Sabp A 043 PDF

Best Practice
SABP-A-043 15 October 2015

Master Plan Development Guidelines
Document Responsibility: Facilities Planning Standards Committee
Saudi Aramco DeskTop Standards

Table of Contents
1 Executive Summary....................................... 2
2 Introduction and Background......................... 3
3 Overview........................................................ 8
4 Business Master Plan Development............. 9
5 Facility Master Plan Development................ 18
6 Communication of Plans..... 28
7 Roles and Responsibilities..... 29
8 Appendices.................................................. 30
Previous Issue: 6 April 2013 Next Planned Update: TBD

Page 1 of 44
Primary contact: Bethune, Gavin J (bethungj) at +966-13-8809424
CopyrightSaudi Aramco 2015. All rights reserved.

Document Responsibility: Facilities Planning Standards Committee SABP-A-043
Issue Date: 15 October 2015
Next Planned Update: TBD Master Plan Development Guidelines
1 Executive Summary
The principal purposes of this guideline are to establish a common understanding for
the purpose, scope and content for development of the master plans to provide a degree
of consistency in business and facility master planning development. This guideline
should be read in conjunction with SAEP-60, Master Plan Development Procedure,
which stipulates the roles and responsibilities of all parties and defines the interaction
between corporate strategies, master plans, 10 year investment profile and the Capital
Program.
Master plans translate the Companys Corporate Strategic Framework into an optimal
portfolio of capital investments for that particular asset class, area, cross-organizational
function or facility.
Business master plans are defined as asset class, area or cross-organizational master
plans and focus on the high-level developments and facilities predicted for instatement
during the future 10-20 years. Facilities Planning Department (FPD) is responsible for
developing, revising and managing the business master plans.
Facility master plans are facility or service specific and provide a forecast of potential
capital expenditure necessary to ensure the respective facilities can fulfill their ongoing
commitments and future role as defined within the Corporate Strategic Framework.
Facility master plans define the predicted appropriations during the future 10-20 years.
The respective Proponent Admin Area Department is responsible for developing,
revising and managing their respective facility master plans, including coordinating
input from other related interfacing business lines, departments, consultants and other
organizations.
To assist with developing master plans, a set of attributes was established. The intent of
these attributes is to establish a more consistent product format and management
method. No two master plans are alike; therefore, the established attributes cover a
broad spectrum of standard and non-standard elements and disciplines for analysis and
discussion to ensure comprehensive coverage.
This guideline covers master plans only. It is intended for use by planning staff, work
directors, division heads and management within Facilities Planning and Proponent
Planning Departments. This guideline is consistent with good engineering practices and
should be used as general guide by FPD and Proponent engineers. This guideline is not
intended to be a rigid set of procedures to be followed at the expense of flexibility and
creativity and sound professional judgment, but rather to be a helpful guide.
Page 2 of 44
2 Introduction and Background
2.1 Purposes of this Guidelines
The principal purposes of this guideline are to provide the following:

Establish a consistent understanding of the purpose, scope definition and
content of master plans
Provide clarity and definition for interpretation of SAEP-60 Master Plan
Development Procedure
Establish the relationship and holistic view of master plans with preceding
processes, such as the Companys Corporate Strategic Framework and with
succeeding processes, such as the 10 year Investment Profile (IP).
Provide a degree of consistency in master plan study products
Describes a baseline of good practice to assist junior engineers in planning
and developing new master plans.
Set out guidelines to measure the status of ongoing activities pertaining to
the development and update of master plans.
2.2 Background
Master plans are keys to the capital planning work process and support many
aspects of the Companys decision making process during the early stages of
planning. As such, the plans require skilled technical preparation in many
different areas including planning, engineering, risk assessment, economic
analysis and written and oral presentation. All of these plans must reflect
alternative means of accomplishing stated objectives and must involve
quantitative comparisons among these alternatives. The plans must provide a
definitive basis for recommending and supporting the best alternative during the
peer and management review process.
2.2.1 Definitions
2.2.1.1 Corporate Strategic Framework
The Companys Corporate Strategic Framework is formulated

to achieve the corporate objectives. Corporate Planning
develop the Companys Corporate Strategic Framework
utilizing the Outlooks and input from Senior and Executive
Management.
The Companys Corporate Strategy Framework typically spans

a 20-year period or longer and sets broad direction in terms of
businesses and activities the Company wants to be in or wants
Page 3 of 44
to get out of, achievement targets, and required resources that

includes Capital Program stakeholders that have overlapping
responsibilities for setting, adjusting and managing their
strategic directions to align with the corporate objectives.
2.2.1.2 Business Master Plans
Business master plans are defined as asset class, area or cross-

organizational master plans.
Business master plans are developed to translate the corporate

objectives appropriate to a specific area of the Company,
typically a system of facilities, into a capital investment activity
needed to achieve the corporate objectives in a logical direction
for that asset class, area or cross organizational function.
Sufficient analysis of the various scenarios and alternatives,
including robust market outlook data, is included to provide
decision makers with a sound basis for actions that will be taken.
Business master plans will typically cover a twenty-year period

beginning after the last year of the three year Business Plan.
The level of detail is typically conceptual, but adequately
detailed to allow direction to be established on a supportable
basis. Business master plans encompass oil, gas/NGL, refining,
infrastructure, distribution, facilities and services and are
focused on high-level investments and improvements needed to
provide direction for Capital Program investment.
Business master plans must be developed so that they integrate

with other master plans to provide a coherent and unified
Company direction. Major elements of business master plans
include system history/background, demand/supply, investment
timing, opportunities, etc. FPD is responsible for developing,
revising and managing all business master plans with input
from Proponents and other organizations.
2.2.1.3 Facility Master Plan
Facility master plans are facility specific and incorporate the

facility projects originating from business master plans or
forecasts and the asset performance requirements.
2.2.1.3.1 Facility Projects
Facility projects are developed to scope the optimal

concept design configurations necessary to fulfill the
specific facility requirements as defined within the
business master plans and / or forecasts.
Page 4 of 44
FPD, with support from respective organizations, is

responsible for developing the facility projects,
taking into account all related assets, ongoing
projects and synergies.
FPD will publish a report defining the ongoing,

planned and future projects for inclusion within
facility master plan.
2.2.1.3.2 Maintain Asset Performance Appropriations
The maintain asset performance appropriations will

include long term production/operating forecasts for
the facility, economic opportunities and will define
the capital projects necessary to sustain the
performance of the operating asset, including but not
limited to safety, efficiency, compliance, reliability,
obsolescence factors technology and risk
management.
The maintain asset performance appropriations will

be defined by the respective Proponent organizations.
2.2.1.4 10 Year Investment Profile
Corporate Planning derives a 10 year Investment Profile (IP)

from the business and facility master plans. The IP serves as
Gate 1 for all capital projects and forms the basis for capital
program Business Plan development.
2.2.3 Master Plan Responsible Organizations
In general, FPD is responsible for business master plans and Proponent

organizations are responsible for their respective facility master plans.
The responsible organization for each master plan is stipulated within
Master Plan Responsibility and Approval Schedule within Appendix A.
2.2.4 Business Master Plan Customers and Team Members
FPD is responsible for developing, revising and managing all business

master plans and facility projects with input from business lines, admin
areas, departments, consultants and other organizations. Refer to Cross
Organization Master Plan Flow Chart within Appendix D and Supplier
Input Process Output Customer (SIPOC) within Appendix E for details.
Senior management is FPDs principal business master plan customer,
including OSPAS, DS&LD, Corporate Planning etc. Senior
Management may share these plans with outside organizations, such as
the Ministry of Petroleum and Minerals (MinPet). As independent
Page 5 of 44
advisors to the Company, FPD has an overriding professional obligation

to provide complete, specific and competent professional advice. FPDs
business master plan partners are those who participate and provide
expert input in their areas of expertise. FPD s principal partners are
listed below; relevant partners should be included in the business master
plan development team as early in the team formation stage as
appropriate.
o Facility operations, engineering, and/or maintenance staff supply
information used in the analysis of alternatives. The facilitys
management supplies preferences, guidelines and constraints for
consideration in the analysis.
o Consulting Services Department (CSD) and Process & Control
Systems Department (P&CSD) provide technical engineering support
including specific modeling or analysis techniques, on technology
selection & asset configuration in the fields of process technologies,
automation and energy efficiency and specialist technical expertise as
required in studies.
o Investment involving domestic Joint Ventures will require
participation of DJVD specialists to provide information used in the
analysis of alternatives.
o As an extension of the Companys capabilities, outside consultants
provide specific expertise and analysis needed in support of the Plan.
2.2.5 Facility Master Plan Customers and Team Members
The Proponent Admin Area Department is responsible for developing,

