Plan (downstream only). • Constructability Review Report.
Asset Development Plan (downstream only). • Project Execution & Contracting Strategy Kick-off Report. • Conceptual Design Report. • Digital Design Philosophy Report. • Greenhouse Gases Management Plan. • Sustainability/ESG Assessment Statement. • Low carbon options and net zero solutions ( Report). • Lessons Learned Report. Date: JUNE 2023
• Greenhouse Gases Management Plan. • Lessons Learned Report. • Statement of Requirements (SoR). • Project Execution & Contracting Strategy Workshop Report. • Low carbon options and net zero solutions ( Report). • Project Risk Register. • Non-Objection Certificate (NOCs). • Other additional deliverables agreed. Refer latest VAP Rev 0. 3
• Low carbon options and net zero solutions ( Report). • Other additional deliverables agreed. • Greenhouse Gases Management Plan. • Lessons Learned Report. • Non-Objection Certificate (NOCs). • Digital Design Philosophy Report. • Technical Peer Review Close-out Reports. documentation ADNOC intranet
• Approved HSE Classification forms (if applicable). • Other additional deliverables agreed. • Technical Peer Review Close-out Reports. • Project Execution & Contracting Tactics Workshop Report. • Project Close Out Report.
ADNOC GROUP VALUE ASSURANCE PROCESS CLASS 4/5/6
G0 GC1 DESIGN G1 GC2
EXECUTE G2
OPERATE
Bussines Line Directorate (BLD)
12
Endorsement
ADNOC of decision
support package
Shareholder
Representatives If budget for DESIGN stage >
CEO’s approval limits as per
DOA go to BLD approval Needs BLD
approval?
Business Line 4 10 M2
M1
Project
Organization Key meetings.
Key milestones and decision points
No
Yes
8
Materials 11
preparation for Stage workflows.
decision Get BLD
support approval
Decision Maker package Key milestones.
No
5 Key budget milestones.
If budget for Formal
DESIGN stage 3 start of 17
with in CEO’s the
Yes project Key approval points.
approval limits as per
DOA Project to Asset
Gate Handover
contract 7 Key budget approval points.
meeting 1 13
Endorsement of Gate
stage gate contract
Group Company
meeting 2
Gatekeeper deliverables Material required to support kick-off meeting
based on GC1 G1 18 19 1
Does decisions prepared.
Required complete 16
BLD
approval? Performance Kick-off meeting scheduled and attendees
RFSU Start up 2
Testing
invited.
P1 6
P2 Group company CEO approval of kick-off
Submission of 14 15 20 3
Project Manager Developing the meeting decisions.
stage gate PAC
project deliverables Detailed Mechanical
definition P3
Engineering completion Commissioing ADNOC Shareholder representative
4
Design, (MC) endosrement of kick-off meeting decisions (if
Procurement & applicable).
End-user 21
Construction Project Post
5 Formal start of the project and notification to
close- Investments
out Review positions mapped to key VAP roles.
M0
Kick-off meeting to signify the beginning of the
project
1 2 M0 22
Budget owning Pre-
paration
Initiate
Kick-off
FAC Stage gate deliverables submitted by
entity kick-off 6
of kick-off meeting based on GC1.
meeting
material
Draft stage-gate deliverables reviewed by
7
Gatekeeper based on GC1 (IPR).
VAP
VAP
Coordination and Support

Team
8
P1 P2
P3
Decision Maker endorsed decision Support
9
Package (DSP).
Design& Construction of a fully operating asset for handover to end-user
Mandatory Decision Developing the project definition 5.1 PIR 10
DSP materials submitted by Decision Maker to
point Gate & Gate BLD if exceeding his DoA.
Contract Meeting
Cost & Schedule 2.1 Setup 2.4 Construction 2.5 Commissioning & 11 BLD approve DSP for FID proceeds.
2.2 Detailed Design 2.3 Procurement 2.6 Project Close out
related activities 1.3 Develop startup
1.1 Setup 1.2 Screen & Select 1.4 Contracting & 1.5 Assurance / Reporting& Handover
FEED Procurement Submit DSP Updated
12
As-Built DSP alignment meeting
Project Assurance Portfolio Management Business
Review DESIGN Stage
Conduct Construction Case
Develop Contracting Strategy & Deliverables and Gate 1 Perform Detailed Design Procure LLI Perform commissioning G1 complete: gatekeeper informs
Value Improvement Develop Concepts table Develop FEED Readiness Review Issue PAC 13
Procurement Plan, Agree Tactics Outcome Project Team of outcome.
Practices (VIP) & Sourcing Strategy
Business Case Conduct CESAR
14 Mechanical Completion (MC);
Risk related
activities Perform Relevant VIPs Establish Execute KPIs Undertake construction and
Prepare commissioning Close-out of punch list A plus B items.
Perform technical modeling on dossiers
concepts and technologies Agree LLI Scope, Licensor installation of facilities Perform close-out peer
Gate 0 Approved Items, Develop Data Develop PEP
Issue MTO and Procure Equipment and
review 15 Facilities are tested and ready for
Workshop activities
Undertake HSE Reviews (QRA,
Sheets
datasheets Modules commissioning.
Gate Contract U/S
Complete pre-startup safety
HAZOP etc.)
Meeting 2 reviews (PSUR) 16
U/S Conduct Independent Project Complete drilling Complete Ready for Startup (RFSU)
Define key risks, uncertainties, issues Review completed punch list
Define & Align on Project Scope Review of wells and outcome of close-out
Workflows
Upstream only activities and HSE hazards Post

and Objectives Issue & Evaluate LLI/Licensor peer review
Prepare handover package Investment
Equipment Tenders
Freeze Plot Plan, P&IDs, H&M Procure Bulks Materials and stage gate deliverables Review & Initiation of production and official handover to
D/S report-out 17
Balance etc. Setup team organization/ operations (Assets).
Downstream only Engage F&I Prepare DSP Resource-loaded Plan and
Define Technical Scope Conduct Class 4 cost estimates and Submit project Close-out
activities develop plan for Hand over necessary stage
Requirements for DESIGN update L1 schedule for each Review Critical Vendor/Licensor and documentation
concept Data the stage gate deliverables and 18 Perform Startup
Perform Factory Mechanical Completion
FEED report Review Issue for Construction Acceptance Tests (MC); close-out of punch handover package to end-
Drawings list A + B items users
Submit DSP Perform Performance testing
19
DESIGN Stage Compare and select best Issue FAC
Agree Sourcing of In-House Perform Start up
concept and technology Update PEP and Project Delivery at construction
Resources, Budget & Schedule Contracts & Frame Agreements Handover to operations for approval
Assurance Plan yards 20
End-DESIGN Gate 1 Provisional Acceptance Certificate (
Conduct insurance risk PAC Approval).
Perform relevant VIPs to
Perform Performance testing
engineering review (if
optimize concept design 21 Formal project close-out and notification of
Develop Class 2 Cost Estimate Develop L3 (L4 by applicable) End-Execute Gate 2
Gate Contract Meeting 1
and Update Level 3 (P50) Final Investment Decision contractors) stage / project relevant stakeholders.
Schedule schedule
Materials at site Close remaining punch list
22
Final Acceptance Certificate
Basis for Design review items (FAC) approval.
Commit to Resources and
Mobilise Team
Prepare EXECUTE Tender
Package and Initiate Tenders Implement project control: M1 M2 Refer to GVAP Rev3 for Deliverebels list.
1. Update Estimated Final Cost (EFC) and track against baseline budget.
Implement project control: 2. Update L4 project schedule and track against actual schedule.
1. Track baseline budget against current budget. 3. Follow Management of Change (MOC) procedure for changes in Statement of Requirement. P3 Post Investment Review – 1 to 3 years after
2. Track planned/revised planned schedule against actual schedule. 4. Conduct risk assessment on schedule and cost, operability issues and HSE hazards. start of facilities operation & handover.
3. Follow Management of Change (MOC) procedure for changes in Statement of Requirement .
Update stakeholder engagement strategy and plan
Update stakeholder engagement strategy and plan
M1 M2 Deliverables for Gate 2

Deliverables for Gate 1
• Cost Estimate and Schedule Assurance Review Report (CESAR Report). • Approved Gate Contract (include completed Check list of Deliverables).
Deliverables
• Kick off Form before Starting ASSESS • Cost Estimate and Schedule Assurance Review Report (CESAR Report).
• Updated concept selection report. • Project Execution Plan (PEP).
• Approved Gate Contract (include completed Check list of Deliverables). • Project Risk Register.
• Field Development Plan (Upstream only)/Asset Development Plan (downstream only). • Business Case ( Document).
• Project Execution Plan (PEP). • Basic Data. Book .
• Conceptual Design Report. • Statements of Requirements (SoR).
• Business Case ( Document). • Lessons Learned Report.
Technical Peer Review Close-out Reports.
2
• Feasibility Report. •
• Statements of Requirements (SoR). • Other additional deliverables agreed.
• FEED Report. • Project Close Out Report.
• Contacting strategy .
• Technical Peer Review Close-out Reports. • Project Risk Register.
• Independent Project Review Close-out Reports (IPR). • Basic Data. Book .
• Digital Design Philosophy Report. Date: JUNE 2023.
• Lessons Learned Report. Refer latest VAP Rev 0. 3
• Other additional deliverables agreed. documentation ADNOC intranet
SCOPE OF SERVICES
ATTACHMENT-8 – ADNOC IPR AND DSP GUIDELINE

ADNOC GROUP PROJECTS &

ENGINEERING
INDEPENDENT PROJECT REVIEWS
Guideline
APPROVED BY:
Ebraheem Al Romaithi
Senior Vice President Group Projects & Engineering
23/06/2023
AGPM-GDL-103C

CUSTODIAN Group Projects & Engineering / PC&CS

DISTRIBUTION Specification applicable to ADNOC & ADNOC Group Companies
REVISION HISTORY
NO.
July 2023 01 Carlos Navarro Richard Wood Abdulla Al Shaiba
Manager Framing Head of Discipline, VP Group Project
Assurance Project Management Assurance
22/06/2023 22/06/2023 22/06/2023
Dr. Salama Saeed Al

Qubaisi
Manager, Technical
Governance
22/06/2023
The Group Projects and Engineering Function is the owner of this Guideline and responsible for its custody,
maintenance and periodic update.
In addition, Group Projects and Engineering Function is responsible for communication and distribution of
any changes to this Guideline and its version control.
This document will be reviewed and updated in case of any changes affecting the activities described in this
document.
This document has been approved by ADNOC PC&CS Executive Director, to be implemented immediately
by all ADNOC and ADNOC Group companies, which are accountable for roll out and compliance.

The intranet copy of this document [located in the section under Group Policies on One ADNOC] is the only
controlled document. Copies or extracts of this document, which have been downloaded from the intranet,
are uncontrolled copies and cannot be guaranteed to be the latest version.
Document No: AGPM-GDL-103C Rev. No: 2

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DEFINITIONS:
‘ADNOC Group’ means ADNOC together with each company in which ADNOC, directly or indirectly, holds
fifty percent (50%) or more of the shares or has the ability to direct the management of the company.
‘AGES’ means the ADNOC Group Engineering Standards and Specifications – a common set of
engineering documents that are implemented across all ADNOC Group Companies. These Standards
provide Project Managers, engineers, vendors and contractors across the ADNOC Group Companies with
consistent engineering standards and specifications. These documents are based on international
standards and engineering standards from the ADNOC Group of Companies. Although the AGES are not
part of IPMS documentation, they are mandatory reference documents when conducting projects in which
ADNOC has a stake.
‘Approving Authority’ means the decision-making body or employee with the required authority to
approve Policies and Procedures or any changes to them.
‘Business Line Directorates’ (or ‘BLD’) means a Directorate of ADNOC which is responsible for one or
‘Capital Project' means a long-term, capital-intensive investment to develop or upgrade an existing
industrial facility for the production, transportation, storage and/or distribution of energy sources, its
derivatives, sub-products and supporting civil infrastructure.
to act for, and on behalf of, the COMPANY.
‘Contractor’ means a non-ADNOC Group third-party which carries out part, or all aspects, of project
management, design, engineering, procurement, construction, commissioning on behalf of the COMPANY.
‘Final Investment Decision’ (or ‘FID’) means the point in the Capital Project at which the decision to make
major financial commitment is taken, which is at Gate 3 of the Value Assurance Process is at Gate 3.
‘Front-End Loading’ (or ‘FEL’) means the initial project maturation stages until the final investment
decision (FID) is attained. In each of the stages, more project understanding is progressively gained by
completing the required fit-for-purpose multi-disciplinary studies specified in the IPMS, to support decision-
making. The quality of FEL is a key indicator of project outcome.
‘Gate’ means a milestone at the end of each Stage when a key management decision is required before a
project can progress to the next Stage.
‘Gate Contract’ (or ‘GC’) means a meeting held at the beginning of each stage to agree on activity
requirements for the project to successfully enter the next Stage.
support project delivery excellence. Such Guidelines and associated templates provide instructions for the
‘GVAP’ (or ‘VAP’) means the ADNOC Group Value Assurance Process, which is a common framework
that is implemented across all ADNOC Group Companies for the management and governance of Capital
Projects, from inception to operations. All documents (Standards, Guidelines, Procedures, Templates)

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issued under the Integrated Project Management System (IPMS), amongst which is this document, are
intimately related to GVAP.
‘Project’ means a Capital Project being contemplated or procured by ADNOC or a Group Company.
‘Project Standards’ means documents in the Integrated Project Management System (IPMS) that set the
minimum mandatory requirements of Projects to deliver successful and predictable outcomes.
‘Stage’ means a distinct phase in the Value Assurance Process (VAP), demarcated by a gate. The VAP for
project classes 1 to 3 includes four project stages ASSESS, SELECT, DEFINE, and EXECUTE, as further
defined below:
‘ASSESS Stage’ means the first stage of the VAP, which aims to assess the technical and economic
viability of an opportunity and its alignment with the business strategy.
‘SELECT Stage’ means the second stage of the VAP, which aims to select the optimal concept based
on HSE, operability, technical, economic, and business risk criteria.
‘DEFINE Stage’ means the third stage of the VAP, which aims to develop project definition, freeze the
scope, and enable a Final Investment Decision in the EXECUTE stage.
‘EXECUTE Stage’ means the fourth stage of the VAP, which aims to develop the detailed engineering
design, procure materials, and construct the equipment/systems to achieve a fully operating asset
within the approved scope, schedule, quality and HSE.

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TABLE OF CONTENTS
1 INTRODUCTION .......................................................................................................................................6
1.1 PURPOSE .................................................................................................................................................7
1.2 SCOPE AND APPLICABILITY .................................................................................................................7
1.3 ROLES AND RESPONSIBILITIES ...........................................................................................................7
1.3.1 Decision Maker ...........................................................................................................................7
1.3.2 Gatekeeper .................................................................................................................................7
1.3.3 Business Line Directorate ...........................................................................................................7
1.3.4 Project Manager ..........................................................................................................................8
1.3.5 Assurance Coordinator ...............................................................................................................8
1.3.6 Assurance Review Lead .............................................................................................................8
1.4 ACRONYMS ..............................................................................................................................................8
2 INDEPENDENT PROJECT REVIEWS .....................................................................................................9
2.1 OVERVIEW ...............................................................................................................................................9
2.2 OBJECTIVES ............................................................................................................................................9
2.3 INDEPENDENT PROJECT REVIEW TEAM ......................................................................................... 10
2.4 TIMING ................................................................................................................................................... 11
2.5 PROCESS .............................................................................................................................................. 11
2.6 TERMS OF REFERENCE ...................................................................................................................... 12
2.6.1 Kick-Off .................................................................................................................................... 12
2.6.2 Review Activities ...................................................................................................................... 12
2.6.3 Reporting Findings ................................................................................................................... 13
2.6.4 Follow-up and Reporting .......................................................................................................... 14
APPENDIX 1 – LIST OF DELIVERABLES FOR INDEPENDENT PROJECT REVIEWS ........................... 16

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1 INTRODUCTION
This Project Management Discipline Guideline is one in a series of Capital Project documents that
form part of the Integrated Project Management System (IPMS) developed from ADNOC Group
Companies’ and international best project practices. IPMS promotes a standardised approach to
project front-end loading (FEL), delivery and assurance of projects undertaken by ADNOC and
ADNOC Group Companies.
The Project Standards, Guidelines and supporting documentation set the minimum mandatory
requirements and guidance to deliver successful and predictable outcomes.
Project assurance provides an independent and objective oversight of a project, on behalf of the
Business Functions, concession holders and key stakeholders at critical junctures of a project’s
maturation. Through effective project assurance the decision-makers get confidence that proposed
projects are technically robust, have achieved maximum value realisation and optimum utilisation of
budgetary resources, and their development and execution will be successful in meeting their stated
business objectives in terms of both quality and value.
Project assurance in ADNOC is governed by the ADNOC Group Value Assurance Process (GVAP)
suite of documents.
Project assurance is integral to good project governance with the primary objectives of:
• ensuring that the required activities are executed to a quality that is consistent with the project’s
objectives in terms of meeting HSE, business and operational performance, schedule, cost,
quality and other targets;
• ensuring that value improving practices and lessons learned are applied consistently and
appropriately;
• supporting compliance with ADNOC and regulatory requirements; and
• ensuring that the project has a credible and achievable Execution Plan and scope of work, and
is ready for Gate approvals.
The assurance process is complementary to the quality management system of the executing
organisation and to the governance processes of the owner.
Project assurance measures are tailored to the specific needs of each project and each stage. The
quality and value assurance plan for each project is agreed as part of the gate contract meeting at the
start of each stage and is to be followed by the Integrated Management Project Team (IPMT) to allow
access to the next gate. The Project Manager, liaising with the Group Company’s Assurance Review
Lead, is responsible for initiating the value assurance reviews in line with the agreed plan, and closing-
out actions/recommendations.
This document describes one of the mandatory GVAP project assurance reviews – Independent
Project Reviews (IPRs). IPRs are the most important project assurance reviews on a project, as they
directly contribute to providing the Decision Makers with the necessary advice on whether a project is
economically robust enough and has a credible and achievable Execution Plan to proceed to the next
stage.
As a pre-condition for the IPRs, all technical, and cost and schedule estimation, aspects of the project
must have been previously reviewed and actions closed-out in the respective Peer Reviews (refer to
the Project Initiation and Assurance Standard AGPM-STD-103 and the Project Peer Reviews and
Peer Assists Guideline AGPM-GDL-103G) and the Cost Estimate and Schedule Assurance Review
(refer to the Guideline AGPM-GDL-103B).
They form part of the decision-making process however a failed IPR on its own does not mean that
the project cannot proceed to the next stage. A premature IPR will result in substantial amount of

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close-out work to be performed by the IPMT and subsequently reviewed by the IPR team; this
invariably delays the project. It should be read in conjunction with the Project Initiation and Assurance
Standard AGPM-STD-103 and the Project Assurance Plan Guideline AGPM-GDL-103A.
1.1 Purpose
The purpose of this Guideline is to describe the process to be followed in planning and executing
Independent Project Reviews (IPRs).
This Guideline is applicable to Group Value Assurance Process (GVAP) class 1, 2, or 3 Capital
Projects in the ASSESS, SELECT, DEFINE and EXECUTE stages of the project lifecycle. The
application of this Guideline for Capital Projects falling into project classes 4, 5 and 6 is at the sole
discretion of the respective asset-owning entity or Group Company, this may include scalable options
to the system or deliverables and/or any decision to adhere to, or deviate from, any part of this
document.
An outline of key responsibilities for implementing this Guideline are as follows:
1.3.1 Decision Maker

The Decision Maker is accountable for the Project Assurance Plan and deciding whether a project can
pass a Gate (further approval may be required by a relevant authority in line with ADNOC delegation
of authority if the project value is above the Decision Maker's threshold).
1.3.2 Gatekeeper
The (Group Company) Gatekeeper is accountable for the assurance of the project, including the IPRs,
and approves the Project Assurance Plan. Approves the IPR terms of reference.
1.3.3 Business Line Directorate

The Business Line Directorate (BLD), as representative of the Operator ADNOC, is accountable for
the governance of all Capital Projects. The BLD nominates a representative for the whole duration of
the project, from ASSESS to EXECUTE, who will act as the Business Case Owner.
The Business Case Owner is responsible for:
• representing the relevant line of business and providing commercial and business inputs and
support to the project development, working closely with the Project/Development Manager;
and
• providing commercial and business inputs in support to the project team,
and is accountable to the Decision Maker for safeguarding or improving the project value throughout
the FEL stages.
The Business Case Owner ensures compliance to the plans (assurance, value improvement,
execution), project schedule and deliverables agreed in each Gate Contract Meeting and adherence to
the Project Premises Document.
The Business Case Owner schedules the IPR.

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1.3.4 Project Manager

The Project Manager (PM) or Development Manager (the responsible resource is stage-dependent;
for the purposes of this document the term Project Manager is used throughout this document) is
responsible for supporting the implementation of this Guideline. The PM shall support planning and
implementation of the respective assurance reviews by ensuring that the IPMT complete all the
activities agreed in the work plan, to the required quality standards, and that the complete
documentation is issued suitably ahead of assurance reviews.
The PM ensures availability of the required specialists during the IPR and the close-out of all the Class
A recommendations and updating the documentation before the Decision Support Package (DSP) is
submitted.
1.3.5 Assurance Coordinator

The Assurance Coordinator is a role held in the Governance Team (ADNOC HQ, Business Line
Directorate), whose task is to maintain the schedule of planned assurance activities, ensure
adherence to GVAP by the IPMT, and to support the planning and execution of all assurance reviews.
The Assurance Coordinator appoints the IPR Lead and the relevant SME review members.
1.3.6 Assurance Review Lead

The Assurance Review Lead is a role held in each Group Company, whose tasks are to plan and
enable timely execution of assurance reviews, act as liaison between the IPMT and all assurance
teams in the BLD and GPE, to manage the close-out of review findings and ensure that each IPMT is
adhering to the GVAP.
Close coordination with the Business Case Owner will ensure that, should the IPMT require more time
to complete the work and issue the documentation, the IPR is re-scheduled ahead of appointing and
mobilising the IPR Lead and review team members.
1.4 Acronyms
BLD Business Line Directorate

CESAR Cost Estimate and Schedule Assurance Review
GC Gate Contract
GPE Group Projects and Engineering
GVAP Group Value Assurance Process
IPMS Integrated Project Management System
IPMT Integrated Project Management Team
LLI Long Lead Item
PM Project Manager
SME Subject Matter Expert

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SoR Statement of Requirements

TA Technical Authority
ToR Terms of Reference
2 INDEPENDENT PROJECT REVIEWS

Independent Project Reviews (IPRs) are structured, independent and integrated reviews at the end of
each stage, providing assurance to the Business Line Directorate (BLD) on the robustness of the
opportunity and the readiness of the project to move to the next stage.
2.1 Overview
IPRs are to be conducted at the end of each project stage, after completion of Peer Reviews (refer to
the Project Peer Reviews and Peer Assists Guideline AGPM-GDL-103G) and before the Decision
Support Package (DSP) is submitted.
Figure 2.1: Independent Project Reviews across the Project Lifecycle
At the end of each IPR, an Independent Project Review report shall be delivered to the PM. This report
is a mandatory deliverable and is submitted as part of the DSP at the Gate, by the PM to the
Gatekeeper.
The IPR is aimed at providing assurance to the Decision Maker, BLD and the IPMT in supporting:
• the BLD in making an informed decision by providing independent, qualified viewpoints and
highlighting recommendations and critical issues; and
• the IPMT in gaining more confidence in accessing the gate, endorsement of the completion of
works to the required expectations and highlighting any recommendations or critical issues.
2.2 Objectives
The key objectives of an IPR are to:

• confirm that the activities required for the Group Value Assurance Process (GVAP) stage have
been completed and the required deliverables are complete and consistent meeting agreement
and of the required quality);
• selectively challenge the key assumptions underlying the deliverables, the output of the
analyses and the key recommendations;
• assure that the recommendations are solid and implementable;
• ensure that risks have been properly identified, analysed, evaluated and treated;

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• check if the technical work review actions have been adequately closed-out through Technical
Authority sign-off of technical documentation;
• ensure costs and schedules, reviewed in the Cost Estimate and Schedule Assurance Review
(CESAR), as applicable (refer to the Cost Estimate and Schedule Assurance Review Guideline
AGPM-GDL-103B), match the scope presented in the IPR;
• ensure the project is economically robust; and
• ensure that the project has a credible and achievable execution plan and scope of work, and is
ready for Gate approvals.
Three IPRs shall be performed during different project stages, each with a specific objective in
accordance with the stage of the project, as shown in the table below.
IPR 1 Objectives IPR 2 Objectives IPR 3 Objectives
Readiness for Gate 1: Readiness for Gate 2: Readiness for Gate 3:

- The shortlisted concept families - The optimised concept meets the - The project scope, expected
meet the requirements of the requirements of the Business designed performance and
Business Case Case economics meets the
requirements of the Business
- The required documentation for - The required documentation for Case
Gate 1 is completed and has Gate 2 is completed and has been
been signed-off by the relevant signed-off by the relevant - The required documentation for
Technical Authorities Technical Authorities Gate 3 is completed and has been
signed-off by the relevant
- The Project Execution Plan - The Statement of Requirements is Technical Authorities
(Assessment) is credible and complete and matches the
achievable, and provides a clear Conceptual Design Report - The updated Statement of
path to the SELECT stage Requirements is complete and
- The Project Execution Plan matches the FEED Report
(Strategy) is credible and
achievable, and provides a clear - The Project Execution Plan is
path to the DEFINE and credible and achievable, and
EXECUTE stages provides a clear path to the
EXECUTE stage
Table 2.1: IPR Objectives by Stage
The standard deliverables list required for each IPR is provided in Appendix 1 (to be adjusted
according as necessary on a project-specific basis).
2.3 Independent Project Review Team
A multi-disciplinary team of experienced individuals who are independent from the project (ensuring
objectivity and sufficient representation of relevant expertise to the project under review) shall carry out
the IPR. The IPR team is coordinated by the IPR Lead.
The composition of the IPR team changes across the project lifecycle as the focus of the project shifts
from the development of a Business Case in ASSESS to detailed engineering and construction in
EXECUTE. The members of the IPR team change accordingly.
The IPR Lead shall be identified/appointed by the Assurance Coordinator. The Assurance Coordinator
shall liaise with the IPR Lead to define the expertise required for each specific IPR. The IPR team

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should typically include 3-5 experienced professionals for IPR1, 5-7 professionals for IPR2, and about
7 professionals for IPR3.
2.4 Timing
IPRs should be performed towards the end of each project stage (as required deliverables for the
stage near completion), but prior to accessing the Gate and finalisation of the Decision Support
Package (DSP).
The IPR should be scheduled to take place as soon as required Gate deliverables (documentation and
other reviews, such as the technical Peer Reviews and the Cost Estimate and Schedule Assurance
Review (CESAR), if conducted, are completed. The timing of the IPRs relative to the Stage Gates and
other assurance reviews is shown in the figure below:
Figure 2.1: Timing of Independent Project Reviews across the Project Lifecycle
The duration of the IPRs will depend significantly upon the scale and complexity of the project under
review and the type of IPR (i.e. project stage). The typical duration of an IPR is approximately two-
three days for IPR1 and IPR2, and three-five days for IPR3, plus about two-three days of preparation
time and one week to issue the report. The better the IPR preparation and readiness, the smoother /
shorter will it be to close-out actions and complete the DSP.
2.5 Process
The Assurance Coordinator, in coordination with the Business Case Owner and Gatekeeper(s), shall
provide a yearly plan of the IPR funnel, which shall be kept updated continuously.
The PM shall initiate the IPR process approximately two-three months prior to the review by
coordinating with the Business Case Owner, the Assurance Coordinator and the Gatekeeper.
The Assurance Coordinator shall propose a list of potential Subject Matter Experts and IPR Lead, all
external to the project. The Business Case Owner will review the proposal and will liaise with GPE for
vetting. Formal nomination requests to the Group Company VPs will be sent by the Business Case
Owner or Assurance Coordinator to secure the SME and IPR Lead.

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The Assurance Coordinator will brief the IPR Lead and SME on the IPR process and on the project’
characteristics and status, ensuring that the project documentation is accessible to the IPR team.
The IPR Lead is also responsible for coordinating with the IPR team throughout the IPR process.
Typically, the IPR team includes ADNOC SMEs from various Group Companies. However, with
agreement of the Gatekeeper, the Group Company’s shareholders can also provide independent
experts as part of the IPR review team. It should be avoided to have too large a review team, and
reviewer roles need to be agreed up-front with shareholders representatives to avoid confusion and
derailing the IPR process.
2.6 Terms of Reference
As part of the IPR planning activities, a project specific IPR terms of reference (ToR) shall be
developed by the PM in coordination with the IPR Lead and approved by the Business Case Owner /
Gatekeeper. The ToR should define the following:
• study / project objectives;
• study / project description;
• IPR objective and focus areas;
• IPR team members and IPR Lead;
• agenda, duration and logistics for the review;
• list of all GVAP mandatory deliverables required to be reviewed; and
• review process, reporting and close-out.
The IPR ToR is to be attached to the DSP at the end of the review along with the final IPR report, for
the BLD review.
The IPR assurance focuses on the readiness to proceed to the next stage. The PM is responsible for
making the complete list of deliverables available to the IPR Lead, at a minimum two weeks before the
start of the review. The IPR Lead is responsible for checking that the deliverables received are
comprehensive and match the GC requirements before the start of the IPR.
The IPR team shall review the full list of required deliverables agreed as part of the respective GC.
2.6.1 Kick-Off
The actual review shall start with a kick-off meeting in which the IPR Lead briefs the IPMT on the
objectives, methodology, scope and schedule of the IPR.
2.6.2 Review Activities

The activity of the IPR team shall then proceed with the analysis of the documentation collected and
with meetings with the IPMT to obtain clarifications and challenge the assumptions and the work
performed.
The IPR team shall perform the review primarily at the IPMT location to enable efficient interactions
with the IPMT and collection of additional required documentation.
To support the IPR team in conducting the IPRs, evaluation sheet templates (checklists) have been
developed for the IPR team to utilise during the IPRs, with separate sheets provided for upstream and
downstream projects, for each stage (each IPR). The evaluation sheets are provided in the
Independent Project Review Checklists AGPM-TMP-103C. The IPR Lead should select the
appropriate evaluation sheet and adjust it as necessary to ensure that it is suitable for the project-
specific characteristics.

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The IPR review will focus on two main areas:

• review of documentation’s completeness and quality; and
• In-depth review of the Project Execution Plan, and if relevant to the stage, the Statement of
Requirements.
2.6.3 Reporting Findings

Once the review is complete, the IPR Lead, in conjunction with the IPR team members, shall produce
a detailed summary of the review findings.
The conclusions from the review of documentation completeness and quality should be rated as per
the following table, as defined in the evaluation sheets in the Independent Project Review Checklists
AGPM-TMP-103C:
Rating IPR Documentation Completeness and Quality
1 Complete Definition
2 Minor Deficiencies in Definition
3 Some Deficiencies in Definition
4 Major Deficiencies in Definition
5 Not provided or Poor Definition
Table 2.2: Rating of IPR Documentation Completeness and Quality
Recommendations arising from the in-depth review of selected topics and disciplines should be
reported according to the following example table (not exhaustive):
Document Received
Comments /
No. Findings Initials Code Class
Title, Reference and Requested Action
Revision Index
1 Feasibility Report completeness

and TA sign-off
2 Field/Asset Development Plan
completeness and TA sign-off
3 PEP – internal stakeholders
4 PEP - Risk Register
5 PEP – Project Assurance Plan
6 PEP – contracting strategy
7 Statement of Requirement
For findings codes refer to the evaluation sheets in AGPM-TMP-103C
Table 2.3: Reporting IPR Findings

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The IPR team shall attribute a classification to each finding. Findings are only issued where the team
feels that a recommendation on remedial action is appropriate. The classification of findings is:
• Class A – Mandatory
a mandatory action relating to an issue that could have a major impact on the outcome of
the project i.e. cost and schedule overrun, quality issues etc. and any variance from HSE
standards, Group Company operating procedure, specifications or fixed elements of the
Statement of Requirements (SoR), error or omission, with significant impact to the project
• Class B – To be clarified or further reviewed with additional data
project is required to furnish further or complementary information due to a lack of or
conflicting information provided in the IPR
• Class C – Recommended
recommended action based on corporate experience and know-how or recognised best
practice (in line with lessons learned database owned by the Assurance Coordinator)
• Class D – Document inconsistency or Documentary error
document inconsistency or drawing error that requires correction
Immediately after the review debriefing, the IPR team shall provide a table of all findings to the PM for
action.
2.6.4 Follow-up and Reporting

Within two weeks of the completion of the IPR, the PM shall furnish responses to the findings to the
IPR Lead. The IPR Lead will distribute the responses to the team members and each finding will be
categorised as:
• ‘Resolved’ (R);
• ‘Further Check (F) – requiring check at a later stage (timing to be agreed with GVAP Team)’;
and
• ‘Unresolved’ (U).
Any unresolved findings shall be reported to the Project Steering Committee and to the investment
committee at the respective gate in addition to their potential impact. If a Class A finding is identified as
‘unresolved’, the issue shall be raised to the Gatekeeper for formalisation of a corrective action as
deemed suitable.
The IPR Lead shall issue the final report including status of findings within one or two weeks after
receiving the responses from the PM, such that the final report is issued within thirty (30) days of
the completion of the IPR.
The Gatekeeper is ultimately responsible for deciding whether the project can access the gate, taking
into consideration the final report.
All ‘Unresolved’ or ‘Further Check’ requiring check at next stage findings are to be fully resolved within
a timeframe agreed as part of the GC of the following stage. It is very important that all findings should
reference the relevant documents /sections, to assist with their resolution, as well as being included as
the applicable part of the of the GC. Such findings and their potential impact are required to be
presented during Gate 2 and Gate 3 approvals. To close such issues, a short process is followed:
• the PM is responsible for providing proof of resolution within timeframe agreed;

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• the Assurance Coordinator shall then issue to the PM an updated IPR report validating the
resolution of these findings; and
• the PM is then responsible for providing the IPR Team at the following IPR or at next validation
point (for projects going to EXECUTE) with proof of full resolution of all earlier findings (if
applicable).
Any issues or disputes related to the IPR process are to be raised to the Gatekeeper, who is
responsible for facilitating the resolution of the same.
Outcomes of the IPR alongside their status to be shared with the GPE function prior to finalisation for
review.

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APPENDIX 1 – LIST OF DELIVERABLES FOR INDEPENDENT PROJECT REVIEWS
This deliverable list is tailored for each IPR. The rationale and full description of the deliverables for each
stage are provided in the IPR Checklist Template AGPM-TMP-103C.
Current GVAP Stage: ASSESS Document
IPR: IPR 1 Applicability
Checklist of mandatory deliverables for ASSESS stage
Key Deliverables Details of Deliverables Upstream Downstream
Alignment of development with ADNOC

Strategic Overview YES YES
strategic objectives and project drivers
Field (upstream) / Asset Document completeness YES YES

(downstream)
Development Plan Technical Authority sign-off YES YES
Document completeness YES YES

Feasibility Report
Technical Authority sign-off YES YES
Internal stakeholders YES YES
External Stakeholders YES YES
Risk Register YES YES
Project Assurance Plan YES YES

Project Execution Plan
Value Improvement Plan YES YES
(Assessment)
Project schedule YES YES
Scope of Work for SELECT YES YES
Lessons learned YES YES
Contracting strategy YES YES
Workshops conclusions and findings reports YES YES
Basic Data Book YES YES

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Current GVAP Stage: SELECT Document
Checklist of mandatory deliverables for SELECT stage
IPR-1 report with findings closing actions implemented YES YES
Alignment of development with ADNOC strategic

Strategic Overview YES YES
objectives and project drivers

Updated Concept
Selection Report
Updated Field Document completeness YES YES

(upstream) / Asset
(downstream)

Conceptual Design
Report
Statement of Requirements (SoR) YES YES

Project Execution Plan
(Strategy) Updated Internal stakeholder engagement
YES YES
strategy and plan
Updated External Stakeholder Engagement Plan YES YES
Project Risk Management Plan for the optimised

YES YES
concept
Preliminary list for Long Lead Items (reference to

YES YES
Conceptual Design Report)
Scope of work for DEFINE stage YES YES
Updated Project Assurance Plan for DEFINE YES YES
Updated Value Improvement Plan for DEFINE YES YES
Project organisation for DEFINE YES YES
Contracting strategy and procurement plan YES YES
Tender packages for FEED YES YES
Lessons Learned report (reference to the

YES YES
Conceptual Design Report)

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Current GVAP Stage: SELECT Document
Checklist of mandatory deliverables for SELECT stage
Detailed work schedule for DEFINE YES YES
Summary of the Level 2 project schedule from the

YES YES
Conceptual Design Report

Page 18 of 20

Current GVAP Stage: DEFINE Document
Checklist of mandatory deliverables for DEFINE stage
IPR-2 report with findings closing actions implemented YES YES
Updated Field (upstream) / Document completeness YES YES

Asset (downstream)

FEED Report
Updated Statement of requirements (SoR) YES YES
Project Execution Plan Updated Internal Stakeholder Engagement

YES YES
(PEP) Strategy and Plan
Updated External Stakeholder Engagement

YES YES
Strategy and Plan
Interface Management Plan YES YES
Project Risk Management Plan for EXECUTE YES YES
HSE Management Plan YES YES
Project Quality Management Plan YES YES
Construction Management YES YES
Operations Readiness and Assurance YES YES
Contracting Strategy and Procurement Plan YES YES
Long Lead Items (reference to FEED Report) YES YES
Scope of work for EXECUTE stage YES YES
Updated Project Assurance Plan for EXECUTE YES YES
Detailed work schedule for EXECUTE YES YES
Project organisation for EXECUTE YES YES
Lessons Learned report YES YES

Page 19 of 20

Current GVAP Stage: DEFINE Document
Checklist of mandatory deliverables for DEFINE stage
Project close-out plan YES YES

Page 20 of 20

ADNOC GROUP
VALUE ASSURANCE PROCESS
(VAP)
Template
APPROVED BY:
NAME: Yaser Saeed Al Mazrouei

TITLE: Executive Director PC&CS
EFFECTIVE DATE:
AGPM-TMP-000A
CUSTODIAN Group Projects & Engineering

DISTRIBUTION Process Manual applicable to ADNOC & ADNOC Group Companies
REVISION HISTORY

NO.
st
1 April 2019 00 Chike S. Ugwu Mashal Alkindi Zaher Salem
Sr. Specialist Projects VP-Projects Excellence, SVP, Group Projects,
Excellence, GP, TEO Group Projects, TEO TEO)
Dr.Robbie Brouwer
TEO
27th October 01 Chike S. Ugwu Abdulla Al Shaiba Zaher Salem
2020 Sr. Specialist Projects VP Projects Assurance, SVP, Group Projects &
Services, GPE GPE Engineering
Nagarajan
Balasubramanian
Sr. Advisor, Projects
Technical assurance, GPE
22nd December 02 Carlos Navarro Abdulla Al Shaiba Ebraheem Al Romaithi
2021 Manager, Framing VP Group Projects SVP, Group Projects &
Assurance, GPE Assurance, GPE Engineering
03 Dr. Salama Al Qubaisi Abdulla Al Shaiba Ebraheem Al Romaithi
12th June 2023 Manager, Technical VP Group Projects SVP, Group Projects &
Governance, GPE Assurance, GPE Engineering
Carlos Navarro
Manager, Framing
Assurance, GPE
The Group Projects and Engineering Function is the owner of this Template and responsible for its custody,
maintenance and periodic update. In addition, Group Projects and Engineering Function is responsible for
communication and distribution of any changes to this Template and its version control. This document will
be reviewed and updated in case of any changes affecting the activities described in this document.
by all ADNOC and ADNOC Group Companies, which are accountable for roll out and compliance.
The intranet copy of this document [located in the section under ADNOC GROUP POLICIES on One ADNOC]
is the only controlled document. Copies or extracts of this document, which have been downloaded from the
intranet, are uncontrolled copies and cannot be guaranteed to be the latest version.
Document No: AGPM-TMP-000A Rev. No: 03

Page 2 of 10
TABLE OF CONTENTS
C – DECISION SUPPORT PACKAGE, PROJECT CLASSES 1-3................................................................ 4

Page 3 of 10
C – DECISION SUPPORT PACKAGE, PROJECT CLASSES 1-3
Project Name Project Number
Current VAP Stage:
Project Type and Class

Upstream/Downstream Projects Other Projects
Project Type Production Expansion Infrastructure
Production Sustainability Other
Class 1
Project Class Class 2
Class 3
Project Plan
Stage Start Finish Duration (months)
ASSESS (MM/YYYY) (MM/YYYY)
SELECT (MM/YYYY) (MM/YYYY)
DEFINE (MM/YYYY) (MM/YYYY)
EXECUTE (MM/YYYY) (MM/YYYY)
Signatories
Role * Name Job Title Signature (MM/YYYY)
Originator /
Prepared by:
Reviewed by:
Endorsed by
SPA
Gatekeeper
Decision Maker:
* Role and titles may vary according to the Company.
Note : The Subject Form shall be approved and completed within 45 days.

Page 4 of 10
Summary and Recommendations
Summary
Independent project
review findings and
recommendation
Gatekeeper Proceed Hold Rework Cancel

recommendation
Project Overview
Project description
[Include required information]
Project objectives
Context and alignment with Abu Dhabi strategic objectives
Project scope boundaries
Low carbon options and net zero solutions
[Include required information and attach detailed report]
Greenhouse Gas Management Plan
[Include required information and attach Greenhouse Gases Minimisation Demonstration Report]

Page 5 of 10
Cost Estimate
[Include list of major cost items and key assumptions used – leverage following table to provide details.
Accuracy of cost estimate for each stage varies: for details refer to the Cost Estimating Standard AGPM-
STD-501.
Cost estimate in USD Assumptions and observations
Project Economics
[Include details on economics, underlying assumptions, and relevant sensitivity studies leveraging following
table.
For ASSESS, include details for most likely development scheme. For SELECT, include details for selected
development scheme.]
Net present value (NPV)
Real rate of return (RROR)
Capital efficiency (CE)
Unit technical cost (UTC)
Discounted payback time
Other
Technical Description of the Project
[Include required information].
Field Development Plan (upstream) or Asset Development Plan (downstream)
[Include required information and attach the Plan].
Risks and Opportunities
[Include required information and attach detailed report of project Schedule Risk Analysis and Cost Risk
Analysis for ASSESS, SELECT and DEFINE].

Page 6 of 10
Schedule
[For ASSESS DSP, Include preliminary project schedule for most likely development scheme.
For SELECT DSP, include integrated project schedule level 1 for the selected development scheme.
For DEFINE DSP, include integrated project schedule level 1.]
Cost and Plan for Next Stage
[For ASSESS DSP, include estimated cost and plan for SELECT stage.
For SELECT DSP, include estimated cost and plan for DEFINE stage.
For DEFINE DSP, include FID budget, plan and financing options, if appropriate].
VIPS Identified, Implemented & Estimated Cost Savings as Applicable
Project Execution Plan (for next stage)
List of Long Lead Items
[Include list and short description of LLIs. For SELECT this is preliminary].
Contracting strategy and plan
Procurement strategy and plan
Interface with other projects
Proposed organization projects
[Include required information

Page 7 of 10
Checklist
[Fill in checklist of deliverables in line with gate contract approved at beginning of the stage.]
Checklist of mandatory deliverables for stage

Status
Key Deliverables Details of Deliverables
(Y/N or N/A)
Attachments
[Include all major deliverables agreed as part of the Gate Contract for the respective stage and the DSP
mandatory deliverables per the following table:

Page 8 of 10
DELIVERABLE ASSESS SELECT DEFINE *EXECUTE

1- Kick off Form before Starting ASSESS. ✓
2- Approved Gate Contract (included completed check list
✓ ✓ ✓ ✓
of Deliverables)
✓ PEP ✓ PEP ✓ PEP ✓ PEP
3- Project Execution Plan (for next stage).
(Assessment) (Strategy) (Update) (Update)
✓(Update)
4- Business Case (Document). ✓ ✓(Update) ✓(Update)
5- Cost Estimate Basis and Schedule Basis Report. ✓ ✓ ✓ ✓

6- Project Schedule Risk Analysis (SRA) & Cost Risk
✓ ✓ ✓ ✓
Analysis (CRA) Report.
7- Field Development Plan (upstream only)/Asset ✓ ✓ ✓
✓
Development Plan (downstream only). (Update) (Update) (Update)
8- Conceptual Design Report. ✓
9- Statement of Requirements (SoR). ✓ ✓ (Update)
10- Greenhouse Gases Management Plan. ✓ ✓ ✓ (Update)
11- Low carbon options and net zero solutions ( Report). ✓ ✓ (Update) ✓ (Update)
12- Non-Objection Certificate (NOCs). ✓ ✓ ✓
13- Technical Peer Review Close-out Reports. ✓ ✓ ✓ ✓
14- Independent Project Review Close-out Report. ✓ ✓ ✓
15- Cost Estimate and Schedule Assurance Review Report. ✓ ✓ ✓
16- External Benchmarking Report. ✓(Class 1) ✓(Class1)
17- Project close-out report. ✓
▪ ✓ refer to sections required for delivery at the end of the stage named ,Include approved HSE Classification forms (if applicable) .
▪ * Refer to End of EXECUTE (project close-out gate), there will be no DSP, however mandatory deliverable shall be part of close out report refer to
Guideline AGPM-GDL-301DG
Page 9 of 10
SCOPE OF SERVICES
ATTACHMENT-9 – HSEIA & HSE STUDIES SCOPE OF WORK(CP01-HM-SOW-0040)

SCOPE OF WORK FOR HSEIA AND HSE STUDIES

DOC. NO. CP01-HM-SOW-0037 Rev.0
Corporate HSE Division
ADNOC Sour Gas (ASG) Development Projects
FEED SERVICES FOR 1.85 OSGE PROJECT
HSEIA AND HSE STUDIES SCOPE OF WORK
DOCUMENT NO. CP01-HM-SOW-0040
Issued By: Sara Khamis Ali Saeed Document No: CP01-HM-SOW-0040
Reviewed By: Vishal Shah Revision No: Rev 00
Approved By: Abdulla Saeed Al Shehhi Date: 5th October 2023
HIS DOCUMENT IS THE PROPERTY OF THE ABU DHABI GAS DEVELOPMENT COMPANY LIMITED AND CONTAINS INFORMATION WHICH IS PROPRIETARY. THIS
INFORMATION IS TO BE HELD IN CONFIDENCE. NO DISCLOSURE OR OTHER USE OF THIS DOCUMENT IS TO BE MADE WITHOUT THE PRIOR WRITTEN
CONSENT OF ABU DHABI GAS DEVELOPMENT COMPANY LIMITED.
1.85 OSGE FEED - SCOPE OF WORK FOR HSEIA AND HSE STUDIES
Date Section
Rev. No. Revision Description
Revised Revised
A1 4-10-2023 NA Issued for Internal review
00 5-10-2023 NA Issued for implementation
2 Uncontrolled When Printed CP01-HM-SOW-0040 Rev 00

TABLE OF CONTENTS
1.0 PURPOSE ............................................................................................................................. 4
2.0 SCOPE .................................................................................................................................. 4
3.0 BACKGROUND ..................................................................................................................... 4
4.0 ABBREVATION...................................................................................................................... 5
5.0 DEFINATIONS ....................................................................................................................... 7
6.0 ROLES & RESPONSIBILITIES ................................................................................................ 7
6.1 VICE PRESIDENT HSE .......................................................................................................................................... 7
6.2 TECHNICAL HSE MANAGER ................................................................................................................................ 7
6.3 PROJECT COORDINATOR ..................................................................................................................................... 7
6.4 FEED CONTRACTOR ............................................................................................................................................ 8
6.4.1 FOCAL POINT / PROJECT MANAGER (FEED CONTRACTOR) ....................................................................... 8
6.4.2 INDEPENDENT THIRD PARTY /CHAIRPERSON(S).................................................................................................. 9
7.0 SCOPE OF WORK ................................................................................................................. 9
7.1 1.85 FEED HSEIA OPTIMUM EXPANSION .................................................................................................... 10
7.1.1 HSEIA SCREENING REPORT FOR FEED STAGE............................................................................................... 10
7.1.2 FEED HSEIA REPORT ....................................................................................................................................... 10
7.2 HSE STUDIES ..................................................................................................................................................... 14
7.2.1 FEED CONTRACTOR SCOPE: ............................................................................................................................ 15
7.2.2 INDEPENDENT THIRD PARTY SCOPE THROUGH FEED CONTRACTOR ........................................................... 16
7.2.3 COMPANY’S SCOPE ........................................................................................................................................ 17
8.0 Workshops ......................................................................................................................... 17
9.0 Deliverables ........................................................................................................................ 17
10.0 SCHEDULE ......................................................................................................................... 18
10.1 PROGRESS REVIEW MEETINGS ......................................................................................................................... 18
11.0 ADMINISTRATION .............................................................................................................. 18
11.1 COMPETENCIES .................................................................................................................................................. 18
11.2 SECURITY PASSES.............................................................................................................................................. 18
12.0 Appendices ........................................................................................................................ 18
12.1 APPENDIX A: FEED HSEIA SCREENING REPORT ......................................................................................... 19

1.0 PURPOSE
The purpose of this document is to specify the Scope of Work for FEED (Front End
Engineering Design) Health, Safety & Environmental Impact Assessment (HSEIA) for
Optimum Expansion for Shah Gas Development (SGD).
This document defines the Scope of Work (SOW) required to be delivered by the
successful FEED Contractor as part of the associated Invitation to Tender (ITT).
2.0 SCOPE
This scope of work sets out the minimum criteria for the Technical bid for the specified
work. This document is intended for use by anyone involved in the contract review and
award process for the services identified.
3.0 BACKGROUND
The Abu Dhabi Gas Development Company Ltd (ADNOC Sour Gas, a joint venture
between ADNOC and OXY, hereafter referred to as COMPANY) owns and operates the
Shah Gas Processing Plant (SGP) which receives and processes sour fluids from the
nearby Shah Arab Sour Gas Field. The facilities were engineered and built through the
Shah Gas Development (SGD) Program.
The SGP facilities consist of onshore wells, gathering and transfer pipelines, processing
plant, product pipelines and a remotely located Sulphur granulation and rail loading
station to which receives utilities from the main plant. The SGP facilities are located 180
km southwest of Abu Dhabi city. Large sand dunes dominate the topography of the Shah
area with elevation differences exceeding 100 m.
The SGP facilities were originally designed to process approximately 1,000 MMSCFD of
sour gas at the inlet to the absorbers containing approximately 24% (vol.) hydrogen
sulphide and 10% (vol.) carbon dioxide. The SGD facilities were originally designed to
provide approximately 500 MMSCFD of clean natural gas to the Abu Dhabi domestic
market while supplying 4,400 TPD of natural gas liquids, 33,000 BPD of condensate and
9,200 TPD of elemental sulphur for industrial and agricultural uses.
Based on the concept study by Advisian in 2019 for optimum expansion considering 1.45
BSCFD, 1.85 BSCFD and 2.1 BSCFD, COMPANY is currently executing the Optimum Shah
Gas Expansion (OSGE) Project to raise the capacity to 1.45 BSCFD (145% of its original
design capacity).
Facility is currently operating at 1.45 BSCFD after completion of WP2 on Shah gas plant
as part of OSGE project. In December 2021, COMPANY undertook a feasibility study to
investigate the possibility of CO2 and H2 Recovery via 100% O2 enrichment of the SRU at
145% ASG capacity. Building on the outcome of Advisian and Comprimo studies,

COMPANY had appointed Worley, for concept selection and concept design engineering
work for different scenarios for the future expansion to 1.85 BSCFD and CO 2 recovery unit
equivalent to 1.85 BCFD case.
4.0 ABBREVATION
AIMS Asset Integrity Management System
ALARP As Low As Reasonably Practicable
BAT Best Available Techniques
BPD Barrels Per Day
BRA Building Risk Assessment
CHSE Corporate HSE
CO2 Carbon Dioxide
COMAH Control Of Major Accident Hazards
CoP Code of Practice
CV curriculum vitae
DPS Detailed Performance Standards
EAD Environment Agency- Abu Dhabi
EAZ Emergency Awareness Zone
EERA Escape, Evacuation & Rescue Assessment
EIA Environmental Impact Assessment
ENVID Environmental Impact Identification
EPZ Emergency Planning Zone
ERP Emergency Response Plan
ESSA Emergency Systems Survivability Analysis
F&G Fire & Gas
FERA Fire & Explosion Risk Assessment
FRP Facility Response Plan
GC Group Company
GG Gas Gathering
H&E Hazards & Effects
H2S Hydrogen Sulphide
HAZID Hazard Identification

HAZOP Hazards & Operability

HFE Human Factor Engineering
HQ Headquarters
HSE Health, Safety & Environment
HSECES HSE Critical Equipment & Systems
HSEIA Health, Safety & Environment Impact Assessment
HSEMS Health, Safety & Environment Management System
KoM Kick of Meeting
MAH Major Accident Hazard
MMSCFD Million Metric Standard Cubic Feet per Day
MoC Management of Change
MOPO Manual Of Permitted Operations
NGL Natural Gas Liquids
OEMP Operations Environmental Management Plan
OHID Occupational Health Hazards Identification
OHRA Occupational Health Risk Assessment
PHSER Project HSE Review
PSSR Pre-Startup Safety Review
QA Quality Assurance
SIL Safety Integrity Level
SIMOPs Simultaneous Operations
SIP Shelter-In-Place
SSSP Shah Sulphur Station & Pipelines
TGNs Technical Guide Notes
TGR Toxic Gas Refuge
TQ Technical Queries
TRIA Toxic Refuge Impairment Assessment
UAE United Arab Emirates
VP Vice President

5.0 DEFINATIONS
COMPANY means Abu Dhabi Gas Development Company Ltd (ADNOC

Sour Gas)
FEED CONTRACTOR any person or company employed under contract
(irrespective of period of contract or employment).
Employee Any individual who carries out duties or actions specified
by an employer for which the individual receives
remuneration from the employer. For the purposes of this
Scope of Services, the employer is ADNOC Sour Gas.
Shall, Will, Must means that an action is compulsory
Should, Would, If Possible means that an action is not compulsory but is
recommended
May means that an action is optional and no recommendation is
made as to whether or not it is to be carried out
6.0 ROLES & RESPONSIBILITIES
6.1 Vice President HSE
The Vice President (VP) HSE shall have overall authority for technical approval of the
deliverables. The VP HSE shall also be the ultimate custodian of the HSEIA Report and
HSE Dossier. In addition, VP HSE shall also submit to ADNOC HSE unit for Regulatory
approval through the Group Directorate.
6.2 Technical HSE Manager
The Technical HSE Manager shall provide oversight, guidance and information to the
FEED CONTRACTOR through the Project Coordinator.
6.3 Project Coordinator
This position shall be identified by VP, Project Execution. The Project Coordinator shall
be responsible for arranging workshops associated with the HSEIA update, and reviewing
the technical deliverables produced by the FEED CONTRACTOR. This shall include the
following:
• Review of the draft and subsequent revision of reports to ensure technical accuracy;
• Review of the recommendations to confirm the actions;
The Project Coordinator shall also facilitate the transfer of all files and supporting
documents from the FEED CONTRACTOR to COMPANY Corporate HSE at the end of the
study for future reference and audit.

6.4 FEED Contractor
The selected FEED CONTRACTOR shall demonstrate how the facilities are being
designed to ensure HSE integrity and identified risks are managed to ALARP. In addition,
the selected FEED CONTRACTOR is required to appoint the following personnel as a
minimum who shall be made available to the COMPANY to complete the Scope of Work:
• A Focal Point / Project Manager shall liaise with the COMPANY Project Coordinator
and ensure timely delivery of the contracted services;
• Chairperson(s) and scribe(s) to conduct the various workshops associated with the
HSEIA update. The CVs of the chairperson(s) and scribe(s) shall be approved by the
COMPANY;
• A team of Subject Matter Experts (SMEs) who:
o Have at least 5 years of experience in HSE;
o Have been involved in the development of at least five (5) HSEIAs in the past
three (3) years.
All the above criteria and qualifications shall be met against the HSEIA and HSE mandates
required in ADNOC HSE Standards as a minimum standard for each of HSE studies. The
responsibilities of the above positions are listed in the following sub-sections
6.4.1 Focal Point / Project Manager (FEED CONTRACTOR)
The focal point / project manager shall have minimum 10 years’ experience in similar
projects and shall be responsible for:
• Discussing and agreeing on the detailed work plan with COMPANY;
• Arranging visits for the chairperson(s), scribe(s) & team members to COMPANY
facilities for all activities related to workshops, meetings and other project related
work. This shall include arranging transport and security passes for them, their
equipment and materials (if any). COMPANY will provide accommodation during site
visits (if required).
• Ensuring that the services are carried out in compliance with the latest ADNOC
Codes of Practice / Technical Guidance Notes & COMPANY Standards;
• Ensuring transparent, comprehensive and structured production of reports and
deliverables in formats specified and agreed by COMPANY without compromising
on quality;
• Liaising with COMPANY Project Co-ordinator to obtain necessary documents and
drawings for the scope;

• Producing and presenting all final (approved) documentation including the software
native files and calculation sheets in both hard copy and electronic format;
• Ensuring all FEED CONTRACTOR / sub-contracted personnel strictly adhere to site
rules, regulations and HSE Procedures.
6.4.2 Independent Third Party /Chairperson(s)
The Independent third party and Chairperson(s) shall have a minimum experience of five
(5) years in facilitating such studies and be subject to COMPANY approval. To recognise
the HSE issues as they are raised, the Chairperson(s) must have wide-ranging technical
expertise applicable to the type of development under review.
The Chairperson(s) shall be responsible for:
• Leading the workshops in accordance with latest COMPANY standards and ADNOC
Recommended Practice;
• Prompting the brainstorming effort;
• Identifying key issues as they are raised by the team and guiding the team to their
decisions based on his/her experience;
• Instructing the scribe on the information that should be recorded in the relevant
workshop record;
• Ensuring that specific engineers have been designated to implement the review
actions; and
• Reviewing the report prior to issue and signing off once satisfied that it is an
accurate representation of the workshop proceedings.
7.0 SCOPE OF WORK
The Scope of Work sets the minimum requirements for Shah Gas 1.85 BSCFD Expansion
HSEIA and HSE studies for the FEED phase. The study shall be in accordance with the
latest versions of ADNOC HSE Standards, ADNOC Group Projects & Engineering
Specifications, ADNOC HSE Guidelines and COMPANY Reports
It should be noted that the Consultant is mandated to follow the latest updates of above
mentioned documentation. FEED CONTRACTOR shall discuss with COMPANY Corporate
HSE on which Standards, Specifications & Guidelines are to be complied with during this
project.
Table below shows the key activity and deliverables.
Table Error! No text of specified style in document.1 Approach & Key Deliverables

Activity Description Deliverable Timing
Kick-off A Kick Off Meeting (KOM) will Kick-off Meeting Within one (1) week from
Meeting at be arranged at Company Presentation the award of the
HQ headquarters in Abu Dhabi. showing: contract
The FEED Contractor shall
▪ Preliminary
submit a list of data /
Project schedule;
information required from the
Company to the Project ▪ Team
Coordinator at least three (3) composition; and
working days prior to this ▪ Overview of
meeting. methodology
▪ List of data /
information
required from
Company
Data Collect available data and None Within one week from
Collection review all existing Company KOM
& Review documentation, e.g. Existing
Operations HSEIA, HSEIA
Dossier, etc.
7.1 1.85 FEED HSEIA Optimum Expansion
7.1.1 HSEIA Screening Report for FEED stage
FEED CONTRACTOR shall refer to the FEED HSEIA Screening report developed by
Company during the Concept stage in Appendix A. FEED CONTRACTOR must ensure all
requirements and HSE studies stated in the FEED HSEIA Screening Report are covered
in the FEED HSEIA and related HSE studies.
7.1.2 FEED HSEIA Report
The FEED HSEIA shall be prepared by FEED CONTRACTOR and it should have the
following minimum content described below in alignment with ADNOC HSEIA Standard (
HSE- RM-ST02) with any additional HSE studies described in the FEED HSEIA Screening
Report. The meothodolgy for each of the HSE studies are detailed in their respective
ADNOC HSE standard.:
I. Statement of fitness

Statement of fitness shall be prepared by FEED CONTRACTOR and submitted to

Company to provide the required signatures and to be part of the HSEIA report after
reviewing the full draft of the HSEIA report.
II. Executive Summary
Executive Summary shall be prepared to summarize the FEED HSEIA Report.

III. Compliance Checklist
The checklist shall be prepared upon finalizing the FEED HSEIA Report based on ANDOC
HSEIA.
IV. Part 1- Introduction
This section shall include a brief introduction followed by:

o Objectives of conducting an HSEIA;
o FEED HSEIA objectives;
o Structure of the FEED HSEIA;
o HSEIA methodology;
o HSEIA Scope.
V. Part 2- Project Background
This section shall provide an overview information of the facility and the 1.85 BSCFD
Expansion Project as per the following and in accordance with ADNOC COMAH Standard:
o Project background;
o Description of existing facilities;
o Project background including design life, battery limit conditions, etc.
VI. Part 3 – Hazard Identification
This section should include the following:

o HAZID/ENVID/OHID Review
o Identification of hazards from the HAZOP report,
o Identification & Classification of the hazards into:
a. Major Accident Hazards ( MAH) & Non- Major Accident Hazards (Non-
MAHs)

b. Significant Environmental Impacts & Non- Significant Environmental

Impacts
c. High Occupational Health Risk & Non-High Occupational Health Risk
VII. Part 4- HSE Management System (HSEMS)
o Demonstration how the identified hazards, as listed below, are managed by

ADNOC HSEMS:
a. Non MAH Process Safety Hazards;
b. Non-significant Environmental Impacts;
c. Non-high Occupational Health Risks; and
d. All occupational safety hazards.
o This is achieved by mapping above identified hazards/impacts against existing

HSE Management system (with specific reference to each section/expectation),
procedures and other control measures.
o Note: Based on nature of hazard if any specific procedures or guidelines are

needed which is not covered under HSEMS and HSE Procedures,
recommendation to be raised accordingly.
VIII. Part 5 – Environmental Impact Assessment (EIA)
o Environmental Base Line Studies
In general, baseline studies are not required for brownfield and modification projects if
existing baseline data is available, relevant and fit for purpose. For the green field
projects, the GCs should explore the availability of the existing baseline studies and make
use of the same based on the validity. Where, such studies are not available, baseline
studies shall be carried out based on the relevant project sensitivities.
In all the above cases, the requirement of baseline studies shall be determined by GCs
through HSEIA screening study and ENVID workshop. Consideration shall be based on
the validity, availability and project related impacts while determining the need for the
baseline studies. GCs are advised to consult ADNOC or other GCs for availability of
previous baseline studies for green field projects.
The Environmental baseline study shall establish a social baseline and shall include the
identification of any social impacts as applicable.
o Environmental Impact Assessment (EIA)

HSEIA Screening study and outcomes of the ENVID shall determine the requirement of
full-fledged EIA study and the requirement of Social Impact Assessment. For brownfield
and modification projects, the GCs may consider project specific EIAs and should
subsequently update the existing operations EIA studies for the entire operating facility
after the brownfield/modification is commissioned.
The FEED stage EIA shall cover all phases of project lifecycle (including construction and
operation phases). Detailed EIA requirements are presented in ADNOC EIA Standard.
o Social Risk Management (SRM):
Activities and deliverables in FEED stage shall be aligned with EIA; consider combining
social risk management activities with EIA activities where ever applicable.
Detailed SRM requirements and deliverables required at this stage are illustrated in
ADNOC SRM Standard.
IX. Part 6 – Control of Major Accident Hazards (COMAH)
COMAH report shall demonstrate Major Accident Hazards are managed to ALARP and
facilities are designed for HSE & Integrity. Some of the key activities as part of COMAH
are listed below. Detailed requirements are illustrated in ADNOC COMAH Standard and
shall be adhered to :
o List of all MAHs;
o Bow-tie analysis;
FEED CONTRACTOR shall prepare the Bow-tie for all MAHs using the latest version of
BowTieXP™ to demonstrate that sufficient control, mitigation and recovery measures are
in place for all identified foreseeable and credible Major Accident Hazards and effects
such that risks to Health & Safety, Environment, Reputation and Financial impacts are
either broadly acceptable or As Low As Reasonably Practicable (ALARP).
FEED CONTRACTOR to draft Bow-Ties for any comments from COMPANY at least one
week prior to conducing the workshop. The approved Bow-Ties shall be included in the
FEED HSEIA.
o HSE Critical & Equipment System (HSECES) identification & system level;
o Consequence analysis;
Consequence Analysis shall consider potential effects from existing plant. H 2S, SO2 and
CO2 dispersion shall be conducted and evaluated based on international standards / best
practices. This approach shall be listed in the Assumptions Register, which shall be
approved by COMPANY prior to commencement of the QRA.

o QRA demonstration, H2S Zoning & ALARP Report;
A summarized version of QRA demonstration and ALARP shall be provided in this section
along with the full report in the HSEIA appendices.
o Buildings Fire and Safety Review: demonstration that the fire & safety features
designed for the buildings (buildings such as process, non-process,
accommodation, workshop hospitals / clinics, recreation centres, etc.) are in
compliance with ADNOC Group Projects & Engineering Standard and applicable
International Standards (e.g. NFPA) and local regulations. (e.g. UAE Fire and Life
Safety Code).
o Summary report of all HSE studies including conclusions and recommendations;
All project HSE studies (FERA, EERA, etc) shall be summarized including conclusion and
recommendations of control and mitigation of identified MAH.
X. Part 7- Project Deviation - Risk Escalation & Verification
Technical Deviation Register documenting all approved design deviations, MOC &
technical queries and assure that proper risk assessment has been carried out for all the
deviations/TQs prior to approval. These deviations, TQ, etc. shall be approved by
respective SME and Technical Authority.
XI. Part 8 - Significant Observations, Conclusions and Recommendations
XII. Part 9 - HSE Actions tracking
HSE actions tracking shall be developed for the close out status for all actions during the
conceptual and FEED stage. In addition, FEED CONTRACTOR shall ensure PHSER is
maintained in the action tracking.
XIII. Part 10 - HSEIA Screening Report for EPC
Detailed Engineering HSEIA Screening Report shall be developed and prepared for the
next stage.
XIV. Part 11 - References
XV. Part 12- Appendices shall include the full COMPANY approved individual HSE Reports
7.2 HSE Studies
FEED HSEIA sets the minimum requirement of HSE studies to be conducted during FEED
available in Appendix A and stated as actions from the previous phase. As stated earlier,
FEED CONTRACTOR shall discuss with COMPANY Corporate HSE on which Standards &
Recommended Practice that are to be complied with during this project.

The following sections identify the HSE studies to be conducted by either FEED
CONTRACTOR, independent third party and Company.
7.2.1 FEED Contractor Scope:
FEED CONTRACTOR shall adhere to all applicable requirements listed in the ADNOC
Guidelines for HSE, Welfare and Medical Minimum Requirements in Contracts
[AHQ/HSE/HPG/GID/006/R01/20].
In addition, the following deliverables are expected as part of the FEED HSE Scope:
o HSE Plan
o HSE Philosophy
o Fire Protection Philosophy
o Fire and Gas Detection Philosophy
o Action Tracking Procedure
o Action Tracking Register
o Action Tracking Status Report
o Emergency Systems Survivability Analysis
o Human Factors engineering / assessment
o Update the existing facilities Escape Evacuation & Rescue Assessment
o Best Available Technique
o Air Emission Dispersion
o Noise Study (Environment)
o Vent and Flare Dispersion Study
o Environmental baseline study
o Noise Study & Contours (OH)
o Ergonomic Study
o Building Risk Assessment
o Fire and Explosion Risk Assessment
o Emergency Response Plan
o Toxic Gas Refuge design / Impairment Assessment
o Shelter in Place Assessment

o Industrial Hygiene Monitoring Study & Plan

o Passive & active Fire Protection design & layouts
o F&G Mapping Study
o Energy review
o Pollution Prevention and Control (PPC) report
o GHG assessment report
o Social screening workshop in SRM section
o Flaring (routine and non routine) reduction study as applicable
o Biodiversity assessment/ecological study as applicable
o Ventilation Study ( If required)
o Social Impact Assessment report including social base line assessment, External
Stakeholder Engagement Plan
7.2.2 Independent Third Party Scope through FEED Contractor
o FEED HSEIA report

o HAZID/ENVID/OHRA workshop and report
o Bow Tie Workshop scope of work
o ALARP Demonstration workshop and report
o Air Emission Dispersion Report
o COMAH Report
o H2S Zoning Report
o SO2 & CO2 dispersion analysis as applicable
o Quantitative risk assessment
o Hazard and Effects Register
o Bow Tie workshop & HSECES identification
o HSECES (Safety Critical Systems) Register
o HAZOP and SIL/LOPA studies and report
o Inherent Safe Design Workshop and report
o Dropped Object Study

o Computational Fluid Dynamics (CFD) Dispersion and Explosion

o Emergency Escape Rescue Assessment
o SIMOPS Workshop and report
o HSEIA Screening report for next phase
o FEED PHSER ( Independent Chairperson that didn’t work in this project)
All proposed chairmen CVs for all workshops shall be approved by COMPANY, at least 2
weeks prior to conducting the workshop.
7.2.3 COMPANY’s Scope
o Participate in all HSE workshops

o Review HSE related documentation
o Review and approve proposed Chairman at least 2 weeks in advance of the
workshop
8.0 Workshops
All workshops such as HAZID/ENVID/OHID, HAZOP, Bowtie and ALARP, etc shall be
conducted by Independent third party through CONSULTANT with representatives from
COMPANY.
9.0 Deliverables
FEED CONTRACTOR shall submit all deliverables as standalone reports as stated under
section 7.2 along with the following:
o Terms of Reference (ToR):
▪ HAZID/ENVID/OHID Workshop
▪ HAZOP/ SIL workshop
▪ ALARP
▪ Bowtie
▪ EERA
▪ FERA
▪ ESSA
o Assumptions Register:
▪ QRA
▪ FERA/EERA/ESSA

FEED CONTRACTOR shall submit a draft of all deliverables allowing at least 2 weeks for
COMPANY review before submitting the final deliverables.
10.0 SCHEDULE
. FEED Contractor shall develop the detailed project schedule, incorporating all HSE
studies and workshops required as per the scope of work defined in the document and in
line with the overall FEED Schedule
10.1 Progress Review Meetings
Following requirements shall apply:

• The FEED CONTRACTOR focal point / project manager shall submit a bi-weekly
progress report to the COMPANY Project Coordinator reporting the progress on the
deliverables listed in Section 7.2 and highlighting any concerns or issues that could
impact the schedule;
• The FEED CONTRACTOR focal point / project manager shall submit Minutes of
Meetings (MoM) for all the meetings.
11.0 ADMINISTRATION
11.1 Competencies
FEED CONTRACTOR shall provide full curriculum vitae (CVs) of the independent
chairperson(s), scribes and members of the project team proposed to carry out the study.
The competency of each shall be in line with the requirements presented in this document
as a minimum requirement and shall be approved by the COMPANY prior to the work
commencing. The person or persons that the CVs are submitted for shall be made
available to the COMPANY to complete the Scope of Services for the duration of the
contract.
It is the FEED CONTRACTOR’s responsibility to ensure competency of all personnel
engaged in services to the COMPANY. Any subcontracting by the FEED CONTRACTOR
shall be notified to the COMPANY in the proposal (name and details of the Contractor /
Supplier) and must be approved by the COMPANY before commencement of service. Any
breach or changes to SMEs or failure to notify COMPANY’s representatives might face
legal or payment reletaed issues.
11.2 Security Passes
The FEED CONTRACTOR shall arrange for provision of CICPA passes for the any
members of the project team who are required to access the ADNOC Sour Gas assets in
Shah. These shall be expedited promptly upon contract award, and must be maintained
throughout the remainder of the project.
12.0 Appendices

12.1 Appendix A: FEED HSEIA Screening Report
SEPF-1850-61-REP-0
112_Rev.T1.pdf

Agreement No.
Document No. SEPF-1850-61-REP-0112 Rev. T1
4700016644
HSEIA SCREENING REPORT – CONCEPT DESIGN
Contract Description ENGG.CONTRACTOR Document No.
Pre-FEED Services for Shah Gas Expansion Rev. T1 Doc. Class: 2
1.85 BSCFD and CO2/H2 Recovery Project 413050-00243-SR-REP-0013
ADNOC Sour Gas Projects
SHAH GAS DEVELOPMENT (SGD) PROJECT
PRE-FEED SERVICES FOR SHAH GAS 1.85 BSCFD

EXPANSION & CO2/H2 RECOVERY PROJECT
DOCUMENT No. SEPF-1850-61-REP-0112
Rev. Date Status Status Description Prepared Checked Approved
T1 22 August 2023 ITT Issued for Tender RAMR TAMN SINS
B1 20 July 2023 ICR Issued for Company Review RAMR TAMN SINS
THIS DOCUMENT IS THE PROPERTY OF ADNOC SOUR GAS AND CONTAINS INFORMATION WHICH IS PROPRIETARY. THIS INFORMATION TO BE HELD
IN CONFIDENCE. NO DISCLOSURE OR OTHER USE OF THIS DOCUMENT IS TO BE MADE WITHOUT THE PRIOR WRITTEN CONSENT OF ADNOC SOUR
GAS.
1/11 Uncontrolled When Printed SEPF-1850-61-REP-0112_Rev. T1

Agreement No.
4700016644
Contract Description ENGG. CONTRACTOR Document No.
Pre-FEED Services for Shah Gas Expansion Rev. T1 Doc Class: 2
Date Section
Rev. No. Status Description
Revised Revised
B1 20 July 2023 NA Issued for Company Review
T1 22 August 2023 Various Issued for Tender

Agreement No.
4700016644
TABLE OF CONTENTS
1. INTRODUCTION................................................................................................................... 4
1.1 Objectives................................................................................................................................................4
2. ABBREVIATIONS AND DEFINITIONS................................................................................. 5

2.1 Abbreviations ..........................................................................................................................................5
2.2 Definitions................................................................................................................................................6
3. PURPOSE ............................................................................................................................ 7
4. CODES, SPECIFICATIONS AND STANDARDS .................................................................. 7
4.1 Order of Precedence ...............................................................................................................................7
4.2 ADNOC Standards ..................................................................................................................................8
4.3 PROJECT Documents ............................................................................................................................8
5. PROJECT BOUNDARY AND SCOPE .................................................................................. 8

6. HAZID, ENVID & OHID PROCEEDINGS ............................................................................ 10
6.1 Hazard Identification Study (HAZID) .....................................................................................................10
6.2 Environment Impact Identification Study (ENVID) ................................................................................14
6.3 Occupational Hazard Identification (OHID) Study.................................................................................15
7. SOCIAL IMPACT ASSESSMENT (SIA) SCREENING ....................................................... 16

8. HSEIA SCREENING CHECKLIST ...................................................................................... 16
8.1 Environmental Screening and Social Risk Screening ...........................................................................16
8.2 Control of Major Accident Hazards (COMAH) ......................................................................................21
8.3 Occupational Hazards Screening .........................................................................................................23
8.4 List of HSE Studies required to be conducted in the next phase of the project (FEED Stage) ............24
9. CONCLUSION AND RECOMMENDATIONS...................................................................... 25

9.1 Conclusion.............................................................................................................................................25
9.2 Recommendations ................................................................................................................................25

Agreement No.
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1. INTRODUCTION
The Abu Dhabi Gas Development Company Ltd (ADNOC Sour Gas, a joint venture between
ADNOC and OXY, hereafter referred to as COMPANY) owns and operates the Shah Gas
Processing Plant (SGP) which receives and processes sour fluids from the nearby Shah
Arab Sour Gas Field. The facilities were engineered and built through the Shah Gas
Development (SGD) Program.
The SGP facilities consist of onshore wells, gathering and transfer pipelines, processing
plant, product pipelines and a remotely located Sulphur granulation and rail loading station
to which receives utilities from the main plant. The SGP facilities are located 180 km
southwest of Abu Dhabi city. Large sand dunes dominate the topography of the Shah area
with elevation differences exceeding 100 m.
The SGP facilities were designed to process approximately 1,000 MMSCFD of sour gas at
the inlet to the absorbers containing approximately 23.5% (vol.) hydrogen sulphide and 10%
(vol.) carbon dioxide. The SGD facilities were originally designed to provide approximately
500 MMSCFD of clean natural gas to the Abu Dhabi domestic market while supplying 4,400
TPD of natural gas liquids, 33,000 BPD of condensate and 9,200 TPD of elemental sulphur
for industrial and agricultural uses.
Facility is currently operating at 1.32 BSCFD (132% of its original design capacity) based
on various debottlenecking / expansion done in past.
Based on the concept study by M/s. Advisian in 2019 for optimum expansion considering
1.45 BSCFD, 1.85 BSCFD and 2.1 BSCFD, COMPANY is currently executing the Optimum
Shah Gas Expansion (OSGE) Project to raise the capacity to 1.45 BSCFD (145% of its
original design capacity).
In December 2021, COMPANY undertook a feasibility study to investigate the possibility of
CO2 and H2 Recovery via 100% O2 enrichment of the SRU at 145% ASG capacity. Building
on the outcome of M/s. Advisian and M/s. Comprimo studies, COMPANY has appointed
Worley, hereafter referred to as ENGINEERING CONTRACTOR for concept selection and
concept design engineering work for different scenarios for 1.85/2.1 BSCFD expansion.
ENGINEERING CONTRACTOR shall execute this SCOPE OF WORK in conjunction to the
requirements set out in the FRAMEWORK AGREEMENT/SEPF WORK ORDER Scope of
Services.
1.1 Objectives
• Pre-FEED (Concept Selection and Design) study for 1.85/2.1 BSCFD expansion
scenarios.
• Evaluate various scenario’s across SRU for partial/100% Oxygen enrichment.

