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of them were behind schedule here and we've got some know people want to hear this panel thank you I'm Rick Kessler I am now found myself as the president of the board of the pipe on safety trust and I have the distinct honor to moderate this panel and thankfully not present on this panel though I've kind of been involved with integrity management starting with the 2002 pipeline safety act which I worked on with number of people in the room it was a that act was a big collaborative step forward tough to to get to this the ultimate product but ultimately a product I think everybody all the stakeholders thought was a good one and so here we are 10 years down the line and we've got some people who deal with this every day and have four for the better part of that 10 years to talk about basically what we've learned where where the gaps are of what we could be doing better what we're doing well now so without the our panelists let me introduce them first I'm only looking because I know ever remember everyone's titles I don't even remember my own title half the time but of course first we have any Drake with spectra and he is the vice president of asset integrity he'll be followed by Larry Shelton the manager of asset integrity for Sunoco and of course Jeff leads the associate administrator of fins ax so without any further ado I'm going to get ante up here I think this is loaded so thanks Rick it's a great venue I think what we find here we sit down and talk with one another I remember 10 or so many years ago seven years ago it seemed like we SAT here in was very polar group there was public group but there was the pipeline group and there was the regulator group and they were very separated by one another I think in so many years we have now bridged some of that that gap a little bit we find ourselves with a common goal here but maybe a little bit different perspective on how to get there I think things like the collaboration and these kind of venues like this foster better communication between us and help us learn and figure out how to improve and I think that's really what we're trying to embrace here when Carla asked me to talk on this he said don't worry just come up and focus on what we've learned over the last 10 years and try to help us identify an action plan on where we should go forward what needs to be changed oh okay and how long do you want to talk he's 15 minutes so go okay I think I got it I think really in all sense of it will try to move through the street quickly but just to back up and look where were we ten years ago when Rick talked about the pipeline safety act 2000 to what was going on around us at that time the third party damage was our number one threat it was quite pressing we had no national one call systems we had no damage prevention programs in the nation corrosion internal and external external and internal or number two number three on the threat profile list we took an integrated kind of risk-based approach which was very new for us in you know in an explicit approach any way to looking at integrity management a way to step our game up so to speak we went through a very pragmatic approach of trying to develop technical criteria on what is the threats and what do you do and how do the tools work and when to use them and what do you repair and when do you come back and all those very pragmatic things we focused it on high consequence areas it started in high consequence areas it was intended to look at all the threats and we broached a discussion about programmatic elements it certainly wasn't the emphasized syllable so to speak in that sentence but it was an effort to try to get people thinking about metrics and continuous improvement and how do you get how do you manage change and those kind of things but not probably what any of us were really great at or by the way most of us were engineers and so we took very pragmatic approach was kind of interesting that all this neat esoteric stuff was going on over here but we were very focused on let's get to the tools let's get running the tools let's go fix stuff and move on so what happened you know I think well we focused a lot of energy on third-party damage and seemed to pay off we've put in national one call systems into place we put all these damage prevention programs around and we've seen huge changes in awareness and statistics those are both good things I think we've also kind of seen that inline inspection tools actually are very good at finding corrosion that was an emotional issue 10 years ago I think it's now a very pragmatic issue and that's exactly what they do they're great at it the more often you can get those tools in there and find those things that very much more confident you are about your status against that threat so you know what has been happening over the last 10 years well here's some more data you know we're good at data or all these pragmatic people get together they gin up all this technical technical stuff ten years ago forty percent pickable currently about twice that that's good that's it that's good good to know it's almost a hundred percent increase and it's good to see that technology is being more accessible into the pipeline's that we're changing the infrastructure over the time I think we've seen about 95,000 miles inspected to address ninety-five hundred miles of hca's that's about ten to one that's good data that's good to know over the last ten years spent about 11,000 12,000 anomalies repaired or removed from the pipeline that's good too that's all good progress I mean you're making some kind of headway those are just good metrics to put in the back your head it doesn't mean everything's gonna be great but you're making progress you're doing good stuff what else did we do in the last ten years oops we we had some problems you know despite all these efforts that we put in and all this progress we had some very significant incidents happen I included you know the Gulf spill although it's not a pipeline