Major accident prevention and production reliability are among the top priorities for upstream oil and gas operations. Effective Integrity Management (IM) is a fundamental requirement for achieving these objectives. For large and aged production infrastructures, substantial people and money resources are required for effective IM, in addition to practical implementation strategies and tactics. Observations on implementing IM for large infrastructures are described based on the author's experiences with offshore production operations in Egypt, Trinidad and Indonesia.

The observations start with development of IM strategies aligned to the business and the deployment of risk based evaluation tools to set priorities and implementation targets. Experiences defining execution tactics which fully consider people and money resource limitations, competing business objectives and activities, contracting requirements, materials limitations and logistics constraints are noted. Organizational aspects and interfaces are discussed, as are important aspects of safety management, planning, scheduling and implementation tracking using ever-evolving key performance indicators (KPIs). Finally, the role of regular status reviews and external audits are noted with respect to continuous improvement of IM programs.

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