PPT Template - Invensysiom.invensys.com/EN/userGroupsPresentationsDallas2013/General/GEN...Solution...

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Slide 1

Transcript of PPT Template - Invensysiom.invensys.com/EN/userGroupsPresentationsDallas2013/General/GEN...Solution...

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Slide 1

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GEN-13 Invensys EnterpriseSolutions for Refining

Refinery Integrated OperationsManagement (R-IOMS)

Presented by:

• Omar HalasehGlobal Pursuits Leader

• Stan DeVriesSenior Director Solutions Architecture

@InvensysOpsMgmt / #SoftwareRevolution

/InvensysOpsMgmt

/InvensysVideos

social.invensys.com

© 2013 Invensys. All Rights Reserved. The names, logos, and taglines identifying the products and services of Invensys are proprietary marks of Invensys or its subsidiaries.All third party trademarks and service marks are the proprietary marks of their respective owners.

Presented by:

• Omar HalasehGlobal Pursuits Leader

• Stan DeVriesSenior Director Solutions Architecture

/InvensysOpsMgmt

/company/Invensys Operations Management

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Agenda

Enterprise Software Solutions Group

Refining Integrated Operation Management Solution (R-IOMS)

Case Study

Where to Begin

Q&A

Slide 3

Enterprise Software Solutions Group

Refining Integrated Operation Management Solution (R-IOMS)

Case Study

Where to Begin

Q&A

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Enterprise Software Solutions(ESS) Team• Innovative solutions centered around specific customer initiatives

• Turn-key solutions based on consulting services enabled withInvensys & its partners technologies

Client Engagements

SATORP• “Integrated Refining Information System”

SASOL• “High Performance Organization”

Valero• “Sustainable Energy Management”

Innovative Solutions

• Integrated Operations ManagementSolution (IOMS)

• Integrity Operating Windows (IOW)

• Real-Time Performance Management(RTPM)

• Demand-side Energy ManagementSolution (EMS)

Slide 4

Client Engagements

SATORP• “Integrated Refining Information System”

SASOL• “High Performance Organization”

Valero• “Sustainable Energy Management”

Innovative Solutions

• Integrated Operations ManagementSolution (IOMS)

• Integrity Operating Windows (IOW)

• Real-Time Performance Management(RTPM)

• Demand-side Energy ManagementSolution (EMS)

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A Journey…

ValueRTPM

EMS Process

IOMS

Slide 5

Time

IOW

EMS Process

EMS Utilities

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Refinery Integrity Operating WindowsSolution (IOW)

• Monitoring of key parameters basedon pre-defined rules

• Alerting and notifying assignedpersonnel to take actions in case ofboundary excursion

• Providing analysis and decisionsupport tools for making decisions onprocess safety and Reliability-CentredMaintenance.

IOW is a set of operating limits and operating parameters (referred to as ‘operatingwindows’) assigned to refinery process variables that can affect equipment integrity,reliability and performance. It provides a comprehensive platform for:

Slide 6

• Monitoring of key parameters basedon pre-defined rules

• Alerting and notifying assignedpersonnel to take actions in case ofboundary excursion

• Providing analysis and decisionsupport tools for making decisions onprocess safety and Reliability-CentredMaintenance.

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IOW @ SATORP IRIS

Slide 7

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Real-Time Performance ManagementSolution (RTPM)

Action Measure

Strategy

S

S

A

M

M

CDU FCC

A B DC

Slide 8

Structured andlinked performance

measures withleading/lagging

KPIs

Compellingnear-real time

dashboards withdrill-down anddrill-through

Culture ofaccountability

Empowering theedge to take

corrective action

Becoming a performance driven organization requiresmore than building a digital dashboard!

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RTPM (Consulting) @ SASOL6%

Feedstockcost savings

4%Electricity

cost savings

Slide 9

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Energy Management Solution

Supply-Side Offerings: ImprovingUtility Generation• Utility Equipment Performance

Monitoring System• Utility Plant Optimization

(ROMeo Solution)

Demand-Side Offerings:• Energy Management Program

including Sustainment (R2Emethodology)

• Dynamic Targets for process units• Sustainment program

Capture energy savings with little or no capital expense• Identify• Evaluate• Prioritize• ExecuteExpect $4-12 million/year of energy reduction benefitswithin a 9-12 months

Implement Energy Dashboard• Track energy use at multiple levels• Compare performance vs. dynamic targets• Drill-down capability for investigationTo be used by operators, engineers, management