revising and managing their respective facility master plans with input
from FPD and other organizations. Facility operations, engineering,
and/or maintenance staff supply information used in the analysis of
alternatives. The facilitys Management supplies preferences, guidelines
and constraints for consideration in the analysis. Refer to Cross
Organization Master Plan Flow Chart within Appendix D and Supplier
Input Process Output Customer (SIPOC) within Appendix E for details.
Senior Management is FPDs principal facility master plan customer,

including OSPAS, DS&LD, Corporate Planning, Industrial Security etc.
These plans or portions of these plans are shared with other business
lines and departments within the Company. Master plan development is
guided by respective Admin Area Proponent Organization Team.
The facilitys master plan development principal partners are listed

below; relevant partners should be included in the master plan
development team as early in the team formation stage as appropriate.
Page 6 of 44
o Facility Planning Department supplies the business master plans and

subsequent facility project information, as applicable. FPD also
provides a comprehensive list of ongoing and future appropriations
and provide support during the economic evaluation and option
selection of project proposed by Proponent.
o Project Management Office Department (PMOD) supplies cost
estimates used in the economic analyses of the alternatives and
scheduling recommendations. These estimates are based on scope
provided by Proponent with agreement with FPD.
o CSD and P&CSD provide technical engineering support including
specific modeling or analysis techniques and specialist technical
expertise as required in studies.
o Corporate Planning (CP) provides guidelines, methodologies and
hydrocarbon product market cost and value outlooks that are needed
to support the evaluation of investment opportunities. Also,
Corporate Planning- Finance (CP) provides guidelines and
techniques for business and economic analysis that meet corporate
finance guidelines, along with cost and value information for use in
economic analyses and long-term domestic demand forecasts for
refined products.
o Oil Supply Planning and Scheduling (OSPAS) is responsible for
planning, scheduling and coordinating the supply and distribution of
all hydrocarbon products produced by Saudi Aramco.
o As an extension to the Companys capabilities, outside consultants
provide specific expertise and analysis needed in support of the
master plan.
o Inspection Department (ID) will participate, as necessary, to advise
on issues related to asset integrity or special inspection-related
requirements.
o Project Management (PMT) may be engaged to analyze at a high
level, the construction schedule if it impacts existing facilities.
o Loss Prevention Department (LPD) will assess elements that relate to
Health, Safety and Environment (HSE) per the risk associated with
reviewed alternatives.
o Environmental Protection Department (EPD) will be engaged as
appropriate to advise on air, water, waste emission and other
environmental issues.
o Facility master plans that involve domestic Joint Ventures will
require participation of DJVD specialists to provide information used
in the analysis of alternatives.
Page 7 of 44
o Industrial Security Support Department will be engaged as required

to provide Industrial Security requirements
2.3 Intended Use
This guideline is intended for use by all parties involved with development of
master plans, including engineers, work directors, division heads and
Management. This guideline is intended to be used as a helpful guide and not
as a rigid set of procedures to be followed at the expense of flexibility and
creativity and sound professional judgment. This guideline should be read in
conjunction with SAES-060 where the purpose, roles and responsibilities of
master planning are stipulated. This guide is intended only for master plans.
Because master plans are focused on the time period beyond the present three year
Business Plan period, this guide is not intended as a guide for Capital Program
pre-submission studies or pre-Design Basis Scoping Paper (DBSP) studies.
This guideline imposes a structure on the planning, management and development
of a master plan, which represents an administrative overhead cost, the
applicability of which rests with the division head overseeing the development of
the master plan.
3 Overview
The development of a business master plan involves multiple organizations; refer to

Appendix D, Cross Organization Master Plan Flowchart, for a representation of the
roles, responsibilities and interaction between Company organizations during
development of master plans.
3.1 Principles of Master Plans
The following principles serve as guidelines for fulfilling business and facility
master planning purposes.
Long-Term Solutions: Business master plans are the output of a strategy and
cover system-wide capital investment. Because the impact on the direction
of the Company and/or the Kingdom as a whole is large, such plans usually
use a planning horizon for a period of approximately 20 years. The facility
master plans usually use a planning horizon of 10 years following the last
year of the Business Plan. Depending on the type of plan, the horizon and
update frequencies of master plans differ. The scheduled update cycle for
most master plans is two to five years. However, the documents must be
updated whenever there is a major change to the basis and assumptions used
to develop the master plan
Seeking Sustainability: A sustainable system is one characterized by
consistent levels of productivity and resilience. Master plans seek the long-
term sustainability of the Companys operations.
Page 8 of 44
Systems Approach: When possible, the master plans development activity

should use a systems engineering approach by integrating multiple
disciplines and specialty groups into a team effort. Systems engineering
considers both the business and the technical needs of customers and
participants, with the goal of providing a quality product that meets
customers needs and design criteria.
Participatory Process: The master plans are to be developed with the
participation of the many diverse interests and stakeholders involved in
planning, operating and managing the Companys facilities and resources.
Accounting for Uncertainties: The master plans should consider how
strongly both financial and technical uncertainties and risk influence the
selection of projects. A risk sensitivity analysis of often conducted for that
purpose.
Efficient Use of Resources: The master plans should be developed in a way
that acknowledges the need for efficient use of resources. Master plan
analysis should seek to capitalize on synergies among projects, resolve
overlaps and conflicts, and promote sound management and optimization of
resources.
Planning involves a journey into the future, where all outcomes are uncertain
and where opportunity and risk co-exist. It is a process of compromise and
collaboration in support of valued goals. Planning documents are not blue
prints. Good plans are flexible, living guidelines and polices, self-correcting and
adaptable to change.
4 Business Master Plan Development
4.1 Business Master Plan Fundamentals
Business master plans are developed to translate the appropriate corporate

objectives into capital investment activity for a specific area of the Company
that supports those corporate objectives. Business master plans shape the future
of the Company and should adhere to the following fundamentals:
Covers the Kingdom view as well as the Saudi Aramco view of investment
Credibility should be clear via relevant documentation
Objectivity in the approach
Use of specific language to avoid confusion for readers
Reasonableness of key assumptions and bases
Introduction of sufficient independent corroborating evidence (consultants etc.)
Internal consistency across organizations
Page 9 of 44
Demonstrated awareness of critical success factors, key risk areas, critical

vulnerabilities and discussion of corresponding venture planning
Evidence based on sound business analysis and judgment
Capturing these attributes into the business master plan provides assurance that
the master plan is developed to a high degree of quality.
4.1 Major Development Steps
The major steps in the development of a business master plan are as defined
within SAEP-60.
4.2 Deliverables
The deliverables should define the journey of developing a business master plan
by describing the major steps taken during the preparation, development and
presentation of the final products.
The sources of data used should be identified. References should be made

regardless of whether the data was obtained from an organization within the
Company or from an outside source. Preparers should identify any other master
plans which have been used to obtain certain data. The importance of this
information is that it will leave the readers with a high level of confidence of the
validity and accuracy of the data used in the report. The deliverables should
identify all organizations involved in the development of the master plan.
The intent of this information is to show the level of participation and leaves the
reader with the perspective that the master plan took into consideration the
concerns and input from multiple reliable and trustworthy sources. The data
analysis discussion should identify the top two or three assumptions used in the
analysis and any other factors that have a major impact on the recommendations
and outcome of the master plan.
4.3 Business Master Plan Presentation
The main deliverable of a business master plan is a presentation of the plan to