Agreement No.
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• CO2/H2 Recovery from TGTU Off-gas.

• Evaluate Ammonia production using inhouse H2 and N2.
• Produce +40% Cost Estimate and Economics for Concept Select Phase.
• Produce +30% Cost Estimate and Economics for Concept Design Phase
2. ABBREVIATIONS AND DEFINITIONS
2.1 Abbreviations
ADM Air Dispersion Modeling

ASG ADNOC Sour Gas
AGES ADNOC General Engineering Standards
AGRU Acid Gas Removal Unit
ALARP As Low As Reasonably Practicable
BAT Best Available Technique
BFD Block Flow Diagram
BPD Barrels Per Day
BRA Building Risk Assessment
BSCFD Billion Standard Cubic Feet per Day
CCU Catalytic Cracking Unit
CFD Computational Fluid Dynamics
CO2 Carbon Dioxide
COMAH Control of Major Accidental Hazards
EBS Environment Base line Study
EERA Escape Evacuation & Rescue Assessment
ENVID Environmental Impacts Identification
EIA Environmental Impacts Assessment
ESSA Emergency Systems Survivability Analysis
FEED Front End Engineering and Design
FERA Fire and Explosion Risk Assessment
F&G Fire & Gas
GHG Green House Gases
HAZID Hazard Identification
HAVC Heating, ventilation, and air conditioning
HSE Health Safety and Environment
HSEIA Health Safety and Environment Impact Assessment
HSECES Health, Safety and Environment Critical Systems
HSEMS HSE Management System
H2 Hydrogen
ISD Inherently Safer Design
MMSCFD Million Standard Cubic Feet per Day

Agreement No.
4700016644
MS Microsoft
MOPO Matrix of Permitted Operations
NGL Natural Gas Liquid
O2 Oxygen
OHID Occupational Health Identification
OHRA Occupational Health Risk Assessment
OSGE Optimum Shah Gas Expansion
SEPF Shah Gas Expansion Pre-FEED
SGD Shah Gas development
SGP Shah Gas Processing Plant
SIL Safety Integrity Level
SRU Sulphur Recovery Unit
SO2 Sulphur Dioxide
TGR Toxic Gas Refuge
TGTU Tail Gas Treating Unit
TPD Tonnes Per Day
UAE United Arab Emirates
WMP Waste Management Plan
2.2 Definitions
PROJECT Pre-FEED Services for Shah Gas 1.85 BSCFD Expansion and
CO2/H2 Recovery Project.
COMPANY Abu Dhabi Gas Development Company Limited (ADNOC Sour
Gas).
ENGINEERING Worley Engineering Pty Ltd., (ENGINEERING CONTRACTOR).

CONTRACTOR Any and all persons, firms, companies (including LICENSOR), or
partnerships (including their SUBCONTRACTORS, VENDORs)
subcontracted by ENGINEERING CONTRACTOR to carry out
Pre-FEED SERVICES related to the PROJECT(s)
LICENSOR(S) Any and all persons, firms, partnerships, companies or a
combination thereof directly or indirectly granting COMPANY any
right or License to use INTELLECTUAL PROPERTY for the
design, engineering, construction, operation and/or maintenance
of INSTALLATION or SYSTEMS.
LICENSED PROCESS The proprietary process being licensed by the LICENSOR to the
COMPANY or one of its AFFILIATES for the PROJECT, which
may be granted pursuant to a LICENSE AGREEMENT.
SPECIFICATION(S)
The specifications, drawings and procedures referenced in the
WORK ORDER or AGREEMENT or implied therein, and any

Agreement No.
4700016644
modifications or additions thereto as may from time to time are

approved in writing by COMPANY for the PROJECT(s).
SUBCONTRACTOR(S) Any persons, firms, companies or partnerships (not being an
employee of ENGINEERING CONTRACTOR) to whom
execution of any part of the SERVICES is subcontracted by the
ENGINEERING CONTRACTOR for the performance of
SERVICES.
VENDOR(S) Any and all suppliers of materials and equipment including
existing suppliers of materials and equipment in connection with
the PROJECT.
3. PURPOSE
The objective of HSEIA Screening Study is to determine the required content of the HSEIA
report and any HSE studies to be carried out as part of the HSEIA during FEED Stage of
Shah Gas Expansion 1.85 BSCFD and CO2/H2 Recovery Project.
4. CODES, SPECIFICATIONS AND STANDARDS
4.1 Order of Precedence
The order of precedence for use of Codes, Standards, Specifications and Regulatory
requirements for this PROJECT is as follows:
• UAE Laws and Regulations
• ADNOC HSE Standards (these standards supersede the old ADNOC HSE Code of
Practice)
• PROJECT Documents
• ADNOC General Engineering Standards (AGES)
• LICENSOR Standards
• International Codes and Standards
In the event of an inconsistency, conflict or discrepancy between any of the standards,
specifications and regulatory requirements, the most stringent and safest requirement
applicable to the PROJECT will prevail. Any inconsistencies critical to the design shall be
brought to the attention of the ENGINEERING CONTRACTOR Study Manager/COMPANY
for resolution.

Agreement No.
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4.2 ADNOC Standards
Document Number Document Title

HSE-RM-ST02 HSEIA Standard
HSE-RM-ST03 HAZID/ENVID/OHID
HSE-RM-ST06 Control of Major Accident Hazard (COMAH)
HSE-RM-ST13 Inherently Safer Design (ISD)
HSE-OH-ST03 Occupational Health Risk Management (OHRM)
4.3 PROJECT Documents
Document Number Document Title

SEPF-1850-61-REP-0101 HAZID, ENVID & OHID Report – Concept Design
SEPF-1850-61-REP-0103 ISD Report – Concept Design
SEPF-1850-61-REP-0107 A combined SIA Screening and ESEP Report –
Concept Design
5. PROJECT BOUNDARY AND SCOPE
The Concept Design part of the PROJECT scope includes all processing facilities & utilities
within ADNOC Sour Gas Plant as summarized in the below overall BFD.
Figure 5.1 Study Boundaries

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The following Product Interfaces are envisaged.

Table 5.1 Product Interfaces
Product Existing Configuration Project Battery Limit
Existing Tie-in on 42”

Sales Gas 36” diameter and 128 km long buried pipeline from ASG to
Sales gas header at Th-C
Pipeline Habshan; Tie-in on the 42” Sales gas header at Th-C manifold.
manifold.
16” diameter and 66 km long buried pipeline from ASG to the tie- Existing Tie-in on 24”
NGL Pipeline
in point on the new 24” ASAB-BAB NGL Pipeline. ASAB-BAB NGL Pipeline.
Existing Tie-in on the

Condensate 16” diameter and 66 km long buried pipeline from ASG to a tie-in
Asab-Habshan existing
Pipeline point on the Asab-Habshan existing 18’’ condensate pipeline.
18’’ condensate pipeline.
Solid Sulphur delivery (via
Sulphur Rail Sulphur Rail Car Loading transferring Sulphur granules from ASG rail cars) is limited to the
Car Loading Granulation plant to Ruwais Terminal. battery limit of ASG at
Shah Field.
Concept Design for the following selected cases to be developed. All of these 7 cases are
defined based on SRUs and CO2/H2 configurations and technologies. Refer to Concept
Basis of Design (Doc. No. SEPF-1850-93-BOD-0101) for more details of Project Boundary
and scope.
Table 5.2 Concept Design Cases
CO2 Ne SRU
Cap., O2 Design
Case Scenar H2 Technol w Spare Rem
No. BSCF Enrichme Margin
Name io Recovery ogy/Rec SR N+1 arks
D nt (1)
overy U Train
None. Air
Alternate Yes Only (3540
1 DNC-1 1.8X No Yes No None
#A.1 (Solvent) TPD x 5
SRUs)
100%. (3540
Alternate Yes (internal
2 DNC-2 1.8X Cold Flash Yes No TPD x 5 None
#A.2 demand)
SRUs)
3 DNC-3 1.85 Cold Flash Yes No 100% None
#2A.1 demand)
4 DNC-4 1.85 Cold Flash No No 100% None
#2B.1 demand)
Yes (internal
5 DNC-5 2.X ASR Cold Flash Yes No 100% None
demand)
1.45 Yes (internal
6 Case 4 1.45 Cold Flash No No 100% None
Base demand)
Only
Yes
7 Case 6 1.85 Ammonia Cold Flash Yes No 100% None Select
(maximized)
Scope

Agreement No.
4700016644
6. HAZID, ENVID & OHID PROCEEDINGS
6.1 Hazard Identification Study (HAZID)
HAZID workshop was conducted on 21st June 2023 in MS Teams environment and face to
face meetings in ENGINEERING CONTRACTOR office in Abu Dhabi, UAE. HAZID
workshop was facilitated by Mr. T. Nagabhushanam from ADVISIAN (Worley Group). HAZID
workshop was attended by multidiscipline participant from COMPANY and ENGINEERING
CONTRACTOR organization.
The methodology used for the HAZID was in line with ADNOC HAZID, ENVID & OHID
Standard (HSE-RM-ST03) and all potential Hazards were identified using the guidewords
to prompt the identification process. The causes, consequences and safeguards have been
assessed in detail and documented in the HAZID, ENVID & OHID Report for Concept
Design (Doc. No. SEPF-1850-61-REP-0101). A screening exercise has been undertaken
through HAZID workshop in order to identify the key safety hazards due to the
implementation of the project. Table 6.1 below summarize the identified hazard based on
the mitigated and unmitigated risks.
Table 6.1 Summary of HAZID
Node Unmitigated Mitigated
Description Risk Category
No. Risk Risk
1 Capacity 1.85 BSCFD (No Low 1 3
Ammonia) Medium 14 13
Medium-High 2 14
High 14 -
2 Assess Study - Ammonia Low - -
Medium - -
Medium-High - -
High - -
Table 6-2 presents the recommendations raised from the HAZID workshop
Table 6-2 HAZID Recommendations
No. Recommendations Place(s) Used Responsibility
1 Ensure CO2 vent stack design covers release Consequences: ENGINEERING
capacity without any ground impact for the 1.14.3.1 CONTRACTOR
selected option (during Concept Design)
2 Check the adequacy of existing Toxic Gas Consequences: ENGINEERING
Refuge (TGR) and establish the requirement 1.20.1.1 CONTRACTOR
of additional TGR based on selected
option(s) during Concept Design Stage
3 Update existing Red Zone area through Consequences: ENGINEERING
Coarse QRA 1.1.6.1 CONTRACTOR

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4 Provide CO2 Detector around the equipment Consequences: ENGINEERING
from which CO2 leaks / releases are possible 1.5.3.1, 1.14.3.1 CONTRACTOR
5 Include in FEED SoW the requirement of Consequences: ENGINEERING
Flare Radiation & Dispersion Study 1.14.5.1 CONTRACTOR
6 Include in the Study Report the requirement Consequences: ENGINEERING
of Hydrogen Gas Detection, Hazardous Area 2.3.3.1 CONTRACTOR
Classification & H2 hazards review as part of
EERA in next phase of the project
7 Include in the Study Report the requirement Consequences: ENGINEERING
of assessment of mutual risks from project 2.33.2.1 CONTRACTOR
facilities to existing / other facilities and vice
versa in next phase of the project
8 Review hazards associated with Ammonia Consequences: ENGINEERING
handling / export 2.33.4.1 CONTRACTOR
As per ADNOC Control of Major Accident Hazards (COMAH) Standard (HSE-RM-ST06),

Major Accident Hazards (MAHs) means an ‘Occurrence’ such as emission, fire or explosion
resulting from uncontrolled developments in the course of operation leading to major,
catastrophic or disastrous consequences irrespective of their likelihood and serious
consequences assigned with risk rank 3F and above which will affecting people, assets, the
environment and/or company reputation. The definition of Major accident specifically relates
to Process Safety and excludes Occupational safety accidents which have bounded, albeit
possibly severe or catastrophic consequences. Table below presents the applicable MAH
identified for the PROJECT scope.

Agreement No.
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Pre-FEED Services for Shah Gas Expansion 1.85 BSCFD and Rev. T1 Doc. Class: 2
CO2/H2 Recovery Project 413050-00243-SR-REP-0013
Table 6.3 Summary of Major Accident Hazards (MAH)

Top Event Threat / Cause Consequences Unmitigated
No. Potential Hazards
Risks
1 LPG (e.g. propane) Loss of Refrigeration for lean solvent coolers, equipment in NGL Injuries to personnel/fatalities, 5C
containment unit - leaks, inadvertent operations, equipment malfunction fire/explosion, equipment damage,
environmental damage, production loss
2 Condensate, NGL Loss of Equipment in condensate stabilization unit, NGL unit, Injuries to personnel/fatalities, 5C
containment Hydrotreater - leaks, inadvertent operations, equipment fire/explosion, equipment damage,
malfunction environmental damage, production loss
3 Hydrocarbon gas Loss of Equipment in condensate stabilization unit, NGL unit, Injuries to personnel/fatalities, 5C
containment Hydrotreater, Compressors, AGRU - leaks, inadvertent fire/explosion, equipment damage,
operations, equipment malfunction environmental damage, production loss
4 Hydrogen Loss of Equipment in TGTU and CCU leaks, inadvertent Injuries to personnel/fatalities, 5C
containment operations equipment malfunction fire/explosion, equipment damage,
5 Non-hydrocarbon High pressure CO2 gas in various equipment / piping in CCU, AGRU - Injuries to personnel/fatalities due to 5C
gas under pressure gas release leaks, inadvertent operations, equipment malfunction asphyxiation, environmental damage,
in pipework production loss
6 Air under high High pressure High pressure air feed to ASU Injuries to personnel/fatalities, production 4C
pressure air release loss
7 Oil & hydrocarbon Loss of Fuel gas for furnaces - leaks, inadvertent operations, Injuries to personnel/fatalities, 5C
gas under pressure containment equipment malfunction fire/explosion, equipment damage,

Agreement No.
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Pre-FEED Services for Shah Gas Expansion 1.85 BSCFD and Rev. T1 Doc Class: 2
CO2/H2 Recovery Project 413050-00243-SR-REP-0013
Top Event Threat / Cause Consequences Unmitigated

No. Potential Hazards
Risks
8 Tectonic Damage to Earthquake / Seismic activity Potential for equipment failure, loss of 5C
facility containment, injury/fatalities,
environmental damage
9 Temperatures Release of hot Rich / Lean Solvent equipment / piping, Liquid sulphur Injuries to personnel/fatalities due to 5C
between 100 °C & fluids handling equipment/piping - leaks, inadvertent operations, release of H2S / CO2, environmental
150 °C equipment malfunction damage
10 Temperatures Release of hot Lean Solvent equipment / piping - leaks, inadvertent Injuries to personnel/fatalities due to 5C
greater than 150 °C fluids operations, equipment malfunction release of H2S / CO2, environmental
damage
11 Vent Asphyxiate CO2 Vent to atmosphere during plant upset / maintenance Injuries to personnel / fatalities 5C
gas release
12 Flare Toxic gas Process flare for process fluids, viz., Hydrocarbon, H2S, Injuries to personnel / fatalities 5C
release CO, CO2 Vent (flameout) during plant upset
13 H2S (hydrogen Loss of Equipment in H2S rich streams services such as AGRU, Potential fire, injuries to personnel / 5C
sulphide, sour gas) Containment TGTU, SRU, etc. fatalities, assets damage
14 SO2 Loss of Equipment in SO2 contained streams in SRU Potential fire, injuries to personnel / 5C
Containment fatalities due to exposure to toxic gases
assets damage
Based on the outcome of HAZID workshops, refer to HAZID, ENVID & OHID Report for Concept Design (Doc. No. SEPF-1850-61-REP-0101), it
is noted that several potential hazards are classified as risk ranking 3F and above, such as Potential hazards from equipment with moving or
rotating parts, etc. However, these hazards are not classified as MAH, since these hazards is not related to the process safety in line with ADNOC
COMAH Standard (HSE-RM-ST06). These hazards shall further managed through HSE Management System (HSEMS) as per ADNOC
standards.

Agreement No.
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6.2 Environment Impact Identification Study (ENVID)
ENVID workshop was conducted on 21st June 2023 in MS Teams environment and face to
face meetings in ENGINEERING CONTRACTOR office in Abu Dhabi, UAE. ENVID
workshop was facilitated by Mr. T. Nagabhushanam from ADVISIAN (Worley Group).
ENVID workshop was attended by multidiscipline participant from COMPANY and
ENGINEERING CONTRACTOR organization.
The methodology used for the ENVID was in line with ADNOC HAZID, ENVID & OHID
Standard (HSE-RM-ST03) and all potential Hazards were identified using the guidewords
Design (Doc. No. SEPF-1850-61-REP-0101). Table 6.4 below summarize the identified
planned and unplanned environmental hazards from ENVID workshop.
Table 6.4 Summary of ENVID
Node Risk Category Planned Unplanned
Description
No. Impact Impact
1 Pre-Feed Services For Shah Gas Low 4 5
1.85 BSCFD Expansion (No Medium 19 5
Ammonia) Medium-High 2 -
High - -
2 Assess Study – Ammonia Low 3 4
Medium 10 -
Medium-High - -
High - -
Table 6-5 presents the recommendations raised from the ENVID workshop
Table 6-5 ENVID Recommendations
1 Review the basis of flare gas recovery project Aspects: 1.1.4.1, COMPANY
with reference to increased production capacity 1.1.4.2, 1.1.4.3,
1.8 BSCFD to reduce overall plant flaring 1.1.4.4
(routine / non-routine)
2 Develop initial GHG assessment report for the Aspects: 1.1.6.2 ENGINEERING
selected option during Concept Design stage CONTRACTOR
3 Review the requirement of ADNOC Group & Aspects: 1.5.4.1, COMPANY
EAD approvals for routing NGL & Sales Gas 1.5.4.2
Pipelines through protected area (in existing
corridor or along existing track(s)) and near to
farm(s)
4 Ensure incinerator stack emissions are within Aspects: 1.1.3.3, ENGINEERING
allowable regulatory limits as SO2 1.1.3.4 CONTRACTOR
concentration would be on higher side in
Oxygen enrich SRU

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5 Perform Sour water Stripper adequacy w.r.t Aspects: 1.2.4.2 ENGINEERING
additional effluent streams including from CCU CONTRACTOR
NOTE: Adequacy w.r.t capability to handle new
effluent stream(s) and additional throughput
6 Consider Environmental aspects such as Aspects: 2.4.1.1 ENGINEERING
Environmental protected areas, Biodiversity, CONTRACTOR /
presence of sensitive receptors, etc., while COMPANY
selecting plot for Ammonia unit
7 Include in Study Report the requirement of Aspects: 2.5.1.1, ENGINEERING
Noise Study in next phase of the project 2.5.1.2 CONTRACTOR
8 Minimize plot extension to optimize Damage Aspects: 1.5.3.1 ENGINEERING
Flora & Fauna, etc. CONTRACTOR
9 Include in FEED SoW the requirement of Aspects: 1.5.3.1 ENGINEERING
Biodiversity aspects in FEED stage EIA for plot CONTRACTOR
extension for new facilities
6.3 Occupational Hazard Identification (OHID) Study
OHID workshop was conducted on 22nd June 2023 in MS Teams environment and face to
face meetings in ENGINEERING CONTRACTOR office in Abu Dhabi, UAE. OHID workshop
was facilitated by Mr. T. Nagabhushanam from ADVISIAN (Worley Group). OHID workshop
was attended by multidiscipline participant from COMPANY and ENGINEERING
CONTRACTOR organization.
The methodology used for the OHID was in line with ADNOC HAZID, ENVID & OHID
Standard (HSE-RM-ST03) and ADNOC Occupational Health Risk Management Standard
(HSE-OH-ST03). All potential Occupational Hazards were identified using the guidewords
Design (Doc. No. SEPF-1850-61-REP-0101). All potential occupational hazards associated
with the implementation of the project were identified using the guidewords.
Table below summarize the identified occupational health hazards identified from OHID
workshop. It is noted that there were no recommendations raised from OHID workshop.
Table 6.6 Summary of OHID
Node Risk Category Risk
Description
No. Profile
1 Pre-Feed Services For Shah Gas 1.85 BSCFD Low -
Expansion & CO2/H2 Recovery Project Medium 1
Medium-High 6
High 2

Agreement No.
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7. SOCIAL IMPACT ASSESSMENT (SIA) SCREENING
Social Impact Assessment (SIA) Screening workshop was conducted on 8th August 2023 in
MS Teams environment and face to face meetings in ENGINEERING CONTRACTOR office
in Abu Dhabi, UAE. SIA Screening workshop was facilitated by Mr. Anwar Fazal from
Bureau Veritas. SIA Screening workshop was attended by multidiscipline participant from
COMPANY and ENGINEERING CONTRACTOR organization.
The methodology used for the SIA Screening was in line with ADNOC Social Risk
Management Standard (HSE-GA-ST10). All potential social impacts from the Project were
identified using the guidewords to prompt the identification process. The potential impact,
mitigations and risk profile have been assessed in detail and documented in the SIA
Screening Report (Doc. No. SEPF-1850-61-REP-0107).
Table 7.1 Summary of SIA Screening
Node Risk Category Unmitigat Mitigated
Description
No. ed Risk Risk
1 Pre-Feed Services For Shah Gas 1.85 Low 13 3
BSCFD Expansion & CO2/H2 Recovery Medium 3 -
Project Medium-High - -
High - -
Based on the outcomes of the SIA Screening, most of the identified unmitigated social risks
were determined as “Low” and overall unmitigated risk assessed as “Low”. The overall
unmitigated impacts of the Project are concluded as “Low” Risk.
8. HSEIA SCREENING CHECKLIST
8.1 Environmental Screening and Social Risk Screening
Sn Description Y N N/A Remarks

1. Is Environmental Baseline Study available? √ Existing Environmental Baseline
If not then jump to Question 4 Study (EBS) is available for Shah
Gas Plant. It shall be ensured
that existing EBS are still valid
during FEED Stage of the
PROJECT and conduct survey if
required.
However, Environmental
Baseline Study (EBS) for the new
intake and product pipelines shall
be conducted during FEED Stage
of PROJECT.
2. If available, when was the baseline study carried √ Environmental Baseline Study
out? (EBS) shall be conducted during
FEED Stage of PROJECT for the
new intake and product pipelines.

Agreement No.
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3. Is there any change in the environmental √ Refer to Remarks #1 and
conditions from the above baseline study? Remarks #2.
If yes, then baseline study needs to be
updated
4. Are there any environmentally sensitive areas or √ Farms areas and highway roads
zones in and around the area which the project is are within the vicinity of new
likely to interact with? pipelines.
Environmental Baseline Study
If yes, then baseline study needs to be (EBS) and Social Baseline Study
developed/updated (SBS) for the new intake &
product pipelines shall be
conducted during FEED Stage of
the PROJECT.
5. Will the project construction, operation or √
decommissioning of the project involve action that
will cause physical changes in the locality
(topography, Land use, changes in water bodies
etc.)
6. Does the activity involve: √ Existing Waste Management

a. Clearance of vegetation or structures? Plan (WMP) for Shah Gas Plant
are still applicable and shall be
b. Facilities for disposal of hazardous wastes? followed. However, existing
If yes, then Waste Management Plan is Waste Management Plan (WMP)
required shall be reviewed and updated
during Construction Stage of the
PROJECT.
7. Does the activity cause loss of native species? √ Refer to Remarks #2.
If yes, then baseline study to include
ecological survey
Will the project use natural resources such as √ Land, water will be used during
8. construction and
land, water, materials or energy, especially any
resources which are non-renewable or in short decommissioning stage.
supply?
If yes, then provide details of use
9. Will the project involve use, storage, transport & √ Potential risks from hazardous
handling of hazardous material or chemicals that materials or chemicals shall be
could harm humans or environment or raise assessed during FEED as part of
concerns about actual or perceived risks to Environmental Impact
Assessment (EIA).
human health?
If yes, provide details.
10. Will the Project produce solid, liquid or gaseous √ Waste produced during
wastes during construction or operation or construction, operation and
decommissioning? decommissioning shall be
assessed during applicable stage
of the PROJECT.
11. If so, did the project have (Hazardous & Non- √ Refer to Remarks #6.
hazardous) Waste Management Plan?
If yes, then existing Waste Management Plan
to be reviewed and updated if necessary.
If not, then Waste Management Plan to be
developed

Agreement No.
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12. Does the operation involve flaring, other √ Air Dispersion Modelling shall be
combustion sources or hazardous pollutant conducted during FEED Stage of
releases to the atmosphere? the PROJECT as part of
Environmental Impact
If yes, then: Assessment (EIA).
• Air dispersion modelling study to be
conducted.
Baseline study to include air monitoring based
on the sensitivities of the receiving
environment.
13. Will the Project cause noise and vibration or √ During normal operation, noise
release of light, heat energy or electromagnetic from compressor, pumps are
radiation? envisaged. Noise study shall be
conducted during FEED Stage of
If yes, then: the PROJECT.
• Baseline study to including relevant
physical agent
Modelling to be conducted for relevant
physical agent.
14. Will the Project lead to risks of contamination of √ Potential risks to environment
land or water from releases of pollutants onto the due to loss of containment shall
ground or into surface waters, groundwater, be included in Environmental
coastal wasters or the sea? Impact Assessment (EIA) during
FEED Stage of the PROJECT.
If yes, then:
• Baseline study to include soil &
groundwater survey (onshore)
• Baseline study to include marine survey
(offshore)
For marine environment, discharge modelling
to be undertake
15. Will there be any risk of accidents during √ All potential accidents or loss of
construction or operation of the Project which containment scenarios will be
could affect human health or the environment? identified and assessed during
construction and operation stage
of the PROJECT.
16. Are there any other factors which should be √ Potential risks to environment
considered such as consequential development due to loss of containment shall
which could lead to environmental or social effects be included in Environmental
or the potential for cumulative impacts with other Impact Assessment (EIA) during
existing or planned activities in the locality?
17. Are there any areas on or around the location √
which are protected under international or national
or local legislation for their ecological, landscape,
cultural or other value, which could be affected by
the project?
18. Are there any other areas on or around the √ Refer to Remarks #2.
location which are important or sensitive for
reasons of their ecology e.g., wetlands,
watercourses or other water bodies, the coastal
zone, mountains, forests or woodlands or used by
protected, important or sensitive species of fauna
or flora e.g., for breeding, nesting, foraging,

Agreement No.
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resting, overwintering, migration, which could be
affected by the project?
terrestrial ecological survey.
19. Are there any areas or features of high landscape √
or scenic value on or around the location which
could be affected by the project or in a location
where it is likely to be highly visible to many
people?
If yes, then EIA to include Visual Impact
Assessment
20. Are there any transport routes on or around the √ Farms areas and highway roads
location which are susceptible to congestion or are within the vicinity of new
which cause environmental problems, which could pipelines
be affected by the project?
21. Are there any areas or features of historic or √
cultural importance on or around the location
which could be affected by the project?
archaeological survey in consultation with
Department of Tourism and Cultural Heritage
22. Is the project located in a previously undeveloped √
area where there will be loss of greenfield land?
23. Are there any plans for future land uses on or √
around the location which could be affected by the
project?
which contain important, high quality or scarce
resources e.g., groundwater, surface waters,
forestry, agriculture, fisheries, tourism, minerals,
which could be affected by the project?
which are already subject to pollution or
environmental damage e.g., where existing legal
environmental standards are exceeded, which
could be affected by the project?
26. Is the project location susceptible to earthquakes, √
subsidence, landslides, erosion, flooding or
extreme or adverse climatic conditions e.g.,
temperature inversions, fogs, severe winds, which
could cause the project to present environmental
problems?
27. Is the project site outside the ADNOC concession √
and located in an environmentally notified
sensitive area?
If yes, then the EIA shall be developed in
accordance with the EAD permitting process.

Agreement No.
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28. Will the project result in general social changes? √
• Demography, health and safety, lifestyles and/or
livelihoods.
29. Are there existing land uses on or around the √
project location?
• Homes, gardens and other private property
• Recreation and other public spaces and facilities
• Health and security infrastructure
• Commerce, industry, mining, quarrying,
agriculture, forestry, farming, fishing, hunting
grounds
• Environmental disturbances
• Other (detail):
30. Are there any social consequences of potential √
environmental effects?
• Visual impact (landscape, landmarks,
aesthetics), High H2S content, flaring, noise,
vibration, release of light, heat energy or
electromagnetic radiation.
31. Are there communities nearby the main project √
facilities?
• Less than 1 km
• Less than 5 km
• Less than 10 km
• Other relevant distance:
• Details:
32. Are there any vulnerable people within nearby √
communities?
• Within the communities, there are general public
living. (Vulnerability to the defined clearly)
33. Are there any other external stakeholders present √
in the area?
• General public, workers, etc.
• For others, to be verified in the field by the field
SRM subcommittee & Community Facing teams.
34. Are there routes susceptible to congestion in or √
around the project location that are used by the
communities and other stakeholders for
transportation?
35. Is any Operating Company / Contractor is √
currently managing relations with communities
and other stakeholders in the area?
If yes, then establish coordination in
managing the social risks with the Operating
Company/ Contractor.

Agreement No.
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36. Are there any other operations in the area? √
If yes identify and ensure coordination in
managing the social risks.
8.2 Control of Major Accident Hazards (COMAH)

1. Is the project in the Concept Stage? √ ISD workshop has been
If yes, conduct Inherent Safe Design Review conducted, refer to ISD Report
workshops / reviews (Doc. No. SEPF-1850-61-REP-
0103).
2. Have any new / additional Major Accident Hazards √ HAZID Workshop report (Doc.
been identified in the HAZID? No. SEPF-1850-61-REP-0101)
If yes and related to process safety, then has been conducted during
develop / update COMAH Report, QRA, Concept Design Stage of the
Bowties, HSECES Register, Performance PROJECT.
Standards as applicable Major Accident Hazards (MAH)
If yes, but not related to process safety, have been identified, refer to
demonstrate control of hazards through Table 6.3.
HSEMS
If not, demonstrate control of hazards through
HSEMS
3. Are there any existing location specific Major √ Issues related to specific
Accident Hazards that may have an impact on the hazards from adjacent facilities
new facilities? have been discussed based on
If yes and related to process safety, then the outcome of HAZID
develop / update COMAH Report, QRA, workshop. Furthermore, existing
Bowties, HSECES Register, Performance location specific MAH shall be
Standards as applicable further assessed as part of
If yes, but not related to process safety, Integrated QRA Study during
demonstrate control of hazards through FEED Stage of the PROJECT.
HSEMS The required Safety Studies to
If not, demonstrate control of hazards through be conducted during FEED
HSEMS Stage of the PROJECT have
been identified in Section 9.2.
4. Are any hydrocarbons involved in the process? √ The required Safety Studies to
If yes, conduct / review / update: be conducted during FEED
• HAZOP & SIL studies Stage of the PROJECT have
• Fire and Explosion Risk Assessment been identified in Section 9.2.
• ESSA Study
• EERA Study
• QRA study
5. Is any H2S present in the project (Refer to ADNOC √ Refer to Remarks #4.
Management of H2S Standard, HSE-OS-ST21 for
H2S threshold for zoning studies)?
If yes, conduct / review / update:
• QRA
• H2S Zoning studies
• EERA Studies

Agreement No.
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6. Are there any changes in the composition, more √ Refer to Remarks #4.
importantly, concentration of H2S which could
potentially result in changes in toxic zones?
If yes, review & update:
• QRA
• H2S Zoning studies
• H2S/SO2 Dispersion Studies
• EERA Studies
7. Are there any changes in manning levels / √
distribution in the facility?
If yes, update QRA
8. Is there a potential for lifting over live equipment? √ Potential lifting over live
If yes, conduct dropped objects study equipment shall be further
assess as part of Dropped
Object Study during FEED Stage
of the PROJECT.
9. Is there a potential for vehicle / vessel / helicopter √
collision in the project?
If yes, conduct specific study associated with
identified hazard
10. Are there any buildings / structures (where people √ Building Risk Assessment (BRA)
may congregate) in the vicinity of equipment shall be conducted during FEED
carrying hydrocarbon streams? Stage of the PROJECT as part
If yes, conduct building risk assessment of Quantitative Risk Assessment
QRA) Study.
11. Are there any buildings which are part of study √ Building Fire and Safety Review
scope? shall be conducted during FEED
If yes, conduct building fire and safety review Stage of the PROJECT.
in line with ADNOC standard requirement
12. Are there any temporary refuges in the vicinity of √ Toxic Gas Refuge Impairment
equipment carrying toxic streams? Assessment (TRIA) shall be
If yes, conduct TR Impairment Assessment conducted during FEED Stage
of the PROJECT.
13. Has a site-specific emergency plan been prepared √ Existing Emergency Response
for the existing location? Plan (ERP) is still applicable and
If yes, update site specific emergency plan for shall be followed and update as
new MAH (if any) required during FEED Stage of
If no, prepare site specific emergency plan the PROJECT.
14. Has there been any change in the controls √ Bow-Tie shall be developed
identified for MAHs? during FEED Stage of the
If yes, update location specific Bowties PROJECT.
15. Has there been any modification to HSECES √ HSECES Performance Standard
performance standards or HSE critical activities? shall be developed during FEED
If yes, update HSECES Performance Standards Stage of the PROJECT.
/ HSE Critical Activity Register
16. Is a Manual of Permitted Operations in Place? √ Manual of Permitted Operations
If yes, review / update MOPO (MOPO) shall be developed
If no, develop MOPO for identified MAH. during FEED Stage of the
PROJECT.
17. Are there any neighbouring Group Company √
operating facilities/wells/ pipelines are available in
the vicinity that may be impacted due to the
project?
Agreement No.
4700016644

If yes, then initiate joint review of COMAH and
ensure hazards from neighbouring facilities are
captured.
8.3 Occupational Hazards Screening

1. Are Engineering Studies (e.g., Human Factors √ Occupational Hazard
Engineering Study, HVAC Design Study, Noise Identification (OHID) workshop
(Doc. No. SEPF-1850-61-REP-
Study, Air Dispersion Study, Control Room 0101) has been conducted during
Ergonomics Study, etc.) required to control the Concept Design Stage of the
OH hazards identified in the Qualitative OHRA? PROJECT.
If Yes, conduct/ review/ update the In addition, Air Dispersion
engineering studies and incorporate in the Modelling, Ergonomic Study,
subsequent phase Qualitative Noise Study shall be conducted
during FEED Stage of the
OHRA/Operations OHRA. PROJECT.
2. Are there any High/High-Medium Risk OH √ Quantitative Occupational Health
Hazards identified? Are there any hazards with Risk Assessment (OHRA) shall
be developed during FEED
severity rating of 3 and above? Stage of the PROJECT
If Yes, develop Quantitative OHRA & Health
Surveillance Plan for operations.
If No, demonstrate control of hazards through
HSEMS.
3. Has the Qualitative OHRA identified any new √ Refer to Remarks #1 and
physical, chemical, ergonomic, biological or Remarks #2.
psychosocial hazards which are different from or
at a higher risk than those identified in the
existing operations OHRA?
If Yes, develop Quantitative OHRA for
operations.
4. Is the existing facility OHRA applicable to the √
brownfield /modification project? Can it be
utilized as a typical study and updated for the
new operations?
If Yes, Update existing operations OHRA for
project scope
5. Has the existing Industrial Hygiene, Health √ Quantitative Occupational Health
Surveillance Program and Illness Reports Risk Assessment (OHRA) shall
be developed during FEED
identified any exceedances in exposure limits or Stage of the PROJECT.
uncontrolled hazards?
If Yes, Update Quantitative OHRA and Health
Surveillance Plan as reassessment is needed
after implementation of appropriate controls
to ensure health hazard risk is maintained to
As Low as Reasonably Practicable or ALARP
(i.e., 50% of the occupational exposure limit)

Agreement No.
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6. Are there any new accommodation facilities in √
the scope of this project?
If Yes, Conduct Food Hygiene and Camp
Welfare Inspections
8.4 List of HSE Studies required to be conducted in the next phase of the project
(FEED Stage)
# HSE Studies ✓ # HSE Studies ✓ # HSE Studies ✓

Decommissioning
HAZID/ENVID/OHID Environmental
1 √ 16 Dropped Objects Study √ 31 √
Register Management Plan
(DEMP)
Inherent Safe Design Scenario Based Risk
2 √ 17 32 Energy Reviews √
Review Assessment
Toxic Gas Refuge Design /
3 HAZOP study √ 18 Impairment Assessment √ 33 OHRA √
(TRIA)
SIL Determination Performance Standards
4 √ 19 √ 34 Ergonomic Study √
Study (FEED Stage)
Coarse / Preliminary Performance Standards Industrial Hygiene
5 20 35
QRA (Operation Specific) Monitoring Study & Plan
Human Factor
Quantitative Risk HSE Critical Activities
6 √ 21 √ 36 Engineering / √
Assessment (QRA) Register
Assessment
Building Risk Emergency Response Plan Noise Study & Contours
7 √ 22 (1) √ 37 √
Assessment (BRA) (OH)
Fire and Explosion Risk Environmental Base Line
8 √ 23 √ 38 F&G Mapping Study √
Assessment (FERA) Study
Environmental Impact
Escape Evacuation and
Assessment (EIA) –
9 Rescue Assessment √ 24 √ 39 Social Baseline Study √
(ADNOC format/EAD
(EERA)
format)
Emergency Systems
Social Impact
10 Survivability Analysis √ 25 Noise Study (Environment) √ 40 √
Assessment
(ESSA)
External Stakeholder
11 H2S Zoning Study √ 26 Waste Management Plan 41 √
Engagement Plan
H2S / SO2 Dispersion Air Emission Dispersion
12 √ 27 √ 42 Social Management Plan
Analysis Assessment
Bowtie Development & Building Fire and Safety
Effluent Discharge
13 HSECES Identification √ 28 43 Review √
Modelling
(System Level)
Bowtie Development & Computational Fluid
HSECES Identification Operation Environmental Dynamics (CFD)
14 29 44 √
(Asset & Location/ Management Plan (OEMP) Dispersion and
Specific) Explosion
Construction Manual of Permitted
Vent & Flare Dispersion
15 √ 30 Environnemental 45 Operations (MOPO) √
& Radiation Study
Management Plan (CEMP)
Note:
1. Existing Emergency Response Plan (ERP) shall be reviewed and update as part of HSEIA Study as required.

Agreement No.
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9. CONCLUSION AND RECOMMENDATIONS
9.1 Conclusion
HSEIA Screening study has been performed based on the outcome of HAZID/ENVID/OHID
and SIA Screening Workshops have been conducted during Concept Design stage of the
PROJECT, refer to HAZID/ENVID/OHID Workshop report (Doc. No. SEPF-1850-61-REP-
0101) and Social Impact Assessment (SIA) Screening Report (Doc. No. SEPF-1850-61-
REP-0107). The following conclusion are made for PROJECT scope.
Environmental Impact Assessment (EIA)
Environmental Impact Assessment (EIA), Environmental Baseline Study (EBS), Noise
Study (Environment), Air Dispersion Modelling (ADM) shall be conducted during FEED
stage.
Social Risk Management
Social Impact Assessment (SIA) Screening workshop (Doc. No. SEPF-1850-61-REP-0107)
has been conducted for PROJECT Scope. It is noted that most of the identified unmitigated
social risks were determined as Low and overall unmitigated risk assessed as Low. The
required Social Studies to be conducted during FEED Stage of the PROJECT are listed in
Section 9.2.
Occupational Hazard Risk Assessment (OHRA)
Quantitative Occupational Health Risk Assessment (OHRA) shall be conducted during
Control of Major Accident Hazard (COMAH)
HAZID/ENVID/OHID Workshop report (Doc. No. SEPF-1850-61-REP-0101) has been
conducted for PROJECT scope. MAH has been identified based on the outcome of the
workshop, refer to Table 6.3 for details. The required HSE Studies to be conducted during
FEED Stage of the PROJECT are listed in Section 9.2.
9.2 Recommendations
The following table present recommendations from HSEIA Screening to be conducted

during FEED Phase of the PROJECT.
STUDIES RECOMMENDATION RESPONSIBILITY
Environment
The following to be conducted as a minimum during FEED
Stage of the project:
1 FEED Contractor
• Environmental Hazard Identification (ENVID)
• Environmental Impact Assessment (EIA)

Agreement No.
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•
Environmental Baseline Study (EBS) for intake and
product pipelines.
• Noise Study (Environment)
• Green House Gases (GHG) Assessment and
Management Plan
• Best Available Technique (BAT) Assessment
• Air Dispersion Modelling (ADM)
• Decommissioning Environmental Management Plan
(DEMP)
Social Risk Management (SRM)
• Social Impact Assessment (SIA)
2 FEED Contractor
• Social Baseline Study (SBS) for intake and product
pipelines.
• External Stakeholder Engagement Plan (ESEP)
Safety / COMAH
• HSE Impact Assessment (HSEIA)
• Hazard Identification (HAZID)
• Inherently Safer Design (ISD)
• Hazard and Operability (HAZOP)
• SIL Study
• Quantitative Risk Assessment (QRA)
• Building Risk Assessment (BRA)
• H2S Zoning Study
• H2S/SO2 Dispersion Analysis
• Fire and Explosion Risk Assessment (FERA)
3 • Escape, Evacuation and Risk Assessment (EERA) FEED Contractor
• Emergency System Survivability Assessment (ESSA)
• Vent & Flare Radiation and Dispersion study
• Dropped Object Study
• Fire & Gas Mapping Study
• Building Fire and Safety Review
• Energy Review
• Ergonomic and Human Factor Engineering Study
• Computational Fluid Dynamics (CFD) Dispersion and
Explosion
• Bowtie Development and HSECES Identification
• Toxic Refuge Impairment Assessment (TRIA)
• HSECES Performance Standards (System Level)

Agreement No.
4700016644

• HSE Critical Activities Register
• Manual of Permitted Operations (MOPO)
Occupational Health
• Occupational Hazard Identification (OHID)
4 FEED Contractor
• Quantitative Occupational Health Risk Assessment
(OHRA)
• Noise Study (Occupational)

SCOPE OF SERVICES
ATTACHMENT-10 – ADNOC GROUP COST ESTIMATE GUIDELINE

THE CONTENTS OF THIS DOCUMENT ARE [PROPRIETARY [AND CONFIDENTIAL]].
ADNOC GROUP
CAPITAL PROJECTS
ESTIMATING STANDARD
APPROVED BY:
Abdulmunim Saif Al Kindy
NAME: Abdulmunim Al Kindy

TITLE: Executive Director, People, Technology & Corporate Support
[EFFECTIVE] DATE:
VERSION: 1.0
DOCUMENT OWNER: People, Technology & Corporate Support ( Group Projects & Engineering Function)
PEOPLE, TECHNOLOGY & CORPORATE SUPPORT
CUSTODIAN People, Technology & Corporate Support (Group Projects & Engineering Function)
DISTRIBUTION Procedure applicable to ADNOC GROUP
[REVISION HISTORY]
REV. PREPARED BY REVIEWED BY Endorsed BY

DATE (Designation/Initial)
NO (Designation / Initial) (Designation / Initial)
01st June 1.0 Tamer Mustafa Abdulla Al Shaiba Zaher Salem

Snr. Specialist, Cost VP-Downstream, SVP, Group Projects &
2020
Engineering & Control, Group Projects & Engineering
Group Projects & Engineering
Engineering
3 June 2020
controlled document. Copies or extracts of this document, which have been downloaded from the intranet, are
uncontrolled copies and cannot be guaranteed to be the latest version.
Document No: AGPM-STD-501 01st June 2020 Rev. 1.0

Page 2 of 72
TABLE OF CONTENTS
1 DEFINITIONS AND ABBREVIATIONS .............................................................................................4
2 EXECUTIVE SUMMARY ...................................................................................................................7
3 INTRODUCTION ................................................................................................................................8
4 SCOPE AND OBJECTIVES ..............................................................................................................8
5 A COST ESTIMATE ..........................................................................................................................9
6 ESTIMATE CLASSIFICATION ..........................................................................................................9
7 ESTIMATE INPUT MATRIX AND MATURITY MATRIX .................................................................12
8 ESTIMATING PROCESS ................................................................................................................14
9 BREAKDOWN OF AN ESTIMATE..................................................................................................15
10 IN-HOUSE FEED ESTIMATES .......................................................................................................21
11 WELLS .............................................................................................................................................23
12 ESTIMATE PHASING ......................................................................................................................23
13 ESTIMATE REPORTS (INC. NARRATIVES) .................................................................................24
14 ADNOC COST ESTIMATING & SCHEDULE ASSURANCE PROCESS (CESAR) ......................24
15 PROJECT COST BENCHMARKING ..............................................................................................27
16 DATA COLLECTION .......................................................................................................................28
17 WORK BREAKDOWN STRUCTURES ...........................................................................................28
18 DOCUMENT OWNERSHIP AND MAINTENANCE RESPONSIBILITY. ........................................32
APPENDICES ............................................................................................................................................32
APPENDIX 1 WORK BREAKDOWN STRUCTURE .................................................................................33
APPENDIX 2 COST RISK .........................................................................................................................64
APPENDIX 3 ESTIMATE HIGH-LEVEL BREAKDOWN...........................................................................72
Page 3 of 72
1 DEFINITIONS AND ABBREVIATIONS
‘Allowances’ are made for items that are known to

Allowances occur (or have a high probability of occurring) but
have not been specified as of yet
The first Stage of the VAP which aims to assess

the technical and economic viability of an
Assess Stage
opportunity and its alignment with business
strategy
Base Estimate Date This is the date of issue of the Base Cost Estimate.
Deterministic number that includes the identified

pre-development and development scopes for
Facilities and or Drilling, Owners’ costs and any
Development activity allowances. Contingency for
Base Estimate the P50 confidence level is assumed part of the
base estimate within ADNOC for Facilities. This
cost estimate in general is valid for a period of 6
months from the date of issue and excludes any
forward escalation and or inflation.
Cost Breakdown Structure, the breakdown of the

CBS CBS is left to the discretion of the Group Company,
however the CBS must map to the ADNOC WBS.
Cost Estimate and Schedule Assurance Review,

applicable for Class 1 Projects. The CESAR will
CESAR
take place twice during the projects lifecycle,
before Gates 2 and 3.
Is the amount of money added to the base

estimate* in order to arrive at the desired level of
Contingency
confidence the project will not overrun its costs.
(Contingency brings the estimate up to a P50).
The third stage of the VAP which aims to develop

Define Stage the Project Definition, freeze the scope and enable
Final Investment Decision at the Execute Stage
‘Estimate Date Money’ Is the escalated Base Cost

EDM
Estimate to bring it up to today’s money
EPC Engineering Procurement and Construction
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Cost of goods in real terms i.e. costs over and

above inflation.
- Forward Escalation is calculated by the

Investment team
Escalation
and
- Escalation, brings old budgetary costs to

the Base date of the estimate at hand
This is the date of generation of Estimate Date

EDM Date Money for the use in project economics and
sensitivities
The fourth stage of the Value Assurance Process,

which aims to develop the detailed engineering
design, procurement of materials and construct the
Execute Stage
equipment/systems to achieve a fully operating
asset within the approved scope, schedule. Quality
and HSE
FDP Field Development Plan
Milestones, placed at the end of each stage, where

Gate a key management decision is required before the
project can progress to the next stage.
Rise in the price of goods and services in a country

Inflation
over a period of time.
Provisional Acceptance Certificate is an owner's

acceptance certificate to contractor when the
contractor achieves the requirements of
PAC
provisional acceptance (PA) criteria in
accordance of the contract terms and conditions.
PEP Project Execution Plan
RFSU Ready For Start Up
The second stage of the VAP which aims to select

Select Stage the optimal concept based on HSE, operability,
technical, economic and business risk criteria
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VAP ADNOC Group Value Assurance Process
WBS Work Breakdown Structure
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2 EXECUTIVE SUMMARY
This document outlines best practices in estimating capital projects within ADNOC and should be used as
a reference document by the Group Companies estimating teams.
An Estimate will be produced prior to each and every stage gate up to Gate 3, and is to be presented as a
P50 Estimate, that is to say fully risked, and escalated up to the date the estimate was completed.
In addition, all Class 1 projects (>$250m) are now required to undergo a ‘Cost Estimate and Schedule
Assurance Review’ (CESAR) going forward that will take place twice during the lifecycle of the project
(prior to Gates 2 & 3).
Table 1. ADNOC Project Estimate Deliverables
This standard shall form part of the ITT, along with the respective individual Group Companies Cost
Estimation Guidelines and hence is to be shared with the Contractor/Consultant. The Engineering
Contractor/Consultant shall comply with both the ADNOC Cost Estimating Standard and individual Group
Company Cost Estimation Guideline in order to develop the required class of estimate. In the event of a
conflict between the Standard and the Group Company Guideline, the standard will always take
precedence.
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3 INTRODUCTION
In conjunction with the ADNOC Group Value Assurance Process (VAP) and associated Group VAP
guidelines the ADNOC Estimating Standard sets out to assist ADNOC Estimators within Group Companies
in employing best estimating practices and is designed to be used as a reference document for producing
capital cost estimates during the development and delivery of projects from the Assess through to Execute
development phases.
This Standard is valid for both ADNOC Sole Risk (“ASR”) and Joint Venture (“JV”) projects. It applies to all
ADNOC company capital projects, operated and non-operated, where approval to investment capital is
required. It is to be read and applied by all who are engaged in the production and approval of capital
project cost estimates internally, either within ADNOC or by external contracting organisations.
4 SCOPE AND OBJECTIVES
The Project Estimating Standard will set out the activities and deliverables that are required to be carried
out by the project when developing an estimate for each Project Phase as per the VAP, with the ultimate
goal of producing robust estimates with the required accuracy and probability for its respective project
phase.
The ADNOC Group Value Assurance Process (VAP), dictates that a mandatory list of documents be
submitted prior to passing through each stage gate. Of these documents, the Cost Estimate forms an
integral part, either directly or indirectly. The estimate will form the basis for Economic Analysis, be part of
the Project Execution Plan, and will be benchmarked either internally or externally against other similar
projects. The results of which will play a determining factor on whether the project passes successfully
through the aforementioned stage gates shown in figure 1.
Figure 1. ADNOC GROUP Value Assurance Process
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5 A COST ESTIMATE
A Cost Estimate is an approximation in monetary terms for a specified (defined) scope of a work, project,
or operation, whilst also taking into account the projects execution strategy and schedule, location, market
conditions and project logistics. An Estimate should consist of all of the costs identified from the known
project scope, including allowances, Owners Costs (PMT), and contingencies to bring the estimate up to
a P50 (an estimate where there is a 50/50 chance of overrunning as there is underrunning). All capital
costs should be included; if a cost is not included then an explanation, documented in the “Basis of
Estimate” and the “Estimate Plan” (written prior to every estimate) should be put forward, outlining the
reasons. In all cases, the “Basis of Estimate” is more important than the Estimate itself as it outlines the
how and why an estimate was put together. More of an overview of the Basis of Estimate and general
reporting is given in sections 8 and 13.
6 ESTIMATE CLASSIFICATION
As the Estimate goes through each subsequent phase of project development, its accuracy will increase
as the scope definition matures and the number of assumptions are reduced. All estimates within ADNOC
are to correspond to the requirements set out in the Group VAP. The type of estimate required is defined
by its purpose, the maturity of the project and the quality of the engineering data at any point in time during
the lifecycle of the project. Table 2 shows this maturity versus the accuracy range of an estimate and where
projects should pitch their estimate with respect to their current phase.
Table 2. ADNOC Group Expected Accuracy Range
The maturity level of a project is based on its key planning and design deliverables.
Figure 2, shown below shows the relationship between accuracy and maturity of an estimate.
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Figure 2. Maturity vs Accuracy bell curves.
At the beginning of every estimate, it is good practice that an Estimating Plan be written by the Estimator
and approved by the Project Manager/Director of the project, outlining the estimating methodology that is
to be used for that estimate. The details of the plan will reflect the estimate classification relative to its
particular VAP phase; it should also describe where the information is coming from and the estimating
techniques and tools to be used. The Estimating Plan should be issued before the Estimating Process
starts and should be updated at the end of the estimate to highlight any departures from the original plan.
6.1 Classes of Estimate
Estimate classes are determined by the maturity of their Project Deliverables (Engineering) required for
that particular phase of the project. Each Estimate has its own purpose of estimate, estimating
methodology (method) and accuracy range. The different classes of estimate for each project phase are
explained below and in table 3;
Class V – Usually prepared with very little information, in terms of facilities, no design drawings or
equipment specifications may be prepared beyond some rough notes and preliminary workings by the
Concept Development Manager or his/her equivalent. Due to very little, or in most cases, no Engineering
being done prior to Gate 1, a Class V Estimate is based on assumptions that are made by the estimator in
conjunction with the Head of Discipline, Concept Development. This class of Estimate is developed at the
end of the ‘Assess’ stage upon completion of the feasibility/adequacy/operability studies. The methodology
used during this phase will be Stochastic. This estimate is used to establish the order of magnitude, and
for screening purposes, where screening is a key input to the business in determining which further
investments warrant further work. These types of estimates are typically produced for different scenarios
on a single project during the Assess Stages.
Class IV – This estimate is produced during the Concept Study during the Select Stage, and looks at all
concept scenarios, the output of which is to refine all concepts and select a final concept to proceed with.
This is done by analysing technical and economic feasibilities and then identifying the preferred concept
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for working into the later stages. Its use is in determining which project opportunity is the most feasible and
warrants further work.
A combination of various stochastic methods, such as TIC Curves, Analogies with similar Facilities,
Parametric Estimating (Models), as well as Factoring Equipment and Gross Unit costs will also be used at
this stage.
Class III – The class III estimate should be produced as one of the deliverables during the completion of
the ‘Conceptual Design Stage’ for the selected option, and be based on the following design deliverables,
which include, but are not limited to the following; preliminary equipment lists, sizes, capacities, and
preliminary MTOs. These items are to be calculated using semi detailed unit costs and budgetary
quotations in line with the individual group companies estimating guideline requirements. For VAP Class
1 Projects (>$250m), a Cost Estimate and Assurance Review (CESAR) is mandated to take place at the
end of SELECT (prior to external benchmarking) for the selected concept at which point the Class III
estimate will be presented by the project team to the nominated CESAR panel. (Please see section 14 for
an explanation of the CESAR process).
Class II - A key deliverable from the Front End Engineering Design (FEED) package will be the Class II
Estimate that will form part of the DSP required for IPC, MIC or SPC sanction approval. For VAP Class 1
projects (>$250m), projects are mandated to undergo a probabilistic risk workshop in order to calculate
the required contingency and bring the estimate up to a P50. The overall Class II estimate is deterministic
in nature and is developed using the following estimating methods: MTOs, cost unit rate, man-hours, and
budget quotations as per the respective Group Company Guidelines. This (P50) deterministic/probabilistic
estimate is then ready to be presented for FID and baselined for cost control purposes.
At the end of the procurement and tendering processes, the final awarded price becomes available which
provides the estimate at hand with its most accurate values. It is at this point that the cost
controller/engineer or his/her Group Company equivalent will replace the preliminary values of the
sanctioned estimate with the successful bids. The forecast is re-baselined and the estimate will now form
the basis for cost control activities going forward. (It is at this stage the estimate is handed over to the Cost
and Control Engineer or his/her equivalent for baselining and monitoring).
Class I – Primarily used for Check Estimates by the Estimator/Cost Engineer/Controller or respective
Group Companies equivalent.
Once the detail design is over 60% complete, the Project Cost & Control Engineer or his/her equivalent,
must carry out a bottom-up re-estimating exercise that should be re-risked in conjunction with the project
schedule. The purpose of this re-estimating exercise is to see if the Detail Design Engineering exercise
will bring up any potential variations that are yet to be flagged up by the incumbent EPC contractor and
give the project team sufficient time to mitigate any variations. It also confirms whether the project
allowances, as well as contingencies originally attributed to the project are sufficient going forward.
The findings of the bottom-up exercise are to be presented to ADNOC Group Projects & Engineering by
the Business Line and the Project Manager in the form of a Risk Basis report. It is advised that a Class 1
Estimate is produced by the Project with assistance from their Contractor. However, the requirement of
the project producing a class I estimate will be left to the discretion of the Project Manager and his/her
business line.
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A summary of the ADNOC Cost Classifications can be seen below, in table 3.
ADNOC Cost Estimation Classification
VAP Stage Assess – G1 Select Select - G2 Define – G3 Execute – G4

Cost Estimate
Class V IV III II I
Order of Project Execution
Purpose Magnitude Screening Preliminary Sanction/Budget Cost Control
Level of
1% to
Definition 0%-2% 10%-40% 30%-75% 65%-100%
15%
(Maturity)
Analogy,
Gross Unit
Capacity,
Analogy Cost, Detail Detail Unit Cost
Factored, Detail Unit
Capacity, Unit Cost with forced
TIC Costs with
Estimating Factored, with forced detailed take
Curves, forced detailed
Method TIC Curves, detailed take offs, Factoring
Parametric take offs, Bids
Parametric offs, Methods, Major
Models, awarded
Models Factoring Bids
Gross Unit
Methods
Cost
Accuracy
+/-50% +/- 40% +/- 30% +/- 15% -10% to +10%
Range (CAPEX)
Table 3. ADNOC Cost Estimation Classification
7 ESTIMATE INPUT MATRIX AND MATURITY MATRIX
Table 4 maps the extent and maturity of estimate input information (deliverables) against the estimate
classification levels based on AACE International’s Recommended Practice for E&P Industry.
The maturity level is an approximation of the completion status of the deliverable:
 Started (S): Work on the Deliverable has begun. Development is typically limited to sketches,
rough outlines, or similar levels of early completion.
 Preliminary (P): Work on the Deliverable is advanced. Interim, cross-functional reviews have
usually been conducted. Development may be near completion, except for final reviews and
approvals.
 Complete (C): The Deliverable has been reviewed and approved, as appropriate.
 Not Required (NR)
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Table 4. ADNOC Estimate Input and Maturity Matrix
In addition to the above checklist, the Consultant/Contractor shall also refer to the individual Group
Companies corresponding checklist for the various Project stages.
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8 ESTIMATING PROCESS
The ADNOC estimating cycle can be split into four parts as seen below. The first is estimating planning,
the second identifying the scope, the third risk determination and the fourth entails a Cost Estimate and
Schedule Assurance Review (CESAR), which will be imposed on Class 1 projects (>$250m) for each of
the stage gates.
Table 5. ADNOC Group Estimating Deliverables per Phase
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9 BREAKDOWN OF AN ESTIMATE
Estimate Date
Estimate Date Money Money is
submitted to
Finance and
Escalation uploaded into
Planisware and
Base Cost Estimate (incl. Contingency) E- Express
Contingency
P50 Estimate
Owners Costs
Deterministic
Facilities * Drilling* * estimate
Costs Costs
Allowances included
Figure 3. Breakdown of a Capital Estimate
*Facilities costs must also include actuals costs already incurred in either Assess, Select and FEED.
**The drilling function within the Group Company is responsible for the Drilling Estimate, and as such the project estimator is
only required to include the drilling estimate as a one line item within the estimate. The drilling estimate will already include
contingency, and thus should not include any further contingencies.
Figure 3 above shows the breakdown of the Capital Estimate, made up of Facilities, Drilling (if applicable),
Allowances, Owners Costs and Contingency to bring the estimate up to a P50. The Base Cost Estimate is
the deterministic, estimated cost of a project, and should include all Capital Expenditures (CAPEX) that
will be incurred to deliver the project to RFSU/PAC/First Oil/Gas, for all Project stages; Assess through to
Execute.
The base cost estimate is presented in the: ‘Estimate Date Money’ (EDM) where the EDM is the escalated
Base Cost Estimate. The Project Cost Estimator will always present the EDM to the Finance and
Investment group in order to run the Economic evaluations. EDM estimates should also be used for any
presentations or reviews within ADNOC. The EDM will also be the estimate that will be baselined by the
Cost and Control Engineer or his/her Group Company equivalent. Any historical budgets must be escalated
to bring it up to the date of the estimate
All Estimates presented in the final report must also be presented in a single currency (USD), as per
ADNOC budgetary requirements.
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In order not to give any project an unfair advantage, and to standardize estimates across the board
throughout group companies, project exchange rates used must be quoted in the ‘Basis of Cost’ that is
submitted alongside the estimate.
9.1 Currency Split
It is usually the case within projects that there is a currency split between various manufactured items,
activities and the like. A vendor will in most cases invoice in their native source currency unless otherwise
stated in the contract. All currencies must be converted to USD, stating the rates used in the Basis of
Estimate and Estimating Plan. The rates used should only be revised with the latest rates prior to each
class of estimate submission at the end of each stage gate.
9.2 Inflation & Escalation
In general, inflation is the rise in the price of goods and services in a country over a period of time and is
attributable to an increase in money supply equating to a decrease in purchasing power. It is often the
case that inflation is confused with escalation; where inflation is purely a monetary phenomenon, and
escalation is the related to market specific conditions. Escalation is the cost of goods in real terms, i.e.
costs over and above inflation.
All cost estimates within ADNOC Group companies are to only include escalation to bring the estimate to
an EDM. This should always be done prior to submitting the estimate at IPC, MIC or SPC.
Table 6 below shows when to include escalation in the estimate for completeness. At the time of writing,
“Forward Escalation” is not calculated by the Estimating Teams.
Escalation
(To be Included by the
Project Stage
Estimator to get to the estimate
base date)
Assess – Gate 1 Yes
Select - Gate 2 Yes
Define - Gate 3 Yes
Table 6. When to Include Escalation
9.3 Base Estimate
The Base Estimate is a Deterministic unadjusted number that includes the identified pre-development and
development scopes for Facilities and / or Drilling, owners’ costs and any development activity allowances.
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(Please see Figure 3). Within ADNOC, the base estimate will always include contingency, taking the base
estimate up to a P50. All Estimates within ADNOC must be presented in US Dollars (USD), with any
conversion done at the agreed ADNOC exchange rate obtained from the estimate plan/cost basis.
In addition to the ADNOC Cost Estimation Standards, the Consultant/Contractor shall prepare their cost
estimate in line with the individual Group Companies guidelines as applicable.
9.4 Allowances
Allowances can be split into two types, activity and budgetary.
Activity allowances are made for items that are known to occur (or have a high probability of occurring),
but have not been specified as of yet: such as waste (previously cut items), rework inefficiencies, design
Growth/MTO Efficiency, pipeline routing and Wait on Weather (WoW) to give but a few examples.
Allowances will apply to all estimates regardless of the size, with the exception of estimates that are
calculated using stochastic techniques (estimate classes V to III), as estimating tools (Que$tor) and the
like will normally already have built-in allowances. The exception to this rule are brownfield and
rejuvenation projects, which because of the nature of these estimates being prepared using take-offs, must
include allowances from the onset.
Budgetary allowances will also have to be made when quotes are received from vendors. Due to quotations
being non-committal in nature, the quote received can be in some cases lower than the actual contract
price. The estimator concerned is therefore advised to make an assessment and include a budgetary
allowance in such cases.
9.5 Owners Costs
The owners’ costs are the direct costs incurred by the owner that relate to the delivery of the study/project,
which are not captured in the main contractors or vendors contracts. They include but are not limited to
the following:
 PMT (Owners + PMC Costs) Payroll and associated charges for ADNOC Personnel assigned to
a project.
 PMT (Expense) Travel and Expense costs of ADNOC Personnel assigned to a project.
 3rd Party Consultants costs. Costs and expenses of Consultants filling full time positions on the
Project Management Team.
 Legal Fees, Internal and External.
 Information Technology and Services (IT&S).
 Health and Safety Costs, Internal and External.
 FOREX Costs, as per ADNOC Group Company Guidelines (if applicable)
 Project Office Costs. (if not included within the EPC/FEED COST)
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 Government Approvals
 Specific COMPANY Project Insurances
Other typical scope of services which may be included within the Owners costs are shown below in
Table 7;
Element Scope of Services
Project Management ADNOC Staff & PMC
Insurance Construction All Risk (CAR), Third Party

Liability, Cargo Transit Insurance
HSE Support & Environmental, Safety Consultants

Studies
Certification and Marine Warranty Surveyors, Regulatory

Permitting Approvals
Approvals
Project Peer functional reviews that are not

Support/Governance dedicated to the project.
Surveys Photographic/satellite/mapping/site
investigation/pipeline route surveys/3rd
party studies
Communication/PR Translation/project publicity