Develop program to sustain benefits• Includes management oversight processes and

reports• Build energy awareness and ownership• Establish goal-setting and performance auditing

processes• Capture additional benefits• Training program

Slide 10

Supply-Side Offerings: ImprovingUtility Generation• Utility Equipment Performance

Monitoring System• Utility Plant Optimization

(ROMeo Solution)

Demand-Side Offerings:• Energy Management Program

including Sustainment (R2Emethodology)

• Dynamic Targets for process units• Sustainment program

Capture energy savings with little or no capital expense• Identify• Evaluate• Prioritize• ExecuteExpect $4-12 million/year of energy reduction benefitswithin a 9-12 months

Implement Energy Dashboard• Track energy use at multiple levels• Compare performance vs. dynamic targets• Drill-down capability for investigationTo be used by operators, engineers, management

Develop program to sustain benefits• Includes management oversight processes and

reports• Build energy awareness and ownership• Establish goal-setting and performance auditing

processes• Capture additional benefits• Training program

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Energy Stewardship Program

Energy Stewardship: 1st Quartile EII goal (91 EII breakpoint, currentlytargeting 89)

Efforts are nearly 100% completed and yielding excellent results

Key Components

– Reality based goals using actual operations

– Dashboards to make visible to all of organization

– Annual energy stewardship reviews with refinery management

Refinery 1 (proof-of-concept)

– In the previous Solomon studies, refinery’s EII was 102, 120, and 103

– Average EII performance was 4th Quartile

– Currently, the refinery EII is 80-85 EII

Refinery 2

– In the same Solomon studies, refinery’s EII was 93, 99, and 96

– Average EII performance was 2nd and 3rd Quartile

– Currently, the refinery EII is 80-85Slide 11

Energy Stewardship: 1st Quartile EII goal (91 EII breakpoint, currentlytargeting 89)

Efforts are nearly 100% completed and yielding excellent results

Key Components

– Reality based goals using actual operations

– Dashboards to make visible to all of organization

– Annual energy stewardship reviews with refinery management

Refinery 1 (proof-of-concept)

– In the previous Solomon studies, refinery’s EII was 102, 120, and 103

– Average EII performance was 4th Quartile

– Currently, the refinery EII is 80-85 EII

Refinery 2

– In the same Solomon studies, refinery’s EII was 93, 99, and 96

– Average EII performance was 2nd and 3rd Quartile

– Currently, the refinery EII is 80-85Slide 11

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Total benefits to date are nearly $200MM/yr for thirteen of sixteen refineries Key focus is to keep it simple and be credible with Operations Best practices are in parallel development

– Amine optimization procedure– Enhanced sour water stripping– Distillation pump around optimization

Energy Stewardship Program Benefits

Slide 12

Slide 15

Benefits also extend to new best practices and lessons learnedBenefits also extend to new best practices and lessons learned

$Mill

ions

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Agenda

Enterprise Software Solutions Group

Refining Integrated Operation Management Solution (R-IOMS)

Case Study

Where to Begin

Q&A

Slide 13

Enterprise Software Solutions Group

Refining Integrated Operation Management Solution (R-IOMS)

Case Study

Where to Begin

Q&A

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Responding to marketdynamics• Optimize production of higher

margin products (distillates)• Market volatility

Responding to marketdynamics• Optimize production of higher

margin products (distillates)• Market volatility

Controlling input costs• Feedstock acquisition costs• Energy costs

Controlling input costs• Feedstock acquisition costs• Energy costs

Cash and liquidity• Improve capital discipline• Maintain investment grade

credit rating

Cash and liquidity• Improve capital discipline• Maintain investment grade

credit rating

Intense Competitive Pressures…

Looking for aLooking for acompetitive edge…competitive edge…

Slide 14

Responding to marketdynamics• Optimize production of higher

margin products (distillates)• Market volatility

Responding to marketdynamics• Optimize production of higher

margin products (distillates)• Market volatility

Controlling input costs• Feedstock acquisition costs• Energy costs

Improve reliability &availability• Minimize unplanned

shutdowns• Minimize emergency work

orders

Improve reliability &availability• Minimize unplanned

shutdowns• Minimize emergency work

orders

Environmental, Health &Safety Compliance• Zero incidents goals• Stringent environment

compliance

Environmental, Health &Safety Compliance• Zero incidents goals• Stringent environment

compliance

Shortage of ExperiencedStaff• Global “War for talent”• Need for effective decision

support systems – higherreliance on automation

• Need for Training Solutions

Shortage of ExperiencedStaff• Global “War for talent”• Need for effective decision

support systems – higherreliance on automation

• Need for Training Solutions

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Business/Supply ChainHandled byHandled byERP SystemsERP Systems (1990s)(1990s)