Management Committee. However, a written summary report is also required.
The written report generally uses the presentation slides and describes the basis
and rationale supporting the slides, and when appropriate, adds additional
supporting information. When appropriate, selected additional appendices that
can add value should be included in the written report to bolster the integrity of
the master plan. However, the quality of the master plan is not related to the
number of pages in the plan, and it is not practical to compile all the work and
information used to develop each aspect of the master plan.
4.4 Overview of the Business Master Plan Report Development Process
A business master plan report should be a concise summary outlining the key
Page 10 of 44
bases and options, including values. Although business master plan

development is a major undertaking, which requires the efforts of numerous
stakeholders and takes substantial time, it should not be a long and detailed
document. A business master plan report is confidential and distribution should
be limited even within the Company (electronic and written copies). All FPD
coordinators and master plan work directors should receive copies of business
master plans.
Business master plans translate the Companys Corporate Strategic Framework

into a capital expenditure program for assets covered by a specific FPD division.
The business master plan provides a range of paths that address the major
challenges of the assets planned by FPD divisions while, at the same time,
implementing Company strategy. The various strategic alternatives are
presented through scenarios, and where applicable, option analyses are used to
provide guidance to decision makers.
The business master plan must align with strategies and prices promulgated by
Corporate Planning. The business master plan period covered is 20 years,
starting in the year immediately following the present Business Plan period (3
years).
The master plan development completion should be timed to coincide with

development of 10 year Investment Profile (IP), prior to capital program
submittals in January.
Since the purpose of the business master plan is to take the Company to a higher
level of planning, it imposes different quantitative and qualitative requirements
on almost all business components. Business master plan content development
is a cyclical process. After developing every section of the business master
plan, the plan must be reviewed and revised multiple times in accordance with
the Companys objectives, assumptions and deliverables. The business master
plan is a guiding document since it establishes the new opportunities, business
objectives, strategy and approach to achieving chosen objectives.
A business master plan is focused on capital planning; it is therefore not an

Operating Plan or an environmental plan, etc. Although the business master
plan does identify its interfaces and integrates with these other plans, the
business master plan is focused on capital expenditures that will achieve the
Company strategy for a given system of facilities and any major study work
needed to better define the capital expenditures.
Business master plans cover system-wide investments rather than facility-

specific master plans. Examples of business master plans include: Oil Master
Plan, Gas and NGL Master Plan, and Downstream Master Plan. Business
master plans strive to optimize investment across all facilities in the system that
are covered by the master plan to address the system-wide challenges while
creating strategic options that fully implement Company strategies and
Page 11 of 44
objectives. Business master plans look outside the present system boundaries
for additional opportunities and identify where future system challenges will
arise.
Each specific business master plan takes into account other Company master
plans and addresses interfaces and interactions between the specific master plan
and the other master plans.
4.5 Business Master Plan Report Attributes
4.5.1 Executive Summary
The Executive Summary must be both succinct and comprehensive in its

goal of highlighting system challenges, available strategies and scope/cost
required and then addressing them for decision makers to consider.
The summary presents alternatives and impact to be considered, which

should meet the Companys objectives and strategic directions and a
complementary set of recommendations. Even if the proposed
opportunities are internally financed, the Company should be viewed as
an investor. Therefore, the Executive Summary should establish this
investor perspective. The Executive Summary should be written after
the entire document is compiled and should be approximately one to
three pages, and include the following elements:
o Identify system challenges
o Describe the strategies that can be used to successfully address these
challenges
o Identify critical success factors, key risks and uncertainties
o Describe how the uncertainties and risks can be mitigated
o Provide the order of magnitude investments required with estimated
timing
4.5.2 Introduction and Objectives
This section should clearly state the purpose of the plan and which area
or venture the plan addresses and identify the timeline and the period of
the plan. It should also explain the drivers for and the clear alignment
with one or more of the corporate objectives. This section should also
give the reader a high-level view of what to expect, e.g., potential
investments, source of data gathered and methodology used to develop
options and scenarios.
4.5.3 Corporate Objectives
Corporate objectives are statements of intent that provide the basic

direction for the activities of an organization in pursuit of its mission.
Page 12 of 44
Senior management develops and expresses the corporate objectives

which are quite distinct from any other detailed functional objectives set
for the different business lines. Corporate objectives adopted by an
organization may address one or more of the following; growth,
maximizing profits, diversity, corporate image and reputation, etc.
The master plan is a link in the planning process between the corporate
strategies and the Capital Program; therefore, it is essential that all
current master plans be aligned to corporate objectives.
4.5.4 Background
This section should briefly describe the makeup of the system covered by
the business master plan. Major changes of current basis and/or Company
strategy as compared to the last revision of the business master plan
should be summarized. This section should be written to set the stage to
start the discussion by describing and identifying existing facilities,
aggregate capacities, and specific areas that might be impacted by the
master plan. Historical data such as when the system and component
facilities were built and/or expanded should be provided when appropriate.
Financial data and bases used for the business master plan should be
described.
When necessary, describing the operational, business, regulatory and

political environment of the existing system and component facilities
further clarifies the business environment framework the business master
plan is expected to function in.
A general summary of historical data that has a direct relation to the

system facilities may be needed to highlight potential shortcomings that
will be discussed later as part of the analysis. Historical and other
contributing factors that might be included are:
o Historical investments in the system
o Historical growth in the systems capacity
o Historical and demand and supply trends
o Other quantitative aspects of the products, e.g., quality
4.5.5 Challenges and Drivers
This section should discuss the main areas of concern impacting the
current system. This section may also be used to introduce opportunities
the business master plan will address. The challenges and drivers may
have been generated internally or externally to the system covered by the
master plan. Possible challenges and drivers are:
o Shortages of a particular product
Page 13 of 44
o Geo-political and competitor threats

o Changes in composition of a particular natural resource
o Changes in product specification, both domestically and in
international markets
o Increase and/or decrease in supply of a certain product or service
o Changes within the Kingdom, e.g., population growth, new strategic
oil and gas investment options, etc.
o Kingdom growth of new businesses and markets
o Changes in global oil and gas prices
o Changes in corporate strategies
o Maximizing profitability through the introduction of new opportunities
o Breakthrough, new and emerging technologies
o Changes in the world market for certain products and services
o Improvements in efficiency
o Changing environmental policies, regulations and practices
o Changing global design standards
o Changes in trade regulation, other government regulatory agencies or
policies
o New technologies or technological tools
o New competing products made more affordable by technological
advances
o Changes in consumer habits
4.5.6 Demand and Supply
The information in this section is of high importance and criticality.

The demand and supply is taken from the current Business Plan as
agreed by OSPAS, Domestic Supply & Logistics Department (DS&LD)
and Corporate Planning.
In the absence of data not covering the entire plan period, a forecast
should developed and agreed upon by all appropriate parties as the basis
for the master plan.
The current and future demand along with a robust market outlook and
supply forecasts in most cases are used as the basis to establish business
case planning scenarios in the data analysis section. Future demand and
supply forecasts for oil, gas, refined products, etc., may not be the only
forecasts applicable. Other supported forecasts may also be used to
Page 14 of 44
support the analysis and business case. One or more of the following
forecasts must generally be considered:
o The Kingdoms Maximum Sustainable Capacity (MSC)
o The production forecast for the specific processing system or
facilities under consideration
o The production forecast for non-associated gas in the Kingdom
o Changing product specifications; both domestically and in
international markets
o Corporate Planning domestic refined product demand forecast
o Domestic population
o Shifts in domestic population demography and/or habits
o Global demand for fossil fuels
o The Kingdoms demand for gas
o Global demand for refined products
o Renewable energy
o Shifts in business opportunities
o Emerging technologies
o Domestic power demand outlook
o Infrastructure such as utilities, buildings and equipment
4.5.7 Sensitivities
Sensitivity analysis is a method to assess the outcomes of a decision if a

situation becomes different than expected and it is an important element
of business master planning. Sensitivity analyses can be static or
dynamic and will in many circumstances be qualitative in business
master plans due to lack of information to perform quantitative analyses.
Tornado charts are an example of static quantitative sensitivity analysis

because only one variable is varied at a time, and point calculations are
made at each variable value changed. Tornado charts are useful to
identify which variables typically involved in a decision can significantly
impact the decision outcomes. Though quantitative sensitivity analyses
are desirable in business master plans, sufficient quantitative data
quantities are normally not available, so empirical methods must be used.
These techniques include simple lists of pros and cons for different
alternatives, comparing relative impact magnitudes of alternatives,
contrasting the present decision scenario to past similar decision
scenarios along with the choices made and outcomes realized, or
contrasting the present decision scenario to similar decision scenarios
Page 15 of 44
and outcomes that may be detailed in the literature. In these situations,

the judgment and professional expertise of the planners and management
reviewers must guide the construction of the sensitivity analyses
presented.
4.5.8 Uncertainties and Risk Evaluation
Uncertainty and risk are not the same. Uncertainty is defined as the
current state of knowledge such that:
1. The order or nature of things is unknown
2. The consequences, extent or magnitude of circumstances, conditions
or events are unpredictable
3. Credible probabilities to possible outcomes cannot be assigned,
i.e., unpredictability; indeterminacy; indefiniteness.
Risk is defined as the possibility of an unsuccessful outcome, for