Services material/document archiving/close-out
Office Support Office Rental/equipment services
Misc Services IPA Benchmarking/metrological

services
Security All costs associated with

security/camps/vehicles/communication
equipment and training.
Information IT Hardware
technology
Technical Licences Process and package licenses if not

already included within the equipment
costs
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Overheads Mgt Overhead
Local Taxes Normally excluded
Table 7. Owners Costs Scope of Services
9.6 Market Forces
Market forces are related to Escalation and are explained in section 9.3
9.7 Contingency
Contingency is defined as the amount of money added to the base estimate in order to arrive at the desired
level of confidence that the project will not overrun its costs. By definition, an estimate is not a single figure
but a range of figures with varying confidence levels (Probabilities) of a project’s potential to overrun its
costs. This is illustrated in figure 4. Within ADNOC, this confidence level is set at the P50 and the accuracy
of an estimate is defined as the percentage range above and below the P50 estimate. The basis of estimate
must always identify the P50 as the base and also show the accuracy* confidence level of an estimate.
*Accuracy should not be confused with quality,

as is often the case, during early project
definition a high quality estimate still has a wide
accuracy range.
Figure 4. Project Bell Curve – showing contingency on the base estimate
In general contingency is required to:
 Bring the base estimate up to its P50
 Provide an amount to cover the design and scope development as the scope becomes more
mature.
 Account for variations and uncertainties that might occur in quantities (beyond allowances) when
pricing, lower labour productivity, planning and or omissions.
The projects contingency is not for:
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 Covering force majeure, (fires, earthquakes, war)
 Additional Scope
 Management Reserve.
 Extra Allowances.
 Escalation, inflation or currency value fluctuations.
As discussed in the VAP Project Risk Management Guidelines, Cost estimation risk assessment is
calculated using a Deterministic and or Probabilistic approach, dependent on the VAP stage the estimate
is at and the overall Totalled Installed Cost (TIC) estimated value. For projects that have a value greater
than a TIC of $250m (Class 1 Projects), a deterministic cost estimation analysis technique during the
Assess and Select phases should be used, before executing a Probabilistic approach during the Define
phase. Whereas Class 2 and 3 projects (Projects under a TIC of $250m) should adopt a deterministic
approach to cost estimation analysis across all phases Assess, Select and Define. Table 8 illustrates the
boundaries for both deterministic and probabilistic estimates and also an indication of the contingency to
be applied at each stage gate.
Contingency % of Total
VAP/ Base Estimate Cost
Project Class of
Non- Gate Stage Accuracy Green / Estimate
Size Estimate
VAP Brown Approach
Field
Concept Deterministic
G2 IV +/- 40% 20% - 40%
TIC Select (Expert
below VAP Concept Judgement)
G2 III +/- 30% 15% - 30%
250 MM$ Design
G3 II Define +/-15% 5%-20%
Concept
G2 IV +/- 40% 20% - 40%
Select
TIC
Concept
above VAP G2 III +/- 30% 15% - 30%
Design
250 MM$
Probabilistic
G3 II Define +/- 15% 5%-20%
Table 8 Guideline for an allocation of contingencies.
Deterministic approach: - The Lead Estimator as well as the Project Team are responsible for determining
the appropriate level of risk to incorporate into an estimate for the different stages of the projects lifecycle.
It is recommended that this decision is taken with all stakeholders involved and as part of a dedicated cost
risk workshop.
Probabilistic: - As per the VAP, Class 1 projects in Define are required to carry out a qualitative cost risking
exercise. This should be done in a cost risking workshop environment involving all stakeholders. Please
refer to the VAP Guidelines C.4.2.2 for the process.
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Cost Risk Model Build: - A cost Risk model should be built either using Oracle Primavera Risk Analyser or
a similar Monte Carlo analysis software package, @Risk. The software allows a simple cost risk model of
the project by allocating the risk spread suggested by the workshop against the deterministic cost of each
cost centre/WBS. The risk spread is a skewed triangular distribution from the lowest outcome to the highest
outcome with the central risk accumulation at the most likely outcome. This is illustrated in Figure 5 below;
Figure 5. Bell Curve Output from @Risk (Courtesy of the ADNOC ERM Team, ADNOC Group
Investment Risk Management-Downstream)
A workshop guideline is given in the appendix, (ii) Cost Risk Workshop Guideline
10 IN-HOUSE FEED ESTIMATES
In instances where Group companies are carrying out their FEED in-house, as opposed to by a Consultant,
the following steps should be applied; this is a general outlay and may differ in some Group Companies.
The intention is to recommend an estimating process that can be used to ensure the integrity of the
technical inputs that will aid the estimator in producing better estimates.
The first stage in any front-end loading is to layout the scope of works, with the Project management team,
including engineers.
Once the scope of works for the FEED is identified and well communicated, the following sequence of
events should take place, if applicable:
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 List out the requirements of the equipment items; Process, Mechanical, HSE, Electrical, Instrument,
Telecom
o The Engineering team reviews and comments on the completeness of the technical
inputs/QTY’s provided
o The final list is sent to the estimator, who then commences the cost estimation exercise.
 Obtain Budgetary quotations (advised for all high value or critical equipment i.e. LLIs);
o Technical information is prepared and enquires are sent to the appropriate vendors with
a required timeframe.
o Upon receipt, the engineers review the vendor information technically and commercially
with the estimating team, with any missing scope highlighted.
 Obtain Equipment budgetary quotations (can be obtained using Consultants in-house data);
o To support the development of the estimate, pricing rates for the following bulk items shall
be based on budgetary quotations
 Piping Materials (Pipes, Fittings, Flanges, other piping bulks)
 Piping Valves
 Instruments
 Bulk Materials; the cost estimate for bulk materials supply costs cover (Process, mechanical, HSE,
Electrical, Instrumentation, Telecom, Civil, Piping etc.)
o Supply costs for bulk materials will be based on in-house data with reference made to
ADNOC past projects.
 Construction; Construction costs cover both direct and indirect costs, converting equipment and
bulk materials into a project ready for start-up.
o Onshore/Plant/Refinery; the costs are built up for field labour, supervision, administration,
field expenses, materials, equipment (on-site), subcontracts, home office, prelims,
commissioning and start-up spares.
o Offshore- Pipe-lay and Diving contracts, incl. permits and allowances for WoW will have
to be made.
 Professional Services/Owner costs; PMT and Owner costs can be calculated by using manpower
deployment charts as well as those the other costs on top of owner costs specified in Table 7.
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11 WELLS
The Wells/Drilling estimate is prepared by the Drilling function within the group company. For matters of
completeness, the project estimator will be required to include the drilling number as a one line item in
his/her estimate going forward. At the end of each stage gate the project estimator is to ask his or her
counterpart in drilling for a fully risked drilling estimate. As the drilling estimate has already been risked by
the drilling team, no further risk assessments should be made by the project team. The drilling estimate is
just to be shown within project estimates for completeness and to raise visibility.
12 ESTIMATE PHASING
It is required for all cost estimates to have its CAPEX expenditure phased as per the current schedule and
project WBS. Phasing is required by the project manager to manage his/her budget over the lifecycle of
the project and will also feed into the ADNOC business plan.
Phased CAPEX expenditure is also required for the following reasons;
Economic analysis: - the Economist will require a phased year-by-year CAPEX expenditure in order to
apply discounting factors to calculate the projects Net Present Value (NPV) and Investment Rate of Return
(IRR). Both the estimator and the economist should agree on the level of WBS to be shown and present
that to the GPF; if the ADNOC WBS is not applicable for the project then the estimator along with the
economist are to suggest an alternative.
(The estimator must ensure that the economist has a firm understanding of the breakdown of the estimate
in order to avoid misinterpretation)
Commitments: - While developing the estimate, the effect of forward escalation on the project is of primary
importance. The date at which contracts and main procurement items are committed (awarded) must be
known as this indicates when prices can be locked in. For smaller projects (under a TIC of 250m USD) the
estimator has the option of only escalating at the project level. However, it is the recommendation of GPE
to escalate at the ADNOC WBS level as the estimator/economist will have more control going forward.
During FEED for larger projects, the estimator should incorporate more tailored escalation indices, tailored
to the specific makeup of the project.
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13 ESTIMATE REPORTS (INC. NARRATIVES)
All Estimates should have a “Cost Estimating Plan” and a “Basis of Cost” during submission. The first
defining how the cost estimate will be compiled such as when the contractor will be involved in the estimate,
and the second will be the estimating narrative, describing how the estimate was built and assumptions
made.
The Basis of Estimate Narrative, also known as the Cost Basis should include, but not be limited the
following:
1. Introduction
2. Project Overview
3. Execution Strategy
4. Estimate Methodology for Scope and Pricing for each estimate component
5. Indirects
6. EPC/Consultant/Vendor Quotes – to be shared with GPE only.
7. Freight, Insurance, Taxes
8. Allowances
9. Market Escalation, Inflation and Currency Exchange
10. Contingency
11. Owner’s Cost
12. Benchmarking (Internal)- if Group Company Capability is available
13. Assumptions and Exclusions
The estimating narrative, should take into account the assumptions made for that particular class of
estimate and as a minimum must include an overview of the project scope, contracts strategy, what types
of estimating tools were used, a split between the pre development and development costs, drilling costs,
any Long Lead Items purchases, determination of allowances and Contingency. Only the Cost Basis is to
be submitted for Assurance reviews and for inclusion into the DSP.
The estimate breakdown should be prepared in line with the ADNOC Work Breakdown Structure discussed
in section 17.
14 ADNOC COST ESTIMATING & SCHEDULE ASSURANCE PROCESS (CESAR)
As part of Group Projects & Engineering Functions assurance review process, all projects with a TIC
greater than $250m must undergo a Cost Estimating and Schedule Assurance Review (CESAR) during
the VAP stage gate review process. The CESAR will be carried out prior to Gates 2 and 3 in the VAP
process lifecycle. The CESAR will help validate the cost estimate before it is used for economics,
investment decisions and project sanction as well as the business plan. For projects not classified as Class
1 (>$250m), a case-by-case basis should be made by the project team and group company looking at the
complexity of the project in terms of risk, to ascertain whether a CESAR is necessary.
The purpose of the CESAR is to provide an independent assurance on the capital project key parameters
within the estimate and should ask the following questions;
 Is the estimate consistent, realistic and does it reflect both the project scope and risk
appropriately?
Page 24 of 72
 Is the estimate compliant with the standards, guides and procedures relating to estimate and
planning?
 Is the estimate presented at the appropriate level of detail?
 Is it consistent with the schedule and cost benchmarks for similar projects? (Note that the
project may not have been externally benchmarked at this stage)
The initiation of the CESAR is the responsibility of the project manager. As CESARS are only done for
completed cost estimates and schedules, they can only take place after the scope definition and
implementation strategy of the project has taken place. So they can only take place at the end of a
particular VAP phase. Within ADNOC a CESAR is only required at the end of Gates 2 and 3. No later than
two weeks before a CESAR is due, the Project Manager of the respective project should contact GPEs
Project Services department to organise the following;
 The location of the CESAR, venue security passes etc.
 The agenda
 List of concerned parties (this should be agreed beforehand with the GPE review team). But should
include at a minimum the following shown in table 9).
 Pre-Reading documents before the CESAR, refer to Table 10
Figure 6 below shows us the CESAR process;
Page 25 of 72
Figure 6. General CESAR Process
Discipline Gate 2 Gate 3
Senipr Project manager or Equiv. 1 1

Senior Estimator/Cost Engineer/Planner 2 2
Engineering Manager 1
Staffing
Delivery Manager/Construction 1
Project Services Manager 1 1
CESAR Duration 3 Days 5 Days
Table 9 CESAR ATTENDEES* (can include other disciplines)
Page 26 of 72
Table 10 CESAR List of Pre Reading Documents required.
Note: In instances where a competitive FEED is taking place, the amount of CESAR reviews will have to
double.
15 PROJECT COST BENCHMARKING
Benchmarking is a process that should be completed by the estimator and the project team at the end of
each stage of the Group VAP process, from gates 1 to 3; In order to compare the projects estimate with
other historical estimates of similar projects. The main reason why a project requires benchmarking, is to
ensure that the estimate developed falls within an acceptable range, and if it does not then the estimator
along with the project team must identify the reasons why it may not and provide guidance for further
analysis. The final output is the Benchmarking report which forms part of the DSP for stage gates 2 and 3.
As per the VAP, the project team are mandated to bring in an independent external third party in order to
carry out a benchmarking exercise. It is recommended that the process starts in the Select Phase as a
Pace Setter (Gate 2), before the main benchmarking report is executed in Define (Gate 3). The CESAR
must be undertaken prior to both benchmarking exercises.
Internal benchmarking will depend on the Group Companies’ in-house benchmarking capabilities, for
companies without a dedicated estimating or benchmarking team, please contact GPE for support. Internal
benchmarking is advised as a matter of good practice.
Page 27 of 72
16 DATA COLLECTION
The main purpose of having data collection is to establish a database for all ADNOC Group projects
whereby all project costs are kept in one depository (ADNOC Projects Database). With regards to Costs,
the final costs of projects will be normalised and kept as per the ADNOC WBS and CBS within the database.
The database can then be used for future estimates going forward. Please speak to the GPE data collection
focal point for any support in the process. GPE will be the owner of the database.
All contractors and vendors must submit their detailed costs at Level 4, as per the projects WBS at two
points:
 Contract award
 Contract close-out
The data collection database, at the time of writing this standard, is yet to be developed. This Chapter is
added for completeness and to give the reader an insight of future workings.
*The CBS should be mapped to the WBS.
17 WORK BREAKDOWN STRUCTURES
The ‘Work Break down Structure’ (WBS) is the hierarchal tree structure that organises and defines the
total work scope of a project where each descending level of a tree will represent an increasingly detailed
definition of the project work. You initiate a WBS by identifying the highest level of work and then working
on subdivisions until you reach the lowest level.
In terms of estimating, the estimator must work in conjunction with the planner, and later the Cost Engineer
in breaking the cost estimate in manageable chunks of works based on the scope of work and the
contracting strategy at hand. The implementation of the ADNOC WBS coding structure is recommended.
Why do we need a common WBS with ADNOC?
A WBS is a key element in project control because it provides a common framework for:
 Summarising the overall scope of the project by sub-elements;

 Development of the Scheduling and Planning;
 Capturing cost estimates, budgets and actual costs;
 Tracking and measuring time, cost and performance;
 Understanding resource requirements;
 Establishing schedule and status reporting procedures;
 Initiating network construction and control planning; and
 Establishing responsibilities for each element.
Figure 7 shows the interfaces a common WBS will have, and where the WBS will be utilised. Table 11
demonstrates the implementation of the coding structure of a standard ADNOC WBS. For what WBS to
utilise and the code of accounts please refer to the ADNOC WBS code of accounts shown in Appendix (i).
Page 28 of 72
Benchmarking
System
Project
Plan /
Schedule Close-out
ADNOC
Mgmt.
Partners
Contractor Standard
Systems WBS Project
Reports
Project
Cost
Estimate
ADNOC Cost
System / SAP
Figure 7. Project Services Integration and Interfaces
WBS Level *Level 0 Level 1 Level 2 Level 3 Level 4 Level 5
Code XX-XXXXXX OF: TO: C A0: XX
Characters (21) 9 3 3 1 3 2
Table 11. Work breakdown Structure Coding Structure (Coding when using SAP)
Page 29 of 72
The below shows an example of a WBS structure make up.
Level 0 will be generated by the Group Company.
Level 0 - Project Identifier AD-REF001- ADNOC REFINERY Cost Code (Group Company Generated)
Level 1 - Project Groups OF: Offshore Facilities
Level 2 - Project Team TO: Topside
Level 3 - Standard Activity Breakdown (SAB) C Contractor Services
Level 4 - Code of Resources (CoR) A0: Engineering
Level 5 - Additional Code of Resources (CoR) XX To be Defined by Project
For a full breakdown of the WBS Coding Structure (Level 0 through Level 4), refer to annex A. (iii)
The Consultant/Contractor shall follow the above ‘Code of Account’ structure with the specified character
length, as a unique identifier for developing the cost estimate breakdown within the consultants own
proprietary software.
Page 30 of 72
Standard Activity Additional Code of

Code of Resources
Project Identifier Projects Groups Projects Teams Breakdown Resources
(COR)
(SAB) (COR)
Concept Development/Assess
Work Breakdown
Structure Levels Select
Define
Execute + Project Defined
Level 0 Level 1 Level 2 Level 3 Level 4 Level 5

Description This is the highest level This level defines the This level captures the This level defines all the This level categorises This level categorises
of the work breakdown physical breakdown of physical breakdown of standard activities the project resources the additional project
structure (WBS) and the major project groups project scope for each necessary for the required resources required and
identifies complete e.g. Offshore Facilities , project group planning and execution e.g. for Contractor defined by the Project
packages of project Onshore Facilities, e.g. for an Offshore of the project. Services :-
work scope as defined Transportation System, Facilities project – e.g. Contractor Services, Engineering, Project
by the project Topsides, Substructure, Procurement, Management,
Authorisation for Substructure Anchoring, Fabrication & Construction
Expenditure (AFE) Template and Subsea. Construction, Management,
strategy. The AFE Transportation & Commissioning
identifies the project and Installation, Hook-Up, Management, Home
appropriate VAP stage Commissioning,, Office Expenses &
Owners Cost, Financial. Overheads, Site Office
Expenses & Overheads,
Site Facilities and Other
Contractor Services
Activities
Table 12. ADNOC WBS Breakdown per phase.
Page 31 of 72
18 DOCUMENT OWNERSHIP AND MAINTENANCE RESPONSIBILITY.
Group Projects and Engineering is the owner of this Standard and responsible for its custody, maintenance
and periodic update. This Standard will be reviewed and updated every six months.
Group Projects and Engineering are responsible for communication and distribution of any changes to the
Standard and for its version control.
APPENDICES
(i) Work Breakdown Structure (WBS)

(ii) Cost Risk
(iii) Estimate High Level breakdown
Page 32 of 72
APPENDIX 1 WORK BREAKDOWN STRUCTURE
Level 0 (Group Company Defined Codes)
XX-XXXXXX
COMPANY Group Company Code* Company Number Description

Code (Company
Generated)
AD ADNOC
OFF e.g. 001 Offshore
*** Onshore
*** Gas Processing
*** Fertilisers
*** Refinery
*** Drilling
*** Downstream
*** Special Projects
*** Borouge
*** Civils (Building)
*** LNG
*** Al Dhafra
*** Al Yasat
Group Company to use existing applicable 3 letter code
Page 33 of 72
Transportation
Page 34 of 72
Standard Activity Breakdown Code of Resources Additional Code

Project Identifier Project Groups Project Team of Resources
(SAB) (COR)
LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
OFFSHORE CONTRACTOR
PROJECT AFE TOPSIDE
FACILITIES SERVICES
ONSHORE
SUBSTRUCTURE PROCUREMENT
FACILITIES
TRANSPORTATION SUBSTRUCTURE FABRICATION &

SYSTEMS ANCHORING CONSTRUCTION
DRILLEX / WELLS
(TBA) TEMPLATE EPC PACKAGES
ADDITIONAL
OPEX TRANSPORT & RESOURCE
(TBA) SUBSEA RESOURCE
INSTALLATION CATEGORISATION CATEGORISATION
DEFINED BY
PROJECT
REVEX
(TBA) HOOK UP
DECOMM
(TBA) COMMISSIONING
OWNERS COST
OFFSHORE
FINANCIALS
Page 35 of 72
Standard Activity Breakdown Code of Resources Additional Code

Project Identifier Project Groups Project Team
(SAB) (COR) of Resources
LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
OFFSHORE GATHERING CONTRACTOR

PROJECT AFE
FACILITIES FACILITIES SERVICES
ONSHORE PROCESSING PROCUREMENT

FACILITIES FACILITIES
TRANSPORTATION ONSHORE FABRICATION &

SYSTEMS PRODUCT CONSTRUCTION
LOADING
DRILLEX / WELLS
INFRASTRUCTURE EPC PACKAGES
(TBA)
ADDITIONAL
OPEX TRANSPORT & RESOURCE
INSTALLATION RESOURCE
(TBA) CATEGORISATION
CATEGORISATION
DEFINED BY
PROJECT
REVEX
HOOK UP
(TBA)
DECOMM COMMISSIONING
(TBA]
ONSHORE OWNERS COST
FINANCIALS
Page 36 of 72
REFINING
PETROCHEMICAL
GAS PROCESSING
Page 37 of 72
Standard Activity Breakdown Code of Resources

SAB COR Definition of Code of Resources
Description Description
Code Code (COR)
(SAB) (COR)
Level 3 Level 4 Level 5 (by Project)
EPMS Engineering Disciplines that produced Pre-FEED, FEED, Detailed
C CONTRACTOR SERVICES A0 Engineering
Design and Engineering deliverables.
EPMS Project Management Disciplines that manage the Engineering
A1 Project Management disciplines during Pre FEED, FEED, Detailed Design and engineering
phases.
EPMS Construction Management personnel that manages / monitors the
A2 Construction Management
fabrication / construction phase.
Commissioning EPMS Commissioning Management personnel that manages the
A3
Management commissioning phase.
Home Office Expenses & EPMS contractors home office costs incurred for the direct support of the
A4
Overhead Engineering and Project Management disciplines.
Site Office Expenses & EPMS Contractors site office costs incurred for the support of the
A5
Overhead Construction and Commissioning Management disciplines in the field.
Site facilities includes the cost for all facilities at site and covers
A6 Site Facilities
Warehousing, Fabrication Facilities, Buildings, Camps etc.
Other Contractor Services All costs that cannot be allocated to any of the defined contractor services
A7
Activities code of resources.
Page 38 of 72
Standard Activity Breakdown

SAB COR Code of Resources Description Definition of Code of Resources
Description
Code Code (COR) (COR)
(SAB)
Process and utility equipment related to an offshore and / or onshore
P PROCUREMENT B0 Equipment
development.
B1 Bulk Materials Bulk Materials related to an offshore and / or onshore development.
Subsea Equipment includes all manufactured/ fabricated/ machined
B2 Subsea Production System
equipment related to subsea development.
Umbilicals / Risers /
B3 Static / Dynamic umbilicals, rigid / flexible risers, rigid / flexible flowlines
Flowlines
B4 Offshore Pipelines Pipeline materials / coatings and associated manifolds and structures
B5 Onshore Pipelines Pipeline materials and coating
B6 Spares Commissioning / operational and insurance spares.

All costs that cannot be allocated to any of the defined procurement
B7 Other Procurement Activities
code of resources.
Page 39 of 72
Standard Activity Code of Resources

Breakdown Description Description
Code Code (COR)
(SAB) (COR)
Construction /
FABRICATION & Direct labour includes all crafts/trades/disciplines, which directly
F C0 Fabrication Direct
CONSTRUCTION contribute to the construction of a facility.
Labor.
Construction / Sub contracts cover the costs for various resources such as: labour,
C1 Fabrication Sub supervision including administration, materials, plant and equipment,
Contracts necessary transportation and testing.
Construction /
Indirect labour typically cannot normally be assigned to discrete activities
C2 Fabrication Indirect
and represents labour required which is of a more general nature
Labor
Construction /
Bulk Materials related to an offshore and / or onshore development
C3 Fabrication Contractor
supplied by the Construction / Fabrication contractor.
Supplied Materials
Construction /
C4 Fabrication Construction / Fabricators contractors’ overhead and profit.
Preliminaries
Other Construction / All costs that cannot be allocated to any of the defined construction /
C5
Fabrication Activities fabrication code of resources.
Page 40 of 72

Code Code (COR)
(SAB) (COR)

Drilling Rig Module includes all construction normally by specialised
contractor, for all types of drilling rig modules. The work may include
E EPC PACKAGES D0 Drill Rig Module design engineering, materials, construction and pre commissioning and
normally includes the supply of labour, plant, material and equipment to
construct drilling rig modules.
Accommodation Module includes all construction normally by
specialised contractor, for all types of accommodation modules. The
Accommodation
D1 work may include design engineering, materials, construction and pre
Module
commissioning and normally includes the supply of labour, plant,
material and equipment to construct accommodation modules.
Turret includes all construction normally by specialised contractor, for all
types of Turrets. The work may include design engineering, materials,
D2 Turret
construction and pre commissioning and normally includes the supply of
labour, plant, material and equipment to construct turrets.
All costs that cannot be allocated to any of the defined EPC Packages
D3 Other EPC Packages
code of resources.
Page 41 of 72

Code Code (COR)
(SAB) (COR)
Survey vessels include all types of certified vessels hired for the
TRANSPORTATION
T E0 Survey Vessels purpose of seabed or route survey and soil investigation and is
& INSTALLATION
operating through all phases of project.
Lifting vessels relates to the lifting operations and includes lifting vessel
E1 Lifting Vessels with crew and associated items. Special studies of slings, testing of
vessel, etc. are normally also included.
Pipe laying and associated vessels relates to all types of certified
Pipe Laying and vessels and / or barges used for pipe laying operations. The vessels
E2
Associated Vessels may also be used for pull-in operations and installation of mechanical
protection of the pipelines.
There are two main types of Barges / Transport Vessels, Barges are
flat top barges, for jacket launch barges, etc., which have no propulsion
machinery and have to be towed. Crews are normally not included
E3 Barges within barge hire and Heavy Lift Carriers, these vessels are self-
propelled and loading operation can be done in two different ways;
Skidded or lifted on board OR lowered so that the loading can be floated
on to the deck and the vessel is then de ballasted
Purpose built vessels/barges for piling operations. The vessel uses a
hammer, either hydraulic or steam driven to penetrate the piles into the
E4 Piling Vessels
sea bottom. Piling vessel / barges include vessel with crew and
associated items are also included.
Other Installation All costs that cannot be allocated to any of the defined Transports and
E5
Activities Installation code of resources.
Page 42 of 72

Code Code (COR)
(SAB) (COR)
Direct labour includes all crafts/trades/disciplines, which directly
H HOOK-UP F0 Hook Up Direct Labor
contribute to the hook up of a facility.
Sub contracts cover the costs for various resources such as:
F1 Hook Up Sub Contracts labour, supervision including administration, materials, plant and
equipment, necessary transportation and testing.
Indirect labour typically cannot normally be assigned to discrete
F2 Hook Up Indirect Labor activities and represents labour required which is of a more general
nature
Hook Up Contractor Bulk Materials related to an offshore and / or onshore development
F3
Supplied Materials supplied by the hook up contractor.
F4 Hook Up Preliminaries Hook up contractor overhead and profit.
All costs that cannot be allocated to any of the defined Hook Up
F5 Other Hook Up Activities
code of resources.
Page 43 of 72
Standard Activity Breakdown Code of Resources

Description Description
Code Code (COR)
(SAB) (COR)

Commissioning labour includes all crafts/trades/disciplines,
M COMMISSIONING G0 Commissioning Labor
which directly contribute to the hook up of a facility.
Commissioning Site
Site facilities includes the cost for all facilities at site and covers
G1 Offices and
Warehousing, Fabrication Facilities, Buildings, Camps etc.
Accommodation
Indirect labour typically cannot normally be assigned to discrete
Commissioning Indirect
G2 activities and represents labour required which is of a more
and Temporaries
general nature
All commissioning materials, commodities and consumables
Commissioning
G3 used to specifically to commissioning the oil and / or gas
Consumables
facilities.
Commissioning Plant, All commissioning plant, tools and equipment used to
G4
Tools and Equipment specifically to commissioning the oil and / or gas facilities.
All third party commissioning specialists (vendor
Commissioning Third Party
G5 representatives) used to specifically to commissioning the oil
Services
and / or gas facilities.
Other Commissioning All costs that cannot be allocated to any of the defined
G6
Activities commissioning code of resources.
Page 44 of 72

Code Code (COR)
(SAB) (COR)

All costs related to the owner's team personnel resources required to
Project Management Team manage, administer, control, coordinate and supervise Engineering,
O OWNERS COST J0
Project, Construction Commissioning and Operations activities during
the development of a project
All costs related to the owner’s team in the direct support to manage,
Project Management Team administer, control, coordinate and supervise during the development
J1 Related Cost
of a project and covers office accommodation, IT hardware / software,
office expenses, business travel and other related costs.
All costs related to support the project during the development of a
Other Owners Costs
J2 project and cover 3rd party studies, services, land, data, training and
other related costs.
Overheads and Allocations All costs associated with regional and time writing that are allocated to
J3
the development of a project.
Page 45 of 72

Code Code (COR)
(SAB) (COR)
All costs related to financing the project and could cover project
Financing and Related Costs
Z FINANCIALS K0 financing (Internal and / or external), currency and depreciation of
specific project equipment.
Insurance All costs associated with insurances not directly covered by contractors
K1
under contractual obligations that have to be applied to the project.
Tax
K2 All costs associated with taxes that have to be applied to the project.
Inflation / Escalation
K3 All costs associated with inflation / escalation applied the project
K4 Contingency All costs associated with unallocated provision and additional

unallocated provision applied to the project.
Other Finance Costs All costs that cannot be allocated to any of the defined financial code of
K5
resources.
Page 46 of 72
WBS Coding Structure

Project
Assess Developm ent
Stages
Select
Define
Execute
Exam ple AD-OFF001 OF: TO: C A0: XX
By Project
21 SAP Characters (Inc.

9 3 3 1 2 2
Delim iters)
Project
Project AFE XX-XXXXX
Identifier
Project
Offshore Facilities OF:
Groups
Onshore Facilities ON:
Transportation System TS:
DRILLEX DR:
OPEX OP:
REVEX RE:
Decommissioning DE:
Project TeamTopside TO:

Substructure SB:
Substructure Anchoring SA:
Templates TP:
Subsea SS:
Gathering Facilities GF:
Processing Facilities PF:
Onshore Product Loading PL:
Infrastructure IN:
Offshore Pipelines MP:
Onshore Pipelines NP:
Offshore Offloading Systems OS:
Activity Breakdow
Contractor
n Services C
Procurement P
Fabrication & Construction F
EPC Packages E
Transport and Installation I
Hook-Up H
Commissioning M
Ow ners Cost O
Financials Z
Page 47 of 72
Project Stages Assess
Select
Define
Execute

By Project

9 3 3 1 2 2
Delim iters)
Code of Resources Nested Code

Contractor Services Engineering C A0
Project Management C A1
Construction Management C A2
Commissioning Management C A3
Home Office Expenses & Overhead C A4
Site Of fice Expenses & Overhead C A5
Site Facilities C A6
Other Contractor Services Activities C A7
Procurement Equipment P B0
Bulk Materials P B1
Subsea Production System P B2
Umbilicals / Risers / Flow lines P B3
Offshore Pipelines P B4
Onshore Pipelines P B5
Spares P B6
Other Procurement Activities P B7
Fabrication & Construction Construction / Fabrication Direct Labour F C0
Construction / Fabrication Sub Contracts F C1
Construction / Fabrication Indirect Labour F C2
Construction / Fabrication Contractor Supplied Materials F C3
Construction / Fabrication Preliminaries F C4
Other Construction / Fabrication Activities F C5
EPC Packages Drill Rig Module E D0
Accommodation Module E D1
Turret E D2
Other EPC Packages E D3
Transport & Installation Survey Vessels I E0
Lifting Vessels I E1
Pipe Laying and Associated Vessels I E2
Barges I E3
Piling Vessels I E4
Other Installation Activities I E5
Page 48 of 72
Project Stages Assess
Select
Define
Execute

By Project
9 3 3 1 2 2
Delim iters)
Hook-Up Hook Up Direct Labour H F0
Hook Up Sub Contracts H F1
Hook Up Indirect Labour H F2
Hook Up Contractor Supplied Materials H F3
Hook Up Preliminaries H F4
Other Hook Up Activities H F5
Commissioning Commissioning Labour M G0
Commissioning Site Offices and Accommodation M G1
Commissioning Indirects and Temporaries M G2
Commissioning Consumables M G3
Commissioning Plant, Tools and Equipment M G4
Commissioning Third Party Services M G5
Other Commissioning Activities M G6
Ow ners Cost Project Management Team O J0
Project Management Team Related Cost O J1
Other Ow ners Costs O J2
Overheads and Allocations O J3
Financials Financing and Related Costs Z K0
Insurance Z K1
Tax Z K2
Inflation / Escalation Z K3
Unallocated Provision Z K4
Other Finance Costs Z K5
Add'l Code Of Resources DEFINED BY PROJECT XX
Page 49 of 72
Code of Resources Construction
SAB Additional
Code Code of Resources (COR) Level 4 Code of Resources (ACOR) Level 5
C Engineering A0 Architectural & Buildings 01
A0 Civil Engineering 02
A0 Drilling 03
A0 Electrical 04
A0 HVAC 05
A0 Instrumentation 06
A0 Marine Engineering 07
A0 Material Engineering 08
A0 Mechanical Engineering 09
A0 Pipelines & Risers 10
A0 Piping 11
A0 Process Engineering 12
A0 Safety Engineering 13
A0 Structural 14
A0 Subsea Engineering 15
A0 Telecommunications 16
A0 Weight Control 17
A0 Other Engineering 18
A0 Spare 19
A0 Spare 20
C Project Management A1 Project Management 01
Page 50 of 72
A1 Engineering Management 02
A1 Project Engineering 03
A1 Contract Management 04
A1 Project Services 05
A1 Project Administration 06
A1 Information Management 07
A1 Information Technology 08
A1 Quality Management 09
A1 Procurement 10
A1 Health Safety Environmental (HSE) 11
A1 Other Project Management 12
C Construction Management A2 Construction Management 01
A2 Project Services/Control 02
A2 Quality Assurance / Quality Control 04
A2 Other Construction Management 06
A2 Spare 07
Page 51 of 72
SAB Additional
C Commissioning Management A3 Commissioning Management 01
A3 Project Services 02
A3 Quality Assurance 04
A3 Other Commissioning Management 06
A3 Spare 07
C Home Office Expenses & Overhead A4 General Office Administration 01
A4 Office Facilities 02
A4 Information Technology 03
A4 Office Expenses 04
A4 Personnel Expenses 05
A4 Miscellaneous Expenses 06
A4 Service to Company / Owner / Operator 07
A4 Engineering Studies & Verification 08
A4 Model Tests 09
A4 Other Home Offices Expenses & Overhead 10
C Site Office Expenses & Overhead A5 General Site Administration 01
A5 Office Expenses 02
A5 Personnel Expenses 03
A5 Miscellaneous Expenses 04
A5 Miscellaneous Overhead Costs 05
Page 52 of 72
A5 Other Construction Overheads 06
A5 Services to Company 07
A5 Other Site Office Expenses & Overhead 08
A5 Spare 09
C Site Facilities A6 Construction Facilities 01
A6 Material Storage Facilities 02
A6 Special Commissioning Plant / Equipment 03
A6 Facilities Construction / Expansion 04
A6 Construction Camp 05
A6 Camp Catering 06
A6 Camp Operations 07
A6 Other Site Facilities 08
A6 Spare 09
C Other Contractor Services Activities A7 Other Contractor Services 01
A7 Spare 02
Page 53 of 72
Code of Resources Procurement
SAB Additional
P Equipment B0 Mechanical Equipment 01
B0 Electrical Equipment 02
B0 Instrument Equipment 03
B0 HVAC Equipment 04
B0 Safety / Loss Control Equipment 05
B0 Telecommunication Equipment 06
B0 Storage Tanks 07
B0 Spare 08
B0 Spare 09
B0 Spare 10
P Bulk Materials B1 Architectural Bulk Materials 01
B1 Site Preparation / Sitework Bulk Materials 02
B1 Concrete Bulk Materials 03
B1 HVAC Bulk Materials 04
B1 Safety / Loss Control Bulk Materials 05
B1 Electrical Bulk Materials 06
B1 Instrument Bulk Materials 07
B1 Pipework Bulk Materials 08
B1 Structural Steel Bulk Materials 09
B1 Telecommunications Bulk Materials 10
Page 54 of 72
B1 Painting Bulk Materials 11
B1 Insulation Bulk Materials 12
B1 Fireproofing Bulk Materials 13
P Subsea Production System B2 Wellheads 01
B2 Trees 02
B2 Manifolds 03
B2 Subsea Structures 04
B2 Controls 05
B2 Jumpers 06
B2 Flying Leads 07
B2 Tooling 08
B2 Spare 09
B2 Spare 10
P Umbilicals / Risers / Flowlines B3 Umbilicals 01
B3 Risers 02
B3 Flowlines 03
B3 Spare 04
Page 55 of 72
SAB Additional
P Offshore Pipelines B4 Pipeline Materials 01
B4 Pipeline Coatings 02
B4 Pipeline End Manifold (PLEM) 03
B4 Pipeline Structures (SSIV) 04
B4 Fibre Optic System 05
B4 Spare 06
P Onshore Pipelines B5 Pipeline Materials 01
B5 Pipeline Coatings 02
B5 Fibre Optic System 03
B5 Spare 04
P Spares B6 Commissioning Spares 01
B6 Operational Spares 02
B6 Insurance Spares 03
B6 Spare 04
B6 Spare 09
B6 Spare 10
P Other Procurement Activities B7 Vendor Representatives 01
B7 3rd Party Inspection Services 02
B7 Extended factory acceptance testing 03
B7 Site integration testing 04
B7 Qualification testing 05
B7 Storage & Preservation 06
Page 56 of 72
B7 Freight, Shipping & Logistics 07
Code of Resources Fabrication/Construction
SAB Additional
Construction / Fabrication Direct

F C0 Direct Labour 01
Labour
C0 Spare 02
Construction / Fabrication Sub

F C1 Sub Contracts 01
Contracts
C1 Spare 02
Construction / Fabrication Indirect

F C2 Indirect Labour 01
Labour
C2 Spare 02
Con / Fab Contractor Supplied

F C3 Contractor Supplied Materials 01
Materials
C3 Spare 02
Construction / Fabrication
F C4 Preliminaries 01
Preliminaries
C4 Spare 02
Other Construction / Fabrication

F C5 Other Activities 01
Activities
C5 Spare 02
Core EPC Packages
SAB Additional
E Drill Rig Module D0 Drilling Equipment Set (DES) 01
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D0 Drilling Support Module (DSM) 02
D0 Spare 03
E Accommodation Module D1 Accommodation Module 01
D1 Spare 02
E Turret D2 Turret 01
D2 Spare 02
E Other EPC Packages D3 Other EPC Packages 01
D3 Spare 02
Transportation and Installation
SAB Additional
I Survey Vessels E0 Survey Vessels 01
E0 Soil Survey Vessels 02
E0 Seismic Vessels 03
E0 Survey Vessel Spreads 04
E0 Spare 05
E0 Spare 06
I Lifting Vessels E1 Crane Barges [ Lifting Cap < 3,000 te ] 01
E1 Crane Barges [ Lifting Cap 3,000-10,000 te ] 02
E1 Crane Barges [ Lifting Cap > 10,000 te ] 03
E1 Lifting Vessel Spreads 04
E1 Spare 05
Pipe Laying and Associated

I E2 Pipelay Vessels 01
Vessels
Page 58 of 72
E2 Flexible Pipeline/ Cable /Umbilical laying Vessels 02
E2 Trenching Vessels 03
E2 Dredging Vessels 04
E2 Gravel/Rock Dumping Vessels 05
E2 Diving and ROV Operating Vessels 06
E2 Spare 07
I Barges E3 Barges 01
E3 Heavy Lift Carriers 02
E3 Spare 03
I Piling Vessels E4 Piling Vessels 01
E4 Pile Driving Equipment 02
E4 Spare 03
I Other Installation Activities E5 Spare 01
E5 Spare 02
E5 Spare 03
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SAB Level Additional Level

Code Code of Resources (COR) 4 Code of Resources (ACOR) 5
H Hook Up Direct Labour F0 Direct Labour 01
F0 Spare 02
F0 Spare 10
H Hook Up Sub Contracts F1 Sub Contracts 01
F1 Spare 02
H Hook Up Indirect Labour F2 Indirect Labour 01
F2 Spare 02
Hook Up Contractor Supplied

H F3 Contractor Supplied Materials 01
Materials
F3 Spare 02
H Hook Up Preliminaries F4 Preliminaries 01
F4 Spare 02
H Other Hook Up Activities F5 Other Activities 01
F5 Spare 02
Code of Resources Financial
SAB Additional
M Commissioning Labour G0 Commissioning Technicians 01
G0 Direct Labour 02
G0 Indirect Labour 03
G0 Spare 04
G0 Spare 05
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Comm. Site Offices and

M G1 Site Accommodation 01
Accommodation
G1 Office Hardware and Equipment 02
G1 Completion Systems 03
G1 Office Consumables 04
G1 Spare 05
Commissioning Indirects and

M G2 Scaffolding 01
Temporaries
Commissioning Temporaries (Warehouse /

G2 02
Workshop)
G2 Spare 03
M Commissioning Consumables G3 Commissioning Consumables 01
G3 Spare 02
G3 Spare 03
Commissioning Plant, Tools and

M G4 Personnel Protection Equipment (PPE) 01
Equipment
G4 Tools and Equipment 02
G4 Vehicles 03
G4 Spare 04
Commissioning Third Party

M G5 Specialist Commissioning Services 01
Services
G5 Vendor Representatives 02
G5 Spare 03
M Other Commissioning Activities G6 Other Commissioning Activities 01
G6 Spare 02
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Code of Resources Owners
SAB Additional
O Project Management Team J0 Project Management 01
J0 Health, Safety, Security and Environmental 02
J0 Quality 03
J0 Subsurface (Reservoir) 04
J0 Wells 05
J0 Engineering 06
J0 Procurement and Supply Chain Management 07
J0 Construction 08
J0 Commissioning 09
J0 Operations 10
J0 Project Services 11
J0 Finance 12
J0 Global Subsea Hardware 13
J0 Other Project Management Team Personnel 14
J0 Spare 15
Project Management Team Related

O J1 General Office Administration 01
Cost
J1 Office Facilities 02
J1 IT Hardware, Software and Support 03
J1 Office Expenses 04
J1 Personnel Cost & Expenses 05
J1 Miscellaneous Expenses 06
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J1 Other PMT Related Expenses 07
O Other Owners Costs J2 Third Party Studies / Consultants 01
J2 Surveys 02
J2 Process Licences 03
J2 Regulatory / Permitting / Certification 04
J2 Data Purchase 05
J2 Communication / Public Relation Services 06
J2 Land 07
J2 Freight 08
J2 Custom Charges, Fess, Duties 09
J2 Vendor Representatives 10
J2 Plant Tools and Equipment 11
J2 Communication Equipment 12
J2 Training 13
J2 Marine Vessels and Logistics 14
J2 Quartering (Non Flotel) 15
J2 Security 16
J2 Other Owners Cost 17
J2 Spare 18
O Overheads and Allocations J3 Regional Overheads 01
J3 GSH Time Writing Allocations 02
J3 GPO Time Writing Allocations 03
J3 PSCM Time Writing Allocations 04
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J3 Other Time Writing Allocations 05
J3 Spare 06
Code of Owners Financial
SAB Level Additional Level

Code Code of Resources (COR) 4 Code of Resources (ACOR) 5
Z Financing and Related Costs K0 Finance Costs 01
K0 Depreciations 02
K0 Currency Impact 03
K0 Other Finance Costs 04
K0 Spare 05
Z Insurance K1 Construction All Risk Insurance(CAR) 01
K1 Other Insurances 02
K1 Spare 03
Z Tax K2 Withholding Tax (WHT) 01
K2 Value Added Tax (VAT) 02
K2 Sales Tax 03
K2 Other Taxes 04
K2 Spare 05
Z Inflation / Escalation K3 Market Inflation / Escalation 01
K3 Spare 02
Z Contingency K4 Contingency 01
APPENDIX 2 COST RISK
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In order to fulfil the requirement of having a Probabilistic estimate for Class 1 projects as per the VAP
process, it is recommended requirement for the VAP team to have a “Project Cost Risk Workshop”. The
below outlines the process, participants and tools required to carry out such an exercise. If a consultant or
contractor is being used to carry out the risk workshop, and have their own steps and methods in running
the workshop then the project team should use their systems. If however the team wish to do the workshop
in house, the below guideline should be used.
The Cost Risk workshop should be carried out at Gate 3 of the VAP cycle; at the end of concept (Pre-
FEED) and FEED. The Risk management workshop should be carried out by the Project Risk Lead either
from within the Project management team or from a Consultant/Contractor, depending on the skillset of
the management team. He/She should be familiar with leading a Cost Risk Workshop and using
Probabilistic tools and methodology. @ Risk or Oracle PERT Analysis.
Step 1- Stakeholders
Invite all responsible stakeholders, usually from the Project Management Team but can also include
specialists from the Consultant/Contractor.
Team members may or not include the following, this is dependent on the project.
 Senior Project Manager or the like

 Project Services/Control Manager/Cost Lead/Planner
 Estimator
 Engineering Manager
 Process lead
 Rotating Equipment
 Subsea Eng Lead
 Project Risk Expert (Usually the Chair)
Page 65 of 72
Step 2-Main Risk Drivers Identified (from the project risk register)
Identify the main risk drivers in the estimate that could influence the budget. These will vary from project
to project but may include.
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Step 3- Estimate Budget Breakdown by WBS/CBS
Agree on the level of the estimate (usually the WBS level) to interrogate during the review.
Operator Costs
Personnel Costs $4,228,662
Licence Fees $194,513
Contracts & Studies - Operator $179,470
Contracts & Studies - Project $2,390,530
Insurance (CAR & TPL) $1,744,638
Pre-operations $500,000
Operator Costs Total $9,237,813
Projects & Engineering

Projects & Engineering Team $7,755,786
Projects & Engineering Total $7,755,786
Long Lead Procurement

Xmas Trees $4,652,650
Subsea Controls $6,111,808
Long Lead Procurement Total $10,764,458
Subsea & Pipeline Installation

Engineering & Project Management $8,476,732
Fabrication $5,944,050
Installation $19,744,584
Valves $1,964,121
Linepipe $11,319,539
Umbilical $4,238,366
Additional Budget Items $1,030,367
Subsea & Pipeline Installation Total $52,717,759
Page 67 of 72
Step 4 – Risk Allocation via the ADNOC Group Risk Matrix
Each line item in the estimate is then subsequently allocated a Risk Level from the below ADNOC Group Risk Matrix, against the main
risk drivers identified in step 2.
Almost
Term Rare Unlikely Possible Likely Very Likely
Certain
ERM Expected to
Could happen, Not likely to Expected to
May occur at High confidence occur regularly
Qualitative but probably occur in normal
some time
occur at some
of occurrence under normal
Criteria never will circumstances time
circumstances
Probability 0%<=E<5% 5%<=E<10% 10%<=E<40% 40%<=E<60% 60%<=E<85% 85%<=E<99%
ADNOC Group Risk Matrix HSE

Frequency
10-6 ≤ - < 10-5 10-5 ≤ - < 10-4 10-4 ≤ - < 10-3 10-3 ≤ - < 10-2 10-2 ≤ - < 10-1 10-1 ≤ - < 1
Has occurred
Has occurred Has occurred
at least once in
Has not Has occurred at least once in more than Has occurred
the ADNOC
HSE occurred in in world-wide Group once in Group more than
Group but not
Likelihood world-wide industry but not
at the specific
Company but Company or once at the
industry in ADNOC not at the once at the specific site
Group
specific site specific site
Company
Financial*/** Projects Investments
Direct
Severity Health & Safety Environment Reputation Production Legal # A B C D E F
Financial CAPEX SCHEDULE Profit
Loss (PL)
Impact (DFI)
Multiple public (more Time-critical milestone or
Inability to comply with laws, Extremely severe loss of
than 1) fatalities/ Prolonged international deadline disastrously missed
Disastrous effect regulations or contracts resulting in future profit. Potential
permanent total impact and public more than 25%. Extremely
(severe and substantially material losses. Budgeted cost estimates reduction of Net Present
disabilities OR More attention. Effect will last for >=$1Billion in a >=$1Billion in a serious delay of start date
Disastrous than 10 workers
permanent impacts,
years and can spread year year
Disastrous regulatory sanction, increase by > 20%. Additional Value (NPV) > 20%. Financial 6 6A 6B 6C 6D 6E 6F
leads to erosion of investment
fatalities / multiple consistently prosecution or prolonged multiple CAPEX is required. value of capital investment is
internationally and affect value
permanent total exceeding limits) litigations. Potential jail terms for seriously threatened and
other industry players
disabilities executives require re-evaluation
More than 2 Year Delay
Single public Serious international
Time-critical milestone or Severe loss of future profit.
fatality/ permanent Catastrophic effect impact and public attention Significantly constrained ability to
deadline severely missed by Potential reduction of Net
disability OR (serious impacts on - extensive adverse >=$100 million >=$100 million comply with laws, regulations or
Budgeted cost estimates 20-25%. Serious delay of Present Value (NPV) by 15-
Catastrophic Multiple worker many attributes of coverage in the - <$1 Billion in - <$1 Billion in contracts resulting in material financial
seriously increase by 15-20%. start date 20%. Financial value of
5 5A 5B 5C 5D 5E 5F
fatalities (up to 10) / environment in international media with a year a year losses. Very serious litigation,
capital investment is
permanent total larger area) potentially severe impact including class actions
Max 2 Year Delay threatened
disabilities on licenses
Significant national impact

Major effect and public concern - Time-critical milestone or
Single worker Significant loss of future
(negative impacts extensive adverse Major breach of law, contract or deadline missed by 15-20%.
fatality / permanent >=$10M - >=$10M - Budgeted cost estimates profit. Potential reduction of
on surrounding attention in the national regulation. External investigation(s), Schedule Index KPI is totally
Major total disability or
environment and media. Effect could last a
<$100M in a <$100M in a
significant regulatory sanction or
increase by 10-15% and are not
not achievable
Net Present Value (NPV) by 4 4A 4B 4C 4D 4E 4F
serious injury to year year manageable within 10-15%. Outside of allowed
repeated non few months and likely to major litigation
public assumption range
compliances) spread to close industry Max 1 Year Delay
partners
Time-critical milestone or
deadline missed by 10-15%. Serious loss of future profit.
Serious injuries or Local effect Considerable impact - Serious breach of law, contract or
>=$1M - >=$1M - Schedule Index KPI is not Potential reduction of Net
health effects (reversible impacts adverse attention in local regulation - moderate fines / litigation Budgeted cost estimates
Serious (permanent partial but frequent non media / local government /
<$10M in a <$10M in a
and / or requires reporting to increase by 5-10%.
achievable without Present Value (NPV) by 5- 3 3A 3B 3C 3D 3E 3F
year year justification 10% but within of assumption
disability) compliances) action groups regulator(s)
range
Less than 1 Year Delay
Time-critical milestone or
Minor loss of future profit.
Minor injuries or Minor effect Limited impact - some deadline missed by 5-10%.
Minor breach of law, contract or Potential reduction of Net
health effects (impacts limited to local media / political >=$100K - >=$100K - Budgeted cost estimates Schedule Index KPI is
Minor (reversible effects - organization’s attention. Effect will last a <$1M in a year <$1M in a year
regulation where mild regulatory
increase by 1-5%. threatened but achievable
Present Value (NPV) by 1-5% 2 2A 2B 2C 2D 2E 2F
sanction or minor litigation and within of assumption
weeks to months) surroundings) few days only
range
No Delay
Negligible milestone delay.

Slight effect Negligible performance Negligible loss of future profit.
Slight injuries or Low-level legal or business ethics
(impacts within the Slight impact - no public <$100K in a <$100K in a Budgeted cost estimates impact by 5%. Schedule Potential reduction of Net
Notable health effects (short
organization’s fence concern year year
issue; litigation or regulatory sanction
increase by < 1%. Index KPI is achievable Present Value (NPV) up to
1 1A 1B 1C 1D 1E 1F
term effects) unlikely
area) 1%
No Delay
Management
Risk Level Minimum Required Action
Approval
Report immediately upon identification. Risk must be reduced as soon as possible to tolerable levels (Improve effectiveness of controls) and As Low As Reasonably Practicable (ALARP) must be demonstrated for the control actions taken (HSE Risks) / Management
HIGH /
satisfied the costs to reduce the risk exceed the benefits of doing so. Include in the Risk Register for tracking. Consider advanced risk assessment methodologies for further investigation. Calculation of Maximum Foreseeable Loss (MFL) and Risk Control Effectiveness SVP
CATEGORY 1
(RCE) shall be undertaken.
HIGH-MEDIUM / Risk must be reduced as soon as possible to lower levels (Improve effectiveness of controls) and ALARP must be demonstrated for the control actions taken (HSE Risks) / Management satisfied the costs to reduce the risk exceed the benefits of doing so. Include in the
SVP
CATEGORY 2 Risk Register for tracking. Consider advanced risk assessment methodologies for further investigation. Calculation of Maximum Foreseeable Loss (MFL) and Risk Control Effectiveness (RCE) shall be undertaken.
MEDIUM /
Medium priority, monitor and improve effectiveness of current controls with ALARP demonstration. Include in Risk Register for tracking. Calculation of Maximum Foreseeable Loss (MFL) and Risk Control Effectiveness (RCE) should be undertaken. VP
CATEGORY 3
LOW /
CATEGORY 4
Low priority, monitor and improve effectiveness of current controls. -
Page 68 of 72
Page 69 of 72
Step 5 – Potential Underrun / Overrun in a project
Make an assessment for the potential underrun and the potential overrun based on the risks identified in step 4.
Page 70 of 72
Step 6
The Risk Expert within ADNOC ERM team now separately runs the workshop output model into his/her
risk tool. (@Risk) for at least 1000 iterations.
The (P10, P50 and P90) Outputs are taken from the @Risk profile below.
Page 71 of 72
APPENDIX 3 ESTIMATE HIGH-LEVEL BREAKDOWN
VoWD Estimate
(USD MM) (USD MM)
ADNOC Staff Costs

PMC
Travel
Insurances
Owners Costs
Third Party Services (Surveys, HSE
Studies, Benchmarking, legal -
External)
Batch
Drilling Cost (incl.contingency) Completions
Concept/Select Consultant
FEED
Licensors
LLI (Free Issued or Novated)
Engineering
EPC Procurement
Construction
Productivity Factor*
Commissioning
Contingency
Escalation ( Excluding* Forward Esc.)
Estimated Date Money (EDM)**
Forward Escaltion (Investment Team)
Inflation (Inflation )
Estimated (Money of the Day)
* (At the discretion of the Group company Project Estimator)

** To be submitted in Reports
Page 72 of 72
ADNOC GROUP PROJECTS &

ENGINEERING
COST OPTIMISATION REVIEWS
Guideline
APPROVED BY:
Ebraheem Al Romaithi
Senior Vice President Group Projects & Engineering
23/06/2023
AGPM-GDL-105A

CUSTODIAN Group Projects & Engineering / PC&CS

DISTRIBUTION Specification applicable to ADNOC & ADNOC Group Companies
REVISION HISTORY

NO.
17thOctober 01 Abdulqader Al-Shaibah Zaher Salem Zaher Salem
2019
Senior Manager, SVP, Group Projects SVP, Group Projects
Projects
11th August 02 Abdulqader Al-Shaibah Zaher Salem Zaher Salem
2020
Senior Manager, SVP, Group Projects & SVP, Group Projects &
Projects Engineering Engineering
5th September 03 Laurent Spring Ebraheem Al Romaithi Ebraheem Al Romaithi
2021
Head of Discipline SVP, Group Projects & SVP, Group Projects &
Concept Development Engineering Engineering
July 2023 04 Laurent Spring Richard Wood Abdulla Al Shaiba
/ Syed Basheer Umar Head of Discipline, VP Group Project
Project Management Assurance
Head of Discipline
Concept Development
22/06/2023 22/06/2023
22/06/2023
Note: the document number of this Guideline was AGPM-GDL-105 up to and including revision 3.
The Group Projects and Engineering Function is the owner of this Guideline and responsible for its custody,
maintenance and periodic update.
In addition, Group Projects and Engineering Function is responsible for communication and distribution of
any changes to this Guideline and its version control.
This document will be reviewed and updated in case of any changes affecting the activities described in this
document.
by all ADNOC and ADNOC Group companies, which are accountable for roll out and compliance.
controlled document. Copies or extracts of this document, which have been downloaded from the intranet,
are uncontrolled copies and cannot be guaranteed to be the latest version.
Document No: AGPM-GDL-105A Rev. No: 4

Page 2 of 21

DEFINITIONS:
‘ADNOC Group’ means ADNOC together with each company in which ADNOC, directly or indirectly, holds
fifty percent (50%) or more of the shares or has the ability to direct the management of the company.
‘AGES’ means the ADNOC Group Engineering Standards and Specifications – a common set of engineering
documents that are implemented across all ADNOC Group Companies. These Standards provide Project
Managers, engineers, vendors and contractors across the ADNOC Group Companies with consistent
engineering standards and specifications. These documents are based on international standards and
engineering standards from the ADNOC Group of Companies. Although the AGES are not part of IPMS
documentation, they are mandatory reference documents when conducting projects in which ADNOC has a
stake.
‘Approving Authority’ means the decision-making body or employee with the required authority to approve
Policies and Procedures or any changes to them.
‘Business Line Directorates’ (or ‘BLD’) means a Directorate of ADNOC which is responsible for one or
‘Capital Project' means a long-term, capital-intensive investment to develop or upgrade an existing industrial
facility for the production, transportation, storage and/or distribution of energy sources, its derivatives, sub-
products and supporting civil infrastructure.
to act for, and on behalf of, the COMPANY.
‘Contractor’ means a non-ADNOC Group third-party which carries out part, or all aspects, of project
management, design, engineering, procurement, construction, commissioning on behalf of the COMPANY.
‘Final Investment Decision’ (or ‘FID’) means the point in the Capital Project at which the decision to make
major financial commitment is taken, which is at Gate 3 of the Value Assurance Process is at Gate 3.
‘Front-End Loading’ (or ‘FEL’) means the initial project maturation stages until the final investment decision
(FID) is attained. In each of the stages, more project understanding is progressively gained by completing
the required fit-for-purpose multi-disciplinary studies specified in the IPMS, to support decision-making. The
quality of FEL is a key indicator of project outcome.
‘Gate’ means a milestone at the end of each Stage when a key management decision is required before a
project can progress to the next Stage.
‘Gate Contract’ (or ‘GC’) means a meeting held at the beginning of each stage to agree on activity
requirements for the project to successfully enter the next Stage.
support project delivery excellence. Such Guidelines and associated templates provide instructions for the
‘GVAP’ (or ‘VAP’) means the ADNOC Group Value Assurance Process, which is a common framework that
is implemented across all ADNOC Group Companies for the management and governance of Capital Projects,
from inception to operations. All documents (Standards, Guidelines, Procedures, Templates) issued under

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the Integrated Project Management System (IPMS), amongst which is this document, are intimately related
to GVAP.
‘Project’ means a Capital Project being contemplated or procured by ADNOC or a Group Company.
‘Project Standards’ means documents in the Integrated Project Management System (IPMS) that set the
minimum mandatory requirements of Projects to deliver successful and predictable outcomes.
‘Stage’ means a distinct phase in the Value Assurance Process (VAP), demarcated by a gate. The VAP for
project classes 1 to 3 includes four project stages ASSESS, SELECT, DEFINE, and EXECUTE, as further
defined below:
‘ASSESS Stage’ means the first stage of the VAP, which aims to assess the technical and economic
viability of an opportunity and its alignment with the business strategy.
‘SELECT Stage’ means the second stage of the VAP, which aims to select the optimal concept based
on HSE, operability, technical, economic, and business risk criteria.
‘DEFINE Stage’ means the third stage of the VAP, which aims to develop project definition, freeze the
scope, and enable a Final Investment Decision in the EXECUTE stage.
‘EXECUTE Stage’ means the fourth stage of the VAP, which aims to develop the detailed engineering
design, procure materials, and construct the equipment/systems to achieve a fully operating asset within
the approved scope, schedule, quality and HSE.

Page 4 of 21

TABLE OF CONTENTS
1 INTRODUCTION .......................................................................................................................................6
1.1 PURPOSE .................................................................................................................................................6
1.2 SCOPE AND APPLICABILITY .................................................................................................................6
1.3 ROLES AND RESPONSIBILITIES ...........................................................................................................6
1.3.1 BUSINESS LINE DIRECTORATE ...........................................................................................................6
1.3.2 GROUP PROJECTS AND ENGINEERING ...............................................................................................6
1.3.3 COST OPTIMISATION REVIEW LEAD....................................................................................................7
1.3.4 COST OPTIMISATION REVIEW TEAM ...................................................................................................8
1.3.5 INTEGRATED PROJECT MANAGEMENT TEAM .......................................................................................8
1.4 ACRONYMS ..............................................................................................................................................9
2. OVERVIEW OF COST OPTIMISATION REVIEWS .................................................................................9
2.1 ASSURANCE REVIEWS IN ASSESS, SELECT AND DEFINE ........................................................... 10
2.1.1 ASSESS STAGE: .......................................................................................................................... 10
2.1.2 SELECT STAGE: ........................................................................................................................... 10
2.1.3 DEFINE STAGE: ........................................................................................................................... 11
3. OBJECTIVES OF COST OPTIMISATION REVIEWS ........................................................................... 11
4. TIMING OF THE REVIEW ..................................................................................................................... 11
5. COST OPTIMISATION REVIEW TEAM ................................................................................................ 12
6. COST OPTIMISATION REVIEW METHODOLOGY ............................................................................. 13
6.1 INFORMATION STEP ............................................................................................................................ 13
6.2 IDENTIFICATION STEP ........................................................................................................................ 16
6.3 ANALYSIS AND EVALUATION STEP.................................................................................................. 16
6.4 CLOSE-OUT MEETING ......................................................................................................................... 17
6.5 ISSUE REPORT ..................................................................................................................................... 17
7. RECORDING THE SAVINGS ................................................................................................................ 18
8. MONTHLY REPORTING ....................................................................................................................... 18
9. RECORDING COST OPTIMISATION REVIEW FINDINGS .................................................................. 18
APPENDIX 1 – COST OPTIMISATION REVIEW ROLES AND RESPONSIBILITIES ................................ 19
APPENDIX 2 – COST OPTIMISATION REVIEW PROPOSALS TEMPLATE............................................. 20
APPENDIX 3 – COST OPTIMISATION REVIEW PROPOSAL CRITERIA ................................................. 21

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1 INTRODUCTION
This Project Management Discipline Guideline is one in a series of Capital Project documents that form
part of the Integrated Project Management System (IPMS) developed from ADNOC Group Companies’
and international best project practices. IPMS promotes a standardised approach to project front-end
loading (FEL), delivery and assurance of projects undertaken by ADNOC and ADNOC Group
Companies.
The Project Standards, Guidelines and supporting documentation set the minimum mandatory
requirements and guidance to deliver successful and predictable outcomes.
1.1 Purpose
The purpose of this Guideline is to provide details on the process for planning and executing Cost
Optimisation Reviews (CORs) for capital projects in ADNOC and its Group Companies; it also provides
guidance to COR Teams, Integrated Project Management Teams (IPMTs) and key stakeholders on how
CORs are to be performed in ADNOC and its Group Companies.
This Guideline is applicable to Group Value Assurance Process (GVAP) class 1, 2, or 3 Capital Projects
in the ASSESS, SELECT, DEFINE and EXECUTE stages of the project lifecycle. The application of this
Guideline for Capital Projects falling into project classes 4, 5 and 6 is at the sole discretion of the
respective asset-owning entity or Group Company, this may include scalable options to the system or
deliverables and/or any decision to adhere to, or deviate from, any part of this document.
This Guideline shall be implemented by each business entity for capital projects that meet COR
applicability as defined in this document, subject to and in accordance with their delegation of authority
and other governance-related processes to ensure its effective and consistent application.
CORs are “opportunistic” in their nature; while their primary focus is on all projects exceeding USD 250
million (class 1 projects), it can be decided to include / exclude all projects of any value based on
criticality, complexity or on marginally economic projects where CAPEX ceiling are required. The
selection of COR candidates must be agreed by the Group Projects and Engineering Function (GPE).
An outline of key responsibilities for implementing this Guideline are as follows:
1.3.1 Business Line Directorate
The Group Company Business Line Directorate (BLD) are responsible for assigning a COR focal point,
and for agreeing suitable dates to conduct the COR.
The BLD COR lead will ensure the IPMT readiness for the COR by confirming:
• the maturity of the conceptual design of FEED technical work is suitable for a COR;
• the availability of documentation that enables a meaningful review; and
• the availability of preliminary Class 3 (SELECT) or Class 2 (DEFINE) cost estimates underpinning
the project’s scope.
1.3.2 Group Projects and Engineering

The ADNOC Group Projects and Engineering (GPE) Function is responsible for:

Page 6 of 21

• owning the COR process, guideline and templates;

• selecting and agreeing with BLD in the Gate Contract Meeting which projects will undertake a
COR, and scheduling it accordingly;
• maintaining a list of ADNOC-wide subject matter experts and leads for CORs, identifying the
most relevant reviewers/leads based on the specificities of each project to be reviewed, and
securing their appointment by their line management to participate in COR;
• obtaining the details of the IPMT key nominees for project management, project services and
technical disciplines, and ensuring they timely provide all the required documentation and
presentations ahead of the COR and be available as and when needed during the COR event;
• providing the COR lead with the necessary templates (presentation, scoring sheets, COR report,
agenda), and if necessary go through a briefing session on COR preparation and execution;
• reviewing the draft COR report and forwarding it to the IPMT for comments and actions;
• facilitating a “challenge session” between the COR lead, the IPMT and BLD upon receiving the
feedback from IPMT, with the aim to agree on a cost saving value achieved by the COR;
• communicating the savings to the Group Finance and Investment Directorate and Project Light;
and
• compiling COR reports and extracting lessons learned.
1.3.3 Cost Optimisation Review Lead

The COR Lead is responsible for liaising with the PM to ensure:
• that the PM is aware on the COR methodology and knows what is expected from the IPMT;
• the availability of the relevant engineering disciplines during the review;
• the availability of the project’s cost estimator during the review;
• the completeness of the pre-read documentation; and
• that the PM completes and present the grounding presentation as per the agenda.
The COR Lead is responsible for liaising with the COR members to:
• prepare and distribute the agenda;
• brief the team on the COR methodology and explain what is expected from them; and
• appoint sub-teams leads to conduct the review, and provide the scoring sheets template to be
used.
During the execution of the COR, the COR lead will:
• present the COR methodology and introduce the review team;
• direct the COR team to identify and quantify cost optimisation opportunities;
• liaise with the PM to resolve data and information issues;
• present the preliminary COR findings, i.e. high-ranking cost optimisation savings, quantified by
the IPMT cost estimator on the last day of the review to BLD, Group Company and GPE;
• issue the draft report to GPE within five days of the review being completed; and
• issue the final COR after the challenge session.

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1.3.4 Cost Optimisation Review Team

The COR Team is responsible for executing and closing out the COR event. These responsibilities
include:
• reviewing the existing and future project requirements based on the documentation provided;
• interacting with the relevant IPMT engineering disciplines to seek clarifications and/or additional
documentation if required;
• probing the IPMT on minimum functional requirements (COR1) or fit-for-purpose engineering
choices (COR2) made by the IPMT;
• identifying opportunities for potential cost savings based on their knowledge and experience;
• with the assistance of the IPMT cost estimator, quantify potential cost savings of the identified
opportunities; and
• presenting COR findings and recommendations during the close out meeting.
1.3.5 Integrated Project Management Team

The Integrated Project Management Team (IPMT), led by the Project Manager, shall engage, facilitate
and support the execution of the COR. The Project Manager is responsible for:
• providing GPE and the COR Lead with a brief description of the project and scope (upon
receiving the COR nomination request);
• compiling and sharing the necessary information to conduct the COR as per the list in Section
6; the project documentation must be available at least two weeks before the COR event;
• nominating IPMT attendees, ensuring their availability throughout the review, and provide their
contact details to the COR lead and GPE;
• providing the necessary logistic arrangement (e.g. venue, IT support such as laptops, shared
folders and access) for the COR sessions, if the COR is a face-to-face event;
• PM presenting the project scope including production forecast and other relevant profiles;
• ensuring availability of all IPMT nominees to assist the COR team throughout the review by
addressing all their requests on a fast turnaround;
• ensuring availability of the Project Cost Estimator to assist the COR team to quantify and
prepare cost estimations (±50%) associated with the identified opportunities;
• attending the closeout meeting supported by relevant IPMT members;
• providing feedback on “implementability” of options and reasons for disregarding specific COR
team recommendations to GPE and the COR Lead, so that the COR report can be finalised;
• attending the challenge session chaired by GPE to agree on secured savings opportunities; and
• issuing the final COR report to GPE.
Appendix 1 describes roles and responsibilities of different stakeholders in initiating, planning,

monitoring and executing the CORs.

Page 8 of 21

1.4 Acronyms
BLD Business Line Directorate

CAPEX Capital Expenditure
CESAR Cost Estimate and Schedule Assurance Review
COR Cost Optimisation Review
FEL Front-End Loading
FID Final Investment Decision
GA General Arrangement
GC Gate Contract
GCM Gate Contract Meeting
GFI ADNOC Group Finance and Investment Directorate
GVAP Group Value Assurance Process
HSE Health, Safety and Environment
IPMS Integrated Project Management System
IPMT Integrated Project Management Team
MoM Minutes of Meeting
OPEX Operating Expenditure
SME Subject Matter Expert
SoR Statement of Requirements
2. OVERVIEW OF COST OPTIMISATION REVIEWS

Cost Optimisation Reviews (CORs) are standalone opportunity-based reviews and shall not substitute
the established Value Improving Practices (VIPs) or mandated assurance reviews (Peer Reviews,
Independent Project Reviews – refer to the Value Improving Practice Standard AGPM-STD-401 and the
Project Initiation and Assurance Standard AGPM-STD-103 respectively). While VIPs are focused
activities that seek to improve project value in a specific area (e.g. cost, schedule, safety, risk), CORs
focus on all or part of the VIPs as applicable (e.g. Technology Selection, Value Engineering).

Page 9 of 21

2.1 Assurance Reviews in ASSESS, SELECT and DEFINE
Throughout the project maturation stage gates, projects go through a series of value improvement steps
and assurance, as mandated or strongly advised by the Group Value Assurance Process (GVAP) –
refer to the Group Value Assurance Process Manual AGPM-MNL-000.
The following assurance reviews will address some aspects of cost optimisation:
2.1.1 ASSESS Stage:

• Concept Shortlisting and Classes of Facility Quality VIP events. This workshop is conducted to
reduce the number of concept families to a manageable number for SELECT and identify
unrequired flexibility and over-specification of plants. After this VIP event, the minimum
functionalities of the facilities are defined. Refer to the Concept Shortlisting VIP Guideline AGPM-
VIP-401L and the Classes of Facility Quality VIP Guideline AGPM-VIP-401B.
2.1.2 SELECT Stage:

• Concept-Select Review – this GVAP-mandated milestone occurs at the mid-point of SELECT to
choose the preferred concept from a shortlist of options identified during ASSESS. Generally,
the preferred concept has a strong cost driver, meaning that the preferred concept is likely to be
the perceived cheaper option of the shortlisted concepts. Refer to the Project Peer Reviews and
Peer Assists Guideline AGPM-GDL-103G;
• Value Engineering – the first Value Engineering workshop is conducted in SELECT when its
outcome has the highest impact on the selected concept scope. The objective of this cost
improvement workshop is to rigorously examine and challenge the minimum technical solution
to meet the concept’s requirements (processing capacity, power, pumping, transport etc.) to be
defined in the Basis of Design. The Value Engineering event may also be used to review and
challenge the technical work done by IPMT on specific value-sensitive aspects of the project
such as Process Simplification (AGPM-VIP-401C), Waste Minimisation (AGPM-VIP-402F),
Energy Optimisation (AGPM-VIP-402G) or Design to Capacity (AGPM-VIP-402H). Refer to the
Value Engineering VIP Guideline AGPM-VIP-401E;
• Cost Optimisation Review 1 is typically done after all the VIP optimisation has been performed,
targeting non-value-adding scope, if there is any left. Once the COR actions have been closed-
out, the project team can move to finalise the conceptual design work;
• SELECT technical review occurs at the end of the conceptual design phase and will be focusing
to assuring the technical work performed in support of the Basis for Design. The review will also
challenge the project team’s demonstration that the design has been optimised through the
application of the relevant VIP and multi-disciplinary trade-offs. Refer to the Project Peer Reviews
and Peer Assists Guideline AGPM-GDL-103G;
• Cost Estimate and Schedule Assurance Review (CESAR) takes place after the technical scope
has been frozen, so Class 3 and Level 2 schedule estimates can be created on a solid basis.
CESAR will review the coherency of the cost and schedule input to the frozen scope and verify
that the correct estimation methodologies have been applied; and
• Independent Project Review (IPR) 2 is the last assurance review in SELECT, and will assure the
readiness to Gate 2 and DEFINE stage through the review of the Project Execution Plan
(strategy) and Statement of Requirements Refer to the Independent Project Review Guideline
AGPM-GDL-103C and the Cost Estimate and Schedule Assurance Review Guideline AGPM-
GDL-103B.