Refining OperationsRefining Operations

How to set up, manage, and optimize refining operationsHow to set up, manage, and optimize refining operationsHandledHandled by a Patchwork of Approachesby a Patchwork of ApproachesPoint-to-Point

integrationNiche

providers

Some ERPsolutions

Spreadsheetsolutions

Pointsolutions from

multiple vendors

Need for a holistic approach that combinesNeed for a holistic approach that combinespeople, process, and technologypeople, process, and technology

(and does for this space what ERP(and does for this space what ERP & DCS have achieved for theirs.)& DCS have achieved for theirs.)

The need for a platform approach

Slide 15

Plant Control/AutomationHandled byHandled by

DCS/PLC systemsDCS/PLC systems (1980s)(1980s)

Refining OperationsRefining Operations

How to set up, manage, and optimize refining operationsHow to set up, manage, and optimize refining operationsHandledHandled by a Patchwork of Approachesby a Patchwork of ApproachesPoint-to-Point

integration

Home grown& legacysolutions

Islands ofinformation

Nicheproviders

Inflexible andexpensive

Need for a holistic approach that combinesNeed for a holistic approach that combinespeople, process, and technologypeople, process, and technology

(and does for this space what ERP(and does for this space what ERP & DCS have achieved for theirs.)& DCS have achieved for theirs.)

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What is needed: Three Tightly‐Coupled Parts

Business Processes

Define, standardize,& institutionalize

• Organizational alignment• Roles/responsibilities• Workflow engine

11

Applications

Execute and managebusiness processes

• Meet requirements ofbusiness processes

• Mix and match of bestfunctionality

2

Invensys calls the sum of these:

Integrated OperationsManagement System

A holisticpeople/process/technology

approach to create sustainablecompetitive advantage!

Invensys calls the sum of these:

Integrated OperationsManagement System

A holisticpeople/process/technology

approach to create sustainablecompetitive advantage!

The Opportunity: Doing Better, Faster, Cheaper

Slide 16

Applications

Execute and managebusiness processes

• Meet requirements ofbusiness processes

• Mix and match of bestfunctionality

22

Integration Framework

Agile, collaborative

• Service-oriented, repeatable,reusable, configurable,adaptable

33

Invensys calls the sum of these:

Integrated OperationsManagement System

A holisticpeople/process/technology

approach to create sustainablecompetitive advantage!

Invensys calls the sum of these:

Integrated OperationsManagement System

A holisticpeople/process/technology

approach to create sustainablecompetitive advantage!

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Business process driven technology implementation (Process toTechnology mapping)

Key input into and software selection and architectural decisions

Define roles, responsibilities and decision rights

Align the entire organization around common objectives

Encapsulate the company’s know how, expertise and industry bestpractices

Vehicle for knowledge transfer and new employee training

Why a Business Process Focus?

Slide 17

Business process driven technology implementation (Process toTechnology mapping)

Key input into and software selection and architectural decisions

Define roles, responsibilities and decision rights

Align the entire organization around common objectives

Encapsulate the company’s know how, expertise and industry bestpractices

Vehicle for knowledge transfer and new employee training

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Level 3

Key Refining Business Processes(Enterprise and Operations Levels)

Level 4Business Planning

& LogisticsPlant Production Scheduling,

Labor Management, etc

ERP and SCM FunctionsScheduling; Quality Management;Maintenance Management; LaborManagement; Recipes; Reporting, etc.