example, financial loss. A Manager can be uncertain about whether each
of the business lines can meet their rate of return targets for capital, but
the only risk is whether the Managers own business line meets its target.
Therefore, the business master plan should address uncertainty

appropriately and provide strategies that can help remove uncertainty
and provide better decision making information and strategies to manage
risks inherent in the investment decisions to be made over the master
plan period. Timing is a major tool used in business master planning to
reduce uncertainty. Also, studies can be undertaken during the
development of the business master plan or be recommended to be part
of the business master plan in the future and those studies can develop
additional information needed to reduce uncertainty surrounding the
investment decisions.
Risk management in the business master plan can take the form of
multiple decision paths, developing a more complete picture of the
possible impacts of different decision outcomes. Where sufficient
quantitative information can be ascertained, calculated probabilistic
analyses of decision paths and outcomes can be compiled, for instance
using real options analysis.
4.5.9 Interfaces with other Master Plans
See Appendix D - Cross Organizational Master Plan Flow Chart for a

representation of the interfaces involved in the master plan development
process.
This section describes one or more of the following interfaces:
Page 16 of 44
o Interfaces with other business master plans and possibly with some
individual facility master plans: When applicable, describe the
relationship between one business plan and other business master
plans. This gives a holistic view of the overall system and how the
proposed business master plan fits into the large corporate strategy.
o Intra-Company Interfaces: The business master planning should
describe the impact of the proposed strategies on other organizations
within the Company and also upon external entities such as other
companies, government agencies, Joint Ventures, subsidiaries, etc.
4.5.10 Investment Options
4.5.10.1 Medium Term Investments with Timing and Cost
This section outlines those potential investments that are

needed to support or improve the overall system so that the
corporate strategies can be met. These investments should be
5-10 years or more beyond the end of the Business Plan.
4.5.10.2 Long Term Investments with Timing and Cost
This section outlines those potential investments that are

needed to support or improve the overall system so that the
corporate strategies can be met. These investments should be
10-20 years or more beyond the end of the Business Plan.
4.5.11 Summary
This section should summarize the business master plan report in a

simple, clear and concise way. This section is not the same as the
Executive Summary. The summary should start by stating the purpose
of the plan and key objectives to be accomplished. Once the objective of
the plan is stated, then provide a high-level description (in chronological
order) of each section of the plan.
A good summary should highlight the key ideas, issues, strategies,

alternatives, benefits, risks, uncertainties, contributing factors, drivers,
summary investments, etc. An effective summary should be the
transition to the subsequent section which details the recommendations.
4.5.12 Recommendations
The recommendations section is a summary of path-forward actions

which includes solutions and costs and/or trade-offs associated with each
solution. If there is more than one recommendation, they should be
prioritized. This section may also include a timeline to further explain
and support the elements of the business master plan.
Page 17 of 44
The recommendations should be built on facts, quantified results,

professional judgment and opinions, discussions and assumptions that
were presented in the previous sections.
4.5.13 Appendix
This section provides additional information, as required, to effectively

guide the reader to a more detailed understanding of the business master
plan. Examples of Appendices and the information (i.e., attachments)
which may be included are:
o Study reports
o Maps
o Detailed calculations
o Systems schematics and/or plot plans
o Correspondence applicable to the establishment of the design basis
and/or preliminary scope
o Budgetary project scope definition, if any
5 Facility Master Plan Development
Facility master plans are facility specific and incorporate the capital investments
originating from business master plans or forecasts and the asset performance
requirements. As detailed within Appendix D, Cross Organizational Master Plan
Flowchart, FPD leads the development of projects originating from business master
plans and forecasts; these projects are provided to Proponent organizations.
The Proponent develops the maintain asset performance related projects and publishes
the respective facility master plan document.
5.1 Development Process
A successful process of developing a facility master plan begins with

understanding the goals and objectives to be achieved. The essence of the
facility master plan planning process consists of the elements shown below
(Figure-1). Most of these elements are developed sequentially, although some
of the early steps can be accomplished concurrently.
The major steps in the development of a facility master plan are as defined
within SAEP-60.
Page 18 of 44
FACILITY MASTER
PLAN DEVELOPMENT
PROCESS
Figure-1
5.2 Facilities Master Plan Report Attributes
5.2.1 Executive Summary
The Executive Summary section should summarize the facility master

plan in such a way that the readers who do not need details can rapidly
become acquainted with it. The target audience for the Executive
Summary is the Executive Head of the Proponent organization, FPD
Management and Corporate Planning Manager. It should contain a brief
statement of the facilitys role in the appropriate business master plan(s),
the challenges the facility may face in fulfilling that role and any other
appropriate background information, concise analysis and key
conclusions and recommended capital projects and major studies.
Page 19 of 44
Typically, an Executive Summary will:

o Be written in business/technical language appropriate for the target
audience
o Consist of short and concise paragraphs
o Start with a summary paragraph as the lead-in
o Be written in the same order as the main report
o Only include material present in the main report
o Make recommendations
o Provide a justification
o Present a conclusion
o Be able to be read separately from the main report and offer good
information and data
o Be no more than two pages in length
5.2.2 Introduction
The introductory section should clearly state the objectives to be

accomplished by the facility master plan, the basis used to develop it and
its alignment with business master plan(s) and corporate objectives.
The objective of the facility master plan is dependent on the facility and
or system. The facility master plan objective for an underutilized facility
is different than that of an expanding facility. The objectives of a facility
master plan include:
o Long-term or short-term planning for a specific facility. Generally,
short term is 0-5 years after the Business Plan period and long term is
6-10 years after the Business Plan period.
o Identify the potential projects under the facility master plan that will:
Meet the need and demand of production and business
Meet safety requirements
Support reliable and economic operations
Meet environmental regulations
Improve efficiency
Ensure compliance
Perform obsolescence management
o Meet specific corporate objectives
Page 20 of 44
o Interfaces with other facilities of the system as required by the

appropriate master plan(s)
The basis and assumptions for this master plan can include one or all of
the following documents:
o Current Business Plan
o Business Plan Capital Program
o Facility Projects encompassing the following:
Corporate Plannings forecasts concerning the facilities under
discussion
The latest forecasts published by OSPAS Department
Other forecasts, both short and long-term provided by Petroleum
Engineering
o Existing business master plans
o Other master plans such as:
Electrical Systems Master Plan
Instruments/Process Automation Master Plan
Environmental Master Plan
Information Technology (IT) Master Plan
Area Master Plans
Housing Master Plans
Water Resources Master Plan
Transportation Master Plan
Medical Services Master Plan
Industrial Drainage Master Plan
o Saudi Aramco product specifications
o Cogeneration Program
o List any key assumptions that might impact the areas of discussion
and its possible impact on the outcome and recommendation of the
report.
5.2.3 Corporate Objectives
Corporate objectives are statements of intent that provide the basic

direction for the activities of an organization in pursuit of its mission.
Page 21 of 44
Senior management develops and expresses the corporate objectives

which are quite distinct from any other detailed functional objectives set
for the different business lines. Corporate objectives adopted by an
organization may address one or more of the following: growth,
maximizing profits, diversity, corporate image and reputation, etc.
The master plan is a link in the planning process between the corporate
strategies, business master plan and the Capital Program; therefore, it is
essential that all current master plans be aligned to one or more of the
corporate objectives.
5.2.4 Background/History
This section should briefly describe and/or address the following and
should be no more than one page, when possible:
o Facility location (with map)
o For grass root facilities, give coordinates (Preferably in both
Universal Transverse Mercator (UTM) coordinates and decimal
latitude and longitude)
o Facility type (See Appendix B for a list of facility types within Saudi
Aramco)
o Original design capacity and successive rerated capacities
o On-stream date
o Major upgrades
o Historical events and data that might have impacted the facilities,
such as mothballing/de-mothballing, etc.
o Previous studies that were conducted in support of the facility and
their conclusions or recommendations
o Briefly describe any equipment assessments; both major process
equipment and support equipment.
o Maintenance History
o Summary of Operations
o Whenever possible, it is very helpful to have an historical list of all
Capital Program items since the facilitys inception so users can
better understand the complete picture of capital spending for this
facilitys function and contribution to the system. The list should
include the budget item or supplementary action number, ER cost,
ER Completion date (ERC), and a one or two line scope description.
When this is developed, it should normally be included as an
appendix.
Page 22 of 44
5.2.5 Facility Description
This section should describe at least the following four areas of the facility:
o Give a brief description of the facility type. The description should
reference the facilitys relationship to the overall Company
operation. The types of facilities include but are not limited to: Gas
Oil Separation Plants (GOSPs), integrated hydrocarbon processing
facilities, stabilizer plants, gas plants, refineries, pipelines and pump
stations, water treatment plants, water injection pump stations, tank
farms, terminals, office complexes, bulk plants and OSPAS.
See Appendix B for more detailed descriptions of major facilities
within the Company.
o List and describe process systems
o Address the facilitys design capacities
o Pertinent changes over time in the roles of the facility or the facilitys
sub-units
This section should also briefly describe other support facilities such as
steam generation, water systems, utility and fire water system, process
control systems, power supply/distribution system, instrumentation
systems, buildings, communications and security.
5.2.6 Forecast
One of the critical success factors for a master plan is to consider a