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2.1.3 DEFINE Stage:

• Value Engineering – the second Value Engineering workshop, if required, is advised to be
conducted early in the DEFINE stage, early in the front-end engineering design (FEED). The aim
of this second workshop is to guide the FEED team to come up with a design and equipment
type that meets the required functionalities of the facilities at minimum cost (CAPEX and OPEX).
The requirement for effective Value Engineering in DEFINE is that the concept scope needs to
be frozen before equipment options can be specified; and
• Cost Optimisation Review 2 is typically done after all the relevant DEFINE stage VIP optimisation
have been performed on the design, targeting non-value-adding scope, equipment choice,
materials type, application of codes, standards and specifications. Once the COR actions have
been closed-out, the project team can move to finalise the design work and undertake HAZOP.
The COR is intended to deliver value with specific focus on the objectives described in the following
section.
3. OBJECTIVES OF COST OPTIMISATION REVIEWS

Cost Optimisation Reviews (CORs) are aimed at reviewing the technical and commercial aspects of a
project in order to identify/recommend cost-optimisation/saving opportunities without compromising on
HSE, integrity, the project’s Business Objectives and functionality.
CORs are performed to provide an independent assurance that fit-for-purpose and the most cost-
effective design approach has been adopted to deliver a business opportunity by:
• identifying and capturing potential opportunities for reducing project CAPEX and lifecycle costs
applying a structured analysis of scope components and execution strategies. To realise
potentially greater savings, the COR scope may look into other linked projects, regardless of the
Group Company, and look for synergies;
• focusing on project needs, not wants, based on business value drivers (core);
• maintaining functionality, HSE and Integrity requirements;
• reviewing the application of new technologies in a cost-effective manner; and
• providing recommendations for maximising value.
4. TIMING OF THE REVIEW

Cost Optimisation Reviews (CORs) are typically planned at two different points of a project’s lifecycle.
Their timing is not linked to specific milestones but mainly to reaching an appropriate level of project
design development that enables an effective COR as follows:
• COR1: conducted after the GVAP mandatory Concept-Select Review (AGPM-GDL-103G), and
after the project team has carried out concept optimisation studies by applying the relevant VIP
(e.g. Process Simplification (AGPM-VIP-401C), Waste Minimisation (AGPM-VIP-402F), Energy
Optimisation (AGPM-VIP-402G) or Design to Capacity (AGPM-VIP-402H).
Readiness for COR1 is attained when the IPMT has done sufficient design optimisation work on
the Basis of Design and generated key documents (updated Concept Selection Report, VIP
events close-out reports, process flow diagrams, preliminary site layout, pipelines routing,
preliminary equipment list etc.) and preliminary Class 3 cost estimates have been developed.
Those will be used as baseline for assessing COR1 proposals. Performing a COR at this point
will be the least disruptive for the project team because it will be possible to implement COR

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recommendations by altering the concept and scope before too much engineering work is
performed. Implementation of COR findings must be done before the project proceeds to the
SELECT technical Peer Review (AGPM-GDL-103G) Cost Estimate and Schedule Assurance
Review (AGPM-GDL-103B) and the Independent Project Review (AGPM-GDL-103C); and
• COR2: conducted in early FEED, with a single frozen concept as a key requirement. Readiness
for COR2 is attained when the FEED has done sufficient technical work, optimised the design
through the relevant VIP and generated key documents at the “Issued for Review” stage
(philosophies and drawings such as plot plans, process flow diagrams, key P&IDs, heat and
material balance, single line diagrams, and equipment lists (refer to the minimum list in Section
6), but before the HAZOP.
In essence, a COR2 is closely related to a design review. Post COR2, the impact of the COR2
proposals need to be worked up in sufficient details to proceed to the HAZOP. The COR2 review
will concentrate on the reasonable application by the FEED of codes and standards, plot plans,
equipment selection and metallurgies.
Each COR is a standalone exercise; for example: if COR1 has not been executed this shall not prevent
the execution of COR 2.
It is anticipated that the typical COR duration is around five working days. However, this could be
increased/reduced based on project context.
The Group Projects and Engineering Function (GPE), in liaison with Project Divisions in the Business
Line Directorates (BLDs) shall prepare an annual COR Plan listing all projects targeted in the year; BLDs
shall nominate a focal point for each of the reviews to support planning them and liaising with the
respective IPMTs.
5. COST OPTIMISATION REVIEW TEAM

Cost Optimisation Review (COR) Teams shall be composed of subject matter experts (SMEs) based on
the nature of candidate projects, to form multi-discipline teams independent from the project
management teams.
Review teams are multi-disciplinary, and their composition varies based on projects scope, size and
complexity. A typical COR Team composition shall include the following as a minimum:
• COR Lead: nominated by GPE with sufficient technical and facilitation experience. The Lead
shall be experienced in the type of project being reviewed;
• SMEs: nominated by GPE, independent from the Group Company, to cover the following main
disciplines as applicable (non-exhaustive):
engineering disciplines: HSE, process, mechanical (static, rotating), instrumentation and
controls, electrical, piping, pipelines, materials and corrosion, civil, and structural
project management: concept development, project/engineering management, project
planning, cost estimating, project controls, project contracting and procurement, and
construction (as applicable)
contributors – on-demand additional team contributors if requested by any member and
approved by the Cost Optimisation Review Lead
• COR focal point (BLD): to provide necessary coordination with the IPMT;
• BLD Representative (Business Case Owner);
• Cost Estimator from the IPMT;

Page 12 of 21

• shareholders and concession holder representatives, as agreed in the Gate Contract Meeting;
and
• third-parties, as required, as agreed in the Gate Contract Meeting.
6. COST OPTIMISATION REVIEW METHODOLOGY

The COR shall look at the broader aspects of project execution (e.g. synergies with other developments,
Group-wise execution or contracting and procurement strategies, specifications and standardisations)
that are not normally considered during Value Engineering or cannot be simply assessed by comparing
function against cost approach.
A COR is materialised and delivered through workshops jointly attended by the COR Team and the
IPMT. The methodology to conduct a COR includes review and assessment of project scope through
presentations, desktop reviews, team and individual consultation meetings, and review of outcomes of
previously conducted Value Engineering where available.
Figure 6.1: Cost Optimisation Review Process
The overall COR process is shown in the figure above. COR steps shall be conducted as follows:
6.1 Information Step
The IPMT Project Manager shall provide key project information such as project background, objectives
and scope. This information shall be compiled as pre-reading and made available to the COR team. The
information will vary depending on project stage and level of definition of each phase. This can include
but not limited to:

Page 13 of 21

COR 1
signed Gate Contract Meeting 2
Independent Project Review 1 report
updated Concept Selection Report (AGPM-TMP-402B)
VIP events close-out reports (inclusive of Value Engineering
draft Conceptual Design Report (AGPM-TMP-402B) with the following minimum information:
o production / injection profiles
o process block flow diagrams
o preliminary heat & mass balance
o utilities requirements
o tie-in requirements and design basis. For brownfield, marked-up P&ID and GA drawings
o preliminary plot plan and GA
o pipeline routing drawings
o adequacy checks
o pipeline sizing report
o mechanical static equipment, pressure vessels, storage tanks, piping support
o materials specifications requirements (metallurgy, corrosion allowance, pressure rating)
o rotating equipment requirements and specifications
o power supply / demand table
o single line diagrams
o controls and automation philosophy
o constructability report
draft Project Execution Plan (AGPM-TMP-301A) with the following minimum sections:
o Class 3 and Level 2 cost and schedule estimates
o draft Project Execution and Contracting Strategy (AGPM-PRO-601B)
o preliminary long lead items list
COR 2
signed Gate Contract Meeting 3
Independent Project Review 2 report
Statement of Requirements report
Project Execution Plan (issued for Gate 2 approval)
VIP events close-out reports (inclusive of Value Engineering)
draft FEED Report (AGPM-TMP-402C) with the following minimum information:
o final production / injection profiles
o process flow diagrams

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o heat & mass balance report

o utilities requirements report
o selected P&ID at IFR status, relevant to the COR
o licensor scope
o energy efficiency report
o tie-in requirements and design basis. For brownfield, marked-up P&ID and GA drawings
o plot plan and GA
o pipeline routing drawings
o adequacy checks
o pipeline sizing report
o mechanical static equipment, pressure vessels, storage tanks, piping supports
o materials specifications (metallurgy, corrosion allowance, pressure rating etc.)
o rotating equipment description and specifications
o power supply / demand table
o single line diagrams
o controls and automation philosophy
o operating philosophy
o constructability report
o equipment list
Project Execution Plan (AGPM-TMP-301A) with the following minimum sections:
o preliminary Class 1 and Level 3 cost and schedule estimates
o Contracting Strategy and Procurement Plan (AGPM-STD-600)
o Construction Management Plan
o Materials Management Plan
o long lead items list and characteristics
any documentation related to potentially linked projects, irrespective of which Group Company,
where potential synergies (shared infrastructure, utilities etc.) and cost savings can benefit One
ADNOC
any other applicable documentation/engineering deliverable to be provided based on the COR
Team’s requests
The Project Manager is responsible for preparing and providing the information at least two weeks prior
to the COR taking place, along with the list of discipline engineering contacts for the COR Team’s
perusal.
On the first day of the review, the PM will present an overview of the project as a grounding presentation,
covering the following topics:
• overall Group Company set-up and how the project fits in the overall development (predecessors
– successor projects)

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• overall project program and mandate / SoR

• previous reviews, workshops, alignment meetings, Gate 1/2 MoM, GCM 2/3
• project’s specificities:
feedstock source(s) and characteristics
minimum functional requirements vs additional functionalities / flexibilities
outcomes of VIPs carried out
sensitivity of project scope vs other related projects
preliminary cost estimate breakdown
preliminary schedule to FID and first hydrocarbons
key discipline presentations.
6.2 Identification Step
Following the information step, the COR is set to generate proposals which aims at adding project value
by focusing on scope components or items subject to cost optimisation/reduction. This includes
potentially linked projects, including those of other Group Companies, where synergies can benefit One
ADNOC.
Typical focus of the review team will be to identify:
• discrepancies between business objectives and proposed scope, i.e. does the concept (COR1)
or design (COR2) meet at least those objectives, or is the project over-designed?
• unnecessary functionalities (COR1) that have not been documented as Given in the project
mandate (Gate Contract Meeting) or agreed after VIP (e.g. Value Engineering);
• any scope not strictly contributing to the project such as asset replacement, pre-investments;
• project specific design customisation vs replicability of existing designs; and
• over-specifications (COR2) in process, relief and transmission (pipelines, electrical etc.) system
capacities, duties, material selection, equipment selection, drivers selection, ratings, redundancy.
The identification step is an exercise lead by COR Team based on their knowledge and experience but
jointly developed in collaboration with their IPMT peers. This could cover learnings from other similar
projects and industry updates.
All identified proposals to be captured in the COR Proposals sheet (Appendix 2).
6.3 Analysis and Evaluation Step
All proposals shall be evaluated and agreed by the COR Team and Lead to move them forward as a
recommendation for implementation. It is proposed to use the criteria on the proposal sheet to apply
weightings for each proposal (Appendix 3).
Once options are agreed and screened, the proposal shall be categorised in the COR report as follows:
• recommended for immediate implementation;
• further study/comparison required; these will require the IPMT to target completion dates, with
nominated focal points to provide updates on the action as part of the monthly COR update to
GPE. This will be followed-up by the Project Light team; and

Page 16 of 21

• consider future developments.

During the analysis and evaluation step, it is strongly recommended that opportunities are discussed
with the IPMT to validate the basic assumptions and to understand the feasibility and likelihood that an
opportunity/recommendation could be implemented.
It is also important to assign a cost improvement figure on CAPEX during the review which will contribute
to the estimated savings figure; final cost assessment maybe done as part of final report preparation
and captured as a final savings value.
6.4 Close-out Meeting
On the last day of the COR workshop and by mutual agreement between COR Lead and Project
Manager, a close-out meeting shall take place. Both the COR Team and IPMT are required to attend
the meeting. The purpose of the close-out meeting is to present and discuss the identified cost
optimisation opportunities during the workshop and provide a space for discussion and feedback.
There is no expectation in this meeting to accept, reject or completely align on each opportunity. This
meeting should be considered as a working session prior to issuing the COR report.
Immediate outcome of this meeting is preliminary findings report indicating estimated / potential savings
that will be confirmed with issuance of the final report.
6.5 Issue Report
Following close-out meeting, a draft report shall be issued by the COR Lead to GPE, which after review
will forward it to the BLD and IPMT, within five working days of completion of the COR.
The IPMT shall ensure that Project Cost Estimator provides cost estimates of the COR
recommendations during the above period. COR team members are required to complete their part and
contributions to the report within the five working day period.
The IPMT shall provide their endorsement on the report within five working days following receiving the
draft; this shall include confirmation on:
• items accepted by the IPMT for implementation;
• items that will be subject to further study or consideration; and
• items that cannot be implemented along with technical and/or business reasons to support their
decision.
Upon receiving the feedback from the IPMT, GPE will call for, and lead, a challenge session with the
IPMT, BLD and COR Lead to agree the secured savings from the COR. If agreements are not reached
and it is felt that the COR has not reached its objectives, it is at ADNOC’s discretion to proceed with a
repeat COR.
The final COR report will be issued by the IPMT.
COR Report
Template

Page 17 of 21

7. RECORDING THE SAVINGS

Following finalisation of the report and savings estimated, Group Projects and Engineering issue the
savings to the ADNOC Group Finance and Investment Directorate to perform the following:
• identify relevant budgets and plans that are impacted by the savings;
• validate savings with the respective BLDs; and
• update budgets, business plans and other related records with amended figures taking into
account savings achieved.
ADNOC Finance and Investment shall provide feedback to GPE within five working days of receiving
the savings report.
All closed COR proposals and CAPEX confirmed savings are to be incorporated by the IPMT and vetted
by the BLD in the Decision Support Package and clearly identified in the Project Factsheets, before
submitting to GPE. Any proposal not closed during respective stage to be agreed with COR focal points
from Group Companies, BLD and GPE upon submission of Decision Support Package and Factsheets.
8. MONTHLY REPORTING
The IPMT shall issue a monthly report to Project Light on the progress of the COR findings that are open
where further studies are required until all studies are concluded, and the findings are presented to GPE.
Any changes in the COR savings should also be documented within the monthly report.
9. RECORDING COST OPTIMISATION REVIEW FINDINGS

GPE is responsible for creating and maintain a data repository for all CORs.

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APPENDIX 1 – COST OPTIMISATION REVIEW ROLES AND RESPONSIBILITIES
Activity Group
COR Company
# (R = Responsible, A = Accountable, C = GPE BLD IPMT GFI
Team Focal Point
Consulted, I = Informed, E= Endorse)
1 Prepare annual COR plan, identify

R A C - C -
candidate projects and review windows
2 Propose subject matter experts from
R A - - - -
the group for the different COR teams
3 Obtain line approval to release subject
R A I I - -
matter experts for the different reviews
4 Provide cost estimating expert(s) for the
review duration to support estimating I A R C C -
savings
5 Provide scribe / secretary arrangement
from review commencement until final
I A R C - -
report issuance to support COR leader
in report preparations
6 Conduct review and ensure
completeness of all proposals and I R R A/R R -
associated cost estimates
7 Issue draft COR report to GPE C C C A/R C I
8 Issue final COR reports with final
A E R C C I
savings estimates
9 Validate savings with the different
I A C - C R
business lines and group companies
10 Update business plans, budgets and
relevant financial records with savings’ I A R - C R
figures

Page 19 of 21

APPENDIX 2 – COST OPTIMISATION REVIEW PROPOSALS TEMPLATE

The template below is to demonstrate fields and format; the COR Lead, with the help of the scribe/secretary, may use Microsoft Excel or similar to develop
the table with these fields and use the same to record all proposals during the review duration:
<Project Name> - <Review Date>

Potential Potential Remarks / Key
CAPEX OPEX Assumptions (if any)
System Proposal Description Criteria Weighting Score Weighted Category
Impact Impact
# Score
(%)
CAPEX Impact
OPEX Impact
Ease of
Operability /
Maintainability
HSE Impact
Project Delivery
Impact
Alignment to
ADNOC Group
Companies /
Industry Practices

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APPENDIX 3 – COST OPTIMISATION REVIEW PROPOSAL CRITERIA

Each proposal generated should be evaluated against the following criteria. The assigned weightings may
be reviewed and adjusted by the COR Lead depending upon the nature of the project.
# Criteria Weighting (%)

1 CAPEX Impact 40
2 OPEC Impact 20
3 Ease of Operability / Maintainability 15
4 HSE Impact 10
5 Project Delivery Impact 10
6 Alignment to ADNOC Group Companies / Industry Practices 5
Each of the criteria above shall be qualitatively scored again each proposal’s merits / attributes based on
expert determination of the review team; each criteria to have a score from 0 to 3 as per table below:
Score Description
3 Good (Appreciable to significant Improvement)
2 Fair (Marginal to Reasonable Improvement)
1 Insignificant (No Improvement / Insignificant Improvement)
0 Poor (Negative Impact)
Following scoring each element separately, scores shall be weighted for all criteria to come up with proposal
final score; each proposal will be categorised as per weighted score as per the following:
Weighted Category
Category Definition
Score
≥2.1 (≥70%) 1 High value proposal; Potential for Appreciable / Significant CAPEX
Saving
1.0 – 2.09 2 Medium value proposal; Potential for Reasonable CAPEX Saving
(33-70%)
Below 1 3 Low value proposal; Potential for Nominal CAPEX Saving
(below 33%)
Not Scored 4 Design development OR dropped from further evaluation (technical / HSE
criteria not met)
COR scoring sheet

Page 21 of 21

SCOPE OF SERVICES
ATTACHMENT-11 – ADNOC TECHNICAL NOTES FROM IPR2

Objective:
The objective for this document is to enlist the items raised during 1.85 expansion IPR 2
which agreed to be commenced in next phase (DEFINE) of PROJECT.
Technical Notes from IPR 1.85 ASG Expansion for next Phase
FEED stage Items

1. Adequacy of gas gathering system for 1.85 case
2. Gas gathering transient analysis shall be done for 1.85 case.
3. Flare dispersion study
4. Production profile for 1.85 case showing future compression project date
5. Flare system adequacy for 1.85 Case.
6. NOCs with relevant authorities need to be initiated and seeked.
7. DRA (drag reducing agent) injection for NGL pipelines shall be checked while
conducting adequacy of existing pipeline and establishing new pipeline sizes.
8. Drill ability study for the wells.
9. Development plan and economics should consider SIMOPs for MP 7&8 trunkline
under production while drilling in fill wells.
Company Scope
10. SOR to be prepared based on the VAP template (tables are missing).
11. FDP signed shall be updated with comments.
12. IPA bench marking
13. Cesar workshop
14. Schedule risk analysis workshop and report.
Attachment 11 Adnoc Technical Notes from IPR2.docx

SCOPE OF SERVICES
ATTACHMENT-12 – ASSET AND TAG NAMING STANDARD

ASSET AND TAG NAMING STANDARD
A soft copy of this document, maintained on the ADNOC Sour Gas Intranet, is the controlled version.
When printed, this document is considered uncontrolled.
Issued By: Document No: CP04-TS-STD-GEN-0001

Avinash Rampaul
Senior Engineer
Reviewed Revision No. Issue 05

By: No:
Majed Saeed Khalfan Al Fulaiti
Manager, Integrity and OE
Approved Date: 04th July 2021

By:
Fahad Salem Al Wahedi,
A/SVPTC & P
THIS DOCUMENT IS THE PROPERTY OF THE ABU DHABI GAS DEVELOPMENT COMPANY LIMITED AND CONTAINS INFORMATION WHICH IS PROPRIETARY. THIS
INFORMATION IS TO BE HELD IN CONFIDENCE. NO DISCLOSURE OR OTHER USE OF THIS DOCUMENT IS TO BE MADE WITHOUT THE PRIOR WRITTEN CONSENT OF
ABU DHABI GAS DEVELOPMENT COMPANY LIMITED.
Rev. No. Date Section Revision Description

Revised Revised
05 04th July 2021 Appendix 1 Updated Expansion Project, CICPA and PLQ Units Numbers to Appendix 1
04 29th Nov 2016 Appendix 1 Updated Debottlenecking Project Units Numbers to Appendix 1
03 24 April, 2016 2 Added Section 2 on Roles and Responsibilities
02 Feb 25, 2016 Section-1 & Section-1 modified and added Debottlenecking Project Units to Appendix 1
Appendix 1
01 Feb 08, 2016 Issued with additional PMT comments and incorporated Projects in title
00 Nov 10, 2015 Nil Issued for Implementation (IFL)
A Nil Nil Draft issue for internal review
2 Uncontrolled When Printed CP04-TS-STD-GEN-0001

Rev.05
TABLE OF CONTENTS
1. Scope ................................................................................................................................... 5
2. Roles and Responsibilities ................................................................................................. 5
2.1. VP TECHNICAL AND ENGINEERING SUPPORT...................................................................5

2.2. TECHNICAL AUTHORITY ........................................................................................................5
2.3. MAINTENANCE SYSTEM POLICY AND STANDARDS DEPARTMENT SENIOR
MECHANICAL ENGINEER ...................................................................................................................6
2.4. TECHNICAL SERVICES & DOCUMENTATION SECTION HEAD ..........................................6
3. Reference Documents ........................................................................................................ 6
3.1. COMPANY PROCEDURES ......................................................................................................6

3.2. ABBREVIATIONS .....................................................................................................................6
3 Standard Tag Name Structure ............................................................................................ 7
4 Tag Name Codes and Examples for Various Equipment Types ...................................... 8
4.1. ROTATING EQUIPMENT AND DRIVERS ...............................................................................8

4.2. AIR COOLERS ........................................................................................................................11
4.3. AUXILLARY AND VENDOR PACKAGED EQUIPMENT ........................................................11
4.4. ELECTRICAL EQUIPMENT....................................................................................................15
4.5 HVAC ......................................................................................................................................16
4.6 CONTROL LOOP NUMBERING .............................................................................................17
4.7 PANEL/CONSOLE NUMBERING/TELECOM ........................................................................19
4.8 FIRE & GAS DETECTORS AND RELATED ITEMS ..............................................................19
4.9 DELUGE VALVE SYSTEMS ...................................................................................................23
4.10 DELUGE OPERATING DETECTOR SYSTEMS ....................................................................24
4.11 INERGEN OR CO2 PANEL STATUS LAMPS ........................................................................27
4.12 FIRE & GAS JUNCTION BOXES ...........................................................................................27
4.13 FIRE FIGHTING SYSTEM NUMBERING ...............................................................................27
4.14 SAMPLE CONNECTION NUMBERING .................................................................................28
4.15 PIPING LINE NUMBERING ....................................................................................................28
4.16 PIPING SPECIALITY ITEM NUMBERING .............................................................................29
4.17 MANUAL VALVES ..................................................................................................................29
4.18 CIVIL STRUCTURES AND BUILDINGS.................................................................................31
4.19 CATHODIC PROTECTION .....................................................................................................34
4.20. DUMMY LOCATIONS .............................................................................................................34
5 APPENDICES ..................................................................................................................... 36

Rev.05
APPENDIX 1 PROCESS UNIT/PLANT NUMBERS........................................................................36

APPENDIX 2 COMMON EQUIPMENT CODES .............................................................................41
APPENDIX 3 SERVICE DESIGNATION/FLUID CODES ...............................................................43
APPENDIX 4 ELECTRICAL EQUIPMENT CODES AND IDENTIFICATION NUMBERS ...............48
APPENDIX 5 INSTRUMENT EQUIPMENT CODES .......................................................................50
APPENDIX 6 INSTRUMENT LOOP CODES ...................................................................................53
APPENDIX 7 PANEL/CONSOLE EQUIPMENT TYPES .................................................................54
APPENDIX 8 PANEL/CONSOLE EQUIPMENT SIGNAL TYPES ...................................................55
APPENDIX 9 SAMPLE CONNECTION CODES ..............................................................................55
APPENDIX 10 PIPING SPECIALITY ITEM CODES .......................................................................56
APPENDIX 11 FIRE FIGHTING EQUIPMENT ...............................................................................57
APPENDIX 12 BUILDING CODES FOR FIRE & GAS DETECTION ..............................................57
APPENDIX 13 BUILDING CODES FOR PANEL/CONSOLE EQUIPMENT...................................59
APPENDIX 14 HVAC & SANITARY EQUIPMENT TYPES ............................................................59
APPENDIX 15 BUILDING CODES AND NUMBERS FOR HVAC & SANITARY EQUIPMENT ......62
APPENDIX 16 CATHODIC PROTECTION EQUIPMENT CODES ................................................63
APPENDIX 17 COATING/INSULATION CODES ............................................................................64
APPENDIX 18 INSTRUMENTATION SEQUENTIAL NUMBERING RANGE. .................................66

Rev.05
1. Scope
This document is the standard for naming all ADNOC Sour Gas physical assets associated with the
process plant and facilities. The ADNOC Sour Gas facilities include reservoir management, the
production wells, the gas gathering network, all process plants, the sulphur station, the export
product pipelines and Operations buildings and roads.
The names assigned shall be precisely replicated in all field labelling, the DCS/Safeguarding system,
the SAP Maintenance and Materials Management modules, Meridium and Smartplant databases,
all drawings and records and any other sources of information concerning the process equipment
and buildings.
Deviations from this standard can only be approved by the Vice President – Projects and Technical
Services, validated by the appropriate Technical Authority.
Tag names assigned for future projects must also adhere to this standard, both by using only unique
unit numbers, and by following the naming formats and symbols defined.
For all projects (major or minor) where new unit numbers are envisaged the new unit number must
be assigned and approved by the VP PTC who will coordinate with Major projects and others as
required.
For major, minor or in-house projects the new sequence number of any instrument, equipment, line
etc. must follow the next available sequence numbers. The master list of the existing assigned As-
Built numbers is held in the SmartPlant and SAP.
For reservation of numbers for projects in Pre-FEED, FEED and Detailed Design phases,
coordination between Operations T&ES and the Major Projects Division will be required on a case
by case basis.
2. Roles and Responsibilities

2.1. VP PROJECTS AND TECHNICAL SERVICES
The VP PTC is responsible for the following:
- Approval of any proposed deviations to this Standard

- Review the effectiveness of the Standard
- In coordination with Major projects and others as required assign and approve any new
unit numbers
2.2. TECHNICAL AUTHORITY

The appropriate engineering discipline Technical Authority is responsible for the following:
- Validation of any proposed deviations to this Standard

Rev.05
- Allocation of new tag numbers required as a results of MOCs, minor and major projects
in consultation with Integrity and Operations Excellence Senior Engineer.
2.3. MAINTENANCE SYSTEM POLICY AND STANDARDS DEPARTMENT SENIOR

MECHANICAL ENGINEER
The Maintenance System Policy and Standards Senior Mechanical Engineer responsible for
coordinating Smart Plant data is responsible for the following:
- Maintaining the master spreadsheet list of the existing As-Built numbers

- Issuing the next available sequence of numbers on request for any new unit or
equipment.
2.4. TECHNICAL SERVICES & DOCUMENTATION SECTION HEAD

The Technical Services & Documentation Section Head is responsible for the following:
- Updating records in SmartPlant, CAD and the affected Operations Controlled

Documents to As Built conditions after the implementation of MOCs, minor and major
projects.
3. Reference Documents
3.1. COMPANY PROCEDURES
1. Piping Specification - GG01-0100-13-SPE-0001
2. Piping Material Specification - MP02-0230-13-SPE-060001
3. Piping Class - PP05-0500-13-SPE-0001
4. Piping Material Specification - SG11-1100-13-SPE-0001
5. Piping Material - UT04-0400-13-SPE-0001
6. Addendum to DGS Specification- Instrument numbering rules -5242-ADD-1510-006
3.2. ABBREVIATIONS
DCS Distributed Control System

DGS Design General Specification
F&G Fire & Gas
HVAC Heating, Ventilation, Air Conditioning

Rev.05
3 Standard Tag Name Structure

The generic tag name structure takes the following form;
Unit – Equipment Type – Sequential Number – Suffix

XXXX – AA - YYYY – ZZ
Where;
 XXXX is the four digit process unit number. The currently assigned process unit numbers
are listed in Appendix 1.
 AA is the two digits Equipment Type. The set of codes for most common equipment types
is listed in appendices 2 to 17, which list the specialized equipment codes.
 YYYY is a three or four digit sequential equipment number (must follow existing SGD
Plants Unit numbering patterns. Sequential numbers given in this standard procedure are
for examples only).
For detailed information on tagging of Instrumentation and related items like cable tagging,
interlocks tagging, junction box please refer to appendix 18 and also to Addendum to DGS
Specification, 5242-ADD-1510-006 – Instrument Numbering Rules, MP02-0230-15-ADD-
010006 for details.
 ZZ is the Suffix, denoting spared equipment or other information.
Example:
Unit/Plant Sequential
Equipment Type Suffix
Number Number
0726 V 109 A
(Refer to Appendix 2 to 17 for
list of equipment codes.)
Resulting Item Tag Number: 0726-V-109A

Service Description: Make-Up Hydrogen Compressor 1st Stage Suction
Drum

Rev.05
4 Tag Name Codes and Examples for Various Equipment Types

4.1. ROTATING EQUIPMENT AND DRIVERS
During initial design a single tag number was allocated to the whole equipment set
composed of both the Rotating Equipment and the Driver. For maintenance purposes it
is necessary to assign separate tag names. Therefore in the ADNOC Sour Gas
databases and for all future Projects the rotating equipment and driver shall have
separate codes as follows;
The second and third letters of the Equipment Type code shall be:
- M for electric motor
- D for Diesel Engine
- GT for Gas Turbine
- ST for Steam Turbine
Note: any auxiliary equipment will be tag named as equipment sub-items as discussed
in section 4.4.
The following examples are applying the standard codes:
a. Blowers
Unit/Plant Equipment Sequential
Suffix
Number Type Number
0751 B 101 A
Resulting Item Tag Number: 0751-B-101A

Service Description: Combustion Air Blowers
b. Blower Electric Motors

Suffix
Number Type Number
0751 BM 101 A
Resulting Item Tag Number: 0751-BM-101A

Service Description: Combustion Air Blower Electric Motor
c. Compressors
Suffix
Number Type Number
0740 C 201 A
Resulting Item Tag Number: 0740-C-201A

Service Description: Residue Gas Compressor A

Rev.05
d. Compressor Electric Motors

Suffix
Number Type Number
0740 CM 201 A
Resulting Item Tag Number: 0740-CM-201A

Service Description: Residue Gas Compressor A Electric Motor
e. Pumps
Suffix
Number Type Number
0751 P 101 A
Resulting Item Tag Number: 0751-P-101A

Service Description: Acid Gas K.O. Drum Pump
f. Pump Electric Motors

Suffix
Number Type Number
0751 PM 101 A
Resulting Item Tag Number: 0751-PM-101A

Service Description: Acid Gas K.O. Drum Pump Electric Motor
g. Agitators
Suffix
Number Type Number
0721 AG 201 A
Resulting Item Tag Number: 0721-AG-201A

Service Description: Agitator
h. Agitator Electric Motors

Suffix
Number Type Number
0721 AGM 201 A
Resulting Item Tag Number: 0721-AGM-201A

Rev.05
Service Description: Agitator Electric Motor
i. Steam Turbine Generators

The project assigned a single tag number to the Generator/Steam Turbine set. For
Maintenance purposes both the generator and the steam turbine must be assigned
separate tag names. In these cases the second and third letters of the Equipment Type
shall be ST.
Generators
Suffix
Number Type Number
0780 G 101 -
Resulting Item Tag Number: 0780-G-101

Service Description: Electric Generator
Steam Turbines:
Suffix
Number Type Number
0780 GST 101 -
Resulting Item Tag Number: 0780-GST-101

Service Description: Electric Generator Steam Turbine
j. Diesel Generators
The initial design assigned a single tag number to the whole diesel and generator
equipment set composed of diesel motor and generator. For maintenance it is necessary
to assign separate tag names. Therefore in the ADNOC Sour Gas databases and for all
future Projects the diesel motors shall have code D and the generators code DG.

Suffix
Number Type Number
0726 D 101 -
0726 DG 101 -
Resulting Item Tag Number: 0726-D-101

Service Description: Diesel Motor
Resulting Item Tag Number: 0726-DG-101

Rev.05
Service Description: Diesel Generator
4.2. AIR COOLERS

The initial design assigned a single tag number to the whole equipment set composed of
air cooler, bay, fan and electric motors. For maintenance it is necessary to assign separate
tag names. Therefore in the ADNOC Sour Gas databases and for all future Projects the
bay, fan and electric motors shall have separate codes as follows;
a. Air Coolers
Suffix
Number Type Number
E
0751 (Refer to 111 -
Appendix 2)
Resulting Item Tag Number: 0751-E-111

Service Description: Waste Steam Condenser
b. Fans
Suffix Bay Fan
Number Type Number
0751 EFA 111 - A 1
Resulting Item Tag Number: 0751-EFA-111-A1

Service Description: Waste Steam Condenser Bay A Fan 1
c. Fan Electric Motors

Suffix Bay Fan
Number Type Number
0751 EM 111 A 1
Resulting Item Tag Number: 0751-EM-111-A1

Service Description: Waste Steam Condenser Bay A Fan 1 Electric Motor
4.3. AUXILLARY AND VENDOR PACKAGED EQUIPMENT

For skid mounted package equipment, or any other equipment considered sub-assemblies
of a “main item”, the tag name shall be and extended “auxiliary” extension to the main

Rev.05
equipment tag name. The main equipment will usually follow the standard naming
convention in section 3 with the auxiliary defined further as below.
Main Equipment, including driver Auxiliary Equip. if any
A - B C - D E - F G H
(A): Unit Code, 4 digits as Appendix 1

(B): Equipment identification (type) as Appendix 2
(C): Dedicated for equipment drivers such as Motor, Diesel Engine
(D): Sequence number, three or four digits
(E): Duplication suffix
* (F): Auxiliary Equipment Identification – see table below
(G): Sequence Number, two digits
(H): Duplication Suffix
Main Equipment, Including Driver * Auxiliary Equipment (if

any)
A - B C - D E - F G H
0721 - C - 201 A - P 01 A
0721 - C - 201 A - PM 01 A
0721 - C - 201 A - PMH 01 A
0721-C-201A- P01A Lube oil pump

0721-C-201A- PM01A Lube oil pump motor
0721-C-201A- PMH01A Lube oil pump motor heater
Typical examples are 0726-ME-001-P1 for the injection pump mounted on the ME-001
chemical package, or 0726-C-001-P1 for a lube oil pump associated with a compressor.
For spared equipment use suffixes A, B, C, etc.
a. Packages

Suffix
Number Type Number
0721 ME 302

Rev.05
Resulting Item Tag Number: 0721-ME-201

Service Description: Antifoam Package
b. Package Pumps
Unit Equip. Sequential Equip. Sequential

Suffix Suffix
Number Type Number Type Number
0721 ME 302 - P 01 A
Resulting Item Tag Number: 0721-ME-302-P01A

Service Description: Antifoam Package Pump
c. Compressors

Suffix
Number Type Number
0726 C 201 -
Resulting Item Tag Number: 0762-C-201

Service Description: Recycle Hydrogen Compressor
d. Compressor Air Coolers
Unit Equip. Sequential Equip. Sequential

Suffix Suffix
Number Type Number Type Number
0726 C 201 E 01 -
Resulting Item Tag Number: 0726-C-201-E01

Service Description: Recycle Hydrogen Compressor Air Cooler
e. Compressor Air Cooler Fans
Unit Equip. Seq. Equip Associated Seq.

Suffix Suffix
Number Type Number . Type Equip. Type Number
0726 C 201 E FA 01 A
Resulting Item Tag Number: 0726-C-201-EFA01A

Rev.05
Service Description: Recycle Hydrogen Compressor Air Cooler Fan
f. Compressor Air Cooler Fan Electric Motors
Unit Equip. Seq. Equip. Seq.

Suffix Driver Suffix
Number Type Numb. Type Numb.
0726 C 201 E M 01 A
Resulting Item Tag Number: 0726-C-201-EM01A

Service Description: Recycle Hydrogen Compressor Air Cooler Fan
Electric Motor

Rev.05
4.4. ELECTRICAL EQUIPMENT
Electrical Equipment is divided into two categories: distribution equipment is to be

considered as main items (EE), and utilizer (or Auxiliary) equipment which is normally sub-
assemblies of a non-electrical item.
The full set of Electrical Equipment codes is provided in Appendix 4. The following
examples are typical applications.
a. Utilizer Equipment
Unit Equip. Sequent. Equip. Sequent. Suffi

Number Type Number Type Number x
0726 C 201 CP 01
Resulting Item Tag Number: 0726-C-201-CP01

Service Description: Recycle Hydrogen Compressor Control Panel
b. Distribution Equipment
Unit/Plant Elect. Sequential

Suffix
Number Equipment Number
0721 EE 601 A
Resulting Item Tag Number: 0721-EE-601A

Service Description: Transformer
The cubicles and panels are hierarchized as “Sub-items” and are given tag numbers in
accordance with the switchboard layout.
The first number of the Column Code shall be the number of the cubicle column, the second
letter of column shall be R for the Panel Rear and F for the panel Front.
An example of switchgear/column/cubicle coding is illustrated here below:
c. Electrical Distribution Switchgear
Elect.
Unit/Plan Sequential
Equipment Suffix
t Number Number
Type
0721 EE 511 A

Rev.05
Resulting Item Tag Number: 0721-EE-511A

Service Description: Switchgear
d. Cubicles
Elect.
Equipment Suffix Column Cubicle
Number Number
Type
0721 EE 501 A 2F 2
Resulting Item Tag Number: 0721-EE-501A-2F-2

Service Description: Switchgear Cubicle
4.5 HVAC
The full set of HVAC Equipment codes is provided in Appendix 14. The following examples are
typical applications.
Main Equipment, including driver Auxiliary Equipment, if any
A - B C - D E - F G - H I J K
(A): Unit Code, 4 digits
(B): Building Code, 2 digits
(C): Building Number (if any), 2 digits
(D): Equipment identification (type)
(E): Dedicated for driver of equipment such as Motor
(F): Sequence number, three digits
(G): Duplication suffix (A, B, C, etc.)
(H): Auxiliary Equipment Identification
(I): Dedicated for driver of equipment such as Motor

Rev.05
(J): Sequence Number, two digits
(K): Duplication Suffix
HVAC & Sanitary Equipment Example
Building
Equipment
Code
Unit/Plant Building Type (see Sequential
(see Suffix
Number Number appendix Number
appendi
2)
15)
0700 IE 01 ACU 001 B
Resulting Item Tag Number: 0700-IE01-ACU-001B

Service Description: Air Cooled Condensing Unit 001B at 700-IES-701
4.6 CONTROL LOOP NUMBERING

A control loop, including sensors, control algorithms and actuators, will have a tag name
linking all the components, but with differing codes for the individual elements.
Function
(See Appendix 6 for Suffix
Number Number
list of Loop Codes)
0721 LJ 2006 -
Resulting Item Tag Number: 0721-LJ-2006

Service Description: Level Control Loop
NOTE: This loop numbering is for maintenance data purposes and for all future loops
created by capital projects.
The loop numbering sequence in the Instrument Numbering procedure (UT04-0400-15-

ADD-1510-006) differs from this numbering procedure but unfortunately causes duplicates
with some equipment numbering; for example equipment Filters and the associated Flow
loop have the same tag number.
To avoid this duplication, the Asset Register tags of control loops have been changed
adding to the object type “J” as the second letter, while the engineering tags remain with
Rev.05
the original coding (only first letter). On all engineering documents containing Loop
numbers, an explaining note shall be added.

Rev.05
4.7 PANEL/CONSOLE NUMBERING/TELECOM

Panel and consoles in Control Room or Instrument Equipment Shelters (IES) shall be
numbered as follows:
Building Code Signal Type

Unit/Plant Equipment Type Serial
(see appendix (see
Number (see appendix 7) Number
13) appendix 8)
0721 MC ES A 201
Resulting Item Tag Number: 0721-MCES-A201

Service Description: MCR Emergency Shutdown System
Cabinet/Marshalling Analog
Local Panels or those adjacent to mechanical packages shall be numbered by the

equipment code LP as sub assembly: proceeded by the four-digit number of the unit and
by the tag of the equipment which the panel is assigned to. For example 0730-C-201A-
LP01 is the local panel for Compressor 0730-C-201A.
Fire Alarm Panels for FAS in buildings shall be numbered as follows:
Unit/Plant Building Equipment Serial

Number code Type Number
0721 MC FP 201
Resulting Item Tag Number: 0721-MCFP-201

Service Description: MCR Fire Alarm Panel for FAS
4.8 FIRE & GAS DETECTORS AND RELATED ITEMS

Fire & Gas Detector tag name codes are:
a. Hydrocarbon, H2S and SO2 Detectors
Fire & Gas Detector

Unit/Plant Equipment Serial
Building Code (see
Number Type Number
Appendix 12)
0721 GE OS 5201
Resulting Item Tag Number: 0721-GEOS-5201

Rev.05
Service Description: Operator Shelter Hydrocarbon, H2S and SO2

detectors
b. Heat Detectors
Fire & Gas Detector

Building Code (see
Number Type Number
Appendix 12)
0721 RE SS 4250
Resulting Item Tag Number: 0721-RESS-4250

Service Description: Substation Heat Detector
c. Flame Detectors
Fire & Gas Detector

Building Code (see
Number Type Number
Appendix 12)
0721 RU SS 4250
Resulting Item Tag Number: 0721-RUSS-4250

Service Description: Substation Flame Detector
d. Manual Call Points
Fire & Gas Detector

Building Code (see
Number Type Number
Appendix 12)
0721 NS SS 7210
Resulting Item Tag Number: 0721-NSSS-7210

Service Description: Substation Manual Call Points
e. Smoke Detectors
Fire & Gas Detector

Building Code (see
Number Type Number
Appendix 12)

Rev.05
0721 NE WH 7210
Resulting Item Tag Number: 0721-NEWH-7210

Service Description: Warehouse Smoke Detector
f. Beacons and Lamps
Fire & Gas Detector

Building Code (see
Number Type Number
Appendix 12)
0721 NB SS 7210
Resulting Item Tag Number: 0721-NBSS-7210

Service Description: Substation Beacon
g. Egress Gate Points
Serial
Unit/Plant Number Equipment Type
Number
0721 NZ 7510
Resulting Item Tag Number: 0721-NZ-7510

Service Description: Field Egress Gate Points
h. Sounders
Fire & Gas Detector

Building Code (see
Number Type Number
appendix 12)
0721 NA SS 7510
Resulting Item Tag Number: 0721-NASS-7510

Service Description: Buzzer Sounder

Rev.05
i. F&G DETECTORS SUMMARY
SUMMARY of FIRE & GAS EQUIPMENT TYPES

Rev.05
4.9 DELUGE VALVE SYSTEMS
a. Deluge Valves
Unit/Plant
Function Serial Number
Number
0721 NV 7510
Resulting Item Tag Number: 0721-NV-7510

Service Description: Deluge Valve
b. Solenoid Valve for Water Deluge Systems

Unit/Plant
Number
0721 NY 7510
Resulting Item Tag Number: 0721-NY-7510

Service Description: Solenoid Valve for Water Deluge Valve
c. Open Limit Switch for Water Deluge Valves

Unit/Plant
Number
0721 NZSO 7510
Resulting Item Tag Number: 0721-NZSO-7510

Service Description: Open Limit Switch for Water Deluge Valve
d. Close Limit Switch for Water Deluge Valves

Unit/Plant
Number
0721 NZSC 7510
Resulting Item Tag Number: 0721-NZSC-7510

Service Description: Close Limit Switch for Water Deluge Valve
e. Open Limit Switch Indication for Water Deluge Valves
Unit/Plant
Number

Rev.05
0721 NZLO 7510
Resulting Item Tag Number: 0721-NZLO-7510

Service Description: Open Limit Switch Indication for Water Deluge Valve
f. Close Limit Switch Indication for Water Deluge Valves
Unit/Plant
Number
0721 NZLC 7510
Resulting Item Tag Number: 0721-NZLC-7510

Service Description: Close Limit Switch Indication for Water Deluge Valve
4.10 DELUGE OPERATING DETECTOR SYSTEMS
The following items shall be treated as part of the same loop number and sequence
number of deluge valves which they are associated to:
a. Deluge Operating Detectors
Unit/Plant
Number
0721 NPT 7510
Resulting Item Tag Number: 0721-NPT-7510

Service Description: Deluge Operating Detectors
b. Software Pressure Indication for Water Deluge Systems
Unit/Plant
Number
0721 NPI 7510
Resulting Item Tag Number: 0721-NPI-7510

Service Description: Software Pressure Indication for Water Deluge System
c. Automatic/Manual Deluge Valve Reset/Release Pushbuttons

Rev.05
Unit/Plant
Number
0721 NHS 7510
Resulting Item Tag Number: 0721-NHS-7510

Service Description: Automatic/Manual Deluge Valve Reset/Release
Pushbutton
d. Pressure Gauge for Water Deluge Systems
Unit/Plant
Number
0721 NPG 7510
Resulting Item Tag Number: 0721-NPG-7510

Service Description: Pressure Gauge for Water Deluge System
e. Pressure Safety Valve for Water Deluge Systems
Unit/Plant
Number
0721 NPSV 7510
Resulting Item Tag Number: 0721-NPSV-7510

Service Description: Pressure Safety Valve for Water Deluge System
f. Pressure Control Valve for Water Deluge Systems
Unit/Plant
Number
0721 NPCV 7510
Resulting Item Tag Number: 0721-NPCV-7510

Service Description: Pressure Control Valve for Water Deluge System
g. Pressure Alarm for Water Deluge Systems

Rev.05
Unit/Plant
Number
0721 NXA 7510
Resulting Item Tag Number: 0721-NXA-7510

Service Description: Pressure Alarm for Water Deluge System

Rev.05
4.11 INERGEN OR CO2 PANEL STATUS LAMPS
Unit/Plant Equipment Fire & Gas Detector Serial

Number Type Building Code Number
0721 LP SS 7210
Resulting Item Tag Number: 0721-LPSS-7210

Service Description: Inergen or CO2 Panel Status Lamps
4.12 FIRE & GAS JUNCTION BOXES
Fire & Gas Detector

Unit/Plant Signal Serial
Building Code or
Number Function Number
IES number
0721 A OS 250
Resulting Item Tag Number: 0721-AOS-250

Service Description: Analog Fire & Gas Junction Box
4.13 FIRE FIGHTING SYSTEM NUMBERING

Number Type Number
0721 HD 0001
Resulting Item Tag Number: 0721-HD-0001

Service Description: Fire Hydrant
The equipment type can be taken from the following list or Appendix 11.
Fire Fighting Equipment Tag Prefix
Isolation Valve with Post Indicator (for U/G Fire Main) IV
Flushing Connection (for U/G Fire Main) NFC
Fire Hydrant HD
Fire Hydrant with Monitor HM

Rev.05
Hose Reel HR
4.14 SAMPLE CONNECTION NUMBERING

The full set of Sample Connection Codes is given in Appendix 6. An example is;
Unit/Plant Type (See Sequential

Code
Number Appendix 6) Number
0721 SC 1C 03
Resulting Item Tag Number: 0721-SC-1C-03

Service Description: Feed Gas Separation
4.15 PIPING LINE NUMBERING

For piping specification details refer to the following documents:
Piping Specification - GG01-0100-13-SPE-0001

Piping Material Specification - MP02-0230-13-SPE-060001
Piping Class - PP05-0500-13-SPE-0001
Piping Material Specification - SG11-1100-13-SPE-0001
Piping Material - UT04-0400-13-SPE-0001
An example of the convention applied is;
Service Insulation
Line Designation Nominal Code/Type
Unit Piping
Sequence (See Pipe Size (See
Num. Specification
Number appendix XVI (inches) appendix
for list) XVII for list)
0720 0002 HCX 36 68013SL H
Resulting Item Tag Number: 0720-0002-HCX-36-68013SL-H

Service Description: Line from Production Transfer Lines Heater To Slug
Catcher
Note for tags with length greater than 25 characters, the description may be reduced to 25
if required by removing characters from the back end. The full tag should be in the short
description in SAP/Meridium and on all physical labelling on site.

Rev.05
4.16 PIPING SPECIALITY ITEM NUMBERING
The full set of Specialty Item Codes is given in Appendix 10. An example is;
Unit/Plant Type (see Sequential

Code Suffix
Number Appendix 10) Number
SP 0721 99 002
Resulting Item Tag Number: SP-0721-99-002

Service Description: Inlet Separation, Condensate Stabilisation and Gas
Sweetening Miscellaneous
4.17 MANUAL VALVES

Manual valves in process systems used as equipment and/or control valve isolation, bypass
and non-return functions with size >2” are assigned a tag number in the Asset Register.
The generic coding structure in Section 3 is to be used with the following as the Equipment
Type.
Valve Code Valve Type

VA Generic Valve
GV Gate Valve
AL Angle Valve
BV Ball Valve
SV Strahman Valve
CH Check Valve
CV Non Slam Check Valve
WC Wafer Check Valve
BF Butterfly Valve or Damper
GL Globe Valve

Rev.05
Valve Code Valve Type

YV Globe Valve Y Pattern
VN Needle Valve
PL Plug Valve
WV Three Way Valve
WF Four Way Valve
VH Hand Control Valve
HN Hand Regulator
BP Valve with Bleed or Purge Conn. Under Disc
VD Diaphragm Valve
KN Knife Valve
BD Blowdown Valve
SK Stop Check Valve
FL Float
LS Parallel Slide Valve
AR Automatic Recirculation Valve
AN Hand Control Angle Chock Valve
PN Penstock Valve
MB Monoblock DBB Ball Valve
MG Monoblock DBB Gate Valve
An example applying this convention is;
Equipment Sequential
Unit/Plant Number
Type Number
Rev.05
0721 BV 001
Resulting Item Tag Number: 0721-BV-001

Service Description: Slug Catcher Outlet Isolation Valve
4.18 CIVIL STRUCTURES AND BUILDINGS
Civil Structures such as roads, culverts and concrete columns are not generally assigned
tag names. However significant steel structures, foundations, pipe racks and buildings
require tag names for corrosion monitoring, inspection and general maintenance purposes.
The tag name is built up from the associated process unit as follows;
a. Single Structures
Single Structure tag names are built up as follows;
Unit/Plant Structure Structure

Number Code Sequential Letter
0726 STR A
Resulting Item Tag Number: 0726-STR-A

Service Description: Civil Structure
b. Equipment Structures
Equipment Structure tag names are built up as follows;
Structure
Unit/Plant Equipment Sequential Structure
Sequential
Number Type Number Code
Letter
0726 V 101 STR A
Resulting Item Tag Number: 0726-V-101-STR-A

Service Description: Column Structure
c. Pipe Racks
Pipe Racks are assigned tag numbers linked to the associated process unit and the structure
fabrication drawing. An example is:
Unit/Plant Structure
Structure Code
Number Sequential Number
0726 PR 001

Rev.05
Resulting Item Tag Number: 0726-PR-001

Service Description: Pipe Rack
Characteristics/Type: Pipe Rack

Rev.05
d. Structure Foundations
Foundations are assigned tag numbers linked to the associated process unit and the structure
fabrication drawings. Note the structure codes for Equipment Foundations and Pipe Rack
Foundations are different.
Structure
Unit/Plant Equipment Sequential Structure
Sequential
Number Type Number Code
Number
0726 V 101 FND 001
Resulting Item Tag Number: 0726-V-101-FND-001

Service Description: Column Foundation
e. Pipe Rack Foundations
Structure Structure
Unit/Plant Structure Structure
Sequential Sequential
Number Code Code
Number Number
0726 PR 04 FND 002
Resulting Item Tag Number: 0726-PR-04-FND-002

Service Description: Pipe Rack Foundation
f. Buildings
Substation (SS) and Instrument Equipment Shelters (IES) buildings etc. are assigned tag numbers
linked to the associated process unit. See appendix for full list of building codes. An example is:
Unit/Plant Building
Building Code
Number Sequential Number
0751 SS 001
Resulting Item Tag Number: 0751-SS-001

Service Description: Substation
Characteristics/Type: Substation

Rev.05
4.19 CATHODIC PROTECTION

The Cathodic Protection “Item” tag name follows the standard naming convention
described in section 3 with the Equipment Types allowed in Appendix 16.
A typical example is;
Equipment
Unit/Plant Type (See Sequential
Number Appendix Number
16)
0721 EE-CA 201
Resulting Item Tag Number: 0721-EE-CA-201

Service Description: Cathodic Protection Rectifier
4.20. DUMMY LOCATIONS

For maintenance purposes tag numbers must be assigned to “Dummy” Locations. Dummy
Locations represent virtual objects used to collect maintainable items under a unique
“father”. The examples below are used to group all manual valves, battery limits and piping
in a particular unit under one maintenance activity.
The Dummy Locations exist only in SAP and Meridium and are not required to be specified
by capital projects. The following Dummy Location Codes shall be applied:
Unit/Plant
Location
Number
0751 MNVLV
Resulting Item Tag Number: 0751-MNVLV

Characteristics/Type: Manual Valves - Dummy Location
Unit/Plant
Location
Number
0751 BATTLIMIT
Resulting Item Tag Number: 0751-BATTLIMIT

Characteristics/Type: Battery Limit - Dummy Location
Rev.05
Unit/Plant
Location
Number
0751 PIPING
Resulting Item Tag Number: 0751-PIPING

Characteristics/Type: Piping List - Dummy Location
Unit/Plant
Location
Number
0751 WDS
Resulting Item Tag Number: 0751-WDS

Characteristics/Type: Water Deluge System- Dummy Location
Unit/Plant
Location
Number
0751 HVAC
Resulting Item Tag Number: 0751-HVAC

Characteristics/Type: HVAC- Dummy Location
Unit/Plant
Location
Number
0751 F&G
Resulting Item Tag Number: 0751-F&G

Characteristics/Type: F&G- Dummy Location
Unit/Plant
Location
Number
0751 P101A/B
Resulting Item Tag Number: 0751-P101A/B

Characteristics/Type: Pumping System - Dummy Location

Rev.05
5 APPENDICES
APPENDIX 1 PROCESS UNIT/PLANT NUMBERS

The following unit numbers are in use and reserved for the existing ADNOC Sour
Gas facilities.
UNIT NUMBER DESCRIPTION
0230 Common Documents for systems of Shah Gas Plant and Sulphur Recovery Units (EPC-2/3)
0500 Product Pipeline Pig Launchers
0501-0518 Spare
0519 Sales Gas Pipeline from Main Plant to Habshan tie-in (Gas Pipe Line 36" x 127.7km)
0520 SALES GAS PIPELINE – Reserved for De-bottleneck PROJECT pre-FEED Study
0521 CO2 Pipeline.
0700 Common Documents for systems for Shah Gas Utilities and Off-site facilities (EPC-4)
0701-0709 Spare number
0710 Gas Gathering System General
0711 Main Pad 1 and Satellite Pad 1
0715 Spare number
0716 Main Pad 6
0717 Main Pad 7
0718 Main Pad 8
0719 Common Facilities including Transfer Lines and Pig Receiver Area
0720 Slug Catchers
Inlet Separator, Gas Sweetening (Acid Gas Removal) / Condensate Separation /
0721 Condensate Stabilization / Vapor Recovery Unit
Inlet Separator, Gas Sweetening (Acid Gas Removal) / Condensate Separation /

0722 Condensate Stabilization / Vapor Recovery Unit
0723 Gas Sweetening Absorber 5 - Reserved for De-bottleneck PROJECT pre-FEED Study
0724 Spare number
0725 Condensate Storage and Shipping
0726 Condensate Hydro-treater and Hydrogen Plant
0727 Condensate Hydro-treater and Hydrogen Plant
0728 Spare number
Rev.05
0729 Central Refrigeration Train 3 - Reserved for De-bottleneck Project Pre-Feed Study.
0730 Central Refrigeration
0731 Solvent Regeneration, Solvent & Hydrocarbon Recovery
0735 SOLVENT REGENERATION TRAIN 5 - Reserved for De-bottleneck PROJECT pre-FEED Study
0740 Residue Gas Compression Section
0741 Dehydration & Mercury Removal / Propane Refrigeration Section
0742 Dehydration & Mercury Removal / Propane Refrigeration Section
DEHYDRATION, REFRIGERATION, SELEXOL TRAIN 3 - Reserved for De-bottleneck PROJECT
0743
pre-FEED Study
0744 Spare number
0745 NGL Storage and Shipping
0746- 0749 Spare number
750 Central Sulphur Storage / Pumping
0751 Sulphur Recovery / Tail Gas Treating Unit
0755 SRU/TGTU TRAIN 5 - Reserved for De-bottleneck PROJECT pre-FEED Study
0756 SRU/TGTU TRAIN 5 - Reserved for De-bottleneck PROJECT pre-FEED Study

0760 OXYGEN PLANT - Reserved for De-bottleneck PROJECT pre-FEED Study
0761 Utility and Potable Water
0762 Demin Water, BFW, Steam, and Condensate
0763 Spare number
0764 Chemical Storage
0765 Fuel Gas
0766 Chilled Water
0767 Plant and Instrument Air
0768 Nitrogen
0769 Diesel
0770 Flare Gas Recovery

Rev.05
0771 Flare and Blow down (West & East)

0772 TGTU Sour Water Stripper
0773 Fire Protection
0774 Sewage Collection, Oily Water, Closed Drain, Storm Water, Evaporation Pond Unit
0775 Oily Waste Water Treatment, Disposal Well Unit
0776 Spare number
0777 Interconnecting Pipe ways
0778 On-site Buildings
0779 Non Process Buildings
0780 Steam Turbine Power Generation Unit
0781 (Used only during Stage-1 FEED)
0782 CO2 Solvent Regeneration Train 1 - Reserved for CO2 RECOVERY FEED STAGE PROJECT
CO2 Compression and Dehydration Train 1 - Reserved for CO2 RECOVERY FEED STAGE
0783
PROJECT
0784 CO2 Common Storage / Metering - Reserved for CO2 RECOVERY FEED STAGE PROJECT
0785 CO2 Solvent Regeneration Train 2 - Reserved for CO2 RECOVERY FEED STAGE PROJECT
CO2 Compression and Dehydration Train 2 - Reserved for CO2 RECOVERY FEED STAGE
0786
PROJECT
0787 CO2 Launcher Area - Reserved for CO2 RECOVERY FEED STAGE PROJECT
0790 Breathing Air System
0923 NGL Pipeline from Main Plant to Asab tie-in (NGL Pipe Line 16" x 66km)
0924 SHAH – ASAB Condensate PPLN
1000 Sulphur Transportation General
1001 Sulphur Pipeline 1 from Shah to Shah Station
1002 Sulphur Pipeline 2 from Shah to Shah Station
1003 New Sulphur Pipeline 3 from Shah to Shah Station
1007 Fuel Gas Utility Pipeline
1011 Desalinated Water to Sulphur Station
1300 Common Documents – CICPA (SHAH)
1500 Common Documents – Permanent Living Quarters (SHAH)

Rev.05
1600 Common Documents- Reserved for CO2 Recovery FEED Project

1730 Spare number
Common Documents-Debottlenecking - Reserved for De-bottleneck PROJECT pre-FEED
1800
Study
7000 General – Utility Pipelines

7010 Solid Storage and Handling
7011 Sulphur Blocking
7015 Conveyors (Storage to Railcar Loading)
7016 Railcar Loading
7021 Steam Generation
7022 Condensate Recovery
7023 Process Water System
7024 - 7026 Spare number
7027 Potable Water and Utility Water System
7028 Electrical Distribution System
7029 Fuel Gas System
7030 Granulation
7031 Instrument and Utility Air System
7032 Nitrogen Generation
7040 Liquid Sulphur Storage and Handling
7044 Sulphur Pipelines
7045 Spare number
7046 Drainage and Sewer System
7047 Waste Water Treatment
7048 ICS and Telecoms
7049 Fire Fighting System
7050 Spare number
7051 Spare number
7052 Buildings

Rev.05
7070 Site Preparation

7071 Roads and Fencing

Rev.05
APPENDIX 2 COMMON EQUIPMENT CODES
Equipment Code Equipment Type

AS Analyser Shelter
AG Agitator / Mixer
AGM Agitator / Mixer Electric Motor
AL Air Lock
B Blower
BG Slide Gate
BM Blower Electric Motor
BN Feed Hopper
BR Boiler
C Compressor
CB Cabinet
CM Compressor Electric Motor
CV Conveyors
D Diesel Engine
DA Deaerator
DC Dust Collector
DG Diesel Generator
DR Dryer
DS Dust Suppression
DV Diverter Gate
E Exchanger or Air Cooler
EC Expander Compressor
EV Evaporator
F Filter / Coalescer
FA Exhaust Fan /Fan
FE Rotary Valve
G Generator
GB Gear box
GD Granulator Drum
GR Granulator
GST Electric Generator Steam Turbine
H Heater / Furnace
HB Burner
HU Hydraulic Unit
HX Heat Exchanger
J Ejector
ME Package Equipment
MD Metal Detector
MS Magnetic Separator
MX Mixer

Rev.05
Equipment Code Equipment Type

P Pump
PD Power Distribution
PM Pump Electric Motor
PT Power Turbine
PU De-Lumper
R Reactor
RE Chiller Unit
S Stack
SC Belt Scales
SE Vibrating Screen
SR Stacker/Reclaimer
SU Sump
TK Tank / Daily Pit / Remelt Pit
V Vessel / Column
Y Handling Equipment
M Electric Motor
GT Gas Turbine
ST Steam Turbine
TR Tower
W Reverse Osmosis Unit
X Miscellaneous

Rev.05
APPENDIX 3 SERVICE DESIGNATION/FLUID CODES
FLUID CODE FLUID TYPE
AD Area Drain (Surface Drainage)
AG Acid Gas
AV Ammonia
BA Breathing Air
BBD Boiler Blowdown
BD Blowdown
BFW Boiler Feed Water
BG Blanket Gas
BWS Boiler Water Sewer
CAC Caustic Concentrated
CAD Caustic, Dilute
CBA Combustion Air
CCD Caustic Closed Drain
CD Closed Drain
CDC Closed Drain Cryogenic
CF Freon Refrigerant
CG Chlorine Gas
CH Chemical
CL Sodium Hypochlorite
CO2 Carbon Di-oxide
CWR Chilled Water Return

Rev.05
CWS Chilled Water Supply
DA Dry Air
DF Diesel Fuel
DMW Demineralised Water
FD Fire Deluge
FGL Low Pressure Fuel Gas
FGM Medium Pressure Fuel Gas
FGX Fuel Gas Sour
FL Flare
FLC Low Temperature Flare (Cold Flare)
FW Fire Water
GD Glycol Drain
GL Glycol
GLX Glycol, Sour
H2 Hydrogen
HC Hydrocarbon
HCX Hydrocarbon, Sour
HFL High Pressure Flare
HW Hot Water
IA Instrument Air
IG Inergen

Rev.05
IW Irrigation Water
LFL Low Pressure Flare
LN Liquid Nitrogen
LO Lube Oil
LS Lean Solvent (Lean Amine)
MOH Methanol
N2 Nitrogen
OCD Open Chemical Drain
OD Open Drain
PA Plant Air
PCH Pumped Steam Condensate (Hot)
PHS Phosphate
PW Potable Water
QTC Quench Temperature Control
RF Refrigerant (Propane)
RG Regeneration Gas
RGX Regeneration Gas (Hot & Wet/Sour)
RSX Rich Solvent, Sour (Rich Amine)
RW Raw Water
S8D Sulphur Drain
SAC Sulphuric Acid, Concentrated

Rev.05
SAD Sulphuric Acid, Diluted
SC Steam Condensate (Saturated)
SCC Cooled Condensate (Pumped)
SCH High Pressure Steam Condensate
SCL Low Pressure Steam Condensate
SCM Medium Pressure Steam Condensate
SD Solvent Drain
SDM Solvent Drain, Amine
SE Sewage
SHS Superheated HRSG Steam
SL Sulphur, Liquid
SLS Superheated Low Pressure Steam
SM Fresh Solvent
SO Seal Oil
STH High Pressure Steam (Saturated)
STL Low Pressure Steam (Saturated)
STM Medium Pressure Steam (Saturated)
STS Superheated High Pressure Steam
SW Sour Water
TAG Treated Acid Gas
TW Treated Water

Rev.05
UW Utility Water
VE Vent
VT Vessel Trim
WD Water Disposal
WDX Water Disposal, Sour
WF Well Fluid
WFX Well Fluid, Sour
WS Sweet Water

Rev.05
APPENDIX 4 ELECTRICAL EQUIPMENT CODES AND IDENTIFICATION

NUMBERS
Equipment
Equipment Type
Code
LP Lighting Panel
ELP Emergency Lighting Panel
SP Small Power Panel
MVP Motorized Valve Panel
TP Trace Heating Panel
RP Relay Panel
CP Control Panel
BAT Battery
CB Circuit Breaker
CS Change over Switch
NDS Neutral Disconnecting Switch
IP Instrumentation Panel
DB Electrical Distribution Board in building
MCS Motor Control Station
PB Power Distribution Board
LTC On Load Tap Changer
AP Alarm Panel
VSD Variable Speed Drive
PS Photovoltaic System
RIE Remote Instrument Enclosure
WO Welding Outlets
ESP Emergency Small power or Convenience Outlets
JB Junction Box
SO Socket Outlets

Rev.05
Equipment
Equipment Type
Code
TR Transformer
DCP Direct Current PNL

Rev.05
APPENDIX 5 INSTRUMENT EQUIPMENT CODES
The following are the ADNOC Sour Gas standard instrument equipment codes. If other instrument
equipment types are needed, the tag code must follow ISA standards.
Equipment Equipment Type

Code
AE Analyser Element (Engineering Code: AE)
AT Analyser Transmitter (Engineering Code: AT)
AI Analyser Indicator (Engineering Code: AI)
AW Analyser Sample Probe (Engineering Code: AW)
GE Gas Detection Element (Engineering Code: GE)
GT Gas Transmitter (Engineering Code: GT)
AV Analyzer Valve, Integral (Engineering Code: AV)
AY Analyzer Solenoid Valve (Engineering Code: AY)
FCV Flow Control Valve (Engineering Code: FCV)
FV Flow Valve (Engineering Code: FV)
FY Flow Solenoid Valve (Engineering Code: FY)
HV Hand Valve (Engineering Code: HV)
HY, KY, XY Solenoid Valve (Engineering Code: HY, KY, XY)
KV,XV On-Off Valve (Engineering Code: KV, XV)
LCV Level Control Valve (Engineering Code: LCV)
LV Level Valve (Engineering Code: LV)
LY Level Solenoid Valve (Engineering Code: LY)
MOV Motor Operated Valve (Engineering Code: MOV)
PCV Pressure Control Valve (Engineering Code: PCV)
PV Pressure Valve (Engineering Code: PV)
PDCV Pressure Differential Control Valve (Engineering Code: PDCV)
PDV Pressure Differential Valve (Engineering Code: PDV)
PY Pressure Solenoid Valve (Engineering Code: PY)
QV Heat Duty Valve (Engineering Code: QV)
TCV Temperature Control Valve (Engineering Code: TCV)
TV Temperature Valve (Engineering Code: TV)
TY Temperature Solenoid Valve (Engineering Code: TY)
UV Anti-surge Valve (Engineering Code: UV)
XDV Depressurising Valve (Engineering Code: XDV)
FE Flowmeter or Flow Element (Engineering Code: FE)
FI, FG Flow Indicator (Engineering Code: FG or FI)
FICV Rotameter with Pressure Reg. & Needle Valve (Engineering Code: FICV)
FQI Flow Totalizer (Engineering Code: FQI)
FT,FIT Flow Transmitter (Engineering Code: FT, FIT)
FR Flow Recorder (Engineering Code: FR)
FS Flow Switch (Engineering Code: FS)

Rev.05

Code
FZT Flow Position Transmitter (Engineering Code: FZT)
BE Burner Element, Detector (Engineering Code: BE)
BI Burner Indicator (Engineering Code. BI)
BS Burner Switch (Engineering Code. BS)
BT Burner Transmitter (Engineering Code. BT)
CP Corrosion Probe (Engineering Code: CP)
DI Density Indicator (Engineering Code: DI)
DT Density Transmitter (Engineering Code: DT)
ET Voltage Transmitter (Engineering Code: ET)
HZT HV Position Transmitter (Engineering Code: HZT)
II Current Indicator (Engineering Code: II)
IT Current Transmitter (Engineering Code: IT)
JI Power Indicator (Engineering Code: JI)
JT Power Transmitter (Engineering Code: JT)
OE Optical Element (Engineering Code: OE)
LE Level Element (Engineering Code: LE)
LG Level Gauge (Engineering Element: LG)
LI Level Indicator (Engineering Code: LI)
LT, LIT Level Transmitter (Engineering Code: LT, LIT)
LR Level Recorder (Engineering Code: LR)
PI Pressure Indicator (Engineering Code: PI)
PDG Pressure Differential Gauge (Engineering Code: PDG)
PID Pressure Differential Indicator (Engineering Code: PDI)
PDR Pressure Differential Recorder (Engineering Code: PDR)
PDS Pressure Differential Switch (Engineering Code: PDS)
PDT Pressure Differential Transmitter (Engineering Code: PDT)
PT Pressure Transmitter (Engineering Code: PT)
TE Temperature Element (Engineering Code: TE)
TG Temperature Gauge (Engineering Code: TG)
TW Thermowell (Engineering Code: TW)
TT Temperature Transmitter (Engineering Code: TT)
SI Speed Indicator (Engineering Code: SI)
ST Speed Transmitter (Engineering Code: ST)
RS Radiation Sensor
US Common Switch (Engineering Code: US)
UZT UV Position Transmitter (Engineering Code: UZT)
VE Vibration Element (Engineering Code: VE)
VI Vibration Indicator (Engineering Code. VI)
VS Vibration Switch (Engineering Code: VS)
VT Vibration Transmitter (Engineering Code: VT)
VU Vibration Monitor (Engineering Code: VU)

Rev.05

Code
VY Vibration Proximiter (Engineering Code: VY)
WE Weight Element (Engineering Code: WE)
WI Weight Indicator (Engineering Code: WI)
WT Weight Transmitter (Engineering Code: WT)

Rev.05
APPENDIX 6 INSTRUMENT LOOP CODES
Loop Code Loop Type
FJ Flow Loop
LJ Level Loop
PJ Pressure Loop
TJ Temperature Loop
AJ Analyser Loop
XJ ESD valve
SJ Speed Loop
HJ Hand Switch
KJ Pneumatic operated valves with no ESD function
MOVJ Electric Motor operated valves
VJ Vibration and displacement detectors
PDJ Pressure Differential Loop
XDJ Emergency Depressurization Loop
BJ Burner Loop
GJ Gas detector Loop
DJ Density Loop
NJ Alarm Loop
WJ Weight Loop

Rev.05
APPENDIX 7 PANEL/CONSOLE EQUIPMENT TYPES
First Character of
Equipment Type
Equipment Type
A Analyzer
D Distributed Control System
E Emergency Shutdown
F Fire & Gas
M Machine Monitoring System
N PCN Network
P Other packaged Control System
T Telecommunications
C Compressor Control System (Anti-surge and performance control)
Second Character
Equipment Type
of Equipment Type
S* System Cabinet
T Marshalling Cabinet
W Workstation/Console
P Power Distribution Cabinet
X Switch Cabinet
Y Patch Cabinet
S Server Cabinet
(*) For the case of combined cabinets (S and T) the “S” for the second character will be
used.

Rev.05
APPENDIX 8 PANEL/CONSOLE EQUIPMENT SIGNAL TYPES
Signal
Signal Type
Code
A Analog (DCS, ESD, FGS Marshalling)
D Digital (DCS, ESD, FGS Marshalling)
0 the rest of the cabinets
APPENDIX 9 SAMPLE CONNECTION CODES
Type Description Type

1 Closed system – sweet liquid flashing or sweet gas
2 Closed system – gas or liquid lethal/sour service
3 Closed system with cooler – sweet liquid flashing or
sweet gas
4 Open system – water (non-lethal)
5 Open system – water with cooler (non-lethal)
6 HP/MP/LP steam service
2C Close system – gas or liquid lethal/sour service
2H Close system with cooler – gas or liquid lethal/sour
service
2DC Close system – gas or liquid lethal/sour service (by-pass
of control valve)
2DH Close system with cooler – gas or liquid lethal/sour
service (by-pass of control valve)
3C Close system – sweet liquid flashing or sweet gas
3H Close system with cooler – sweet liquid flashing or sweet
gas
1C Open system – sweet liquid no flashing
1H Open system with cooler – sweet liquid no flashing
4H HP steam service

Rev.05
APPENDIX 10 PIPING SPECIALITY ITEM CODES
Piping Speciality
Piping Speciality Item Type
Item Code
01 Strainer and Filter
02 Flame Arrestor
03 Corrosion Coupon/Probe
04 Bird Screen
05 Sight Glass
06 Injection Quill
07 Flexible Hose
08 Hose Connection
09 Valve Interlocks
10 Valve
11 Mechanical Coupling
12 Steam Trap
13 Safety Shower and Eye Wash
99 Misc
Note: SP-99 should be avoided where specific equipment coding is available.

Rev.05
APPENDIX 11 FIRE FIGHTING EQUIPMENT
Refer also section 4.14.
Equipment
Fire Fighting Equipment Type
Code
IV Isolation Valve with Post Indicator (for U/G Fire Main)
NFC Flushing Connection
HD Fire Hydrant
HM Fire Hydrant with Monitor
HR Hose Reel
APPENDIX 12 BUILDING CODES FOR FIRE & GAS DETECTION
F&G Detection F&G Detection Building

Building Codes Codes for Unit 0779 Building Type
Honeywell ONLY
AD AB Administration Building
SS SS Substation
IE IES
OS Operator Shelter
MC Main Control Room
WH WS Warehouse
MT MB Maintenance Workshop
GT GH Gate House
AS Analyser Shelter
CA Camp Building

Rev.05
F&G Detection F&G Detection Building

Building Codes Codes for Unit 0779 Building Type
Honeywell ONLY
J2 Weigh Station Drivers Toilet and Rest
WS Weigh Station Building
MT Main Telecommunications Room
LA Laboratory
ST Stores

Rev.05
APPENDIX 13 BUILDING CODES FOR PANEL/CONSOLE EQUIPMENT
Building
Building Code for Panel/Console Type
Code
MC MCR
SS Substation
IES Instrument Equipment Shelter
APPENDIX 14 HVAC & SANITARY EQUIPMENT TYPES
Code HVAC EQUIPMENT
ACU Air Cooled Condensing Unit
AHU Air Handling Unit
BF Bag Filter
BPV Blast Protection Valves
CAV Constant Air Volume Terminal
CF Chemical Filter (Box)
CP Circulating Pumps
EDH Electrical duct Heater
EHU Humidifier
EWH Electric water heater
FA Exhaust fan
FAU Fresh air Handling Unit
FSL Flow Switch
GTD Gas Tight Damper
HCP H.V.A.C. Local Panel

Rev.05
Code HVAC EQUIPMENT
ID Isolation manual damper
MFD Motorized Fire Damper
MT Moisture Sensor
MVD Motorized Damper/ Automatic Damper
PAC Packaged Air Conditioner Unit
PDSI Pressure differential switch Indicator
PDT Pressure differential transmitter
PRD Pressure Relief Damper
QC H.V.A.C. Compressor
QK Non return damper
QM Heating / Cooling equipment
QT Electric Heater Battery
QW Dry Cooler
QY Air Distribution Equipment (Grills, Vanes and Louvers)
RAC Room Air Conditioner
RTU Roof Top Unit
SA Sound Attenuator
SF Supply fan in AHU
SIF Sand Inertial Filter
TE Temperature Sensor
TSH Temperature switch HIGH

Rev.05
Code HVAC EQUIPMENT
TT Temperature Transmitter
VAV Variable Air Volume Terminal
VD Volume Damper
Code SANITARY EQUIPMENT
DF Drinking water fountain
EW Eye water
HS Hand spray
KS Kitchen Sink
LAV Lavatory
SH Shower
SS Service Sink
TAP Faucet
URI Urinal
WC Water Closet

Rev.05
APPENDIX 15 BUILDING CODES AND NUMBERS FOR HVAC & SANITARY

EQUIPMENT
Building Code Building Number Building description
AD Not Applicable Administration Building
Substation (nn is the substation

SS nn
number 01 to nn)
IES (nn is the IES number 01 to

IE nn
nn)
Operator Shelter (nn is the OS

OS nn
number 01 to nn)
MC Not Applicable Main Control Room
Warehouse (nn is the warehouse

WH nn
number)
MT Not Applicable Maintenance Workshop
Gate House (nn is the number of

GT nn
the gate house shelter)
Analyser Shelter (nn is the

AS nn
number of the analyser shelter)
Camp Building (nn is the number

CA nn
of the camp building)
Weigh Station Drivers Toilet and

J2 Not Applicable
Rest
WS Not Applicable Weigh Station Building
MT Not Applicable Main Telecommunications Room
Laboratory (nn is the number of

LA nn
laboratory)
ST nn Stores

Rev.05
APPENDIX 16 CATHODIC PROTECTION EQUIPMENT CODES
Type Description Type

EE-AJB Anode Junction Box
EE-BJB Bonding Junction Box
EE-CA Cathodic Protection Rectifier
EE-CC Corrosion Coupon
EE-CJB Cathode Junction Box
EE-CP Corrosion Probe
EE-CPCU Cathodic Protection Control Unit
EE-CPGB Cathodic Protection Groundbed
EE-CPS Drainage Station
EE-CPTR Transformer Rectifier Unit
EE-EBB Equipotential Bond Box
EE-EPC Crossing with foreign pipelines
EE-GTP Galvanic Test Point
EE-IJTP Isolation Joint Test Point
EE-NDB Negative Distribution Box
EE-NJB Negative Junction Box
EE-PDB Positive Distribution Box
EE-PRC Polarization cell at MLBV
EE-SIJ Shunting Isolating Joint
EE-STP Single Test Point for Monitoring

Rev.05
APPENDIX 17 COATING/INSULATION CODES
INSULATION PURPOSE / TYPE CODE

1st Position Code (2 digit) Description
A Acoustic
AC Cold Insulated with Acoustic
AH Heat Conservation with
Acoustic
B Wrapping for CD, SD
(Closed Drain)
C Cold
C/FG Cold Insulation (Foam
Glass)
CA Cold and Acoustic
CF Cold Antifrost
CFA Cold Antifrost and Acoustic
CSA Heat Conservation (Calcium
Silicate) And Acoustic
E Electric Traced
FGA Cold Insulation (Foam
Glass) and Acoustic
F or FP Fire Proofing
H Heat Conservation
HA Heat Conservation and
Acoustic
HVB Hot Insulated with Vapour
Barrier
J Steam Jacket
N None
KB Internal FBE Lined
Externally Wrapped
KC Internal FBE Lined
Externally Cold Insulation
KH Internal FBE Lined
Externally Hot Insulation
KV Internal FBE Lined
Externally Painted
P Personnel Protection
(>70°C)
PA Personnel Protection and
Acoustic
RH Internal Refractory
Externally Hot Insulation

Rev.05
INSULATION PURPOSE / TYPE CODE

RV Internal Refractory
Externally Painted
S Steam Trace and Insulation
SC Contro Trace and Insulation
V Painted
W Wrapping for Underground
Pipes
2 & 3 Position Code
nd rd
Description
CS Calcium Silicate
FG Foam Glass

Rev.05
APPENDIX 18 INSTRUMENTATION SEQUENTIAL NUMBERING RANGE.

