Automation insight September 2014

Automation INSIGHT!

ARC Advisory Group Announces Partnership with DMS Global in Middle East INSIGHT! ANALYTIC

Quarterly Market Analysis

FUNCTIONAL SAFETY & SIS

Process Safety Management‌ Going Beyond Functional Safety

EX STANDARDS

Taking Ethernet into Hazardous Areas

FEATURED PROJECT Saudi Aramco Jizan Export Refinery

September 2014

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Automation INSIGHT!

FIRST WORD Dear DMS Members,

ARC Advisory Group Announces Partnership with DMS Global in Middle East INSIGHT! ANALYTIC

Quarterly Market Analysis

FUNCTIONAL SAFETY & SIS

Process Safety Management‌ Going Beyond Functional Safety

EX STANDARDS

Taking Ethernet into Hazardous Areas

FEATURED PROJECT Saudi Aramco Jizan Export Refinery

September 2014

COVER: Andy Chatha, ARC Advisory Group President

Mohammed Loch, DMS Global Pesident & CEO Automation Insight!

September 2014 Vol. 2 Issue 2 PUBLISHED BY Data Media Systems (for private distribution) President & CEO Mohammed Loch mloch@dmsglobal.net Administration Manager Sara Loch sloch@dmsglobal.net Editor-in-Chief Hugh Wingrove hughwingrove@hotmail.com Editoral Designer Tracy Gutierrez tgutierrez@dmsglobal.net Publishing Coordinator Olga Wendland owendland@dmsglobal.net Co-editor Victoria Cox vcox@dmsglobal.net Although all efforts to ensure accurate reporting are taken, some errors may occur. The views and opinions herein are not those of the Publishers. All Rights reserved.

For any suggestions and questions about AUTOMATION INSIGHT! please write to: insight@dmsglobal.net

CONTENTS: 3 4-11 13-17 19-23 24-25 30-33 34-45 47-49 51-54 56-57 58-61 63-65 66-71

First Word Analytic Reports Company News Post Show Report Paparazzi Control System Cyber Security Functional Safety and SIS Custody Measurement Advanced Applications Technology and Implementation Ex Standards Featured Project Project Listing

When we started DMS Global fourteen years ago our main business was market intelligence for mega projects. The last twelve months have seen us give a special focus to the automation sector. First, we partnered with the International Society of Automation to organize the ISA EMEA Automation Conference & Exhibition hosted by Saudi Aramco. Next, we launched Automation INSIGHT! the first publication in the region to address technical issues for the Automation Industry. Now, as you can see from our front cover, I am pleased to announce our partnership with the ARC Advisory Group to provide specialist consulting services in the Middle East relating to automation. I hope that every issue I will have an exciting new development to announce so watch this space but in the meantime please enjoy this latest issue of Automation INSIGHT! and as always please send any feedback you may have to automation@dmsglobal.net Mo Loch President and CEO, DMS Global

Dear DMS Members, You will note that there are 2 articles within this edition that deal with cyber security. Cyber security is actually something that I have been close to over the last 6 years since, until very recently, I was involved with Tofino and I can tell you that the last few years have seen a huge increase in interest in cyber security in the Middle East.

This is mainly due to Stuxnet but also due to Shamoon with the latter probably being more influential due to the involvement of Aramco. With all this increase in interest has come an increase in conferences aimed at addressing this important topic.

There are products in the market (Tofino was actually released in early 2008) that are designed for the ICS and there are standards (IEC-62443/ISA-99) that address Defence-in-Depth strategies allowing end-users to be secured quickly but unfortunately there are not that many experts out there to provide application advice.

In many ways it is simple but you need to have a joint understanding of both ICS and networking in general and, as both articles point out, there are few IT technicians with the understanding of the ICS requirements or Control Automation engineers with networking knowledge or even the ability to learn yet another technology to support it.

For this reason we need more dialogue and I will use all my influence to make this platform lead the way with perhaps an edition specifically aimed at this topic. Your input will be valued!

Hugh Wingrove Editor-in-Chief, DMS Global SEPTEMBER 2014 | Automation INSIGHT! | 3

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Analytic REPORT

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Sipchem Close to Completing Construction on its PBT Plant Saudi International Petrochemical Company (Sipchem) has revealed that their Polybutylene Terephthalate (PBT) resin plant, which is designed to produce 63,000 million tonnes per year (tpy), is expected to complete construction by the end of 2014. In August 2014, Germany’s ThyssenKrupp Uhde GmbH, which was awarded the engineering, design, procurement, construction, and commissioning (LSTK) contract, revealed that construction works are 82 per cent complete.

is used as an insulator in the electrical and electronics industries. It is a thermoplastic semicrystalline polymer, and a type of polyester.

PBT is resistant to solvents, shrinks very little during forming, is mechanically strong, heatresistant up to 150 °C (or 200 °C with glass-fibre reinforcement) and can be treated with flame retardants to make it non-combustible.

The estimated $165 million project, which will be located in Al-Jubail Industrial City, will mark an important step in positioning Sipchem as a global player in the polymers and engineering plastics industry.

PBT resin is a highly specialized thermoplastic polymer used in manufacturing compounds in the automotive, the electrical, electronics and IT material industries.

Polybutylene terephthalate having good heat stability and excellent hydrolysis resistance is continuously produced in a series of a first reactor for reacting an aromatic dicarboxylic acid comprising terephthalic acid as a main ingredient or a derivative thereof with a glycol comprising 1,4-butanediol as a main ingredient. The global market for Polybutylene Terephthalate (PBT) is projected to reach 1.3 million tons by the year 2017.

Established in 1999, Sipchem manufactures and markets methanol, butanediol, tetrahydrofuran, acetic acid, acetic anhydride, vinyl acetate monomer, as well as carbon monoxide through its various affiliates. In 2010, Sipchem was declared the winner of the “best working environment company in the Kingdom” through an independent survey. Furthermore, Sipchem has the distinction of being the first chemical manufacturing company in the Kingdom to achieve “Responsible Care” certification.

PBT is a thermoplastic engineering polymer that

Mr. Ahmad A. Al-Ohali, the CEO and Chairman of Sipchem Chemicals Company, confirmed that the use of Butanediol produced

by Sipchem Affiliate, the International Diol Company, as primary feedstock for the PBT Resin Plant allows Sipchem to take advantage of its integrated products portfolio and thus strengthen the value chain. The project is financed through a $68.66 million loan agreement with Saudi Industrial Development Fund (SIDF) to finance the PBT project. The remaining cost is borne by the shareholders and banks.

Asia-Pacific represents the largest and fastest growing market for PBT. The already expanding automobile demand in these countries, brings forth the potential opportunities in these markets.

There are over 50 companies engaged in the manufacture of PBT plastics, the major suppliers being Sabic, Ticona, Dupont, BASF, Lanxess, Celanese, Teijin, and Toray.

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ANALYTIC

Idea International Postpones Awarding its Polysilicon Plant & Solar Wafer Production Plant Created by a group of Arabian Gulf investors, IDEA Polysilicon Company (IPC) is the first Middle East integrated Polysilicon and Solar Wafers Company to be located in Yanbu Industrial City, Saudi Arabia. The company is founded by IDEA International Investment and Development Company and it is owned by a group of prominent businessmen from Saudi Arabia, UAE and Bahrain. It is managed by a team of professionals experienced in several industries and they are the developers of mega projects in the region as well as providing various types of consultation services.

IPC’s polysilicon plant was allocated land by the Royal Commission for Jubail and Yanbu (RCJY) in Yanbu Industrial City, on Saudi Arabia’s Red Sea coast. The location was carefully selected for strategic reasons, firstly, to help establish a solar energy cluster in Yanbu and secondly, because Yanbu has been proven to be the best location in the world for a solar value chain due to its low

power cost, low thermal energy cost, available infrastructure, and attractive finance costs.

The polysilicon and solar wafer production plant will produce 10,000 ton per annum of high purity solar-grade polysilicon, ingots and wafers. An amount of 4000 MTA of the produced polysilicon will be converted into solar wafers capable of producing more than 700 MW of clean energy. The plant will also produce 1 GW of silicon wafers, cells and modules, the integrated plant will gradually expand to produce double the amount of polysilicon. The project will form a nucleus for a solar industry cluster at the industrial city of Yanbu.

Solar power investment is growing in GCC countries, with German industry participants particularly active of late. By far the largest country and economy in the region, prospects for solar energy are particularly attractive in Saudi Arabia, though the country has been slow to capitalize on them. In January 2013, Al Rajhi Capital was appointed as the financial advisor to provide due-diligence and financial planning as well as negotiating for the polysilicon plant and a wafer plant. Technip Engineering & Construction was also awarded a contract in November 2012 for project management and engineering consultancy services.

In August 2014, IPC is studying all the bids that have been submitted by the contractors in June 2013. The winning contractor, which will be selected in September 2014, will be responsible for delivering the completed facility on a lump-sum turnkey basis.

Upon completion in the second quarter of 2016, the company will increase the production capacity to 20,000 tons per annum as a second phase. IDEA International also has future plans to expand downstream into production of solar cells, panels as well as developing and operating PV solar power plants.

Dr. Basel Abu Sharkh, Managing Director and CEO of IDEA International for Investment & Development, revealed that the company’s vision is to be one of the top three producers of polysilicon in the world over the next ten years.

IPC expects the demand for PV installations to continue growing by double digits annually until 2020, especially in emerging solar markets such as Saudi Arabia, USA, India, Turkey and China. Most importantly, the planned establishment of a domestic PV industry in the Kingdom will require a steady supply of polysilicon feedstock, which the facility will contribute to. The project will cater mostly to needs of the regional market and has arrangements with some of the local and regional downstream producers. IPC will also convert a large part of its production to wafers. Dr. Abu Sharkh says that out of the 10,000 tons of polysilicon that the plant will produce every year, at least 4,000 tons will be converted to solar wafers.

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ANALYTIC

Saudi Electricity Company Plans an Integrated Solar Combined Cycle Power Plant in Tabuk Province

Saudi Electricity Company (SEC) is constructing a 550 MW integrated solar combined cycle power plant in Duba, Tabuk province. The plant is expected to run on a mix of natural gas and solar energy. At the beginning of this year, SEC has selected CSP to produce electricity with the Duba ISCC power plant. It will be the first commercial power plant using CSP technology in the Kingdom. The power plant is designed to integrate a parabolic trough unit of around 20 to 30 MW and it will be fuelled by fuel-gas and fuelcondensate as the primary fuel, while Arabian super light fuel will be stored as back-up fuel.

power generation turbines and generate electricity. This is the country’s first step to cutting down carbon emission, increasing fuel efficiency and initiating the solar industry in Saudi Arabia.

There will be a lot of competition as the international CSP community looks to this market for major growth. A lot of regional and international companies have already set up bases there. Saudi Arabia presents both on and off grid opportunities for CSP. Due to high Direct Normal Irradiance readings in the Kingdom and the needs of industrial companies for lower energy costs, CSP can provide a solution similar to conventional power sources.

Saudi Arabia’s Saline Water Conversion Corporation (SWCC), for example, has recently announced plans to start using solar energy to desalinate water in the kingdom starting this year.

SEC has also revealed that the ISCC power plant will not be developed as an independent power project (IPP). Instead, they are preparing to tender the scheme as an engineering, procurement and construction (EPC) contract. Tenders for the Long Lead Items (LLI) and EPC contract have already been issued. The bid submission deadline for LLI is 15 August 2014, while the deadline for the EPC contract is October 2014. Moreover, SEC has also disclosed plans to place the equipment order by the end of this month.

The winning developer of the Duba ISCC power plant is requested to sell the entire capacity and output to SEC under a power purchase agreement (PPA) under which SEC is also allocating land for the project. CSP technology will also be used to drive power generation turbines and generate electricity. This is the country’s first step to cutting down carbon emission, increasing fuel efficiency and initiating the solar industry in Saudi Arabia.

CSP technology will also be used to drive

Other major players in the project include HSBC Saudi Arabia, which is acting as the financial consultant, the Law office of Mohanned Bin Saud Al-Rasheed in association with Baker Botts LLP as legal consultant, and Fichtner GmbH and Co. KG as the technical consultants.

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ANALYTIC

Saudi Aramco Plans to Construct Fadhili Gas Plant on a Lump-Sum Turnkey (LSTK) Basis Saudi Aramco has decided that the engineering, procurement and construction (EPC) contract of its Fadhili gas plant will be executed on a lumpsum turnkey (LSTK) basis. Tenders inviting companies to submit bids are expected to be floated in December 2014. Moreover, Aramco has also said that the engineering works for its three packages, namely the sulphur recovery unit (SRU) package, process utilities package and the gas inlet and treatment package will be conducted both in-kingdom and out-of-kingdom.

In 2014, Aramco stepped up its search for gas in order to boost production and meet rising domestic fuel demand. One of the Kingdom’s major achievements has been the completion of the Karan gas field in 2012, the kingdom’s first gas field to be developed which was not associated with an oil field. The Fadhili gas plant will process gas coming from two fields; Khursaniyah and Hasbah. Aramco already has oil and gas processing facilities in Khursaniyah, while Hasbah is one of the two non-associated offshore gas fields that will feed gas to the Wasit project which is currently under development. The new cogeneration power plant will provide power for the gas plant, as well as supply the kingdom’s national grid.

In December 2013, Foster Wheeler performed the engineering and project management services as well as the front-end engineering and design (FEED) for the gas program that is located approximately 30 kilometers southwest of the existing Khursaniyah Gas Plant, in the Eastern Province of the Kingdom. It has a planned total processing capacity of 1.5 billion standard cubic feet per day (BSCFD) of non-associated gas.

Foster Wheeler has also prepared cost estimates, as well as taking charge of the procurement of long-lead equipment, basic engineering design, and preparing the invitation to bid packages for the EPC contracts. Following the appointment of the EPC contractors, Foster Wheeler’s role will also include will providing project management services for the EPC phase.

Gas will also be processed from the Khursaniyah oilfield and Hasbah non-associated gas field. The process will include the construction of a hydro-treater and hydrogen plant, gas sweetening facilities, a pipeline network, storage facilities, natural gas liquids recovery, gas dehydration facilities, as well as offsite and utilities.

The co-generation plants will be located at Abqaiq, Ras Tanura and Hawiya, and will produce a total of 1,500 tonnes an hour of steam.

The consortium will build and operate the cogeneration facilities for 20 years, providing power and steam to all three facilities. Upon completion in 2018, the Fadhili gas plant, will be able to deliver 520 million scfd of gas to the market.

Nuclear Power Key to Saudi Arabia’s Ambitions The highly regulated nature and requirements of the nuclear power industry means foreign support is crucial to Saudi Arabia’s ambitions of meeting the soaring electricity demand. Finance is the foundation of any major infrastructure project, and the key to the Kingdom succeeding with its nuclear plans is foreign political support.

Nuclear power is under serious consideration in over 45 countries. Despite the large number of emerging countries, they are not expected to contribute very much to the expansion of nuclear capacity in the foreseeable future as the main growth will come in countries where the technology is already well established. However, in the longer term, the trend to urbanization in less-developed countries will greatly increase the demand for electricity, and especially that

supplied by base-load plants such as nuclear. The pattern of energy demand in these countries will become more like that of Europe, North America and Japan.

One major issue for many countries is the size of their grid system. Many nuclear power plants are larger than the fossil fuel plants they supplement or replace, and it does not make sense to have any generating unit more than about one tenth the capacity of the grid. This is so that the plant can be taken offline for refueling or maintenance, or due to unforeseen events. The grid capacity and quality may also be considered regionally. In many situations, as much investment in the grid may be needed as in the power plant(s).

Several questions have been raised as to how the GCC states seeking to connect atomic energy can turn their plans into reality.

Like any major infrastructure programme, the project requires international borrowers and lenders, as well as support from

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the highly regulated nature and technology requirements of the nuclear power industry.

Firstly, countries will need to ensure they are politically stable before they can count on approval from industry regulators such as the International Atomic Energy Agency (IEA).

The international community will not lend its approval to any nuclear programme in an environment where there is the threat of unrest.

Secondly, the GCC countries will need to make sure they have adequate support and co-operation from international nuclear technology providers

such as the US. Without access to knowledge, products and processed uranium fuel to power plants, building a nuclear power facility is extremely difficult.

Iran provides a prime example of the difficulty of developing nuclear power without multilateral support. Although Russian contractors were able to commission the country’s first Nuclear Power Plant in 2013, the lack of access to technology from the West resulted in the project taking 40 years to complete.

The GCC’s aspiring nuclear nations will face several challenges in their quest to succeed with atomic energy plans. Ensuring harmonious political relations at home and abroad is arguably the most important of them all.

ADMA OPCO Nasr Field Phase 2 With the goal of increasing Abu Dhabi’s long term oil production, the Abu Dhabi Marine Operating Company (ADMA OPCO) has been undertaking the Nasr Full Field Development.

The oil field, located 30 km northeast Umm Shaif at a close proximity to the UAE territory water border, is currently undertaking the Phase 2 of the development.

Phase 2 is split into two packages. Starting off with Package 1, the scope of work is primarily focused on wellhead and pipeline related works including building 7 wellhead platforms, building

pipelines and applying modifications to integrated gas development (IGD) at the Habshan platform. The front end engineering design (FEED) for the outlined works has been carried out by Fluor Corporation, whilst National Petroleum Construction Company (NPCC) has been recently awarded the engineering, procurement and construction contract.

Package 2 is focused mainly at construction of 3 processing platforms and facilities that are associated to the outlined works.