L4-L3 Interface

HumanResources

HumanResources

FinancialAccounting

FinancialAccounting

CapitalPlanning &Budgeting

CapitalPlanning &Budgeting

KnowledgeManagement

KnowledgeManagement

Procurement& ContractingProcurement& Contracting ProjectsProjects

BusinessPlanningBusinessPlanning

InventoryManagement

InventoryManagement PricingPricing

DemandForecasting

DemandForecasting

SupplyPlanningSupply

Planning LogisticsLogisticsTrading & RiskManagementTrading & RiskManagement

FeedstockSelectionFeedstockSelection

MES FunctionsScheduling; Resource Allocation; Dispatching;Maintenance Management; DocumentationManagement; Labor Management;Performance Analysis; Process Management;Archiving

MES FunctionsScheduling; Resource Allocation; Dispatching;Maintenance Management; DocumentationManagement; Labor Management;Performance Analysis; Process Management;Archiving

MaintenanceOperations

Management

HSE &Compliance

Management

QualityOperations

Management

ProductionPerformance

Analysis

Planning &Scheduling

Engineering/Technology

ProductionExecution &

Tracking

Level 3

Level 1

Level 2

Process EquipmentSensing the production process, manipulatingthe production process

Automation FunctionsMonitoring; Control; Diagnostics; Archiving;HMI; Reporting; Recipes; Dispatches

DiscreteControl

BatchControl

ContinuousControl

MES FunctionsScheduling; Resource Allocation; Dispatching;Maintenance Management; DocumentationManagement; Labor Management;Performance Analysis; Process Management;Archiving

ManufacturingOperations Management

Dispatching Production, Detailed ProductionScheduling, Reliability Assurance, ...

MES FunctionsScheduling; Resource Allocation; Dispatching;Maintenance Management; DocumentationManagement; Labor Management;Performance Analysis; Process Management;Archiving

ManufacturingOperations Management

Dispatching Production, Detailed ProductionScheduling, Reliability Assurance, ...

MaintenanceOperations

Management

MaintenanceOperations

Management

HSE &Compliance

Management

HSE &Compliance

Management

Production Data CollectionProduction Data Collection

QualityOperations

Management

QualityOperations

Management

ProductionPerformance

Analysis

ProductionPerformance

Analysis

Planning &SchedulingPlanning &Scheduling

Engineering/Technology

Engineering/Technology

ProductionExecution &

Tracking

ProductionExecution &

Tracking

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Production Operations Management

ProductionPlanning (3.3)

ProductionPlanning (3.3)

3.3.1. ProductionPlanning

3.3.2. ProductionScheduling

ProductionExecution (3.5)

ProductionExecution (3.5)

3.5.3. Operator Log& Shift Handover

3.5.1. OperatingTarget Setting

3.3.3. PlanningModel Maintenance

3.5.2. OperatingInstructions

ProductionPerformance

Analysis (3.8)

ProductionPerformance

Analysis (3.8)

3.8.1. DataValidation &

Reconciliation

Production DataCollection (3.6)Production DataCollection (3.6)

3.6.1. Process UnitData Collection

3.6.2. OilMovement Data

Collection

MaintenanceOperations

Management

MaintenanceTracking (10.7)

MaintenanceTracking (10.7)

MaintenancePlanning (10.3)

MaintenancePlanning (10.3)

10.3.1.Maintenance,

Turnarounds andInspectionScheduling

QualityOperations

ManagementQuality Test

Definition (6.1)Quality Test

Definition (6.1)

6.1. LIMS

HSE &ComplianceManagement

HSE & ComplianceTracking (14.7)

HSE & ComplianceTracking (14.7)

HSE & CompliancePlanning (14.3)

HSE & CompliancePlanning (14.3)

14.3.1. CompliancePlanning

14.3.2. Managementof Change

14.7.1. EmissionsTracking

Quality TestResources (6.2)

Quality TestResources (6.2)

6.2. LIMS

Quality TestPlanning (6.3)

Quality TestPlanning (6.3)

6.3. LIMS

ISA-95 Business Processes

Slide 19

ProductionTracking (3.7)

ProductionTracking (3.7)

ProductionDispatching (3.4)

ProductionDispatching (3.4)

ProductionPlanning (3.3)

3.4.2. Crude andProduct Blending

Management

ProductionExecution (3.5)

3.7.1. IntegrityOperating Windows

3.5.3. Operator Log& Shift Handover

3.4.1. Oil MovementManagement

3.7.3. AlarmManagement

3.3.3. PlanningModel Maintenance

ProductionPerformance

Analysis (3.8)

3.8.2. Daily MassBalance

Reconciliation

3.8.4. MonthlyProductionAccounting

3.8.3. Daily Utilitiesand Fuel Balance

3.8.1. DataValidation &

Reconciliation

3.7.2. QualityMonitoring

3.8.6. PerformanceManagement

MaintenanceTracking (10.7)