Rev.05
SCOPE OF SERVICES
ATTACHMENT-13 – PROJECT ENERGY OPTIMIZATION FRAMEWORK(MPG-FE-GU-001)

GASCO Project Energy Optimisation Page 1 of 159
Project Energy Optimisation Framework

(PEO) Framework
MPG-FE-GU-001
Revision -0 (October 2011)

REVISION INFORMATION AND AUTHORITY FOR ISSUE

REVISION REFERENCE REASON FOR AUTHORITY
DATE CHANGE
NUMBER SECTION(S) CHANGE FOR ISSUE
10/2011 Rev-0 Initial issue of document New Doc. New Doc. CEO
CONTENTS:
Page No.
TERMS AND DEFINITIONS
1.0 PURPOSE 7
2.0 INTRODUCTION 7
2.1 Background 7
2.2 Project Energy Optimisation Framework 7
2.3 Energy Reports 8
3.0 SCOPE AND APPLICABILITY 9
3.1 Categorisation of Project Energy Requirements 9
3.2 Weighting of Energy Aspects in Screening and Option Selection 11
3.3 Focus of Energy Optimisation Activities 11
4.0 CRITERIA FOR ENERGY OPTIMISATION 11
4.1 Energy Consumption Indicators 11
4.2 Ranking of Alternatives 13
5.0 PROJECT ENERGY OPTIMISATION ACTIVITIES 19
5.1 Scope 19
5.2 Pre-FEED Stage 1 (Screening) 22
5.3 Pre-FEED Stage 2 (Concept) 26
5.4 FEED (Define) 30
5.5 EPC (Execute) 36
5.6 Operation 39
6.0 PROJECT ENERGY OPTIMISATION REPORT REQUIREMENTS & CONTENTS 39
6.1 Contents of Energy Report ER-1 – Pre-FEED Stage 1 39
6.2 Contents of Energy Report ER-2 – Pre-FEED Stage 2 40
6.3 Contents of Energy Report Energy Report ER-3 – FEED 41
6.4 Contents of Energy Report Energy Report ER-4 – EPC 43
7.0 ENERGY EFFICIENCY GUIDANCE 45
7.1 Efficient Energy Supply 45
7.2 Energy Use 46
7.3 Lifecycle Considerations 46
7.4 Optimisation Techniques 48
7.5 Tools and Methodologies 50
7.6 Energy Mapping / Presentation Techniques 57
7.7 Energy Efficiency in Operation 58
8.0 RESPONSIBILITIES & REQUIREMENTS 58
8.1 General Project Energy Optimisation Responsibilities 58
8.2 Workshop Facilitator Competencies 59
8.3 Energy Report Routing and Approval Process 59
9.0 REFERENCES 59
APPENDIX - A Flowchart for Energy Optimisation in Project Lifecycle

APPENDIX - B Procedure and Guidewords for Energy Review Workshops
APPENDIX - C Verification Check Lists for EPC Phase
APPENDIX - D Guidance / Checklists for Energy Efficient Process System Design
APPENDIX - E Guidance / Checklists for Energy Efficient Equipment Design
TERMS AND DEFINITIONS:

Term Definition
CDM Clean Development Mechanism
CER Certified Emission Reduction
CHP Combined Heat and Power
CO2 Carbon Dioxide
EOS Energy Optimisation Study
ER Energy Report
EUA European Union Allowance
EU ETS European Union Emissions Trading Scheme
ERW Energy Review Workshop
FEED Front End Engineering & Design
GASCO Abu Dhabi Gas Industries Limited
GT Gas Turbine
HAZOP Hazard & Operability Study
HVAC Heating Ventilation and Air Conditioning
HSEIA Health, Safety and Environmental Impact Assessment
IPPC Integrated Pollution Prevention and Control
IRR Internal Rate of Return
JT Joule-Thomson
KPI Key Performance Indicator
LPG Liquefied Petroleum Gas
P&ID Process & Instrumentation Diagram
PEO Project Energy Optimisation
PMC Project Management Consultant
PMTC Combined Project team of PMC and Company
SEC Specific Energy Consumption
SOR Statement Of Requirements
1.0 PURPOSE
ADNOC has identified energy management as a critical factor for success in meeting its
commitment towards sustainable development of hydrocarbon resources. ADNOC Code of
Practice CoPV2-02, Pollution Prevention and Control, requires Group companies to
implement energy optimisation, prepare and submit an energy plan for new developments
and projects.
The purpose of this guideline is to provide a structured framework for energy optimisation for
new developments and projects managed by Company to ensure:
- Minimise energy requirements of the process design
- Maximise energy generation efficiency of selected equipment
- Activities relating to optimisation of energy aspects are structured into all project phases
and planned accordingly
-
- Due consideration is made of energy optimisation in the selection of development options
- Formal energy optimisation studies are undertaken during conceptual design
- All options are identified and reviewed to identify for opportunities to optimise energy use
- Adequate follow up during front-end design and EPC phases to confirm proposals are
implemented
- Review and validation of final design to confirm objectives of minimisation of use of

energy are met
- Reporting throughout the project lifecycle to record study outcomes, actions,

implementation and ultimately to capture lessons learned
- Establish monitoring parameters for operating phase to ensure design objectives are
achieved in eventual operation
2.0 INTRODUCTION
2.1 Background
Optimisation of energy aspects on new developments and projects has potential to:
- Reduce pollutant emissions e.g. CO2, accepted to have global environmental impact
- Reduce depletion of non-renewable energy resources and other raw materials
In many cases, energy optimisation also has potential to improve project economics, through
reduction of capital and/or operating cost, and is a recognised Value Improving Practice
(VIP).
2.2 Project Energy Optimisation Framework

The Project Energy Optimisation (PEO) Framework provides a structured process for review
and optimisation of energy aspects on new projects and defines requirements for energy
planning and reporting throughout the project lifecycle.
Key components of the framework include:
- Processes for assessment and optimisation of energy aspects in new projects
- Techniques for assessing energy aspects through workshops and desk top studies
- Guidance on energy optimisation at an overall level, process system level and detailed
equipment level
- Suggested criteria for ranking alternatives
The key objectives of energy optimisation on new developments and projects are to:
- Ensure energy optimisation aspects are considered in selecting preferred development

option
- Implement Bat Available Techniques (BAT) to reduce energy use and CO2 and other
emissions
- Realise benefits in reduced cost and improved environmental performance
2.3 Energy Reports

ADNOC requires preparation of an Energy Report at key decision gates in the project
lifecycle for new projects. The Energy Report is an evolving document that is developed
through the full lifecycle of the project from conception through to hand over and initial
operation.
- Energy Report ER-1, prepared at the end of the screening phase (Pre-FEED Stage 1),
identifies significance of energy aspects to the project and describes how these aspects
have been considered in selection of the preferred development option.
- Energy Report ER-2, produced at the end of the concept phase (Pre-FEED Stage 2),
provides a formal record of concept optimisation with respect to energy use and identifies
requirements for FEED to meet energy optimisation requirements.
- Energy Report ER-3A, an interim report produced following finalisation of conceptual

design during FEED at PFD level, to formally record energy optimisation activities,
including studies deferred to the FEED phase, and to demonstrate follow up on actions
from ER-2.
- Energy Report ER-3B, produced at the end of FEED, includes reporting on review and
optimisation of energy aspects at a detailed P&ID level, and describes requirements for
the EPC phase.
- Energy Reports ER-4A and ER-4B, reports prepared on conclusion of the engineering
and procurement phases respectively, confirming FEED phase objectives of Reports ER-
3A and ER-3B have been achieved through detailed engineering, procurement, and
development of operating and maintenance manuals; and listing any actions for
construction, commissioning and operation phases.
- Energy Report ER-4C, prepared following start up and performance testing, primarily to
provide assessment of actual energy consumption against FEED estimates and confirm
any immediate actions to further optimise operation.
- Energy Report ER-5, prepared following a period of operation, to report performance

against agreed Key Performance Indicators (KPIs), and to identify any potential areas for
improved energy efficiency and learning points for future projects.
3.0 SCOPE AND APPLICABILITY
3.1 Categorisation of Project Energy Requirements

An Energy Report ER-1 shall be prepared during the initial phase (e.g. Screening) for all
projects, irrespective of monetary value and irrespective of significance of energy aspects,
including projects managed by both the Technical Services and Major Projects divisions.
Projects managed by Technical Projects division may not include a Screening stage and the
first Energy Report will be produced during the Concept stage.
Significance of energy aspects to the project shall be assessed at this stage and if the impact
of energy aspects is deemed less than significant, then justification may be made for full or
partial exemption from the requirements of this framework, with evidence recorded in Energy
Report ER-1. Preparation of Energy Report ER-1 shall be the responsibility of the Pre-FEED
Consultant.
An important first step in the energy optimisation process is to make an initial estimate of net
energy requirements for the project, considering external input of both heat and power. This
should be presented as equivalent thermal energy, with thermal efficiency dependant on the
source. In the absence of other information at the Pre-FEED stage, the factors provided in
Table 3.1 can be taken as representative:
Table 3.1 – Equivalent Primary Energy Requirements for Preliminary Assessment

Type Equivalent Primary Energy (MWth)
Multiply by:
Heat from fired heaters and boilers 1.2 (Based on ~ 83% efficiency)
Electrical power from grid 2.0 (Based on ~ 50% efficiency)
Electrical power from simple cycle gas turbine 3.0 (Based on ~ 33% efficiency)
Power from gas turbine mechanical drive 3.0 (Based on ~ 33% efficiency)
In some scenarios, in addition to considering external energy input, it may be relevant to

consider potential to exploit energy available in the system, particularly in streams at high
temperature (e.g. flue gases from combustion processes) or high pressure (e.g. feed or
waste gases).
Project energy requirements can then be categorised based on the criteria Table 3.2 and the
flow charts provided in Appendix A.
Table 3.2 – Project Energy Requirement Categories

Low Medium High
(Note 1) (Note 2)
Estimated net energy input (MWth) < 10 10 – 50 > 50 (Note 3)
Requirements for energy optimisation Justification of Plan energy Formal energy
non-requirement optimisation optimisation with
for formal energy activities based full evaluation
optimisation to on and recording
be recorded in considerations
ER-1 below
Notes
1) Equivalent CO2 emission approximately < 20,000 tonnes per annum.

2) Equivalent CO2 emission approximately 20,000 to 100,000 tonnes per annum.
3) Equivalent CO2 emission approximately >100,000 tonnes per annum.
4) Equivalent CO2 emissions based on typical values of 250 kg/MWh over a period of 8000 hours
per annum.
5) 10 MWth is for example approximately equivalent to heat and power for removal of 5 % acid gas
from 100 MMSCFD gas, or for a gas turbine driven compressor for 100 MMSCFD gas with
compression ratio of 2.
6) 50 MWth is approximately equivalent to a 200 MMSCFD gas processing plant with acid gas
removal from 5 mol% and considering 50 kW per MMSCFD compression power for NGL
extraction. Combustion in an appliance with thermal input greater than 50 MW is a criteria in
ADNOC-CoPV2-02 for activities within the scope of PPC requirements. The European large
combustion plant directive also uses the criteria of 50 MW thermal input in defining large
combustion plant.
3.1.2 Projects with Low Energy Requirements

Where project energy requirements / equivalent CO2 emissions fall in the low
category, justification shall be made that the implementation of a formal process for
energy optimisation is of limited benefit and the requirements of this framework do
not need to be applied. This justification should include description of the project
requirements and lack of opportunity for energy saving.
Following approval of this non-requirement by the project team, the energy

optimisation process will conclude with the issue of Energy Report ER-1. The non-
requirement to follow this process does not in itself signify that energy efficiency is
not a consideration for the project, and ER-1 shall list any identified opportunities for
the project for follow up in subsequent project phases.
3.1.3 Projects with Medium Energy Requirements

Where project energy requirements / equivalent CO2 emissions fall in the medium
category, energy aspects of the design shall be formally evaluated. The project may
however be exempt from certain requirements, depending on the nature of the
project.
The project team should consider the following:
1) Does the project include requirements which are expected to be more energy
intensive than current operations, such that implementation will increase high
level energy based KPIs?
2) Does the project include any large individual users which would benefit from
energy optimisation?
3) Does the project include any aspects not considered in previous projects, such
as new process requirements or technologies?
If yes to any of the above, energy aspects of the design shall be fully evaluated and
formally recorded, following all requirements of the PEO Framework.
Where the project introduces requirements which are similarly energy intensive or
less energy intensive than existing operations, with conventional processing
requirements and technologies, the project team may justify the non-requirement for
certain activities within the framework.
Energy Report ER-1 shall be prepared detailing the requirements for Energy
Reports ER-2 through to ER-4 and specific activities to be excluded from future
implementation of the PEO Framework, which may include for example the non-
requirement for review at P&ID / equipment level in FEED (ERW-3B).
3.1.4 Projects with High Energy Requirements

Energy aspects of the design shall be fully evaluated and formally recorded,
following all requirements of the PEO Framework where:
- Project energy requirements / equivalent CO2 emissions fall in the high category
- Other ADNOC guidelines require these to be performed
3.2 Weighting of Energy Aspects in Screening and Option Selection

The categorisation of project energy requirements shall be a starting point in determining the
importance and weighting to be applied to energy aspects in screening and selection of
development options.
The weighting relative to other evaluation criteria is project specific and shall be considered
in preparing pre-requisite information on energy aspects prior to the option screening
brainstorm workshop.
3.3 Focus of Energy Optimisation Activities

It is important that the energy optimisation process is focused on those aspects which use
most energy, determine use of energy or offer most potential for energy saving.
To provide this focus, optimisation activities do not need to cover every aspect of the project,
but should aim to:
- Cover at least 80% of project energy requirements in order of significance.

- Cover any individual aspect using or determining use of > 1 MWth energy.
These criteria shall be used in developing the schedule of Energy Critical Items during Pre-
FEED Stage 2 (Concept) and FEED phases, for inclusion in Energy Reports ER-2 and ER-
3A and for subsequent follow up in EPC phase.
4.0 CRITERIA FOR ENERGY OPTIMISATION
4.1 Energy Consumption Indicators

Energy efficiency is driven both by benefits in:
- Cost – relating to energy use, including fuel gas, and electrical power
- Environmental – relating to associated emissions of CO2 and emissions of other
pollutants such as NOX, SO2, etc. to air
Indicators of energy efficiency / consumption should be identified both at a facility level, and
for individual processes, systems and units. It is important to define appropriate boundaries
associated with the indicators.
It may be that more than one final indicator is appropriate to a particular situation, for
example consumption of both steam and electricity. For evaluation of overall facilities or
systems, such multiple final indicators can be consolidated into a primary energy indicator,
taking account of the efficiency of production.
Energy consumption indicators should be used to measure change over time and to assist in
identifying factors that cause variation in the energy efficiency. In addition, the indicators
should be used to compare with appropriate benchmarks across Company’s operations or
internationally where such data is available.
The following energy related performance metrics would tend to be relevant in Company’s
projects, dependent on scope:
- Absolute measures, including:

- Overall energy consumed (MWth)
- Fuel gas consumed (MMSCFD) considering also the fuel gas LHV (BTU/SCF)
- Electrical power consumed (MWe)
- Equivalent CO2 emissions to atmosphere (tonnes per annum)
- Plant / facility performance metrics, based on specific energy consumption, including:

- Energy consumed / energy content of products exported (MMBTU per MMBTU)
- Fuel gas consumed / feed gas processed (MMSCF per MMSCF)
- Energy supply metrics, based on equivalent CO2 emissions, including:

- Emission / power generated (tonnes per MWh)
- Emission / steam generated (tonnes per tonne)
- Emission / heat generated (tonnes per 106 kJ/h)
Evaluation of CO2 emissions should include consideration of emission of other gases with
global warming potential on a CO2 equivalent basis – e.g. 1 tonne of methane released to
atmosphere is equivalent to 21 tonnes CO2.
Table 4.1 – Net Global Warming Potentials relative to CO2 over 100 years.
Substance Chemical formula Atmospheric lifetime Global warming
(years) potential (GWP)
Carbon dioxide CO2 variable 1
Methane CH4 12.3 21
Nitrous oxide N2O 120 310
Global warming potential of other components, including typical refrigerants, can be found in
sources such as UK Environment Agency Horizontal Guidance Note H1 - Environmental Risk
Assessment for Permits v2.0, April 2010.
Note - The main Key Performance Indicator (KPI) in GASCO operations at a site or plant
level is Specific Energy Consumption (SEC) expressed in terms of energy consumed /
energy content of products exported ex plant battery limits. This is a valuable metric in
understanding the intensity of energy requirements at a project level for comparison of
options and comparison with existing operations.
Further metrics, useful in benchmarking energy performance at a system and equipment

level, are included in the checklists in Appendices D and E. These include:
- System performance indicators, including:

- Acid gas removal system heat input per tonne acid gas removed (tonnes low
pressure steam per tonne acid gas removed)
- Refrigeration system coefficient of performance
- Equipment performance indicators, including:

- Gas turbine thermal efficiency, heat rate or specific fuel gas consumption
- Steam boiler efficiency, blow down rates or losses
- Steam letdown station, percentage of steam delivered to lower pressure level across
letdown station (as opposed to across turbine)
- Steam turbine efficiency or heat rate
- Compressor polytropic efficiency
- Air compressor SEC KW/Nm3 or consumption Nm3/tonne
- Pump, fan and blower efficiency
- Motor efficiency
- Heat exchanger and cooler effectiveness (heat exchanged compared with maximum
possible heat transfer with infinite area with cold side outlet temperature equal to
warm side inlet temperature or with warm side outlet temperature equal to cold side
inlet temperature, depending on application).
- Distillation column performance – reflux ratio / theoretical minimum reflux ratio and
number of stages / theoretical minimum number of stages during design; operating /
design reflux ratio during operation
- Distillation product composition vs. specification (e.g. indication of over processing)
- Percentage bypass / recycle for machinery
4.2 Ranking of Alternatives

There may be a number of options / measures which can be taken to improve energy
efficiency, with differing costs and environmental benefits. In order to prioritise
implementation of the most energy efficient measures, a method is required to rank the
alternatives. The comparison of alternative energy efficiency measures will be made against
a base case, such as the preferred development option identified in Pre-FEED Stage 1. For
other project stages, a base case, including any refinements, will be identified prior to each
energy review workshop.
A method commonly used in determination of Best Available Technique (BAT) is described

below.
4.2.1 Economic Evaluation

The following approach shall be taken for economic assessment of each of the
alternative options / measures:
1) Identify reduction in energy use from base case

2) Estimate associated annual equivalent CO2 release avoided, using thermal

efficiency / emissions factors appropriate to the energy source (e.g. for grid
supplied power)
3) Identify incremental additional capital cost (negative if cost reduction)
4) Identify incremental annual cash flow (revenue minus operating cost)
5) Calculate net present value (NPV):
NPV = −C 0 + C t FPV
C0 Initial investment (capital cost)
Ct Net annual cash flow (revenue minus operating cost)
FPV Present value factor

⎛ 1 − (1 + r ) −T ⎞
FPV = ⎜⎜ ⎟⎟
⎝ r ⎠
r Discount rate, accounting for the time-value of money
T Investment lifetime
NPV calculation shall be based on appropriate basis for discount rate, lifetime
and fuel gas / utilities costs provided by COMPANY.
6) Calculate equivalent annual cost:
C0
Equivalent Annual Cost = − Ct
FPV
7) Calculate equivalent cost per tonne equivalent CO2 release avoided, a

measure of the relative cost-effectiveness
The measures can then be ranked based on:
- Net present value
- Equivalent cost per tonne CO2 release avoided (for measures with negative net
present value)
Any measure with positive NPV should be considered for implementation, subject to
meeting other necessary conditions such as acceptable technical risk and safety.
For measures with negative NPV (and therefore positive equivalent annual cost), the
most cost-effective measures for reducing equivalent CO2 emissions should be
considered for implementation, based on the ranking established per Section 4.2.2.
A maximum “reasonable expenditure” per tonne equivalent CO2 release avoided,

shall be proposed based on conditions at the time of the project, and agreed with
Company as a basis for energy optimisation evaluations. This may have its basis in:
- Market based pricing for carbon emissions, such as the European Union
Allowance unit (EUA) under the European Union Emission Trading Scheme (EU
ETS), the most established trading system for emissions (refer to Ref [7] for
current and historic EUA pricing)
- Value of Certified Emissions Reduction (CER) credits under the Clean
Development Mechanism (CDM)
- Consideration of Company “Energy Efficiency Policy”
4.2.2 Other Criteria and Considerations

For each energy efficiency measure considered, the ease of implementation shall be
assessed, considering the following feasibility / risk aspects:
a) Safety
- Does the measure increase or decrease inherent safety in the design?
- If decreased, are the required mitigation measures well understood, or
does the measure introduce new safety challenges?
- Does the measure impact inventory of hazardous materials, for example
due to increased volume or pressure?
- Does the measure introduce new hazardous materials?
- Does the measure extend the area at risk of impact?
b) Technology maturity
- Is the measure reliant on any technologies unproven at a relevant scale or
in an appropriate environment?
- What aspects of the technology are immature, for example process
design, solvent / catalyst type or equipment design?
- For licensed technology or equipment supply, what is the risk of licensor or
supplier being unable to meet guarantees? Are the measures be taken to
manage and mitigate the risk clear?
- Are there multiple licensors / suppliers with capability to support
implementation of the measure?
- Will a programme of technology qualification be required?
c) Engineering
- How complex are the engineering challenges associated with the
measure, considering the associated technical risk?
- Does increased complexity risk delays in engineering?
- What would be the impact of failure to perform? Would this be reduced
energy efficiency alone, or would this impact on production?
- How realistic is it that corrective action could be taken should the system
fail to perform?
d) Operation
- Does the measure impact on operability or production for example,
affecting start-up duration, or stability in normal operation?
- Will the measure increase demands on operations or maintenance
personnel, considering any impact on plant stability or requirements for
operator intervention?
e) Environmental
- Does the measure impact on other aspects of environmental performance,
such as noise levels and particularly the ability to meet regulatory limits
such as for NOX or SO2 emissions to air? If so, it must be assessed
whether the measure represents the best environmental option.
Assessment of ease of implementation is intended to be qualitative, and judgement

shall be made on a consistent basis, preferably in a workshop environment.
Classification shall be based on the lowest score for any of the categories. The
project team shall agree overall score for ease of implementation, weighting the
decision towards particular categories depending on the specifics of the project.
Where there is increased ‘difficulty’ for any of the categories compared with the base
case, but in absolute terms the consideration is still not significant, the category may
be disregarded with suitable recording of the reasons.
Classification of ‘Very Difficult (1)’ against any of the above criteria is indicative of
the measure being high risk / infeasible.
The decision matrix in Figure 4.1 below, considering ease of implementation and
benefit in terms of reduction in net energy requirement should be used to prioritise
implementation of energy efficiency measures. Measures scoring ‘High’ shall be
considered before those scoring ‘Medium’. Those scoring ‘Low’ should not be
considered for implementation.
Figure 4.1 – Decision Matrix for Prioritisation of Energy Efficiency Measures

(To be used together with Tables 4.2 and 4.3)
12 to 25
5 5 10 15 20 25 High
Ease of Implementation
4 4 8 12 16 20
6 to 11
3 3 6 9 12 15 Medium
2 2 4 6 8 10
1 to 5
1 1 2 3 4 5 Low
1 2 3 4 5
Benefit
Table 4.2 – Ease of Implementation Compared with Base Case
Ease of Implementation (Compared with Base Case)

Category
(1) (2) (3) (4) (5)
Very Difficult Difficult Simple Easy Very Easy
Reduced
inherent safety Significantly
Reduced (e.g. increased Increased increased
inherent safety inventory of Similar inherent safety inherent safety
Safety and new safety hazardous inherent (e.g. reduction (e.g.
challenges for materials) but safety in hazardous elimination of a
Company mitigation inventory) significant
measures hazard)
understood
Proven in
Prototype, not Proven in
Demonstrated operational Fully proven in
Technology demonstrated in operational
in operational environment Company's
Maturity operational environment
environment at different facilities
environment at similar scale
scale
Increased Similar
complexity Increased complexity to
with significant complexity base case
Similar Reduced
challenges not with some and minimal
complexity complexity
addressed unusual design risk to project
Engineering with with
previously and aspects critical schedule or
no unusual no unusual
with schedule to plant plant
aspects aspects
delays very performance throughput
likely in seeking and product
solutions quality
Reduced
Improved Improved
Significantly operability
operability operability,
reduced (e.g. risk of
(e.g. less and Company
operability, with some Similar
Operation equipment, experienced
potential for production loss operability
less complex with similar
significant due to reduced
control operation in
production loss process
requirements) own facilities
stability)
Not best
Increased Eliminates a
environmental
environmental particular
option, with Similar Reduced
impact, but environmental
Environmental pollutant environment environmental
meeting impact (e.g.
emissions al impact impact
regulatory eliminates a
exceeding
limits waste stream)
regulatory limits
Table 4.3 – Benefit Compared with the Base Case
Benefit (Compared with Base Case)

Category
(1) (2) (3) (4) (5)
Very Low Low Medium High Very High
Reduction in
Net Energy
Requirement < 1% 1% to 5% 5 to 10% 10 to 20% > 20%
(Note 1)
or
Increase in
NPV < 1% 1% to 5% 5 to 10% 10 to 20% > 20%
(Note 2)
Notes
1) Alternative bands may be proposed and agreed with Company, re-calibrated based on
overall project energy requirements. The criteria, based on percentage reduction, are
useful in ranking measures and options, but inevitably in projects with large energy
consumption, small percentage reductions may be still considered significant in
absolute terms and the Very Low and Low bands in particular should be reviewed.
2) Evaluating increase in NPV more thoroughly addresses OPEX and CAPEX

considerations, but is difficult to address in a workshop environment, where the
objective is to identify the broad benefits and ease of implementation to rank, prioritise
and agree measures to be considered. Benefit in terms of increase in NPV can be
reviewed following the workshop to validate the ranking and measures proposed.
4.2.3 Further Considerations
For various reasons, including those listed in Section 4.2.2, solutions representing
maximum energy efficiency may not be practical or cost-effective.
Additionally, the following must be considered:
- Legislation – proposals must be in line with current legislation and should

consider any legislation anticipated within the next five years.
- Policy – proposals must be in line with Company policy requirements.
- Reputational Issues – where proposals raise reputational issues, the project
shall seek expert judgement and managerial input
5.0 PROJECT ENERGY OPTIMISATION ACTIVITIES
5.1 Scope
This section describes the activities required by the Project Energy Optimisation (PEO)
Framework, and the timing of these activities relative to other main project activities.
The PEO Framework includes:
- A formal process to ensure due consideration of energy aspects in selecting the preferred
development option and for subsequent optimisation of the selected option.
- A requirement for formal energy review workshops at key stages in the project, focusing
on identifying opportunities in early phases and verifying implementation in later phases.
- Production of energy reports at key project decision gates to record activities completed,
the opportunities identified and followed up, and to plan subsequent activities. In addition
to demonstrating of use of BAT in energy optimisation, the reports will document the
decision processes involved and assure continuity through subsequent phases.
Performance of energy optimisation activities and compilation of energy reports is the

responsibility of the project team – primarily the Pre-FEED consultant, FEED consultant and
EPC contractor.
A workshop facilitator / chair from the Consultant team should be used for the following:
- Facilitation, chairing and reporting of formal energy review workshops

- Verification of project energy optimisation (this should be considered in the scope of the
PMC/PMTC for FEED and EPC phases)
An external third party facilitator / chair is acceptable if appropriate facilitator not available
within the Consultant team.
The energy consultant may perform further energy optimisation activities where this is
considered most effective for the project. The interface between the energy consultant and
project team must be managed effectively, recognising that energy optimisation is an integral
part of concept development and front end design and cannot be performed independently of
other project activities and decision processes.
PRE-FEED STAGE 1 PRE-FEED STAGE 2 FEED EPC
OPERATE
(SCREENING) (CONCEPT) (DEFINE) (EXECUTE)
EVALUATE MANY REFINE CONCEPT FOR DEFINE PREFERRED EVALUATE AND LEARN
DETAILED DESIGN
OPTIONS PREFERRED OPTION OPTION LESSONS
ENERGY
ER-1 ER-2 ER-3A ER-3B ER-4A ER-4B ER-4C ER-5
REPORTS
CONSIDER IN OPTION
ERW-2 ERW-3A ERW-3B
ENERGY REVIEW SCREENING BRAINSTORM
WORKSHOPS OVERALL OVERALL / SYSTEM SYSTEM EQUIPMENT
LEVEL LEVEL LEVEL LEVEL
ENERGY EOS-1 EOS-2 VERIFY OBJECTIVES MET REVIEW OPERATING
FOLLOW UP FROM ER-2,
UNDERSTAND PROJECT COST / BENEFIT ANALYSIS, IN DETAILED DESIGN & SYSTEMS AND ANALYSE
OPTIMISATION CHECKLISTS FOR PROCESS
ENERGY REQUIREMENTS RECOMMEND MEASURES PROCUREMENT. PERFORMANCE DATA VS.
DESK TOP & EQUIPMENT DESIGN
AND ESTABLISH PLAN FOR TO REFINE DESIGN PERFORMANCE TESTING KEY PERFORMANCE
STUDIES OPTIMISATION
OPTIMISATION TO ESTABLISH BENCHMARK INDICATORS
OTHER PROJECT APPLY VIPs

ASSURANCE RAM ASSESSMENT CONSTRUCTABILITY CLOSE OUT
ACTIVITIES CONSTRUCTABILITY
HAZID HAZOP HAZOP

ENVID QRA QRA
HSE ASSURANCE HSEIA-3
COARSE QRA PHSER PHSER
HSEIA-1 HSEIA-1 HSEIA-2
GASCO Project Energy Optimisation
P&IDs
PFDs
FUNCTIONAL LICENSOR DATA VENDOR DATA
LEVEL OF MAJOR EQUIPMENT
REQUIREMENTS EQUIPMENT OPERATING MANUALS OPERATING DATA
DEFINITION SCHEDULE
BLOCK DIAGRAMS SPECIFICATIONS COMMISSIONING MANUALS
PROCESS DATA
EQUIPMENT DATA SHEETS
COST DATA & ± 35% / 40% ± 30% ± 15% FINAL

D D FID D OPERATING COST
$ EST $ EST $ EST CAPITAL COST
Table 5.1 – Overview of PEO Framework Activities in Project Lifecycle
DECISION GATES
Page 20 of 159
Table 5.2 – Scope of PEO Framework Activities
Energy Balance / Requirements
Commissioning Requirements
Requirements at P&ID Level
Requirements at PFD Level
Energy Optimisation Study
Control & Instrumentation
Equipment Requirements
5
Performance Guarantees
Independent Verification
Energy Critical Items
Phase
Review Workshop
Performance Test
Option Selection
Energy Aspects
Energy Report
Pre-FEED Stage 1
ER-1 No1 I I A A2 I
Screening
Pre-FEED Stage 2
ER-2 ERW-2 A A V 3 A3 D I I I
Concept
PFD Level ER-3A ERW-3A V V3 A D A I D A A A V

FEED
Define
P&ID Level ER-3B ERW-3B V V D D D D D D D V
Engineering ER-4A No4 V V V D D D V V
EPC Procurement ER-4B No4 V V V V V V V V

Execute
Commissioning ER-4C No4 V V V V V V V V
Operate ER-5 No4 V V V V
Key
I – Identify requirements D – Define requirements
A – Assess V – Follow Up / Verify
Notes
1) Energy aspects to be considered with appropriate representation in the Pre-FEED option
screening brainstorm workshop
2) Energy optimisation study EOS-1 to collate pre-requisite information.
3) With main development option selected, focus of energy optimisation study EOS-2 in Pre-FEED
Stage 2 and subsequent follow up in FEED is on refinement of selected option, considering
additional energy optimisation measures
4) There is no specific requirement for energy review workshops in execute and operate phases,
but meetings to address energy aspects may be convened to address specific project issues
5) Independent verification by PMC / PMTC
5.2 Pre-FEED Stage 1 (Screening)
5.2.1 Summary
The purpose of Pre-FEED Stage 1 is to screen development options against
technical and economic criteria, evaluate options and select a single option for
refinement in Stage 2.
The PEO Framework will supplement the Company’s current process of option
evaluation and selection, with energy efficiency aspects will receiving additional
focus through the methods outlined in this section.
Table 5.3 – Summary of PEO Framework for Pre-FEED Stage 1
Identify options, assess feasibility and evaluate against criteria.

Objectives Select preferred development option, based primarily on project
economics.
Evaluation of many options.
Level of Process Block diagrams.
Definition Experience information.
Preliminary information from licensors.
Level of Energy
Overall system at a block diagram level.
Optimisation
Establish goals and targets, based on policy and project specific
considerations.
Assess significance of energy use to the project, considering a
measure of ‘energy intensity’. Develop a plan for energy
optimisation, defining the energy optimisation activities to be
applied on the project during brainstorming session.
Understand project energy requirements and main factors driving
Energy performance.
Optimisation Agree relative weighting of energy aspects compared with other
Activities evaluation criteria during options screening session.
Challenge the optimality of identified options as part of overall
option screening, and seek opportunities to improve project
economics or environmental performance through optimal energy
use.
Assess energy efficiency of licensed technologies as part of
Licensor evaluation and / or selection where applicable.
Energy Optimisation Study (EOS-1)
Suitable representation and pre-meeting preparation to provide
input on energy aspects as part of Pre-FEED option identification
and screening workshop; however no dedicated Energy Review
session is envisaged to be held at Pre-FEED Stage 1. Energy
Meetings efficiency will be reviewed as part of the Pre-FEED Stage 1
brainstorm workshop.
Ensure wider opportunities are considered, such as synergies with
other projects, opportunity for cross facility integration, optimal use
of utilities, etc.
Timing of Pre-FEED option screening brainstorm workshop to allow
Key Timing
for prior assessment of project energy requirements.
EOS-1 in preparation for the workshop.

Energy report ER-1 at end of Pre-FEED Stage 1:
- Describe planned energy optimisation activities throughout the
project
- Record how energy aspects have been considered in option
Reporting screening
- Describe key energy aspects of project and any opportunities
identified for reduced energy use
- Record all actions, including proposed studies, to be carried
forward to subsequent project phases
+/-35% CAPEX estimates.
NPV assessment (simple payback may be considered)
Evaluation Basis / Benchmarking based on performance metrics such as unit energy
Criteria consumed per unit energy exported.
Evaluation of incremental cost per avoided unit of equivalent CO2
emission.
5.2.2 Establish Project Energy Optimisation Goals & Objectives

The PEO Framework sets out minimum requirements for energy optimisation
activities and reporting and provides guidance on the criteria to be applied in
evaluating options from an energy perspective.
In striving to deliver exemplary energy and environmental performance, the goal on

all new projects shall be to maximise efficiency of net energy exported, i.e. to
minimise specific energy consumption defined as energy consumption per unit of
energy export. Each project shall, through the processes defined in the PEO
Framework, demonstrate the use of BAT to meet this goal, with all technical,
economic and other relevant aspects assessed and documented.
In addition to the goal of minimising specific energy consumption, there may be

other project specific objectives relating to energy use, for example due to known
constraints on available supply of heat or electrical power; or objectives to maximise
export, minimise on-site power generation, or exploit synergies with other facilities or
projects. Any project specific objectives should be recorded as a basis for energy
subsequent optimisation activities.
5.2.3 Develop Energy Optimisation Plan

The focus of initial energy optimisation work will be the collection of the relevant
background information for each of the development options under consideration.
The initial Energy Optimisation Study, EOS-1, will collect this background
information, starting with an initial estimate of project energy requirements, to enable
categorisation as ‘Low’, ‘Medium’ or ‘High’, per Section 3.1. This categorisation is
used to establish applicability of PEO Framework and the roadmap for further work.
The applicability of PEO Framework shall be determined as soon as practical in Pre-

FEED Stage 1, recognising at this stage there may be a large number of
development options, with differing energy requirements, and requirements may in

some cases not be clear until after the option screening brainstorm workshop.
Where energy requirements are categorised as ‘Low’ and it is concluded that the
PEO Framework will not be applied, justification shall be made in Energy Report
ER-1, to include:
- Estimated energy requirements

- Any recommendations for future phases
For ‘Medium’ or ‘High’ categories, where the requirements of PEO Framework shall
be applied, EOS-1 will go on to collate further background information for each of
the options under consideration, forming the pre-requisite information for input to the
Option Screening Brainstorm Workshop and Energy Report ER-1.
During Pre-FEED Stage 1, a project specific energy optimisation plan shall be

developed, providing detail of planned activities in Pre-FEED Stage 2 and outline of
key activities in subsequent FEED and EPC phases.
5.2.4 Preparation for Option Screening Brainstorm Workshop

In Pre-FEED Stage 1, many options may be being considered and the level of detail
available for each will be relatively low.
To enable energy aspects to be considered appropriately in the option screening

brainstorm workshop, in addition to the information generally required for option
screening, the following pre-requisite information should be developed, to an
appropriate level of detail:
- Summary of key energy aspects of each development option, e.g.:

- Identification of principal energy consumers
- Summary of factors driving energy consumption
- Proposed sources of heat and power
- Estimated net energy requirements for each development option, e.g. heat,
power or fuel gas
- Time related aspects such as operating profiles, e.g. flow, pressure or
composition
The high-level energy optimisation guidewords for option screening, provided in

Appendix B1, for should be used in preparation for the workshop, prompting ideas to
challenge and condition the proposed options.
The information available at this stage will be largely from experience and initial
evaluations by the project team. It is not anticipated that licensor or vendor
information will be available, however in some specialist areas, preliminary
information may be necessary from third parties. Where Licensors are to be
evaluated / selected at this stage, energy efficiency shall be a consideration in
assessment of technologies. Appropriate evaluation criteria shall be provided to
potential Licensors to enable optimal solutions to be proposed.
5.2.5 Option Screening Brainstorm Workshop

The PEO framework brings additional emphasis to consideration of energy
efficiency aspects in the Pre-FEED Stage 1 option screening brainstorm workshop.
The main objective of the brainstorm workshop and follow up is to review proposed
development options, generate further options and ideas and to agree a list of
options for further evaluation to arrive at the best option based on technical and
economic criteria.
The main requirements of the PEO Framework in respect of the workshop are that
appropriate information for input to the workshop is generated in Energy
Optimisation Study EOS-1 and that a suitably qualified and experienced Energy
Specialist participates in the workshop to challenge and condition the options under
consideration from the perspective of energy optimisation.
The weighting given to energy aspects relative to other evaluation criteria is project
specific and shall be agreed in the option screening brainstorm workshop.
During the workshop, the energy optimisation guidewords, provided in Appendix B1

will be used primarily to prompt the Energy Specialist, as the workshop must
consider options against all evaluation criteria.
The Energy Specialist participating in the brainstorm workshop shall maintain a

record of the workshop discussions with respect to energy optimisation, and provide
a narrative for input to the brainstorm workshop report and record the outcome of
discussion on specific studies required to support option selection.
The brainstorm workshop should raise specific actions on the Energy Specialist to
further assess aspects of any option identified as having potential for optimisation to
the extent that this may affect project economics and option selection or where there
is insufficient definition and data to make a conclusion.
5.2.6 Option Conditioning and Selection Process

Following the workshop, the energy optimisation study EOS-1 should continue with
focus on assessing the shortlisted options to identify any improvements potentially
influential in determining the optimal option.
The study should start at a high level working through each option, focusing initially
on any potential feasibility issues, then on any high-level optimisation considerations
to condition the options.
The project team will towards the end of Pre-FEED Stage 1 select the optimal
development option, taking into account all relevant technical and economic factors
including energy aspects.
The selected development option shall be reviewed from an energy perspective,

considering high level energy metrics for comparison of options such as specific and
absolute energy consumption and equivalent CO2 emissions. If there are better
options from an energy efficiency perspective, these shall be noted and justification
be recorded for them not being selected from an overall perspective.
To complete EOS-1, focusing on the selected option, recommendations shall be

made for specific studies to be undertaken in Pre-FEED Stage 2.
5.2.7 Pre-FEED Stage 1 Energy Report (ER-1)

Pre-FEED Stage 1 energy optimisation activities shall conclude with the issue of
Energy Report ER-1. The format and contents of ER-1 are described in Section 6 of
this guideline with a brief summary below:
- Description of specific energy objectives and targets

- Activities and outcomes of initial Energy Optimisation Study EOS-1
- Energy considerations in ranking in option screening brainstorm workshop
- Justification of selected option from energy efficiency perspective
- Energy optimisation plan for subsequent phases including studies to be made
and actions to be followed up in Pre-FEED Stage 2
- Justification and backup information for any non-implementation of the PEO
Framework requirements
5.3 Pre-FEED Stage 2 (Concept)
5.3.1 Summary
The purpose of Pre-FEED Stage 2 is to develop the conceptual design and refine
cost estimates for the preferred development option agreed in Pre-FEED Stage 1.
The objective is to confirm a single option and identify key requirements in
progressing to the FEED stage.
The final level of process definition and evaluation basis developed during this stage
is at a basic PFD level and ±30% CAPEX and activities in energy optimisation will
be at an appropriate level to reflect this.
Table 5.4 – Summary of PEO Framework for Pre-FEED Stage 2
Development of concept design and refinement of cost estimate for

Objectives
selected option.
Preliminary process flow diagrams.
Level of Process
Equipment schedule.
Definition
Licensor proposals and studies.
Level of Energy Individual processes and systems at PFD level.

Optimisation Input from licensors and vendors of key equipment.
Close out actions from Pre-FEED Stage 1.
Undertake desktop Energy Optimisation Study (EOS-2) using
appropriate methods for analysis and applying guidance on best
practice and energy saving techniques. Techniques are dependent
on process and study shall identify those that are most relevant and
effective.
Energy
Optimisation Identify and rank any alternative options based on agreed criteria.
Activities Hold energy review workshop.
Finalise energy optimisation study, prioritising close out of actions
that affect block flow diagram or key aspects of process flow
diagram or equipment schedule before end of Pre-FEED Stage 2.
Demonstrate project goals are met or justify variation from these
goals
Meetings Energy review workshop, ERW-2:
- Review initial results from energy optimisation study

- Level 1 guidewords to identify potential refinements to selected
development option to improve energy use
- Agree actions to be taken in concluding energy optimisation
study in Pre-FEED Stage 2 and actions to be carried forward to
FEED
EOS-2 to be undertaken early in Pre-FEED Stage 2 and in parallel
with other concept development activities.
Key Timing Workshop ERW-2 in middle of Pre-FEED Stage 2 after PFDs are
issued as 2nd revision (after incorporating Company comments),
once initial results of energy optimisation study are available.
Energy report ER-2 at end of Pre-FEED Stage 2:
- Report on outcomes of EOS-2
Reporting - Report on ERW-2, actions raised, actions closed in this phase
and those carried through to FEED
- Identify key activities and studies to be included in FEED
Statement of Requirements
+/-30% CAPEX estimates
NPV assessment (IRR evaluation may be considered)
Evaluation Basis / Evaluation of incremental cost per avoided unit of equivalent CO2
Criteria emission.
Consideration of other aspects such as safety, technology maturity,
engineering complexity, operation and other regulatory
requirements for environmental performance.
5.3.2 Pre-FEED Stage 2 Energy Optimisation Study (EOS-2)

In Energy Optimisation Study (EOS-2), the main opportunities for optimisation of the
selected option will be evaluated. The study must be carried out by an Energy
Specialist conversant with techniques outlined in Section 7 of this guideline, this will
typically be a process engineer, familiar with the overall project objectives and
working within the project team.
The main objectives of EOS-2 are to:

- Follow-up on opportunities identified in ER-1
- Build and verify ER-1 assumptions and conclusions
- Set targets for energy use and identify potential areas for energy reduction
- Identify optimal technologies and design parameters
- Demonstrate energy reduction measures are cost effective
- Demonstrate project goals are met or provide justification for variation
EOS-2 will commence at the start of Pre-FEED Stage 2 and be largely complete
prior to energy review workshop ERW-2, into which the results provide input.
5.3.3 Pre-FEED Stage 2 Energy Review Workshop ERW-2

The purpose of ERW-2 is to review and challenge the energy efficiency of the
proposed process concept and review and rank potential options for energy
optimisation as the level of definition is increased. The basis for this will be the
information developed in the Energy Optimisation Study EOS-2 and as part of the
review process, existing assumptions and conclusions will be challenged in a
structured review process.
The input data that will be provided from EOS-2 will include the following:
- Summary of main energy users in the form of an energy balance / map
- CAPEX, OPEX estimates for energy optimisation measures
- Project description
- Block diagram and preliminary PFD
- Key licensor information (if applicable)
ERW-2 shall be held towards the middle of Pre-FEED Stage 2, at a time

recommended by the Energy Specialist, once suitable concept definition is available
through preliminary PFDs (following incorporation of Company’s comments) and the
EOS-2 has developed a list of potential optimisation measures and collated
information on energy requirements, order of magnitude costs, etc. Timing should
allow sufficient time for the follow up of any significant actions that affect concept
design or the +/- 30% cost estimate and for compilation of Energy Report ER-2.
ERW-2 shall be led by a workshop facilitator / chair from the Pre-FEED Consultant’s
team or alternatively from an external third party, in either case meeting the specific
competencies set out in Section 8.2. A secretary should be appointed responsible
for maintaining a record of the session and actions, although for small projects the
workshop facilitator may additionally fulfil this role.
The ERW-2 review team shall comprise suitably qualified and experienced
personnel, with composition dependent on the scope, size and complexity of the
project. Required attendees will be agreed with the workshop facilitator prior to the
meeting. Proposed attendees are listed in Table 5.5.
ERW-2 should follow the process and guidance set out in Appendix A2 Figure A2.0
and Appendix B2, based on similar principles to HAZID. It is the responsibility of the
workshop facilitator / chair to ensure this is appropriate to the project under review.
Table 5.5 – Energy Review Workshop ERW-2 Proposed Attendees
Proposed Pre-FEED Stage 2 ERW-2 Attendees
Workshop Facilitator/ Chair Pre-FEED Consultant (Note 4) Required
Secretary Pre-FEED Consultant Required (Note 1)
Project Engineer Pre-FEED Consultant Required
Process Engineer / Energy

Pre-FEED Consultant Required
Specialist
Design HSE Engineer Pre-FEED Consultant Required
Mechanical Engineer Pre-FEED Consultant Optional (Note 2)
Electrical Engineer Pre-FEED Consultant Optional (Note 2)
Instrumentation & Control

Pre-FEED Consultant Optional (Note 2)
Engineer
Operations Representatives Company Required

Company Required
/HSE Specialist
Projects Representatives Company Required
Technology Specialist Licensor Not Required (Note 3)
Notes
1) Dependent on project size / scope of workshop.
2) Mechanical, electrical or instrumentation and control discipline engineers will not
necessarily participate full time in this workshop, but depending on the project scope
should be available.
3) It is not expected that licensors participate in this workshop. Suitable input information
should be available to the team prior to the workshop.
4) External third party acceptable if appropriate facilitator is not available from Pre-FEED
Consultant’s team.
The review shall progress through a ‘system by system’ analysis of the process, with
any actions being recorded. All guidewords will be reviewed and any which do not
apply shall be recorded as N/A.
Each system shall be subjected to questions formulated around the Primary,

Secondary and Prompt guidewords. The guidewords are posed to test the energy
efficiency aspect of each part and explore conceivable alternatives.
This approach will produce a number of opportunities, each of which shall be

considered to highlight the consequences. Some of the opportunities may be
unrealistic or the energy efficiency saving trivial, and no need for further
consideration is required.
It is only necessary to raise specific actions if it is considered by the review team

that the current design does not address the identified energy efficiency potential or
that there is insufficient definition to form a conclusion. In which case, an action shall
be assigned to either obtain further definition, revision of the project scope or
perform design studies outside the energy efficiency workshop.
Actions raised in ERW-2 should be agreed and assigned an owner in the workshop
meeting. The close out shall be tracked by the project Energy Specialist, with a full
list of actions, owners and details of measures taken to close these points included
in energy report ER-2.
The workshop facilitator shall mark up a set of block diagrams / preliminary PFDs to
record the systems reviewed and should sign the set of drawings after completion.
5.3.4 Close out of EOS-2

EOS-2 activities will continue following ERW-2, to follow up on any actions proposed
in the workshop and to finalise input into energy report ER-2. This will include
quantifying benefits, estimating costs and providing final ranking of alternative
measures and recommendations.
Outcomes of EOS-2 will be incorporated into energy report ER-2 at the end of Pre-
FEED Stage 2.
5.3.5 Pre-FEED Stage 2 Energy Report (ER-2)

Pre-FEED Stage 2 energy optimisation activities shall conclude with the issue of
Energy Report ER-2. Report format and contents of ER-2 are described in Section 6
of this guideline with a brief summary below:
- Record of ERW-2 and any actions or further work in FEED.

- Activities and outcomes of initial Energy Optimisation Study EOS-2
- Justification of selected option from energy efficiency perspective.
- Update to energy optimisation plan for subsequent phases including studies to
be made and actions to be followed up in FEED.
- Input requirements for the FEED SOR.
5.4 FEED (Define)
5.4.1 Summary
The purpose of the FEED phase of the project is to fully define project requirements
based on the single optimum solution, to develop a package including engineering
deliverables, detailed execution plans and a +/-15% cost estimate to enable final
investment decision to progress to EPC phase. During FEED, there is increased
focus on project and HSE assurance activities and formal energy optimisation is one
such activity.
There may be studies to be completed in FEED to finalise the concept design and
evaluate alternatives. To reflect the development from the Pre-FEED conceptual
design to a frozen FEED design, energy optimisation activities in the FEED phase
are broken into two steps:
1) Close out actions from Pre-FEED Stage 2 ER-2, confirming actions have been
completed, reviewing impact of design development on energy aspects and a
formal Energy Review Workshop ERW-3A at a process system / PFD level.
2) Energy optimisation at an equipment / P&ID level, with a formal Energy

Review Workshop ERW-3B to review design against completed checklists.
The timing of ERW-3A and ERW-3B workshops should be scheduled relative to

other design review activities with a view to avoid potential conflicts and rework. This
is particularly relevant to ERW-3B prior to value engineering (CAPEX orientated)
and HAZOP (safety and operability orientated).
Table 5.6 – Summary of PEO Framework for FEED
Objectives Define all project requirements as a basis for EPC tender.

Process flow diagrams.
Piping and instrumentation diagrams.
Level of Process
Licensor design packages.
Definition
Project philosophies i.e. design basis and control philosophies.
Project specifications and equipment datasheets.
Individual process steps and equipment at a PFD and P&ID level.
Level of Energy
Optimisation Review with selected licensors and shortlisted key equipment
vendors.
Follow up on recommendations and close out actions from ER-2.
Manage change resulting from design development at a PFD level.
Energy optimisation at equipment level (equipment type etc.) and
Energy P&ID level.
Optimisation Confirm any decisions reported in ER-2 based on uncertain
Activities information.
Determine means of maximising opportunity to realise benefits
execution phase – e.g. minimum performance requirements defined
on project data sheets.
Energy Review Workshop, ERW-3A – Review at PFD level,
confirming close out of recommendations and actions from ER-2,
reviewing any changes resulting from design development and
Meetings definition.
Energy Review Workshop, ERW-3B – Review at P&ID level, based
on guidewords / checklists for energy efficient equipment design.
Main energy optimisation activities to be completed in parallel with

key process design activities, enabling closure of main actions prior
to HAZOP.
ERW-3A to be held once a significant proportion of
Key Timing
recommendations carried forward from ER-2 have been followed
up, prior to finalisation of PFDs and development of P&IDs.
ERW-3B around time of P&ID review and prior to value engineering
and HAZOP.
Energy report ER-3A issued following ERW-3A.
Reporting
Energy report ER-3B issued at end of FEED.
Evaluation Basis / +/- 15% overall cost estimates

Criteria Vendor quotations – budget cost and performance data
5.4.2 Energy Review Workshop ERW-3A

Energy Review Workshop ERW-3A has two main purposes:
1) To verify the implementation of actions from Pre-FEED Stage 2, including

actions from ERW-2, and to assess the impact of design development from
the perspective of energy optimisation and agree actions to provide assurance
of meeting energy optimisation objectives while managing any conflict with
other project drivers
2) To assess FEED PFDs against guidance / checklists for energy efficient

process system design in Appendix D of this guideline (checklists completed
prior to meeting by FEED consultant). The workshop shall also consider
whether changes to the process or design basis warrants a reassessment
based on techniques as per Pre-FEED Stage 2.
Guidance specific to equipment is included in Appendix E, and referenced where

appropriate in the guidance for process systems, Appendix D, to avoid duplication.
ERW-3A will be held following issue of the FEED PFDs, to enable any significant
actions to be followed up prior to development of the P&IDs.
ERW-3A shall be led by a workshop facilitator / chair from the FEED Consultant’s
The ERW-3A review team shall comprise suitably qualified and experienced
ERW-3A should follow the process in Appendix A3 Figure A3.0 and Appendix B3,
Figure B3.1, although it is the responsibility of the workshop facilitator / chair to
ensure this is appropriate to the project under review.
Actions raised in ERW-3A should be agreed within the workshop meeting and
following the meeting close out shall be tracked by the project Energy Specialist,
with a full list of actions included in energy report ER-3A and details of measures
taken to close these points included in energy report ER-3B.
In reviewing status of actions raised in ERW-2 and ER-2, workshop ERW-3A shall
identify any open actions that have the potential to introduce changes to the process
design and list actions requiring prioritisation to minimise need for rework during
FEED.
The workshop facilitator in consultation with the project team shall identify any
requirements for attendance of third parties such as technology specialists from
process licensors.
Table 5.7 – Energy Review Workshop ERW-3A Proposed Attendees
Proposed FEED ERW-3A Attendees
Workshop Facilitator/ Chair FEED Consultant (Note 3) Required
Secretary FEED Consultant Required
Project Engineer FEED Consultant Required

FEED Consultant Required
Specialist
Process Engineer
(Responsible per System)
Design HSE Engineer FEED Consultant Required
Mechanical Engineer FEED Consultant Required (Note 1)
Electrical Engineer FEED Consultant Required (Note 1)

FEED Consultant Required (Note 1)
Engineer

Company Required
/HSE Specialist
Technology Specialist Licensor Required (Note 2)
Notes
1) Requirement dependent on project scope.
2) Key licensors only.
3) External third party acceptable if appropriate facilitator is not available from FEED
5.4.3 Energy Review Workshop ERW-3B

The purpose of Energy Review Workshop ERW-3B is to review the design at a
detailed equipment level based on review of P&IDs against guidance / checklists for
energy efficient equipment design in Appendix E of this guideline.
The checklist provided in Appendix E is intended to cover a generic range of

equipment and hence not all the checklist may be relevant to specific projects.
The review should consider equipment, piping, instrumentation & control (per
guidance in Appendix E) with reference primarily to the P&IDs, but with
consideration also to other project documentation where appropriate, including:
- Plot plans, to determine optimality of layout

- Equipment data sheets and specifications to review specification of minimum
requirements for efficiency, operating cases etc.
- Philosophy documents, such as operating philosophy, control philosophy
The FEED consultant will be responsible for reviewing project documentation to

select appropriate information for the review and also for identification of relevant
checklists appropriate to the project .
ERW-3B will be held following formal review of the P&IDs prior to value engineering
and prior to HAZOP to minimise the potential for changes requiring further HAZOP.
In addition to identifying any additional energy optimisation measures to be

considered in the specification of equipment and finalising P&IDs, the review will
provide confirmation of implementation of actions raised in from previous phases.
It is not necessary to consider every individual equipment item and as a minimum,

only those items that have been deemed energy critical need be included in the
review. The list of equipment items requiring review can be added to or reduced
during the review based on review team consensus. A target of 80% of all major
energy users and all energy users with an energy requirement of > 1 MWth should
be targeted for review.
ERW-3B shall be led by a workshop facilitator / chair from the FEED Consultant’s
The ERW-3B review team shall comprise suitably qualified and experienced
ERW-3B should follow the process in Appendix A3 Figure A3.0 and Appendix B3,
Figure B3.2, although it is the responsibility of the workshop facilitator / chair to
ensure this is appropriate to the project under review.
Actions raised in ERW-3B should be agreed within the workshop meeting and
with a full list of actions and details of measures taken to close these points included
in energy report ER-3B.
The workshop facilitator shall mark up a set of P&IDs to record the systems
reviewed and should sign the set of drawings after completion and inclusion into the
ER-3B. The review shall progress through an ‘item by item’ analysis of the process,
with any deviations and actions being recorded.
Table 5.8 – Energy Review Workshop ERW-3B Proposed Attendees
Proposed FEED ERW-3B Attendees
Workshop Facilitator/ Chair FEED Consultant (Note 3) Required
Secretary FEED Consultant Optional

Specialist
Process Engineer

Engineer

Company Required
Specialist
Notes
2) Key licensors only.
5.4.4 Identification of Minimum Performance Requirements

For clarity on ‘technical compliance’ in EPC tendering and execution, any
requirements for individual equipment performance, such as minimum efficiency
shall be clear on data sheets. The requirements for each energy critical item shall be
stated in ER-3B to enable a compliance checklist to be developed.
Care shall be taken in specifying such minimum requirements to avoid this

effectively leading to pre-selection of a single or extremely limited number of
suppliers.
Depending on the project, alternative approaches to EPC tendering may be

considered, for example with Company inviting options / alternative proposals where
higher efficiency can be achieved, enabling lifecycle cost analysis to be made for the
incremental cost.
5.4.5 FEED Energy Report (ER-3A & ER-3B)

FEED energy optimisation activities shall conclude with the issue of Energy Report
ER-3A and ER-3B, format and contents of which are described in Section 6 of this
guideline with a brief summary provided below:
- Record of ERW-3A and 3B and any actions or further work in EPC

- Update to energy optimisation plan for subsequent phases including studies to
be made and actions to be followed up during FEED.
- Input requirement into FEED package and EPC invitation to tender.
5.5 EPC (Execute)
5.5.1 Summary
During the EPC phase of the project, the focus moves from identifying energy
optimisation opportunities and measures towards verifying that the design intent
from the FEED phase is implemented in EPC and the benefits of energy efficiency
are realised through detailed design, procurement, construction and commissioning.
Energy optimisation activities in the EPC phase is split into three reporting steps,
reflecting the long duration of the EPC phase and the different nature of each of the
engineering, procurement and commissioning steps.
This enables verification that energy efficiency requirements defined in FEED are
firstly captured in the required specifications and that the impetus is maintained
through the Procurement phase and Commissioning activities.
The EPC contractor shall be responsible for endorsing the FEED, including the
requirements of ER-3B and subsequently for managing the energy optimisation
activities within the EPC phase. Following peer review, PMTC shall also endorse the
FEED requirements and then provide independent verification of activities during the
EPC phase.
Table 5.9 – Summary of PEO Framework for EPC
Objectives To deliver project against agreed cost and schedule.

Full definition
Level of Process
Vendor data
Definition
Procedures for commissioning, start up and operation
Level of Energy Verification at an equipment level, throughout detailed design and
Optimisation procurement lifecycle.
Endorsement of FEED by EPC contractor.
Endorsement of FEED by PMTC
Verification of implementation of FEED requirements by EPC
Energy
contractor in detailed engineering and procurement process.
Optimisation
Activities Definition of any specific requirements in pre-commissioning and
commissioning phases to optimise performance.
Performance test to confirm performance and set benchmark for future
monitoring
Meetings As required to address project specific issues.
Energy report ER-4A issued during engineering and procurement

phase on completion of detailed engineering activities.
Reporting Energy report ER-4B issued during engineering and procurement
phase on completion of procurement activities.
Energy report ER-4C issued following start up and performance testing.
Assessment of out-turn energy consumption against FEED estimates
Evaluation
and any agreed performance guarantees for overall process or
Basis / Criteria
individual equipment items.
5.5.2 Engineering and Procurement Phase

The design process will continue in the EPC phase with selection of vendors,
incorporation of vendor data and detailed design including mechanical, layout,
electrical, control and instrumentation.
There is significant overlap between engineering activities and procurement

activities and detailed design will continue once all procurement is complete to
incorporate vendor data into design. Two issues of the energy report shall be made
during the engineering and procurement phase, firstly ER-4A on substantial
completion of the detailed design and secondly ER-4B on completion of all
procurement activities to the point of approving design data and drawings from
vendors.
The key requirements identified within the FEED design, including minimum
performance requirements for equipment etc., defined in ER-3B shall be
incorporated in final data sheets, specifications and finalisation of design.
As equipment is procured, predicted performance shall be compared with FEED

estimates to verify that objectives are met.
Energy optimisation activities in the EPC phase consist of desktop studies, to be

managed by a suitably qualified and experienced person within the EPC contractor’s
organisation. No formal energy review workshops are required in the EPC phase
unless it is agreed that there is a benefit or requirement in order to manage any
change post FEED.
The EPC contractor shall provide regular updates on any anomalies or deviations to
PMTC in order to enable effective decision making to agree an appropriate way
forward.
Verification in EPC phase will be through a completion of a checklist developed in

FEED and included in ER-3B, updated through the EPC phase and included in each
of ER-4A and ER-4B, and finally in ER-4C following commissioning.
A typical checklist of verification documents is provided in Appendix C.
5.5.3 Commissioning Phase

The objective of this phase is to ensure the installed equipment, systems are tested,
commissioned and set up for optimal energy efficiency and performance. The
commissioning phase also provides the confirmation of actual energy performance
against expected performance with collation and presentation of data in the form of
a benchmark model and performance indicators as a basis for future monitoring.
The commissioning plan and performance test procedures developed in FEED shall
be detailed with any energy critical considerations and requirements of technology
licensors and equipment vendors.
The commissioning manual and procedures shall be updated with any requirements
identified in energy reports ER-4A or ER-4B and this shall be verified and recorded
by inclusion in the EPC verification checklist included in energy report ER-4B.
The commissioning team shall seek appropriate support from equipment vendors
and licensors in pre-commissioning and start up of the plant, including tuning and
set up of plant controllers to maximise efficiency and stability.
It is PMC / PMTC responsibility to ensure the performance test guarantee includes

the requirements of energy optimisation to be met by EPC Contractor.
Commissioning and start up will culminate in a performance test to confirm

performance of the plant and equipment, following which Energy Report ER-4C shall
be produced to include a benchmark model.
Any lessons learned from commissioning phase will be added to those from the
engineering and procurement phases to be included with other project lessons
learned for feed back into Company’s knowledge management systems.
5.5.4 EPC Energy Report (ER-4A, ER-4B & ER-4C)

EPC energy optimisation activities shall conclude with the issue of Energy Reports
ER-4A, ER-4B & ER-4C, format and contents of which are described in Section 6 of
this guideline.
5.6 Operation
5.6.1 Summary
Table 5.10 – Summary of PEO Framework for Operations
To confirm benefits are realised on a long-term ongoing basis and

Objectives
identify any measures to be taken to improve performance.
Level of Process Operating and maintenance manuals.

Definition Operating data and history.
Depth of Energy Review of operating systems.