While Flour Corporation is also involved in the front end engineering design (FEED), the recently appointed engineering procurement and construction (EPC) contractor is a consortium of Hyundai Heavy Industries and KBR. SEPTEMBER 2014 | Automation INSIGHT! | 9

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ANALYTIC

The South East Development: Mender Field Responsible for producing about one third of ADCO’s daily production, as well as taking up an area of 7,525 square kilometres, the South East Development consists of the following oil fields:

under the process of front end engineering design (FEED), and with CH2M Hill as the appointed project management consultant (PMC), the tendering process for the engineering procurement and construction (EPC) contract is expected in September 2014.

• Asab • Sahil • Shah • Qusahwira • Mender

Once complete, the Mender field is expected to produce 20,000 barrels of crude oil per day. In order to achieve this, the scope of work includes development of gas injection compressors, MOL booster and water disposal pumps. Moreover, water alternating gas wells, flow lines and flow meters and production separators need to be provided.

As part of the South East Development, Mender Field is located 290 km south of Abu Dhabi, and 125 km southeast of ASAB field. Currently

Source: http://www.adco.ae/En/Operations/AsabSahilShahFields/Pages/Overview.aspx

DANA GAS- Zora Gas Field The Sharjah Petroleum Council has implemented re-development of the Zora Gas Field in Sharjah that has been initially discovered in 1979. Ensuring this gas field is on steam is strategically important for the Emirate since it is expected to generate significant proportion of domestic fuel supply through the anticipated 40 million cubic feet per day of gas that will be produced once the project is complete.

Initial stages of the project, which have been split into three parts including offshore platforms,

pipeline and onshore gas processing facilities, have been carried out by PT Tripatra who was assigned to carry out the front end engineering and design (FEED) services. Worley Parsons has been appointed as the project management consultant (PMC). The three parts include variety of works to be implemented such as drilling of exploration wells, offshore platform installation, pipeline processed gas transportation and associated exploration procedures.

Furthermore, the fabrication of an offshore platform for the Zora Field Development Project plans to extract the reserves from the Zora field through an offshore facility and transport them via 35km subsea pipeline to an onshore gas processing facility. Works also include manufacture and erection of the structure and deck levels,

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ANALYTIC finished platform preparation, securing transportation vessel loading.

The Zora field, which comprises a tilted fault block structure, overlaps the territorial boundary between Sharjah and Ajman, which has provided some delays in the project’s approval procedures. Nevertheless, the development has continued forward with Exterran as the awarded engineering, procurement and construction (EPC) contactor for the gas processing facility, while

National Petroleum Construction Company (NPCC) is carrying out pipelines installation to connect the offshore facilities with the processing plant.

Source: http://www.danagas.com/en/project/operations/uae-1/sharahwestern-offshore.html

Engineering, Procurement and Construction (EPC) Contract to be Awarded in November 2014 for Kuwait’s Umm Al Hayman Sewage Treatment Plant Kuwait, the fifth-biggest oil producer in the Organisation of Petroleum Exporting Countries, plans to build $1.8 billion wastewater treatment plant to serve cities being built in the south.

The new plant, to be located in Umm Al Hayman, south of Kuwait City, will be built in two phases.

• Phase 1 involves the construction of a sewage treatment plant with a capacity of 500,000 cubic meters per day.

• Phase 2 involves the construction of a sewage treatment plant with a capacity of 200,000 cubic meters per day.

Umm Al Hayman Sewage Treatment Plant, estimated to be around $1.8 billion is part of the country’s plan to raise its power-generation capacity to meet the expansion of residential developments across Kuwait, to boost manufacturing and develop new industries such as tourism. Fichtner Consulting Engineers was awarded the transaction advisory services contract as technical adviser, HSBC as financial adviser and Norton Rose as legal adviser.

In mid-2013, several pre-qualified companies were invited to submit the bids for the engineering, procurement and construction (EPC) contract and is likely to be awarded in November 2014. Phase 1 is likely to completed in late 2016 and Phase 2 of the scheme is likely to be inaugurated once the Phase 1 is completed.

and this plant will further improve the quality of life of Kuwait’s citizens.

Another source revealed that, “This is a positive indication of progress being made on the Government’s National Development Plan with strong support from the PTB and HSBC remains fully committed to further supporting such strategic initiatives in Kuwait’s infrastructure sector.”

IPCOS Provides Independent specialised Services and People for:

IPCOS’ SERVICE OFFERING APC benefits studies Instrumentation recommendations PID Tuning DCS reconfiguration work Inferential modeling

According to an industry source, “it’s going to be one of the biggest waste management plants in the region”.

This project will benefit over 1.25 million Kuwaiti citizens and help lay the foundations for dealing with the country’s wastewater needs for the foreseeable future.

This plant is specifically designed to grow along with the region’s needs, and it’s envisaged that it will have an eventual capacity of 700,000 m3 per day by 2020, from an initial capacity of 500,000 m3. Effective management of the country’s wastewater is of paramount importance

Turnkey APC projects PID and APC training services Post audit studies APC controller revamp projects Project management

Ammonia Production Manager Yara

IPCOS – Abu Dhabi Salaam Street, PO Box 107172, Abu Dhabi United Arab Emirates

info@ipcos.com

Automation Insight September 2014.indd 11

“Payback for the project was achieved after IPCOS had revised the complete control and operating strategy, prior to implementing APC, which is now attaining record levels in plant availability and production yields”

SEPTEMBER 2014 | Automation INSIGHT! 116555 Tel : +971 2| 642 www.ipcos.com

Fax: +971 2 642 6665

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COMPANY NEWS

Yokogawa Releases CENTUM® VP R5.04 Integrated Production Control System with Enhanced Alarm and Batch Functions

Enhancements Yokogawa Electric Corporation announces the release on this date of CENTUM® VP R5.04, an enhanced version of the company’s flagship integrated production control system. This new CENTUM release features enhanced alarm and batch functions.

The development of CENTUM VP R5.04 is the outcome of a steady effort to improve this system, which is the cornerstone of Yokogawa’s IA business’s VigilantPlant® vision. R5.04’s enhanced alarm function improves operational safety, and the enhanced batch function meets specific requirements of industries, such as specialty chemical, which is being targeted under Yokogawa’s Evolution 2015 mid-term business plan.

1. Visual and audible indicators With the CENTUM system, a prominently colored tag mark is displayed on the HMI screen next to any measurement reading that falls outside the normal range. With CENTUM VP R5.04, these colored tag marks now come in a variety of easily recognizable shapes that indicate the importance of a measurement item and the severity of an anomaly (critical, high risk, medium risk, low risk, etc.).

New audible alarms have also been added to provide information on the severity and equipment location of an anomaly. Through the use of color, shape, and sound, operators can quickly and intuitively recognize the significance of a specific alarm, thereby allowing for improved operational safety.

2. Highly efficient batch process engineering With batch process*1 manufacturing, a recipe*2 must be defined for each product. A recipe consists of a procedure and a formula: the procedure is a description of particular processes SEPTEMBER 2014 | Automation INSIGHT! | 13

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COMPANY NEWS such as feed and temperature control that will be employed, while the formula specifies feed quantity, temperature, and the like.

While procedures and formulas are usually defined separately, it is advantageous in certain batch applications if both can be defined together on the same screen.

The CENTUM VP R5.04 batch function has been enhanced by adding this capability, and this allows end users to efficiently perform the engineering required for each definition method.

Applications Monitoring and automatic control of plant operations *1 A widely used process in the chemical pharmaceutical, and other industries by which fixed quantities of a product are produced through the injection of feedstocks in a predetermined order and the mixing of these materials to produce a desired reaction (such as polymerization). Equipment settings and procedures are defined for each product. *2 This defines the manufacturing process for a specific product, specifying the requirements for items such as equipment, formulas, and procedures.

Future Development With CENTUM as its core platform, Yokogawa continues to improve all of its production control systems. Currently, Yokogawa is developing the next-generation CENTUM VP based on the following four concepts: hyper-intuitive operation for safe and highly productive plant operations, total automation management for efficient engineering of all instrumentation, an intelligent plant conductor that optimizes the operation of an entire plant at minimum cost, and a sustainable plant that maintains high efficiency throughout its lifecycle.

Yokogawa will work hard to develop and offer products and solutions for achieving the ideal plant for customers.

About VigilantPlant VigilantPlant is Yokogawa’s automation concept for safe, reliable, and profitable plant operations. It aims to enable an ongoing state of operational excellence where plant personnel are watchful and attentive, well-informed, and ready to take actions that optimize plant and business performance. Based on this concept, Yokogawa introduces a variety of solutions through its Safety Excellence, Asset Excellence, Production Excellence, and Lifecycle Excellence initiatives.

About Yokogawa Yokogawa’s global network of 86 companies spans 56 countries. Founded in 1915, the US$4 billion company conducts cutting-edge research and innovation. Yokogawa is engaged in the industrial automation and control (IA), test and measurement, and other businesses segments. The IA segment plays a vital role in a wide range of industries including oil, chemicals, natural gas, power, iron and steel, pulp and paper, pharmaceuticals, and food. For more information about Yokogawa, please visit the website www.yokogawa.com.

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COMPANY NEWS

ARC Advisory Group Announces Partnership with DMS Global in Middle East

Dedham, Massachusetts, USA; September X, mergers and acquisitions) 2014: ARC Advisory Group, a leading global • Market Research Studies (covering the full breadth of enterprise market research and technology consulting firm software, manufacturing applications, automation products, and to industry and infrastructure, today announced related services) a partnership relationship with Bahrain-based • Market Intelligence and Rapid Analysis (MIRA) Online Service DMS Global, a global supplier of project-related • Tickets and Sponsorships for ARC’s popular Global Industry information, publications, and events. Under Forums the terms of this partnership agreement, the two companies “This relationship with DMS Global opens new Commented Andy Chatha, will work together to expand opportunities for us to support the strategic ARC Advisory Group President, ARC’s client base within the growth initiatives of new clients within the “While ARC is already proud Middle East. DMS will also to have long-standing client provide local support for selected region.” relationships with several of the - Andy Chatha, ARC Advisory Group leading energy and chemical ARC clients within the region.

President and Founder companies in the Middle East, The scope of potential ARC this relationship with DMS services and products include: Global opens new opportunities for us to support the strategic • Strategic Manufacturing and Technology growth initiatives of new clients within the region. We believe Advisory Services that ARC’s highly-regarded market research products and well• Supplier and Technology Selection Services proven advisory, custom consulting, supplier/technology selection, • Supplier Relationship Management Services and supplier relationship management services will help fill an • Strategic Consulting Services (for technology obvious void within the region. With DMS Global’s strong regional migration, business transformation, and presence, complimentary products and services, and proven SEPTEMBER 2014 | Automation INSIGHT! | 15

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COMPANY NEWS marketing competence, we believe that all parties – and particularly clients in the region – will benefit greatly from this partnership.”

Mohammed (Mo) Loch, President and CEO of DMS Global added, “BAs a result of

managing the ISA EMEA Automation Conference & Exhibition as well as publishing Automation INSIGHT!, it was a natural step for DMS to enter the consulting side of the automation industry.

Partnering with the ARC Advisory Group gives our new DMS Global consulting services for automation instant credibility from day one.”

About ARC Advisory Group ARC Advisory Group is the leading market research and advisory firm for industry and infrastructure. Business and IT executives around the world depend on ARC for coverage of technology from automation and business systems to product and asset lifecycle management, supply chain management, logistics, operations management, controls and control elements. ARC is the “go-to” market research and technology analysis firm for their companies.

ARC analysts have the industry knowledge and first-hand experience to help clients find the best answers. ARC Advisory Group, 781-471-1000, www.arcweb.com.

About DMS Global Data Media Systems Global (DMS Global) is a global marketing specialist for the energy sector.

It has various divisions, namely the DMS Projects, DMS Publishing, DMS Events, DMS Cybernation and DMS Promostation DMS operates globally through its operations in Bahrain, Saudi Arabia, UAE, Egypt, India, China, Singapore, Russia, UK, Italy, Spain, Canada & USA. For more information please visit www.dmsglobal.net.

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COMPANY NEWS

Rockwell Automation Appoints DMS Global For Automation University Classic DMS Global which specializes in the energy sector in the region will organize the free manufacturing event in KSA. Abu Dhabi, UAE – 24 June 2014 – Rockwell Automation, the world’s largest company dedicated to industrial automation and information, has appointed Data Media Systems Global (DMS Global) to organize the Automation University Classic from 9th to 10th September 2014 at the Sheraton Dammam Hotel & Towers, Saudi Arabia.

The two-day event is open to everyone interested in leading-edge automation solutions, from engineers to business managers. Packed with the latest technology & information, participants can enjoy a unique chance to experience Rockwell Automation products and solutions first-hand.

Hedwig Maes - Rockwell Automation President EMEA

Hedwig Maes, Rockwell Automation President EMEA, commented, “Saudi Arabia has been identified as a strategic and fast growing market in the EMEA region. Therefore, an event such as Automation University is key to communicate a strong message about Rockwell Automation as a company as well as the strength of our portfolio.

In order to execute this, we are glad to have DMS Global to organize this event as they have the proven expertise.”

also offers an opportunity for automation professionals, equipment manufacturers and service providers to share and exchange experience and explore the latest products and most recent innovations and technologies. For more information, please visit http://www.rockwellautomation.com/gbr/events/automationuniversity/ksa-automation-university-classic.page.

Mohammed Loch, President & CEO of DMS Global, also made a statement, “Saudi Arabia is the biggest market in the region. The International Society of Automation (ISA) Europe, Middle East, Africa Conference and Expo was held in Dammam and hosted by Saudi Aramco and organized by DMS Global. So it is no wonder that multinational corporations such as Rockwell Automation are holding their events in the Kingdom too and it is a privilege for us to be involved with the Automation University as well.”

Rockwell Automation, Inc. (NYSE: ROK), the world’s largest company dedicated to industrial automation and information, makes its customers more productive and the world more sustainable. Headquartered in Milwaukee, Wis., Rockwell Automation employs about 22,000 people serving customers in more than 80 countries.

About Rockwell Automation

Rockwell Automation is a trademark of Rockwell Automation, Inc.

The event promises to attract hundreds of delegates from various end user companies and vendors across the Middle East and beyond. It

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Automation University Classic

Sheraton Dammam, Kingdom of Saudi Arabia 09 & 10 September 2014

Learning with a difference The Most Significant Manufacturing event comes to Dammam

If your role is in management, engineering, IT or purchasing, visit Automation University Classic 2014 for invaluable, up-to-date latest news, views, trends and technologies of integrated information and automation solutions.

Learning with a difference!

After having been organised across Europe and Africa for the past ten years, Automation University is finally coming to Dammam. Don’t miss it! z Ideal for business managers and engineers. z Meet and consult with leading Automation and

Information experts.

z See the latest Automation and Information advances. z Meet and discuss topical issues with industry peers. z Plan a program specific to your needs from over 60 hands

on labs, demonstration and presentations session tailored to your specific needs.

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z Wide range of sectors, including Oil & Gas, Water Waste

Water and Consumer Packaged Goods.

z Visit our extensive exhibition floor including 800 sqm of

interactive and static displays from Rockwell Automation and its valued partners.

z Best of all: this must attend event is completely

free of charge

For updates visit our website: www.automationuniversity.eu

12/03/2014 12:07 8/26/14 5:09 PM

Post Show REPORT

m, bia

14

Industrial Cyber Security Event in Kuwait Highlights Importance of Organization, People, and Process Author: Peter Reynolds and Paul Steinitz

Overview ARC Advisory Group was pleased to join more than 400 industry leaders from the Middle East at the 1st Kuwait Industrial Automation and Control System (KIACS) Cyber Security Conference in Kuwait City 25-26 May, 2014. The conference, hosted by Equate Petrochemical Company, included expert speakers from government, end users, analysts, and service providers. Judging from the enthusiasm of the participants, the conference appears poised to become a “must-attend” event for the region and a bench- mark for content for other world cyber security events. Equate and Kuwait Petroleum Company (KPC) plan to make the conference an annual event.

The KIACS Cyber Security Conference highlighted the urgency of the cyber threat and presented strategies that emphasized risk management processes and the need for organizational change.

Dr. Ali Saleh Al-Omair, Kuwait Minister of Oil; Nizar Al-Adsani, Deputy Chairman and CEO of KPC; and Mohammad Husain, President & CEO of Equate Petrochemical opened the conference.

Key takeaways from the conference include: • Traditional organizational design slows cyber-security progress • Risk management strategies must include vulnerabilities and threats to both enterprise systems and industrial control systems (ICS) • Industry focus must shift from cyber-security technology to people, organizational structure, and process

Traditional Organizational Design Slows Progress Lack of organizational alignment between industrial control system and enterprise IT groups represents a barrier to progress in the cyber security area. While many of the architectures and physical assets used by ICS and IT are similar, each business unit or organization will use the technology to solve different problems or business processes. Without alignment, the ICS and IT groups will have competing agendas, resulting in possible cyber security vulnerabilities.

Enterprise IT standards from ISACA and PCI Security Standards will continue to play a role in helping ICS protect their systems, but must accommodate ICS need for availability. According to Michael Porier, Managing Director at Protivity Consulting, enterprise IT standards from the PCI Security Standards Council will continue to be adopted across more ICS architectures.

Mohammad Husain, President & CEO of Equate Petrochemical

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POST SHOW REPORT To take advantage of the skills of both ICS and IT and to align the priorities of the two groups, companies should consider adopting a different organizational structure. KIACS conference presenters suggest the naming of a Chief Security

Officer (CSO), combining the governance and reporting from both ICS and IT groups. Other recommendations were to create IT strength within business units like ICS, which is in line with current trend to embed traditional IT roles in the ICS business units.