10.7.2. 3D AssetVirtualization

10.7.1. On-Line FaultIdentification,

Alerting & OperationAssist Advisories

MaintenancePerformance

Analysis (10.8)

MaintenancePerformance

Analysis (10.8)

10.8.1. LifecycleReliability and

IntegrityManagement

HSE & ComplianceTracking (14.7)

14.7.3. Accident/Incident Tracking

14.7.1. EmissionsTracking

HSE & CompliancePerformance

Analysis (14.8)

HSE & CompliancePerformance

Analysis (14.8)

14.8.1. ProcessSafety KPIs

14.7.2. ComplianceTracking

14.8.2. RCA, NearMiss Analysis

Quality TestPlanning (6.3)

6.3. LIMS

Quality Test DataCollection (6.6)

Quality Test DataCollection (6.6)

6.6. LIMS

Quality TestTracking (6.7)Quality Test

Tracking (6.7)

6.7. LIMS

Quality TestPerformance

Analysis (6.8)

Quality TestPerformance

Analysis (6.8)

6.8. LIMS

3.8.5. EnergyManagement

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Maintenance OpsManagement

Maintenance OpsManagement

Planning &SchedulingPlanning &Scheduling

RefineryPlanning

Permit ToWork

Maintenance

Reliability

RefineryScheduling

HSE & ComplianceManagement

HSE & ComplianceManagement

CompliancePlanning

ComplianceMonitoring

IncidentReporting

Real Time Performance ManagementReal Time Performance Management

QualityManagement

QualityManagement

LaboratoryInformation

Quality Control

Standards &Methods

PerformanceTarget Setting

PerformanceAnalysis

KPI Definition/Decomposition

PerformanceReporting

Production Execution & TrackingProduction Execution & Tracking

MovementManagement

Operator Log &Shift Handover

Receipts andShipments

Operation TargetSetting

Tank InventoryManagement

PerformanceMonitoring Corrective Action

Planning ModelAccuracy

OperatingInstructions

Intelligence(Real Time Performance Management)

ReliabilityReliability

BOSS(Blend

Optimization)

BOSS(Blend

Optimization)

Avantis(Asset Mgmt)

Avantis(Asset Mgmt)

IntelaTrac(Mobility)IntelaTrac(Mobility)

LIMS

Integrity OperatingWindows

Integrity OperatingWindows

J5 Logbook(Operator Logbook)

J5 Logbook(Operator Logbook)Spiral

(Planning)Spiral

(Planning)

Spiral(Scheduling)

ArchestrA

Workflow

ArchestrA

Workflow

Mapping Invensys Portfolio to ISA-95

Slide 20

ProductionPerformance

Analysis

ProductionPerformance

Analysis

Maintenance OpsManagement

Planning &Scheduling

Permit ToWork

MRO Procurement

Yield Accounting

HSE & ComplianceManagement

IncidentReporting

Managementof Change

Production Data CollectionProduction Data Collection

QualityManagement

Standards &Methods

Engineering/TechnologyEngineering/Technology

ProcessImprovement

EnergyManagement

EmissionsMonitoring &

Reporting

Process SafetyManagementFuel and Oil

Loss Monitoring& Control

Production Execution & Tracking

QualityMonitoring

IntegrityOperatingWindows

Operator Log &Shift Handover

Plan vs. Actual

Mass BalanceData ValidationReconciliation

Warehousing

Tank InventoryManagement

Crude/ProductBlending

AlarmManagement

Unit/Offsites/Terminal/Jetty

Operations

EquipmentConditionMonitoring

SpecificationManagement

CustomerSatisfaction

OccupationalHealth

ManagementAPC

Maintenance

Hour/DailyMaterial &

Utilizes Balance

OperatorTraining

Backcasting

BOSS(Blend

Optimization)

BOSS(Blend

Optimization)

OMM(Order Movement

Management)

OMM(Order Movement

Management)

Connoisseur(APC)

Connoisseur(APC)

HSE

IntelaTrac(Mobility)

LIMSLIMS

PAS(Alarm

Management)

PAS(Alarm

Management)SIM4ME

(Modeling,Simulation)

SIM4ME(Modeling,Simulation)

Integrity OperatingWindows

Integrity OperatingWindows

OTS(OperatorTraining

Simulator)

Wonderware System PlatformWonderware System Platform

ROMeo(Online

Optimization)

ROMeo(Online

Optimization)

Spiral(Crude Assay

Mgmt)

Spiral(Scheduling)

Spiral(Scheduling)

Error Solver(Yield

Accounting)

Error Solver(Yield

Accounting)

ArchestrA

Workflow

ArchestrA

Workflow

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The Business-IT Tug of War

An increasinglydynamic business

environment=

Constant changesto what business

needs to do!