robust market outlook, including future demand and supply outlook
market trends, regulations and product specification changes, business
profitability drivers and their impact to the specific processing facility
under consideration.
One or more of the following forecasts must be considered:

o The Kingdoms Maximum Sustainable Capacity (MSC)
o The production forecast for the specific processing facility under
consideration
o The production forecast for non-associated gas in the Kingdom
o Relevant product specifications
o Increase in domestic population
o Shifts in domestic population demography
o Global demand for fossil fuels
o The Kingdoms demand for gas
o Corporate Planning domestic refined product demand forecast
Page 23 of 44
o Global demand for refined products

o Renewable energy
o Shifts in business opportunities
o Emerging technologies
o Domestic power demand outlook
5.2.7 Facility Analysis and Assessment
This section details the challenges facing the facility under discussion
and provides array of possible measures to mitigate these challenges.
For example, the focus area of discussions can be one or more of the
following:
o Capacity improvement and debottlenecking
o Economic improvement opportunities
o Energy efficiency
o Age/obsolescence
o Environment, health and safety
o Reliability and performance issues
5.2.8 Interfaces
See Appendix D - Cross Organizational Master Plan Flow Chart for a

representation of the interfaces involved in the master plan development
process.
This section shall describe all interfaces in the master plan development
process:
o Describe interfaces with other master plans for the system and define
the relationship between the master plan and master plans to give a
holistic view of the overall system and how the proposed master plan
fits into the overall strategy.
o Describe intra-facility process interfaces and define interfaces
between major processing units and areas within the facility.
The description should highlight any design factor that might impact
the operation of the facility. For example, describe how the design of
the inlet facilities for a gas plant affects the gas processing facilities,
sulfur recovery facilities, gas compression facilities, etc.
o Describe intra-facility support systems interfaces and define and
assess all support systems within the facility and their impact on
maintaining safe and reliable operations. Support systems should
Page 24 of 44
include, but are not limited to control system, Information

Technology (IT) systems, security, water supply, etc.
o Describe inter-facility interfaces and define the impact of the
proposed facility on existing facilities within and outside the existing
system.
o Describe organizational interfaces as they relate to Capital Program
possibilities and describe the impact of the proposed facility on other
organizations within the Company and external entities such as Joint
Ventures and subsidiaries.
5.2.9 Land Use Issues
Master plan groups should ensure that adequate manpower and attention
is given to land use issues.
Land Use Permit Procedures (GI-0002.716) is the guiding document for

land issues and should be used as a reference in regard to possible land
issues that affect long-term planning. Issues can vary from on-
reservation problems to off-reservation purchases, etc.
Proponent should coordinate a preliminary risk assessment on new

projects, prior to inclusion into the capital Program, to assess the
likelihood of potential Land Use Permit (LUP) delays during the DBSP
phase and develop possible mitigation measures. Planners should
consider three levels of risk:
o High Risk: The LUP has numerous unknowns and is a high priority,
will become a critical path issue and requires a detailed mitigation
strategy approved by the Manager of FPD
o Medium Risk: The LUP has only a few unknowns and may become a
critical path issue and requires a summary-level mitigation strategy
approved by the FPD Coordinator
o Low Risk: The LUP does not have unknowns, is not expected to
affect the projects critical path and does not require a mitigation
strategy
To support timely master plans, Proponent will take the lead role
supported by the FPD in coordinating timely resolution and escalation of
any issues regarding approval of an LUP. This will include necessary
escalation, waivers, etc. as required to reach approval of whether the
LUP is on or off the reservation.
When compiling a master plan, Proponent should determine all matters

that relate to possible issues that can impact its success. Some examples
are:
Page 25 of 44
o Pipeline spacing conflicts, e.g., proximity to:

Power lines
Wellheads
Other pipelines
Other facilities
o Coordination with the Surveying Services Division (SSD) to avoid
any delay in the completion of LUP work
o Guarding against violation of Saudi Aramco standards
o Unique issues for land on/off the reservation
o SEC issues
o Older/related LUPs in the system that can create reviewer confusion
o Overlap of LUPs
o Possible Proponent-driven confidentiality issues in regard to FPD
needing LUP data
5.2.10 Synergies
By definition, synergy combines enhanced cost efficiencies of the new

opportunity identified in the facility analysis and assessment section.
Having synergy means that the combination of facility elements have an
operating affect that is greater than the individual elements of the
facility. Synergy takes the form of revenue enhancement and cost
avoidance or savings. The objective of this section is to identify and
capture synergies that might exist among the proposed opportunities and
other current and upcoming master plans, Domestic Joint Ventures and
projects through the Companys Capital Program. Synergies should be
identified through one or more of the following areas:
o Efficient use of resources
o Economies of scale
o Acquiring new technology
o Integrating common utilities with multiple processing facilities
(e.g., Wasit Gas Plant with Wasit NGL Facilities)
5.2.11 Technology
If applicable, this section should identify any new or emerging

technologies that can be utilized to support proposed recommendations
and any of the projects included in the master plan. An explanation
should be provided on how the new technology will benefit the business
and provide steps that need to be taken to make Saudi Aramco confident
Page 26 of 44
in using the technology. The proposed technology strategy must not

deviate from the Corporate Strategic Objectives. Therefore, the planning
process as it relates to technology should help identify, define, and
develop initiatives that avoid costs, improve quality, and enhance
performance.
5.2.12 Resolutions and Recommendations
This section addresses the following:

o Results What were the findings? What was discovered? Were there
any unexpected results? What is the significance of the results in
addressing the objectives of the master plan? Include details of
relevant calculations and assessments.
o Conclusions What are the conclusions based on the results?
How sensitive are the conclusions to uncertainties, bases and
assumptions? What did the sensitivity analyses show?
o Recommendations The recommendations must be convincing, clear
and completely defensible from a technical and economic standpoint.
5.2.13 Current Business Plan and Capital Program
This section identifies Company projects that are under construction

and/or currently in the Business Plan. The Business Plan related inputs
along with the Investment shall be gathered from FPD. A Table with a
list of all capital projects for the short, medium and long term with
Expenditure Request Completion (ERC) date and estimated capital costs
(if available) should be provided. This section should also include a
table of BI-19 projects, if any, for information and clarity only.
5.2.14 Proposed Business Plan and Capital Program
This section identifies potential projects that are beyond the Business
Plan period. This section should include the proposed project title, the
problem being addressed and the proposed solution. Each proposed
project should have a business case description, ERC date and cost.
Each proposed project should have as complete a package of information
as possible up to what would be needed for the Proponent to submit a
Capital Program e-Cap submittal into the appropriate Business Plan.
5.2.15 Proposed Major Studies
This section identifies potential major studies that are required to address
major concerns at the facility and challenges that impact Capital Program
items. The results from these studies will be used to generate capital
projects for upcoming Business Plans.
Page 27 of 44
5.2.16 Schedule
This section should make recommendations for how often the master
plan will be updated. The scheduled update cycle for most master plans
is two to five years. However, the documents must be updated whenever
there is a major change to the basis and assumptions used to develop the
master plan. Requests for update and the updates themselves will be
transmitted formally between the Manager of FPD and the Manager of
the facility although the update will be administered by Proponent
organization. This section will also propose the dates for the next master
plan update to commence and finish.
5.2.17 Appendix
This section provides additional information as required to effectively

guide the reader to greater understanding of the master plan. Suggested
appendices and the information (i.e. attachments) which may be included
in each appendix are:
o Study reports
o Maps
o Detailed calculations
o Systems schematics and/or plot plans
o Correspondence applicable to establishment of the design basis
and/or preliminary scope
o Budgetary project scope definition, if any
o Other key information that will be helpful to the reader
o Cost estimates
o Economics calculations and results
6 Communication of Plans
The communication of recommendations from the master planning follow the cross
organizational master plan flow chart defined with Appendix D, summarized as follows
Business Master Plans will be presented by FPD:
Presentation to Proponent, CP & FPD Management to gain alignment
Presentation to Management Committee to obtain endorsement
Facility Master Plans will be presented by responsible Proponent organization.