Conference Highlights Importance of Strategy and Corporate Risk Management The conference wrap-up and panel discussion included senior technical and IT experts from Middle East business units. Among the panelists where Mohammad Al-Bahri, IT Department Leader at Equate Petrochemical Ltd.; Jamal H. Al Balushi, PCD IT Security Leader Petroleum Development Oman; Michel Guille, Information Technology Manager Qatar Petrochemical Co.; Mohammad Al-Benali, Vice President Technical Services EQUATE Petrochemical Co.; and Karel Rode, Information Security Consultant, Kuwait National Petroleum Co. (KNPC).

Panelists concluded that the cyber threat is real and immediate.

Starting with publicity about the Stuxnet attack in 2010, hackers became aware that control systems are vulnerable and in play. Publicly disclosed ICS vulnerabilities spiked in 2011 after Stuxnet. The status quo has changed to “expect an attack.” Today’s cyber attackers are more sophisticated than in the past. Attacks are often executed with the intent to destroy a company, not just disable it temporarily. Critical infrastructure is more standardized on commercially available technology and tends to be designed based on open standards. Cyber criminals can learn control system details online. These new attacks do not leave evidence and may be undetected for years. Hacking is often governmentsponsored and therefore well-funded.

A central KIACS conference theme was that cyber security is best handled by a risk management approach based around: • Identifying threats and probability • Quantifying the consequences, and • Closing vulnerabilities

Cyber experts stressed that we have all the technology we need today to secure our critical systems, but our organizations are not mature and our process and risk management initiatives may not be aligned.

Distinguished Panel Participants at KIACS

Effective cyber security involves strategy, organization, and process; rather than technology alone. Much of the discussion highlighted the importance of not relying just on technology to fight cyber attacks. Companies should start with corporate strategy and work toward the technology, not vice versa. Cyber security planning should be strategic, not reactive.

Defense-in-depth is a start, but not a complete answer. A comprehensive strategy should include developing a cyber-risk tolerance profile and a strategic program to fund organizational development and develop internal policy and process. A process will include evaluating, isolating, and testing all connections to networks followed by developing a vulnerability management program. The latter includes intrusion detection; periodic audits; and identifying, planning, practicing, and rehearsing various attack scenarios. Cyber experts stressed that we have all of the technology we need today to secure our critical systems; but our organizations are not mature and our process and risk initiatives may not be aligned.

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POST SHOW REPORT

Cost and Effort

Typical Industry Practice

Too Much Time Spent on Technology

Strategy

Principals

Standards

Policy

Process

People

Technology

Typical Industry Practice vs.

Proper Planning Process

Proper Planning Process

Conclusion The 1st KIACS Cyber Security Conference the increasing interconnection with other corporate systems has successfully increased awareness about cyber brought new vulnerabilities and growing threats to control systems. security threats and mitigation strategies. Protecting these vital assets, systems, and networks remains a top Presenters and other conference participants priority driven and funded at both government and corporate shared advice for best practices and lessons levels across the globe. It is now also garnering a higher priority learned, ensuring that in the Gulf Cooperation participants left the Most conference participants recognized that cyber security has a Council (GCC) states. event with practical cost. Companies realize that they will have to make investments information they can Developing cyber apply to their cyber- in either proactive cyberdefense, or in after-the-fact recovery, and security programs that that it is better to spend it on defense. security environment. accommodate the everevolving technology Most conference participants recognized that and threat landscapes is more important than just having a standard cyber security has a cost. Companies realize that IT security program. “Evolve with the landscape, or lose the game,” they will have to make investments in either pro- is the new mantra adopted by major companies in the Middle East active cyber-defense, or in after-the-fact recovery and elsewhere. and that it is better to spend it on defense.

Companies must manage the risk to company ARC Advisory Group anticipates the level of investment in brand, loss of intellectual property, or damage to cyber security programs to increase dramatically. While KIACS people or equipment. An overall corporate risk encompassed the beliefs about cyber security of Middle East management system should be designed to keep countries, ARC believes other world regions will follow this threats within an acceptable range. leadership and owner operators will make corresponding changes in organization, people, and process. For suppliers, this presents an Critical infrastructure, which utilizes both opportunity to improve awareness among customers and fur- ther enterprise-level IT systems and plant-level ICS, develop ICS related services. is complex and diverse. Cyber intrusions at oil For further information or to provide feedback on this article, please and gas fields, refineries, petrochemical plants, contact your account manager or the author at preynolds@arcweb.com. power generation plants, and so on can all impact ARC Views are published and copyrighted by ARC Advisory Group. The a nation’s economy, as well as its peace of mind. information is proprietary to ARC and no part of it may be reproduced Traditionally, industrial automation and control without prior permission from ARC. systems were closed, proprietary systems designed to operate in a controlled, restricted environment.

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ARC 2014 Orlando Forum Aims to Provide Context for the Emerging Industrial IoT

The 18th Annual ARC Industry Forum in Orlando drew record attendance, including a large number of technology end users as well as representatives from technology suppliers, engineering companies, government, academia, and the media. Even before the literally “sold out” conference officially began, there was a buzz in the air about connected devices and the implications of the emerging Internet of Things (IoT) on industrial plants and enterprises. Several Forum sessions also focused on how owneroperators could go about reducing their project costs and how to best engage the new generation of automation and engineering professionals.

On Monday, at both the well-attended preForum supplier press conferences and the standing-room-only workshops on cyber security and millennials in the workforce, we heard many references to the increasing number of connected devices (industrial and otherwise), increasing Internet presence, the burgeoning amount of data being generated, and the need to find ways to secure it all.

This set Forum attendees up nicely for the Tuesday morning keynote presentations at the first general session, which brought together all five Forum tracks.

In his brief welcome presentation, ARC Vice President and General Manager, Dick Hill, proudly announced that this Forum broke all

previous attendance records with almost 800 registered attendees traveling from over 25 different countries. Dick thanked the approximately 80 corporate and media sponsors and the more than 160 scheduled speakers and panelists and then attended to a few basic housekeeping chores, including explaining how to log on to the new, interactive Forum app for iOS and Android mobile devices.

Dick then introduced Andy Chatha, ARC’s President and Founder, who made his customary leadoff presentation.

Andy dove right into the connected devices theme by referring to Amazon’s recent, well-publicized announcement that the company is looking into using drones to deliver packages right to its customers’ doorsteps. “What is the role of all these connected, intelligent devices in all this, and what does it mean to us in industry and infrastructure?” Andy asked the audience hypothetically.

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POST SHOW REPORT He then elaborated a bit on the main components of the Industrial IoT as ARC sees it. These include intelligent devices, products, machines, and other assets; a cloud-based infrastructure for data communications and Big Data storage capable of addressing a complex value chain; a combination of descriptive, predictive, and prescriptive analytics and software to support asset and system optimization; and, of course, people, processes, and systems.

According to Andy, our consumer smartphones represent the ultimate connected devices and that now we have to bring this type of technology to the industrial world. He also made it clear that most of the building blocks for the Industrial IoT are already in place.

Andy also suggested that the connected car might offer some insights into where the industrial world could be going. Currently, more than 20 million cars are already connected to the Internet, with all automotive companies jumping on this bandwagon as quickly as they can.

Next, Andy highlighted that there are significant challenges to overcome before the IoT will become widely employed on the plant or factory floor or in other industrial applications.

Cyber security is the biggest of these challenges, since the Industrial IoT is so dependent on both the public Internet and private intranets. Lack of technology standardization is another hurdle that must be overcome, as is intellectual property ownership. Social and political concerns abound, including privacy issues, such as those related to connected cars that know where the owners are at

any time. And complexity-related issues will increase exponentially as the number of devices connected to a system increase over time.

Following Andy’s presentation, Dick stepped back at the podium to introduce Sandy Vasser, Facilities I&E Manager at ExxonMobil Development. Sandy’s presentation addressed challenges to successful project execution, which he believes require a rethinking of traditional practices and technologies. This supported a statement that Andy had made earlier in his presentation about how the cost of executing major projects has been getting out of hand, and the industry would need to do something major to bring these costs down.

Sandy prefaced his presentation by explaining, “At last year’s Forum, I talked about challenges to successful project execution and I’d like to review the progress we’ve made in solving these challenges.”

Sandy’s presentation highlighted the barriers that ExxonMobil faces in achieving more efficient automation project execution and some solutions. It resonated well with other automation technology end users at the Forum and presented a clear challenge for the automation suppliers.

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Endress+Hauser OTC Dinner

Texas, USA May 2014

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3RD

PMI AGC & DMS Energy Forum Debates 2ND - 3RD SEPTEMBER 2014 GULF HOTEL - MANAMA KINGDOM OF BAHRAIN

The PMI AGC & DMS Energy Forum Debates is a neutral platform that allows people to DEBATE potential solutions to current challenges in an open environment.

Bahrain 2014 Event Highlights

The Energy industry is facing many challenges.

This can vary from escalating costs when there is a boom in the market to cut backs when there is a down turn in the market. Either way there is always an industry challenge that needs to be addressed. It may be technical or it could be commercial.

DIAMOND SPONSOR

• Project Owners should give commercial advantages to bidders based on quality technical proposals rather than award a contract to the lowest technically approved bid.

• How to manage an effective centralized control room For green and brown fields project?

• How to avoid mega projects cost over runs?

• Refiners should outsource their Hydrogen needs rather than produce it themselves.

GOLD SPONSOR

BRONZE SPONSOR

SILVER SPONSOR

SUPPORTING ASSOCIATIONS

FOR DETAILS ON REGISTERING AS PARTICIPANT AT THE EVENT, PLEASE CONTACT:

Julie Bassier

Event Director Tel: +973 1740 5590 Mobile: +973 3328 0777 Email: jbassier@dmsglobal.net

MEDIA PARTNERS

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PROGRAMME DAY 1 7:00pm

GALA DINNER SPEECHES Adel Al Moayyed Chairman BAPCO

Hashim M. Al-Rifaai President PMI AGC

Sheikh Mohammed Al Khalifa CEO NogaHolding

DAY 2 8:00am

REGISTRATION & WELCOME BEVERAGES

09:00am

KEYNOTE SPEECHES

TIME

MOTION

9:30am

Project Owners should give commercial advantages to bidders based on quality technical proposals rather than award a contract to the lowest technically approved bid

11:00am

COFFEE BREAK

TIME

1ST PANEL DISCUSSION

11:30am

How to manage an effective centralized control room for Green & Brown Field Projects

1:00pm

LUNCH

TIME

2ND PANEL DISCUSSION

2:00pm

How to avoid Mega Projects Cost Over Runs

3:30pm

COFFEE BREAK

TIME

MOTION

4:00pm

Refiners should outsource their Hydrogen needs rather than produce it themselves

5:30pm

DEBATE RESULT AND AWARDS

Dr. Peter Bartlett CEO BAPCO

MODERATOR

Mohammed Loch President & CEO DMS Global

FOR

Hashim M. Al-Rifaai President PMI AGC

MODERATOR

Mohamed Daoud Manager (Projects Quality) Engineering & Projects ADCO/Debates Chairman

PANELISTS

Hafedh Al Qassab General Manager Refining BAPCO

MODERATOR

Luay H. Al-Awami P&CSD/PASD/ Instrumentation Unit Saudi Aramco

PANELISTS

Abdul Jabbar A. Karim General Manager Projects BAPCO

MODERATOR Daoud Nasif General Manager Strategy and Business Development BAPCO

A

Rolf Baumgartner Project Manager Technip

FOR

A Shaya Al Qahtani Project Manager Hydrogen Yasref

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Najib AlNaim General Manager – Saudi Arabia, Bahrain and Pakistan Shneider Electric – Invensys

Abdulmajeed Al-Gassab President PMI AGC Bahrain

AGAINST TBA

ality) s man

rogen

Nilangshu Dey Project Engineer ( Instrumentation ) Operations Engineering Qatar Petroleum

Martin A. Turk, Ph.D. Director Global Application Consulting Shneider Electric – Invensys

Paul Steinitz Director, Strategic Services ARC Advisory Group

Madhu Pillai VP (International) - AACEI & Projects Director Kentz Engineering International Co. Ltd.

AGAINST Ahmed Al Majed Team Leader Process- NRP KNPC

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CONTROL SYSTEM CYBER SECURITY

Data Is Stale, But The Process Is Running

Author: James McGlone, Kenexis

What if a hacker just made it so your operators could not tell if your process was running correctly while the hacker did something bad?

experiencing a cyber attack, but the industrial control system was actually experiencing a firewall configuration error that resembled a port scan attack.

This is a common cyber threat scenario and yet we often see processes running where the operator has learned to ignore stale or missing data.

Operators often will get up and take a walk to insure the operation is working correctly and then wait for the data to update.

Sometimes the problems come from noise on the network caused by faulty devices or an improperly grounded cable. Occasionally, it is a misconfiguration that allows an industrial controller to broadcast to everything on the network because the network was not segmented correctly.

The weakness you deal with daily is the weakness the hacker will exploit.

While it might be unlikely that an actual hacker would cause this situation at your facility, the result is the same and it’s being caused by problems with industrial communications networks.

As consultants, we have seen machines fail because they could not communicate correctly, and witnessed startups stretch out months because the network and communications were not designed correctly. We witnessed a situation where the customer’s team thought they were

Frequently the design is inadequate for abnormal conditions.

Steady state operations have plenty of bandwidth, but when a major problem occurs and alarms start sounding, the network becomes congested and fails the operators who are trying to put the systems in a safe state.

So how did we get here and how can we improve our situation?

Originally when we started using computers for industrial control, it was to replace electro-mechanical operator panels with something easier to build and change. The connection from the

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CONTROL SYSTEM CYBER SECURITY computer to the controller was serial or a small local network that was proprietary.

Today, the communications between the actual device controlling the process and the operator’s display can be very abstract.

In many cases, the maintenance and engineering staff can tell you where it is coming from, but struggle to tell you what route the data is taking to get to the display or historian. Consequently, it is not much of a surprise when data does not arrive from every point being monitored and that it never gets fixed.

Likewise, as the software applications began to add more value, we started to use additional computers and servers in our industrial control processes. Advances in Ethernet technology led to inexpensive faster networks and, consequently, led us all into using Ethernet technology for our industrial networks.

This connectivity is actually providing immense value supporting business objectives like just in time manufacturing, work in progress reporting, and lean manufacturing efforts while bringing the same network security challenges that everyone else is experiencing to the process control network and industrial control systems.

without interference. Additionally, there are new inline, high-speed encryption devices with built in firewalls and deep packet inspection to protect a system or a controller from threats while enabling secure routable communications to other systems.

The adoption of technology is continuing to improve control scenarios and complicate the problem. For instance, industrial protocols are traveling over the same network infrastructure as voice communications and file transfer traffic using protocols like HTTP, SNMP, FTP, and DHCP. This facilitates entirely new control and operational possibilities like opening a video camera display window on an operator interface during an alarm condition.

Unfortunately, this type of traffic on the network can cause congestion and consequently gaps in data logging or an operator interface screen to loose important operational data.

Implementing the recommended improvements from a well-done industrial network cyber study will net a better security profile and improved network performance.

One direction some critical applications are taking is to isolate the process control or industrial control system from the network completely.

People have tried this with some success, but the isolation is extremely hard to maintain because of things like mobile memory devices and remote support scenarios for employees and vendors. It is also important to remember that we connected industrial controllers and devices for good reasons. Connected, these machines do more than they ever did standalone and they communicate valuable information throughout the organization so many decisions can be facilitated faster and with greater accuracy.

Today, we have continually improving Ethernet technology available for process and manufacturing disciplines from many different vendors. Programmable switches are a significant improvement over the department store hub we used not so many years ago. New technology is making it possible to isolate traffic from a control stream and route it to where it needs to go

Fortunately, the networks and devices that support the infrastructure consistently improve speed and bandwidth, but our knowledge about the traffic and our ability to know what is actually talking our network is not keeping up. Today, engineers and maintenance personnel, in addition to getting the process up and running and keeping it that way, need to manage redundant industrial application and communication servers, programmable logic controllers, process control systems, safety systems, write code, back up hundreds (sometimes thousands) of configurations and programs. Then they need to maintain version control, patch operating systems and industrial software applications, and upgrade firmware. Now we are also asking them to implement and maintain network systems including switches, routers, firewalls, remote connections, protocols, ports, virtual private networks, network traffic, and network paths just to produce a product. The industrial communications environment is actually much more complicated than the office IT environment.

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CONTROL SYSTEM CYBER SECURITY Many companies have recognized the challenge and are moving individuals into cross-trained roles to function as hybrid IT process personnel. This can be difficult for both engineering and IT since the industrial control environment is not at all like the office environment. IT learns quickly that just running antivirus is harder since you need to check each industrial software vendor’s antivirus software exclusion list because scanning the wrong file during operation may cause problems.

Even the actual communications are problematic because we use technology like UDP for real-time multicast time-critical communications to many clients simultaneously, and some IT organizations block UDP by default. Additionally, IT learns that the devices on the ICS network are designed to do what they do very well and that they do not like generic IT tools asking them questions. These tools work great in the office, but can stop an industrial control system from communicating or make it go into a fail-safe mode, effectively stopping the machines.

The momentum of technology will continue to fight against getting complete control of this monster. For the same reason we started using

computers initially, the problem of abstraction will get worse as solutions begin to utilize virtualization, big data, the Internet of Things, wireless, cloud computing, and whatever comes next. This will continue to challenge maintenance and engineering departments as they struggle to stay current with the technology while focusing on the process and machines.

There will also be tension between lean operating principles and having enough properly trained people with bandwidth to manage your industrial networks. This pressure applied to maintenance and engineering teams will make it hard to apply enough resources to really be good at industrial networking and cyber security. Consequently, other organizations like ours will provide resources to augment your organization focused on industrial network performance and cyber security.