An increasinglydynamic business

environment=

Constant changesto what business

needs to do!

An increasinglylarge (and mixed)

technologyfootprint

=Too expensive,

slow & inflexible

An increasinglylarge (and mixed)

technologyfootprint

=Too expensive,

slow & inflexible

The Business-IT Tug of War

Slide 21

An increasinglydynamic business

environment=

Constant changesto what business

needs to do!

An increasinglydynamic business

environment=

Constant changesto what business

needs to do!

An increasinglylarge (and mixed)

technologyfootprint

=Too expensive,

slow & inflexible

An increasinglylarge (and mixed)

technologyfootprint

=Too expensive,

slow & inflexible

How to re-architect in a way that enablesreusability, agility, etc.?

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Agenda

Enterprise Software Solutions Group

Refining Integrated Operation Management Solution (R-IOMS)

Case Study

Where to Begin

Q&A

Slide 22

Enterprise Software Solutions Group

Refining Integrated Operation Management Solution (R-IOMS)

Case Study

Where to Begin

Q&A

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Saudi Aramco Total Refining andPetrochemical Company (SATORP)

Company Brief

Name: SATORPDescription: Greenfield export refinery & petrochemicalHQ: Jubail Industrial Zone 2, KSAKey Businesses: Refining & petrochemicalsProducts: Petroleum “white“ Products (Gasoline,

diesel, Jet fuel, Naphtha, and LPG)Plant Location: Jubail, KSA

Note: Future expansion to includepetrochemicals

Project Highlights

Project Value USD 19.3M Project implementation is “business process driven” 28 service-based interfaces Project at 90% completion stage, Very positive customer feedback

Project Highlights

Project Value USD 19.3M Project implementation is “business process driven” 28 service-based interfaces Project at 90% completion stage, Very positive customer feedback

By the Numbers

62.5% Saudi Aramco, 37.5% Total JV 400,000 bpd refining capacity 2nd largest refinery in KSA 130 million construction labour hours with peak

workforce of 13,000

By the Numbers

62.5% Saudi Aramco, 37.5% Total JV 400,000 bpd refining capacity 2nd largest refinery in KSA 130 million construction labour hours with peak

workforce of 13,000

Slide 23

Company Brief

Name: SATORPDescription: Greenfield export refinery & petrochemicalHQ: Jubail Industrial Zone 2, KSAKey Businesses: Refining & petrochemicalsProducts: Petroleum “white“ Products (Gasoline,

diesel, Jet fuel, Naphtha, and LPG)Plant Location: Jubail, KSA

Note: Future expansion to includepetrochemicals

Project Highlights

Project Value USD 19.3M Project implementation is “business process driven” 28 service-based interfaces Project at 90% completion stage, Very positive customer feedback

Project Highlights

Project Value USD 19.3M Project implementation is “business process driven” 28 service-based interfaces Project at 90% completion stage, Very positive customer feedbackSaudi

Arabia

Yemen

OmanUAE

QatarBahrain

Kuwait

Jubail

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Software Supply Scope:

SATORP IRIS Project Summary

Services Scope:

Expected Benefits: Plan with utmost accuracy Operate optimally, reliably and safely Analyze performance compared to plan with collaborative analysis tool Improve continuously by agile decision-making based on reliable information Improve productivity

IMPROVE(Monitoring and

Optimization)

DO(Execution)

PLAN(Supply Chain &

Planning)

Project Execution - Design, Build(including Test), System integration,

Deliver (Deploy & Commission)

Slide 24

IMPROVE(Monitoring and

Optimization)

OperatingWindows

Mass & EnergyBalance

Real-TimeAnalysis

OperationsDashboard

ProcessControl Perf.Management

Blend Perf.Monitoring

RefineryScheduling

LIMS

OperatorLogbook

RefineryOffsiteProcess

Historian

PLAN(Supply Chain &

Planning)

ContractManagement

InventoryValuation

Logistics

ProductionPlanning

Product Spec.Management

Pricing

HSE

Program and Project Management

Organization Change Management(Engagement, readiness, and

adoption)

Sustenance and Support(Short term)

