Materials Performance Supplements


Materials Performance is the world's most widely circulated magazine dedicated to corrosion prevention and control. MP provides information about the latest corrosion control technologies and practical applications for every industry and environment.

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12 JUNE 2019 W W W.MATERIALSPERFORMANCE.COM CORROSION MANAGEMENT FOR PIPELINE INTEGRIT Y SUPPLEMENT TO MP NACE International Roundtable their part to play and would usually require meetings to discuss how they interlock with the CMS. GK: The concept of corrosion manage- ment may often mean different things to different people and organizations. While over the past few years the understanding of w hat c orro sion mana gem ent i s has increased, there is still a long way to go, since a considerable number of people and organizations regard the concept of corro- sion management to be similar to or the same as corrosion engineering. For exam- ple, in th e pip elin e industr y corrosion management often means simply meeting regulator y requirements by carr ying out CP and internal corrosion monitoring pro- grams. These programs are considered a cost to the bottom line and corrosion pro- fessionals have to constantly justify these costs, while no consideration is given to cost benefits and ROI. These organizations can broaden their view of corrosion man- a gem ent by c onsi d erin g th e e c onomic impact of implementing corrosion engi- n e e r i n g v e r su s n o t i m p l e m e n t i n g . By developing a culture of corrosion manage- ment through buy-in throughout the orga- nization, the full benefit of corrosion man- agement can be achieved. The corrosion management concept as envisioned by NACE and the co-contribu- tors to this article is embraced by some oil and gas companies, which have started to create a corporate culture with buy-in from all levels of management, where corrosion is being part of the companies' overall man- agement system. NACE: Please share any additional com- ments you may have. MA: Pipeline CMS are the first and best line of protection from corrosion of a pipeline asset. As these programs mature across companies, and the world, there should be a better assurance that a pipeline's neigh- bor should never have to worry about pipe- line safety. GK: The acceptance of the CMS concept may be likened to the acceptance of today's safety management culture. A few decades ago, safety management merely dealt with occupational safety, which considers rela- tively high occurrences of slips, trips, and falls, whereas process safety (low likelihood of o c curren c e and hi g h c on sequ en c e) received little attention. After a few major process safety-related accidents, a culture developed throughout the oil and gas and refining and p etro ch emical industries, where safety has become an integral part of the organizations' management systems. All levels of the organizations now speak the same safety language and have the same goal to improve both occupational and pro- cess safety. It is my hope that corrosion will go through the same transition and become part of organizations' corporate cultures. DK: We have come a long way. It's not too long ago when corrosion was viewed as inevitable—pipelines needed to be replaced because they wore out. It is now recognized by the oil and gas pipeline industry that corrosion management saves money and reduces risk. It's just good business and the right thing to do. References 1. G.H. Koch, et al., "Corrosion Costs and Preven- tive Strategies in the United States," Publica- tion no. FHWA-RD-01-156 (McLean, VA: U.S. FHWA, 2002). 2. G.H. Koch, et al., "International Measures of Prevention, Application, and Economics of Corrosion Technologies Study" (Houston, TX: NACE International, 2016), http://impact. 3. IMPACT PLUS, is article was originally published in the March 2019 issue of Pipeline & Gas Journal.

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