No matter how hard the challenge, cyber security must remain very important to everyone in an organization including operators, engineers, and maintenance personnel. A simple breach through a piece of automation equipment can cause significant damage directly to equipment, alter a process, or maybe just provide access to the company’s secret recipe or credit card data. Unfortunately, with or without an actual cyber security attack, your processes may already be experiencing similar problems because of network performance issues.

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KENEXIS Global Experts in Industrial

Control System Cyber Security

[ CYBE R VUL N ER A B ILITY A SSESSMEN T ] [ P E NETR ATIO N TESTIN G ]

[

NE TWO R K ( D MZ ) D ESIGN A N D P E R F O R MA N C E A SSESSMEN T

]

[ CO R P O R ATE STA N DA R D S D EV ELO P MEN T ]

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FUNCTIONAL SAFETY AND SIS

Process Safety Management…

Going Beyond Functional Safety Authors: Dr. Martin A. Turk, Schneider Electric Operations Management

Ajay Mishra, Schneider Electric Operations Management

Introduction Since the advent of the modern hydrocarbon age, petroleum refining and petrochemical process operations have become increasingly complex and potentially very dangerous if not managed correctly. The importance of providing protection to the safety and well-being of people, the environment and physical plant assets in the event of an unexpected process excursion cannot be overstated. This has led to an evolution of techniques and technologies designed to improve operational safety by reducing the risk of occurrence of a catastrophic event (i.e., the release of toxic, reactive or explosive chemicals) which can result in damage to the environment and/or plant assets, as well as injury and/or death to humans.

We begin the journey to Process Safety Management (PSM) by providing a brief history of events and activities that have lead to the

state-of-the-art in safety management as currently embodied in Functional Safety systems. These systems enable the orderly shutdown of process units when abnormal situations occur that are beyond the capabilities of the regulatory control system and/or operators to correct soon enough to prevent a catastrophe.

While Functional Safety has proven successful in reducing the probability of catastrophic events and does recognize the role of human factors, it does not explicitly address the key roles of management and business processes in maintaining the operational integrity and profitable performance of process plants.

In this context we look at the approaches operating companies should be taking to go beyond functional safety—after-the-fact protection systems—to proactively measure, monitor and display a plant’s risk profile in near real time so that actions can be taken, as needed, in a more timely manner to improve their process safety performance.

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FUNCTIONAL SAFETY AND SIS Before considering the framework and design of a Process Safety Management system that encompasses all of the key elements of people, processes and technology, we discuss the business case for making the investment in time and money needed to go beyond the limitations of Functional Safety. This sets the stage for the introduction of the pivotal concepts of the Safety Performance Indicator and Value-at-Risk that provide real-time actionable measures of a plant’s risk profile so that

potentially catastrophic events can be detected and analyzed early enough to enable appropriate corrective actions to be taken to avoid harm to people, the environment and plant assets.

We conclude by enumerating best practices for establishing a process safety management culture, and designing, implementing and maintaining a proactive Process Safety Management system to complement existing Functional Safety systems and, thereby, extend a plant’s safety performance envelope.

History of Safety Management Systems As industrialization and technology progressed in the early 20th century, the pattern of intermittent catastrophes began to make its appearance. In 1921, at the BASF plant in Oppau, Germany, explosions destroyed the plant, killing at least 430 people and damaging approximately 700 houses nearby. The explosions occurred as blasting powder was being used to break-up the storage pile of a 50/50 mixture of ammonium sulfate and ammonium nitrate. This procedure had previously been used 16,000 times without any mishap. In 1947, a fire and explosion in Texas City, Texas on the Monsanto Chemical Company’s S.S. Grandcamp while loading ammonium nitrate fertilizer killed over 430 people. There was no specific legislative response to these incidents.

Interestingly, the United States Center for Chemical Process Safety (CCPS), which provides leadership and infrastructure to promote and advance PSM, suggests Process Safety was born on the banks of the Brandywine River in the early days of the 19th century at the E. I. du Pont black powder works. Recognizing that even a small incident could precipitate considerable damage and loss of life, du Pont directed the works to be built and operated under very specific safety conditions.

Below is a brief list of serious industrial disasters that illustrate the dire consequences that result from such incidents: • 1984 – Bhopal, India – toxic material released - 2,500 immediate fatalities - Many other offsite injuries • 1984 – Mexico City, Mexico – LPG explosion - 300 fatalities (mostly offsite) - $20 million in damages • 1988 – Norco, LA, USA – hydrocarbon vapor explosion - 7 onsite fatalities and 42 injuries - $400+ million in damages

•

1989 – Pasadena, TX, USA – ethylene/ isobutene explosion and fire - 23 fatalities and 130 injuries - $800+ million in damages

In response to such catastrophic safety incidents that hurt the public and/or the environment and result in significant economic loss, governments continue to enact legislation and impose fines aimed at trying to reduce the probability of future such events. Likewise, operating companies have formed safety-related consortiums that include suppliers of process automation technology. The goal of these consortiums is to identify automation solutions that can enable operating companies to avoid catastrophic safety events through early detection and correction. As evidenced by recent safety-related catastrophes, such solutions have not been entirely successful.

The current state-of-the-art in the area of safety management includes safety studies (HAZID, HAZOP, Risk Analysis), safety instrumented systems (e.g., Fire & Gas Detection, Emergency Shutdown), abnormal situation management applications and operator guidance tools. The first step in the implementation of a Functional Safety system is the upfront analysis and conceptual design. As shown in Figure 1 it begins with a meeting of all stake holders to determine possible hazards and hazard characteristics, and establish the basic scope of the project. Work then proceeds to develop the detailed design of the Safety Instrumented System (SIS).

The next steps involve: • Execution of the Process Hazard Analysis (PHA) and Layers of Protection Analysis (LOPA); • Specification of the Safety Instrumented Functions (SIFs) and preparation of the of the Safety Requirements Specification (SRS) report; • Development of the Safety Integrity Level (SIL) verification worksheet and report.

While these approaches to safety management have produced positive results in terms of reducing the probability of potentially dangerous process upsets or failures, they are either static (e.g., HAZOP studies) or reactive (e.g., Emergency Shutdown Systems) in nature. Their performance is also hampered by the problem of complacency. The passing of time without a process incident is not necessarily an indication that all is well. There is always a succession of SEPTEMBER 2014 | Automation INSIGHT! | 35

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FUNCTIONAL SAFETY AND SIS failings that lead to an incident—the Swiss Cheese model (see Figure 2). If unchecked, all systems will deteriorate over time and major incidents occur when defects across a number of risk control systems materialise concurrently. In effect, the “holes” in the Swiss Cheese model become larger.

Without setting leading and lagging indicators for each risk critical control system it is unlikely that failings in these barriers will be revealed as they arise and before all the important barriers are defeated.

Numerous high profile incidents in the last couple of years have heightened the awareness that organizations need to pay more attention to process safety: process safety being a blend of engineering and management skills focused on preventing catastrophic accidents and near hits, particularly, explosions, fires and damaging releases associated with loss of containment of energy or dangerous substances such as chemicals and petroleum products.

These engineering and management skills exceed those required for managing workplace safety as it impacts people, property and the environment.

The consequences of getting process safety wrong have never been higher, with escalating consequences that include: • Damage to people, the community and environment; • Corporations and individuals called to account in public including lawsuits; • Increased scrutiny by regulators and governments; • Investor confidence is undermined, with resulting loss in stock price.

In some cases, even when executives and managers have prioritized process safety, things go wrong. Too often, organizations or individuals make process safety decisions under pressure, or without proper context or sufficient information, even in companies that have a long tradition of making safety a priority.

What’s missing is the ability to provide plant personnel with real-time, pro-active actionable information of a plant’s risk profile via continuous measurement, monitoring and visualization of key operating and safety-related parameters so that potentially hazardous events can be averted without the need to resort to a plant trip or emergency shutdown. This is the goal of Process Safety Management, which involves the next generation of automation solutions aimed at making a step change improvement in the safety performance of companies in the process industries by providing a “Safety Early Warning and Hazard Avoidance System.”

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FUNCTIONAL SAFETY AND SIS SIS Safety Lifecycle - Upfront Activity (Analysis, Conceptual) Develop Conceptual Process Design Basic Project Scope

Typical Process History Possible Hazards Hazards Characteristics P&ID (Rough)

Identify Process Hazards Analysis Potential SIF

Consequence Matrix Tolerable Frequency Initiating Events Enable Factors Probability of Exposure Failure Probabilities IPL Credits Risk Reductions

Execute Consequence Analysis LOPA

Figure 1: Steps in the Front-End Engineering Design (FEED) of a Safety Instrumented System

FDS, SIF Matrix SRS Safety Lifecycle Chart SIF Dosier SIF, Non-SIF Functions C&E Charts SIS Interlock Requirements SIS Hardware Concept SIS Operator Interface

Develop SIS Conceptual Design

Develop Non SIS Conceptual Design

PHA Report

LOPA Report

Develop Safety Function Requirements

Corporate SIS Standards International Standards Prescriptive Subsystems SIS Operation Requirements SIS Maintenance Requirements

Basic Project Scope Process Characteristics Process Details Process Flow Diagram

Perform

SIS Detail Design Non SIS Detail Design

Other

Figure 2: Swiss Cheese Model - How a Hazard Can Propagate to Become a Harmful Event

DCS

Process Design

HAZARD

SIS

ACCIDENT SEPTEMBER 2014 | Automation INSIGHT! | 37

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FUNCTIONAL SAFETY AND SIS By way of definition, Process Safety Management—also referred to as PSM—is the application of management systems to the identification, understanding and control of process hazards to prevent process-related injuries and incidents. The goal is to minimize process incidents by evaluating the whole process. The phrase Process Safety Management came into widespread use after the adoption of OSHA Standard 29 CFR 1910.119 Process Safety Management of Highly Hazardous Chemicals in 1992.

PSM covers the following aspects of plant safety: • Process safety information • Employee involvement • Process hazard analysis • Operating procedures • Training • Contractors • Pre-startup safety review • Mechanical integrity • Hot work • Management of change • Incident investigation • Emergency planning and response • Compliance audits • Trade secrets Another definition of PSM is “the proactive and systematic identification, evaluation, and mitigation or prevention of chemical releases that could occur as a result of failures in process, procedures, or equipment.” In other words PSM is intended to ensure freedom from unacceptable risk due to: • Fire • Explosion

• Suffocation • Poisoning Figure 3 shows where PSM fits into the overall context of Operational Integrity (i.e., ‘keeping the process in the pipe’) and how Functional Safety is a key element of PSM. Figure 3: The Role of Process Safety Management in Supporting Operational Integrity

Operational Integrity Process Safety • • •

People Processes Equipment/Systems

Functional Safety • • •

Occupational Safety • • •

Trips Slips Falls

DCS SIS Alarms

Keeping Process in the Pipe

The Business Case for Process Safety Management

A cost/benefit analysis is at the center of the process of making investment decisions. To justify the cost it is necessary to determine if the magnitude of the value delivered justifies the cost in terms of time, effort and money. To date, investments in safety—Functional Safety systems, Abnormal Situation Management applications, etc.—have been made largely on the basis of satisfying legislative requirements in order to maintain the license to operate. So far, there is no legislation that directly defines the requirements for a realtime PSM system or the penalties for not implementing one. Thus, investments in a PSM system may be made if it can be shown that it delivers a significant, tangible reduction in the risk of a catastrophic failure as well as produces a measurable economic benefit for the plant. Table 1 provides estimates of the annual benefits associated with implementing a PSM system. For a 100,000 barrel per day petroleum refinery, operating for 330 days/year at an average refining margin of $5/barrel, the estimated annual PSM benefit is $2.85 million.

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FUNCTIONAL SAFETY AND SIS Potential PSM Benefits Value Estimates

Maximum Sustainable Daily Rate (BPD) = 100,000 Margin ($/Bbl) = $5.00

Potential Notes

Benefit Type

Actual Cash

$000

Annual Probability

Assumptions

$39,860

4%

$1,594

4%

$301

$%

$128

$000

Loss Avoidance 1 Catastrophic Loss Human Life

1 Death + 5 Serious Injuries

$20,000

Cleanup

$660

Compensation to Local Business

$200

Fines

Punitive Environmental Fine

$1,000

1 Heater Destroyed Damage to 2 Adjacent Heaters Damage to Reactor Catalyst Losses

$4,000

20,000 BPD of Gasoline for 3 Months

$9,000

Equipment Replacement

Loss of Earnings 2 Reputation

$7,513

Loss of Sales

5% of 70,000 BPD of Fuel Sales for 1 Year

$6,388

Hiring and Retaining Staff

3% Loss of Total Staff of 1,500 Employees

$1,125

Additional Sensors & Safeguards; Updated HAZOP; Revised ESD Logic; Additional Bunding

$ 2,690

3 Licence to Operate:

$3,190

Safety

Environmental

Automated Reporting System Loss Avoidance Subtotal

$500 $50,563

$2,023

Improved Economice Performance Productivity Benefits:

0.5% Increase in Output Due to:

$825

100%

$825

Shorter Startups Fewer Unplanned Shutdowns Faster Grade/Throughput Changes Better Handling of Process Distrubances Direct Cash Benefits

$51,388

$2,843

Table 1: Estimated Benefits for a PSM System

In addition to the statement of benefits provided in Table 1, the concept of the “incremental valueat-risk” discussed below is intended to provide an ongoing quantified measure of the economic impact of the PSM system.

Design and Framework a of Process Safety Management System

It is important to find the right level of balance among the various possible safety indicators so that process safety decisions accurately reflect the company’s desired operational risk profile.

Though risk can never be eliminated, a variety of mechanisms can be put in place to balance desired safety outcomes with day to day business imperatives and pressures.

All too often, too many organizations rely heavily on failure data to monitor performance,

so improvements or changes are only determined after something has gone wrong. Often the difference between whether a system failure results in a minor or a catastrophic outcome is purely down to chance. The consequence of this approach is that improvements or changes are only determined after something has gone wrong.

Discovering weaknesses in the quality of the management of the process and control systems by having a major incident is too late and too costly. Early warning of dangerous deterioration within critical systems provides an opportunity to avoid major incidents.

Knowing that process risks are successfully controlled has a clear link with business efficiency, as several indicators can be used to show plant availability and optimised operating conditions. Effective management of major hazards requires a proactive approach to risk management, so information to confirm critical systems are operating as intended is essential. Leading indicators can confirm that risk controls continue to be operated is an important step forward in the management of major hazard risks.

The main reason for measuring process safety performance is SEPTEMBER 2014 | Automation INSIGHT! | 39

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FUNCTIONAL SAFETY AND SIS to provide ongoing assurance that risks are being adequately controlled. Directors and senior managers need to monitor the effectiveness of internal controls against business risks.

For petroleum refineries and petrochemical manufacturers, process safety risks are a significant aspect of business risk, asset integrity and reputation. Many organizations do not have good information to show how well they are managing major hazard risks. This is because the information gathered tends to be limited to measuring failures, such as incidents or near misses.

Those involved in managing process safety risks need to ask some fundamental questions about their systems, such as: • What can go wrong?

• What controls are in place to prevent major incidents?

• What does each control deliver in terms of a ‘safety outcome’?

• How do we know they continue to operate as intended?

Measuring performance – early warning before catastrophic failure According to James Reason , (major) accidents result when a series of failings within several critical risk control systems materialise concurrently. Each risk control system represents an important barrier or safeguard within the process safety management system. It should also be recognized that a significant failing in just one critical barrier may be sufficient in itself to give rise to a major accident. Hence, it is vitally important to continuously measure and monitor the actual realtime performance of these safety barriers to ensure that operational integrity is not compromised due to degradation of these barriers.

Leading and lagging indicators are set in a structured and systematic way for each critical risk control system within the whole process safety management system. In tandem they act as system guardians providing dual assurance to confirm that the risk control system is operating as intended or providing a warning that problems are starting to develop.

Leading indicators

Leading indicators are a form of active monitoring focused on a few critical risk control systems to ensure their continued effectiveness.

Leading indicators require a routine systematic

check that key actions or activities are undertaken as intended.

They can be considered as measures of process or inputs essential to deliver the desired safety outcome. The leading indicators identify failings or ‘holes’ in vital aspects of the risk control system discovered during routine checks on the operation of a critical activity within the risk control system

Lagging indicators

Lagging indicators are a form of reactive monitoring requiring the reporting and investigation of specific incidents and events to discover weaknesses in that system. These incidents or events do not have to result in major damage or injury or even a loss of containment, providing that they represent a failure of a significant control system which guards against or limits the consequences of a major incident. Lagging indicators show when a desired safety outcome has failed, or has not been achieved. The lagging indicator reveals failings or ‘holes’ in that barrier discovered following an incident or adverse event. The incident does not necessarily have to result in injury or environmental damage and can be a near miss, precursor event or undesired outcome attributable to a failing in that risk control system.

There are a number of organizations / standards bodies that recommend the use of leading and lagging metrics to understand the quality of the process safety management. Some of these are: • ISA 84.00.04 – Recommended practices for Guidelines for the Implementation of ANSI/ISA-84.00.01-2004 (IEC 61511 Mod).

• CCPS (Centre for Chemical Process Safety).

• Energy Institute (EI), formally Petroleum Institute.

The common theme of these metrics is the use of KPIs generated from the management of the process / functional safety equipment and the people and processes that are used in terms of their competence, leadership and risk management capabilities.

For example, the EI has published a Process Safety Management framework , developed by the energy industry, for use by various industry sectors. The framework is intended to be applicable worldwide, to all sectors of the process industry such as power, petroleum, chemicals, refining, etc. The framework encapsulates learning’s from people with practical experience of developing and implementing PSM as part of an integrated management system. It clearly sets out what needs to be done to assure the integrity of the operation and helps define what measures should be in place and how they are performing. Note that it is not intended to replace existing process safety or health, safety, and environmental management systems.