Optimisation Analysis of operating data.
Monitoring and reporting against key performance indicators.
Energy Monitoring and maintenance of key energy related equipment.
Optimisation Identification of potential improvements.
Activities
Monitoring specific energy related monitoring issues identified at
Project Implementation stages (if any).
Key performance indicator of energy consumed per unit energy
export.
Reporting
ER-5 after a set period following handover to operations.
End User responsible for reporting.
PROJECT ENERGY OPTIMISATION REPORT REQUIREMENTS & CONTENTS

The Energy Report is an evolving document that is developed through the full lifecycle of the
project from conception through to hand over and initial operation, as described in Section
2.3 of this guideline with timing summarised in Table 5.1 and Table 5.2.
5.7 Contents of Energy Report ER-1 – Pre-FEED Stage 1

Summary
- Include key outcomes from work on energy optimisation in screening phase and the main
action points from the project energy optimisation plan for subsequent phases, and in
particular considerations for concept development.
Energy efficiency objectives and targets
- Describe project specific drivers and objectives with respect to energy optimisation
- Record outcome of initial assessment of significance of energy to project
- Describe time related aspects such as operating profiles (e.g. flow, pressure)
Project energy overview
- Outline the proposed project, including alternative development options
- Describe key functional requirements for each feasible option
- Describe principal energy consumers and other energy related aspects
- Describe status of option selection and related energy optimisation activities
- Include details of ranking of options from an energy perspective
Energy considerations in selection of development option
- Record economic criteria and basis used for evaluation of alternatives, including basis
taken for pricing of natural gas, electricity, etc. for assessment of operating cost
- Record energy aspects considered in option brainstorming workshop

Action Status
- Provide details of actions closed in this phase, measures taken and resulting outcomes,
including those from:
- Pre-FEED Stage 1 Option Screening Brainstorm Workshop
- List any actions which are carried over from this phase into Pre-FEED Stage 2, including
those from:
- Pre-FEED Stage 1 Option Screening Brainstorm Workshop
- Pre-FEED Stage 1 Energy Optimisation Study EOS-1, for action in Pre-FEED Stage 2
Energy optimisation plan
- Describe activities planned during each phase in line with PEO Framework
- List in particular the detailed requirements for Pre-FEED Stage 2, including proposed
studies for cost / benefit analysis
- List and quantify benefits including emission reductions achieved versus baseline case.
5.8 Contents of Energy Report ER-2 – Pre-FEED Stage 2

Summary
- Include key outcomes from work on energy optimisation in concept phase and the main
action points from the project energy optimisation plan to be incorporated in the FEED
statement of requirements.
- Describe in the proposed project, and selected development option
- Describe key energy requirements for selected option:
- Describe principal energy consumers (e.g. heaters, rotating equipment)
- Describe other energy related aspects (e.g. pressure reduction, separation, losses,
supply of heat and power)
- Provide overview of energy optimisation activities and opportunities for selected option
Process overview
- Overall functional requirements
- Operating modes as they affect energy consumption
- Proposed key process systems
Energy considerations in optimisation of selected development option
- Provide description, assumptions, technical analysis and economic assessment for
measures considered in optimising and refining the conceptual design
- Describe energy efficiency measures included in the conceptual design at the end of Pre-
FEED Stage 2
- Describe features considered and not included in the conceptual design
- Provide justification that conceptual design is BAT
ERW-2 Report
- Include report to record energy review workshop ERW-2, including attendees, record of
discussion, opportunities identified and initial ranking, and actions raised
Action Status
- Provide details of actions closed in this phase, measures taken and resulting outcomes,
- Pre-FEED Stage 1, carried over in ER-1
- Pre-FEED Stage 2, Energy Review Workshop ERW-2
- List any actions which are carried over from this phase into FEED, including those from:
- Pre-FEED Stage 1, carried over in ER-1 and still open
- Pre-FEED Stage 2, Energy Review Workshop ERW-2 and still open
- Pre-FEED Stage 2, Energy Optimisation Study, EOS-2, for action in FEED
References
- Include all energy related study reports and technical notes
- Update the energy optimisation plan to incorporate requirements for review at P&ID /
equipment level to consider all equipment items requiring net energy input of more than
1 MWth and covering at least 80% of total project energy requirements.
- Include schedule of energy critical items, to include critical major equipment items and
any other items to be monitored through subsequent phases of work
- List key studies to be included in the FEED SOR for consideration in FEED
- List and quantify benefits including emission reductions achieved versus baseline case.
5.9 Contents of Energy Report Energy Report ER-3 – FEED
5.9.1 Contents of Energy Report ER-3A – FEED

Summary
Include description of key measures taken to optimise energy efficiency in finalising
the concept design and process flow sheet in FEED and the main action points from
the project energy optimisation plan to be followed up in the remainder of FEED.
- Provide update to ER-2, reflecting design development and additional Energy
Optimisation activities
Process overview
ERW-3A Report
- Include report to record energy review workshop ERW-3A, including attendees,
record of discussion, ER-2 actions confirmed closed, opportunities identified and
initial ranking, and actions raised
Action Status
- Provide details of actions closed in this phase, measures taken and resulting
outcomes, including those from:
- Pre-FEED Stages 1 and 2, carried over in ER-2
- FEED Energy Review Workshop ERW-3A
- List any actions which remain open for further consideration, including those
from:
- Pre-FEED Stages 1 and 2, carried over in ER-2 and still open
- FEED Energy Review Workshop ERW-3A and still open
- Include narrative on open actions, and how they should be prioritised in
completing FEED to minimise rework
References
- Include all energy related study reports and technical notes
- Update the energy optimisation plan to incorporate any additional requirements
identified in FEED.
- Update the schedule of energy critical items, to include critical major equipment
items and any other items, to include proposed metrics for monitoring in
subsequent phases of work.
- For each item, list performance indicators which will be monitored (e.g.
efficiency, pressure drop, fuel gas consumption, power demand)
- List and quantify benefits including emission reductions achieved versus
baseline case.
5.9.2 Contents of Energy Report ER-3B – FEED

Summary
Include description of key measures taken to optimise energy efficiency in the FEED
design and the main action points from the project energy optimisation plan to be
incorporated in the EPC invitation to tender.
- Provide update to ER-3A, reflecting design development and additional Energy
Process overview
ERW-3B Report
Include report to record energy review workshop ERW-3B, including attendees,
record of discussion, ER-2 and ER-3A actions confirmed closed, opportunities
identified and initial ranking, and actions raised
Key control and instrumentation requirements
- List all instrumentation that will be used to monitor energy aspects in operation.
As a minimum, this shall include all meters which will be used to monitor energy
use (e.g. fuel gas flow, electrical power), instruments and analysers which
provide indication of key process parameters
- Describe any process control strategies specific to minimising energy
consumption in operation
- Describe any advanced hardware or software proposed for the project, e.g. for
monitoring and optimising operation of rotating or fired equipment
Commissioning plan
- List any specific pre-commissioning requirements, such as cleaning or testing
- Based on list of energy critical equipment, define requirements for vendor
support in commissioning phase
Performance guarantees and testing
- Outline proposed structure for any performance guarantees relating to energy
consumption, both overall or for individual systems or equipment
- Describe how evaluation of energy aspects is incorporated into performance test
procedure
Action Status
- Provide details of actions closed in this phase, measures taken and resulting
outcomes, including those from:
- Pre-FEED Stages 1 and 2, carried over in ER-2
- FEED Energy Review Workshops ERW-3A and ERW-3B
- List any actions which are carried over from this phase into the EPC phase,
- Pre-FEED Stages 1 and 2, carried over in ER-2 and still open
- FEED Energy Review Workshops ERW-3A and ERW-3B and still open
- Include narrative on open actions, reason they remain open, and specific
requirements for EPC contractor to consider
- Update the energy optimisation plan to incorporate any additional requirements
identified in FEED.
- Update the schedule of energy critical items, to include expected performance
against each of the identified performance metrics.
- Highlight any equipment specifications and data sheets that include minimum
energy efficiency performance requirements.
- Include EPC verification checklist.
- List and quantify benefits including emission reductions achieved versus
baseline case.
5.10 Contents of Energy Report Energy Report ER-4 – EPC
5.10.1 Contents of Energy Report ER-4A – Engineering

Summary
- Include key points from updated energy optimisation plan and summary of
verification activities
FEED Endorsement
- Summarise any key points on energy aspects from:
- FEED endorsement / peer review report by PMTC
- Clarification process during EPC tender
- FEED endorsement by EPC contractor
Energy Critical Equipment
- For each energy critical item, provide a brief commentary on performance,
based on technically compliant vendor proposals.
- Include details of performance indicators for selected vendor and comparison
against range of quoted performance from alternative vendors
Commissioning plan
- Provide confirmation that the requirements for commissioning identified in FEED
and summarised in ER-3A/B have been fully incorporated into performance test
guarantee and commissioning procedures and that the commissioning plan
includes for suitable support from vendors and licensors during pre-
commissioning and start up.
Performance Test
- Provide confirmation that the performance test procedure and that requirements
have been cascaded to equipment vendors as appropriate.
Action Status
- Include summary of outcomes of actions closed in detailed engineering phase
- List any actions which remain open for further consideration
- Include narrative on open actions, and their prioritisation in closing out the
project.
Lessons Learned
- List any key lessons learned from procurement process, particularly
identification of equipment vendors quoting above average efficiency /
performance guarantees or proposing to incorporate energy efficient design
features
- Identify learning points from any proposals not taken up due to project
constraints, but representing opportunity for future projects
5.10.2 Contents of Energy Report ER-4B – Procurement

Summary
- Include key points from verification activities.
- Provide update to ER-4A, reflecting selected vendors and including comparison
on the schedule of the expected performance quoted by vendor vs. expected
from FEED.
Commissioning Plan
- Provide confirmation that vendor and licensor requirements have been
incorporated in the commissioning plan along with identified needs for vendor
support during pre-commissioning and start up.
Performance Test Plan
- Provide confirmation that performance test requirements have been cascaded

as appropriate to equipment and package vendors.
Action Status
- Include summary of outcomes of actions closed in procurement phase
- List any actions which remain open for further consideration
- Include narrative on open actions, and their prioritisation in closing out the
project.
Lessons Learned
- Provide update to ER-4B, reflecting selected vendors and finalisation of
procurement activities.
5.10.3 Contents of Energy Report ER-4C – Construction and Commissioning

Summary
- Include key points from performance test, benchmarking and lessons learned
- Include schedule of energy critical equipment including data derived from
performance test and comparison vs. expected performance
Performance Test
- Include detail of performance test, with summary for each process unit and
major item
- Include overall conclusions regarding energy performance vs. targets set in
design
- Detail benchmark performance indicators for process systems and equipment,
against which ongoing operation can be monitored
Recommendations
- Include any recommendations to monitor and optimise operation, and maintain
efficient performance
Action Status
- Confirm close out of all project energy optimisation actions
- Include summary of outcomes of actions closed in construction and
commissioning phase
Lessons Learned
- Highlight any lessons learned from initial operation and performance testing
6.0 ENERGY EFFICIENCY GUIDANCE
6.1 Efficient Energy Supply

This guideline is focused primarily on optimisation of energy use. Supply from efficient
energy sources, and particularly from renewable or sustainable energy sources, is also an
important consideration, but largely outside the scope of this guideline. It is however
important to note that use of sustainable energy sources, waste heat, etc. may be more
sustainable than use of primary fuels, even if the energy efficiency in use is lower.
Energy supply efficiency is heavily dependent on generation method and economy of scale.
Power is normally most efficiently generated in modern large scale fully integrated power
plants (e.g. combined cycles). Consideration should therefore be given to use of electric
drives with import of electricity from the national grid.
If centralised supply is not economical or practical, alternatives for local supply of power and
heat, such as local power generation with waste heat recovery, steam generation, and direct
gas turbine or steam turbine drives should be evaluated, depending on specific requirements
for power and heat, to compare overall thermal efficiency of supply and use.
Typical efficiency values for equipment are given in Table 7.1 below:
Table 7.1 – Thermal Efficiency of Various Types of Combustion Equipment.
Type Typical Performance (Thermal Efficiency %)

Industrial GT 25 to 38
Aero Derivative GT 35 to 42
Gas Engine / Diesel Engine 40 to 45
Aero Derivative GT with WHRU up to 80
Fired Heaters and Boilers 85 to 90
6.2 Energy Use

It is important to optimise energy use at the level of the overall facility and for complete
process systems in addition to optimisation at the level of individual equipment items /
components.
In considering energy use and efficiency across a facility, trade off judgements must be
made between:
1) Energy efficiency and other objectives such as achieving high levels of plant availability,
operability, safety, etc.
2) Different types of environmental impact, recognizing that it may not be possible to

achieve lowest levels of emissions such as those to air, without using energy.
3) Achieving maximum efficiency in each system, recognising that it may not be possible to
maximise efficiency of all systems at the same time and that one or more systems may
need to be de-optimised to achieve the overall maximum efficiency.
Energy optimisation considerations for various types of process systems and equipment are
provided in Appendix D and Appendix E respectively. References to supplementary
guidance, such as guidance for best available techniques for energy efficiency developed by
the European Commission.
6.3 Lifecycle Considerations

Changes occurring during the project lifecycle should be accounted for in:
- Evaluating energy requirements such as power, heat and fuel gas

- Evaluating process efficiency and measures which may be justified to address any
changes over the project lifecycle
- Evaluating energy efficiency measures and project options, with economic analysis / NPV
assessment accounting for capital and operating costs as described in Section 4.2
- Evaluating environmental impact of energy use, including atmospheric emissions of CO2
and other pollutants over project lifecycle
Changes in reservoir profiles, resulting in changes in pressure and composition, impact on

processing requirements and associate energy requirements over the life of the facility.
Impact of these changes on energy efficiency must be assessed.
There are various aspects, for which variability should be considered during the project life
which impact energy consumption, the more significant events are summarised below
- Reducing reservoir pressure and increased compression requirements, e.g. for feed gas
compression
- Increasing flow of produced water
- Changing requirements for gas lift or water injection
- Changing feed or product flows
- Changing flows requiring recycling around plant or equipment
- Degradation of equipment performance and reduced efficiency and downtime.
- Seasonal variations in ambient temperature etc.
6.3.1 Reservoir Characteristics and Production Profile

Declining reservoir pressure is a common challenge in determining equipment
configuration and sizing and to manage production and energy efficiency over time.
Reducing reservoir pressure will typically bring about increased compression

requirements, and efficiency will need to be considered in the context of an
operating envelope.
Reducing flow can affect machinery, with requirement to recycle to enable safe and
reliable operation within the design envelope, thereby reducing overall efficiency.
Contaminant levels such as sulphur can also increase over time, increasing
processing requirements and changing energy balance.
6.3.2 Energy Balance

Overall process heat and power requirements will be affected by a changing
production profiles over the project lifecycle.
Depending on the overall balance, this may result in a need for:

- Additional firing or reduction in recovery in waste heat recovery units
- Reduction in power and heat generation or export or use in other units of excess
power or heat to other units.
- Sources of fuel gas to change over time.
Where energy balance, including power, steam or fuel gas demand and supply, vary
over time, the impact of this on energy efficiency and optimal overall configuration
(and phasing where appropriate) should be accounted for.
6.3.3 Product Demand

Production of individual products will typically be optimised based on demand, which
may vary. In the case of a gas processing facility, there may be varying demand for
sales gas vs. reinjection gas; ethane, requiring rejection or recovery in NGL
products; or power where facilities exist to export. In fractionation facilities, there
may be varying demand for individual products, mixed products, pipeline supply and
marine export.
6.3.4 Power Supply & Spinning Reserve

Sites with multiple power generation units can maintain spinning reserve capacity,
operating at part load, to safeguard power supply and production in the event of
turbine failure. Operating generators at part load reduces thermal efficiency and this
may be more pronounced if load varies over time, resulting in poor matching of
demand and supply.
If demand stability and generator reliability can be increased to a sufficient level, it
may be possible to justify operating the generators in full standby to reduce
inefficiency.
Where production profiles result in varying power demand over time, the number of
power generation trains may be a consideration in optimising energy efficiency, as
may the ability to tie-in to a wider power system or plan to export power, or phase
installation of generation capacity.
6.4 Optimisation Techniques
6.4.1 Best Available Techniques

Energy efficiency is one consideration in ensuring a high level of overall
environmental protection through determining appropriate preventative measures
and application of BAT.
Application of energy efficiency techniques, therefore have the objective of

optimising rather than maximising efficiency.
Interaction of processes, units and systems within a particular project or facility must
be considered. For this reason it is not possible to provide definitive lists of best
available techniques as there will tend to be project and site specific considerations.
6.4.2 Energy Efficient Design

Energy efficient design must be initiated in front end activities, during Pre-FEED and
FEED, considering technology selection and gaining full understanding of process
energy requirements and opportunities for integration and reduction in energy use.
In-house expertise on energy efficiency will normally be available within Company

and its selected Consultants and Contractors. Where appropriate expertise is not
available to a particular project, a third party expert may be used to map energy
consumption, identify factors that influence this and propose measures / actions to
optimise the facility.
Energy efficient design will require consideration of:

- Opportunities to minimise energy use, such as through instrumentation and
control, optimising insulation, optimising utility systems, etc.
- Possibilities to use alternative sources of energy, in particular energy surplus

from other processes and possibilities to supply surplus energy to other
processes.
- Opportunities to optimise energy recovery within a system, between systems
and across the facility. Energy optimisation must include a review of the facility
as a whole to assess the energy needs of each system and the interactions
between systems.
- Optimum use of surplus heat, including recovery and use of heat associated with
power generation.
- Optimum use of energy between processes or systems, both inside and outside
of the facility.
All feasible process options should be considered, which may have very different
overall demands for energy type and quantity. For example, thermally driven
separation processes (such as temperature swing adsorption, distillation,
absorption/stripping processes, etc.) may be compared with mechanical / pressure
driven processes (pressure swing adsorption, membrane, etc.).
Combustion processes, including gas turbines, are key area for review, with
potential for increased efficiency through optimal recovery and use of heat for
process heating or generating additional power.
Power supply and electrical equipment is a further source of inefficiency and should
be reviewed.
Optimised plant design and layout may be reviewed from an energy efficiency
perspective, depending on the nature of the project and whether pressure drop is
critical to overall energy requirements.
Attention to process control and instrumentation can further improve energy

efficiency in operation:
- Ensure key parameters impacting on energy efficiency are identified (e.g. i.e.
fuel gas flow rates, product specifications, temperatures) are monitored and
controlled to maximise performance.
- Identify inefficient operations and implement control strategies to avoid
operational recycling or excessive throttling.
- Identify and monitor key product specifications and avoid “over-processing”
where this increases energy requirements.
- Maintain process stability to avoid operation away from design efficiency; avoid
unnecessary plant trips, which reduce performance; and avoid energy losses
through flaring of hydrocarbons.
- Consider predictive monitoring of rotating equipment to identify faults, which may
be a cause of less efficient operation.
- Implement master control systems for multiple units i.e. multiple boiler or air
compressors to manage impact of part loading.
- Ensure logging of critical data to enable historical trending and review.
- Advanced process control, with the objective of maximising energy efficiency
including for example feed forward control to more closely match energy supply
with minimum requirements during ramping of flow.
Waste minimisation strategies also impact on energy efficiency, such as design for
zero routine flaring and venting to maximise hydrocarbon recovery.
Considerations for selection and design of energy efficient equipment is provided in
Appendix E.
6.5 Tools and Methodologies

Appropriate tools or methodologies should be used to assist with identifying and quantifying
energy optimisation, such as pinch techniques, exergy analysis, enthalpy analysis. Choice of
appropriate tools depends on the type and complexity of the project.
6.5.1 Pinch techniques

Pinch techniques have become widely accepted and very successful in improving
process design.
Pinch analysis for energy integration, provides a structured design methodology and
guidelines based on sound thermodynamic principles, which are well documented
outside of this guideline. The techniques are employed to generate targets for
minimum energy requirements (external heating and cooling) and to generate
optimal heat exchanger networks, based on both CAPEX and energy (OPEX),
against these targets.
In any project where energy transfer is a dominant factor in CAPEX or OPEX, pinch
analysis should be considered an appropriate tool and part of demonstrating BAT.
Rigorous software tools should be employed to efficiently analyse complex systems.
Pinch analysis requires the identification of heating and cooling duties and the
extraction of process data from a heat & material balance. This enables the
construction of composite curves consisting of temperature-enthalpy profiles for the
process.
The composite curve provides a graphical representation of the overall heat demand
and supply within the process, per the typical example shown in Figure 7.2, and
show:
- The minimum temperature difference at the pinch, initially set by the designer,
and the pinch temperature at the closest point
- The heat recovery potential (where the hot and cold composite curves overlap)
- QHmin represents the minimum hot utility requirement based on 100% heat
recovery
- QCmin represents the minimum cold utility requirement based on 100% heat
recovery
The process above the pinch requires heat input and the process below the pinch
heat requires heat rejection.
There are three rules, fundamental in achieving minimum energy targets:

- No heat transfer across the pinch as this will result in an increase in both QHmin
and QCmin and therefore reduce energy efficiency.
- No external cooling above the pinch, as this will increase QHmin and therefore
reduce energy efficiency
- No external heating below the pinch, as this will increase QCmin and therefore
reduce energy efficiency
Cooling above the pinch or heating below the pinch by utilities conflicts with overall
process objectives and energy requirements are greater than theoretically needed.
Pinch techniques may be applied within a process system, for a combination of

systems and even across the entire facility. Care must be taken to avoid excessive
complexity in heat integration, particularly where opportunities are identified for heat
integration between different process systems. A balance must be made between
achieving close to ‘maximum energy recovery’ and the impact of large number of
heat exchangers or extensive stream splitting.
Multi-stream heat exchangers can be attractive in enabling excellent heat integration

and close to minimum theoretical energy consumption to be attained at lower cost,
without the need to split streams or have large numbers of heat exchangers, but
again this must be tempered by considerations of operability.
There are important interactions between the pressure of separation equipment

such as distillation columns and the associated heat integration. Changes in
pressure will change the corresponding temperature levels of heat sources and
sinks, which can impact on the potential for either direct heat integration or heat
pumping.
Figure 7.2 – Example Composite Enthalpy Temperature Curve.
QHmin
Heat Recovery Potential
Temperature
Hot Composite Curve

DTmin
Cold Composite Curve
QCmin
Enthalpy
6.5.2 Enthalpy analysis

Analysis of enthalpy temperature curves for a given heat exchanger or heat
exchanger network can be very instructive and enables the optimisation of process
conditions with the associated heat transfer systems.
Temperature driving forces are a source of thermodynamic loss, and in sub-ambient

processes where these driving forces are normally generated through input of
compression power to counter pressure drop required across Joule Thomson valves
or expanders, or by mechanical refrigeration systems, minimising temperature
driving forces through appropriate use of heat exchanger surface area will reduce
external work requirements and power consumption.
In sub-ambient processes, this type of analysis can also identify areas where there
is potential to use available cold more effectively and to improve the process
flowsheet, for example in implementing a heat pump system or to cooling a feed
stream to a distillation column.
6.5.3 Thermodynamic analysis

Analysis of thermodynamic efficiency, or ‘exergy analysis’ is concerned with the
minimisation of irreversibilities. This is basically the use of the second law of
thermodynamics in process analysis.
Gas processing plants are often highly integrated processes with much heating,
cooling and distillation, as well as pressure drop due to resistance in equipment and
valves. Making the best use of irreversible thermodynamic losses can often mean a
big difference in performance.
Thermodynamic analysis offers a methodology to review any such process

thoroughly and put forward suggestions to improve it. There are many articles
published on the subject of thermodynamic analysis covering entropy conservation,
exergy analysis, lost work analysis and process efficiency.
Fully rigorous thermodynamic analysis can be time consuming and there are
challenges in ensuring consistency in thermodynamic data and reference points,
and particularly in the handling of utilities systems, requiring simplified methods in
many areas.
Such methods therefore find limited application in process design for new projects
and should not be considered mandatory in energy optimisation for new projects.
Principles derived from such methods, have however been used to derive various
heuristics, which are included in Appendix D and E of this guideline. It can also be a
useful method in analysing and benchmarking existing facilities.
There are a number of ways in which thermal efficiency can be addressed,

including:
1) Overall Thermal Efficiency
This assumes that the potential heat value of incoming streams is compared
to outgoing streams to determine what is lost in the process through utilities,
flaring and blowdown. A proposed equation for this would be:
Calorific value of products leaving plant

η THERMAL =
Calorific value of feeds + Calorific value of utilities consumed
This is a measure often used in the gas processing industry and especially in
LNG production. The utilities consumed include fuel usage and losses to flare
etc..
As this is an economic indicator related to production cost, this can be a useful

high level management indicator.
2) Thermodynamic Efficiency
Thermodynamic efficiency (η THERMODYNAMIC) is a term used to describe the

efficiency of a separation process, in terms of exergy loss.
Exergy can be defined as the maximum amount of work a system can deliver
by bringing it into equilibrium with its surroundings, or dead state, via
reversible processes.
Exergy Analysis Concepts
The first law of thermodynamics is synonymous with the conservation of energy. In

process design we are usually concerned with flow processes at steady state, in
which the difference between the rate of supplying heat, Q, to the process and work
being done by the process, W, is reflected in the enthalpy difference, ΔH, between
the products and feeds:
Qin - W = ΔH = ∑Hprod - ∑Hfeed (1)
Although a process must comply with the first law, compliance is in itself no
guarantee that the process is feasible. Equation (1) does not distinguish between
different forms of energy, such as heat, electricity and shaft work.
The second law of thermodynamics on the other hand can show whether a process
is feasible and, if so, how good its design is; how much more energy or work it
consumes than it actually needs.
The simple principles described by Carnot in relation to the maximum amount of

work, W, that can be delivered by a reversible heat engine are summarised by
Equation (2):
⎛ T ⎞ (2)
Wmax = Q ⎜⎜ 1 − C ⎟⎟
⎝ TH ⎠
The exergy value of a quantity of heat, Q, available from a source at temperature T

is:
⎛ T ⎞
E (Q ) = Q⎜ 1 − o ⎟ (3)
⎝ T ⎠
which is very similar to Equation (2). It says that exergy is the maximum potential
work that can be extracted from a quantity of heat via a hypothetical reversible
process when the cold sink is the environment or surroundings.
Exergy can be defined more generally: the exergy content of a stream is the
maximum amount of work that can be extracted from that stream by bringing it to
complete equilibrium with its surroundings. This correctly implies that fluid at ambient
temperature but at elevated pressure possesses exergy, because it could drive an
expansion engine and thus deliver work.
Equation (3) is perfectly general so that, if T happens to be smaller than To, then
E(Q) is negative and the process requires an input of work. In pumping heat from a
low temperature to a higher temperature, for instance in a refrigeration cycle, the
negative value of E(Q) is the minimum power needed to produce a refrigeration load
Q at temperature T using a reverse Carnot cycle.
At low temperature, exergy increases sharply and exergy changes per unit energy
flow tend to be much larger than for temperatures above ambient.
The exergy value, E, of a steady stream of fluid entering or leaving part of a process
is the maximum amount of energy or work that can be obtained from the stream in
bringing it to equilibrium with the environment. It is given by:
E = (H - Ho) - To (S - So) (4)
With real, irreversible processes there is always a net increase in total entropy, S.
This extra entropy must appear somewhere, either in the environment, which is
considered to be an unlimited heat sink, or in a process stream. Equation (4) shows
that the greater the entropy of a stream the lower its exergy. Thus entropy is a
measure of how much of the total energy content of a stream is unavailable for
producing work.
For any real physical steady-state process which has feed and product streams and
exchanges energy with its environment, the work supplied to the process is:
W = ∑Eprod - ∑Efeed + ToΔSirr (5)
This is known as the Gouy-Stodola equation. The two exergy terms on the right
hand side include exergy associated with either energy interchange or change in a
process stream.
The term ToΔSirr is referred to as the “lost work”. It represents wasted energy in the
form of irreversibilities within the process; the potential to do this much work has
been lost from the process. For a reversible process, the irreversible entropy
production ΔSirr is zero. The work supplied to the process is therefore the reversible
or minimum work:
Wrev = ∑Eprod - ∑Efeed (6)
For any given process the minimum energy requirement can be determined by the
compositions, temperatures and pressures of the feeds and products.
Exergy analysis is usually carried out by applying the Gouy-Stodola equation to a

process, or more often, to its constituent unit operations (or parts of unit operations),
once the process design is complete. The exergies of feeds and products and the
work supplied or produced are calculated, and the lost work is found from Equation
(5).
Exergy analysis calculates the amount of lost work for each part of the process and
compares the values to see where the major losses lie. This identifies the areas of
the process where optimisation will be of greatest value, and shows how much
scope there is for improvement. Lost work may be an inevitable part of the process,
or it may be too expensive to reduce the lost work. However, identifying
thermodynamically inefficient areas in a process prompts the designer to re-evaluate
these areas or even the complete process flowsheet.
The stream exergies must be calculated from Equation (4). This requires accurate
enthalpy and entropy values for each process stream. This is particularly important
when there may be a large number of hydrocarbons present in relatively small
percentages.
Most gas separation plants include fractionation equipment which incurs irreversible
losses made up of temperature driving forces, pressure drops as wells as work of
separation into purer components. Equation (4) above does not include for the
losses in mixing or separation. This mixing/separation work term can be derived
from the mixtures pure component entropies at the reference condition given by:
n
SO = ∑ S i x i (7)
i =1
where:
So is the reference state mixture entropy
Si is the pure component ‘i’ entropy
Xi is the mole fraction of component ‘i’
n is the number of components
The theoretical minimum work required to achieve a given separation of a

mixture, Wmin is defined as:
⎡⎛ Exergy of products at the inlet ⎞ ⎤

Wmin = ∑ ⎢⎜⎜ conditions of the feeds ⎟⎟ − Exergy of feeds⎥
⎣⎝ ⎠ ⎦
For example, if a mixture A is separated into two components, B and C, then;
Wmin = (EB* + EC* ) - EA
where EA is the exergy of mixture A

EB* is the exergy of component B at the temperature and
pressure of A
EC* is the exergy of component C at the temperature and
pressure of A
In reality, separation processes such as distillation require more work than the
minimum work to perform a separation. This work is known as the actual work
of separation, and is denoted by:
⎛ Exergy of ⎞ ⎛ Exergy of ⎞ ⎛ Exergy ⎞ ⎛ Exergy ⎞

W act = ⎜⎜ ⎟⎟ - ⎜⎜ ⎟⎟ + ⎜⎜ ⎟⎟ - ⎜⎜ ⎟⎟
⎝ product streams ⎠ ⎝ feed streams ⎠ ⎝ Sinks ⎠ ⎝ Sources ⎠
Exergy sinks are those areas of the process over which significant irreversible
energy losses occur, for example, the ΔT over process and utility streams in a
reboiler.
Exergy sources occur where work or thermal energy is introduced into the
process. The magnitude of exergy gain across an exergy source is not
equivalent to the magnitude of energy introduced at the source: exergy and
energy are not equivalent.
From the definitions of Wmin and Wact, we arrive at a thermodynamic efficiency

for a separation process:
W min
η THERMODYNA MIC = 100
W acr
Values of η THERMODYNAMIC , vary depending upon the type of separation
operation that they describe. Typically for distillation processes, η
THERMODYNAMIC may range between 15 - 70%, and for Joule-Thomson driven
flash separations, values can be 5% or even less, since a large ΔP is used to
achieve a small separation.
3) Benchmarking
Benchmarking is a good way of comparing:
- Actual operation with the design intention

- Design or operation with other plants of a similar nature
One benchmark could be the ratio of thermodynamic efficiency for a process

in its operating mode compared to its design basis. Such a benchmark can be
applied to the whole process or sections/blocks of a process.
4) Loss Analysis
A skilled process engineer may by inspection judge from a process simulation

which parts of a process may be sources of losses (large pressure drops,
large temperature differences or high utility consumption).
This can be taken further with thermodynamic analysis to aid judgment by

providing relative magnitudes of losses for each part or item in the plant.
Carrying out analysis across each item, it is possible rank items in terms of
their losses to pinpoint areas that merit improvement. Whilst it is not
considered practical to carry out a loss analysis, item by item, across an entire
facility, consideration may be given to such analysis in critical areas, to
highlight the items resulting in the largest irreversible losses.
In summary, all of the above methods could be used in to review a particular

process plant, but judicious application is required to give the best result in an
efficient manner, for example:
- Carry out an overall process efficiency calculation and benchmark against

similar facilities.
- Repeat for individual process blocks and inspect those areas which are costly in
terms of irreversible losses or utilities.
- Consider rigorous ‘loss analysis’ for any process area identified as critical or
poorly performing by benchmark analysis.
- Review what would be required to improve, e.g. more heat exchanger surface or
more distillation column trays.
6.6 Energy Mapping / Presentation Techniques
6.6.1 Energy Maps

Energy maps are used to provide visual representation of a process or plant energy
use. Such diagrams can vary in detail, depending both on the number of blocks into
which the overall facility is divided and the information being presented.
The first law of thermodynamics states that energy can be neither created nor
destroyed, and all energy flows can therefore be accounted for in a particular
process or facility. The second law of thermodynamics states that no transformation
in energy can result in 100% useful work and there are always losses in any process
or machine.
In addition to utility flows such as electrical power or steam, energy enters and
leaves the process in the feed and product streams from each block and it is
therefore important ultimately to identify major material streams and their flow and
conditions.
A simple high level energy map should first be developed based on a process block
diagram, including overall energy flows for each block / system:
- Power input and output
- Heat input and output
- Primary fuel flows
- Major material streams
A more complex energy map may then be developed to break the process
requirements into a greater number of elements and add further detail:
- Process related energy requirements – including breakdown of requirements for
heating, cooling, compression, pumping, etc.
- Non-process related requirements – HVAC, lighting
- Energy conversion requirements – utilities, power generation
- Energy losses
6.6.2 Sankey Diagrams

Sankey diagrams are a specific type of flow diagram for mapping energy, where the
width of the arrows showing energy and material flows are proportional to the flow.
They are a useful means of communicating data relating to energy and material
transfer within a process system and between systems in a graphical form to show
the relative magnitude of different types of energy and material flows, including
losses.
Sankey diagrams are particularly useful in showing primary energy sources (such as
fuel gas), the various conversion and transfer processes these go through (to steam,
power, etc.) and associated losses at each stage.
Examples of Sankey diagrams are provided in available in [Ref 3] Section 2.7.1 and
[Ref 4] Section 2.7.1
6.7 Energy Efficiency in Operation
6.7.1 Energy Management

A formal management approach to is key to energy optimisation in facilities once
operational, with key considerations being maintaining appropriate expertise,
communication of energy efficiency issues, planning of maintenance, monitoring
energy usage, auditing energy use and using appropriate analytical methods.
6.7.2 Operations & Maintenance

Maintenance requirements critical to optimizing energy efficiency shall be identified
along with technical information from designers and suppliers as to the benefits of
maintenance activities. Responsibilities for planning and execution of a structured
programme of maintenance shall be defined and a philosophy developed with
regard to scheduling of maintenance activities, record keeping and diagnostic
testing and managing any abnormalities which impact on energy efficiency.
Operating procedures shall be developed to ensure key operating parameters that

can have a significant impact on energy efficiency are regularly monitored and
measured and that overall system performance is analysed and benchmarked.
For effective control of operations and maintenance work processes, systems shall
be in place to ensure that procedures are known, understood and complied with to
ensure that the key performance parameters are identified, optimised for energy
efficiency and monitored and recorded.
Good housekeeping such as repairing insulation, minimising leaks, addressing

issues which lead to increased flaring, maintaining clean filters, heat transfer
equipment etc. can be critical to energy efficient operation.
7.0 RESPONSIBILITIES & REQUIREMENTS
7.1 General Project Energy Optimisation Responsibilities

Table 8.1 – Project Energy Optimisation Responsibilities
PMT/
Pre-FEED FEED EPC
Project Stage PMC/ Company
Consultant Consultant Contractor
PMTC
Pre-FEED 1 A, R V2,3
Pre-FEED 2 A1, R V2,3
FEED A1, R V V3
EPC A, R V V3
Operation A,R3
Key
A – Responsible for Energy Optimisation Activities

R – Compile Energy Report
V – Peer Review / Verification / Approval
Notes
1) Pre-FEED / FEED Consultant shall generally facilitate Energy Review Workshops and
provide a competent facilitator as outlined in Section 8.2. If Consultant is unable to
provide a facilitator, a third party may be proposed.
2) Pre-FEED phase may be undertaken by Company in some small projects, in which

case responsibility for energy optimisation activities and reporting will be with Company
3) Company shall be responsible for approval of all Energy Reports.
7.2 Workshop Facilitator Competencies

The facilitator will normally have 10 or more years experience working in a process design
environment on major oil and gas projects. The facilitator will normally be a qualified process
engineer, and may typically be a specialist in process integration and energy management.
In particular the facilitator should demonstrate detailed knowledge and experience in:
- Concept evaluation – with an understanding at a high level of the impacts of measures

and decisions across multiple disciplines and therefore successfully draw the necessary
information from the workshop team
- Process design – with an understanding of appropriate technologies, process economics

and the handling of safety and operability aspects in design
- Energy optimisation techniques – with an understanding of the principles and application

of thermodynamic analysis and techniques such as pinch analysis
- Environmental design – with an understanding the principles of BAT and the competing
environmental objectives
- Chairing design reviews and workshops – with experience for example in HAZOP, HAZID
or ENVID studies
7.3 Energy Report Routing and Approval Process

The PEO framework is a standalone framework for mandatory implementation in major
projects, requiring compliance to framework requirements and deliverables by Consultants /
Contractors. Activities under the framework will be monitored through Engineering and
Technical Services, HSE and End User departments.
8.0 REFERENCES
Further information, supplementing the information in this guideline is available from sources
such as the European Commission and US Department of Energy:
- The BAT Reference documents (BREF) under development cover a wide range of
industries and processes and those of significant to GASCO operations in relation to
energy efficiency have been referenced below.
- Best practice publication is also available from the US Department of energy website for
steam, air, drives and heating systems.
Appendix D & E provide additional references to the documents below for specific systems or
equipment.
1. Gasification, Liquefaction and Refining Installations (EPR 1.02)

2. Sector Guidance Note IPPC S1.02 Guidance for the Gasification, Liquefaction and
Refining Sector (Extended version)
3. European Commission Reference Document on Best Available Techniques for Energy
Efficiency, 2009.
4. Horizontal Guidance Note IPPC H2 Integrated Pollution Prevention and Control (IPPC)
Energy Efficiency, European Commission.
5. Integrated Pollution Prevention and Control (IPPC), Reference Document on the
application of Best Available Techniques to Industrial Cooling Systems December 2001
6. http://www1.eere.energy.gov/industry/bestpractices/technical.html US Department of
Energy Technical Publications for steam, process heating, motors, pumps, fans and
compressed air publications.
7. http://www.pointcarbon.com for current and historic EUA Carbon Trading Pricing
APPENDIX A
FLOWCHART FOR ENERGY OPTIMISATION IN PROJECT LIFECYCLE
Appendix A Page 61
APPENDIX A1 – PRE-FEED STAGE 1 (SCREENING)
Figure A1.0 – Energy Optimisation Process for Pre-FEED Stage 1 (Screening)
1.1
Establish project energy

optimisation goals & objectives
1.2
Energy Optimisation Study EOS-1

Assess significance of energy and
applicability of PEO framework
1.3
Apply
Prepare justification for non- No
framework?
requirement
Yes
1.4
Develop overall project energy

optimisation plan
1.5

Prepare pre-requisite information
for option screening workshop
1.6
Consider energy aspects in option

brainstorming workshop
1.7

Condition proposed options and
provide input into option selection
1.8
Prepare screening phase

energy report
ER-1
Appendix A Page 62
Figure A1.1 – Assessment of Significance of Energy Aspects and Applicability of PEO Framework
1.1
1.2 – Assess significance

of energy aspects and
applicability of energy 1.2.1
optimisation framework Estimate total external energy

input required
No > 10 MWth?
Yes
1.2.2
> 50 MWth? No Review individual aspects > 20 MWth? Yes

requiring or determining external
energy input
No
1.2.3
Compare energy consumed per > Existing? Yes

energy exported KPI for project
with that for existing facilities
No
1.2.4
Review extent of Company’s New to

Yes
Yes experience in process / technology Company?
determining energy requirement
No
1.2.5
Make judgement on parts of

energy optimisation framework to
be applied
Some requirements
Non-requirement Full requirement
may be waived
1.3 1.4
Appendix A Page 63
APPENDIX A2 – PRE-FEED STAGE 2 (CONCEPT)
Figure A2.0 – Energy Optimisation Process for Pre-FEED Stage 2 (Concept)
2.1
Undertake desktop energy

optimisation study
2.2
Identify and rank energy

optimisation opportunities
2.3
Preliminary
Block Diagrams Energy Balance
Collate pre-requisite information for PFDs
review workshop ERW-2
Identified
Economic Data
Emissions
2.4
Hold energy review workshop

ERW-2 to review at a block
diagram / PFD level
2.5
Conclude desktop study,

quantifying benefits, estimating
costs etc. as necessary
2.6
Identify and close out activities

required in concept phase
2.7
Develop justification that concept

design represents best available
technique
2.8
Prepare detailed energy

optimisation plan for
FEED phase
2.9
Prepare concept phase

energy report
ER-2
2.10
Incorporate ER-2 actions into

FEED Statement of Requirements
Appendix A Page 64
APPENDIX A3 – FEED (DEFINE)
Figure A3.0 – Energy Optimisation Process for FEED (Define)
3.1
Follow up on actions from ER-2,

including proposed studies to be
completed in FEED phase
3.2
Equipment
PFDs H&MB Utility Schedules
Collate pre-requisite information for Schedule
review workshop ERW-3A
3.3

ERW-3A to review energy aspects
at flow sheet level
3.4
Prepare interim FEED phase

energy report
ER-3A
3.5
Manage changes impacting energy

aspects, resulting from value
engineering & design development
3.6
P&IDs Data Sheets
Collate pre-requisite information for
review workshop ERW-3B
3.7

ERW-3B to review energy aspects
at P&ID / equipment level
3.8
Follow up on ERW-3B actions in

finalisation of FEED documentation
3.9

optimisation verification plan for
EPC phase
3.10
Prepare FEED phase

energy report
ER-3B
3.11
Incorporate ER-3B requirements

into scope of work for EPC
contractor and PMC/PMTC
Appendix A Page 65
APPENDIX A4 – EPC (EXECUTE)
Figure A4.0 – Energy Optimisation Process for EPC (Execute)
4.1
Endorsement of FEED
including ER-3B
4.2
Carry any minimum performance

requirements defined in FEED
through detailed design
4.3
Incorporate energy critical

considerations in detailed
commissioning plan
4.4
Validate performance
test procedure
4.5
Prepare engineering phase energy

report on completion of detailed
design
ER-4A
4.6
Compare ‘as procured’

performance with FEED estimates
and verify objectives met
4.7
Prepare procurement phase

energy report on completion
engineering & procurement phase
ER-4B
4.8
Confirm energy performance as

part of plant performance test and
produce benchmark
4.9
Review energy related lessons

learned from EPC phase
4.10
Prepare construction and

commissioning phase energy
report
ER-4C
Appendix A Page 66
APPENDIX B
PROCEDURE AND GUIDEWORDS FOR ENERGY REVIEW WORKSHOPS
Appendix B Page 67
APPENDIX B1 – PRE-FEED STAGE 1 (SCREENING)
Table B1.1 – Guidewords for Considering Energy Aspects in Pre-FEED Stage 1 (Screening)
OPTION SCREENING – GUIDEWORDS
A) Process 1) Function 4) Integration
2) Technology 5) Capacity
3) Sequence 6) Range
B) Sources 1) Energy 4) Utilities
2) Heat 5) Internal
3) Power 6) External
C) Sinks 1) Carbon Dioxide
2) Cooling
D) Centralisation 1) Import
2) Supply
3) Sharing
E) Recovery 1) Heat 4) Power
2) Cold 5) Waste
3) Hydrocarbon 6) Performance
F) Integration 1) Process 4) Future
2) Heat 5) Location
3) Facility
G) Losses 1) Heat 4) Hydrocarbons
2) Electrical 5) Recycle
3) Pressure 6) Flare
H) Technologies 1) New
2) Alternative
3) Transfer
I) Equipment 1) Function 4) Capacity
2) Technology 5) Efficiency
3) Special
J) Control 1) Monitoring 4) Turndown
2) Advanced
3) Analysis
K) Experience 1) Company
2) Industry
3) Supplier
Appendix B Page 68
APPENDIX B2 – PRE-FEED STAGE 2 (CONCEPT)
Figure B2.1 – Process for Energy Review Workshop ERW-2 in Pre-FEED Stage 2 (Concept)
2.3
2.4 – Hold energy review

2.4.1 Project Preliminary
workshop ERW-2 to Description
Block Diagram
PFDs
review at a block Independent chair to review pre-
requisite information and confirm
diagram / PFD level adequate basis for review
CAPEX Energy
OPEX Estimate
Estimate Balance / Map
2.4.2
Define & agree process blocks /

nodes to be considered in each
cycle of guide words
2.4.3
Select Block
2.4.4
Select Primary Guideword
2.4.5
Select Secondary Guideword
2.4.6
Consider opportunities, using

prompts for guidance
2.4.7 2.4.8
Action Identified? Yes Record key issues identified by Score opportunity / measure in
participants for evaluation in terms of benefit and ease of
completing action implementation
No
2.4.9
All Blocks &
No Guidewords Agree action and assign owner
Considered? (Note 1)
Notes
Yes
1) Actions need not at this
stage be prescriptive. For
example, the action may be 2.4.10
to “Consider” or “Evaluate” Produce ERW-2 Minutes of
a particular aspect in Meeting / Report for inclusion in
completing the Energy Energy Report ER-2
Optimisation Study.
2.5
Appendix B Page 69
Table B2.1 – Guidewords for Energy Review Workshop ERW-2 in Pre-FEED Stage 2 (Concept)
PRIMARY SECONDARY TYPICAL PROMPTS

• Impact of variations in reservoir conditions over project life
• Impact of demand – normal vs. turndown
1) Profile
• Impact of product recoveries and specifications
• Changes to plant energy balance – heat and power
• Cogeneration of heat and power
• Sources of heat and refrigeration
2) Integration • Use of multi-stream exchangers
• Opportunities for cross-facility integration / centralisation
• Use or expansion of existing facilities
• Fuel type and raw materials supply and makeup
requirements
3) Consumption • Stand-alone vs. centralised supply
• Fuel gas and power balance
A) HEAT
• Distillation system optimisation

• Heating medium and temperature levels – hot oil, hot water,
steam
• Direct heating – fired, electric
4) Type • Process streams – integration
• Process cooling – air coolers, open or closed loop water
• Refrigeration cycles – fluid, stages
• Waste heat from flue gases or process streams
• Opportunities from common approach across projects /
facility
5) Synergy
• Project scope, considering benefits to other facilities
• Future projects
• Lessons learned and best practice
6) Other • Impact of ongoing or future projects
• Operability
Appendix B Page 70
Table B2.1 (contd.) – Guidewords for Energy Review Workshop ERW-2 in Pre-FEED Stage 2
(Concept)

1) Profile
• Seasonal variation
• Driven machinery configuration and number of trains
2) Capacity • Tolerances and design margins
• Spinning reserve
• Centralised vs. distributed supply
• Import power vs. onsite generation
• Electrical losses
3) Consumption
• High efficiency rotating equipment
B) POWER
• Energy efficient motors

• Optimisation of compression stages and inter-cooling
• Configuration of power generation – number of trains,
sparing
• Power generation type – industrial gas turbine,
4) Generation aero-derivative gas turbine, engine
• Measures for power generation capacity / efficiency increase
– e.g. inlet air chilling
• Power recovery from pressure reduction of gas or liquid
streams
5) Synergy • Centralised power generation and supply
• Operability
Appendix B Page 71
Table B2.1 (contd.) – Guidewords for Energy Review Workshop ERW-2 in Pre-FEED Stage 2 (Concept)

1) Profile
2) Capacity • Design margins and design to capacity
• Impact of product specifications or recovery on energy
requirements
3) Recovery
• Impact of upstream and downstream systems
• Flaring avoidance
C) PROCESS
• Cross-facility, cross-plant, cross-unit.

4) Integration
• Process, waste and utility streams
• Alternative processes and impact on process performance
5) Technology
and energy efficiency
• Monitoring and control of key process parameters impacting
on efficiency
6) Control
• Avoiding instability and consequences such as compressor
recycle
• Operability
Appendix B Page 72
Table B-2.1 (contd.) – Guidewords for Energy Review Workshop ERW-2 in Pre-FEED Stage 2 (Concept)

• Impact of design margins on actual performance
• Maximum vs. minimum rates
1) Capacity • Capacity control of pumps and compressors to maintain
efficiency over operating range
• Operating point vs. best efficiency point
• Impact of pressure losses– e.g. on pumping / compression
2) Size requirements
• Impact of location and layout
• New technologies, recent developments
• High efficiency machinery – aero-derivative gas turbines,
D) EQUIPMENT
3) Technology
high efficiency compressors
• Transfer from other industries
• Alternatives – e.g. improved internals for separators,
columns
4) Type
• Non-standard / special
• Heat exchanger type– multistream, compact, counter-current
• Common equipment
5) Synergy • Combination of duties
• Use of waste stream
• Control and monitoring within equipment packages –
6) Control visibility to operator
• Control to maintain efficiency under all modes of operation
• Operability
Appendix B Page 73
APPENDIX B3 – FEED (DEFINE)
Figure B3.1 – Process for Energy Review Workshop ERW-3A in FEED (Define)
3.2
3.3 – Hold energy review 3.3.1 Process Energy Report Process Unit
PFDs
workshop ERW-3A to Independent chair to review pre-
Description ER-2 Checklists
review at a flow sheet requisite information and confirm
adequate basis for review
level CAPEX
OPEX Estimate
Energy
3.3.2
Define & agree process units on

PFD to be considered in each
cycle
3.3.3
Select Process Unit
3.3.4
Review design development and

actions taken based on ER-2
recommendations
3.3.5
Record status of actions and

studies carried over from Pre-
FEED
3.3.6
Review PFD against checklist

considerations and identify further
3.3.7 3.3.8
Actions Identified? Yes Record key issues identified by Score opportunities / measures in
No
3.3.10 3.3.9
Agree whether to undertake further

Agree action and assign owners
review using high level guidewords
Use High Level

No
Guidewords?
Yes
3.3.11
3.3.12
3.3.13

3.3.14 3.3.15
No
3.3.16
All Guidewords
No
Considered? Agree action and assign owner
Yes
All process blocks

No
considered?
Yes
3.3.17
Produce ERW-3A Minutes of

Meeting / Report for inclusion in
Energy Report ER-3A
3.4
Appendix B Page 74
Figure B3.2 – Process for Energy Review Workshop ERW-3B in FEED (Define)
3.6
3.7 – Hold energy review 3.7.1 Process Energy Report

PFDs P&IDs
workshop ERW-3B to Independent chair to review pre-
Description ER-3A
review at a P&ID / requisite information and confirm
equipment level CAPEX
OPEX Estimate
Equipment Data Heat & Mass
Estimate Sheets Balances
3.7.2
Define & agree equipment to be Energy Critical Completed

considered based on energy Item List Equipment Utility Schedules
critical item list Checklists
3.7.3
Select Equipment Item and

associated P&ID
3.7.4

actions taken based on ER-3A
recommendations
3.7.5
Record status of actions
3.7.6
Review equipment data sheet and

P&ID vs. checklist to identify
further optimisation opportunities
3.7.7 3.7.8
No
3.7.9
All equipment items
No
considered? Agree action and assign owners
Yes
3.7.10
Produce ERW-3B Minutes of

Energy Report ER-3B
3.8
Appendix B Page 75
APPENDIX C
VERIFICATION CHECK LISTS FOR EPC PHASE
Appendix C Page 76
EPC Verification Check List
Source Document Key Verification Document

Engineering Phase Procurement Phase Commissioning Phase
Equipment Specifications Bid Tabulation / Evaluation Commissioning Manuals / Procedures

Instrument Specifications Purchase Requisitions Commissioning Test Plan
Line Schedule Vendor Documents including Project Close out Report
Line Isometric Operating & Maintenance Performance Test Records
FEED Phase ER-3A and Manuals
ER-3B Instrument Schedule
Factory Acceptance Tests
FEED Package Control Philosophy
(Software & Equipment)
P&IDs
Operating Instructions
Appendix C Page
77
APPENDIX D
GUIDANCE / CHECKLISTS FOR ENERGY EFFICIENT PROCESS SYSTEM DESIGN
Description Additional Reference Documents
Inlet systems / two and three phase

D1
separation
D2 Gas treating
D3 Gas dehydration
D4 Gas compression
D5 Sub-ambient gas processing
D6 Natural gas liquids fractionation
D7 Condensate stabilisation
D8 Natural gas liquids treating
Produced water handling & sour water

D9
stripping
D10 Acid gas handling
D11 Sulphur production
D12 Liquid storage
D13 Pipelines
Gasification, Liquefaction and Refining Installations

D14 Flares, vents, burn pits and incineration
(EPR 1.02) Section 2.5.
European Commission Reference Document on BAT
D15 Power generation
for Energy Efficiency 2009. Section 3.4.
D16 Compressed air
US Department of Energy, Industrial Technologies
Programme, Best Practices, Technical Publications
D17 Inert gas generation

D18 Steam systems
D19 Heating medium systems for Energy Efficiency 2009. Section 3.1.
Appendix D Page 78

Integrated Pollution Prevention and Control (IPPC),

Reference Document on the application of Best
D20 Cooling medium systems
Available Techniques to Industrial Cooling Systems
December 2001.
D21 Fuel gas systems
D22 Reactor systems
Appendix D Page 79
Check List D1 – Inlet Systems / Two and Three Phase Separation
Scope
Liquids handling, pig reception, gas-liquid and liquid-liquid separation, filtration, pressure let down.
Key Energy Demands
Power Mainly impact on downstream energy requirements
Heat Where required to aid liquid-liquid separation
Energy Metrics
No specific energy metrics are proposed for this system, although the system will be included in
overall analysis in terms of pressure balance and energy consumption, and may be identified as
energy critical.
Key Interface Issues
Upstream Pipelines Arrival temperature, pressure, liquids content
Downstream Process Units Pressure, peak vs. average liquid flow
Pre-FEED 1
Pre-FEED 2
Operation
Considerations in Design and Specification
FEED
EPC
See Section E1 for phase separation considerations
Consider energy efficiency of downstream processing units

when optimising feed pressure, balancing against impact on
D1.1 X X X
timing of any future feed gas compression requirements,
impact of higher design pressure on CAPEX, etc.
Consider arrival pressure over whole of lifecycle and where
compression is required as pressure declines, consider
D1.2 X X X
impact of phasing and location of compression systems on
overall energy consumption.
Optimise inlet system liquid hold up capacity vs.
downstream liquids processing capacity. Reduced flow
variation may improve energy efficiency, for example:
- Where reduction in peak energy load gives increased
D1.3 X X
opportunity for heat integration and therefore reduced
external energy requirements
- Where the variation impacts on flash gas compression
requirements.
Consider opportunities to utilise feed gas pressure energy,

D1.4 for example through work expansion or by increasing X X
pressure to downstream facilities.
Appendix D Page 80
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider alternative techniques for liquid / liquid separation
and impact on energy requirements – e.g. considering
D1.5 X X
requirements for heating or power for electrostatic
coalescers.
Optimise pressure levels at which flash gas from pressure

D1.6 X X
reduction of liquid streams is recovered.
Consider requirements to handle wax, scale, hydrate,

D1.7 asphaltene or corrosion products to avoid blockage X X X
increasing pressure drop and compression requirements.
Consider impact of liquid and solid carryover on energy

efficiency in downstream systems (e.g. gas treating,
D1.8 X X
dehydration) in determining requirements for filters / filter
coalescers.
Consider impact of pressure drop through inlet facilities on
performance of downstream units and where critical,
D1.9 X X
optimise pressure drop, particularly considering pressure
drop allowed for filters etc.
Appendix D Page 81
Check List D2 – Gas Treating
Scope
Key Energy Demands
Power For solvent circulation, solvent cooling
Heat For solvent regeneration
Energy Metrics
Heat requirement GJ per tonne of acid gas removed
GJ per tonne of lean solvent
Solvent flow tonne of lean solvent per tonne of acid gas removed
Gas side pressure drop will be included in overall pressure balance and may be identified as
energy critical.
Acid gas processing Composition, co-absorption of heavy hydrocarbons
Acid gas compression Suction pressure
Treated gas processing Temperature, water content
Flash gas compression Pressure, flow, composition
Hot utility Heat duty, temperature level Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E6 for absorption considerations
Consider alternative process technologies including

D2.1 hybrid processes with upstream or downstream removal X X
steps.
For removal of contaminants from low levels, consider

non-regenerable solid scavenger processes for polishing
with minimal energy requirements. . Reactor designs to
D2.2 X X
minimise pressure drop could be considered where this is
critical, e.g. considering radial flow. For fixed bed
considerations refer to Appendix E6.
For low capacity gas treating for sulphur removal, where
liquid scavenger / redox processes to remove and recover
sulphur may be evaluated, consider both energy use and
D2.3 X X X
use of chemical reagents in evaluation against
alternatives, considering that such processes may
eliminate various processing steps and have good
Appendix D Page 82
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
characteristics against requirements for some projects..
Where membranes are considered for bulk removal of

contaminants, consider the following in optimising energy
requirements:
- Selection of membrane technology / type
considering impact of selectivity / permeability on
recycle compression requirements
considering requirements for pre-treatment as
D2.4 X X X
requirements may vary between technologies /
suppliers
- Multiple membrane stages and increased
membrane area as far as economical to reduce
power requirements for permeate compression,
considering impact of increased permeate pressure
and therefore compressor suction pressure on
membrane area and selectivity.
Solvent Treating (Physical or Chemical Absorption)
Evaluate alternative solvents against specific project
requirements, considering benefits of formulated and
D2.5 hybrid solvents, to minimise solvent circulation, power X X X
and heat requirements and best meet process
requirements.
Optimise lean-rich solvent heat exchanger approach with
the objective of reducing regeneration column reboil load.
D2.6 X X
Consider alternative heat exchanger types that make
small temperature approach economical.
Consider alternative flow sheets, potentially including
licensed processes, to address specific process
D2.7 requirements. These could include for example a split X X
stream / double loop process with lean and semi-lean
solvent feeds to contactor.
Consider power recovery on solvent pressure let down to

D2.8 X X
generate power or drive solvent circulation pump.
Remove only the amount of acid gas required and

consider selectivity of solvent and ability to slip carbon
D2.9 X X
dioxide impacting both on heat and power requirements in
the acid gas removal unit and on downstream units.
Appendix D Page 83
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Optimise flash drum pressure, particularly considering
D2.10 any flash gas recompression requirements and impact of X X
hydrocarbons in acid gas on downstream processes.
Optimise regeneration column pressure and pressure

drop, subject to any constraints, considering impact of
D2.11 acid gas delivery pressure on downstream processes. X X
Where impact significant, include this criteria in evaluation
of solvent selection.
Assess sensitivity of contactor operating temperature on
required solvent circulation rate and the potential for
D2.12 additional cooling of feed gas or lean solvent to the X X
contactor column or inclusion of a side cooler to reduce
solvent circulation, power and heat requirements.
Maximise solvent concentration within constraints on
corrosion, including consideration of corrosion resistant
D2.13 X
materials, to reduce water recirculation, which has a very
high sensible heat requirement.
Consider range of feed gas flow and composition, and
assess potential for reduction in energy consumption
D2.14 X X
through turndown of solvent circulation, together with an
appropriate control strategy to achieve this.
Consider control strategy to avoid over-reboil of solvent

D2.15 regeneration column, compensating for solvent circulation X X
and loading.
Consider means of minimising gas entrainment with rich

D2.16 solvent from contactor bottoms, such as inclusion of X X
packing or a plate pack.
Consider in design the requirements for solvent filtration

and for cleaning of heat exchangers to ensure sludge and
D2.17 X X
scale build up does not adversely impact heat exchanger
performance and increase energy requirements.
Consider effects of solvent degradation on performance

D2.18 X X X
and strategy for monitoring, avoidance and remedy.
Consider potential to modify solvent formulation to

D2.19 optimise performance in case of feed gas composition X X X
changes.
Appendix D Page 84
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Monitor column pressure drop etc. for evidence of
foaming in operation and seek to establish and eliminate
D2.20 X X
causes rather than inject anti-foam chemicals which can
deteriorate performance / efficiency over time.
Appendix D Page 85
Check List D3 – Gas Dehydration
Key Energy Demands

For pumping (solvent based), regeneration gas compression
Power
(adsorption based), cooling.
Heat For regeneration of solvent or molecular sieve
Energy Metrics
Heat requirement GJ per tonne of water removed
Power kWh / tonne of water removed
For molecular sieve dehydration systems, considerations such as average loading of adsorbent,
cycle time and standby time during regeneration are good indicators of optimality of design from an
energy perspective.
energy critical.
Dehydrated gas Level of dehydration required
Regeneration gas Supply, spent gas routing / recycle
Hot utility Heat duty, temperature level
Pre-FEED 1
Pre-FEED 2
Operation
FEED
See Section E7 for adsorption considerations EPC

Establish level of dehydration required for downstream
processing and consider all technologies that can remove
D3.1 to the required level, for example evaluating enhanced X X X
glycol vs. molecular sieve etc., evaluating energy
requirements.
Consider alternative dehydration technologies. Optimum
solution may include multiple dehydration technologies
D3.2 X X X
(e.g. bulk removal using solvent process then final
removal using adsorbent process).
Molecular Sieve
Consider combining dehydration on molecular sieve with

D3.3 other impurity removal, e.g. mercury, carbon dioxide, X X
mercaptans.
Appendix D Page 86
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Where molecular sieve is used for dehydration to low dew
point, consider an upstream bulk removal step to reduce
load on dehydration unit. In particular, consider gas
D3.4 chilling and bulk water knock out upstream of the X X X
molecular sieve vessels, which both reduces the feed gas
water content and increases equilibrium loading on
adsorbent.
Consider impact of number of beds (i.e. with more than

D3.5 X X
one bed on line) on regeneration heat requirements.
Optimise molecular sieve bed size / cycle time to reduce

D3.6 required regeneration heat load to heat adsorbent, vessel X X
and piping.
Review source of regeneration gas, and particularly the

potential to use a low pressure gas to avoid regeneration
D3.7 X X
gas flow being set to avoid channelling rather than by
available time for regeneration.
Consider heat exchange to recover heat from spent

D3.8 X X
regeneration gas.
Limit regeneration gas temperature to that required to

regenerate the bed to the required level. Consider
D3.9 X X
possibility of holding regeneration gas temperature initially
at lower temperature.
Consider means of heating regeneration gas (direct fired,
steam, hot oil, electric heater), and also consider multiple
D3.10 X X
sources at different temperature levels, evaluating impact
on efficiency of heat provision.
Consider use of internal insulation to minimise

D3.12 regeneration heat requirement accounting also for X X X
installation and site maintenance requirements.
Consider ‘pulsed regeneration’ to reduce heat

D3.13 X
requirements.
Review location of heater vs. molecular sieve vessels,

D3.14 pipe routing and insulation in to minimise heat load to X X
heat the pipe.
Appendix D Page 87
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider adequate bed cooling and parallel operation on
change over to minimise temporary temperature rise,
D3.15 X X
which may impact on stability, and as a result the
efficiency, of downstream processes.
Consider material selection to minimise adsorber vessel

D3.16 thickness and hence the mass to be heated and cooled X X
on each cycle (where vessel is externally insulated).
Consider monitoring outlet gas moisture content to extend

D3.17 cycle time depending on feed flow, water content and X X
adsorbent performance.
Consider energy efficiency in selecting regeneration

D3.18 X X
compressor.
D3.19 Solvent (TEG etc.)
Evaluate energy requirements for alternative solvents

D3.20 X X
against specific project requirements.
Optimise contactor operating conditions and design /

D3.21 number of stages, to reduce solvent circulation / X X
regeneration requirements.
Consider alternative flow sheets, including licensed

processes, to enhance dehydration performance / reduce
D3.22 X X
energy requirements, e.g. stripping gas processes, Drizo,
Cold Finger for enhanced TEG regeneration.
For large units, consider power recovery on solvent let

D3.23 X X
down.

D3.24 X X
the objective of reducing regeneration reboil load.
Appendix D Page 88
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider use of cold feed gas to provide cooling in
D3.25 X X
regeneration system.
D3.26 Consider use of variable speed pumps. X X
Evaluate reuse of flash gas within unit (e.g. stripping gas,

D3.27 X
fuel gas) or external (e.g. fuel gas).


D3.29 X X
Limit reboil temperature and stripping gas flow (where

D3.30 X X
used) to that necessary to give required solvent purity.
Appendix D Page 89
Check List D4 – Gas Compression
Scope
Compressors (axial, centrifugal, reciprocating, screw), drivers (electric motor, gas turbine, steam
turbine, gas engine), suction scrubbers, after-coolers, capacity control
Key Energy Demands
Power Compressor driver, lube oil, gas cooling
Energy Metrics
Compressor Efficiency % polytropic
Driver Efficiency %
Losses Gear box, variable speed drive
Pressure drop through compression system will be included in overall pressure balance and may
be identified as energy critical, particularly suction side where suction pressure is low
Upstream processes Suction pressure, temperature
Downstream processes Discharge pressure, impact on downstream energy efficiency
Cooling system Coolant flow, temperature rise
Fuel gas Flow (for gas turbine or gas engine drive)
Electrical system Power demand (for electric motor drive and auxiliary systems)
Steam system Steam demand (for steam turbine drive)
Pre-FEED 1
Pre-FEED 2
Operation
Considerations in Design and Specification FEED
EPC
See Section E3 for compressor considerations

See Section E12 for cooling considerations
See Section E15 for drive considerations
Consider whether requirement for or size of compression

D4.1 duty can be ‘designed out’ by alternative technologies or X X
operating conditions in upstream or downstream processes.
If range of conditions is significant, consider whether

multiple or different machines could be justified to handle the
D4.2 range efficiently. Optimise number of compressor trains, to X X
avoid large compressors operating for significant time in
recycle or at poor efficiency.
Consider whether low grade heat from compressor

D4.3 X X
discharge cooling could be used elsewhere in the process.
Appendix D Page 90
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Where gas turbine drives are proposed, consider use of inlet
D4.4 air chilling to maximise power output from a given driver and X X
to increase thermal efficiency.
Where gas turbine drives are proposed, maximise recovery

D4.5 X X
of waste heat.
It will normally be optimal to minimise warm end temperature

difference in sub-ambient processes and deliver product gas
at a close temperature approach to incoming feed gas.
D4.6 However, where product gas is routed to a compression X X
system, and if excess refrigeration is available, consider
reducing suction temperature and hence volume to reduce
compression power requirements.
Consider optimal number of intercoolers to reduce power

D4.7 X X
requirements.
In sub-ambient processes, consider potential to pump liquid

and vaporise at high pressure rather than vaporise at low
D4.8 pressure and compress. Where this increases load on other X X
compression systems, optimise use of pumping vs.
compression.
Avoid excessive after-cooling if this is not demanded by

D4.9 X X
process / specifications.
Review system pressure drops, particularly the suction

system, considering piping, strainers, flow measurement,
D4.10 etc. to avoid increasing compression ratio and power X X
requirements. Consider low pressure drop flow elements;
low pressure drop strainers, etc.
Specify full range of operating scenarios to compressor
vendors, to avoid design for operation away from best
D4.11 X X
efficiency. Aim where possible to avoid requirement for
compressor recycle in normal operation.
Consider control strategies to avoid unstable flow conditions

D4.12 to compressor, which may result in unstable / inefficient X X
operation of compressor, e.g. with recycle.
Appendix D Page 91
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Where multi-stage compressors are specified with
intermediate feeds or draws, consider strategy to avoid any
D4.13 X X
one suction pressure dictating speed and power of the
machine, particularly if there are multiple design cases.
Consider requirements for shop testing of compressor
and/or driver against feed gas and ensuring this is
D4.14 X X
representative of real operation to increase potential for
modification to increase efficiency if necessary.
Minimise seal gas losses to process (which represent loss of
pressure energy) and flare (also representing loss of
D4.15 X X
hydrocarbons) through appropriate specification and
maintenance of dry gas seals.
Review means of controlling compressor capacity (e.g.
considering suction throttling, recycle, inlet guide vanes,
D4.16 X X
unloading valves, speed control) and propose the most
effective power saving measures.
Appendix D Page 92
Check List D5 – Sub-ambient Gas Processing
Scope
Heat exchange, turbo-expanders, phase separation, low temperature distillation, pumping,
mechanical refrigeration, product gas compression
Key Energy Demands
Power Product compression, pumping, mechanical refrigeration
Heat Reboil
Energy Metrics
kWh/kg, GJ/tonne of NGL product
Specific energy consumption
kW/MMSCFD of feed gas
Refrigeration systems Coefficient of performance
Power requirements relate to feed gas compression, residue gas compression, mechanical
refrigeration
Feed gas Pressure, composition (carbon dioxide, heavy hydrocarbons)
Pressure (single or multiple), requirements for compression,
Residue gas
heating value for sales gas
Liquid products Recovery, contaminants (e.g. methane, carbon dioxide)
Pre-FEED 1
Pre-FEED 2
Operation
FEED
See Section E9 for fractionation considerations EPC

See Section E11 for heat exchange considerations
See Section E14 for expander considerations
See Section E18 for instrumentation and control considerations
See Section D4/E3 for compression considerations
Separation
Avoid in general the mixing streams of dissimilar

composition, as this is a source or irreversibility and
D5.1 X X
thermodynamic losses. Consider for example multiple
feeds to distillation columns.
Avoid in general conflicting or excessive process steps
(such as cooling, heating then cooling again), as such
D5.2 X X
steps may be a source of inefficiency. Thermodynamic
analysis techniques can be used to asses losses.
Appendix D Page 93
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Optimise number of column stages based on life cycle
capital cost + energy consumption / operating cost.
D5.3 Optimum reflux ratio will typically be closer to ‘minimum X X
reflux ratio’ for systems requiring refrigeration to provide
the condenser load.
Consider multiple feeds to columns to optimise column

D5.4 performance, introduce components at an appropriate X X
point, and minimise “reverse fractionation”.
Avoid large mass transfer driving forces i.e. large differing

D5.5 compositional changes in feed streams to distillation X X
columns and the number of stage in column.
Consider column side draw where top vapour is high in

D5.6 X X
incondensable components.
Consider intermediate reboilers to maximise possibilities

for heat integration and intermediate condensers to
D5.7 X X
reduce refrigeration requirements at the lowest
temperature levels.
Separate at as high pressure as feasible and consider

D5.8 optimal column pressure vs. ability to heat integrate, e.g. X X
reboil with feed gas cooling.
Recover flash vapour from liquid pressure let down in

D5.9 X X
multiple stages
Optimise column feed stage to minimise utility

D5.10 requirements, and consider multiple feeds where streams X X
with differing compositions have been separated.
Consider manipulation of pressure or process to increase

tolerance to components with limited solubility (e.g. CO2
D5.11 X X
in demethaniser) and reduce energy requirements for
upstream removal
Only separate to the required specification and optimise

D5.12 X X X
process control to reduce energy consumption
Refrigeration
Appendix D Page 94
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Use available feed pressure energy to reduce external
D5.13 X X
refrigeration requirements / recover power.
Consider use of hydraulic expansion turbines in place of

D5.15 Joule Thomson valves for pressure let down of cold X X
liquids to minimise flash gas evolution and recover power.
Consider mechanical refrigeration, particularly for rich

gases and evaluate refrigerant type, number of
D5.16 X X
evaporating levels, compressor selection and use of
intermediate flash drums and / or economisers.
Consider use of mixed refrigerant as an alternative to

D5.17 X X
single component cascade.
Maximise refrigerant evaporating pressure / temperature

D5.18 and consider optimal number of evaporating pressure X X
levels to match process requirements.
In sub-ambient processes, consider potential to pump

liquid and vaporise at high pressure rather than vaporise
D5.19 at low pressure and compress. Where this increases load X X
on other compression systems, optimise use of pumping
vs. compression.
D5.20 Minimise let down of vapour across valves. X X
Target small warm end temperature difference rather than

D5.21 X X
cold compressor suction.
D5.22 Consider variable speed drive for pumps. X X X
Minimise pressure drops in compressor suction systems,

D5.23 X X
particularly for streams that start as evaporating liquid.
Insulation
(See Figure E1 and Table E1 in Section E16)
Appendix D Page 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider impact of increased insulation thickness or
D5.24 different insulation type on reduced heat gain in cold X X X
service.
Consider cold box module construction vs. conventional

D5.25 X X
solid insulation.
Appendix D Page 96
Check List D6 – Natural Gas Liquids Fractionation
Scope
Distillation columns, reboilers, condensers, reflux drums and pumps, product pumps, product
coolers / heat exchangers, mechanical refrigeration
Key Energy Demands
Power Pumping, cooling, refrigeration
Heat Column reboil, feed heating
Energy Metrics
Heat requirement GJ per tonne of NGL feed
Power requirement GJ per tonne of NGL feed
Column reflux ratio
NGL supply Pressure, composition (e.g. methane, carbon dioxide)
Products to pipeline Pressure
Rundown to storage Temperature, pressure
Hot utility Reboiler, heaters
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Set column pressures to utilise available sources of cooling

D6.1 for reflux condenser, particularly other process streams, air X X
or water.
Optimise column pressure against refrigerant compression

D6.2 requirements where condenser is sub-ambient, e.g. for X X
de-ethaniser.
Review alternative column sequences to separate C2, C3,

D6.3 C4 and C5+ fractions to assess capital cost and life cycle X X
energy consumption / operating cost.
Consider separate pumps for reflux and product delivery

D6.5 X X
where head requirements differ significantly.
Appendix D Page 97
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider power recovery on pressure let down of liquid
D6.7 using hydraulic turbines to generate power or drive rotating X X
equipment.
Identify lowest grade heat source available for each heating

D6.8 duty and assess whether process streams (internal or X X
external) could be used.

D6.9 X X
capital cost and energy consumption / operating cost.
Consider benefit of natural thermosyphon or kettle type

D6.10 reboiler arrangements vs. forced circulation in reduced X X
pumping requirements.
Optimise column feed stage to minimise utility requirements,

D6.11 and consider multiple feed positions where feed composition X X
may vary.
Demonstrate use of appropriate analysis techniques to

D6.12 X X
optimise heat integration within unit and within other units.
Consider potential for use of ‘heat pump’ systems using

D6.13 compression power to match condensing and reboil duties, X X
and reducing hot and cold utility requirements.
Consider potential benefits in use of complex column

D6.14 X X
arrangements with side rectification or stripping sections.
Consider pumping arrangement, cost-benefit analysis of

D6.15 X X X
multiple pumps, variable speed drives etc.
Identify any areas where pressure drop is critical to energy

D6.16 X X X
requirements and review opportunities to reduce.
Appendix D Page 98
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
D6.17 different insulation type on reduced heat loss / gain in hot / X X
cold service.
Optimise operating parameters to meet required product

specifications and provide appropriate means for control to
D6.18 X X X
avoid excessive energy input in generating excessively pure
products.
Appendix D Page 99
Check List D7 – Condensate Stabilisation
Scope
Liquid-liquid separation, distillation columns, reboilers, condensers, reflux drums and pumps,
product pumps, product coolers / heat exchangers, flash gas / condensate overhead compression
Key Energy Demands
Power Pumping, cooling
Heat Reboil, feed heating
Energy Metrics
Heat requirement GJ per tonne of condensate feed
GJ per tonne of condensate feed
Power requirement
Flash gas compressor efficiency
Flash gas pressure / pressure balance may be energy critical.
Feed condensate Light hydrocarbon content, water content
Product rundown to storage Temperature, pressure, vapour pressure
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider alternative routing of condensate stabiliser
overheads, particularly to minimise recycling of components.
D7.1 X X X
Consider potential for use as fuel where this reduces
compression requirements.
Optimise heat exchange with hot condensate product to

D7.2 X X
heat column feed, or provide side reboil heat.


D7.4 X X
Identify lowest grade heat source available to meet

condensate stabilisation heating requirements and assess
D7.5 X X
whether process streams (internal or external) could be
used.
Appendix D Page 100

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider power recovery on pressure let down of liquid,
equipment.
Consider inclusion of condenser / reflux system on

condensate stabiliser overhead where advantageous in
D7.7 X X
giving cleaner split between C5+ condensate and LPG
components.

D7.8 X X
Consider final removal of aqueous phase from column side

D7.9 X X
draw, for example combined with draw for side reboil.
Evaluate range of flash gas flow and consider flash gas

D7.10 X X
compressor selection, arrangement, control, etc.

D7.11 X X

capital cost + energy consumption / operating cost. Reflux
D7.12 X X X
ratio should be closer to the minimum reflux ratio for low
temperature systems.

D7.13 performance, introduce components at an appropriate point, X X X
and minimise “reverse fractionation”.
Optimise column pressure, within constraints on reboil

temperature and seek opportunity to minimise pressure loss
D7.14 X X X
from bottom of column through to flash gas / overheads
compressor suction.
Consider potential contaminants which may foul condensate

D7.15 stabiliser, such as salts etc. and evaluate means of X X
upstream removal.
Appendix D Page 101

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Design to enable system cleaning – e.g. facilities for
D7.16 X X
isolation and cleaning of heat exchangers.

D7.17 vapour pressure specification and provide appropriate X X X
means for control to avoid excessive energy input.
Appendix D Page 102

Check List D8 – Natural Gas Liquids Treating
Scope
Solvent treating, regenerable or non-regenerable fixed bed adsorbent, caustic treating, stripping
columns, for CO2, H2S or mercaptan removal.
Key Energy Demands
Solvent pumping, cooling, regeneration gas cooling,
Power
compression
Heat Regeneration of solvent or adsorbent
Energy Metrics
No general energy metrics are proposed, but metrics may be identified for specific technologies,
e.g. heat input for amine treating (heat requirement - GJ per tonne of acid gas removed)
Product rundown Pressure, temperature, composition
Regeneration / off gas disposal Pressure, temperature, composition
Hot utility provision Heat duty, temperature level
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section D3 & E7 for molecular sieve adsorption considerations
See Section D2, E8 for gas treating and solvent treating considerations
Consider options for treating individual NGL products vs.

