Materials Performance Supplements

PIPELINE 2019

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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6 JUNE 2019 W W W.MATERIALSPERFORMANCE.COM CORROSION MANAGEMENT FOR PIPELINE INTEGRIT Y SUPPLEMENT TO MP Corrosion Management for Pipeline Integrity GRETCHEN A. JACOBSON, MP Managing Editor For the last several years, NACE Interna- tional and the NACE International Institute have committed to researching, determin- ing, and supporting best corrosion manage- ment practices throughout organizations to ensure safer, long-lasting protection of assets such as pipelines; increase return on investment (ROI) while decreasing life cycle costs; and preserving the environment. To explain the value of corrosion management systems (CMS), how they work, and what programs and platforms are available to help organizations improve their corrosion control programs, three experts in oil and gas pipeline corrosion management share their knowledge and experience with CMS. They are Michael Ames, Chapman Engi- neering; Gerry Koch, DNV GL; and David Kroon, Aegion Corporation. NACE: At what point in your career did you begin your involvement with corrosion man- agement processes? David Kroon (DK): It is fair to say that I have been involved in corrosion manage- m ent my entire career —w hich , at thi s point, is a long time. Prior to the Natural Gas Pipeline Safety Act of 1968, all deci- sions related to corrosion and prevention were driven by managing safety, environ- mental protection, and economics. As a f i e l d e n g i n e e r, I w o u l d t e st t h e s o i l , groundwat er, and oth er environm ental conditions to determine the requirements for achieving the design life of the asset to be built. Construction materials, protec- tive coatings, cathodic protection (CP), and alternating or direct current interfer- ence mitigation recommendations would subsequently be developed and facilities designed . It was common for the desig- nated design life for the asset to be 20 years, with little effort or thought given to the real need or expectation . Today the design life for new construction is most often 50 or even 100 years. With this expec- tation, it is now imperative that we man- age corrosion to meet the ROI that formed the basis for funding the project. Gerry Koch (GK): I started thinking about corrosion management seriously during my work on the U.S. Federal Highway Adminis- tration (FHWA) Cost of Corrosion Study 1 that was released some 17 years ago in 2002. While the major conclusion of the study was that the total annual direct cost of cor- rosion was around US$276 billion—equiva- lent to 3.1% of the U.S. Gross Domestic Product (GDP)—the study also concluded that indirect costs could be as high as 10 times the direct costs. A case was made to corporate management and other major stakeholders that the cost of corrosion can- not be lowered by technical means only and that commitment from the top of an organi- zation is required to accomplish the goal of lowering both direct and indirect costs of corrosion. With NACE taking forward the conclusions of this report, a number of o rg a n i z a t i o n s , m o st n o t a b ly t h e U. S . Department of Defense, as well as interna- tional and national oil companies, took on the task of developing a corrosion manage- ment program. W hile over the past 10 years or so, understanding of corrosion mechanisms and corrosion technology have improved significantly, the global cost of corrosion has remained essentially the same in terms of the respective countries' GDPs. Hence, NACE took on a program to assess global corrosion management practices and to develop a framework for corrosion manage- ment, which resulted in the International Measures of Prevention, Application, and E c on omi c s of C orro sion Te chn o logi e s (IMPACT) Study. 2 I was fortunate to be involved in this program and assist NACE in developing the framework for a corrosion management assessment tool. This tool, IMPACT PLUS, 3 allows organizations to assess where they are and where they want to go fo l low in g a ro admap d e velop ed during the assessment. Micha el Am e s (MA): My inv olvem ent began in 1983 when I became the backup for my pipeline company 's corrosion spe- cialist. Soon he retired, and I began fulltime work as a corrosion specialist in 1984. At that time my certifications in corrosion were nonexistent, but I had been analyzing gas and liquid pipeline samples for corro- sive properties in our company laboratory for the previous several years. CP seemed initially to be a "voodoo" science as there was nothing about it in my electrical engi- neering classes; however, with my chemical and electrical background , the electro- chemistry at the crux of corrosion control became a natural to me. I then began my participation in the company procedures involving corrosion control, and this con- tinued to the current day where I am still reviewing policy and procedures of CMS documents for numerous companies. These reviews still point to the iconoclastic posi- tion these procedures occupy in many com- NACE International Roundtable

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