The EI’s framework consists of 3 levels: Focus Area, Elements and Expectations. The Focus Area sets out the high level components of the PSM framework. Within each of the focus areas are a number of Elements which set out the key aspects of the operation that organisations need to get right in order to ensure their integrity.

Each element contains Expectations that define what organisations

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FUNCTIONAL SAFETY AND SIS need to get right in order to meet the intent of each element.

The four focus areas are split into: 1. Process Safety Leadership 2. Risk identification and assessment 3. Risk Management 4. Review and Improvement By way of explanation, below are listed the EI’s PSM elements within each focus area which set out the key aspects of operations that organizations need to get right in order to assure the integrity of the operations.

• Process Safety Leadership - Leadership commitment and responsibility - Identification and compliance with legislation and industry standards - Employee selection, placement and competency, and health assurance - Workforce involvement - Communication with stakeholders • Risk Identification and Assessment - Hazard identification and risk assessment - Documentation, records and knowledge management • Risk Management - Operating manuals and procedures - Process and operational status monitoring,

and handover - Management of operational interfaces - Standards and practices - Management of change and project management - Operational readiness and process start-up - Emergency preparedness - Inspection and maintenance - Management of safety critical devices - Work control, permit to work and task risk management - Contractor and supplier, selection and management • Review and Improvement - Incident reporting and investigation - Audit, assurance, management review and intervention Figure 4 shows the proposed PSM framework—based on industry guidelines—and the associated components of a welldesigned Process Safety Management system that enables realtime measurement and monitoring of a process plant’s risk profile, and provides actionable information that can be used to prevent catastrophic e events. Where an organization has an existing HS&E system or PSM system, it may be useful to benchmark against the framework or carry out a risk assessment versus the expectations of each element in order to identify any aspects of the existing system that may need to be enhanced.

Solution Design

Corporate Site Management

Operations Maintenance Engineering

PSM Framework

Safety Performance Indicator Calc. Engine

Industry Guidelines

Integrated Information and Workflow Platform

Software

Dashboards Leading and Lagging KPI’s

PSM support Applications / Solutions

Figure 4: PSM Framework and Components

Process Safety Management Designed Risk

Solution Implementation

Services

Customer Self Assesment

+ -

Key Performance Indicators

Figure 5: PSM Control Loop

Process Plant

Implementing such a PSM system establishes the foundation of PSM “control loop”. Figure 5 is a graphical illustration of such a control loop whose purpose is to prevent complacency from increasing Complacency the probability of a catastrophic event due to plant personnel ignoring leading and lagging indicators about degradation of the levels of protection provided by the risk control loops.

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FUNCTIONAL SAFETY AND SIS During plant operation, plant systems are modified to adapt to the changing needs to the operation. Systems and procedures can deteriorate over time, and system failures discovered following a major incident frequently surprise senior managers, who sincerely believed that the controls were functioning as designed. Used effectively, process safety key performance indicators (KPIs) can provide an early warning, before catastrophic failure, that critical controls have deteriorated to an unacceptable level.

Measuring performance to assess how effectively risks are being controlled is an essential part of a health and safety management system.

This can be accomplished in two ways: • Active monitoring, which provides feedback on performance before an accident or incident and • Reactive monitoring, which involves identifying and reporting on incidents to check that the controls in place are adequate, to identify weaknesses or gaps in control systems and to learn from mistakes.

metrics can cover (1) management of safety-related equipment (e.g., completion of periodic field device proof tests associated with a distillation column); (2) competence of plant personnel (e.g., their level of training and skills testing); (3) adherence to established procedures (e.g., near-miss investigations); (4) leadership (e.g., involvement of leadership in periodic, formal safety reviews).

These metrics can originate from the management of the layers of protection associated with the different lines of equipment from at a LOP level (e.g., SIS) or at the line of equipment level (e.g., leadership).

The Safety Performance Indicator (SPI) is an aggregation of the individual KPIs into a single number. The Safety Performance Indicator can be calculated at the equipment level (equipment SPI) and at the plant level (plant SPI).

LOE1

After a set of KPIs have been adopted, the asset owner management is responsible for monitoring these KPIs and responding to deviations from their baselines. At the higher management levels, the relevance of the KPIs associated with the management of the equipment in a plant, can be lost. Therefore, it becomes necessary to translate the individual equipment level KPIs and their business impact into a plant level safety performance indicator and its business impact.

This concept can be extended to any number of plants spread across geographic regions to enable upper management to understand the quality of process safety management across the enterprise.

Using the individual equipment KPIs Invensys has developed an approach that allows an asset owner to understand the overall safety state of the plant and its economic impact on the business. In addition, this approach is tied to the existing LOPA and financial impact analysis.

KPI metrics are gathered based on the asset owner’s management of the plant equipment, the capability of the people and the processes followed to manage process safety. Typically, 10-20 key

Plant 3

LOE2

LOP LOP LOE LOE

LOPs

Plant 1

The Safety Performance Indicator and Incremental Value-At-Risk Safety Performance Indicator

Plant 2

Plant 1

Figure 6: Asset Owner Safety Model

Figure 6 shows the asset owner safety model of an enterprise’s global assets, which may consist of plants distributed over different geographic regions. A plant is decomposed into lines of equipment (LOE) which have layers of protection (LOP) associated with them (refer to the Plant Safety Model shown in Figure 7).

Plant SPI Asset Risk

LOE KPI Asset Risk

LOPs KPIs

Figure 7: Plant Safety Model with KPIs and SPI

Underlying the Plant Safety Model is a safety related KPI framework which addresses the management of process safety related to plant equipment, the business processes/procedures used to manage the equipment and the capabilities of the people who apply these processes/procedures.

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FUNCTIONAL SAFETY AND SIS Calculation of the Weighted KPI of a Layer of Protection The KPI for a layer of protection can be calculated as follows: KPI_LOPj =

K ∑ j (wi*KPIi) e i K ∑ (wi) e i

Where: KPI_LOP = weighted average KPI of a layer of protection w = weight of a KPI KPI = key performance indicator related to plant, process, people (as applicable) K = number of KPIs for a LOP I = index for counting number of KPIs J = index for counting number of LOPs

Calculation of Safety Performance Index for Equipment

Consider that a piece of equipment has a number of layers of protection. From a safety perspective, layers of protection are of different importance/ risk level. From the LOP Analysis, each layer of protection has associated with it a risk reduction factor. The weighted KPIs associated with the equipment can be aggregated and weighted using the risk reduction factor associated with the LOP. L L ∑ jw_lopi*KPI_LOPi ∑ i j rrfi*KPI_LOPi = SPI_EQUIPj = i L L ∑ i wi ∑ i wi

Where: L = number of layers of protection w_lop = weight of a layer of protection (= RRF for the layer of protection) I = index for counting layers of protection J = index for counting number of pieces of equipment

Calculation of the Safety Performance Index for a Plant Consider that a plant has a number of lines of equipment. From a safety perspective, lines of equipment are of different importance / risk level.

From the LOP analysis, each line of equipment has associated with it a total equipment risk. The Safety performance indicators for the lines of equipment can be aggregated using the total risk factor calculated from the LOP analysis.

SPI_PLANT =

E ∑i

1 * SPI_EQUIPi EQ_Riski E 1 ∑i EQ_Riski

Where: E = number of pieces of equipment in a plant I = index used to count the pieces of equipment in the plant EQ_RISK = total mitigated risk for a piece of equipment SPI_PLANT = SPI for the plant

Calculation of the Estimated Financial Losses Associated with a Line of Equipment Risk and the Plant Based on the Safety Performance indicator, a safety performance state can be calculated. For example, the SPI can have ranges such as good (> 95%), warning (90 to 95%) and bad (< 90%).

Associated with each line of equipment is an asset impact. For example, the asset impact may be defined as S0 to S5 as shown in Table 2 below.

Level

Asset Loss Value

Production Loss

S0

$10,000

0

bbls

S1

$100,000

1000

bbls

S2

$1,000,000

5000

bbls

S3

$10,000,000

15,000

bbls

S4

$100,000,000

50,000

bbls

S5

$1,000,000,000

100,000

bbls

Table 2: Asset Impact Levels versus Asset Value and Production Losses

Incremental estimated asset-value-at-risk is a safety performance adjusted metric (expected value) that can be calculated using the safety performance Indicator, the safety performance state and the asset impact.

For example, the incremental asset value-at-risk can be estimated as follows: 100% of the asset loss value-at-risk if the safety performance state is determined to be “bad”; 50% of the asset loss value-at-risk if the safety performance state is determined to be “warning”; 0% of the asset loss value-at-risk if the safety performance state is determined to be “good”.

Line of Equipment: Estimated Incremental Asset Value at Risk =

{

0 if SPI > 95% 0.5 * defined asset impact if SPI ≥ 90% and ≤ 95% 1.0 * defined asset impact if SPI < 90%

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FUNCTIONAL SAFETY AND SIS Corporate Value at Risk

The plant level incremental asset value-at-risk can be estimated by adding the estimated incremental asset values-at-risk for the lines of equipment in the plant. The plant level incremental production value-at-risk can be estimated by adding the incremental production values-at-risk for the underlying lines of equipment.

Plant: Estimated Incremental Asset Value at Risk

∑ LOE incremental asset value at risk

=

Plant: Esimated Incremental Production Capacity at Risk =

{

0 if Plant SPI > 95% 0.5 * defined production capacity if Plant SPI ≥ 90% and ≤ 95% 1.0 * defined production capacity if Plant SPI < 90%

15.1 49.5 4.95

Plant

SPI

Inc. Asset at Risk $M

Inc. Prod. at Risk $M

Inc. Rev. at Risk $M

NA-P1

89%

10

30

3

NA-P2

90%

3

10

1

EU-P3

96%

0.1

1

0.1

ME-P4

90%

2

8

0.8

AP-P5

100%

0

0.5

0.05

For a corporation with many plants, the incremental asset valuesat-risk and the product values-at-risk can be aggregated as follows.

Figure 8: Example of a Corporate Dashboard

Corporation: Estimated Incremental Asset Value at Risk

∑ Plant incremental asset value at risk

=

Corporation: Estimated Incremental Production Capacity at Risk

∑ Plant incremental asset value at risk

=

Figure 9: Example of a Plant Level Dashboard

Safety Performance Indicator

Plant Value at Risk

89% Leadership 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

80% 60% 40% 20% Jan Feb Mar Apr May Jun

Jul

Inc. Prod. at Risk

Inc. Asset at Risk

$1M

5k

$10M

Competency

100%

0%

Inc. Rev. at Risk

Aug Sep Oct Nov Dec

Jan Feb Mar Apr May Jun

Safety Device Mgmt.

Jul

Op. Readiness 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

Aug Sep Oct Nov Dec

Jan Feb Mar Apr May Jun

Jul

Aug Sep Oct Nov Dec

Incident Reporting

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

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FUNCTIONAL SAFETY AND SIS Dashboards

To display the safety performance index and related incremental asset value-at-risk and incremental production loss, the dashboards shown in Figure 8 and Figure 9 are envisioned.

The plant level dashboard could display the plant level safety performance data and provide drill down capability to the underlying KPIs for analysis of the underlying causes of identified risks so that corrective action plans can be defined and implemented in a timely manner to avoid costly and potentially catastrophic safety events.

Summary – Best Practices & Learnings As evidenced by the change in the name of the annual AFPM (formerly NPRA) safety conference, i.e., AFPM National Occupational and Process Safety Conference, the refining and petrochemical industries are now clearly focused on Process Safety Management as a key component of their operational strategies. To support these operational strategies we propose the following nine steps as best practices for implementing and maintaining an effective process safety performance management system.

Step 1: Establish the organizational arrangements/relationships needed to implement indicators Step 2: Decide on the scope of the indicators Step 3: Identify the risk control systems and decide on the outcomes Step 4: Identify critical elements of each risk control system Step 5: Establish the data collection and reporting system Step 6: Review (benchmark against the IE PSM Framework (or equivalent)) Step 7: Deploy the KPI model and SPI calculations Step 8: Educate management on the importance of process safety management Step 9: Establish management roles and actions for review of KPIs, SPIs, estimated asset value-at-risk and estimated production value-at-risk.

Although stated in different terms, these best practices were a common theme in many of the presentations given at the 2012 AFPM National Occupational and Safety Conference. For example, one such presentation stated the importance of the following key aspects of safety management, thereby reinforcing the significance of best practices to institutionalizing a wellconceived PSM program.

• Educating company leadership • Establishing a SIF (Safety Instrumented Function) potential metric • Evaluating unintended consequence of reinforcement systems • Conducting a rigorous review the control mechanisms for PSM (paying special attention to verification mechanisms) • Diagnosing the company’s culture • Assessing safety leadership SEPTEMBER 2014 | Automation INSIGHT! | 45

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With HIMax, we offer: Maximum plant uptime  A solution that can increase output  Possibilities to reduce CAPEX/OPEX RZ_HIMA101-398_Anz_MiddleEast.indd 1 Future-proof, lifetime  September Automation Insight 2014.indd 46 flexibility

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CUSTODY MEASUREMENT

A Model Based Technology to Predict Gas Composition for Custody Measurement at Jubail Industrial City Author: Juan D. Escobar, Measurement Specialist, Saudi Aramco

Customers billing of sales gas relies on its quantity and quality. Sales gas quantity and quality measurements depend on the gas composition. Energy measurement is the result of multiplying the measured quantity in units of volume by the calculated energy in one volume’s unit. Saudi Aramco implemented a methodology — that relies on a Gas Chromatograph and the SCADA system — to continuously upload gas composition in the flow computers located in Jubail. Due to the rapid growth of customers and changes in technology, this design became inoperative and Saudi Aramco found it necessary to depend on composite samplers and manual upload of gas composition to the flow computers. An alternative to this methodology was visualized with the use of a Real-time Hydraulic Model.

Jubail is the largest industrial city in the Middle East and is located in the Eastern province on the Arabian Gulf coast of Saudi Arabia. Today, the industrial city hosts over 80 customers consuming about 1.8-2.0 billion standard cubic feet of natural gas per day. Natural gas is provided through two 36-inch pipelines; however, when the construction of this industrial city started in 1975, it was designed to have a single pipeline to cover for its natural gas needs.

Customers had metering skids built in their premises — according to Saudi Aramco specifications — that mandated for the utilization of a particular flow computer as the only means to compute volume flow rate, High Heating Value (HHV) and total calorific value.

Saudi Aramco relies on Orifice and Ultrasonic technologies for gas volume measurements. The company standards mandate for the utilization of AGA 3 (orifice) and AGA 9 (ultrasonic) equations to compute volumes. Gas composition is required by these equations to calculate many of their factors. Examples of these factors are densities at flowing and base conditions, isentropic exponent, compressibility, etc. For more details, refer to AGA 3, Part 3, Section 3.3.3 and AGA 9, Section 7.3.1.

Company standards mandate for the utilization of AGA 5 for HHV calculation. HHV depends heavily on the mole fraction of every constituent in the gas mixture. For more details refer to AGA 5, Section 2.3 and Table A.3.1.

A Gas Chromatograph (GC) was installed at the pipeline feeding Jubail to account for the quality of the delivered gas. The GC was transmitting the gas composition to the main SCADA system and from there, composition data was broadcasted to the flow computers at Jubail. Note that broadcasting was possible because all customers were using the only approved flow computer brand and model making the memory addresses for all variables, including the gas composition fractions, the same.

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CUSTODY MEASUREMENT The problem

The above configuration using a single GC to continuously update composition in the flow computers worked well for many years. As newer flow computer functionality became available on the market, Saudi Aramco approved a new brand.

New customers built their metering skids using the newly approved flow computer brand. Data broadcasting to the new and existing systems was not possible, as register addresses for the gas composition fractions of the new flow computers were different to the ones of the old flow computers.

Also, as more customers were added to the grid, Saudi Aramco built a second pipeline to supply Sales Gas to Jubail Industrial City, as the first pipeline was not able to meet the increased demand.

To properly compute volume and HHV, Saudi Aramco has to manually update gas composition at each flow computer. Two composite samplers were installed at strategic locations, from where sample containers are retrieved weekly and sent to the lab for analysis. Lab analyses results are averaged and the average is used to update the flow computers’ gas composition. As can be seen, this methodology is labor intensive and introduces inherent errors: • Composition used by the flow computers remains static during the week without taking into account the continuous variation of the gas quality.

• Compositions entered in the flow computers are from “the previous week,” which produces a diphase in the quality of the gas used for Volume and HHV calculations.

• The two composite samples cannot be flow rate based, since samplers are located at strategic locations in the grid, not associated to incoming flow rates.

Jubail Industrial City

take-off points, compressors, connectivity details, etc., are included.

Real-time data, such as measured pressures, temperatures, flow rates, gas compositions, etc., from the Supervisory Control and Data Acquisition (SCADA) system, is fed to the model on a continuous basis. The model utilizes the real-time data to reconstruct the state of the distribution system, using equations based on the Laws of Physics (Mass Balance, Momentum Equation and Energy Equation).

The reconstruction of the distribution system consists of calculated data, including: gas velocities, pressure drops along segments, gas composition at customers’ sites, etc. Therefore a properly tuned model can predict the gas composition at customers’ sites, which can be downloaded in the flow computers for the calculation of volumes, HHV and total calorific value. The use of the predicted gas composition from a real time hydraulic model can provide an alternative solution to installing GCs at customers’ sites.

Ideally each customer should have a GC s part of the metering skid for continuous upload of the gas composition in the flow computer.