Infrastructure Services

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ISA-95 Level 3

ISA-95 Level 4

Logistics

SATORP Integration Challenge

ProductionPlanning

RefineryScheduling

InventoryValuation

OperatorLogbook

ProductSpecifications

Mgt

UnitOperations &Monitoring

ContractMgt

PlantMaintenance

Reliability

Documents

Supply Chain Mgt & Planning Maintenance

AlertMgt

OperationsDashboard &

KPI

Process ControlPerformance Mgt

Pricing

HR

Slide 25

ISA-95 Level 1 & 2

RefineryOffsite

RefineryScheduling

ProcessHistorian

ProductSpecifications

Mgt

Laboratory

UnitOperations &Monitoring

Health, Safety& Environment

Production Operations Performance Management

Mass / EnergyBalance & DataReconciliation

BlendPerformanceMonitoring

ProcessControl

OnlineAnalyzer

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4. Integrated Solution

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Integrated Refinery Views

Slide 27

Seamless integration of SAP, Microsoft and 13 application views

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Integrated Refinery Views

CDU / VDUDrill down

Slide 28

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Competitive Advantages ofthe Invensys Solution

System design is business-process driven, architectures follow• Project implementation methodology and solution architecture is driven by

the refinery business processes

System implementation allows for easy modifications and expansion• Functional design specification and functional architecture are based on

Invensys deep refinery knowledge• Reusable business components and interfaces achieved at every possible

level• Robust and scalable architecture that supports future changes to business

processes and refinery expansion to meet business and market needs

System implementation is based on industry best practices, standards,and principles• In system integration (ISA 95, Enterprise Service Bus)• In data representation and transformation (B2MML data model)

Slide 29

System design is business-process driven, architectures follow• Project implementation methodology and solution architecture is driven by

the refinery business processes

System implementation allows for easy modifications and expansion• Functional design specification and functional architecture are based on

Invensys deep refinery knowledge• Reusable business components and interfaces achieved at every possible

level• Robust and scalable architecture that supports future changes to business

processes and refinery expansion to meet business and market needs

System implementation is based on industry best practices, standards,and principles• In system integration (ISA 95, Enterprise Service Bus)• In data representation and transformation (B2MML data model)

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Invensys Journey - O&G and HPI ExamplesProject Name Implem

PeriodIntegration

ScopeIntegration Technology Major Partners

SATORP Refinery IRIS Jun 2011 –Sep 2013

L2 - L3,L3 - L4

Enterprise Service Bus(MS BizTalk ESB Toolkit),

SAP NetWeaver,OPC, Invensys SOA

Wipro, MS, OSIsoft,St James Software

Petro Rabigh PIM Oct 2007 –May 2009

L2 - L3,L3 - L4

Hub-and-Spoke(SAP XI),

OPC, Invensys SOA

MS, OSIsoft,St James Software,

LabWare, Technip/Total

ExxonMobil Lubes PCS(fleet)

Jan 2004 –Jan 2010

L2 - L3,L3 - L4

Hub-and-Spoke(SAP XI),

OPC, Invensys SOA

ExxonMobil IT

Inte

grat

ion

Tech

nolo

gy E

volu

tion

Slide 30

Hub-and-Spoke(SAP XI),

OPC, Invensys SOAPetronas Malaysia Baronia(offshore optimization)

Apr 2008 –Jan 2010

L2 - L3,L3 - L4

Hub-and-Spoke(SAP XI),

Invensys SOA

MS

Cheniere LNG Terminal’sTOMS

Feb 2006 – Oct2007

L2 - L3,L3 - L4

Hub-and-Spoke(MS BizTalk)

OPC, Invensys SOA

MS, OSIsoft, ESS GroupSt James Software

PetroVietnam Refinery MIS Jan 2007 –Dec 2008

L2 - L3 Point-to-Point(Application-interface level EAI)

MS, OSIsoft, Maximo,StarLIMS, Technip

PetroMonagas ICIMS Jun 1999 – Jan2001

L2 - L3,L3 - L4

Point-to-Point(Application-interface level EAI)

JD Edwards, Maximo.OSIsoft, Intergraph, Baytek

Ras Laffan LNGs ICIMS Mar 1996 –Dec 1999

L2 - L3,L3 - L4

Point-to-Point(Application-interface level EAI)

Cap Gemini, SAP, OSIsoft,Intergraph, Baytek

Inte

grat

ion

Tech

nolo

gy E

volu

tion

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Agenda

Enterprise Software Solutions Group

Refining Integrated Operation Management Solution (R-IOMS)

