Interstate Natural Gas Association of America. INGAA Action Plan. INGAA Integrity Management Continuous Improvement

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1 Interstate Natural Gas Association of America INGAA Action Plan to Build Confidence in Pipeline Safety INGAA Integrity Management Continuous Improvement November, 2011

2 INGAA Guiding Principles of Pipeline Safety Our goal is zero incidents a perfect record of safety and reliability for the national pipeline system. We will work every day toward this goal. We are committed to safety culture as a critical dimension to continuously improve our industry s performance. We will be relentless in our pursuit of improving by learning from the past and anticipating the future. We are committed to applying integrity management principles i on a system wide basis. We will engage our stakeholders from the local community to the national level so they understand and can participate in reducing risk. 2

3 INGAA Members 9 Step Action Plan Apply Risk Management beyond High Consequence Areas (HCAs) Raise the Standards for Corrosion Anomaly Management Demonstrate Fitnessfor Service on Pre Regulation Pipelines Shorten Pipeline Isolation and Response Time to 1 Hour in Populated Areas Improve Integrity Management tcommunication and Data Dt Implement the Pipelines and PIPA Guidance Evaluate, Refine and Improve Threat Assessment and Mitigation Implement Management Systems Across INGAA Members Provide Forums for Stakeholder Engagement and Emergency Officials 3

4 Extend Risk Management Apply Risk Management beyond High Consequence Areas (HCAs) Apply integrity management principles to the entire transmission system operated by INGAA members Currently required only for the 6% of natural gas transmission pipeline located within HCAs Expansion will be focused on population near the pipeline and continuing development of technology Will expand and consistently apply the program to: 90% of the population p nearby pipelines pp using integrity management principles p by % of the population nearby pipelines using ASME B31.8S by 2020, 100% of the population nearby pipelines using integrity management principles by 2030 The remaining 20% of mileage with no population using integrity management principles beyond

5 Verify Integrity of Older Pipelines Demonstrate Fitness for Service on Pre Regulation Pipelines Systematically validate records and maximumallowableallowable operating pressure for pipelines in HCAs that pre date federal regulation If records are inadequate, apply fitness for service and remediate as necessary Incorporate NTSB recommendations issued following the San Bruno pipeline accident Draw upon experience with HCAs in conjunction with developing technology to address Class 3 and 4, and beyond 5

6 Mitigate Consequences of Incidents Shorten Pipeline Isolation and Response Time to 1 Hour in Populated Areas Develop isolation and response plans using both valves and deployment of personnel to meet 1 hour standard in populated areas. Improve communications i with ihemergency responders during incidents to expedite situational awareness Enhance response planning with emergency officials where potential secondary fire consequences could be most severe 6

7 What is Needed? Holistic Approach to Pipeline Safety Working together: INGAA, PHMSA, NTSB, and key stakeholders Reauthorize Pipeline Safety Act Stronger state and federal excavation prevention measures Industry R&D Share lessons learned Infuse best practices Invest in next generation of workers and safety tools Make safety culture an integral part of the pipeline industry day in and day out Effective pipelinesafety isa shared responsibility and requires active engagement between operators, the government and the public 7

8 Demonstrable Actions Filed Policy Positions describing the plan, with desire to get stakeholders engaged and weighing in on plan Conducted workshop with National Association of State Fire Marshalls and defined Incident Mitigation Management (IMM) to improve mitigation performance and minimize overall incident impact Defined Fitness For Service and developed a white paperprovidingproviding technical foundation Studying other industries such as aviation, nuclear, chemical, medical, where the consequence of fil failure can be catastrophic t and developed d safety culture white paper to help guide our efforts Developing a Research and Development Road Map Conducted workshops to define best practices for records management, pipe procurement, construction and management of pre regulation pipe 8

9 Summary Nothing less than relentless pursuit of improvement gets us to the goal of zero Application of risk management is central to our strategy Our success depends upon active engagement of all stakeholders We are taking the next steps We are cognizant of public opinion We will work cooperatively with all stakeholders We want to focus on real improvements to safety 9

10 Appendix 10

11 Manage Corrosion Anomalies Raise the Standards for Corrosion Anomaly Management Apply the standard for corrosion anomaly management outside HCAs to the same as used inside HCA 11

12 Collect & Use Pipeline Data Improve Integrity Management Communication and Data Improvedatacollectionand and analysis, convert thisdatainto into meaningful industry information and communicate it to stakeholders 12

13 Implement Best Practices Implement the PIPA Guidance Build an active coalition of INGAA member representatives to implement PIPA recommended practices Members also commit to collaborating with PIPA stakeholders to increase awareness and adoption of PIPA recommended dd best practices 13

14 Advance Understanding of Threats Evaluate, Refine and Improve Threat Assessment and Mitigation Initiateresearch to review interaction of multiple threats at one site Review adequacy of consensus standards for threats and mitigation ii i Seek best practice for data integration to support integrity mitigation decisions 14

15 Foster a Culture of Continuous Improvement Raise the Standard for Use of Management Systems across INGAA Members Better inform INGAA members to enable decision making and control of risk Provide guidance to members on types of practices, attributes, and their hiindicators to be used to improve safety and operational culture 15

16 Engage Public Officials Provide Forums for Information Exchange with Stakeholders Support and sponsor emergency preparedness workshops highlighting lessons learned and current issues 16

17 IMCI Action Teams 1. Stakeholder Outreach 2. Risk Management 3. Integrity Management Tools 4. Pipelines Built Prior to PHMSA Regulations 5. Technology Development & Deployment 6. Management Systems 7. Emergency Preparedness Response 8. New Construction 9. Storage Two way communication with meaningful performance measures. Actively promote PIPA (Pipeline and Informed Planning Alliance) Apply risk management concepts beyond High Consequence Areas (HCAs) with comprehensive threat analysis Enhance corrosion control methods and anomaly management protocols Develop inventory and protocols to manage integrity Improve crack detection tools & management Work with PHMSA to produce a R&D road map, and Define assessment alternatives for non piggable lines Apply safety culture principles to drive learning across the industry Update isolation valves automation and enhance public awareness Fully implement the 2010/2011 INGAA Foundation Pipe and Construction Action Plans Clarify regulatory oversight for storage facilities 17