The ideal situation where each customer gets a GC is cost prohibitive at this time, taking into account the large number of customers. A different solution is required.

Real Time Hydraulic Model

A numeric Hydraulic Model of a gas distribution system is a computer simulation, where the physical characteristics of the system, including: pipeline specifications, valve characteristics, customer

A case study

Saudi Aramco transports large amounts of natural gas throughout the Kingdom of Saudi Arabia using the Master Gas System (MGS).

The MGS is comprised of long pipelines running from the East to the West coast, and from the North in Safaniyah to the South in Harad.

There are seven gas plants processing over 8 BSCFD and feeding these pipelines. All customers are attached to the MGS, including the Jubail customers.

Saudi Aramco has acquired a Real Time Hydraulic simulation platform, and has hired the services of a service company to model the MGS using this platform. Saudi Aramco will conduct a study to

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CUSTODY MEASUREMENT Saudi Arabia Master Gas System

explore the feasibility of utilizing this model, to calculate the gas composition at the customers’ sites on a continuous basis.

The model will be running alongside the SCADA system to do the following: 1. Acquire the input variables from the MGS, especially the Jubail area parameters like the gas compositions for the two pipelines feeding Jubail, the customers’ pressure, temperature and flow rates.

2. Write back the predicted gas compositions for the Jubail customers.

The SCADA system will ultimately be configured to automatically download this data in the flow computers located in the customers’ metering skids; however, before this configuration is put in service, extensive validation of the system will be performed by setting up continuous sampling test points, to compare their composition to the ones predicted by the model.

The successful completion of this project would resolve the problem of having to manually update gas compositions at the Jubail area customers’ flow computers, and will provide a much more cost effective solution than having to install GCs at the customers metering skids. Extensive use of available control system tools will be practiced, which will be an outstanding technical challenge.

About the Author: Juan Escobar has gained extensive experience in Measurement and Control Systems after many years working for companies like Occidental Petroleum (Oxy), British Petroleum (BP), Emerson Electric and Fluor. Juan has worked for Saudi Aramco for the past 6 years.

He received a B.S. degree in Electronics Engineering from Xavier University in Bogota, Colombia, and a M.S. from Lamar University in Beaumont, Texas.

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ADVANCED APPLICATIONS

Flowmeter For Measuring Steam Quality “More Accuracy in Measuring Steam Mass and Energy” Authors: Oliver Seifert and Constantin Schoo, Endress+Hauser II AG

Abstract Endress+Hauser has recently introduced its new Proline vortex flowmeter family. These highly robust flowmeters have been developed for mainly steam applications, and they offer a broad scope of multivariable solutions for steam mass and energy measurement. Two innovations help to increase safety and improve the efficiency of steam systems: • wet steam can be detected on a continuous basis (resulting in an alarm) and • steam quality can be measured and used as an output Fig.1: The new Prowirl 200 is a vortex meter able to detect wet steam and even measure the dryness fraction of steam. This information can be used to compensate both mass flow and energy flow reducing the uncertainty dramatically.

Steam is commonly used for process heating.

Typically, saturated steam is produced in shell and tube (fire tube) boilers. Its advantages are obvious: The heat content is high and temperature can be regulated by controlling pressure. When looking at the properties of saturated steam it can be seen

that it is exactly at the border line between liquid water and gaseous steam (vapor).

When dry saturated steam passes on its energy to a process, its “latent” energy is released. This energy can be found in steam tables as enthalpy (hfg). Whilst this energy is released, the steam becomes

Fig. 2: Mollier diagram for water. Example: Heating liquid water from 20 °C (A) to 100 °C (B) requires about 4.2 kJ/kg · K of energy. In order to convert the water (B) to steam (C) at 100 °C and 1.013 bar abs., 2255 kJ/kg are required. During this process, the dryness (x-factor) is increased from 0 to 1.

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ADVANCED APPLICATIONS wetter, i.e. its dryness fraction (x) is reduced from 1 down to 0. What doesn’t change, however, is the combination of pressure and temperature during this process. This means that ideally steam enters, for example a heat exchanger at 3 bar g and +144 °C and condensate can be found at the exit at exactly the same pressure and temperature – but the steam has lost 2138 kJ/kg of latent heat.

The problem now is: If both liquid and steam, and any state in-between, can exist at the same pressure and temperature, it is impossible to determine the dryness fraction by just measuring these two parameters. Therefore, today there is no solution available to easily determine if water is present in the steam line or not on a continuous basis.

Fig. 3: The steam quality is defined by its dryness fraction “x”. If x = 0: water is fully saturated. If x = 1, there is dry saturated steam. If x = 0.8, 80% of the mass of water is in a gaseous state and 20% in a liquid state.

Where is wet steam generated in a steam system?

Wet steam can be found anywhere in a saturated steam system: • At the outlet of boilers because of undersized boilers or poor boiler water quality • In the distribution network because of heat losses and • At the point of end-use because of malfunctioning equipment (e.g. steam traps)

Wet steam, however, is both a safety and an efficiency concern: • Water hammer may result • Priming of boilers results in carry-over of salts into the steam system resulting in fouling and corrosion • Wet steam contains much less energy than dry steam.

Therefore, it is highly beneficial to receive a warning in case wet steam is present which is optionally available for the Prowirl 200– or even better measure the steam quality and compensate accordingly.

Why compensate for wet steam?

We have seen above that the energy content of steam strongly depends on the dryness fraction.

Let’s take our example of 3 bar g steam from above again. Now let’s assume that this steam has a dryness fraction of 90%. In reality this means that in the pipeline we find: • 100% of the sensible heat (i.e. 604.7 kJ/kg) and • 90% of the latent heat of perfectly dry steam (i.e.

0.9 x 2138 kJ/kg = 1924 kJ/kg) Most relevant for heat transfer is the latent heat (condensate will be returned to the boiler), i.e. steam with a quality of 90% will only have 90% of the energy of dry, saturated steam available. If we assume that it takes about 60 Euros to make a ton of steam, this steam will only have a value of 54 Euros left.

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ADVANCED APPLICATIONS

Fig. 4: Error in total mass flow measurement versus dryness fraction x With the dryness fraction measurement and associated mass flow correction the total mass flow rate measurement uncertainty can be reduced to +/- 3%.

Therefore, the innovation of • Measuring the steam quality and • Compensating the mass and energy flows using this information results in a strongly reduced measurement uncertainty and error in compensated steam flow output.

This is beneficial for: • Better internal costing and external billing (you only pay for the energy you receive) • Better process control (how much energy does the process really receive?) and • Improved efficiency.

Output Options Through the measurement of the steam quality, a broad variety of useful parameters can be generated: • steam quality itself (“dryness fraction”) • mass flow of gaseous steam

• mass flow of condensate • total mass flow • heat flow (i.e. enthalpy relative to the triple point of water) compensated by the steam quality • delta heat (difference between enthalpy contained in the steam and the enthalpy contained in the condensate, compensated through the external temperature read in) These parameters can either be assigned to the display or the analog (max. 2) or digital outputs (e.g. HART, Profibus and Foundation Fieldbus FF (in prep.)).

How is it done?

At a steady flow rate and stable process conditions, the volume flow in a dry steam application will result in a stable vortex signal over time. If liquid water droplets are present, however, this will result in variations of the vortex signal, i.e. the droplets superimpose a second signal which has an effect on the signal’s Kurtosis (“peakedness” of the probability distribution) which is analyzed by the Prowirl 200.

The Kurtosis is related to the steam quality and is used for measuring the steam quality and detecting wet steam.

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ADVANCED APPLICATIONS

For which applications is the wet steam measurement available?

The wet steam measurement (and the wet steam detection) is available for • line sizes DN25-DN100 (1”…4”) • velocities 5…60 m/s • steam qualities 80…100% • steam pressures 0.5…11.0 bar g

Another important point is that enough inlet runs have to be respected in order to make sure that the vortex signal is not disturbed by obstructions upstream (and downstream) of the flowmeter.

Summary

Fig. 5: Signal of wet steam in a Prowirl 200. The primary vortex signal is affected by the droplet

The presented innovations of detecting wet steam and measuring the dryness fraction of steam offer many benefits. Most important are: • Increased safety (detecting wet steam can help avoiding water hammer and corrosion in the steam system) • Increased efficiency (detecting wet steam helps to avoid inefficiencies in the steam system, measuring the dryness fraction helps to measure the precise amount of energy provided to a process) • Better costing (both internal and external, the amount of energy purchased or sold can be determined more accurately)

Endress+Hauser Endress+Hauser is a global leader in measurement instrumentation, services and solutions for industrial process engineering.

The company was founded in 1953 by Swiss engineer Georg Herbert Endress (1924–2008) and German banking expert Ludwig Hauser (1895–1975). The Group employs 12,000 personnel across the globe, generating net sales of 1.8 billion euros in 2013.

Our dedicated sales centers and a strong network of partners, guarantees competent worldwide support across industries.

Production centers in 11 countries meet customers’ requirements quickly and effectively.

Endress+Hauser provides sensors, instruments, systems and services for level, flow, pressure and temperature measurement as well as analytics and data acquisition. The company supports customers with automation engineering, logistics, IT services and solutions. Our products set standards in quality and technology.

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Reliable in experience and technology.

Maximum transparency and reliability for bunker fuel measurement

Endress+Hauser Instruments International AG Middle East Support Center 7WB, Office 2100 Dubai Airport Free Zone P.O. Box 293828 Dubai, UAE Phone +971 4 253 51 00 Fax +971 4 609 18 11 info@ii.endress.com sales.inquiries@ae.endress.com www.ii.endress.com

Automation Insight September 2014.indd 55

• Confidence and profitability guaranteed at the same time, thanks to accurate and indisputable billing of the supplied bunker fuel quantity • Increased transparency by monitoring simultaneously multiple process parameters during the entire fuelling process and detecting air pockets, as well as potential “cappuccino effects” that occur when stripping tanks www.products.endress.com/bunkering

8/26/14 5:10 PM

TECHNOLOGY AND IMPLEMENTATION

Disruptive Technologies Big data, cloud computing, mobile devices and social media are starting to make huge changes in the ways manufacturers operate Authors: Janet Kreiling The first automobiles looked a lot like horse-drawn carriages, without the horses.

The automobile was a disruptive technology.

People who were used to traveling behind one, two, four or six horses now had a score, and eventually hundreds, under the hood. They had speed and extended range, which made for radically different ways of living and working.

Four technologies today have the same disruptive power, especially when used together, according to Enrique Andaluz, industry solutions manager of Worldwide Discrete Manufacturing at Microsoft Corp., a Rockwell Automation Strategic Alliance Partner. The four technologies — cloud storage and computing, big data, mobile communications and social media — already are changing how workers from the plant floor up to the executive suite are running companies.

And that’s before most companies have experienced the synergy those four technologies create together.

The technologies so disrupt the way a company manages and benefits from data that it may even modify its existing business model.

“We have observed that the leading companies who have experimented early have been able to change drastically to become ‘service providers’ rather than only traditional manufacturers or machine builders,” Andaluz says.

The amount of data available is growing exponentially, in manufacturing as everywhere else. “Smart sensors are producing exponential growth in data points,” he points out. “Big data” tends to be used for massive accumulations — but that’s what Andaluz says manufacturing data is becoming.

“Statistics show that out of the big volume of data that’s currently capable of being gathered, only about 7% of it is used,” he adds. Often by the

time it’s compiled into usable information, it’s already out of date.

Keith McPherson, director of market development at Rockwell Automation, points out that within a few years, data from the plant floor will eclipse the amount of business data that companies generate. Even now, a lot of that data already is being analyzed by on-site programmable logic controllers (PLCs), so by the time it gets upstream, considerable analysis has already taken place.

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TECHNOLOGY AND IMPLEMENTATION

What Do Industrial Firms Need?

What’s needed now is to combine all of that exponentially growing data from all the systems that run the plant, which together comprises machine intelligence, with information from business applications to create operations intelligence. This can incorporate data from all of an enterprise’s locations, including supply chains, with reporting on local conditions — economics, buying patterns, even the weather — to monitor immediately what’s happening in every place where the company operates or sells.

What’s also needed in many cases is to take it all on the road. You need the cloud to process and store data from all over, but also make it available all over, in real time. You might run individual machines in a plant in Malaysia from your tablet while you’re in Rome. An executive traveling to Japan can have the same information — in real time — as is available in the home office and be able to take action if needed.

That’s only one aspect of mobility. Mobility is not about the device, it’s about people being mobile. People reaching anyone else they need to anytime, anywhere is now the norm. People can reach coworkers to share knowledge and to hold video conferences to resolve business issues on the spot.

This adds in the social part. A call center agent can consult with a technical expert in real time, no matter where that expert is, and the expert can access the service history of the equipment and the history of other units, check for factory updates and other advisories — for any location in the world, from any location.

Using these technologies in combination clearly multiplies their individual contributions.

Evolving Business Models These technologies can and do change business models. As a case in point, Andaluz cites M.G. Bryan Heavy Equipment Co., based in Grand Prairie, Texas. M.G. Bryan manufactures trucks that pump water for hydraulic fracturing, or fracking, wells. You can think about them as mini plants on wheels providing service to wells — a valuable service because many wells operate in extreme, isolated areas.

Rockwell Automation sensors, software and programmable controllers in the trucks use its FactoryTalk® integrated Operations Management suite of software to collect and process the data on Microsoft’s Windows Azure cloud platform. Now, rather than a tech having to visit each well, download data onto a flash drive and drive to the next well, the tech can pull it all from the cloud and monitor the equipment and the process from remote locations. They can generate reports in real time, rather than daily or weekly. Truck maintenance data also is collected to ensure trucks get what they need.

M.G. Bryan is now selling the ability to generate analytic reports to their customers along with its trucks. This has created a new service offering for M.G. Bryan and provided a competitive differentiation for their trucks.

Another example: Companies can pull information on products from customers’ reviews on the Internet. Or they can set up collaborative spaces across multiple enterprises through which customers can become familiar with a product, seeing into various layers, and offer suggestions for improvement. Through social media, companies can learn of problems early on and fix them, perhaps before the product launch. “This goes beyond a B2B connection,” Andaluz says. “It’s direct ‘B2C’ communication that yields unprecedented value.”

Back on the plant floor, tablets are becoming the new humanmachine interface (HMI) — mobile and with up-to-the-minute data. Manufacturers combine real-time analytics and virtual environments, for instance, to create highly productive augmented reality environments. Sensors can be used to enable new natural user interfaces to detect movements and gestures that can be used to control a machine, or perhaps determine that a machine operator is growing sleepy and take action. Or they can stop a production line by using voice commands.

“Companies like Rockwell Automation have a unique opportunity,” Andaluz says. “The company’s FactoryTalk VantagePoint EMI puts it in the best possible position to help companies advance their businesses using the cloud.” Microsoft, he adds, “is the only company with a range of platforms for business applications, infrastructure, productivity and collaboration that interoperate seamlessly in hybrid models whether in the cloud or on customer premises.

Is the promise of these disruptive technologies pie in the sky? Every one of the technologies is now in use, although most companies so far are trying only one at a time, Andaluz says. “We are expecting to see quantum changes from applying them all together, once companies mature their thoughts and embrace these new technologies.”

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EX STANDARDS

Taking Ethernet into Hazardous Areas

Author: Hugh Wingrove

Introduction Ethernet is now established as the preferred network for business and control layers in industry due to the â&#x20AC;&#x2DC;open-connectivityâ&#x20AC;&#x2122; it offers. In factory automation and utilities it is rapidly being established as the de facto choice for the device level network. However, in process automation it has competition from long-established technologies, some of which provide power with the communications such as 4-20mA, but also from a number of different fieldbus technologies and protocols such as RS-485 and FOUNDATION fieldbus. Control systems themselves will use Ethernet and can extend their networks beyond the control room in to the field connecting controllers to I/O sub-systems but also video and telephone communications now tend to use Ethernet as well.

However its use has been hindered in process automation by the frequent requirement for hazardous area installations where explosive atmospheres may be present. Many users of off-the-shelf Ethernet products will not have hazardous area certification, or even have heard of it in many cases, and so installation costs will be high due to the use of encasement and/or mechanical protection methods such as Ex d or Ex p. In such cases general purpose equipment can be used allowing a wider selection of equipment but this limits live-maintenance activities. Many endusers prefer to use intrinsic safety (Ex i) as a result which fits conventional instrumentation due to the need for low-levels of energy but can this work for Ethernet?

The Hazardous Area Challenge The challenge for the process industry then is how to make Ethernet safe for use in hazardous areas whilst maintaining compatibility with existing Ethernet networking equipment? An additional challenge emerges when considering that process automation prefers to use a single cable for both communications and power. Intrinsic safety (IS) is based on the limitation of power available to equipment in the hazardous areas such that there is insufficient energy to cause an explosion in the presence of an explosive atmosphere due to either the presence of a spark or hot surface. The energy available when using IS signalling is small but useable and more than adequate for most instrumentation systems but can there be sufficient energy to power the field devices when using Ethernet?

Ethernet itself is a communications standard that defines the physical layer and allows the use of cable, wireless and fibre-optic media to connect devices together and so the challenge must be considered for each of these. This becomes even more of a challenge when we consider that to cover greater distances requires greater power and the more power used the hotter the surface gets and, in the case of wireless communications, encasement and mechanical protection may not be suitable since the antenna will generally have to be located outside of a building or metal enclosure to establish good line-of-sight. Fortunately wired fast Ethernet requires that the copper cable be no longer than 100m and so perhaps a low-energy technology such as IS may be less of a challenge than perhaps considered initially.

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EX STANDARDS

Intrinsic Safety Ethernet

Ethernet devices.

