The Humber refinery conducted over 200,000 pipe inspections as part of
our asset integrity efforts.
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We focus on continually improving asset integrity by raising
standards, developing more effective measurement and
auditing programs, strengthening management systems and
enhancing training. In refining, we have developed required
standards for process and personal safety, with clear direction
on critical elements such as asset integrity inspections, facility
siting, change management and incident investigations. Our
exploration and production operations conducted a global
assessment of asset and operational integrity in 2006 and
developed action plans for improvement in 2007.
While following industry standards on managing equipment,
we have established additional internal standards for fixed
assets and equipment. Our company-operated refineries and
many exploration and production assets are participating in a
peer assist program in which employees inspect other plants
and share best practices.
Although process safety has been central to how we operate
our assets, we are reviewing our process safety management
systems to identify opportunities for improvement in the light
of recent industry recommendations.
Refining recently has established a manager of process safety
to lead efforts to continuously improve in this important area
of operations. Refining also has established an internal team
that will conduct in-depth process safety audits at all domestic
and international refineries within the next 18 months. This
effort will focus on identifying improvement opportunities,
as well as best process safety practices and programs.
Humber Refinery Incident
The U.K. Health and Safety Executive (HSE) in 2006
published the results of its investigation into an explosion and
fire which occurred following a pipe failure in the saturate
gas plant at our Humber refinery in 2001. The 30-page public
report on the Internet (
http://www.hse.gov.uk/comah/conocophillips.pdf) included recommendations for
improvements to pipe inspection procedures; management of
change systems; corrosion monitoring; and recording and
sharing of inspection information.
We already had implemented these and other measures ahead
of the HSE report, following our own investigation in 2001
which identified 12 key action areas. These included the
formation of a new division with special responsibility for
asset integrity and reliability, and the introduction of a rigorous
program of process hazard analysis for all refinery units.
The first five-year cycle of process hazard analysis studies will
be completed in 2009. Every pipe onsite already has been
examined in a program involving over 200,000 inspections
completed within schedule. This was followed by a detailed
review of all piping systems, applying the most appropriate
assessment techniques. Further inspections were conducted in
a three-year program, completed in 2006, which has increased
the inspection find rate, eliminated overdue inspections, halved
the number of minor leaks and introduced a piping retirement
philosophy that has resulted in more than 600 lines being
replaced. This effort is being maintained with some 10,000
piping test points inspected each year.
Pipeline Integrity
Our program of pipeline inspection, integrity assessment and
remediation goes beyond mandatory requirements to include
crude oil gathering systems that are not covered by current
regulations. The program includes hydrostatic testing and
internal inspection of gathering lines, upgrading lines with
external corrosion prevention systems, cleaning lines to
minimize internal corrosion and decommissioning or converting
low-flow systems to truck delivery. We also have increased the
frequency of aerial pipeline patrols of crude oil gathering lines
to several times a week so that, should a leak occur, it will be
detected more promptly.
By mid-2007, we had assessed over 85 percent of our U.S.
cross-country pipeline system. Pipeline assessments include both hydrostatic testing and internal inspection using devices
called “smart pigs.” The goal is to have the entire 10,800-mile
company-operated main line system tested by 2010.
Smart pigs, like the one pictured above, can precisely locate internal or
external defects, such as cracks, dents or corrosion.
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These efforts reduced the number of pipeline spills measuring
more than one barrel in size from 97 in 2005 to 40 in 2006.
Informing the public about our pipelines is vital to the safe
operation of the system and the prevention of damage by third
parties, such as excavators. During 2005 and 2006, we mailed
almost two million brochures to stakeholders along our U.S.
pipeline routes to encourage the use of “call before you dig”
underground utility location services and to inform them what
to do in the event of an incident. In 2007, the program will
be expanded to include stakeholder audiences near storage
terminals. We also will participate in an industry-sponsored
survey to measure the effectiveness of the communications.
In Alaska, we execute thorough inspection programs for
production and water injection pipelines to meet our goal to
identify potential problems early. This helps ensure that pipelines
can be repaired or replaced before severe damage occurs.
Since the mid-1990s, we have met or exceeded our targets for
external inspection and repair of our pipeline systems in Alaska.
Where significant corrosion or corrosion potential exists, we
repair the pipe and insulation. This program also has led to
improved insulation designs that provide better protection against
water damage.
Caribou using a pipeline crossing in Alaska.
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Although most pipelines on the North Slope are supported
above ground to protect the delicate tundra against thawing,
there are some locations where pipelines must be routed
underground, such as at intersections with surface roads and
drilling pad locations and caribou crossings. At these locations,
we use remote inspection methods involving ultrasound to
determine if any pipe requires replacement.
Marine Integrity
ConocoPhillips achieved its goal of operating an all doublehulled
tanker fleet in 2007, a year ahead of plan.With the addition
of the latest tanker, the
Polar Enterprise, and the sale of our
remaining double-bottom, single-hulled vessel, all 12 tankers in
the fleet have double-hull protection. ConocoPhillips’ 26 coastal
tankers and barges also are double-hulled.
Polar Enterprise, the fifth Endeavour Class tanker in the fleet,
was designed specifically for the transport of crude oil from
Valdez to the U.S. West Coast. Endeavour Class tankers are
built with double hulls which exceed regulatory requirements,
as well as two independent engine rooms, twin propellers and
twin rudders. Cargo, fuel and lubricating oils are isolated from
the ship’s outer hull by ballast tanks or void spaces.
We work closely with our shipping contractors to achieve the
highest standards of environmental and safety performance,
and we strongly recommend chartering double-hulled vessels
wherever possible. We vet every ship we charter – reviewing
its safety management, security and maintenance history and
procedures – before it carries our product. A key stipulation is
the capability to store and dispose of oily wastes in strict
compliance with the International Convention for the Prevention
of Pollution from Ships (MARPOL) and local regulations.
In 2006, we created the position of quality assurance officer
for each of our vessels. This officer is responsible for handling
regulatory, environmental compliance and auditing matters,
freeing the master and other officers to focus on the safe
operation of the ship. Experience in this position will be a
future requirement for officers seeking promotion to the rank
of captain or chief engineer. The company also trains the crew
on vessel handling via ship simulators.
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