D8.1 X X X
mixed NGL to reduce energy requirements.
Evaluate impact of NGL temperature on treating unit

D8.2 X X
performance and optimise as appropriate
Where liquid molecular sieve processes used, consider

D8.3 benefits for energy consumption of recovering liquids (by X X
draining the adsorber) prior to regeneration.
Where stripping columns used, optimise the column

operating pressure to minimise compression requirements
D8.4 X X
for column overheads whilst enabling use of sweet low-
pressure gas for stripping.
Appendix D Page 103

Check List D9 – Produced Water Handling & Sour Water Stripping
Scope
Oil-water separation, storage and pumping, hydrate inhibitor regeneration, sour water treatment
Key Energy Demands
Power Pumping
Heat Hydrate inhibitor regeneration, stripper column reboiler / steam
Energy Metrics
No general energy metrics are proposed, but metrics may be identified for specific technologies
e.g. for oil-water separation or general heat requirement - GJ per tonne of acid gas removed
Hot utility Steam
Water disposal Pressure, contaminants
Downstream systems Stripped water / overheads stream from sour water strippers
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E10 for pumping considerations
See Section E13 for heating considerations
Consider approach to handling increasing produced water

D9.1 production over time, phasing of installation and X X
specification of equipment.
Where produced water is injected to a disposal well, seek

good characterisation of injection pressure vs. flow to
D9.2 X X X
understand basis for injection pump specification and avoid
excessive power input at low flows, e.g. in initial operation.
Optimise design of hydrate inhibitor separation /

D9.3 X X
regeneration system with respect to energy use.
Optimise design of produced water / hydrocarbon separation

D9.4 X X
system with respect to energy use.
Appendix D Page 104

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Sour Water Treatment
Consider overall energy use in alternative sour water

stripper configurations, such as with a reboiler, or with direct
D9.5 use of steam or sweet low pressure gas for stripping, X X
considering the impact on downstream systems such as gas
recompression, sulphur plant energy balance, etc.
Consider benefits of installation of a condenser on sour
water stripper. This reduces significantly the amount of
D9.6 X X
water being passed to downstream units and their energy
requirements but will typically increase steam consumption.
Consider heat recovery from bottoms product to preheat

D9.7 X X
feed stream and minimise steam or reboiler duty.
Depending on variation in sour water flow and composition,

consider designing upstream separator / surge vessel to
reduce variation.
D9.8 X X X
Significant changes in composition could result in poor
stripper operation, particularly in excessive use of energy
with over stripping.
Consider impact of other contaminants on energy
requirements of sour water stripping system and consider
D9.9 means of avoiding such contaminants in upstream X X X
operations, or appropriate purging of these contaminants to
minimise impact.
Implement control scheme to avoid energy input in excess

D9.10 X X X
of that required for separation.
Appendix D Page 105

Check List D10 – Acid Gas Handling
Scope
Acid gas compression, dehydration, transportation and injection.
Key Energy Demands
Power Compression, cooling, dehydration
Heat Dehydration
Energy Metrics
Power requirement GJ per tonne of acid gas
Heat requirement GJ per tonne of acid gas
Generally per compression and dehydration systems.
Acid gas feed Pressure, temperature, water content
Acid gas disposal Pressure, specified water content
Regeneration gas Source and routing of spent regeneration gas
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section D3 & E7 for dehydration considerations
See Section D2 for gas treating considerations
See Section D4 & E3 for compression considerations
Consider best location for acid gas dehydration system to
minimise amount of water to be removed. Saturated water
D10.1 content of carbon dioxide goes through a minimum with X X
increasing pressure before increasing again. Consider acid
gas removal at an inter-stage pressure in compression train.
Consider alternative acid gas dehydration technologies and
evaluate energy requirements. For molecular sieve
D10.2 dehydration, consider source and disposal of regeneration X X
gas as this could have a significant impact on energy
requirements.
Consider liquefaction / pumping to final delivery pressure as

D10.3 X X
an alternative to final stages of compression.
Maximise delivery pressure of acid gas from upstream gas

treating systems, and make this a consideration in
D10.4 X X X
technology selection and process optimisation. Optimise
pressure drop in compressor suction piping system
Appendix D Page 106

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Where acid gas is routed to an injection well, seek good
D10.5 characterisation of injection pressure vs. flow to understand X X X
basis for acid gas disposal pressure requirement.
Review pipeline design and optimise together with

D10.6 X X X
compression system.
Evaluate different compression configurations and

technologies to minimise compression power requirements.
Acid gas compression is normally characterised by large
pressure ratios, very large initial suction volumes decreasing
D10.7 X X X
significantly in final stages. Consider integrally geared
compressors, with individual wheels each operating at
optimum speed. Consider multiple barrel compressor
casings each operating at optimal speed.
Appendix D Page 107

Check List D11 – Sulphur Production
Scope
Sulphur production, tail gas treating, reactor systems
Key Energy Demands
Power Blowers, pumps
Heat Reactor inlet heaters
Energy Metrics
No general energy metrics are proposed, but metrics may be identified for specific technologies.
Sour gas feed Pressure, composition, hydrocarbon content
Waste heat recovery Temperature levels
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section D22 for reactor considerations
Optimise heat recovery from sulphur plant, e.g. with

D11.1 multiple steam pressure levels to maximise value of heat X X
produced.
Where fuel gas is required, maximise use of low pressure

D11.2 X X
offgas streams from upstream plants.
Consider optimising sources of sour gas, for example using

D11.3 more selective solvent to reduce CO2 content in feed to X X
sulphur plant.
Consider use of enriched air / pure oxygen to maximise

D11.4 temperatures of the reaction / limit heat wasted in warming X X X
air supply.
Optimise heat exchange between warming and cooling

D11.5 X X X
stream (i.e. condensers and reactor feed heaters).
D11.6 Minimise system pressure drops / maximise feed pressure. X X X
Appendix D Page 108

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Use lowest grade of heat utility possible for all services,
D11.7 X X X
e.g. maximising use of LP steam.
Configure / operate control system to match air flow to the

D11.8 unit to that required for combustion / temperature control. X X X X
Consider use of oxygen analysers in combusted gas.
Ensure equipment and piping are adequately insulated or

D11.9 X X
jacketed for heat conservation.
Limit installation and control of tracing systems such that

D11.10 X X X
only equipment requiring tracing at a given time is heated.
Appendix D Page 109

Check List D12 – Liquid Storage
Scope
Pressurised storage, refrigerated storage, rundown chilling, boil off gas handling, atmospheric
storage.
Key Energy Demands
Power Pumping, boil off gas compression, mechanical refrigeration
Energy Metrics
Power requirement GJ per tonne of liquid feed to storage
Boil off gas rates % per day
NGL fractionation plant Rundown conditions, pressure, temperature
Liquid product loading Pump head, heat input to tank.
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider benefits in energy use in including for mixed LPG
D12.1 X X X
storage, where there is market for this product.
Consider condensate storage tank type / blanket gas to

D12.2 X X X
minimise hydrocarbon losses.
Consider boil off gas compressor turndown range and heat

D12.3 X X
input to system when operating in recycle.
Optimise rundown conditions to storage to limit flash gas

D12.4 X X
generation.
Evaluate energy consumption of open cycle vs. closed cycle

D12.5 refrigeration system for boil off gas reliquefaction in X X
refrigerated propane or butane storage.
Optimise compressor suction line sizing on boil off gas and

D12.6 X X X
refrigerant compressors.
Appendix D Page 110

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider optimal tank construction and insulation, to reduce
D12.7 X X X
heat input / boil off gas generation.
Optimise refrigerant evaporating pressure level / levels to

D12.8 X X X
reduce energy consumption.
Review loading pump sizing and arrangement, and impact

D12.9 X X X
on heat input to tank / boil off gas generation when running.
Appendix D Page 111

Check List D13 – Pipelines
Scope
Pipelines, pig launcher and receivers, hydrate inhibition, flow assurance
Key Energy Demands
Power Compression, pumping
Heat Avoiding solid formation (hydrates, waxes etc.)
Energy Metrics
Pressure drop bar per km
Inlet facilities Pressure, liquid rate, solids, flow regime, pigging
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Model pipeline network using appropriate tools and optimise
pipeline diameter vs. pressure losses and consideration of
operating scenarios, including turndown and ramp-up
D13.1 operations. X X
For multiphase pipelines, consider liquid management,

predicted hold up and pressure drop.
Consider optimal location and basis for pumping /
compression facilities to optimise overall energy
D13.2 X X
consumption and consider variable speed drives (gas
turbine or electric motor) to handle flow variation
Consider energy optimisation in flow assurance, considering

D13.3 avoidance of hydrate formation, waxes, provision of pigging X X X
to clear liquids and solids from the pipeline.
Consider pipeline materials and linings and their impact on

D13.4 pressure drop, particularly considering potential for black X X X
powder, CO2 corrosion, etc.
Appendix D Page 112

Check List D14 – Flare, vent, burn pits and incineration.
Scope
Headers, purge system, knock out drums, stacks, liquid burners, seals, pilots, ignition system, flare
gas recovery systems.
Key Energy Demands
Power Compression (in the case of flare gas recovery), pumping
Fuel Pilots, purge gas, hydrocarbon losses to flare
Energy Metrics
Flare gas flow tonnes per day
Flare gas recovery % of total flow to flare recovered
Upstream systems Continuous, maintenance losses to flare
Atmospheric emissions Visual impact, environmental impact, odour, noise
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider provision of a flare gas recovery system to
D14.1 X X
recover continuous / maintenance flows to flare header
Consider incineration rather than flaring of any continuous

D14.2 gas streams with low heating values, with waste heat X X X
recovered from the incinerator flue gas.
Review basis for vent or flare header purging requirements

and consider whether requirement for purging can be
D14.3 X X
avoided or reduced, e.g. by demonstration that ignition will
not overpressure system.
Consider options to reduce gas flaring, e.g. through use of

D14.4 high integrity instrumented protection systems rather than X X
relief valves.
Consider use of electronic flare ignition systems rather than

D14.5 X X
permanent pilot.
Establish start up procedures and provisions to minimise

D14.6 X X
the need to flare during start-up.
Appendix D Page 113

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Undertake dynamic simulation to demonstrate control
D14.7 system and gain insight that may result in reduced X X
requirement for flaring in operation.
Consider use of flare seals (liquid, baffle or diffusion type)

D14.8 X X
to reduce purge gas rates.
Reduce potential for fugitive emissions through leaking

D14.9 X X X
valves routed to vent / flare.
Other, Burn Pits and Incineration
Consider off site disposal / sale of liquid streams instead of

D14.10 X X
onsite disposal in liquid flares / burn pits.
Consider potential to use liquids as fuel to minimise

D14.11 X X
requirements for disposal in liquid flares / burn pits.
Consider the use of catalytic oxidation where appropriate

for incinerators as this can reduce fuel gas requirements by
D14.12 X X
achieving the same conversion efficiency but at lower
combustion temperatures.
Consider use of recuperative thermal incinerators to

D14.13 recover heat energy from the flue gas to preheat feed gas X X
to reduce fuel gas requirements.
Consider heat recovery from thermal incinerators to

D14.14 X X
provide process heat.
Appendix D Page 114

Check List D15 – Power Generation
Scope
Power generation, emergency power generation, electrical system, heat supply.
Key Energy Demands
Fuel For generation of power and heat
Energy Metrics
Thermal efficiency % efficiency
heat rate
Equivalent CO2 emissions tonne / GJ power generated
Electrical system Continuous vs. peak load
Fuel system Fuel type, fuel quality
Atmospheric emissions Environmental impact, CO, NOx, CO2, noise
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E15 for drives / gas turbine considerations
Consider overall heat and power requirements and evaluate

optimal solutions to providing each. Where there is no
D15.1 X X X
process heat requirement, consider power import or
combined cycle.
Identify lower quality fuel gas sources for power generation

D15.2 (e.g. with high inerts content) which would require energy X X
intensive processing to deliver as sales gas.
Maximise recovery of available heat from exhaust gas in

D15.3 waste heat recovery units, considering recovery of heat at X X
multiple temperature levels to maximise value.
Consider selection of high efficiency equipment such as

D15.4 aero-derivative gas turbines, combined cycle power X X
generation, etc.
Appendix D Page 115

Check List D16 – Compressed Air
Scope
Instrument air and plant air compression, dehydration, buffer storage and distribution.
Key Energy Demands
Power Compression, dehydration
Energy Metrics
MJ / Nm3 air delivered
(i.e. considering all losses within air package)
Air supply Pressure, peak and continuous flow requirement
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Establish minimum instrument air pressure requirement and
consider optimising header / ring sizes and location of
D16.1 reservoirs for large ringmains with high individual users to X X
deliver peak flow while minimising impact on air compressor
discharge pressure.
Consider high efficiency compressors and high efficiency

D16.2 X X
motors to minimise electrical losses.
Implement a master control system for multiple instrument air

D16.3 compressor systems to minimise inefficient part load X X
operations.
Consider potential for recovery of low grade heat from

D16.4 compressor discharge, particularly for any non-essential X X
users.
Design for minimal compressor suction temperatures and

D16.5 X X
design air intake away from heat sources.
Consider control philosophy to minimise operating pressure

range. Consider variable speed drive to reduce load/unload
D16.6 X X
frequencies and idle time particularly for compression duties
above 100 kW.
Consider use of heatless desiccant dryers which use heat of

D16.7 X X
compressed air for regeneration.
Appendix D Page 116

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Implement maintenance regime for air filters to avoid
D16.8 X X
excessive pressure drop.
Appendix D Page 117

Check List D17 – Inert Gas Generation
Scope
Nitrogen generation (air separation), buffer storage and distribution.
Key Energy Demands
Power Compression
Heat Vaporisation (liquid nitrogen)
Energy Metrics
MJ / Nm3 nitrogen delivered
(i.e. considering all losses within package)
Feed air requirement Nm3 nitrogen delivered / Nm3 air supplied
Nitrogen supply Pressure, peak and continuous flow requirement
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E7 for regeneration consideration
Consider alternatives to nitrogen for users such as for tank

D17.1 X X
blanketing.
Evaluate onsite generation vs. offsite supply, considering

D17.2 continuous and peak supply rates, considering separate X X
back up supply for peak rates.
For onsite generation of nitrogen, evaluate optimal

D17.3 technology considering pressure swing adsorption, X X
membrane and cryogenic technologies.
For cryogenic separation, design for gaseous nitrogen

D17.4 supply for normal rates, minimising more energy intensive X X
liquid nitrogen storage and vaporisation.
Appendix D Page 118

Check List D18 – Steam Systems
Scope
Steam generation (boiler, heat recovery steam generator), distribution system, feed water pumping,
condensate return, condensate deaeration, boiler blow down, chemical dosing.
Key Energy Demands
Power Feed water pumps
Heat Boiler (fuel fired or waste heat)
Energy Metrics
Fuel gas requirement GJ per tonne of steam produced
Boiler thermal efficiency %
Losses Blow down rate, make up rate
Steam supply Supply pressure levels
Condensate return Return pressure and temperature
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
D18.1 Consider potential for heat recovery steam generation. X X X
Consider the use of back pressure turbines on steam let

D18.2 down where high pressure steam is let down to lower X X
pressures and recover energy.
Use of condensate recovery systems to maximise recovery

D18.3 X X
of thermal energy from condensate.
Use economiser on boiler flue gas to maximise heat

D18.4 X X
recovery
Use of sequential boiler control for sites with more than

D18.5 X X X
one boiler to manage inefficient part loads and blowdowns.
Appendix D Page 119

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Preheat feed water by using surplus heat, combustion air
D18.6 X X
or boiler blowdown to increase overall boiler efficiency.
Consider use of high pressure condensate to generate low

D18.7 X X
pressure steam for preheating.

D18.8 X X
Design distribution system with ability to isolate redundant

D18.9 X X X
or infrequent use headers.
Reduce heat loss in system, lines, valves and condensate

D18.10 X X X
return lines with appropriate insulation.
Design, specification and maintenance of high efficiency

D18.11 X X X
steam fittings, vents and trap, to minimise losses.
Water treatment to prevent deposit and corrosion related

D18.12 X X X
issues impacting boiler performance.
Optimise excess air flow to burners, too much excess air

D18.13 X X X
results in inefficient boiler performance
Consider range of ambient temperatures and design to

D18.14 X X
avoid impact on excess air flow requirements.
D18.15 Select boiler insulation/refractory to minimise heat losses. X X
Appendix D Page 120

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Develop maintenance regime, fouling and scaling
management to maintain effective heat transfer and
D18.16 X X
efficiency, considering feed water conditioning and
chemical dosing.
Ensure adequate boiler controls, with flue gas analysis etc.

D18.17 X X
to maintain combustion efficiency.
Appendix D Page 121

Check List D19 – Heating Medium
Scope
Pumping, heating (fired heater, waste heat recovery), heat transfer fluid (pressurised water/glycol,
hot oil)
Key Energy Demands
Power Pumps
Heat Heaters
Energy Metrics
Overall efficiency Energy input to heat supplied (MW/MW)
Fired heater thermal efficiency %
Circuit pressure drop bar
Circulation pump power kW / MW heat supplied
Users Duty, supply temperature, temperature drop
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Use waste heat from gas turbine exhaust etc. to

D19.1 X X X
supplement heat input to heating medium system.
Evaluate use of heating medium vs. direct heating

D19.2 considering additional requirements for heating medium X X
circulation etc.
Consider optimal heating medium selection, considering

operating temperature range, heat capacity (impacting
D19.3 X X
on flow), heat transfer co-efficient (impacting on heat
exchanger sizing or flow), etc.
Optimise system pressure losses vs. pumping

D19.4 X X
requirements.
Design heating medium heater and control system to

D19.5 avoid excessive film temperatures, which would lead to X X
degradation and reduced system performance.
Appendix D Page 122

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider heater design to give efficient operation over
D19.6 X X
the range of operating loads, including turndown.
Consider the use of inert gas for heating medium surge

D19.7 drum blanketing instead of fuel gas. Consider selection X X
of heating media that do not need blanketing.
Review requirements of end users and optimal supply

D19.8 and return temperature (considering heating medium X X
flow vs. heat exchanger sizing).
Assess potential for multiple heating medium loops

operating over different temperature ranges to minimise
D19.9 X X
heating medium circulation rates. Consider network
design with heating duties in series.
Minimise heat losses from system by optimal insulation

D19.10 X X X
selection and thickness.
Appendix D Page 123

Check List D20 – Cooling Medium Systems
Scope
Open seawater, closed cooling water, cooling towers, chilled water.
Key Energy Demands
Power Pumps, fans, mechanical refrigeration (for chilled water)
Heat Absorption refrigeration (for chilled water)
Energy Metrics
Circulation pump power kW / MW cooling provided
Coefficient of performance For chilled water refrigeration systems
Users Duty, temperature rise, temperature approach
Seawater Supply and return temperature, temperature approach
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E5 for refrigeration considerations
Consider absorption chilling using low grade heat to

D20.1 X X X
provide chilled water
Review optimal cooling medium temperature rise,

D20.2 considering cooling medium flow vs. heat exchanger X X
sizing.
For seawater cooling, evaluate alternatives of open

seawater vs. closed cooling water system, particularly
D20.3 X X
considering the impact on achievable process cooling
temperature and consequence for energy consumption.

D20.4 requirements, particularly considering pressure drop X X
allowed for flow meters, control valves, strainers etc.
Appendix D Page 124

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider alternative mechanical cooling towers, type and
D20.5 position of fans, airflow, and packing and correct drift X X
eliminator design.
Appendix D Page 125

Check List D21 – Fuel Gas System
Scope
Heating, dewpoint control, filtration, metering and compression
Key Energy Demands
Power Compression for high pressure users
Heat Dewpoint control
Energy Metrics
Specific energy consumption kW/MMSCFD of fuel gas
Users Demand, quality and pressure requirement
Sources Quality and available pressure
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E1 for separation considerations
See Section E2 for filtration considerations
Consider minimising processing to meet minimum fuel gas

D21.1 X X
requirements i.e. heating value, dewpoint, etc..
Consider best sources of fuel gas. Where low pressure

fuel gas is required, seek suitable using low pressure
D21.2 sources, to minimise let down from high pressure and X X
reduce requirements for recompression of low pressure
gases.
Consider appropriate heat sources for fuel gas heating

D21.3 and potential to use surplus low grade heat rather than X X
electric heaters.
Appendix D Page 126

Check List D22 – Reactor Systems
Scope
Sulphur production, tail gas treating, mercury removal, etc.
Key Energy Demands
Pressure drop e.g. across reactor bed
Heat e.g. reactor inlet heater
Energy Metrics
Feed gas Pressure, composition, hydrocarbon content
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider optimal method of heat recovery from high
temperature streams, and inefficiency introduced by
D22.1 X X
intermediary heat recovery systems (e.g. process to molten
salt to steam).
Consider catalyst selection to reduce operating

D22.2 temperatures, which may impact for example on fuel gas X X
consumption.
Consider the optimal number of reactor stages to meet the

D22.3 required specification or recovery and maximise energy X X
efficiency.
Consider the inert content of the feed and impact on

D22.4 energy requirements within the reaction process, and X X
overall energy balance.
Minimise heat losses from reactor system by optimal

D22.5 X X X
insulation selection and design.
Consider reactor geometry for optimal pressure loss (e.g.

D22.6 X X
cross section, radial flow vs. axial, etc.).
Appendix D Page 127

APPENDIX E
GUIDANCE / CHECKLISTS FOR ENERGY EFFICIENT EQUIPMENT DESIGN
E1 Phase separation
E2 Filtration European Commission Reference Document on
Best Available Techniques for Energy Efficiency
2009. Section 3.11
E3 Compression
E4 Expansion
E5 Refrigeration
E6 Absorption
E7 Adsorption
E8 Solvent regeneration
E9 Fractionation
E10 Pumping European Commission Reference Document on
BAT for Energy Efficiency 2009. Section 3.8
E11 Heat exchange
E12 Cooling Integrated Pollution Prevention and Control
(IPPC), Reference Document on the application of
BAT to Industrial Cooling Systems December 2001
E13 Heating
E14 Heat recovery European Commission Reference Document on
E15 Drives European Commission Reference Document on
E16 Piping
E17 Flare and vent
E18 Instrumentation and control
E19 Electrical equipment European Commission Reference Document on
E20 Heating, ventilation and air conditioning European Commission Reference Document on
E21 Fired heater
Appendix E Page 128

Check List E1 – Phase Separation
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
No specific energy metrics are proposed for this system, although the
Energy Metric system will be included in overall analysis in terms of pressure balance
and energy consumption, and may be identified as energy critical.
Review impact of poor separation on operation and energy
requirements of downstream systems and on loss of
E1.1 products or intermediates (and the energy used in X X
generating them), as a basis for defining separation
requirements.
Where separation is energy critical, consider variation in

E1.2 separation requirements over life of plant, accounting for X X
changes in composition, process conditions and flow.
Where separation is energy critical, design for optimal

separation efficiency considering both the specification of
E1.3 X X
separator internals and ability to manipulate process
conditions (temperature etc.) to improve separation.
Review impact of heat loss or heat gain on overall energy

requirements. Set targets for insulation performance.
Select optimal insulation type (e.g. considering potential for
E1.4 deterioration in performance over time, resistance to X
moisture, etc.). Use appropriate calculation methods to
assess required insulation thickness to limit heat loss or
gain. Refer to Section E16
Appendix E Page 129

Check List E2 – Filtration
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider impact of pressure loss on process energy
requirements and where critical, consider alternative solids
removal technologies or filter types to minimise pressure
E2.1 drop – e.g. cyclone type, filters with backwash facility, etc. X X X
Selection of the filter type should consider the particle size,
solids capacity, change out frequency and separation
efficiency required.
Consider implications on pressure drop in selecting parallel

E2.2 X X
vs. lead / lag filter arrangement of filters.
Consider instrumentation requirements, differential

E2.3 pressure measurement and alarms to indicate inefficient X X
operation.
For closed loop circuits, consider slipstream filtration,

E2.4 particularly in arrangements where this reduces pressure X X
loss in main process stream.
Appendix E Page 130

Check List E3 – Compression
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Compressor polytropic efficiency, %
Driver efficiency, %
Energy Metric Compressor power, kW
Compressor specific power, kW/MMSCFD
Compressor recycle in normal operation, %
Consider energy efficiency / specific power consumption in

E3.1 selecting compressor type and justify selection considering X X
the operating range of capacity and conditions.

E3.2 X X
requirements.
Ensure compressor aerodynamic design is such that high

E3.3 efficiency is achieved at all normal operating points rather X X X
than focusing maximum efficiency on a single design point.

liquid and vaporise at high pressure rather than vaporise at
E3.4 low pressure and compress. Where this increases load on X X
other compression systems, optimise use of pumping vs.
compression.
E3.5 etc. to avoid increasing compression ratio and power X X
Appendix E Page 131

Check List E4 – Expansion
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Expander efficiency, %
Energy Metric Brake compressor / generator efficiency, %
Expander power output, kW
Joule Thomson valves to produce power or drive rotating
E4.1 X X X
equipment, particularly for pressure let down of cold liquids
to minimise flash gas evolution.
Consider the use of expanders on cold boil off gas
compressor recycle (e.g. as part of an integrally geared
E4.2 compressor) to recover power and reduce suction X X
temperature also reducing liquid requirements for de-
superheating.
Specify full range of operating scenarios to expander

E4.3 vendors to enable all scenarios to be considered in X X
establishing optimal design.
For high pressure ratios, consider multiple expander

E4.4 X
stages for maximum efficiency / energy recovery.
Minimise seal gas losses (which represent loss of product)

E4.5 through appropriate specification and maintenance of gas X X X
seals.
A turboexpander can be designed for very high efficiency

at its design point, but will exhibit reduced efficiency as
flow is increased or reduced. To maximise the efficiency
E4.6 across a range of flows, a variable flow inlet nozzle using X X
adjustable guide vanes is normally used. Ensure the
required range of flows is well defined and the required
minimum efficiency at turndown is stated.
Consider any variation in process conditions, particularly
molecular weight, in specifying expander, as changes can
E4.7 X X
impact on efficiency. Review potential phasing and re-
wheeling of expander.
Locate expanders in the process to maximise flow through

E4.8 expander and maximise expander inlet temperature to X X
maximise work output.
Appendix E Page 132

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider the use of active magnetic bearings over
E4.9 X X
conventional oil system for reduced energy usage.
Consider requirements for shop testing of machine

ensuring this is representative of real operation to increase
E4.10 X X
potential for modification to increase efficiency if
necessary.
Appendix E Page 133

Check List E5 – Refrigeration
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Coefficient of performance
Energy Metric
kW per ‘ton’ of refrigeration
Make refrigeration cycle selection (e.g. multistage, cascade,

E5.1 mixed refrigerant, expander) considering energy efficiency / X X X
specific power consumption as one of the selection criteria.
Consider the use of a mixed refrigerant where this suits the

process refrigeration requirements, to minimise temperature
E5.2 differences and reduce thermodynamic losses. X X X
Refrigerant selection to take into account any ozone
depletion potential.
Match refrigerant profiles with process requirements, with

E5.3 multiple stages where appropriate to maximise provision of X X X
refrigeration at higher evaporating temperature levels.
Use lowest temperature heat sink available to condense

E5.4 refrigerant to minimise condensing pressure and X X X
compression requirements (e.g. cooling water vs. air).
Consider opportunity to increase process operating pressure

E5.5 to allow increase refrigerant evaporating temperature / X X
pressure and reduce power requirements.
Consider specific power consumption as one of the criteria

E5.6 X X
in selecting compressor type.
Optimise use of subcoolers, intermediate flash drums and /

E5.7 or economisers to reduce refrigeration compression power X X
requirements.
Consider absorption refrigeration (e.g. using ammonia) as

E5.8 an alternative to mechanical refrigeration, particularly where X X X
a suitable source of low grade heat / waste heat is available.
Appendix E Page 134

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Select heat exchangers which allow economic use of
increased heat exchanger surface area, allowing closer
temperature approach and reduced condensing pressure
E5.9 X X
and/or increased evaporating pressure. Typical examples
could be brazed aluminium plate fin, plate fin core-in-kettle,
or shell and tube type with enhanced tubes.
requirements. Set targets for insulation performance. Select
optimal insulation type (e.g. considering potential for
Consider all operating scenarios, including start up and shut
down, and where possible design to avoid requirement to
E5.11 flare refrigerant, for example where compressor must be X X
depressurised to enable compressor restart where
compressor can not start with system pressurised.
Design to minimise refrigerant losses from compressor

E5.12 X X
seals, valve stems, blow down valves, etc.
Appendix E Page 135

Check List E6 – Absorption
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
GJ per tonne of contaminant removed
Energy Metric kWh / tonne of contaminant removed
Tonne of lean solvent per tonne of contaminant removed
Maximise absorber operating pressure within any process

E6.1 X X
constraints.
Optimise number of stages and consider benefits of

E6.2 X X
multiple feed stages with differing composition.
Consider power recovery on let down of absorber bottoms

E6.3 X X
liquid.
Consider use of low pressure drop internals, such as

E6.4 X X
structured packing.
Consider means of minimising gas entrainment with

E6.5 absorber bottoms liquid, such as inclusion of packing or a X X
plate pack.
Consider appropriate upstream filtration to avoid foaming

E6.6 X X
problems which may cause high pressure drop.
Appendix E Page 136

Check List E7 – Adsorption
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
GJ heat per tonne of contaminant removed
Energy Metric
kWh power per tonne of contaminant removed
Consider combining duties on molecular sieve e.g.

E7.1 X X
dehydration, mercury, carbon dioxide, mercaptans.
Evaluate alternative adsorbent types performance against

E7.2 specific project requirements and consider mixed bed if X X
appropriate.
Optimise adsorbent particle size. Smaller particle size

gives greater online pressure drop (with potential impact
on compression requirements), but reduces length of mass
transfer zone and therefore the required bed length
E7.3 X X X
(impact on regeneration heat load). Smaller particle size
may also reduce regeneration gas flow where this is
dictated by channelling considerations, for example where
high pressure regeneration gas is used.

E7.4 X X X
regeneration heat requirements.
Consider variations in regeneration gas conditions during

E7.5 the plant life and impact on regeneration flow and heating X X X
requirements and benefits of advanced control.

thickness and hence the mass to be heated and cooled on
E7.6 X X
each cycle (where vessel is externally insulated).Consider
material selection to minimise adsorber vessel thickness.

E7.7 cycle time depending on feed flow, water content and X X
Fixed bed pressure drop and regeneration circuit pressure

E7.8 losses to be minimised especially if regeneration gas is X X
recycled to inlet.
Appendix E Page 137

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Ensure adequate commissioning and bed dry out to
ensure optimal bed performance during operation.
E7.9 X X
Damaged adsorbent, if not replaced, can result in
continued inefficient operation and energy use.
Appendix E Page 138

Check List E8 – Solvent Regeneration
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
kWh / tonne of contaminant removed
Energy Metric
Tonne of steam per tonne of contaminant removed
Consider alternative heat exchanger types that make small

E8.1 X X X
temperature approaches economical.

E8.2 regeneration column, compensating for solvent circulation X X X
and loading.
E8.3 Optimise lean-rich solvent heat exchanger approach. X X X

drop, accounting for constraints on permissible reboil
E8.4 X X X
temperature and considering impact of overhead delivery
pressure on downstream processes.

E8.5 and implement a strategy for monitoring, avoidance and X X X X
remedy.
Appendix E Page 139

Check List E9 – Fractionation
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Flow ratio reflux/distillate
Energy Metric
SEC Energy / component rate (or recovery)
Consider optimisation of feed conditions to reduce either

E9.1 X X
the reboiler load or condenser load.
Consider use of side heaters, reboilers, coolers or

condensers to use lower quality energy than overhead
E9.2 X X
condenser / bottom reboiler, in heat exchange with other
process streams where applicable.
Optimise column pressures to utilise available sources of

E9.3 cooling for reflux condenser, particularly other process X X
streams, air or water.

E9.4 X X
requirements where condenser is sub-ambient.

E9.5 X X
Optimum reflux ratio will typically be closer to ‘minimum
the condenser load.

E9.6 reboiler arrangements vs. forced circulation in reduced X X

E9.7 requirements, and consider multiple feed positions where X X
feed composition may vary.

E9.8 compression power to match condensing and reboil duties, X X
Appendix E Page 140

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
arrangements with side rectification or stripping sections,
E9.9 X X
thermally coupled columns or concepts such as dividing
wall column.
Consider reflux pumping arrangement, cost-benefit

E9.10 X X X
analysis of multiple pumps, variable speed drives etc.

E9.11 deterioration in performance over time, resistance to X X
E9.12 X X X
avoid excessive energy input in generating excessively
pure products.
Investigate the use of more efficient trays or packing

E9.13 especially during revamps which can result in enhanced X X X
separation efficiency and decrease pressure drop.
Appendix E Page 141

Check List E10 – Pumps
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Pump efficiency, %
Energy Metric
Pump recycle, % of total flow
Consider alternative driver types (e.g. electric motor, steam

E10.1 turbine) to optimise overall energy requirements X X
considering capacity and efficiency of supply systems.
Consider new motors for efficiency improvement in revamp

E10.2 X X
projects.
Consider replacement or modification (e.g. trimming

E10.3 impeller, speed reduction) of oversized pumps in revamp X X X X
projects.
Clearly specify required range of flow and head and

E10.4 associated design margins, to ensure pump selected will X X
operate close to best efficiency point.
Consider efficiency across required operating range and

where peak flow and normal flow differ significantly
E10.5 X X
consider multiple parallel pumps to minimise recycle
operation and/or discharge throttling.
For wide operating range (and low static head), consider
pros and cons of variable speed drive (e.g. electrical or
E10.6 X X
mechanical) to reduce requirements for recycle or
throttling.
For high power consuming pumps, consider selection of

E10.7 X X
pump type based on life cycle cost analysis.
Review process parameters with pump suppliers to enable

most optimal pump selection, including available NPSH
E10.8 X X
and individual pump capacity to enable high efficiency
pump selection.
Appendix E Page 142

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Assess line sizing and other hydraulic considerations (e.g.
E10.9 pipe fittings, control valves, flow metering, equipment X X
pressure drops) to optimise pump energy requirements.
To achieve design pump efficiency, ensure piping system

E10.10 design avoids non-uniform flow profile at pump inlet, X X
vapour pocketing or vortex formation.
E10.11 Consider specification of high efficiency motors. X X
Consider pump configuration and control strategies to

E10.12 maintain high pump efficiency when operating multiple X X
pumps in parallel.
Consider alternative recycle options for minimum flow

E10.13 protection to optimise energy use i.e. use of control valve X X
or minimum flow recirculation valves.
Consider requirements for flow and pressure measurement

E10.14 X X
to enable monitoring and optimisation of pump operation.
Consider installation of equipment for predictive condition

E10.15 assessment such as for monitoring of vibration or motor X X
current.
Consider magnetic bearings to reduce losses due to fluid

E10.16 X X
film bearings and lube oil pumps.
Consider corrosion resistant materials or coatings,

particularly for wear rings, where erosion can increase
E10.17 X X
clearances and internal leakage from high pressure to low
pressure side with resultant reduction in efficiency.
Appendix E Page 143

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Ensure pump system design avoids operation outside
preferred operating range, considering both high and low
E10.18 X X
flow operation, which can over time cause wear and
reduction in efficiency.
Consider the use of low shear pumps for oily water or 3

E10.19 phase effluent to prevent emulsification for downstream X X
phase separation duties.
Appendix E Page 144

Check List E11 – Heat Exchange
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric Actual heat transfer / maximum possible heat transfer kW/kW
Consider multi-stream heat exchangers to combine duties

E11.1 get close to ideal heat integration and where not possible, X X
consider splitting streams to improve integration.
Optimise temperature approach on interchangers to

reduce external energy requirements.
E11.2 X X
Consider heat exchanger type to allow small temperature
driving forces / temperature approaches.

E11.3 for heat integration and intermediate condensers to reduce X X
refrigeration requirements at the lowest temperature levels.
Manipulate pressure to reduce temperature driving forces

E11.4 X X
and to maximise opportunity for heat integration.

optimise the heat exchange system. Review enthalpy
E11.5 X X
temperature curves and maintain small temperature driving
forces as far as practical.
Consider splitting streams to enable increased integration

E11.6 i.e. into different pressures levels to allow better heat X X
integration.
Use enthalpy temperature curves to assess areas for

E11.7 X X
improvement in identifying large temperature approaches.
Implement maintenance / operational regime for monitoring

E11.8 of heat exchanger performance for possible fouling or X X X
freezing.
Appendix E Page 145

Check List E12 – Cooling
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Air cooler temperature approach (Tout –Tambient)
Energy Metric
Actual heat transfer / maximum possible heat transfer kW/kW
Target direct cooling as indirect cooling via a closed loop

E12.1 cooling medium increases temperature approach and X X X
introduces inefficiencies.
Evaluate use of air cooling vs. other cooling media such as

sea water, considering impact of variations in ambient and
E12.2 X X
sea water temperature and impact on process energy
requirements.
Consider ability to provide chilled water using absorption

E12.3 X X
refrigeration driven by waste heat.
Cooling system performance should be optimised for

annual temperature range of the coolant. For wet cooling,
E12.4 X X
the wet bulb temperature will affect the size of the cooling
system and its power requirements.
Consider layout and design for air-cooled systems to avoid

E12.5 X X X
cross circuiting and drawing hot air from other sources.
Consider the use of water spray for evaporative cooling

E12.6 (e.g. in a hybrid closed circuit cooling tower) to improve X X X
temperature approach.
Avoid excessive cooling if this is not demanded by process

E12.7 X X
/ specifications.
Select optimal design air temperature and temperature

E12.8 approach for process cooling to avoid excessive air-cooler X X
bundle and fan sizing.
Appendix E Page 146

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric
Review means of controlling air flow for air cooler outlet

temperature control for full operating range (process
requirements and range of ambient temperature) and
incorporate power saving measures such as staging,
variable speed drives, two speed motors, or variable pitch
E12.9 for on some or all fans. X X
Where process temperature control is not critical, fan
staging or two speed motors may be considered. Where
process temperature control is more critical, variable speed
drives and/or fan pitch control may be more appropriate as
an alternative to / to supplement process bypass control.
Consider fan power requirements in optimisation of air

E12.10 cooler design, considering number of tube rows, air X X
temperature rise, etc. on air flow and pressure drop.
Design air cooler bundles to enable cleaning and maintain

E12.11 X X X
in clean condition to reduce impact of fouling.
Consider any power, make up or side treatment

E12.12 X X X
requirements associated with cooling water systems.
Appendix E Page 147

Check List E13 – Heating
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Boiler heat rate, MJ/tonne of steam
Boiler blow down rate, kg/h
Energy Metric
Heating medium flow, kg/h / kW
Actual heat transfer / maximum possible heat transfer, kW/kW
See Section D18 for considerations regarding Steam Systems
Consider type of heating medium, e.g. hot water, hot oil,

steam, etc. as appropriate to process requirements and
E13.1 X X X
considering ability to integrate with other facilities for
increased efficiency.
Use lowest grade heat source possible for reboil heat

E13.2 X X
duties and where possible integrate with process cooling.
Review impact of heat loss on overall energy

E13.3 deterioration in performance over time, resistance to X X X
assess required insulation thickness to limit heat loss.
Refer to Section E16
Review energy efficiency of fired heaters and boilers and
target best practices to maximise efficiency and provisions
E13.4 X X
at design stage for online monitoring of efficiency of boilers
and heaters.
Consider combustion air pre heating utilising waste heat

E13.5 X X
and ensure control system minimises excess air.
Consider turndown control requirements for fired

E13.6 X X
equipment to avoid excessive heat input and trim coolers.
Appendix E Page 148

Check List E14 – Heat Recovery
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
% of heat recovered, MW/MW*
Energy Metric
* Maximum based on cooling to ambient conditions
Consider heat recovery at site wide level where plant heat

demand cannot be met from waste heat within plant.
E14.1 X X X
Review sources of surplus heat – hot flue gas, hot
product/waste streams and match with possible users.
Evaluate pressure losses associated with heat recovery on

E14.2 gas turbine exhaust streams and optimise vs. impact on X X
turbine efficiency / power losses.
Evaluate potential for direct process heating against waste

E14.3 heat to avoid the losses inherent in a circulating heating X X
medium or steam system.
Where gas turbine drives are proposed, consider

maximising recovery of waste heat with surplus above
E14.4 process requirements used for absorption refrigeration X X
system for refrigeration, steam turbine or organic Rankine
cycle for power generation, or use in other plants.
Consider direct heat recovery and use of low quality heat

E14.5 X X
for pre heating combustion air.
Minimise hot and cold utility requirements within process

E14.6 using a heat pump system (compression power) to allow X X
matching of condensing and boiling duties.
Appendix E Page 149

Check List E15 – Drives
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Gas turbine heat rate, MJ/kWh
Gas turbine thermal efficiency, kW/kW (%)
Energy Metric
Motor efficiency, %
Gear losses, %
Consider optimum driver selection with energy efficiency
as one of the key selection criteria. Electric motors with
power supplied from an efficient power generation source
E15.1 will typically be more efficient than gas turbine or gas X X X
engine mechanical drives, but project specific issues, such
as the ability to efficiently use waste heat may influence
selection.
Consider the full range of operating conditions and power

E15.2 consumption, and configuration / number of trains to match X X X
process requirements with efficient drive solutions.
Consider the specification and use of efficient couplings,

E15.3 X X
gear box etc.
Gas Turbines
Consider use of more efficient aero-derivative turbines

E15.4 X X X
rather than heavy duty industrial frame types.
Consider impact of dual fuel or low emissions technology

E15.5 on gas turbine efficiency and compliance with regulatory X X X
limits with respect to emission.
Consider the impact of ambient temperature on gas turbine

drives and impact on production over use of electric drives.
E15.6 X X X
Consider use of inlet air chilling to maximise power output
from a given driver and to increase thermal efficiency.
Appendix E Page 150

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider capability for gas turbine to consume lower
quality fuel gas or liquid fuel where this provides a suitable
E15-7 X X X
outlet for such streams to avoid additional energy intensive
processing.
Electric Motors
Consider specification of high efficiency motors. Revamp

projects should consider motor replacement with high
E15.8 X X X
efficiency type as an alternative to rewinding existing
motors.
Review operating efficiency of oversized motors and where

E15.9 this is significantly lower than a replacement high efficiency X X
motor, consider replacement.
Where variable speed drives are proposed, consider

electrical losses and potential to bypass when operating at
E15.10 X X
maximum speed. Consider lifecycle benefit including for
variable speed drive inefficiencies.
Steam Turbines
Consider benefits of more efficient multi stage steam

E15.11 X X X
turbines over single stage units.
Consider operating range of driven equipment and load

E15.12 requirements over time in selecting machine and assess X X X
impact on turbine efficiency.
Consider upstream steam supply ability to maintain optimal

E15.3 steam conditions to turbine to maintain optimal operating X X
efficiency.
Appendix E Page 151

Check List E16 – Piping
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric Pressure drop, bar per km
Consider layout and piping design to minimise pipe runs

E16.1 X X
and pressure losses.

gain. See Figure E1 and Table E1 below.
Review criteria for economic line sizing and pressure

E16.3 X X
balance based on review of project specifics.
Consider impact of material of construction and pipe

construction (retention of weld backing rings etc.) on
E16.4 X X
pressure losses, particularly considering potential for
internal corrosion.
Consider appropriate specification and maintenance of

E16.5 X X X
valve seals / packing to minimise fugitive emissions.
Consider specification of tight shutoff valves especially for

E16.6 X X X
any valves routed direct to atmosphere / flare system.
Appendix E Page 152

Figure E1 – Thermal Conductivity vs. Temperature for Insulation Media
0.06
Polyimide
Foamglas
0.05
Rockwool
Glass fibre
0.04
Conductivity (W/mK)
Polyolefin Polyisocyanurate
Elastomeric
Polyurethane
0.03 PVC
Perlite
Phenolic
Polystyrene
0.02
Aerogel
0.01
0.00
-200 -150 -100 -50 0 50 100
Temperature (ºC)
Table E1 - Summary of Thermal and Mechanical Properties of Insulation Media

Service Compressive
Vapour
temperature (ºC) Density strength
Insulation permeability
(kg/m3) (psi at %
Min Max (perm in)
deformation)
Perlite -180 650 30-200 80 -
Rockwool -196 1000 40 to 192 10 (10%) 40 - 100
Glass fibre -196 540 24 - 96 3 (5%) 40 - 110
Cellular glass -286 482 98-160 100-230 0.005
Polyurethane -183 100 30-80 15-115 (5%) 2-4
Polyisocyanurate -183 200 32-96 16-125 (10%) 2-4
Aerogel -270 90 70-176 15 (10%) 0
Polystyrene -183 75 11-70 5-35 (10%) 0.5 - 5
PVC -200 70 38-250 85-100 0.2
Phenolic -183 120 37-60 15-29 (13%) 0.1 - 4
Polyimide -200 300 5-8 0.4 (25%) Not available
Polyolefin -100 93 30-40 Not available 0.05
Elastomeric -196 125 40-104 23-54 0.03-0.10
Appendix E Page 153

Check List E17 – Flare & Vent
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric Greenhouse gas release – tonne per annum CO2 equivalent
Consider alternatives to fuel gas for flare or vent header

E17.1 X X
purging, such as nitrogen or a lesser quality gas.

E17.2 recover continuous / maintenance flows to flare header with X X
recompression to fuel gas system or return to process.

E17.3 gas streams with low heating values, with waste heat X X X

E17.4 X X
Consider routing low pressure gases such as blanketing

E17.5 gases for recovery, either to fuel gas or process, rather X X
than to flare.
Consider use of electronic ignition devices and/or energy

E17.6 X X
efficient flare pilots to minimise pilot gas consumption.
Consider use of flare seals (liquid, baffle or diffusion type

seals) to reduce purge gas rates. Flare seal selection may
E17.7 vary depending on flare supplier and as the seals add X X
pressure drop to the overall system, selection of the seal is
an integral part of system design and sizing.
Consider the possibility of continuous purging for flare stack

E17.8 X X
only and intermittent batch purging for units/flare headers.
Appendix E Page 154

Check List E18 – Instrumentation & Control
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric No specific energy metrics are proposed for this system.
Identify control valves where pressure drop is critical to

energy consumption and optimise pressure drop across
E18.1 X X
valves considering overall pressure balance and control
requirements.
Identify flow meters where pressure drop is critical to
energy consumption, and minimise pressure drop
E18.2 X X
particularly through use of non intrusive measurement
devices.
Consider opportunities for application of mixed integer

E18.3 linear program control – e.g. for compressor systems, X X
steam systems, etc.
Consider control based on online analysis – e.g. air to fuel

E18.4 ratio for optimum combustion and efficiency, column reboil X X
load based on product quality.
Implement control strategies for improved process stability

E18.5 to minimise operation away from equipment or process X X
best efficiency point.
Consider measurement and trending of key energy

E18.6 X X X
parameters to allow continual benchmarking and analysis.
Design for containment and minimisation of flaring with

E18.7 X X X
instrumented systems.
Include metering on main fuel gas consumers. Consider

E18.8 X X X
also for other fuel consumers such as diesel users.
Appendix E Page 155

Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider control scheme modifications to avoid root
E18.9 X
causes of abnormal / inefficient operation.
Appendix E Page 156

Check List E19 – Electrical Equipment
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Power factor
Energy Metric
Electrical equipment losses, kW/kW (%)
Use of power factor correction equipment / capacitors to

E19.1 X X X
reduce power losses.
Consider use of high efficiency motors to reduce electrical

E19.2 X X
losses.
Consider use of high efficiency transformers to reduce

E19.3 X X
electrical losses.

E19.4 X X
Consider use of high efficiency lighting to reduce energy

E19.5 X X
requirements.

E19.6 this is significantly lower than a replacement high efficiency X
Appendix E Page 157

Check List E20 – Heating, Ventilation and Air Conditioning
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Refrigeration system coefficient of performance
Energy Metric
Energy efficiency minimum requirements to be included in

E20.1 X X
specification of HVAC system.
Consider optimal filter selection based on site conditions

E20.2 and use of low pressure drop HVAC filters to minimise X X X
compressor / fan duties.
Optimise building design to reduce HVAC requirements,

E20.3 e.g. considering insulation, automatic closing doors, X X
occupancy sensors, etc.
Consider use of high efficiency fans and motors and

E20.4 X X X
variable speed drives where economical.
Consider opportunities for use of surplus energy available

E20.5 from process for heating or cooling, including use of X X
absorption refrigeration systems based using waste heat.
Ensure suitable maintenance regime for filters &

E20.6 condensers to maximise thermal performance / minimise X X
fouling and pressure drop.
Appendix E Page 158

Check List E21 – Fired Heaters
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric Thermal efficiency %
Consider recovering heat from hot flue gas for preheating

combustion air, fuel gas or boiler feed water or to increase
E21.1 overall energy efficiency. X X X
If there is sufficient waste heat then consider steam
generation or steam superheating.
Consider design aspects which increase overall efficiency

E21.2 X X X
i.e. convection sections, finned tubes,
Consider any fuel gas variations which may impact heater

E21.3 X X X
efficiency and take into account in the design.
Consider turndown requirements and ensure burner is

E21.4 X X
designed for full range of operation.
Minimise heat losses from fire heater and piping system by

E21.5 X X
optimal insulation selection and design.
For steam generation consider reducing blowdown

E21.6 requirements or recovering hest from a continuous X X
blowdown.
Consider stack CO or O2 monitoring for incomplete

E21.7 X X
combustion and control to optimise fuel usage.
Develop maintenance regime and fouling management to

E21.8 X X X
maintain effective heat transfer and efficiency.
Appendix E Page 159

Page 1 of 16
PEO Pre-FEED Workshop Procedure
Project Energy Optimisation (PEO)

Pre-FEED Workshop Procedures
Attachment 1
O 29/07/2011 M/s COSTAIN FE SVP(P) ISSUED FOR IMPLEMENTATION
Rev Date Prepared By Checked By Approved By Status
Document Revision
Page 1 of 16
Page 2 of 16
CONTENTS:
Page No.
TERMS AND DEFINITIONS
1.0 INTRODUCTION 4
1.1 Purpose 4
2.0 PRE-FEED STAGE 1 (SCREENING) BRAINSTORMING WORKSHOP 4
2.1 Brainstorming Workshop Attendees 4
2.2 Energy Focus & Procedure in Brainstorming Workshop 4
2.3 Brainstorming Workshop Reporting and Action Recording 5
2.4 Pre-FEED Stage 1 Brainstorming Workshop Guidewords 6
3.0 PRE-FEED STAGE 2 (CONCEPT) 7
3.1 Pre-FEED Stage 2 Energy Review Workshop ERW-2 7
3.2 Energy Review Workshop ERW-2 Proposed Attendees 8
3.3 ERW-2 Review Procedure 9
3.4 ERW-2 Reporting and Action Recording 9
3.5 Workshop Facilitator Competencies 10
3.6 Pre-FEED Stage 2 Flow Charts 11
3.7 Guidewords for ERW-2 in Pre-FEED Stage 2 (Concept) 13
Page 2 of 16
Page 3 of 16

Term Definition
CO2 Carbon Dioxide
ER Energy Report
GT Gas Turbine
JT Joule-Thomson
Page 3 of 16
Page 4 of 16
1.0 INTRODUCTION
1.1 Purpose
The purpose of this document is to define procedures for Energy Review Workshops in the
project pre-FEED stage, as required by the Project Energy Optimisation (PEO) Framework.
It includes supplementary procedures for consideration of energy aspects in the Pre-FEED

Stage 1 Brainstorming Workshop, the main purpose of which is to identify and screen
project/development options. Where the PEO framework is to be applied, this procedure will
ensure appropriate focus on energy optimisation within the Brainstorming Workshop.
This procedure should be read in conjunction with the PEO Framework document, which
provides further guidance on the overall PEO process and objectives.
2.0 PRE-FEED STAGE 1 (SCREENING) BRAINSTORMING WORKSHOP

This procedure provides focus on Energy Optimisation within the Pre-FEED Stage 1
Brainstorming Workshop, where the PEO Framework is to be applied.
The Brainstorming Workshop will be carried out based on Company practice and procedures
and supplemented with the requirements of this procedure.
2.1 Brainstorming Workshop Attendees

The Brainstorming review team shall comprise suitably qualified and experienced personnel,
with composition dependent on the scope, size and complexity of the project.
Required attendees will be agreed with the workshop facilitator prior to the meeting.
Additional attendance is detailed below to handle PEO aspects and requirements.
Pre-FEED Stage 1 Brainstorming Workshop – PEO Attendees
Process Engineer / Energy /

Company Required
HSE Specialist
Pre-FEED Consultant / External Required
Specialist

Notes
1) Where Licensors are to be evaluated / selected at this stage, energy efficiency shall
be a consideration in assessment of technologies. Appropriate evaluation criteria shall
be provided to potential Licensors to enable optimal solutions to be proposed
2.2 Energy Focus & Procedure in Brainstorming Workshop

The guidewords listed in Section 2.4 of this procedure should be used to prompt
consideration of energy aspects in option identification and screening during the
Brainstorming Workshop. The guidewords will be used primarily to prompt the Energy
Specialist, as the workshop must identify and screen options against various criteria.
Page 4 of 16
Page 5 of 16
The Energy Specialist shall propose and record all relevant guidewords, with any that do not
apply being recorded as Not Applicable.
It is the responsibility of the workshop facilitator / chair to ensure that the workshop pays
appropriate attention to energy optimisation, avoiding excessive influence or inadequate
consideration. The significance of energy optimisation to option identification and screening
will be dependent on the project scope.
2.3 Brainstorming Workshop Reporting and Action Recording

The Energy Specialist participating in the brainstorm workshop shall maintain a record of the
Brainstorming workshop discussions with respect to energy optimisation, and provide a
narrative for input to the Brainstorm workshop report and record the outcome of discussion
on specific studies required to support option selection.
The report shall detail any actions and further work in Pre-FEED stage 2. This record will
feed into the Pre-FEED Stage 1 Energy Report ER-1.
The Brainstorm workshop should raise specific actions on the Energy Specialist to further
assess aspects of any option identified as having potential for optimisation to the extent that
this may affect project economics and option selection or where there is insufficient definition
and data to make a conclusion.
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2.4 Pre-FEED Stage 1 Brainstorming Workshop Guidewords

Guidewords for Considering Energy Aspects in Pre-FEED Stage 1 (Screening)
OPTION SCREENING – GUIDEWORDS
A) Process 1) Function 4) Integration

2) Technology 5) Capacity
3) Sequence 6) Range
B) Sources 1) Energy 4) Utilities
2) Heat 5) Internal
3) Power 6) External
C) Sinks 1) Carbon Dioxide
2) Cooling
D) Centralisation 1) Import
2) Supply
3) Sharing
E) Recovery 1) Heat 4) Power
2) Cold 5) Waste
3) Hydrocarbon 6) Performance
F) Integration 1) Process 4) Future
2) Heat 5) Location
3) Facility
G) Losses 1) Heat 4) Hydrocarbons
2) Electrical 5) Recycle
3) Pressure 6) Flare
H) Technologies 1) New
2) Alternative
3) Transfer
I) Equipment 1) Function 4) Capacity
2) Technology 5) Efficiency
3) Special
J) Control 1) Monitoring 4) Turndown
2) Advanced
3) Analysis
K) Experience 1) Company
2) Industry
3) Supplier
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3.0 PRE-FEED STAGE 2 (CONCEPT)
3.1 Pre-FEED Stage 2 Energy Review Workshop ERW-2

The purpose of ERW-2 is to review and challenge the energy efficiency of the proposed
process concept and review and rank potential options for energy optimisation as the level of
definition is increased. The basis for this will be the information developed in the Energy
Optimisation Study EOS-2 and as part of the review process, existing assumptions and
conclusions will be challenged in a structured review process.
The input data that will be provided from EOS-2 will include the following:
- Summary of main energy users in the form of an energy balance / map
- CAPEX, OPEX estimates for energy optimisation measures
- Project description
- Block diagram and preliminary PFD
- Key licensor information (if applicable)
ERW-2 shall be held towards the middle of Pre-FEED Stage 2, at a time recommended by
the Energy Specialist, once suitable concept definition is available through preliminary PFDs
(following incorporation of Company’s comments) and the EOS-2 has developed a list of
potential optimisation measures and collated information on energy requirements, order of
magnitude costs, etc. Timing should allow sufficient time for the follow up of any significant
actions that affect concept design or the +/- 30% cost estimate and for compilation of Energy
Report ER-2.
ERW-2 shall be led by a workshop facilitator / chair from the Pre-FEED Consultant’s team or
alternatively from an external third party, in either case meeting the specific competencies
set out in Section 3.5. A secretary should be appointed responsible for maintaining a record
of the session and actions, although for small projects the workshop facilitator may
additionally fulfil this role.
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Page 8 of 16
3.2 Energy Review Workshop ERW-2 Proposed Attendees

The ERW-2 review team shall comprise suitably qualified and experienced personnel, with
composition dependent on the scope, size and complexity of the project. Required attendees
will be agreed with the workshop facilitator prior to the meeting. Proposed attendees are
detailed below.
Proposed Pre-FEED Stage 2 ERW-2 Attendees
Workshop Facilitator/ Chair Pre-FEED Consultant (Note 4,5) Required
Secretary Pre-FEED Consultant Required (Note 1)
Project Engineer Pre-FEED Consultant Required

Pre-FEED Consultant Required
Specialist
Design HSE Engineer Pre-FEED Consultant Required
Mechanical Engineer Pre-FEED Consultant Optional (Note 2)
Electrical Engineer Pre-FEED Consultant Optional (Note 2)

Pre-FEED Consultant Optional (Note 2)
Engineer

Company Required
/HSE Specialist
Notes
1) Dependent on project size / scope of workshop.
2) Mechanical, electrical or instrumentation and control discipline engineers will not
necessarily participate full time in this workshop, but depending on the project scope
should be available.
3) It is not expected that licensors participate in this workshop. Suitable input information
should be available to the team prior to the workshop.
4) External third party acceptable if appropriate facilitator is not available from Pre-FEED
5) Refer to Section 3.5 for Workshop Facilitator Competencies
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Page 9 of 16
3.3 ERW-2 Review Procedure

The workshop shall follow the flow scheme detailed in Section 3.6 and guidance set out in
Section 3.7 based on similar principles to HAZID. It is the responsibility of the workshop
facilitator / chair to ensure this is appropriate to the project under review.
The workshop facilitator shall mark up a set of block diagrams / preliminary PFDs to record
the systems reviewed and should sign the set of drawings after completion.
The review shall progress through a ‘system by system’ analysis of the process, with any
actions being recorded.
All guidewords will be reviewed and any which do not apply shall be recorded as Not
Applicable.
Each system shall be subjected to questions formulated around the Primary, Secondary and
Prompt guidewords provided in Section 3.7. The guidewords are posed to test the energy
efficiency aspect of each part and explore conceivable alternatives.
This approach will produce a number of opportunities, each of which shall be considered to
highlight the consequences. Some of the opportunities may be unrealistic or the energy
efficiency saving trivial, and no need for further consideration is required. Refer to Project
Energy Optimisation (PEO) Framework document Section 4 for additional details.
3.4 ERW-2 Reporting and Action Recording

The workshop record shall be prepared and maintained by the Energy Specialist and will
feed into the Pre-FEED Stage 2 Energy Report ER-2.
It is only necessary to raise specific actions if it is considered by the review team that the
current design does not address the identified energy efficiency potential or that there is
insufficient definition to form a conclusion. In which case, an action shall be assigned to
either obtain further definition, revision of the project scope or perform design studies outside
the energy efficiency workshop.
The results shall be recorded in a tabular format, under specific headings of the System,
Primary guideword, Secondary guideword, Prompt and Opportunity.
Actions raised in ERW-2 should be agreed and assigned an owner in the workshop meeting.
The close out shall be tracked by the project Energy Specialist, with a full list of actions,
owners and details of measures taken to close these points included in Pre-FEED Stage 2
Energy Report ER-2. The report shall detail any actions and further work to be carried
forward to FEED.
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Page 10 of 16
3.5 Workshop Facilitator Competencies




or ENVID studies
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3.6 Pre-FEED Stage 2 Flow Charts

Overall Energy Optimisation Process for Pre-FEED Stage 2 (Concept)
2.1
Undertake desktop energy

optimisation study
2.2
Identify and rank energy

2.3
Preliminary
Block Diagrams Energy Balance
Collate pre-requisite information for PFDs
review workshop ERW-2
Identified
Economic Data
Emissions
2.4

ERW-2 to review at a block
diagram / PFD level
2.5
Conclude desktop study,

quantifying benefits, estimating
costs etc. as necessary
2.6
Identify and close out activities

required in concept phase
2.7
Develop justification that concept

design represents best available
technique
2.8

optimisation plan for
FEED phase
2.9
Prepare concept phase

energy report
ER-2
2.10
Incorporate ER-2 actions into

FEED Statement of Requirements
Process for Energy Review Workshop ERW-2 in Pre-FEED Stage 2 (Concept)
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2.3
2.4 – Hold energy review

2.4.1 Project Preliminary
workshop ERW-2 to Description
Block Diagram
PFDs
review at a block Independent chair to review pre-
requisite information and confirm
diagram / PFD level adequate basis for review
CAPEX Energy
OPEX Estimate
2.4.2
Define & agree process blocks /

nodes to be considered in each
cycle of guide words
2.4.3
Select Block
2.4.4
2.4.5
2.4.6

2.4.7 2.4.8
No
2.4.9
All Blocks &
No Guidewords Agree action and assign owner
Considered? (Note 1)
Notes
Yes
1) Actions need not at this
stage be prescriptive. For
example, the action may be 2.4.10
to “Consider” or “Evaluate” Produce ERW-2 Minutes of
a particular aspect in Meeting / Report for inclusion in
completing the Energy Energy Report ER-2
Optimisation Study.
2.5
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3.7 Guidewords for ERW-2 in Pre-FEED Stage 2 (Concept)

1)
Profile • Impact of product recoveries and specifications
• Changes to plant energy balance – heat and power
• Cogeneration of heat and power
• Sources of heat and refrigeration
2) Integration • Use of multi-stream exchangers
• Opportunities for cross-facility integration / centralisation
• Use or expansion of existing facilities
• Fuel type and raw materials supply and makeup
requirements
3) Consumption • Stand-alone vs. centralised supply

• Fuel gas and power balance
A) HEAT
• Distillation system optimisation

• Heating medium and temperature levels – hot oil, hot water,
steam
• Direct heating – fired, electric
4) Type • Process streams – integration

• Process cooling – air coolers, open or closed loop water
• Refrigeration cycles – fluid, stages
• Waste heat from flue gases or process streams
• Opportunities from common approach across projects /
facility
5) Synergy
• Project scope, considering benefits to other facilities
• Future projects
• Operability
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Page 14 of 16

1) Profile
• Seasonal variation
• Driven machinery configuration and number of trains
2) Capacity • Tolerances and design margins
• Centralised vs. distributed supply
• Import power vs. onsite generation
• Electrical losses
3) Consumption
• High efficiency rotating equipment
B) POWER
• Energy efficient motors

• Optimisation of compression stages and inter-cooling
• Configuration of power generation – number of trains,
sparing
• Power generation type – industrial gas turbine,
4) Generation aero-derivative gas turbine, engine
• Measures for power generation capacity / efficiency increase
– e.g. inlet air chilling
• Power recovery from pressure reduction of gas or liquid
streams
5) Synergy • Centralised power generation and supply
• Operability
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1) Profile
2) Capacity • Design margins and design to capacity
• Impact of product specifications or recovery on energy
requirements
3) Recovery
• Impact of upstream and downstream systems
• Flaring avoidance
C) PROCESS
• Cross-facility, cross-plant, cross-unit.

4) Integration
• Process, waste and utility streams
• Alternative processes and impact on process performance
5) Technology
and energy efficiency
• Monitoring and control of key process parameters impacting
on efficiency
6) Control
• Avoiding instability and consequences such as compressor
recycle
• Operability
Page 15 of 16
Page 16 of 16

• Impact of design margins on actual performance
• Maximum vs. minimum rates
1) Capacity • Capacity control of pumps and compressors to maintain
efficiency over operating range
• Operating point vs. best efficiency point
• Impact of pressure losses– e.g. on pumping / compression
2) Size requirements
• Impact of location and layout
• New technologies, recent developments
• High efficiency machinery – aero-derivative gas turbines,
3) Technology
D) EQUIPMENT
high efficiency compressors

• Transfer from other industries
• Alternatives – e.g. improved internals for separators,
columns
4) Type
• Non-standard / special
• Heat exchanger type– multistream, compact, counter-current
• Common equipment
5) Synergy • Combination of duties
• Use of waste stream
• Control and monitoring within equipment packages –
6) Control visibility to operator
• Control to maintain efficiency under all modes of operation
• Operability
Page 16 of 16
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PEO FEED Workshop Procedure
Project Energy Optimisation (PEO)

FEED Workshop Procedures
Attachment 2
O 29/07/2011 M/s COSTAIN FE SVP(P) ISSUED FOR IMPLEMENTATION
Rev Date Prepared By Checked By Approved By Status
Document Revision
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CONTENTS:
Page No.
1.0 INTRODUCTION 4
2.0 FEED (DEFINE) 4

2.1 Energy Review Workshop ERW-3A 4
2.2 Energy Review Workshop ERW-3B 7
3.0 WORKSHOP FACILITATOR COMPETENCIES 10
4.0 ENERGY OPTIMISATION FLOWCHARTS FOR FEED (DEFINE) 11

4.1 Energy Optimisation Process for FEED (Define) 11
4.2 Process for Energy Review Workshop ERW-3A in FEED (Define) 11
4.3 Process for Energy Review Workshop ERW-3B in FEED (Define) 13
4.4 Guidance / Checklists for Energy Efficient Process System Design 14
4.5 Guidance / Checklists for Energy Efficient Equipment Design 64
Page 2 of 100
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Term Definition
CO2 Carbon Dioxide
ER Energy Report
GT Gas Turbine
JT Joule-Thomson
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1.0 INTRODUCTION
The purpose of this document is to define procedures for Energy Review Workshops in the
project FEED stage, as required by the Project Energy Optimisation (PEO) Framework.
This procedure should be read in conjunction with the PEO Framework document, which
provides further guidance on the overall PEO process and objectives.
2.0 FEED (DEFINE)
2.1 Energy Review Workshop ERW-3A

Energy Review Workshop ERW-3A has two main purposes:
1) To verify the implementation of actions from Pre-FEED Stage 2, including actions from
ERW-2, and to assess the impact of design development from the perspective of
energy optimisation and agree actions to provide assurance of meeting energy
optimisation objectives while managing any conflict with other project drivers
2) To assess FEED PFDs against guidance / checklists for energy efficient process
system design in Section 4.0 of this guideline (checklists completed prior to meeting by
FEED consultant). The workshop shall also consider whether changes to the process
or design basis warrants a reassessment based on techniques as per Pre-FEED Stage
2.
ERW-3A will be held following issue of the FEED PFDs, to enable any significant actions to
be followed up prior to development of the P&IDs
ERW-3A shall be led by a workshop facilitator / chair from the FEED Consultant’s team or
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2.1.2 Energy Review Workshop ERW-3A Proposed Attendees

The ERW-3A review team shall comprise suitably qualified and experienced
meeting. The workshop facilitator in consultation with the project team shall identify
any requirements for attendance of third parties such as technology specialists from
process licensors.
Proposed attendees are detailed below.
Proposed FEED ERW-3A Attendees
Workshop Facilitator/ Chair FEED Consultant (Note 3,4) Required
Secretary FEED Consultant Required

Specialist
Process Engineer

Engineer

Company Required
/HSE Specialist
Notes
1) Requirement dependent on project scope
2) Key licensors only
Consultant’s team
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2.1.3 ERW-3A Review Procedure

The workshop shall follow the flow scheme detailed in Section 4.1 / 4.2 and
guidance set out in Section 4.4 for process systems. Guidance specific to equipment
is included in Section 4.5 and referenced where appropriate in the guidance for
process systems, Section 4.4, to avoid duplication.
The checklist / considerations provided in Section 4.4 & 4.5 are intended to cover a
generic range of process / equipment and hence not all the checklist may be
relevant to specific projects. It is the responsibility of the workshop facilitator / chair
to ensure this is appropriate to the project under review.
The workshop facilitator shall mark up a set of block diagrams / preliminary PFDs to
record the systems reviewed and should sign the set of drawings after completion.
The workshop ERW-3A shall identify any open actions from previous workshops or
Energy Reports that have the potential to introduce changes to the process design
and list actions requiring prioritisation to minimise need for rework during FEED.
The review shall progress through a ‘process unit by process unit’ analysis, with any
All considerations will be reviewed and any which do not apply shall be recorded as
Not Applicable.
Each process unit shall be subjected to questions formulated around the

considerations in Section 4.4. The considerations are posed to test the energy
efficiency aspect of the system and to explore conceivable alternatives.
2.1.4 ERW-3A Reporting and Action Recording

The workshop record shall be prepared and maintained by the Energy Specialist
and will feed into the FEED Energy Report ER-3A.
Actions raised in ERW-3A should be agreed within the workshop meeting and
with a full list of actions included in Energy Report ER-3A and details of measures
taken to close these points included in Energy Report ER-3B.
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2.2 Energy Review Workshop ERW-3B

The purpose of Energy Review Workshop ERW-3B is to review the design at a detailed
equipment level based on review of P&IDs against guidance / checklists for energy efficient
equipment design in Section 4.5 of this guideline.
The review should consider equipment, piping, instrumentation & control (per guidance in
Section 4.5) with reference primarily to the P&IDs, but with consideration also to other project
documentation where appropriate, including:
- Plot plans, to determine optimality of layout

- Equipment data sheets and specifications to review specification of minimum
requirements for efficiency, operating cases etc.
- Philosophy documents, such as operating philosophy, control philosophy
The FEED consultant will be responsible for reviewing project documentation to select
appropriate information for the review and also for identification of relevant checklists
appropriate to the project.
ERW-3B will be held following formal review of the P&IDs prior to value engineering and prior
to HAZOP to minimise the potential for changes requiring further HAZOP.
ERW-3B shall be led by a workshop facilitator / chair from the FEED Consultant’s team or
Page 7 of 100
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2.2.1 Energy Review Workshop ERW-3B Proposed Attendees

The ERW-3B review team shall comprise suitably qualified and experienced
meeting. Proposed attendees are detailed below.
Proposed FEED ERW-3B Attendees
Workshop Facilitator/ Chair FEED Consultant (Note 2,3) Required
Secretary FEED Consultant Optional

Specialist
Process Engineer

Engineer

Company Required
/HSE Specialist
Technology Specialist Licensor Required

Notes
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2.2.2 ERW-3B Review Procedure

The workshop shall follow the flow scheme detailed in Section 4.1 / 4.3 and
guidance set out in Section 4.5 for process equipment.
It is not necessary to consider every individual equipment item and as a minimum,

only those items that have been deemed energy critical need be included in the
review. The list of equipment items requiring review can be added to or reduced
during the review based on review team consensus. A target of 80% of all major
energy users and all energy users with an energy requirement of > 1 MWth should
be targeted for review.
The checklist / considerations provided in Section 4.5 are intended to cover a

generic range of equipment and hence not all the checklist may be relevant to
specific projects. It is the responsibility of the workshop facilitator / chair to ensure
this is appropriate to the project under review
In addition to identifying any additional energy optimisation measures to be

considered in the specification of equipment and finalising P&IDs, the review will
provide confirmation of implementation of actions raised in from previous phases.
The review shall progress through an ‘equipment by equipment’ analysis, with any
All considerations will be reviewed and any which do not apply shall be recorded as
Not Applicable.
Each selected equipment shall be subjected to questions formulated around the

considerations in Section 4.5. The considerations are posed to test the energy
efficiency aspect of the system and to explore conceivable alternatives.
2.2.3 ERW-3A Reporting and Action Recording

and will feed into the FEED Energy Report ER-3B.
detailing any actions and further work in EPC stage. This record will feed into the
FEED Energy Report ER-3B.
Actions raised in ERW-3B should be agreed within the workshop meeting and
with a full list of actions and details of measures taken to close these points included
in energy report ER-3B.
The workshop facilitator shall mark up a set of P&IDs to record the systems
reviewed and should sign the set of drawings after completion and inclusion into the
ER-3B. The review shall progress through an ‘item by item’ analysis of the process,
with any deviations and actions being recorded.
The report shall detail any actions and further work to be undertaken in FEED or
carried forward to the EPC phase.
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3.0 WORKSHOP FACILITATOR COMPETENCIES




or ENVID studies
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4.0 ENERGY OPTIMISATION FLOWCHARTS FOR FEED (DEFINE)
4.1 Energy Optimisation Process for FEED (Define)
3.1
Follow up on actions from ER-2,

including proposed studies to be
completed in FEED phase
3.2
Equipment
PFDs H&MB Utility Schedules
Collate pre-requisite information for Schedule
review workshop ERW-3A
3.3

ERW-3A to review energy aspects
at flow sheet level
3.4
Prepare interim FEED phase

energy report
ER-3A
3.5
Manage changes impacting energy

aspects, resulting from value
engineering & design development
3.6
P&IDs Data Sheets
Collate pre-requisite information for
review workshop ERW-3B
3.7

ERW-3B to review energy aspects
at P&ID / equipment level
3.8
Follow up on ERW-3B actions in

finalisation of FEED documentation
3.9

optimisation verification plan for
EPC phase
3.10
Prepare FEED phase

energy report
ER-3B
3.11
Incorporate ER-3B requirements

into scope of work for EPC
contractor and PMC/PMTC
4.2 Process for Energy Review Workshop ERW-3A in FEED (Define)
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3.2
3.3 – Hold energy review 3.3.1 Process Energy Report Process Unit
PFDs
workshop ERW-3A to Independent chair to review pre-
Description ER-2 Checklists
review at a flow sheet requisite information and confirm
level CAPEX
OPEX Estimate
Energy
3.3.2
Define & agree process units on

PFD to be considered in each
cycle
3.3.3
Select Process Unit
3.3.4

actions taken based on ER-2
recommendations
3.3.5
Record status of actions and

studies carried over from Pre-
FEED
3.3.6
Review PFD against checklist

considerations and identify further
3.3.7 3.3.8
No
3.3.10 3.3.9
Agree whether to undertake further

Agree action and assign owners
review using high level guidewords
Use High Level

No
Guidewords?
Yes
3.3.11
3.3.12
3.3.13

3.3.14 3.3.15
No
3.3.16
All Guidewords
No
Considered? Agree action and assign owner
Yes
All process blocks

No
considered?
Yes
3.3.17
Produce ERW-3A Minutes of

Energy Report ER-3A
3.4
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4.3 Process for Energy Review Workshop ERW-3B in FEED (Define)
3.6
3.7 – Hold energy review 3.7.1 Process Energy Report

PFDs P&IDs
workshop ERW-3B to Independent chair to review pre-
Description ER-3A
review at a P&ID / requisite information and confirm
equipment level CAPEX
OPEX Estimate
Equipment Data Heat & Mass
Estimate Sheets Balances
3.7.2
Define & agree equipment to be Energy Critical Completed

considered based on energy Item List Equipment Utility Schedules
critical item list Checklists
3.7.3
Select Equipment Item and

associated P&ID
3.7.4

actions taken based on ER-3A
recommendations
3.7.5
Record status of actions
3.7.6
Review equipment data sheet and

P&ID vs. checklist to identify
further optimisation opportunities
3.7.7 3.7.8
No
3.7.9
All equipment items
No
considered? Agree action and assign owners
Yes
3.7.10
Produce ERW-3B Minutes of

Energy Report ER-3B
3.8
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4.4 Guidance / Checklists for Energy Efficient Process System Design
Inlet systems / two and three phase

D1
separation
D2 Gas treating
D3 Gas dehydration
D4 Gas compression
D5 Sub-ambient gas processing
D6 Natural gas liquids fractionation
D7 Condensate stabilisation
D8 Natural gas liquids treating
Produced water handling & sour water

D9
stripping
D10 Acid gas handling
D11 Sulphur production
D12 Liquid storage
D13 Pipelines
Gasification, Liquefaction and Refining Installations

D14 Flares, vents, burn pits and incineration
(EPR 1.02) Section 2.5.
D15 Power generation
D16 Compressed air
D17 Inert gas generation

D18 Steam systems
D19 Heating medium systems
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Integrated Pollution Prevention and Control (IPPC),
Reference Document on the application of Best
D20 Cooling medium systems
Available Techniques to Industrial Cooling Systems
December 2001.
D21 Fuel gas systems
D22 Reactor systems
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Check List D1 – Inlet Systems / Two and Three Phase Separation
Scope
Key Energy Demands
Power Mainly impact on downstream energy requirements
Heat Where required to aid liquid-liquid separation
Energy Metrics
No specific energy metrics are proposed for this system, although the system will be included in
overall analysis in terms of pressure balance and energy consumption, and may be identified as
energy critical.
Upstream Pipelines Arrival temperature, pressure, liquids content
Downstream Process Units Pressure, peak vs. average liquid flow
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider energy efficiency of downstream processing units

when optimising feed pressure, balancing against impact on
D1.1 X X X
timing of any future feed gas compression requirements,
impact of higher design pressure on CAPEX, etc.
Consider arrival pressure over whole of lifecycle and where
compression is required as pressure declines, consider
D1.2 X X X
impact of phasing and location of compression systems on
overall energy consumption.
Optimise inlet system liquid hold up capacity vs.
downstream liquids processing capacity. Reduced flow
variation may improve energy efficiency, for example:
- Where reduction in peak energy load gives increased
D1.3 X X
opportunity for heat integration and therefore reduced
external energy requirements
- Where the variation impacts on flash gas compression
requirements.
Consider opportunities to utilise feed gas pressure energy,

D1.4 for example through work expansion or by increasing X X
pressure to downstream facilities.
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider alternative techniques for liquid / liquid separation
and impact on energy requirements – e.g. considering
D1.5 X X
requirements for heating or power for electrostatic
coalescers.

