PG&E Gas Operations. Gas Safety Excellence API 1173

Transcription

1 PG&E Gas Operations Gas Safety Excellence API 1173

2 Gas Safety Excellence Framework PG&E Confidential 2

3 Our Strategic Drivers Why did PG&E Gas Operations launch and sustain Gas Safety Excellence? Provide a systematic framework to build world-class asset management capabilities. Proof of our progress as these international certifications can only be achieved through a rigorous, independent third party audit. Demonstration of growing strength of our safety culture, our rigorous approach to asset management and our commitment to gas safety excellence. Assurance to PG&E s customers, regulators, and employees that the asset management policies and practices are effective in managing risk. 3

4 API RP 1173 Released in July 2015; is the American National Standard for pipeline safety management systems Developed to provide a framework for organizations that operate hazardous liquids and gas pipelines in response to major industry incidents API RP 1173 provides pipeline operators with safety management system requirements that when applied provide a framework to reveal and manage risk, promote a learning environment, and continuously improve pipeline safety and integrity. PG&E was on the American Petroleum Institute (API) advisory committee and helped co-author the standard. PG&E Confidential 4

5 Structure of Current Safety Management Systems ISO Structure PAS 55 Structure API 1173 Structure 5

6 Our Gas Safety Excellence Journey PAS 55 and ISO API 1173 Baseline Progress Updates Full Review of the Asset Management System Field-Based Operational & Verification Progress and Review of Improvements Full Review and Field February 2012 October 2012 February 2013 June 2013 December 2013 February 2014 April - May 2014 November 2014 February 2015 August 2015 November 2015 Start of our Program Pre- Visits Stage 1 Stage 2 Surveillance Visit Surveillance Visit Surveillance Visit 6

7 API RP 1173 API RP 1173 Initial Date: November 2015* Interviews Conducted: 30 Miles travelled: ~500 Sites visited: 5 Areas of Strength: Gas Control Center (use of data, tools and technologies) Stakeholder engagement internal and external Safety Culture - Use of Corrective Action Program Emergency preparedness Areas of Development: Formalized collaboration between Integrity management and Corrosion Further enhancing the Asset Management Plans Competence assessments and QA/QC incorporated into risk management process *Annual surveillance assessment will take place in Q PG&E Confidential 7

8 Gas Safety Excellence Progress October 2012 Jan Asset Management Policy Contingency Planning 4.2 Asset Management Policy Contingency Planning Plan Asset Management Strategy Asset Management Objectives Asset Management Strategy Asset Management Objectives 4.33 Asset Management Plans 4.33 Asset Management Plans Do Structure, Authority and Responsibility Outsourcing Training, Awareness and Competence Communication, Participation and Consultation Asset Management System Documentation Risk Management Legal and Other Requirements Management of Change Life Cycle Activities Tools, Facilities and Equipment Structure, Authority and Responsibility Outsourcing Training, Awareness and Competence Communication, Participation and Consultation Asset Management System Documentation Risk Management Legal and Other Requirements Management of Change Life Cycle Activities Tools, Facilities and Equipment Information Management Information Management Check Performance and Condition Monitoring Investigation of Asset - Related Failures Evaluation of Compliance Corrective and Preventative Action Continual Improvement Records Performance and Condition Monitoring Investigation of Asset - Related Failures Evaluation of Compliance Corrective and Preventative Action Continual Improvement Records Audit Audit Act 4.7. Management Review 4.7. Management Review Major nonconformance Minor nonconformance Scope for Improvement 8

9 What Happens Next? Build a plan to address the areas of minor non conformance s and scopes for improvement INTTERNALLY Maintain and improve the other components of our GSE structure Continue to improve the culture within our organization Share our journey with other lines of business within PG&E EXTERNALLY Benchmarking with other companies for ways to improve our organization Share our story with other utilities and leverage our achievement in providing assurance to stakeholders 9

10 Joining An Impressive Group 10