Presentation of project concept option & selection to Proponent, CP & FPD
Management to gain alignment
Page 28 of 44
Presentation of master plan to Proponent, CP & FPD Management to gain

endorsement
7 Roles and Responsibilities
The roles and responsibilities of all personnel involved with the development of master
plans are defined in within the following RAPID chart.
Adhering to the roles and responsibilities eliminates duplications of efforts and

improves the flow of operations. See Cross Organizational Master Plan Flow Chart
within Appendix D - for a representation of the interfaces involved in the master plan
development process.
Table 1 - RAPID (Recommend, Agree, Perform, Input, Decide)

Master plans Development follows RAPID (Recommend, Agree, Perform, Input, Decide)
methodology:
R- Typically the Saudi Aramco Departments that is Process Owner and synthesizes input,
incorporating context, Responsible for the activity. Ensures appropriate individuals are
consulted.
A- Saudi Aramco Departments that agree to a Recommendation are those that need sign off
before proceeding further in the process.
P- Individual or group that will execute the Decision and is responsible for doing so promptly
and effectively. Depending on the Decision, there can be one or multiple Performers in
each process.
I- Responsibility to provide the data to form the basis and other input to inform the decision.
D- Single point of accountability within the master plan development team who must bring the
decision to closure and commit the organization to act on it.
Page 29 of 44
8 Appendices
Appendix A: Master Plan Responsibility and Approval Schedule
Appendix B: Facility Type Descriptions
Appendix C: List of Acronyms
Appendix D: Cross Organizational Master Plan Flow Chart
Appendix E: Master Plan Development SIPOC Diagram
Revision Summary
6 April 2013 New Saudi Aramco Best Practice.
15 October 2015 Major revision to transfer master planning development to proponent organizations.
Page 30 of 44
Appendix A Master Plan Responsibility and Approval Schedule
Responsible
Master Plan Title FPD Division Approval
Organization
Manager, FPD,
Water Management and
Community Mgr. Utilities Department,
Conservation Master Plan for A&P Division
Services Mgr. Environmental
Communities
Protection
Communities HVAC Master plan FPD Management,
Community
study - Dhahran, Ras Tanura, A&P Division Exec. Dir. Community
Services
Udhailiyah & Abqaiq Services
Manager, FPD,
Industrial Facilities Water
Mgr. Utilities Department,
Management and Conservation FPD / EPD A&P Division
Mgr. Environmental
Master Plan
Protection
FPD Manager
Process Automation MP FPD / P&CSD A&P Division
P&CSD Manager
Infrastructure
Abqaiq Area Master Plan FPD
Division Management Committee
Infrastructure
Jeddah Area Master Plan FPD Management Committee
Division
Manager, FPD,
Infrastructure
Manifa City Home Ownership MP FPD Exec. Dir. Community
Division
Services
Saudi Aramco Hubs Regional Infrastructure
FPD Management Committee
Master Plan - Al-Hasa Division
Saudi Aramco Hubs Regional Infrastructure
FPD Management Committee
Master Plan - Jubail & Yanbu Division
Infrastructure
Udhailiyah Area Master Plan FPD Management Committee
Division
Manager, FPD,
Ras Tanura Community and Infrastructure
FPD Exec. Dir. Community
Corporate Academy Division
Services
Infrastructure
Safinayah Area Master Plan FPD Management Committee
Division
Infrastructure
Dhahran Area Master Plan FPD Management Committee
Division
Manager, FPD,
Home Ownership Master Plans - Infrastructure
FPD Exec. Dir. Community
Dhahran/Abqaiq/RT Areas Division
Services
Infrastructure
Ras Tanura Area Master Plan FPD Management Committee
Division
Gas & NGL Master Plan FPD Gas Division Management Committee
Sulphur Master Plan FPD Gas Division Management Committee
Page 31 of 44
Responsible
Organization
Vice President, Proponent
Manager, P&CSD
Khursaniyah Gas Plant MP Gas Operations Gas Division Manager, P&FDD
Manager, RMD
Manager, FPD
Haradh Gas Plant MP Gas Operations Gas Division as above
Berri Gas Plant MP Gas Operations Gas Division as above
Shedgum Gas Plant MP Gas Operations Gas Division as above
Uthmaniyah Gas Plant MP Gas Operations Gas Division as above
Hawiyah Gas Plant MP Gas Operations Gas Division as above
Hawiyah NGL Recovery Plant MP Gas Operations Gas Division as above
Wasit Gas Plant Gas Operations Gas Division as above
Wasit NGL Fractionation Plant Gas Operations Gas Division as above
Shaybah NGL Gas Operations Gas Division as above
Fadhili Gas Plant Master Plan Gas Operations Gas Division as above
Fire Protection Facilities Master Safety & Industrial Infrastructure Manager, FPD,
Plan Security Division Mgr. Fire Protection
Manager, FPD,
Safety & Industrial Infrastructure
Physical Security MP Gen. Mgr. Industrial Sec.
Security Division
Ops.
Safety & Industrial
Industrial Security IT MP A&P Division As above
Security
Infrastructure Manager, FPD, Trans. &
Industrial Equipment MP Industrial Services
Division Equipment Services Mgr.
Manager, FPD,
Infrastructure Industrial Services V.P.,
Marine Basic Fleet MP Industrial Services
Division E.S. V.P., EC&OS Sr. V.P.,
M.C.
Manager, FPD,
Marine Facilities Master Plan - Downstream Industrial Services V.P.,
Industrial Services
Red Sea Division E.S. V.P., EC&OS Sr. V.P.,
M.C.
Manager, FPD,
Infrastructure Industrial Services V.P.,
Aviation Fleet Assessment Industrial Services
Division E.S. V.P., EC&OS Sr. V.P.,
M.C.
Manager, FPD,
Marine Facilities Master Plan - Downstream Industrial Services V.P.,
Industrial Services
Arabian Gulf Division E.S. V.P., EC&OS Sr. V.P.,
M.C.
Page 32 of 44
Responsible
Organization
FPD Manager,
Information
Information Security MP A&P Division Exec. Dir. Information
Technology
Technology
Information
Information Technology MP A&P Division as above
Technology
Crude Oil Master Plans FPD Oil Division Management Committee
Manager, P&CSD
Berri Field MP NAOO Oil Division Manager, P&FDD
Manager, RMD
Manager, FPD
Safaniyah Field MP NAOO Oil Division as above
Marjan Field MP NAOO Oil Division as above
Zuluf Field MP NAOO Oil Division as above
Shaybah Field MP NAOO Oil Division as above
Abu Hadriyah/Khursaniyah/Fadhli
NAOO Oil Division as above
Fields MP
Qatif & Abu Safah Fields MP NAOO Oil Division as above
Abqaiq Field MP SAOO Oil Division as above
Farzan Field MP SAOO Oil Division as above
North Ghawar Field MP SAOO Oil Division as above
Khurais Field MP SAOO Oil Division as above
South Ghawar Field MP SAOO Oil Division as above
Infrastructure Manager, FPD
Saudi Energy Industrial City NBD
Division V.P. NBD
Pipeline Corridor Master Plan FPD Oil Division Management Committee
Downstream Refining & Downstream
FPD
Petrochemical Master Plan Division Management Committee
Downstream
FPD
Distribution Master Plan Division Management Committee
Downstream
Environmental Master Plan FPD
Division Management Committee
RT Crude Oil Terminals Master Downstream
PD&T Manager, P&CSD
Plan Division
Manager, FPD
Downstream
Al-Mu'ajiz Terminal Master Plan PD&T as above
Division
Pipeline Rehabilitation MP PD&T Oil Division
Manager, P&CSD
Page 33 of 44
Responsible
Organization
Manager, P&FDD
Manager, RMD
Manager, FPD
Downstream
Central Distribution MP PD&T Manager, P&CSD
Division
Manager, FPD
Downstream
Eastern Distribution MP PD&T as above
Division
Downstream
Western Distribution MP PD&T as above
Division
Yanbu Crude Oil Terminals Master Downstream
PD&T as above
Plan Division
EXPEC Computer Centre High FPD Manager
ECC A&P Division
Performance Computing MP ECC Manager
Power Systems Master Plan Power Systems A&P Division Management Committee
FPD Manager,
Abqaiq Community Power System VP Power Systems
Power Systems A&P Division
Master Plan Community Services
Manager
Ras Tanura Community Power
Power Systems A&P Division as above
System Master Plan
Udhailiyah Community Power
System Master Plan
Northern Area Power Systems MP Power Systems A&P Division as above
Southern Area Power Systems MP Power Systems A&P Division as above
Dhahran Area Power Distribution
Master plan
Western Area Power Systems MP Power Systems A&P Division as above
Manager, P&CSD
Juaymah NGL Fractionation MP Refining & NGL Gas Division Manager, P&FDD
Manager, RMD
Manager, FPD
Revise Jazan Economic City Master Infrastructure
Refining & NGL Manager, P&CSD
Plan Division
Manager, FPD
Downstream
Riyadh Refinery MP Refining & NGL Manager, P&CSD
Division
Manager, FPD
Page 34 of 44
Responsible
Organization
Manager, P&CSD
Yanbu NGL Fractionation MP Refining & NGL Gas Division Manager, P&FDD
Manager, RMD
Manager, FPD
RT NGL Fractionation Master Plan Refining & NGL Gas Division as above
Downstream
Ras Tanura Refinery MP Refining & NGL Manager, P&CSD
Division
Manager, FPD
Downstream
Jazan Refinery MP Refining & NGL as above
Division
Downstream
Yanbu' Refinery MP Refining & NGL as above
Division
Manager, FPD,
Training & Development Master Training & Infrastructure
Exec. Dir. Training &
Plan Development Division
Development
Page 35 of 44
Appendix B Facility Type Descriptions
A brief description of the facility types is provided below:
Bulk Plant
Bulk plants are used for local storage and land-based trucking distribution of refined products.
These typically include gasoline, diesel, and kerosene and jet fuel products.
Gas Oil Separation Plant (GOSP)