Intrinsic safety applications generally use an isolator concept to prevent high-energy safe-area circuits interfering with low-energy hazardous area circuits whilst delivering low-levels of power to the IS devices. If we consider the communications part of this relationship there is no difference with Ethernet such that an IS Ethernet isolator is deployed as a barrier between the safe and hazardous areas. In such cases a general purpose switch located in the safe-area is connected to the IS Ethernet isolator which in-turn connects to an IS Ethernet switch in the hazardous area for connection to other IS Ethernet switches or IS

The topology is quite easy to design too since, with voltage-drop really not being an issue, the maximum cable length for copper cable with respect to IS Ethernet is the same 100m as it is for 802.3 physical layer specification.

This actually introduces a consideration that few who use RJ45 connectors in Zone 2 hazardous areas are probably aware of and that is that, since the networking device uses Ex nA to achieve Zone 2 compatibility, you cannot disconnect the RJ45 plug from the LAN interface under power! Better to use IS interfaces in that case.

since light is concentrated at any splice or break in the fibre which will have enough energy to cause ignition.

Fibre Connectivity For applications where the Ethernet network extends across a hazardous area over longer distances fibre is the obvious choice but few will consider fibre to be a source of ignition in the presence of an explosive atmosphere because the communication is provided by light and everyone knows light canâ&#x20AC;&#x2122;t create a spark. This is because most forget the 2nd ignition mode in the fire triangle and that is heat. Any electrical or light source will create enough heat to ignite some explosive atmospheres and fibre is no exception

However, the topology really does depend on whether or not there are IS-certified end devices that will match the safety parameters of the IS switch. There are a number of options including the use of an IS compatible networking device such as a switch, copper/fibre media converter, serial converter or even a wireless access point, but of course the end device may not still be intrinsically safe and so there would still be a need for encasement and mechanical protection or similar or perhaps locating the networking interface in a Zone 2.

Some will disagree with this since the lasers and LEDs used in fibre-optical communications are not intense enough to create that sort of heat. However, the IEC believes that to make sure that fibreoptical communications are used safely they introduced part 28 of the 60079 family of specifications.

There are actually four (4) possible ignition mechanisms: a) Optical radiation absorbed by surfaces or particles, causing them to heat up, and, under certain circumstances, causing them to attain a temperature which could ignite an explosive atmosphere. b) Thermal ignition of a gas volume, where the optical wavelength matches an absorption band of the gas. c) Photochemical ignition due to photo dis-association of oxygen molecules by radiation in the ultraviolet wavelength range. d) Direct laser induced breakdown of the gas at the focal-point of a strong beam producing plasma and a shockwave that could possibly act as an ignition source.

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EX STANDARDS Three (3) types of protection can be applied to prevent ignitions by optical radiation in potentially explosive atmospheres: a) inherently safe optical radiation, type of protection “op is” b) protected optical radiation, type of protection “op pr” c) optical system with interlock, type of protection “op sh”.

If we explore inherently safe optical radiation we can see that it considers the use of visible or infrared radiation, that is incapable of supplying sufficient energy under normal or specified fault conditions to ignite a specific explosive atmosphere and uses beam strength or energy-limitation as its weapon in the same way as intrinsic safety and thus will only allow a maximum of 2,000m. The following table defines the energy limitations:

In the case of protected optical radiation the radiation is “confined” inside optical fibre or another transmission medium such that no radiation can escape this confinement. Consideration should be given therefore to the connectors just as with glands when using Ex d. It also requires additional protective measures when external forces may cause a break during normal or abnormal operations, eg. in outdoor installations. In other words use robust/armoured cabling or conduit. Enclosures may allow an ignition source inside without igniting the atmosphere outside, ie. Ex d according to IEC60079-1.

Alternatively also Ex p, but any radiation escaping from the enclosure has to be protected according to this standard. Higher energy levels are therefore allowed increasing the allowable distance to 4,000m.

Wireless Connectivity When it comes to wireless heat becomes probably the most significant factor although sparking and radiation will also matter. As such the power of the radio will have a major factor on the use of it in a hazardous area. High-power will cause the electronics and the antenna to heat-up whilst also creating more radiation at the antenna and having the possibility of a spark when cables and antennae are detached.

The obvious remedy is to use encasement and mechanical protection so as to not allow the spark or heat generated by the equipment from reaching the surrounding explosive atmosphere but this is costly and sometimes the antenna will need to be located outside away from the enclosure to gain advantage of good line-of-sight. In some cases due to the need for longer distances, and therefore higher power, this may be the only option but generally wireless can be used for shorter runs on plants and so IS wireless becomes a viable option.

Generally IS wireless will have a maximum Effective Isotropic Radiated Power (EIRP) of 100mW which is good for maybe 500m on a busy plant. 100mW coincidentally is the maximum permitted power also in the Middle East for licence-free WiFi and so IS wireless can suit such applications.

Optical systems with interlock should be designed to detect fibre breakage and power-off optical signal accordingly. It is based on risk analysis and functional safety measures (see IEC61508 & IEC61511).

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EX STANDARDS

Power-over-Ethernet (PoE) We have mentioned that there is a preference in some cases to use a single cable for both communications and power to simplify design and potentially reduce installation costs. On some plants the electrical connection is the responsibility of the electrical department and the communication connection the responsibility of the instrumentation department. Thus a single connection may dramatically reduce maintenance costs accordingly.

Power-over-Ethernet development was driven by the opportunity to add telephones to an Ethernet network but is increasingly used for powering IP cameras and wireless access points.

The specifications for this technology have been standardised within IEEE 802.3af to ensure compatibility of all PoE equipment. Indeed all Power Sourcing Equipment (PSE) has to check whether the end device supports PoE, and is therefore Powered Equipment, before supplying power.

Intrinsically safe Ethernet is relatively new and so PSE devices can be simplified before it gains momentum. Power is provided over the two (2) unused pairs of the Cat 5e/6 Ethernet cable in the same way as alternative B defined in the IEEE 802.3af standard allowing voltages of up to 48Vdc. However, an IS power supply would only be able to provide a few milliamps at this voltage and so the specification has been adapted to a nominal supply of 12Vdc allowing 200-400mA depending on the power supply selected. As such the PoEx specification allows for more power-hungry devices to be used in the hazardous area whilst using intrinsically safe methodologies.

Summary The great thing about IS Ethernet therefore is that, once the IS Ethernet isolator is added to the network before the hazardous area is entered, everything downstream of it, ie. within the hazardous area, is now intrinsically safe.

Thus, the use of IS media and serial converters or wireless access points will allow the IS

domain to continue using these other media and allow all the cable, fibre and radio links to be automatically low-power with no risk of explosion due to either spark or heat effects without the need for encasement or mechanical protection and whilst allowing live-maintenance of the system without powering down the equipment.

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cer mited

FEATURED PROJECT PROJECT NAME:

Saudi Aramco - Jizan Export Refinery - Crude Distillation Unit/Vacuum Distillation Unit, Flare & Pipe Rack Complex Name of Client:

SAUDI ARAMCO

Status:

Engineering & Procurement

Budget ($ US):

500,000,000

PMC:

KBR (Kellogg Brown & Root)

Facility Type:

Refinery

Main Contractor

Sector:

Petrochemicals Refining

SKEC - SK Engineering and Construction

Location

Jizan

PROJECT BACKGROUND Saudi Aramco, in partnership with the Ministry of Petroleum and Mineral Resources (MOPM), plans to build a crude distillation unit (CDU) and vacuum distillation unit (VDU) as part of the Jizan Export Refinery. The unit aims at fractionating mix crude into different streams that will be used for further processing in downstream units.

PROJECT STATUS Jun 2014

Engineering design works are slated for completion in July 2015. Aramco has also revealed that the actual construction works are expected to begin by December 2014.

Feb 2014

There is a slight change in the scope of the project, due to which the mobilization works have been delayed. It is now expected to start in August 2014.

Dec 2013

SK Engineering & Construction is the technology provider on the scheme.

Sep 2013

SK engineering & Construction has revealed that engineering designs are still ongoing. Construction works are expected to commence by December 2013.

Aug 2013

Aramco has announced that completion of the refinery has slipped back to the third quarter of 2017.

Jul 2013

Engineering designs are expected to be completed in September 2013.

Mar 2013

Engineering works are still ongoing.

SE

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FEATURED PROJECT

PROJECT STATUS Dec 2012

Aramco has revealed that engineering works have commenced. Construction of the units is expected to begin in August 2013, with project completion slated for 2016.

Nov 2012

An official agreement has been signed between SK engineering & Construction and Saudi Aramco.

Oct 2012

SK engineering & Construction has won the EPC contract. An official signing ceremony will be held in November 2012.

Oct 2012

Aramco is still evaluating the EPC bids. However, due to increased costs incurred for the scheme, the clarification process will take longer time than usual.

Sep 2012

Aramco has received bids from international contractors for the different EPC packages on its Jizan export refinery.

Aug 2012

As per a formal request from the contractors, Aramco has pushed back the bid submission deadline for the EPC package to 15 September 2012. The contract is now expected to be awarded in November 2012.

May 2012

Aramco has floated tenders for the EPC contract. The deadline to submit bids is August 2012.

Apr 2012

KBR has completed the FEED works.

Mar 2012

Solicitations of interest (SOI) for the EPC contract have been issued.

Feb 2011

Kellogg Brown and Root (KBR) has been awarded the combined FEED and PMC contract.

Dec 2010

Bids for the combined FEED study and PMC contracts have been submitted.

Aug 2010

The feasibility study is still ongoing.

Jun 2010

Pre-qualification documents for the combined front end engineering and design (FEED) study and project management consultancy (PMC) contract have been submitted.

Nov 2009

Several companies have submitted their bids for the BOO contract.

Mar 2009

Aramco has postponed the bid submission deadline to 7 November 2009.

Sep 2008

The RFP for the EPC contract has been issued. The deadline to submit bids is 7 March 2009.

Jul 2008

The government gave their approval to issue RFP for the EPC contract.

Mar 2008

Aramco has revealed that the government approval to issue request for proposals (RFP) for the engineering, procurement and construction (EPC) contract is expected in May 2008.

May 2007

Private sector companies were pre-qualified to compete for the license to develop the refinery on a build, own and operate basis.

Mar 2007

Several companies submitted expressions of interest (EOI) for the build, own and operate (BOO) contract.

Jan 2007

Purvin and Gertz has been appointed as the feasibility study consultant.

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FEATURED PROJECT

PROJECT SCOPE The general scope of the project involves the construction of the following: • CDU / VDU • Flare • Pipe rack • Associated facilities In February 2012, KBR has won the FEED and PMC contracts. As per the agreement, they will help in developing the process design, layout, integration and optimization of the refinery.

Moreover, they will also develop equipment and material specifications, prepare EPC bid packages and develop an estimate for the construction of the refinery.

Additionally, KBR will also assist Aramco in overseeing, managing and directing the work related activities for all phases of the Jizan export refinery and the naphtha hydrotreater unit. KBR will also execute part of the FEED works within the Kingdom.

PROJECT FINANCE Saudi Aramco and the Ministry of Petroleum and Mineral Resources are the clients on the scheme.

PROJECT SCHEDULE Feasibility Study

1Q-2007

EPC ITB

3Q-2009

FEED ITB

2Q-2010

PMC ITB

2Q-2010

FEED

1Q-2011

PMC

1Q-2011

Engineering & Procurement

4Q-2012

Construction

4Q-2014

Completed

3Q-2017

* Information provided by DMS Projects Matrix. For more details, please contact us T:+973 1740 5590, F: +973 1740 5591, Email: info@dmsglobal.net Log onto www.DM SGLOBAL.net SEPTEMBER 2014 | Automation INSIGHT! | 65

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PROJECT LISTING

Saudi Arabia PROJECT

FACILITY

BUDGET ($ US)

STATUS

SWCC - Marafiq - Yanbu Power and Desalination Plant (Phase 3) - Yanbu 3 IWPP

IPWP (Independent Power & Water Project)

3500000000

Construction

Marafiq - Jubail Sea Water Reverse Osmosis 4

Water Treatment

250000000

Construction

Saudi Aramco - Shaybah Arabian Light Crude Increment Program

Oil Field Development

Saudi Electricity Company (SEC) - Jubail Industrial Complex - 380 kV Combined Substation

500000000

Construction

250000000

Engineering & Procurement

Maaden - Sabic - Mosaic - Waad Al Shamaal Mining City/Phosphate City Saudi Electricity Company (SEC) - Integrated Solar and Combined Cycle (ISCC) Power Plant

Combined Cycle

650000000

EPC ITB

Saudi Electricity Company (SEC) - Muhayil West Substation

Substations

117000000

Construction

King Fahd Causeway Authority - Saudi-Bahrain Causeway Expansion

Roads

285000000

Design

Arriyadh Development Authority (ADA) - Riyadh Light Rail Transit (LRT) Network {Riyadh Metro} [Overview]

Railway

23580000000

Construction

Saudi International Petrochemical Company (Sipchem) Chemicals Company Polybutylene Terephthalate (PBT) Plant

Polybutylene Terephthalate (PBT)

165000000

Construction

Saudi Electricity Company (SEC) - Yanbu to Umluj Overhead Transmission Line

Power Transmission Lines

84300000

Construction

King Abdullah Financial District - Capital Markets Authority Tower

Office Buildings

300000000

Construction

Ministry of Health (MOH) - King Fahad Medical City Development - Research Laboratory and Consultant Offices

Medical/Health Facilities/Spa

200000000

Construction

Ministry of Health (MOH) - King Fahad Medical City Development Neuroscience Center

Medical/Health Facilities/Spa

290000000

Construction

Ministry of Health (MOH) - King Fahad Medical City Development - Central Services Building

Medical/Health Facilities/Spa

80000000

Construction

Ministry of Health (MOH) - King Fahad Medical City Development - Cancer Center

Medical/Health Facilities/Spa

370000000

Construction

Ministry of Health (MOH) - King Fahad Medical City Development (Overview)

Medical/Health Facilities/Spa

950000000

Construction

Saudi Aramco - Jizan Export Refinery - Crude Distillation Unit/Vacuum Distillation Unit, Flare & Pipe Rack Complex

Refinery

500000000

Engineering & Procurement

Madinah Development Authority - Ministry of Finance - Madinah Metro (Monorail)

Railway

1600000000

Design

Saudi Aramco - Ras Tanura Refinery - Clean Fuels Package

Aromatics

500000000

EPC ITB

IDEA Soda Ash & Calcium Chloride Company (ISACC) - Soda Ash and Calcium Chloride Complex

Detergents

300000000

EPC ITB

Basic Chemical Industries Company (BCI) - CP Kelco - Xanthan Gum Facility

Propylene

Idea International - Yanbu Polysilicon Plant & Solar Wafer Production Plant

Polymers

1100000000

EPC ITB

Feasibility Study

Atoun Steel Industry Company - Yanbu 2 Steel Plant

Steel Plant

267000000

Construction

Makkah Municipality - Solar Power Plant

Solar

640000000

Engineering & Procurement

Saudi Aramco - Fadhili Gas Plant

Gas Field

3000000000

EPC ITB

Makkah Municipality - Makkah Mass Rail Transit (MMRT)

Railway

1000000000

EPC ITB

Saudi Aramco - Integrated Gasification Combined Cycle (IGCC) Power Plant (Water Intake Facility)

Power Plant

600000000

Construction

Saudi Aramco - Jizan Export Refinery (Overview)

Refinery

7000000000

Construction

Saudi Aramco - Integrated Gasification Combined Cycle (IGCC) Power Plant (Overview)

Power Plant

85000000000

Engineering & Procurement

SAGIA - Saudi Aramco - Jizan Economic City (JEC) - Port (Dredging and Reclamation Package)

Port

1400000000

Construction

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PROJECT LISTING

Saudi Arabia PROJECT

FACILITY

BUDGET ($ US)

STATUS

General Authority for Civil Aviation (GACA) - King Abdullah bin Abdul Aziz Airport

Airport

500000000

Engineering & Procurement

Saudi Electricity Company (SEC) - Al Madain Substation

Substations

111000000

Construction

Airport

1100000000

Construction

General Aviation Civil Authority (GACA) - King Khalid International Airport Terminal 5 Building

Airport

600000000

Construction

Saudi Aramco - Installation of Cables in Abu Safah, Marjan and Safaniyah Fields

Power Transmission Lines

30000000

Construction

Saudi Aramco - Safaniyah Oil Field (Phase 2)

Oil & Gas Field

500000000

Feasibility Study

Saudi Arabian Railways (SAR) - Minerals Railway - Al Zabirah to Al Jalamid Railway

Railway

280000000

Construction

Sabic - Shell - Sadaf Polyurethane Plant

Styrene

300000000

FEED

Saudi Railway Organization (SRO) - LandBridge Rail Link

Railway

5000000000

PMC

General Authority for Civil Aviation (GACA) - King Abdul Aziz Airport Expansion - Maintenance Hangers Expansion (Phase 1)

Arabian Amines Company (AAC) - Morpholine and Diglycolamine (DGA) Plant

DGA

300000000

EPC ITB

General Authority for Civil Aviation (GACA) - Abha Regional Airport

Airport

480000000

EPC ITB

Ministry of Transportation - Dammam Light Rail and Bus Network (Dammam Metro)

Railway

16000000000

Feasibility Study

Kemya Elastomer Plant - Methyl Tertiary Butyl Ether (MTBE) Plant

MTBE

1000000000

Construction

Kemya Elastomer Plant - Halobutyl Rubber Plant (HRP)

Petrochemical Plant

600000000

Construction

Saudi Aramco - Bapco - New Arabia Pipeline

Oil

350000000

EPC ITB

General Aviation Civil Authority (GACA) - King Abdul Aziz Airport Expansion (Overview)