D1.6 X X
Consider requirements to handle wax, scale, hydrate,

D1.7 asphaltene or corrosion products to avoid blockage X X X
increasing pressure drop and compression requirements.
Consider impact of liquid and solid carryover on energy

efficiency in downstream systems (e.g. gas treating,
D1.8 X X
dehydration) in determining requirements for filters / filter
coalescers.
Consider impact of pressure drop through inlet facilities on
performance of downstream units and where critical,
D1.9 X X
optimise pressure drop, particularly considering pressure
drop allowed for filters etc.
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Check List D2 – Gas Treating
Scope
Key Energy Demands
Power For solvent circulation, solvent cooling
Heat For solvent regeneration
Energy Metrics
Heat requirement GJ per tonne of acid gas removed
GJ per tonne of lean solvent
energy critical.
Acid gas processing Composition, co-absorption of heavy hydrocarbons
Acid gas compression Suction pressure
Treated gas processing Temperature, water content
Flash gas compression Pressure, flow, composition
Hot utility Heat duty, temperature level
Pre-FEED 1
Pre-FEED 2
Operation
Considerations in Design and Specification FEED
EPC
See Section E6 for absorption considerations
Consider alternative process technologies including

D2.1 hybrid processes with upstream or downstream removal X X
steps.
For removal of contaminants from low levels, consider

non-regenerable solid scavenger processes for polishing
with minimal energy requirements. . Reactor designs to
D2.2 X X
minimise pressure drop could be considered where this is
critical, e.g. considering radial flow. For fixed bed
considerations refer to Appendix E6.
For low capacity gas treating for sulphur removal, where
liquid scavenger / redox processes to remove and recover
D2.3 sulphur may be evaluated, consider both energy use and X X X
use of chemical reagents in evaluation against
alternatives, considering that such processes may
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eliminate various processing steps and have good
characteristics against requirements for some projects..
Where membranes are considered for bulk removal of

contaminants, consider the following in optimising energy
requirements:
considering impact of selectivity / permeability on
recycle compression requirements
considering requirements for pre-treatment as
D2.4 X X X
requirements may vary between technologies /
suppliers
- Multiple membrane stages and increased
membrane area as far as economical to reduce
power requirements for permeate compression,
considering impact of increased permeate pressure
and therefore compressor suction pressure on
membrane area and selectivity.
Solvent Treating (Physical or Chemical Absorption)
Evaluate alternative solvents against specific project
requirements, considering benefits of formulated and
D2.5 hybrid solvents, to minimise solvent circulation, power X X X
and heat requirements and best meet process
requirements.
the objective of reducing regeneration column reboil load.
D2.6 X X
Consider alternative heat exchanger types that make
small temperature approach economical.
Consider alternative flow sheets, potentially including
licensed processes, to address specific process
D2.7 requirements. These could include for example a split X X
stream / double loop process with lean and semi-lean
solvent feeds to contactor.
Consider power recovery on solvent pressure let down to

D2.8 X X
generate power or drive solvent circulation pump.
Remove only the amount of acid gas required and

consider selectivity of solvent and ability to slip carbon
D2.9 X X
dioxide impacting both on heat and power requirements in
the acid gas removal unit and on downstream units.
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Optimise flash drum pressure, particularly considering
D2.10 any flash gas recompression requirements and impact of X X
hydrocarbons in acid gas on downstream processes.

drop, subject to any constraints, considering impact of
D2.11 acid gas delivery pressure on downstream processes. X X
Where impact significant, include this criteria in evaluation
of solvent selection.
Assess sensitivity of contactor operating temperature on
required solvent circulation rate and the potential for
D2.12 additional cooling of feed gas or lean solvent to the X X
contactor column or inclusion of a side cooler to reduce
solvent circulation, power and heat requirements.
Maximise solvent concentration within constraints on
corrosion, including consideration of corrosion resistant
D2.13 X
materials, to reduce water recirculation, which has a very
high sensible heat requirement.
Consider range of feed gas flow and composition, and
assess potential for reduction in energy consumption
D2.14 X X
through turndown of solvent circulation, together with an
appropriate control strategy to achieve this.

D2.15 regeneration column, compensating for solvent circulation X X
and loading.


D2.17 X X

D2.18 X X X
and strategy for monitoring, avoidance and remedy.
Consider potential to modify solvent formulation to

D2.19 optimise performance in case of feed gas composition X X X
changes.
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Monitor column pressure drop etc. for evidence of
foaming in operation and seek to establish and eliminate
D2.20 X X
causes rather than inject anti-foam chemicals which can
deteriorate performance / efficiency over time.
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Check List D3 – Gas Dehydration
Key Energy Demands

For pumping (solvent based), regeneration gas compression
Power
(adsorption based), cooling.
Heat For regeneration of solvent or molecular sieve
Energy Metrics
Heat requirement GJ per tonne of water removed
Power kWh / tonne of water removed
For molecular sieve dehydration systems, considerations such as average loading of adsorbent,
cycle time and standby time during regeneration are good indicators of optimality of design from an
energy perspective.
energy critical.
Dehydrated gas Level of dehydration required
Regeneration gas Supply, spent gas routing / recycle
Hot utility Heat duty, temperature level Pre-FEED 1
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See Section E7 for adsorption considerations
Establish level of dehydration required for downstream

processing and consider all technologies that can remove
D3.1 to the required level, for example evaluating enhanced X X X
glycol vs. molecular sieve etc., evaluating energy
requirements.
Consider alternative dehydration technologies. Optimum
solution may include multiple dehydration technologies
D3.2 X X X
(e.g. bulk removal using solvent process then final
removal using adsorbent process).
Molecular Sieve
Consider combining dehydration on molecular sieve with

D3.3 other impurity removal, e.g. mercury, carbon dioxide, X X
mercaptans.
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Where molecular sieve is used for dehydration to low dew
point, consider an upstream bulk removal step to reduce
load on dehydration unit. In particular, consider gas
D3.4 chilling and bulk water knock out upstream of the X X X
molecular sieve vessels, which both reduces the feed gas
water content and increases equilibrium loading on
adsorbent.
Consider impact of number of beds (i.e. with more than

D3.5 X X
one bed on line) on regeneration heat requirements.
Optimise molecular sieve bed size / cycle time to reduce

D3.6 required regeneration heat load to heat adsorbent, vessel X X
and piping.
Review source of regeneration gas, and particularly the

potential to use a low pressure gas to avoid regeneration
D3.7 X X
gas flow being set to avoid channelling rather than by
available time for regeneration.
Consider heat exchange to recover heat from spent

D3.8 X X
regeneration gas.
Limit regeneration gas temperature to that required to

regenerate the bed to the required level. Consider
D3.9 X X
possibility of holding regeneration gas temperature initially
at lower temperature.
Consider means of heating regeneration gas (direct fired,
steam, hot oil, electric heater), and also consider multiple
D3.10 X X
sources at different temperature levels, evaluating impact
on efficiency of heat provision.

D3.12 regeneration heat requirement accounting also for X X X
installation and site maintenance requirements.
Consider ‘pulsed regeneration’ to reduce heat

D3.13 X
requirements.
Review location of heater vs. molecular sieve vessels,

D3.14 pipe routing and insulation in to minimise heat load to X X
heat the pipe.
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Consider adequate bed cooling and parallel operation on
change over to minimise temporary temperature rise,
D3.15 X X
which may impact on stability, and as a result the
efficiency, of downstream processes.

D3.16 thickness and hence the mass to be heated and cooled X X
on each cycle (where vessel is externally insulated).

D3.17 cycle time depending on feed flow, water content and X X
Consider energy efficiency in selecting regeneration

D3.18 X X
compressor.
D3.19 Solvent (TEG etc.)
Evaluate energy requirements for alternative solvents

D3.20 X X
against specific project requirements.
Optimise contactor operating conditions and design /

D3.21 number of stages, to reduce solvent circulation / X X
regeneration requirements.
Consider alternative flow sheets, including licensed

processes, to enhance dehydration performance / reduce
D3.22 X X
energy requirements, e.g. stripping gas processes, Drizo,
Cold Finger for enhanced TEG regeneration.
For large units, consider power recovery on solvent let

D3.23 X X
down.

D3.24 X X
the objective of reducing regeneration reboil load.
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Consider use of cold feed gas to provide cooling in
D3.25 X X
regeneration system.
D3.26 Consider use of variable speed pumps. X X
Evaluate reuse of flash gas within unit (e.g. stripping gas,

D3.27 X
fuel gas) or external (e.g. fuel gas).


D3.29 X X
Limit reboil temperature and stripping gas flow (where

D3.30 X X
used) to that necessary to give required solvent purity.
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Check List D4 – Gas Compression
Scope
Compressors (axial, centrifugal, reciprocating, screw), drivers (electric motor, gas turbine, steam
turbine, gas engine), suction scrubbers, after-coolers, capacity control
Key Energy Demands
Power Compressor driver, lube oil, gas cooling
Energy Metrics
Compressor Efficiency % polytropic
Driver Efficiency %
Losses Gear box, variable speed drive
Pressure drop through compression system will be included in overall pressure balance and may
be identified as energy critical, particularly suction side where suction pressure is low
Upstream processes Suction pressure, temperature
Downstream processes Discharge pressure, impact on downstream energy efficiency
Cooling system Coolant flow, temperature rise
Fuel gas Flow (for gas turbine or gas engine drive)
Electrical system Power demand (for electric motor drive and auxiliary systems)
Steam system Steam demand (for steam turbine drive)
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See Section E3 for compressor considerations

See Section E15 for drive considerations
Consider whether requirement for or size of compression

D4.1 duty can be ‘designed out’ by alternative technologies or X X
operating conditions in upstream or downstream processes.
If range of conditions is significant, consider whether

multiple or different machines could be justified to handle the
D4.2 range efficiently. Optimise number of compressor trains, to X X
avoid large compressors operating for significant time in
recycle or at poor efficiency.
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Consider whether low grade heat from compressor
D4.3 X X
discharge cooling could be used elsewhere in the process.
Where gas turbine drives are proposed, consider use of inlet

D4.4 air chilling to maximise power output from a given driver and X X
to increase thermal efficiency.
Where gas turbine drives are proposed, maximise recovery

D4.5 X X
of waste heat.
It will normally be optimal to minimise warm end temperature

difference in sub-ambient processes and deliver product gas
at a close temperature approach to incoming feed gas.
D4.6 However, where product gas is routed to a compression X X
system, and if excess refrigeration is available, consider
reducing suction temperature and hence volume to reduce
compression power requirements.

D4.7 X X
requirements.
In sub-ambient processes, consider potential to pump liquid

and vaporise at high pressure rather than vaporise at low
D4.8 pressure and compress. Where this increases load on other X X
compression systems, optimise use of pumping vs.
compression.
Avoid excessive after-cooling if this is not demanded by

D4.9 X X
process / specifications.

D4.10 etc. to avoid increasing compression ratio and power X X
Specify full range of operating scenarios to compressor
vendors, to avoid design for operation away from best
D4.11 X X
efficiency. Aim where possible to avoid requirement for
compressor recycle in normal operation.
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Consider control strategies to avoid unstable flow conditions
D4.12 to compressor, which may result in unstable / inefficient X X
operation of compressor, e.g. with recycle.
Where multi-stage compressors are specified with

intermediate feeds or draws, consider strategy to avoid any
D4.13 X X
one suction pressure dictating speed and power of the
machine, particularly if there are multiple design cases.
Consider requirements for shop testing of compressor
and/or driver against feed gas and ensuring this is
D4.14 X X
representative of real operation to increase potential for
modification to increase efficiency if necessary.
Minimise seal gas losses to process (which represent loss of
pressure energy) and flare (also representing loss of
D4.15 X X
hydrocarbons) through appropriate specification and
maintenance of dry gas seals.
Review means of controlling compressor capacity (e.g.
considering suction throttling, recycle, inlet guide vanes,
D4.16 X X
unloading valves, speed control) and propose the most
effective power saving measures.
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Check List D5 – Sub-ambient Gas Processing
Scope
Heat exchange, turbo-expanders, phase separation, low temperature distillation, pumping,
mechanical refrigeration, product gas compression
Key Energy Demands
Power Product compression, pumping, mechanical refrigeration
Heat Reboil
Energy Metrics
kWh/kg, GJ/tonne of NGL product
kW/MMSCFD of feed gas
Refrigeration systems Coefficient of performance
Power requirements relate to feed gas compression, residue gas compression, mechanical
refrigeration
Feed gas Pressure, composition (carbon dioxide, heavy hydrocarbons)
Pressure (single or multiple), requirements for compression,
Residue gas
heating value for sales gas
Liquid products Recovery, contaminants (e.g. methane, carbon dioxide)
Pre-FEED 1
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EPC
See Section E9 for fractionation considerations
See Section E14 for expander considerations
See Section E18 for instrumentation and control considerations
See Section D4/E3 for compression considerations
Separation
Avoid in general the mixing streams of dissimilar

composition, as this is a source or irreversibility and
D5.1 X X
thermodynamic losses. Consider for example multiple
feeds to distillation columns.
Avoid in general conflicting or excessive process steps
(such as cooling, heating then cooling again), as such
D5.2 X X
steps may be a source of inefficiency. Thermodynamic
analysis techniques can be used to asses losses.
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D5.3 Optimum reflux ratio will typically be closer to ‘minimum X X
the condenser load.

D5.4 performance, introduce components at an appropriate X X
point, and minimise “reverse fractionation”.
Avoid large mass transfer driving forces i.e. large differing

D5.5 compositional changes in feed streams to distillation X X
columns and the number of stage in column.
Consider column side draw where top vapour is high in

D5.6 X X
incondensable components.

for heat integration and intermediate condensers to
D5.7 X X
reduce refrigeration requirements at the lowest
temperature levels.
Separate at as high pressure as feasible and consider

D5.8 optimal column pressure vs. ability to heat integrate, e.g. X X
reboil with feed gas cooling.
Recover flash vapour from liquid pressure let down in

D5.9 X X
multiple stages

D5.10 requirements, and consider multiple feeds where streams X X
with differing compositions have been separated.
Consider manipulation of pressure or process to increase

tolerance to components with limited solubility (e.g. CO2
D5.11 X X
in demethaniser) and reduce energy requirements for
upstream removal
Only separate to the required specification and optimise

D5.12 X X X
process control to reduce energy consumption
Refrigeration
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Use available feed pressure energy to reduce external
D5.13 X X
refrigeration requirements / recover power.

D5.15 Joule Thomson valves for pressure let down of cold X X
liquids to minimise flash gas evolution and recover power.
Consider mechanical refrigeration, particularly for rich

gases and evaluate refrigerant type, number of
D5.16 X X
evaporating levels, compressor selection and use of
intermediate flash drums and / or economisers.
Consider use of mixed refrigerant as an alternative to

D5.17 X X
single component cascade.
Maximise refrigerant evaporating pressure / temperature

D5.18 and consider optimal number of evaporating pressure X X
levels to match process requirements.

liquid and vaporise at high pressure rather than vaporise
D5.19 at low pressure and compress. Where this increases load X X
on other compression systems, optimise use of pumping
vs. compression.
D5.20 Minimise let down of vapour across valves. X X
Target small warm end temperature difference rather than

D5.21 X X
cold compressor suction.
D5.22 Consider variable speed drive for pumps. X X X
Minimise pressure drops in compressor suction systems,

D5.23 X X
particularly for streams that start as evaporating liquid.
Insulation
(See Figure E1 and Table E1 in Section E16)
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D5.24 different insulation type on reduced heat gain in cold X X X
service.
Consider cold box module construction vs. conventional

D5.25 X X
solid insulation.
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Check List D6 – Natural Gas Liquids Fractionation
Scope
Distillation columns, reboilers, condensers, reflux drums and pumps, product pumps, product
coolers / heat exchangers, mechanical refrigeration
Key Energy Demands
Power Pumping, cooling, refrigeration
Heat Column reboil, feed heating
Energy Metrics
Heat requirement GJ per tonne of NGL feed
Power requirement GJ per tonne of NGL feed
Column reflux ratio
NGL supply Pressure, composition (e.g. methane, carbon dioxide)
Products to pipeline Pressure
Rundown to storage Temperature, pressure
Pre-FEED 1
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FEED
See Section E11 for heat exchange considerations EPC

Set column pressures to utilise available sources of cooling

D6.1 for reflux condenser, particularly other process streams, air X X
or water.

D6.2 requirements where condenser is sub-ambient, e.g. for X X
de-ethaniser.
Review alternative column sequences to separate C2, C3,

D6.3 C4 and C5+ fractions to assess capital cost and life cycle X X
energy consumption / operating cost.
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Consider separate pumps for reflux and product delivery
D6.5 X X
where head requirements differ significantly.
Consider power recovery on pressure let down of liquid

equipment.
Identify lowest grade heat source available for each heating

D6.8 duty and assess whether process streams (internal or X X
external) could be used.

D6.9 X X
capital cost and energy consumption / operating cost.

Optimise column feed stage to minimise utility requirements,

D6.11 and consider multiple feed positions where feed composition X X
may vary.

D6.12 X X

D6.13 compression power to match condensing and reboil duties, X X

D6.14 X X
arrangements with side rectification or stripping sections.

D6.15 X X X
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Identify any areas where pressure drop is critical to energy
D6.16 X X X
requirements and review opportunities to reduce.

D6.17 different insulation type on reduced heat loss / gain in hot / X X
cold service.

D6.18 X X X
avoid excessive energy input in generating excessively pure
products.
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Check List D7 – Condensate Stabilisation
Scope
Liquid-liquid separation, distillation columns, reboilers, condensers, reflux drums and pumps,
product pumps, product coolers / heat exchangers, flash gas / condensate overhead compression
Key Energy Demands
Power Pumping, cooling
Heat Reboil, feed heating
Energy Metrics
Heat requirement GJ per tonne of condensate feed
GJ per tonne of condensate feed
Power requirement
Flash gas compressor efficiency
Flash gas pressure / pressure balance may be energy critical.
Feed condensate Light hydrocarbon content, water content
Product rundown to storage Temperature, pressure, vapour pressure
Pre-FEED 1
Pre-FEED 2
Operation
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EPC
Consider alternative routing of condensate stabiliser
overheads, particularly to minimise recycling of components.
D7.1 X X X
Consider potential for use as fuel where this reduces
compression requirements.
Optimise heat exchange with hot condensate product to

D7.2 X X
heat column feed, or provide side reboil heat.


D7.4 X X
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Identify lowest grade heat source available to meet
condensate stabilisation heating requirements and assess
D7.5 X X
whether process streams (internal or external) could be
used.
Consider power recovery on pressure let down of liquid,

equipment.
Consider inclusion of condenser / reflux system on

condensate stabiliser overhead where advantageous in
D7.7 X X
giving cleaner split between C5+ condensate and LPG
components.

D7.8 X X
Consider final removal of aqueous phase from column side

D7.9 X X
draw, for example combined with draw for side reboil.
Evaluate range of flash gas flow and consider flash gas

D7.10 X X
compressor selection, arrangement, control, etc.

D7.11 X X

capital cost + energy consumption / operating cost. Reflux
D7.12 X X X
ratio should be closer to the minimum reflux ratio for low
temperature systems.

D7.13 performance, introduce components at an appropriate point, X X X
and minimise “reverse fractionation”.
Optimise column pressure, within constraints on reboil

temperature and seek opportunity to minimise pressure loss
D7.14 X X X
from bottom of column through to flash gas / overheads
compressor suction.
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Consider potential contaminants which may foul condensate
D7.15 stabiliser, such as salts etc. and evaluate means of X X
upstream removal.
Design to enable system cleaning – e.g. facilities for

D7.16 X X
isolation and cleaning of heat exchangers.

D7.17 vapour pressure specification and provide appropriate X X X
means for control to avoid excessive energy input.
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Check List D8 – Natural Gas Liquids Treating
Scope
Solvent treating, regenerable or non-regenerable fixed bed adsorbent, caustic treating, stripping
columns, for CO2, H2S or mercaptan removal.
Key Energy Demands
Solvent pumping, cooling, regeneration gas cooling,
Power
compression
Heat Regeneration of solvent or adsorbent
Energy Metrics
No general energy metrics are proposed, but metrics may be identified for specific technologies,
e.g. heat input for amine treating (heat requirement - GJ per tonne of acid gas removed)
Product rundown Pressure, temperature, composition
Regeneration / off gas disposal Pressure, temperature, composition
Hot utility provision Heat duty, temperature level
Pre-FEED 1
Pre-FEED 2
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EPC
See Section D3 & E7 for molecular sieve adsorption considerations
See Section D2, E8 for gas treating and solvent treating considerations
Consider options for treating individual NGL products vs.

D8.1 X X X
mixed NGL to reduce energy requirements.
Evaluate impact of NGL temperature on treating unit

D8.2 X X
performance and optimise as appropriate
Where liquid molecular sieve processes used, consider

D8.3 benefits for energy consumption of recovering liquids (by X X
draining the adsorber) prior to regeneration.
Where stripping columns used, optimise the column

operating pressure to minimise compression requirements
D8.4 X X
for column overheads whilst enabling use of sweet low-
pressure gas for stripping.
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Check List D9 – Produced Water Handling & Sour Water Stripping
Scope
Oil-water separation, storage and pumping, hydrate inhibitor regeneration, sour water treatment
Key Energy Demands
Power Pumping
Heat Hydrate inhibitor regeneration, stripper column reboiler / steam
Energy Metrics
No general energy metrics are proposed, but metrics may be identified for specific technologies
e.g. for oil-water separation or general heat requirement - GJ per tonne of acid gas removed
Hot utility Steam
Water disposal Pressure, contaminants
Downstream systems Stripped water / overheads stream from sour water strippers
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider approach to handling increasing produced water

D9.1 production over time, phasing of installation and X X
specification of equipment.
Where produced water is injected to a disposal well, seek

good characterisation of injection pressure vs. flow to
D9.2 X X X
understand basis for injection pump specification and avoid
excessive power input at low flows, e.g. in initial operation.
Optimise design of hydrate inhibitor separation /

D9.3 X X
regeneration system with respect to energy use.
Optimise design of produced water / hydrocarbon separation

D9.4 X X
system with respect to energy use.
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Sour Water Treatment
Consider overall energy use in alternative sour water

stripper configurations, such as with a reboiler, or with direct
D9.5 use of steam or sweet low pressure gas for stripping, X X
considering the impact on downstream systems such as gas
recompression, sulphur plant energy balance, etc.
Consider benefits of installation of a condenser on sour
water stripper. This reduces significantly the amount of
D9.6 X X
water being passed to downstream units and their energy
requirements but will typically increase steam consumption.
Consider heat recovery from bottoms product to preheat

D9.7 X X
feed stream and minimise steam or reboiler duty.
Depending on variation in sour water flow and composition,

consider designing upstream separator / surge vessel to
reduce variation.
D9.8 X X X
Significant changes in composition could result in poor
stripper operation, particularly in excessive use of energy
with over stripping.
Consider impact of other contaminants on energy
requirements of sour water stripping system and consider
D9.9 means of avoiding such contaminants in upstream X X X
operations, or appropriate purging of these contaminants to
minimise impact.
Implement control scheme to avoid energy input in excess

D9.10 X X X
of that required for separation.
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Check List D10 – Acid Gas Handling
Scope
Acid gas compression, dehydration, transportation and injection.
Key Energy Demands
Power Compression, cooling, dehydration
Heat Dehydration
Energy Metrics
Power requirement GJ per tonne of acid gas
Heat requirement GJ per tonne of acid gas
Generally per compression and dehydration systems.
Acid gas feed Pressure, temperature, water content
Acid gas disposal Pressure, specified water content
Regeneration gas Source and routing of spent regeneration gas
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section D3 & E7 for dehydration considerations
See Section D2 for gas treating considerations
See Section D4 & E3 for compression considerations
Consider best location for acid gas dehydration system to
minimise amount of water to be removed. Saturated water
D10.1 content of carbon dioxide goes through a minimum with X X
increasing pressure before increasing again. Consider acid
gas removal at an inter-stage pressure in compression train.
Consider alternative acid gas dehydration technologies and
evaluate energy requirements. For molecular sieve
D10.2 dehydration, consider source and disposal of regeneration X X
gas as this could have a significant impact on energy
requirements.
Consider liquefaction / pumping to final delivery pressure as

D10.3 X X
an alternative to final stages of compression.
Maximise delivery pressure of acid gas from upstream gas

treating systems, and make this a consideration in
D10.4 X X X
technology selection and process optimisation. Optimise
pressure drop in compressor suction piping system
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Where acid gas is routed to an injection well, seek good
D10.5 characterisation of injection pressure vs. flow to understand X X X
basis for acid gas disposal pressure requirement.
Review pipeline design and optimise together with

D10.6 X X X
compression system.
Evaluate different compression configurations and

technologies to minimise compression power requirements.
Acid gas compression is normally characterised by large
pressure ratios, very large initial suction volumes decreasing
D10.7 X X X
significantly in final stages. Consider integrally geared
compressors, with individual wheels each operating at
optimum speed. Consider multiple barrel compressor
casings each operating at optimal speed.
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Check List D11 – Sulphur Production
Scope
Sulphur production, tail gas treating, reactor systems
Key Energy Demands
Power Blowers, pumps
Heat Reactor inlet heaters
Energy Metrics
Sour gas feed Pressure, composition, hydrocarbon content
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section D22 for reactor considerations
Optimise heat recovery from sulphur plant, e.g. with

D11.1 multiple steam pressure levels to maximise value of heat X X
produced.
Where fuel gas is required, maximise use of low pressure

D11.2 X X
offgas streams from upstream plants.
Consider optimising sources of sour gas, for example using

D11.3 more selective solvent to reduce CO2 content in feed to X X
sulphur plant.
Consider use of enriched air / pure oxygen to maximise

D11.4 temperatures of the reaction / limit heat wasted in warming X X X
air supply.
Optimise heat exchange between warming and cooling

D11.5 X X X
stream (i.e. condensers and reactor feed heaters).
D11.6 Minimise system pressure drops / maximise feed pressure. X X X
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Use lowest grade of heat utility possible for all services,
D11.7 X X X
e.g. maximising use of LP steam.
Configure / operate control system to match air flow to the

D11.8 unit to that required for combustion / temperature control. X X X X
Consider use of oxygen analysers in combusted gas.
Ensure equipment and piping are adequately insulated or

D11.9 X X
jacketed for heat conservation.
Limit installation and control of tracing systems such that

D11.10 X X X
only equipment requiring tracing at a given time is heated.
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Check List D12 – Liquid Storage
Scope
Pressurised storage, refrigerated storage, rundown chilling, boil off gas handling, atmospheric
storage.
Key Energy Demands
Power Pumping, boil off gas compression, mechanical refrigeration
Energy Metrics
Power requirement GJ per tonne of liquid feed to storage
Boil off gas rates % per day
NGL fractionation plant Rundown conditions, pressure, temperature
Liquid product loading Pump head, heat input to tank.
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider benefits in energy use in including for mixed LPG
D12.1 X X X
storage, where there is market for this product.
Consider condensate storage tank type / blanket gas to

D12.2 X X X
minimise hydrocarbon losses.
Consider boil off gas compressor turndown range and heat

D12.3 X X
input to system when operating in recycle.
Optimise rundown conditions to storage to limit flash gas

D12.4 X X
generation.
Evaluate energy consumption of open cycle vs. closed cycle

D12.5 refrigeration system for boil off gas reliquefaction in X X
refrigerated propane or butane storage.
Optimise compressor suction line sizing on boil off gas and

D12.6 X X X
refrigerant compressors.
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider optimal tank construction and insulation, to reduce
D12.7 X X X
heat input / boil off gas generation.
Optimise refrigerant evaporating pressure level / levels to

D12.8 X X X
reduce energy consumption.
Review loading pump sizing and arrangement, and impact

D12.9 X X X
on heat input to tank / boil off gas generation when running.
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Check List D13 – Pipelines
Scope
Pipelines, pig launcher and receivers, hydrate inhibition, flow assurance
Key Energy Demands
Power Compression, pumping
Heat Avoiding solid formation (hydrates, waxes etc.)
Energy Metrics
Pressure drop bar per km
Inlet facilities Pressure, liquid rate, solids, flow regime, pigging
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Model pipeline network using appropriate tools and optimise
pipeline diameter vs. pressure losses and consideration of
operating scenarios, including turndown and ramp-up
D13.1 operations. X X
For multiphase pipelines, consider liquid management,

predicted hold up and pressure drop.
Consider optimal location and basis for pumping /
compression facilities to optimise overall energy
D13.2 X X
consumption and consider variable speed drives (gas
turbine or electric motor) to handle flow variation
Consider energy optimisation in flow assurance, considering

D13.3 avoidance of hydrate formation, waxes, provision of pigging X X X
to clear liquids and solids from the pipeline.
Consider pipeline materials and linings and their impact on

D13.4 pressure drop, particularly considering potential for black X X X
powder, CO2 corrosion, etc.
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Check List D14 – Flare, vent, burn pits and incineration.
Scope
Headers, purge system, knock out drums, stacks, liquid burners, seals, pilots, ignition system, flare
gas recovery systems.
Key Energy Demands
Power Compression (in the case of flare gas recovery), pumping
Fuel Pilots, purge gas, hydrocarbon losses to flare
Energy Metrics
Flare gas flow tonnes per day
Flare gas recovery % of total flow to flare recovered
Upstream systems Continuous, maintenance losses to flare
Atmospheric emissions Visual impact, environmental impact, odour, noise
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
D14.1 X X
recover continuous / maintenance flows to flare header

D14.2 gas streams with low heating values, with waste heat X X X

D14.3 X X
Consider options to reduce gas flaring, e.g. through use of

D14.4 high integrity instrumented protection systems rather than X X
relief valves.
Consider use of electronic flare ignition systems rather than

D14.5 X X
permanent pilot.
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Establish start up procedures and provisions to minimise
D14.6 X X
the need to flare during start-up.
Undertake dynamic simulation to demonstrate control

D14.7 system and gain insight that may result in reduced X X
requirement for flaring in operation.
Consider use of flare seals (liquid, baffle or diffusion type)

D14.8 X X
to reduce purge gas rates.
Reduce potential for fugitive emissions through leaking

D14.9 X X X
valves routed to vent / flare.
Other, Burn Pits and Incineration
Consider off site disposal / sale of liquid streams instead of

D14.10 X X
onsite disposal in liquid flares / burn pits.
Consider potential to use liquids as fuel to minimise

D14.11 X X
requirements for disposal in liquid flares / burn pits.
Consider the use of catalytic oxidation where appropriate

for incinerators as this can reduce fuel gas requirements by
D14.12 X X
achieving the same conversion efficiency but at lower
combustion temperatures.
Consider use of recuperative thermal incinerators to

D14.13 recover heat energy from the flue gas to preheat feed gas X X
to reduce fuel gas requirements.
Consider heat recovery from thermal incinerators to

D14.14 X X
provide process heat.
Page 50 of 100
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Check List D15 – Power Generation
Scope
Power generation, emergency power generation, electrical system, heat supply.
Key Energy Demands
Fuel For generation of power and heat
Energy Metrics
Thermal efficiency % efficiency
heat rate
Equivalent CO2 emissions tonne / GJ power generated
Electrical system Continuous vs. peak load
Fuel system Fuel type, fuel quality
Atmospheric emissions Environmental impact, CO, NOx, CO2, noise
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E15 for drives / gas turbine considerations
Consider overall heat and power requirements and evaluate

optimal solutions to providing each. Where there is no
D15.1 X X X
process heat requirement, consider power import or
combined cycle.
Identify lower quality fuel gas sources for power generation

D15.2 (e.g. with high inerts content) which would require energy X X
intensive processing to deliver as sales gas.
Maximise recovery of available heat from exhaust gas in

D15.3 waste heat recovery units, considering recovery of heat at X X
multiple temperature levels to maximise value.
Consider selection of high efficiency equipment such as

D15.4 aero-derivative gas turbines, combined cycle power X X
generation, etc.
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Check List D16 – Compressed Air
Scope
Instrument air and plant air compression, dehydration, buffer storage and distribution.
Key Energy Demands
Power Compression, dehydration
Energy Metrics
MJ / Nm3 air delivered
(i.e. considering all losses within air package)
Air supply Pressure, peak and continuous flow requirement
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Establish minimum instrument air pressure requirement and
consider optimising header / ring sizes and location of
D16.1 reservoirs for large ringmains with high individual users to X X
deliver peak flow while minimising impact on air compressor
discharge pressure.
Consider high efficiency compressors and high efficiency

D16.2 X X
motors to minimise electrical losses.
Implement a master control system for multiple instrument air

D16.3 compressor systems to minimise inefficient part load X X
operations.
Consider potential for recovery of low grade heat from

D16.4 compressor discharge, particularly for any non-essential X X
users.
Design for minimal compressor suction temperatures and

D16.5 X X
design air intake away from heat sources.
Consider control philosophy to minimise operating pressure

range. Consider variable speed drive to reduce load/unload
D16.6 X X
frequencies and idle time particularly for compression duties
above 100 kW.
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider use of heatless desiccant dryers which use heat of
D16.7 X X
compressed air for regeneration.
Implement maintenance regime for air filters to avoid

D16.8 X X
excessive pressure drop.
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Check List D17 – Inert Gas Generation
Scope
Nitrogen generation (air separation), buffer storage and distribution.
Key Energy Demands
Power Compression
Heat Vaporisation (liquid nitrogen)
Energy Metrics
MJ / Nm3 nitrogen delivered
(i.e. considering all losses within package)
Feed air requirement Nm3 nitrogen delivered / Nm3 air supplied
Nitrogen supply Pressure, peak and continuous flow requirement
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E7 for regeneration consideration
Consider alternatives to nitrogen for users such as for tank

D17.1 X X
blanketing.
Evaluate onsite generation vs. offsite supply, considering

D17.2 continuous and peak supply rates, considering separate X X
back up supply for peak rates.
For onsite generation of nitrogen, evaluate optimal

D17.3 technology considering pressure swing adsorption, X X
membrane and cryogenic technologies.
For cryogenic separation, design for gaseous nitrogen

D17.4 supply for normal rates, minimising more energy intensive X X
liquid nitrogen storage and vaporisation.
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Check List D18 – Steam Systems
Scope
Steam generation (boiler, heat recovery steam generator), distribution system, feed water pumping,
condensate return, condensate deaeration, boiler blow down, chemical dosing.
Key Energy Demands
Power Feed water pumps
Heat Boiler (fuel fired or waste heat)
Energy Metrics
Fuel gas requirement GJ per tonne of steam produced
Boiler thermal efficiency %
Losses Blow down rate, make up rate
Steam supply Supply pressure levels
Condensate return Return pressure and temperature
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
D18.1 Consider potential for heat recovery steam generation. X X X
Consider the use of back pressure turbines on steam let

D18.2 down where high pressure steam is let down to lower X X
pressures and recover energy.
Use of condensate recovery systems to maximise recovery

D18.3 X X
of thermal energy from condensate.
Use economiser on boiler flue gas to maximise heat

D18.4 X X
recovery
Use of sequential boiler control for sites with more than

D18.5 X X X
one boiler to manage inefficient part loads and blowdowns.
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Preheat feed water by using surplus heat, combustion air
D18.6 X X
or boiler blowdown to increase overall boiler efficiency.
Consider use of high pressure condensate to generate low

D18.7 X X
pressure steam for preheating.

D18.8 X X
Design distribution system with ability to isolate redundant

D18.9 X X X
or infrequent use headers.
Reduce heat loss in system, lines, valves and condensate

D18.10 X X X
return lines with appropriate insulation.
Design, specification and maintenance of high efficiency

D18.11 X X X
steam fittings, vents and trap, to minimise losses.
Water treatment to prevent deposit and corrosion related

D18.12 X X X
issues impacting boiler performance.
Optimise excess air flow to burners, too much excess air

D18.13 X X X
results in inefficient boiler performance
Consider range of ambient temperatures and design to

D18.14 X X
avoid impact on excess air flow requirements.
D18.15 Select boiler insulation/refractory to minimise heat losses. X X
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Develop maintenance regime, fouling and scaling
management to maintain effective heat transfer and
D18.16 X X
efficiency, considering feed water conditioning and
chemical dosing.
Ensure adequate boiler controls, with flue gas analysis etc.

D18.17 X X
to maintain combustion efficiency.
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Check List D19 – Heating Medium
Scope
Pumping, heating (fired heater, waste heat recovery), heat transfer fluid (pressurised water/glycol,
hot oil)
Key Energy Demands
Power Pumps
Heat Heaters
Energy Metrics
Overall efficiency Energy input to heat supplied (MW/MW)
Fired heater thermal efficiency %
Circulation pump power kW / MW heat supplied
Users Duty, supply temperature, temperature drop
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Use waste heat from gas turbine exhaust etc. to

D19.1 X X X
supplement heat input to heating medium system.
Evaluate use of heating medium vs. direct heating

D19.2 considering additional requirements for heating medium X X
circulation etc.
Consider optimal heating medium selection, considering

operating temperature range, heat capacity (impacting
D19.3 X X
on flow), heat transfer co-efficient (impacting on heat
exchanger sizing or flow), etc.

D19.4 X X
requirements.
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Design heating medium heater and control system to
D19.5 avoid excessive film temperatures, which would lead to X X
degradation and reduced system performance.
Consider heater design to give efficient operation over

D19.6 X X
the range of operating loads, including turndown.
Consider the use of inert gas for heating medium surge

D19.7 drum blanketing instead of fuel gas. Consider selection X X
of heating media that do not need blanketing.
Review requirements of end users and optimal supply

D19.8 and return temperature (considering heating medium X X
flow vs. heat exchanger sizing).
Assess potential for multiple heating medium loops

operating over different temperature ranges to minimise
D19.9 X X
heating medium circulation rates. Consider network
design with heating duties in series.
Minimise heat losses from system by optimal insulation

D19.10 X X X
selection and thickness.
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Check List D20 – Cooling Medium Systems
Scope
Open seawater, closed cooling water, cooling towers, chilled water.
Key Energy Demands
Power Pumps, fans, mechanical refrigeration (for chilled water)
Heat Absorption refrigeration (for chilled water)
Energy Metrics
Circulation pump power kW / MW cooling provided
Coefficient of performance For chilled water refrigeration systems
Users Duty, temperature rise, temperature approach
Seawater Supply and return temperature, temperature approach
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E5 for refrigeration considerations
Consider absorption chilling using low grade heat to

D20.1 X X X
provide chilled water
Review optimal cooling medium temperature rise,

D20.2 considering cooling medium flow vs. heat exchanger X X
sizing.
For seawater cooling, evaluate alternatives of open

seawater vs. closed cooling water system, particularly
D20.3 X X
considering the impact on achievable process cooling
temperature and consequence for energy consumption.

D20.4 requirements, particularly considering pressure drop X X
allowed for flow meters, control valves, strainers etc.
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider alternative mechanical cooling towers, type and
D20.5 position of fans, airflow, and packing and correct drift X X
eliminator design.
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Check List D21 – Fuel Gas System
Scope
Heating, dewpoint control, filtration, metering and compression
Key Energy Demands
Power Compression for high pressure users
Heat Dewpoint control
Energy Metrics
Specific energy consumption kW/MMSCFD of fuel gas
Users Demand, quality and pressure requirement
Sources Quality and available pressure
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
See Section E1 for separation considerations
See Section E2 for filtration considerations
Consider minimising processing to meet minimum fuel gas

D21.1 X X
requirements i.e. heating value, dewpoint, etc..
Consider best sources of fuel gas. Where low pressure

fuel gas is required, seek suitable using low pressure
D21.2 sources, to minimise let down from high pressure and X X
reduce requirements for recompression of low pressure
gases.
Consider appropriate heat sources for fuel gas heating

D21.3 and potential to use surplus low grade heat rather than X X
electric heaters.
Page 62 of 100
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Check List D22 – Reactor Systems
Scope
Sulphur production, tail gas treating, mercury removal, etc.
Key Energy Demands
Pressure drop e.g. across reactor bed
Heat e.g. reactor inlet heater
Energy Metrics
Feed gas Pressure, composition, hydrocarbon content
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider optimal method of heat recovery from high
temperature streams, and inefficiency introduced by
D22.1 X X
intermediary heat recovery systems (e.g. process to molten
salt to steam).
Consider catalyst selection to reduce operating

D22.2 temperatures, which may impact for example on fuel gas X X
consumption.
Consider the optimal number of reactor stages to meet the

D22.3 required specification or recovery and maximise energy X X
efficiency.
Consider the inert content of the feed and impact on

D22.4 energy requirements within the reaction process, and X X
overall energy balance.
Minimise heat losses from reactor system by optimal

D22.5 X X X
insulation selection and design.
Consider reactor geometry for optimal pressure loss (e.g.

D22.6 X X
cross section, radial flow vs. axial, etc.).
Page 63 of 100
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4.5 Guidance / Checklists for Energy Efficient Equipment Design
E1 Phase separation
E2 Filtration European Commission Reference Document on
Best Available Techniques for Energy Efficiency
2009. Section 3.11
E3 Compression
E4 Expansion
E5 Refrigeration
E6 Absorption
E7 Adsorption
E8 Solvent regeneration
E9 Fractionation
E10 Pumping European Commission Reference Document on
E11 Heat exchange
E12 Cooling Integrated Pollution Prevention and Control
(IPPC), Reference Document on the application of
BAT to Industrial Cooling Systems December 2001
E13 Heating
E14 Heat recovery European Commission Reference Document on
E15 Drives European Commission Reference Document on
E16 Piping
E17 Flare and vent
E18 Instrumentation and control
E19 Electrical equipment European Commission Reference Document on
E20 Heating, ventilation and air conditioning European Commission Reference Document on
E21 Fired heater
Page 64 of 100
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Check List E1 – Phase Separation
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Review impact of poor separation on operation and energy
requirements of downstream systems and on loss of
E1.1 products or intermediates (and the energy used in X X
generating them), as a basis for defining separation
requirements.
Where separation is energy critical, consider variation in

E1.2 separation requirements over life of plant, accounting for X X
changes in composition, process conditions and flow.
Where separation is energy critical, design for optimal

separation efficiency considering both the specification of
E1.3 X X
separator internals and ability to manipulate process
conditions (temperature etc.) to improve separation.

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Check List E2 – Filtration
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider impact of pressure loss on process energy
requirements and where critical, consider alternative solids
removal technologies or filter types to minimise pressure
E2.1 drop – e.g. cyclone type, filters with backwash facility, etc. X X X
Selection of the filter type should consider the particle size,
solids capacity, change out frequency and separation
efficiency required.
Consider implications on pressure drop in selecting parallel

E2.2 X X
vs. lead / lag filter arrangement of filters.
Consider instrumentation requirements, differential

E2.3 pressure measurement and alarms to indicate inefficient X X
operation.
For closed loop circuits, consider slipstream filtration,

E2.4 particularly in arrangements where this reduces pressure X X
loss in main process stream.
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Check List E3 – Compression
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Compressor polytropic efficiency, %
Driver efficiency, %
Energy Metric Compressor power, kW
Compressor specific power, kW/MMSCFD
Compressor recycle in normal operation, %
Consider energy efficiency / specific power consumption in

E3.1 selecting compressor type and justify selection considering X X
the operating range of capacity and conditions.

E3.2 X X
requirements.
Ensure compressor aerodynamic design is such that high

E3.3 efficiency is achieved at all normal operating points rather X X X
than focusing maximum efficiency on a single design point.

liquid and vaporise at high pressure rather than vaporise at
E3.4 low pressure and compress. Where this increases load on X X
other compression systems, optimise use of pumping vs.
compression.
E3.5 etc. to avoid increasing compression ratio and power X X
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Expander efficiency, %
Energy Metric Brake compressor / generator efficiency, %
Expander power output, kW
Joule Thomson valves to produce power or drive rotating
E4.1 X X X
equipment, particularly for pressure let down of cold liquids
to minimise flash gas evolution.
Consider the use of expanders on cold boil off gas
compressor recycle (e.g. as part of an integrally geared
E4.2 compressor) to recover power and reduce suction X X
temperature also reducing liquid requirements for de-
superheating.
Specify full range of operating scenarios to expander

E4.3 vendors to enable all scenarios to be considered in X X
establishing optimal design.
For high pressure ratios, consider multiple expander

E4.4 X
stages for maximum efficiency / energy recovery.
Minimise seal gas losses (which represent loss of product)

E4.5 through appropriate specification and maintenance of gas X X X
seals.
A turboexpander can be designed for very high efficiency

at its design point, but will exhibit reduced efficiency as
flow is increased or reduced. To maximise the efficiency
E4.6 across a range of flows, a variable flow inlet nozzle using X X
adjustable guide vanes is normally used. Ensure the
required range of flows is well defined and the required
minimum efficiency at turndown is stated.
Consider any variation in process conditions, particularly
molecular weight, in specifying expander, as changes can
E4.7 X X
impact on efficiency. Review potential phasing and re-
wheeling of expander.
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Locate expanders in the process to maximise flow through
E4.8 expander and maximise expander inlet temperature to X X
maximise work output.
Consider the use of active magnetic bearings over

E4.9 X X
conventional oil system for reduced energy usage.
Consider requirements for shop testing of machine

ensuring this is representative of real operation to increase
E4.10 X X
potential for modification to increase efficiency if
necessary.
Page 69 of 100
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Coefficient of performance
Energy Metric
Make refrigeration cycle selection (e.g. multistage, cascade,

E5.1 mixed refrigerant, expander) considering energy efficiency / X X X
specific power consumption as one of the selection criteria.
Consider the use of a mixed refrigerant where this suits the

process refrigeration requirements, to minimise temperature
E5.2 differences and reduce thermodynamic losses. X X X
Refrigerant selection to take into account any ozone
depletion potential.
Match refrigerant profiles with process requirements, with

E5.3 multiple stages where appropriate to maximise provision of X X X
refrigeration at higher evaporating temperature levels.
Use lowest temperature heat sink available to condense

E5.4 refrigerant to minimise condensing pressure and X X X
compression requirements (e.g. cooling water vs. air).
Consider opportunity to increase process operating pressure

E5.5 to allow increase refrigerant evaporating temperature / X X
pressure and reduce power requirements.
Consider specific power consumption as one of the criteria

E5.6 X X
in selecting compressor type.
Optimise use of subcoolers, intermediate flash drums and /

E5.7 or economisers to reduce refrigeration compression power X X
requirements.
Consider absorption refrigeration (e.g. using ammonia) as

E5.8 an alternative to mechanical refrigeration, particularly where X X X
a suitable source of low grade heat / waste heat is available.
Page 70 of 100
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Select heat exchangers which allow economic use of
increased heat exchanger surface area, allowing closer
temperature approach and reduced condensing pressure
E5.9 X X
and/or increased evaporating pressure. Typical examples
could be brazed aluminium plate fin, plate fin core-in-kettle,
or shell and tube type with enhanced tubes.
requirements. Set targets for insulation performance. Select
optimal insulation type (e.g. considering potential for
Consider all operating scenarios, including start up and shut
down, and where possible design to avoid requirement to
E5.11 flare refrigerant, for example where compressor must be X X
depressurised to enable compressor restart where
compressor can not start with system pressurised.
Design to minimise refrigerant losses from compressor

E5.12 X X
seals, valve stems, blow down valves, etc.
Page 71 of 100
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Check List E6 – Absorption
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric kWh / tonne of contaminant removed
Maximise absorber operating pressure within any process

E6.1 X X
constraints.
Optimise number of stages and consider benefits of

E6.2 X X
multiple feed stages with differing composition.
Consider power recovery on let down of absorber bottoms

E6.3 X X
liquid.
Consider use of low pressure drop internals, such as

E6.4 X X
structured packing.
Consider means of minimising gas entrainment with

E6.5 absorber bottoms liquid, such as inclusion of packing or a X X
plate pack.
Consider appropriate upstream filtration to avoid foaming

E6.6 X X
problems which may cause high pressure drop.
Page 72 of 100
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
GJ heat per tonne of contaminant removed
Energy Metric
kWh power per tonne of contaminant removed
Consider combining duties on molecular sieve e.g.

E7.1 X X
dehydration, mercury, carbon dioxide, mercaptans.
Evaluate alternative adsorbent types performance against

E7.2 specific project requirements and consider mixed bed if X X
appropriate.
Optimise adsorbent particle size. Smaller particle size

gives greater online pressure drop (with potential impact
on compression requirements), but reduces length of mass
transfer zone and therefore the required bed length
E7.3 X X X
(impact on regeneration heat load). Smaller particle size
may also reduce regeneration gas flow where this is
dictated by channelling considerations, for example where
high pressure regeneration gas is used.

E7.4 X X X
regeneration heat requirements.
Consider variations in regeneration gas conditions during

E7.5 the plant life and impact on regeneration flow and heating X X X
requirements and benefits of advanced control.

thickness and hence the mass to be heated and cooled on
E7.6 X X
each cycle (where vessel is externally insulated).Consider
material selection to minimise adsorber vessel thickness.

E7.7 cycle time depending on feed flow, water content and X X
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Fixed bed pressure drop and regeneration circuit pressure
E7.8 losses to be minimised especially if regeneration gas is X X
recycled to inlet.
Ensure adequate commissioning and bed dry out to

ensure optimal bed performance during operation.
E7.9 X X
Damaged adsorbent, if not replaced, can result in
continued inefficient operation and energy use.
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Check List E8 – Solvent Regeneration
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
kWh / tonne of contaminant removed
Energy Metric
Tonne of steam per tonne of contaminant removed
Consider alternative heat exchanger types that make small

E8.1 X X X
temperature approaches economical.

E8.2 regeneration column, compensating for solvent circulation X X X
and loading.
E8.3 Optimise lean-rich solvent heat exchanger approach. X X X

drop, accounting for constraints on permissible reboil
E8.4 X X X
temperature and considering impact of overhead delivery
pressure on downstream processes.

E8.5 and implement a strategy for monitoring, avoidance and X X X X
remedy.
Page 75 of 100
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Flow ratio reflux/distillate
Energy Metric
SEC Energy / component rate (or recovery)
Consider optimisation of feed conditions to reduce either

E9.1 X X
the reboiler load or condenser load.
Consider use of side heaters, reboilers, coolers or

condensers to use lower quality energy than overhead
E9.2 X X
condenser / bottom reboiler, in heat exchange with other
process streams where applicable.
Optimise column pressures to utilise available sources of

E9.3 cooling for reflux condenser, particularly other process X X
streams, air or water.

E9.4 X X
requirements where condenser is sub-ambient.

E9.5 X X
Optimum reflux ratio will typically be closer to ‘minimum
the condenser load.

E9.6 reboiler arrangements vs. forced circulation in reduced X X

E9.7 requirements, and consider multiple feed positions where X X
feed composition may vary.

E9.8 compression power to match condensing and reboil duties, X X
Page 76 of 100
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Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
arrangements with side rectification or stripping sections,
E9.9 X X
thermally coupled columns or concepts such as dividing
wall column.
Consider reflux pumping arrangement, cost-benefit

E9.10 X X X
analysis of multiple pumps, variable speed drives etc.

E9.11 deterioration in performance over time, resistance to X X
E9.12 X X X
avoid excessive energy input in generating excessively
pure products.
Investigate the use of more efficient trays or packing

E9.13 especially during revamps which can result in enhanced X X X
separation efficiency and decrease pressure drop.
Page 77 of 100
Page 78 of 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Pump efficiency, %
Energy Metric
Pump recycle, % of total flow
Consider alternative driver types (e.g. electric motor, steam

E10.1 turbine) to optimise overall energy requirements X X
considering capacity and efficiency of supply systems.
Consider new motors for efficiency improvement in revamp

E10.2 X X
projects.
Consider replacement or modification (e.g. trimming

E10.3 impeller, speed reduction) of oversized pumps in revamp X X X X
projects.
Clearly specify required range of flow and head and

E10.4 associated design margins, to ensure pump selected will X X
operate close to best efficiency point.
Consider efficiency across required operating range and

where peak flow and normal flow differ significantly
E10.5 X X
consider multiple parallel pumps to minimise recycle
operation and/or discharge throttling.
For wide operating range (and low static head), consider
pros and cons of variable speed drive (e.g. electrical or
E10.6 X X
mechanical) to reduce requirements for recycle or
throttling.
For high power consuming pumps, consider selection of

E10.7 X X
pump type based on life cycle cost analysis.
Review process parameters with pump suppliers to enable

most optimal pump selection, including available NPSH
E10.8 X X
and individual pump capacity to enable high efficiency
pump selection.
Page 78 of 100
Page 79 of 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Assess line sizing and other hydraulic considerations (e.g.
E10.9 pipe fittings, control valves, flow metering, equipment X X
pressure drops) to optimise pump energy requirements.
To achieve design pump efficiency, ensure piping system

E10.10 design avoids non-uniform flow profile at pump inlet, X X
vapour pocketing or vortex formation.
E10.11 Consider specification of high efficiency motors. X X
Consider pump configuration and control strategies to

E10.12 maintain high pump efficiency when operating multiple X X
pumps in parallel.
Consider alternative recycle options for minimum flow

E10.13 protection to optimise energy use i.e. use of control valve X X
or minimum flow recirculation valves.
Consider requirements for flow and pressure measurement

E10.14 X X
to enable monitoring and optimisation of pump operation.
Consider installation of equipment for predictive condition

E10.15 assessment such as for monitoring of vibration or motor X X
current.
Consider magnetic bearings to reduce losses due to fluid

E10.16 X X
film bearings and lube oil pumps.
Consider corrosion resistant materials or coatings,

particularly for wear rings, where erosion can increase
E10.17 X X
clearances and internal leakage from high pressure to low
pressure side with resultant reduction in efficiency.
Page 79 of 100
Page 80 of 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Ensure pump system design avoids operation outside
preferred operating range, considering both high and low
E10.18 X X
flow operation, which can over time cause wear and
reduction in efficiency.
Consider the use of low shear pumps for oily water or 3

E10.19 phase effluent to prevent emulsification for downstream X X
phase separation duties.
Page 80 of 100
Page 81 of 95
Check List E11 – Heat Exchange
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric Actual heat transfer / maximum possible heat transfer kW/kW
Consider multi-stream heat exchangers to combine duties

E11.1 get close to ideal heat integration and where not possible, X X
consider splitting streams to improve integration.
Optimise temperature approach on interchangers to

reduce external energy requirements.
E11.2 X X
Consider heat exchanger type to allow small temperature
driving forces / temperature approaches.

E11.3 for heat integration and intermediate condensers to reduce X X
refrigeration requirements at the lowest temperature levels.
Manipulate pressure to reduce temperature driving forces

E11.4 X X
and to maximise opportunity for heat integration.

optimise the heat exchange system. Review enthalpy
E11.5 X X
temperature curves and maintain small temperature driving
forces as far as practical.
Consider splitting streams to enable increased integration

E11.6 i.e. into different pressures levels to allow better heat X X
integration.
Use enthalpy temperature curves to assess areas for

E11.7 X X
improvement in identifying large temperature approaches.
Implement maintenance / operational regime for monitoring

E11.8 of heat exchanger performance for possible fouling or X X X
freezing.
Page 81 of 100
Page 82 of 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric
Target direct cooling as indirect cooling via a closed loop

E12.1 cooling medium increases temperature approach and X X X
introduces inefficiencies.
Evaluate use of air cooling vs. other cooling media such as

sea water, considering impact of variations in ambient and
E12.2 X X
sea water temperature and impact on process energy
requirements.
Consider ability to provide chilled water using absorption

E12.3 X X
refrigeration driven by waste heat.
Cooling system performance should be optimised for

annual temperature range of the coolant. For wet cooling,
E12.4 X X
the wet bulb temperature will affect the size of the cooling
system and its power requirements.
Consider layout and design for air-cooled systems to avoid

E12.5 X X X
cross circuiting and drawing hot air from other sources.
Consider the use of water spray for evaporative cooling

E12.6 (e.g. in a hybrid closed circuit cooling tower) to improve X X X
temperature approach.
Avoid excessive cooling if this is not demanded by process

E12.7 X X
/ specifications.
Select optimal design air temperature and temperature

E12.8 approach for process cooling to avoid excessive air-cooler X X
bundle and fan sizing.
Page 82 of 100
Page 83 of 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric
Review means of controlling air flow for air cooler outlet
temperature control for full operating range (process
requirements and range of ambient temperature) and
incorporate power saving measures such as staging,
variable speed drives, two speed motors, or variable pitch
E12.9 for on some or all fans. X X
Where process temperature control is not critical, fan
staging or two speed motors may be considered. Where
process temperature control is more critical, variable speed
drives and/or fan pitch control may be more appropriate as
an alternative to / to supplement process bypass control.
Consider fan power requirements in optimisation of air

E12.10 cooler design, considering number of tube rows, air X X
temperature rise, etc. on air flow and pressure drop.
Design air cooler bundles to enable cleaning and maintain

E12.11 X X X
in clean condition to reduce impact of fouling.
Consider any power, make up or side treatment

E12.12 X X X
requirements associated with cooling water systems.
Page 83 of 100
Page 84 of 95
Check List E13 – Heating
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Boiler heat rate, MJ/tonne of steam
Boiler blow down rate, kg/h
Energy Metric
Heating medium flow, kg/h / kW
Actual heat transfer / maximum possible heat transfer, kW/kW
See Section D18 for considerations regarding Steam Systems
Consider type of heating medium, e.g. hot water, hot oil,

steam, etc. as appropriate to process requirements and
E13.1 X X X
considering ability to integrate with other facilities for
increased efficiency.
Use lowest grade heat source possible for reboil heat

E13.2 X X
duties and where possible integrate with process cooling.
Review impact of heat loss on overall energy

assess required insulation thickness to limit heat loss.
Refer to Section E16
Review energy efficiency of fired heaters and boilers and
target best practices to maximise efficiency and provisions
E13.4 X X
at design stage for online monitoring of efficiency of boilers
and heaters.
Consider combustion air pre heating utilising waste heat

E13.5 X X
and ensure control system minimises excess air.
Consider turndown control requirements for fired

E13.6 X X
equipment to avoid excessive heat input and trim coolers.
Page 84 of 100
Page 85 of 95
Check List E14 – Heat Recovery
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
% of heat recovered, MW/MW*
Energy Metric
* Maximum based on cooling to ambient conditions
Consider heat recovery at site wide level where plant heat
demand cannot be met from waste heat within plant.
E14.1 X X X
Review sources of surplus heat – hot flue gas, hot
product/waste streams and match with possible users.
Evaluate pressure losses associated with heat recovery on

E14.2 gas turbine exhaust streams and optimise vs. impact on X X
turbine efficiency / power losses.
Evaluate potential for direct process heating against waste

E14.3 heat to avoid the losses inherent in a circulating heating X X
medium or steam system.
Where gas turbine drives are proposed, consider

maximising recovery of waste heat with surplus above
E14.4 process requirements used for absorption refrigeration X X
system for refrigeration, steam turbine or organic Rankine
cycle for power generation, or use in other plants.
Consider direct heat recovery and use of low quality heat

E14.5 X X
for pre heating combustion air.
Minimise hot and cold utility requirements within process

E14.6 using a heat pump system (compression power) to allow X X
matching of condensing and boiling duties.
Page 85 of 100
Page 86 of 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Gas turbine heat rate, MJ/kWh
Gas turbine thermal efficiency, kW/kW (%)
Energy Metric
Motor efficiency, %
Gear losses, %
Consider optimum driver selection with energy efficiency
as one of the key selection criteria. Electric motors with
power supplied from an efficient power generation source
E15.1 will typically be more efficient than gas turbine or gas X X X
engine mechanical drives, but project specific issues, such
as the ability to efficiently use waste heat may influence
selection.
Consider the full range of operating conditions and power

E15.2 consumption, and configuration / number of trains to match X X X
process requirements with efficient drive solutions.
Consider the specification and use of efficient couplings,

E15.3 X X
gear box etc.
Gas Turbines
Consider use of more efficient aero-derivative turbines

E15.4 X X X
rather than heavy duty industrial frame types.
Consider impact of dual fuel or low emissions technology

E15.5 on gas turbine efficiency and compliance with regulatory X X X
limits with respect to emission.
Consider the impact of ambient temperature on gas turbine

drives and impact on production over use of electric drives.
E15.6 X X X
Consider use of inlet air chilling to maximise power output
from a given driver and to increase thermal efficiency.
Page 86 of 100
Page 87 of 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider capability for gas turbine to consume lower
quality fuel gas or liquid fuel where this provides a suitable
E15-7 X X X
outlet for such streams to avoid additional energy intensive
processing.
Electric Motors
Consider specification of high efficiency motors. Revamp

projects should consider motor replacement with high
E15.8 X X X
efficiency type as an alternative to rewinding existing
motors.

E15.9 this is significantly lower than a replacement high efficiency X X

E15.10 X X
Steam Turbines
Consider benefits of more efficient multi stage steam

E15.11 X X X
turbines over single stage units.
Consider operating range of driven equipment and load

E15.12 requirements over time in selecting machine and assess X X X
impact on turbine efficiency.
Consider upstream steam supply ability to maintain optimal

E15.3 steam conditions to turbine to maintain optimal operating X X
efficiency.
Page 87 of 100
Page 88 of 95
Check List E16 – Piping
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric Pressure drop, bar per km
Consider layout and piping design to minimise pipe runs

E16.1 X X
and pressure losses.

gain. See Figure E1 and Table E1 below.
Review criteria for economic line sizing and pressure

E16.3 X X
balance based on review of project specifics.
Consider impact of material of construction and pipe

construction (retention of weld backing rings etc.) on
E16.4 X X
pressure losses, particularly considering potential for
internal corrosion.
Consider appropriate specification and maintenance of

E16.5 X X X
valve seals / packing to minimise fugitive emissions.
Consider specification of tight shutoff valves especially for

E16.6 X X X
any valves routed direct to atmosphere / flare system.
Page 88 of 100
Page 89 of 95
Figure E1 – Thermal Conductivity vs. Temperature for Insulation Media
0.06
Polyimide
Foamglas
0.05
Rockwool
Glass fibre
0.04
Conductivity (W/mK)
Polyolefin Polyisocyanurate
Elastomeric
Polyurethane
0.03 PVC
Perlite
Phenolic
Polystyrene
0.02
Aerogel
0.01
0.00
-200 -150 -100 -50 0 50 100
Temperature (ºC)
Table E1 - Summary of Thermal and Mechanical Properties of Insulation Media

Service Compressive
Vapour
temperature (ºC) Density strength
Insulation permeability
(kg/m3) (psi at %
Min Max (perm in)
deformation)
Perlite -180 650 30-200 80 -
Rockwool -196 1000 40 to 192 10 (10%) 40 - 100
Glass fibre -196 540 24 - 96 3 (5%) 40 - 110
Cellular glass -286 482 98-160 100-230 0.005
Polyurethane -183 100 30-80 15-115 (5%) 2-4
Polyisocyanurate -183 200 32-96 16-125 (10%) 2-4
Aerogel -270 90 70-176 15 (10%) 0
Polystyrene -183 75 11-70 5-35 (10%) 0.5 - 5
PVC -200 70 38-250 85-100 0.2
Phenolic -183 120 37-60 15-29 (13%) 0.1 - 4
Polyimide -200 300 5-8 0.4 (25%) Not available
Polyolefin -100 93 30-40 Not available 0.05
Elastomeric -196 125 40-104 23-54 0.03-0.10
Page 89 of 100
Page 90 of 95
Check List E17 – Flare & Vent
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric Greenhouse gas release – tonne per annum CO2 equivalent
Consider alternatives to fuel gas for flare or vent header

E17.1 X X
purging, such as nitrogen or a lesser quality gas.

E17.2 recover continuous / maintenance flows to flare header with X X
recompression to fuel gas system or return to process.

E17.3 gas streams with low heating values, with waste heat X X X

E17.4 X X
Consider routing low pressure gases such as blanketing

E17.5 gases for recovery, either to fuel gas or process, rather X X
than to flare.
Consider use of electronic ignition devices and/or energy

E17.6 X X
efficient flare pilots to minimise pilot gas consumption.
Consider use of flare seals (liquid, baffle or diffusion type

seals) to reduce purge gas rates. Flare seal selection may
E17.7 vary depending on flare supplier and as the seals add X X
pressure drop to the overall system, selection of the seal is
an integral part of system design and sizing.
Consider the possibility of continuous purging for flare stack

E17.8 X X
only and intermittent batch purging for units/flare headers.
Page 90 of 100
Page 91 of 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric No specific energy metrics are proposed for this system.
Identify control valves where pressure drop is critical to

energy consumption and optimise pressure drop across
E18.1 X X
valves considering overall pressure balance and control
requirements.
Identify flow meters where pressure drop is critical to
energy consumption, and minimise pressure drop
E18.2 X X
particularly through use of non intrusive measurement
devices.
Consider opportunities for application of mixed integer

E18.3 linear program control – e.g. for compressor systems, X X
steam systems, etc.
Consider control based on online analysis – e.g. air to fuel

E18.4 ratio for optimum combustion and efficiency, column reboil X X
load based on product quality.
Implement control strategies for improved process stability

E18.5 to minimise operation away from equipment or process X X
best efficiency point.
Consider measurement and trending of key energy

E18.6 X X X
parameters to allow continual benchmarking and analysis.
Design for containment and minimisation of flaring with

E18.7 X X X
instrumented systems.
Include metering on main fuel gas consumers. Consider

E18.8 X X X
also for other fuel consumers such as diesel users.
Page 91 of 100
Page 92 of 95
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Consider control scheme modifications to avoid root
E18.9 X
causes of abnormal / inefficient operation.
Page 92 of 100
Page 93 of 95
Check List E19 – Electrical Equipment
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Power factor
Energy Metric
Electrical equipment losses, kW/kW (%)
Use of power factor correction equipment / capacitors to

E19.1 X X X
reduce power losses.
Consider use of high efficiency motors to reduce electrical

E19.2 X X
losses.
Consider use of high efficiency transformers to reduce

E19.3 X X
electrical losses.

E19.4 X X
Consider use of high efficiency lighting to reduce energy

E19.5 X X
requirements.

E19.6 this is significantly lower than a replacement high efficiency X
Page 93 of 100
Page 94 of 95
Check List E20 – Heating, Ventilation and Air Conditioning
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Refrigeration system coefficient of performance
Energy Metric
Energy efficiency minimum requirements to be included in

E20.1 X X
specification of HVAC system.
Consider optimal filter selection based on site conditions

E20.2 and use of low pressure drop HVAC filters to minimise X X X
compressor / fan duties.
Optimise building design to reduce HVAC requirements,

E20.3 e.g. considering insulation, automatic closing doors, X X
occupancy sensors, etc.
Consider use of high efficiency fans and motors and

E20.4 X X X
variable speed drives where economical.
Consider opportunities for use of surplus energy available

E20.5 from process for heating or cooling, including use of X X
absorption refrigeration systems based using waste heat.
Ensure suitable maintenance regime for filters &

E20.6 condensers to maximise thermal performance / minimise X X
fouling and pressure drop.
Page 94 of 100
Page 95 of 95
Check List E21 – Fired Heaters
Pre-FEED 1
Pre-FEED 2
Operation
FEED
EPC
Energy Metric Thermal efficiency %
Consider recovering heat from hot flue gas for preheating

combustion air, fuel gas or boiler feed water or to increase
E21.1 overall energy efficiency. X X X
If there is sufficient waste heat then consider steam
generation or steam superheating.
Consider design aspects which increase overall efficiency

E21.2 X X X
i.e. convection sections, finned tubes,
Consider any fuel gas variations which may impact heater

E21.3 X X X
efficiency and take into account in the design.
Consider turndown requirements and ensure burner is

E21.4 X X
designed for full range of operation.
Minimise heat losses from fire heater and piping system by

E21.5 X X
optimal insulation selection and design.
For steam generation consider reducing blowdown

E21.6 requirements or recovering hest from a continuous X X
blowdown.
Consider stack CO or O2 monitoring for incomplete

E21.7 X X
combustion and control to optimise fuel usage.
Develop maintenance regime and fouling management to

E21.8 X X X
maintain effective heat transfer and efficiency.
Page 95 of 100

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SCOPE OF SERVICES

Document No. PM00-PU-SOW-0043 Rev. T2

ADNOC Sour Gas Projects

SHAH GAS EXPANSION PROJECT

FEED SERVICES FOR SHAH GAS 1.85 BSCFD EXPANSION

DOCUMENT No. PM00-PU-SOW-0043

T2 06 Oct 2023 RTT Re-Issued for Tender SM JK/SR AS

T1 25 Sep 2023 ITT Issued for Tender SM JK/SR AS

A 10 Aug 2023 IIR Issued for Internal Review SM JK/SR AS

1/135 Uncontrolled When Printed PM00-PU-SOW-0043_Rev.T2.docx

SUMMARY OF DOCUMENT REVISIONS

T1 25 September 2023 Generally Issued for Tender

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6.11.2 INTELLIGENT NAVIGATION FACILITIES ............................................................................................38

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14.18 SMARTPLANT TOOLS REGULAR BACKUP DELIVERY TO COMPANY ......................................... 56

23.1.4 Process Data Sheets, Specifications and Drawings .......................................................................................74

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23.7.4 Tie-in & Hook Ups .........................................................................................................................................98

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23.11.7 CCTV System ............................................................................................................................................... 117

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▪ Package-2: FFED for CO2 Recovery at 1.85 BSCFD Plant Capacity

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▪ Package-3: FEED for CO2 Recovery at 1.45 BSCFD Plant Capacity

− Pre-FEED SERVICES for Package 4(here after as Package 4A BASE SCOPE):

2.1 PROJECT OBJECTIVES

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• Modifications/additions and upgrades to Shah Sulphur Granulation and Loading facilities.

• To validate the concept study work performed.

• To perform any other services required by Agreement.

Table 2-1 Existing Facilities for Expanded Studies

Unit Number Unit Description

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Unit Number Unit Description

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2.2 ORDER OF PRECEDENCE

2.3 KEY CRITICAL SUCCESS FACTORS (KCSF)

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2.4 BUSINESS DRIVERS

1. Capacity expansion to 1.85 BSCFD

2.5 BATTERY LIMIT OF THE STUDY

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Uncontrolled When Printed

Slug Catcher Sales Gas

Acid Gas Removal Dehydration NGL Recovery

Stabilization Hydrotreater and HMU Condensate

Utilities 0730- Central Refrigeration Unit Included For QRA study

2.6 PROJECT STAKEHOLDERS

The primary stakeholders involved in this PROJECT are:

3. ABBREVIATION & DEFINITIONS

ASG ADNOC Sour Gas

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HAZID Hazard Identification Study

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ENGINEERING ENGINEERING CONTRACTOR who will be awarded by COMPANY to

CONSULTANT(S) Consultant appointed by COMPANY rendering services for the

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4.1 SUMMARY SCOPE OF SERVICES

Scope of Services includes but is not limited to the following:

1. Site visits and data collection.

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4.1.1 PROJECT SCOPE SPECIFIC DELIVERABLES