GOSPs are used to process the wellhead production into the primary components (crude oil,
gas and water). This type of facility includes wellhead sites, flow lines, inlet manifolds and test
traps, gas/oil/water separators, dehydration, desalting, stabilization and gas compression.
Gas Plant
Gas plants are used to separate associated and non-associated gas production into sales gas
(methane and with small percentage of ethane), natural gas liquid (propane and heavier) and
Sulfur; as solid pellets or as liquid feed (to Sulfur Handling Facilities SHF) products. These
plants remove contaminants including liquids, H2S, CO2 and water to produce sales gas quality
natural gas. Some of these facilities also incorporate ethane separation from the sales gas.
Sales gas and ethane are compressed and distributed via the sales gas grid and ethane pipelines,
respectively, while Natural Gas Liquid (NGL) products are compressed and piped to NGL
fractionation facilities for further refinement.
Integrated Hydrocarbon Processing Facility

The integrated hydrocarbon processing facility primarily stabilizes crude oil from GOSPs and
pumps it to the tank farms and terminals for distribution. The facility includes desalters,
desulfurizers, gas processing and utilities such as water treatment, desalination, boilers for
steam generation, power generation and waste disposal facilities. Abqaiq Plants is the only
facility classified as such and incorporates thirteen individual plants within the facility.
Loading Facility
A loading facility is used for the loading of bulk products onto land-based transportation.
Loading facilities are typically associated with refineries and sulfur handling facilities at gas
plants and refineries.
NGL Fractionation Facility

NGL fractionation facilities receive NGL products from the gas plants and separate them into
ethane, propane, butane and natural gasoline. The ethane is recovered as a separate liquid
product but may be compressed and added to the sales gas grid when required to meet demand.
Then, the liquid ethane product is piped to chemical producers in the Kingdom. The remaining
liquefied products are piped to refrigerated liquefied petroleum gas storage facilities for
transport via pipeline or ship.
Page 36 of 44
NGL Recovery Plant

NGL recovery plants receive rich natural gas streams and extract natural gas liquids (ethane
and heavier). Deep recovery would extract up to 95% of the ethane in the rich gas stream,
whereas incidental recovery would utilize standard refrigeration systems and recover up to 60-
70% of the ethane. The NGLs recovered are pumped to a fractionation facility for separation.
Oil Supply Planning and Scheduling (OSPAS)

OSPAS is responsible for planning, scheduling and coordinating the supply and distribution of
all hydrocarbon products produced by Saudi Aramco. OSPAS utilizes Supervisory Control and
Data Acquisition (SCADA) computer systems for the collection and presentation of critical
data. The computer systems comprise the Central Dispatch System and Power Distribution
System, both of which interface with more than 350 Remote Terminal Units and 27 Plant
Information systems as well as other computer systems within and outside Saudi Aramco.
Pipeline Corridor
A pipeline corridor includes groups of pipelines laid together along a parallel path between
various locations.
Pipeline Pump Station

Crude oil, sales gas, ethane and NGL pipelines require periodic pumping facilities to maintain
proper pipeline pressures and flow rates. Pump stations incorporate large motor drivers such as
combustion turbines and typically require utilities to support the operation of the pumps.
Refinery
Refineries are integrated facilities incorporating multiple process units designed to process
crude oil and produce refined products like gasoline, diesel, jet fuel, LPG, fuel oil and asphalt.
Stabilizer
Crude oil stabilizing facilities are fed from GOSPs and incorporate low pressure separation and
re-boilers. The facility is designed to remove any remaining associated gas and NGL products
from the crude before it is refined or stored for shipment.
Sulfur Handling Facilities (SHF)

Sulfur handling facilities include those facilities (trucks, pipelines, railroads etc.) needed to
load molten sulfur from the sulfur producing gas plants or refineries onto in-Kingdom customer
chartered transport, such as trucks or railcars. Also included are facilities needed to transport
molten sulfur from the sulfur producing gas plants or refineries (trucks, pipelines, railroads,
etc.) to a sulfur forming facility where the molten sulfur is stored and then formed into solid
pellets, stored as solid pellets, and then loaded onto customer-chartered ships for export, or
delivered to other in-Kingdom customer chartered transportation, for example trucks.
Longer term blocked sulfur storage and transshipment point facilities are also included.
Page 37 of 44
Tank Farm
Tank farms are used for the storage of crude oil and refined products. Tank farms are typically
associated with distribution terminals for loading to marine-based tankers.
Terminal
Terminals are designed to load crude oil, refined products and LPG products onto marine-based
transportation. In addition to loading facilities, terminals typically have dedicated product
storage facilities such as tank farms.
Water Injection Pump Station

Water injection pump stations are used to inject water produced and separated from crude oil or
treated from the aquifers or the Arabian Gulf into the perimeters of the crude oil reservoirs to
support production. These facilities typically include combustion gas turbines driving large
centrifugal water pumps. The facilities include manifolds and piping to the injection wells.
Non-Electrical Utilities and Facilities

