Jana undertakes its work with firm grounding as to the 'why' certain things need to be done, and done a certain way.
In our drive to Make Our Clients Win, we know that poorly thought out or poorly executed solutions do nothing but damage our clients' business. As such we have developed a clear Pipeline Asset Management Philosophy to ensure that our clients truly Win and run the best possible pipelines in the world.
Asset Management must be predicated on measuring risk. This includes all types of risk — public safety through long-term corporate business viability. Acceptable risk levels must be explicitly determined at the highest levels of an organization. Without this determination, de facto risk acceptability will emerge from internal and external forces in a non-coherent fashion. This will lead to the unintentional adoption of high risk levels, with inconsistent risk decisions being made in different areas of the organization.
In addition to risk tolerance, the approach to risk measurement must also be decided at the highest levels of the organization to ensure that risk decisions are being made on the basis of sound information. Allowing this decision to be made at low organizational levels can result in the adoption of inappropriate risk measurements that provide flawed inputs into the risk decision making process.
These risk measurements must include consideration of Low Frequency, High Consequence (LFHC) events — events generally found at the tail of Paretto-type analyses of industry incidents — but must not focus exclusively on them.
To properly assess risk, a robust but utilitarian model of pipeline risk must be employed. At Jana, that means developing mechanistic-probabilistic empirical models. For us, this implies and requires that non-probabilistic models, such as index models, not be employed in the assessment of pipeline risk and that pure data analysis based models be employed with caution. An approach to the overall asset as shown in Figure 1 is proposed.
With the Global Risk Model, the critical information for risk management decisions is brought together in a holistic way to understand the entire pipeline system (or, really, any subset of the overall — e.g. comparing pipeline segments, surface facilities or even specific components). Risk Rating information is fed into the Global Risk Model via current Asset Risk Models; Future Risk Rating information is fed into the Global Risk Model via New Installation Risk Models. Risks due to operational practices and risk mitigation through efforts like leak surveying are captured under Operational Considerations. Emerging Threats are assessed and monitored for early identification. The whole thing is tied together and made actionable by an Event Tree analysis that works backwards from the LFHC and more common risk events to the empirical models, enabling appropriate risk mitigation measures. Efficient risk management can then occur, identifying and optimizing actions to minimize risk to the global pipeline.