Airport

6000000000

Construction

500000000

EPC ITB

Maaden - Sabic - Mosaic - Waad Al Shamaal Mining City/Phosphate City Balance Downstream Plant Sadara Chemical Company - Jubail Integrated Refining & Petrochemicals Project (Overview)

Refinery

20000000000

Construction

Hajr Electricity Production Company - Qurayyah Independent Power Plant (IPP)

Independent Power Plant (IPP)

2200000000

Construction

Saudi Electricity Company (SEC) - Conversion of Simple Cycle Turbines to Combined Cycle Turbines

Combined Cycle

250000000

Construction

Saudi Aramco - Integrated Gasification Combined Cycle (IGCC) Power Plant (Air Separation Unit)

Power Plant

1000000000

EPC ITB

Sabic - Mitsubishi Rayon - Lucite International - Alpha 2 - Petrochemical (MMA & PMMA) Plants

Dimethyl Ether (DME)

5000000000

Construction

Saudi Aramco - Ras Tanura Refinery - Aromatics Unit

Aromatics

3500000000

EPC ITB

Saudi Electricity Company (SEC) - Rabigh 2 Independent Power Plant (IPP)

Independent Power Plant (IPP)

1800000000

Engineering & Procurement

Maaden - Sabic - Mosaic - Waad Al Shamaal Mining City/Phosphate City (Overview)

Phosphate

6900000000

Engineering & Procurement

Al Jubail Petrochemical Complex (Kemya) - Elastomer Plant (Overview)

Carbon Black

Maaden - Sabic - Mosaic - Waad Al Shamaal Mining City/Phosphate City Water and Wastewater Treatment Plant (WWTP)

5000000000

Construction

240000000

EPC ITB

Maaden - Sabic - Mosaic - Waad Al Shamaal Mining City/Phosphate City Sulphuric Acid Plant & Power Plant

Sulphuric Acid

1500000000

Engineering & Procurement

Maaden - Sabic - Mosaic - Waad Al Shamaal Mining City/Phosphate City Phosphoric Acid Plant

Phosphoric Acid

933000000

Engineering & Procurement

Maaden - Sabic - Mosaic - Waad Al Shamaal Mining City/Phosphate City (Package 2) - DAP / NPK / BOP

Petrochemical Plant

750000000

Engineering & Procurement

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PROJECT LISTING

Saudi Arabia PROJECT

FACILITY

BUDGET ($ US)

STATUS

Maaden - Sabic - Mosaic - Waad Al Shamaal Mining City/Phosphate City (Package 1) - Ammonia Plant

Petrochemical Plant

850000000

Engineering & Procurement

Saudi Aramco - Expansion of Khurais Oilfield

Oil & Gas Field

3000000000

EPC ITB

Saudi Electricity Company (SEC) - Rabigh VII Power Plant (Conversion Package)

Combined Cycle

100000000

Engineering & Procurement

Saudi Electricity Company (SEC) - Rabigh V Power Plant (Conversion Package)

Combined Cycle

100000000

Engineering & Procurement

Saudi Electricity Company (SEC) - Rabigh VI Power Plant

Power Plant

4000000000

Construction

Sabic - Jubail Steel Plant

Steel Plant

2500000000

EPC ITB

Sabic - King Abdullah Economic City (KAEC) - Rabigh Steel Plant

Steel Plant

1600000000

EPC ITB

Yanbu Aramco Sinopec Refining Company (YASREF) - Yanbu Export Refinery Offsite Pipelines (Package 5)

Multi Products

1500000000

Construction

Yanbu Aramco Sinopec Refining Company (YASREF) - Yanbu Export Refinery Gasoline Distiller Block (Package 3)

Unleaded Gasoline

2300000000

Construction

Yanbu Aramco Sinopec Refining Company (YASREF) - Yanbu Export Refinery Crude Block Facility (Package 2)

Refinery

1000000000

Construction

Yanbu Aramco Sinopec Refining Company (YASREF) - Yanbu Export Refinery Coker Unit (Package 1)

Petroleum Coke

1200000000

Construction

Saudi Arabian Fertiliser Company (Safco) - Fifth Urea Plant

Urea

550000000

Construction

Saudi Aramco - Bulk Storage Terminal

Floating Storage and Offloading (FSO)

600000000

EPC ITB

Grain Silos & Flour Mills Organization (GSFMO) - Jizan Grain Silos - Wheat Silos Plant

Food Processing Plant

99700000

Construction

Grain Silos & Flour Mills Organization (GSFMO) - Jizan Grain Silos - Flour Mill

Food Processing Plant

50000000

Construction

Grain Silos & Flour Mills Organization (GSFMO) - Jizan Grain Silos (Overview)

Food Processing Plant

150000000

Construction

Ministry of Interior - King Abdullah Security Compounds - KAP 4 (Package 2)

Military/Defence

667000000

Construction

Ministry of Interior - Headquarters Building

Military/Defence

90000000

EPC ITB

Saudi Aramco - Arabiyah & Hasbah Offshore Development Program - Sulphur Recovery Unit

Sulphur Recovery

1500000000

Construction

Makkah-Madinah Rail Link - Haramain High Speed Rail Link (Phase 2)

Railway

9900000000

Construction

Makkah-Madinah Rail Link - Haramain High Speed Rail Link (Phase 1, Package 2)

Railway

2000000000

Construction

Makkah-Madinah Rail Link - Haramain High Speed Rail Link (Overview)

Railway

12000000000

Construction

Ministry of Transport - Jeddah Ring Road Scheme (Phase 3)

Roads

61000000

Construction

Saudi Arabian General Investment Authority (SAGIA) - Pfizer - Pharmaceutical Manufacturing Plant at King Abdullah Economic City (KAEC)

Medical/Health Facilities/Spa

40000000

Construction

General Aviation Civil Authority (GACA) - Prince Mohammed Bin Abdulaziz Airport Expansion

Airport

1000000000

Construction

General Authority for Civil Aviation (GACA) - Expansion of Qassim Domestic Airport

Airport

270000000

EPC ITB

Jubail Chemicals Storage & Services Company - Petrochemicals Quay 2 (PCQ 2)

Petrochemical Plant

450000000

Construction

General Authority for Civil Aviation (GACA) - King Khalid International Airport Private Aviation Terminal

Airport

500000000

Engineering & Procurement

National Water Company (NWC) - Wassia Water Treatment Plant

Water Treatment

350000000

EPC ITB

Saudi Aramco - Shaybah Combined-Cycle Power Plant

Combined Cycle

2000000000

Engineering & Procurement

Ministry of Municipal and Rural Affairs - Drainage Tunnel & Water Transmission Plant

Waste Water Treatment

2900000000

Design

Saudi Ports Authority - Ras Al Khair Port

Port

205000000

Construction

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PROJECT LISTING

Saudi Arabia PROJECT

FACILITY

BUDGET ($ US)

STATUS

Saudi Global Ports Authority (SPA) - King Abdul Aziz Port - Container Terminal

Port

533000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Port Tank Farm

Petrochemical Complex

400000000

Construction

Jubail Chemicals Storage and Services Company (JCSSC) - Storage, Handling & Shipping Terminal at King Fahd Industrial Port

Marine Terminal

400000000

Engineering & Procurement

Saudi Aramco - Arabiyah and Hasbah Gas Field Development (Overview)

Gas Field Development

3000000000

Construction

Polysilicon Technology Company (PTC) - Swicorp Joussour Company Polysilicon Plant

Polysilicon

1000000000

Construction

General Organization for Social Insurance (GOSI) - Hilton Hotel & Resort

Hotels

500000000

Construction

Sabic - Oil-to-Chemicals Plant

Oil Production

30000000000

Feasibility Study

Ministry of Interior - King Abdullah Security Compounds - KAP 4 (Package 1)

Military/Defence

1200000000

Construction

Saudi Electricity Company (SEC) - Al Omran Substation

Substations

100000000

Construction

Ministry of Higher Education - Tabuk University Hospital

Medical/Health Facilities/Spa

150000000

Construction

Maaden - SWCC - Ras Al Khair Power Plant

Power Plant

3000000000

Construction

Saudi Electricity Company (SEC) - Shuqaiq Steam Power Plant

Power Plant

4000000000

Engineering & Procurement

Saudi Japanese Acrylonitrile Company (SHROUQ) - Acrylonitrile and Sodium Cyanide Complex

Aromatics

250000000

FEED

MAADEN - Development Overview

Petrochemical Complex

5000000000

Construction

Saudi Aramco - Midyan Gas Processing Plant

Gas Processing

800000000

Construction

MAADEN - Ras Al Khair Aluminium Smelter

Aluminium Smelter

7000000000

Construction

MAADEN - Ras Al Khair Alumina Refinery

Aluminium Smelter

1000000000

Construction

General Aviation Civil Authority (GACA) - Arar Domestic Airport Expansion

Airport

100000000

Engineering & Procurement

Modern Mining Holding Company - Petrobras - Calcined Petroleum Coke Plant

Coke Calciner

400000000

Feasibility Study

Gasan Investment & Industrial Development Company (Gasan) - Calcined Petroleum Coke (CPC) Plant

Coke Calciner

350000000

EPC ITB

Saudi Aramco - Shedgum to Yanbu Natural Gas to Liquids (NGL) Pipeline

Liquefied Petroleum Gas (LPG) Pipeline

500000000

Engineering & Procurement

General Authority for Civil Aviation (GACA) - King Fahad International Airport Expansion - Airside Upgrade

Airport

27000000

EPC ITB

Saudi Aramco - Arabiyah & Hasbah Offshore Development Program - Gas Processing Plant

Gas Processing

1500000000

Construction

Saudi Kayan - Saudi Acrylic Acid Company (SAAC) - Sadara Chemical Company National Industrialization Company (Tasnee) - N-Butanol Plant

Butanol

500000000

Engineering & Procurement

Saudi Aramco - Abqaiq Greenfield Gas Fired Electricity and Steam Plant

Gas Fired Power Station

400000000

Engineering & Procurement

Kemya Elastomer Plant - Offsites and Utilities

Offsites & Utilities

500000000

Construction

Saudi Electricity Company (SEC) - Jeddah South Thermal Power Plant

Power Plant

5000000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Cycrogenic Tank Farm

Petrochemical Complex

500000000

Construction

AJOC - KJO - Expansion of Khafji Crude Production Facilities (Hout Field Onshore & Offshore)

Oil Production

1522000000

Construction

Luberef - Lubricants Refinery Expansion

Lube Oil

1000000000

Construction

Saudi Aramco - Fadhili Co-Generation Power Plants

Co-Generation

650000000

Engineering & Procurement

Yanbu Aramco Sinopec Refining Company (YASREF) - Yanbu Export Refinery (Overview)

Refinery

13000000000

Construction

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PROJECT LISTING

Saudi Arabia PROJECT

FACILITY

BUDGET ($ US)

STATUS

Kemya Elastomer Plant - Polybutadiene Rubber (PBR) Plant

Petrochemical Plant

600000000

Engineering & Procurement

Kemya Elastomer Plant - Ethylene Propylene Diene Monomer (EPDM) Plant

Ethylene

600000000

Construction

Khnaiguiyah Mining Company - Khnaiguiyah Zinc-Copper Project

Zinc

257000000

Feasibility Study

Saudi Aramco - Hawiyah Greenfield Gas Fired Electricity and Steam Plant

Gas Fired Power Station

220000000

Engineering & Procurement

Petro Rabigh Refinery & Petrochemical Complex Expansion - Phase 2 - Tank Farm Package (UO2) & Common Facilities (UO3)

Refinery

500000000

Construction

Saudi Aramco - Jizan Export Refinery - Marine Terminal Facilities

Marine Terminal

500000000

Construction

Public Investment Fund (PIF) - Saudi Arabian Investment Company (Sanabil) Solar Panel Manufacturing Plant

Solar

6400000000

Feasibility Study

Kayan - Sabic - Biological Wastewater Treatment Plant Upgrade

Waste Water Treatment

100000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Toluene Di-Isocyanate (TDI) Production Facility

Toluene Di-Isocyanate

1000000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Refinery Tank Farm Package

Oil Storage Tanks

500000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Propylene Oxide (PO) Facility

Propylene

500000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Polymeric Methylene Diphenyl Disocyanate (PMD) Facility

Polyolefins

500000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Polyethylene Package

Polyethylene

1300000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Polyethylene Oxide Diacrylate (POD) Plant

Polyethylene

300000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Oxygen Plant

Petrochemical Complex

380000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Offsites & Utilities

Offsites & Utilities

1650000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Mixed Feed Cracker

Petrochemical Complex

2000000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Methyl-Nnitrosobenzamide (MNB) Package

Petrochemical Plant

500000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Hydrogen Plant

Petrochemical Complex

380000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - High Pressure Low Density Polyethylene (HP-LDPE) Plant

Low Density Polyethylene (LDPE)

400000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Ethylene Oxide Plant

Ethylene Oxide

600000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Ethylene Oxide Derivatives (EOD) Unit

Ethylene Oxide

350000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Chlorine Plant

Petrochemical Complex

500000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Aromatics Complex

Petrochemical Complex

300000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Aniline Formalin and Dinitroluene (DNT) Nitric Facilities Package

Formaldehyde

500000000

Construction

Sadara Chemical Company - Jubail Petrochemicals Complex - Acrylic Acid Monomers Complex & Plastics Plant

Acrylic Monomers

1700000000

Construction

CONSTRUCTION - King Abdullah City for Atomic and Renewable Energy (Kacare)

Nuclear Power Station

7000000000

Feasibility Study

Saudi Aramco - Jizan Export Refinery - Naphtha Hydrotreater Complex

Hydrotreating

500000000

Construction

Saudi Aramco - Jizan Export Refinery - Site Preparation

Oil Production

1000000000

Construction

70 | Automation INSIGHT! | SEPTEMBER 2014

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PROJECT LISTING

Saudi Arabia PROJECT

FACILITY

BUDGET ($ US)

STATUS

Saudi Aramco - Jizan Export Refinery - Hydrocracker Unit

Hydrocracker

250000000

Construction

Kemya Elastomer Plant - Carbon Black Plant

Carbon Black

300000000

Construction

Saudi Aramco - Jizan Export Refinery - Diesel Hydro-Treater Unit

Diesel Hydro Desulphurisation (DHDS)

220000000

Construction

Ministry of Health (MOH) - King Abdullah Medical City

Medical/Health Facilities/Spa

2500000000

EPC ITB

Saudi Electricity Company (SEC) - Double Circuit Overhead Transmission Lines

Power Transmission Lines

62600000

Construction

Saudi Electricity Company (SEC) - Power Plant 13 (PP13)

Combined Cycle

2000000000

Design

Al Omran Cement Company - Taif Cement Plant

Cement

350000000

Engineering & Procurement

Sabic - Celanese Corporation - National Methanol Company (Ibn Sina) Polyacetal Plant Factory

Offsites & Utilities

400000000

Engineering & Procurement

Saudi Electricity Company (SEC) - Power Plant 14 (PP14)

Combined Cycle

1760000000

Feasibility Study

National Titanium Dioxide Company (NTDC) - High Pressure Oxidation Line (HPOL)

Offsites & Utilities

250000000

Engineering & Procurement

Royal Commission for Jubail & Yanbu (RCJY) - Ras Al Khair Industrial Wastewater Treatment Plant (IWTP)

Waste Water Treatment

80000000

EPC ITB

Maaden - Gold Processing Plant

Gold Refinery

300000000

Engineering & Procurement

Saudi Arabian Railways (SAR) - North-South Railway Project (NSR)

Railway

3000000000

Engineering & Procurement

Maaden - Alcoa - Al Zabirah/Al Baitha Bauxite Mine

Bauxite

200000000

Construction

National Titanium Dioxide Company (NTDC) - Cristal Global - AC Arc Ilmenite Smelting Plant

Utilities

500000000

Engineering & Procurement

Saudi Aramco - Jizan Export Refinery - Sour Water Stripper & Amine Regeneration Unit

Refinery

500000000

Construction

Petro Rabigh Refinery & Petrochemical Complex Expansion - Phase 2 (Overview)

Aromatics

5000000000

Construction

Petro Rabigh Refinery & Petrochemical Complex Expansion - Phase 2 - Utilities and Offsites (UO1)

Offsites & Utilities

5000000000

Construction

Saudi Aramco - Jizan Export Refinery - Utilities Package

Offsites & Utilities

1000000000

Construction

National Water Company (NWC) - Northern & Eastern Manfouha Water Treatment Plant Expansion

Waste Water Treatment

80000000

EPC ITB

Wafra Joint Operations Company - Wafra Heavy Oil Field (Overview)

Steam Injection

800000000

Engineering & Procurement

Saudi Aramco - Jizan Export Refinery - Tank Farms

Oil Storage Tanks

1000000000

Construction

Solvay - Sadara Chemical Company - Hydrogen Peroxide Plant

Petrochemical Plant

200000000

Engineering & Procurement

Saudi International Petrochemical Company (Sipchem) - Zero Liquid Discharge Waste Water System

Waste Water Treatment

Unknown

Feasibility Study

Saudi Electricity Company (SEC) - Power Plant Conversion (PP10) - (Blocks A1, A2, B1, B2 and C1)

Combined Cycle

1430000000

Construction

Saudi Electricity Company (SEC) - Power Plant 12 (PP12)

Power Plant

2000000000

Construction

Saudi Aramco - King Abdullah Petroleum Studies & Research Centre (Kapsarc)

Education/Training Facilities

300000000

Engineering & Procurement

Saudi Aramco - Shaybah NGL - Recovery Unit (Overview)

Natural Gas Liquefaction (NGL)

6000000000

Construction

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