Below are brief descriptions of the most common non-electrical utilities.
Water Systems
Raw Water:
Raw water is used as utility water for plant utility stations, seal flush water, firewater,
wash water and feed to the reverse osmosis plants and is supplied from an aquifer.
These facilities typically include storage tanks, pumps, manifolds and piping and chemical
injection systems.
Potable water:
Potable water is used in safety showers, eye wash stations, and chemical dosing packages
and as drinking water and process water. The water is supplied from the reverse osmosis
plants or from the desalination of seawater. These facilities typically include storage
tanks, pumps, manifolds and piping and chemical injection systems.
Fire Water:
Firewater is used for fire firefighting and is supplied as raw water, potable water or from
seawater. These facilities typically include storage tanks, pumps, manifolds and piping
loops, monitors and hydrants.
Cooling Water:
Cooling water is used to exchange heat from the process streams; the three systems
normally used are the once-through system, open evaporative recirculation system and
closed non-evaporative recirculation system. These facilities typically include seawater
intakes, a filtration system, cooling towers, pumps, manifolds and piping and chemical
injection systems.
Page 38 of 44
Irrigation Water: Tertiary treated water from a sewage treatment plant or raw water is used
for irrigation. These facilities typically include storage tanks, pumps, manifolds and
piping loops.
Boiler Feed Water/Condensate:
Boiler feed water is a combination of fresh water and the return condensate and is used to
generate steam. Any loss of water in the steam system due to steam leaks, loss of
condensate or blowdown requires makeup of fresh water. Fresh water contains impurities
like suspended solids, organics, dissolved salts and dissolved gases which lead to fouling
and corrosion at high temperature and high pressure and need to be removed before using
fresh water in the steam system. A typical boiler feed water system includes water
treatment units, storage tanks, deaerators, pumps, air coolers, manifolds and piping and
chemical injection systems.
Steam
Steam at most plants is supplied at three levels, high pressure, medium pressure and low
pressure by heat recovery steam generators, auxiliary steam boilers and waste heat boilers.
Steam is used as a medium for transferring and transporting energy by steam condensation
(heat exchanger) heating, mechanical work done by steam expansion (through a turbine) and
energy stored by latent heat and pressure. In a plant environment, typically a steam system
includes a steam generation system, manifolds and piping loops around the plant for the steam
and condensate return, heat exchangers for process heating and de-superheating facilities.
Wastewater Systems
Oily Water:
Oily and non-oily water from plants is usually sent to an industrial sewer treatment facility.
Storm water and firewater runoff from a process area that handles hydrocarbons is also
directed to an industrial sewer treatment facility. Other wastewater sent to industrial sewer
treatment facilities includes hydrocarbon storage tank water draw off, ballast water, and
once-through cooling water and cooling tower blowdown containing hydrocarbons.
The main treatment equipment includes API separators, skim ponds and parallel plot
separators. Occasionally, additional treatment such as dissolved air flotation, granular
media filters or chemical flocculation is used to remove oil and suspended solids.
Sanitary Wastewater:
Sanitary wastewater from lavatories, locker rooms and residential areas is directed to the
sanitary sewer system. In most plants, sanitary waste flows by gravity to local lift stations
and to the wastewater treatment plant. The treated water is reused, disposed of by
depositing in the sea or wells, or leached and evaporated. The on-site treatment of sanitary
wastewater can be from a conventional treatment plant or from membrane bio-reactors.
Page 39 of 44
Plant Utilities
Compressed Air:
There are several uses for compressed air in a plant. Many valves and instruments are
pneumatic. Maintenance and construction tools often require compressed air as a power
source. Air is required in some processes. It is used for decoking furnaces and for
regenerating some catalysts and desiccants. For these purposes, the air used must be free
of particulates, free of moisture and free of contaminants. Typically, the components of an
air compressor package include an air filter, silencer, compressor, gear, driver, inter and
after coolers, a lube oil system, storage vessels, manifolds and piping loops around plants.
There are two, segregated air systems; one for plant air and one for instrument air, with
different quality requirements
Nitrogen:
Nitrogen is mainly used for the exclusion of oxygen for the system, for compressor seals,
blanketing flammable or oxygen sensitive mixture, purging flammable volatile vapor from
empty vessels, transferring flammable or oxygen sensitive liquids between vessels and
process gas stream diluents. The source of nitrogen is either from a nitrogen manufacturer
or on-site generation. The on-site nitrogen can be generated from cryogenic purification,
pressure swing adsorption or membrane separation. Other equipment involves storage
vessels, heat exchangers, manifolds and piping loops around plants.
Area Regional Planning

Master plans of such nature are used to setup a major framework for area and transportation
developments and may include urban development, traffic, parking, noise and urban energy
strategies. Area regional master plans may utilize zoning regulations, specific area plans, and
urban design guidelines for implementation.
Support Facilities Master Plans

Master plans of such nature are used to define building use, size, and location and may include
medical, community, industrial, non-industrial and security, etc.
Industrial Support
Master plans of such nature are used to define the provision of medical equipment, industrial
equipment, aircraft, training, etc.
Page 40 of 44
Appendix C List of Acronyms
A&P Automation and Power

ATP Advanced Transformation Program
BAD Business Analysis Department
BI Budget Item
CP Corporate Planning
CSD Consulting Services Department
DBSP Design Basis Scoping Paper
DJVCD Domestic Joint Venture Coordination Department
DS&LD Domestic Supply & Logistics Department
EC&OS Engineering, Capital, & Operations Support
EPD Environmental Protection Department
ERA Expenditure Request Authorization
ERC Expenditure Request Completion
FPD Facilities Planning Department
G.I. General Instructions
GOSP Gas Oil Separation Plant
GOTS Gas Operations Technical Support
IP Investment Profile
HSE Health, Safety & Environment
I&MPG Investment and Master Planning Group
ID Inspection Department
IFPD Infrastructure Facilities Planning Division
IT Information Technology
LP Linear Programming
LPD Loss Prevention Department
LPG Liquefied petroleum gas
LUP Land Use Permit
MC Management Committee
Page 41 of 44
MinPet Ministry of Petroleum

MOU Memorandum of Understanding
MP Master Plan
MSC Maximum Sustainable Capacity
NBD New Business Development
NES National Energy Strategy
NGL Natural Gas Liquid
OFPD Oil Facilities Planning Division
OSPAS Oil Supply Planning and Scheduling
P&CSD Process & Control Systems Department
P&FDD Production & Facilities Development Department
PA Process Automation
PMOD Project Management Office Department
PMT Project Management Team
POD Power Operations Department
PS Power Systems
RMD Reservoir Management Department
SEC Saudi Electricity Company
SIPOC Supplier, Input, Process, Output & Customer Diagram
SSD Surveying Services Division
SWCC Saline Water Conversion Corporation
Page 42 of 44
Appendix D Cross Organization Master Plan Flow Chart
Page 43 of 44
Appendix E Master Plan Development SIPOC Diagram
Page 44 of 44

Sabp A 043 PDF

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Sabp A 043 PDF

Transféré par

Droits d'auteur :

Formats disponibles

Best Practice

SABP-A-043 15 October 2015

Saudi Aramco DeskTop Standards

Previous Issue: 6 April 2013 Next Planned Update: TBD

CopyrightSaudi Aramco 2015. All rights reserved.

2 Introduction and Background

2.1 Purposes of this Guidelines

The principal purposes of this guideline are to provide the following:

2.2.1.1 Corporate Strategic Framework

The Companys Corporate Strategic Framework is formulated

The Companys Corporate Strategy Framework typically spans

to get out of, achievement targets, and required resources that

2.2.1.2 Business Master Plans

Business master plans are defined as asset class, area or cross-

Business master plans are developed to translate the corporate

Business master plans will typically cover a twenty-year period

Business master plans must be developed so that they integrate

2.2.1.3 Facility Master Plan

Facility master plans are facility specific and incorporate the

2.2.1.3.1 Facility Projects

Facility projects are developed to scope the optimal

FPD, with support from respective organizations, is

FPD will publish a report defining the ongoing,

2.2.1.3.2 Maintain Asset Performance Appropriations

The maintain asset performance appropriations will

The maintain asset performance appropriations will

2.2.1.4 10 Year Investment Profile

Corporate Planning derives a 10 year Investment Profile (IP)

2.2.3 Master Plan Responsible Organizations

In general, FPD is responsible for business master plans and Proponent

2.2.4 Business Master Plan Customers and Team Members

FPD is responsible for developing, revising and managing all business

advisors to the Company, FPD has an overriding professional obligation

2.2.5 Facility Master Plan Customers and Team Members

The Proponent Admin Area Department is responsible for developing,

Senior Management is FPDs principal facility master plan customer,

The facilitys master plan development principal partners are listed

o Facility Planning Department supplies the business master plans and

o Industrial Security Support Department will be engaged as required

2.3 Intended Use

The development of a business master plan involves multiple organizations; refer to

3.1 Principles of Master Plans

Systems Approach: When possible, the master plans development activity

4 Business Master Plan Development

4.1 Business Master Plan Fundamentals

Business master plans are developed to translate the appropriate corporate

Demonstrated awareness of critical success factors, key risk areas, critical

4.1 Major Development Steps

The sources of data used should be identified. References should be made

4.3 Business Master Plan Presentation

The main deliverable of a business master plan is a presentation of the plan to

4.4 Overview of the Business Master Plan Report Development Process

bases and options, including values. Although business master plan

Business master plans translate the Companys Corporate Strategic Framework

The master plan development completion should be timed to coincide with

A business master plan is focused on capital planning; it is therefore not an

Business master plans cover system-wide investments rather than facility-

4.5 Business Master Plan Report Attributes

4.5.1 Executive Summary

The Executive Summary must be both succinct and comprehensive in its

The summary presents alternatives and impact to be considered, which

4.5.2 Introduction and Objectives

4.5.3 Corporate Objectives