Case Study

Where to Begin

Q&A

Slide 31

Enterprise Software Solutions Group

Refining Integrated Operation Management Solution (R-IOMS)

Case Study

Where to Begin

Q&A

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Where to Begin

Half day workshop withyour designated staff to: Learn about your performance

improvement initiatives

Discuss potential areas ofcollaboration

Share our experience with you inmore detail

Learn what other refiners aredoing

Step

1 ~6 week scoping study todetermine priorities,estimate costs & ROI:

Interview stakeholders to identifyproblems and areas for improvement

Review business processes to identifyissues (lack of clarity on activities,roles and decision rights)

Review existing decision support toolsand identify gaps

Review existing IT environment andinfrastructure

Develop business case for movingto Integrated OperationsManagement System

Recommendations : Must-Haves,Quick Wins, Long Term

Estimate cost of implementation(SW/HW/Consulting)

Step

2 ProjectAward

Step

3

Step

4

Slide 32

Half day workshop withyour designated staff to: Learn about your performance

improvement initiatives

Discuss potential areas ofcollaboration

Share our experience with you inmore detail

Learn what other refiners aredoing

~6 week scoping study todetermine priorities,estimate costs & ROI:

Interview stakeholders to identifyproblems and areas for improvement

Review business processes to identifyissues (lack of clarity on activities,roles and decision rights)

Review existing decision support toolsand identify gaps

Review existing IT environment andinfrastructure

Develop business case for movingto Integrated OperationsManagement System

Recommendations : Must-Haves,Quick Wins, Long Term

Estimate cost of implementation(SW/HW/Consulting)

ProjectImplementationRequirements

Mockups & datagathering

Build & deliver

Sustain

Step

4

Involve Business Owners:• VP of Refining• Plant Manager• Operations Manager• Tech Services Manager• Maintenance Manager• Planning Manager

Involve Business Owners:• VP of Refining• Plant Manager• Operations Manager• Tech Services Manager• Maintenance Manager• Planning Manager

Deliverables:• Stakeholder interview notes• “As-Is” situation Validation

presentation• Business Case• Recommendations: Must

Haves, Quick Wins, Long term• Final Mgmt. Presentation• Study Report

Deliverables:• Stakeholder interview notes• “As-Is” situation Validation

presentation• Business Case• Recommendations: Must

Haves, Quick Wins, Long term• Final Mgmt. Presentation• Study Report

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Slide 33

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Backup slides

© 2013 Invensys. All Rights Reserved. The names, logos, and taglines identifying the products and services of Invensys are proprietary marks of Invensys or its subsidiaries.All third party trademarks and service marks are the proprietary marks of their respective owners.

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Project Lessons Learned Clear business process requirements approved by all parties.

An execution governance with well-defined and proven project methodology.

Skilled resources on project with well planned resource loading / unloadingduring course of execution.

Standardized naming convention for assets where possible; well-defined datareference models for mapping between applications.

Software vendor participation and involvement from beginning in integrationrelated functional design is crucial.

Very strong change management process to manage “scope creeps” and anyfunctional & design changes.

Well defined testing strategy based on industry standard and best-practice.

Slide 35

Clear business process requirements approved by all parties.

An execution governance with well-defined and proven project methodology.

Skilled resources on project with well planned resource loading / unloadingduring course of execution.

Standardized naming convention for assets where possible; well-defined datareference models for mapping between applications.

Software vendor participation and involvement from beginning in integrationrelated functional design is crucial.

Very strong change management process to manage “scope creeps” and anyfunctional & design changes.

Well defined testing strategy based on industry standard and best-practice.

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Integrated Manufacturing Views

Slide 36

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Integrated Manufacturing View(Product Quality Details)

Slide 37

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Integrated Manufacturing View(Feed Inventory Details)

Slide 38

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Energy Management Program

VALUE FOR CLIENTS

DOMAINEXPERTISE

1. Capture energy savings with little to nocapital expense

Significant Reduction inEnergy Consumption

Low-to-No CapitalInvestment

Slide 39

TECHNOLOGYSTRATEGY

2. Implement energy managementdashboard (system)

Open & RobustSoftware Technology

SERVICESSTRATEGY 3. Develop program to sustain benefits

Sustainable& Scalable

Low-to-No CapitalInvestment

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Slide 40