incident it was an energy incident and I think they all work together to really compromise the confidence and the trust that many of the other stakeholders had about the industry and the regular laters and the as someone said earlier the public depends on both of those entities to be diligent and forthright and execute to protect them and when these kind of things happen and people are surprised or not in the loop that leads to huge confidence drops the fact that they happen in hcas for a large part really compounded the confidence implosion in my opinion and I think it also helped us understand what we're doing although we've made all these great progress in all these great charts and always great bars and Trent it's not enough and it's it's much more than pigging pigs are great but he's we heard earlier dr. Rosen kind there's no magic bullet there's no silver bullet there isn't something to stick in the pipe he's not heal everything we'd like it to be that easy because we got a million other things to work on and we don't have time to get into details if we could figure out something we could throw at this and be done with it be awesome there's got all this other stuff to do I have some bad news it's very complex and and it's going to take a while to figure it out there's a host of threats and a host of tools there isn't one of anything I think what will happen in you know in the wake of the gas pipeline incident in san bruno it actually is not the San Bruno incident okay the city did not decide to have an event this is the gas pipelines incident is a failure of this industry to execute against that trust and we need to own that in the wake of that incident the Inga board sat down two years ago and started vetting out what is working for us what is not long before the NTSB's failure report came out trying to look at what do we need to do to prevent these things from happening we looked at other industries I think someone deluded n goes Pete alluded to that we looked out at other industries that shared a very similar fingerprint to ours very low frequency events that are highly unacceptable and they affect the public at industries like the nuclear industry industries like the medical industry industries like the airline industry industries like the chemical industry the reason we picked them to look at them is over the last 15 20 years we've seen huge step changes in their performance and something was happening there when we looked at then we saw some key common elements in their programs and their approaches that they were using that we were not using as our emphasized syllable and what really we saw and we've heard it a little bit earlier was this zero mindset and I know we kind of you know we get caught up in it sounds like we're going to have a little you know a buzzword bingo thing go on someone's going to go out with a white horse in a big banner and ride around with a big zero on there and there's me a bunch of big posters with colorful flashy stuff that's interesting stuff but that's not what this is about this is about changing your mindset someone asked why I heard all the wise when we broach this with the board why would we throw that out there it's an unobtainium goal why would I do that it's because it changes the way you think and that's fundamentally what you've got to get going on here we have to stop thinking about this has got one thing we're going to do and then we're going to be done so we can move on to something else it isn't going to be that easy and we're going to have to own the fact it's going to be iterative it's going to be continual there's no stopping and we're going to gear ourselves up to deal with that work with that and make that work for us I think that you know some of the things that we saw that we've tried to put into this guiding principle set was some of those elements that we saw working for them an application of risk management on a system-wide basis we applied it in HCA's the last ten years we saw some good things happening we need to extend that to the departs of system we need to improve risk management how it's done in HCA's and out site hcas I think we need to look for opportunities fundamentally to improve and stop rationalizing why we're good enough that's sorta like leading with your chin it's not something someone wants to hear after their houses burned down well we're safer than bee stings it's like really that's interesting my house is missing and constantly driving yourself to learn how do you find those opportunities how do you create them and I think fundamentally in that learning model how do we involve other stakeholders more aggressively to get their insights to help us vet out these issues so that we can make more sustainable solutions solutions that everybody understands you're on a trail that I agree is the right logical trajectory based on priorities and the next best choice you know I think what it required us to do was actually step into the space of not banners and flags and posters but commitments what are we going to do physically and if you've seen the anger commitments great if you haven't they're actually attached to this presentation and Carl's got the presentation I'm glad to make it available to you goes through all the commitments very physically very clearly what else did we learn I think on a fundamental basis we learned zero is about a process unfortunately we're project people that's a bad thing project people are awesome I've been a project person most of my life projects have beginnings and ends and we'd like to think we're going to do something and then be done problem is that doesn't work like that in a process processes go round and round and round it's about constantly improving and driving yourself forward upward in a very systematic logical basis it's about you know trying to figure out how in the recent past I think we focused very much on a prescriptive approach of very pragmatic activities if we do this do this do this do this we're going to be fine we can get out of here everybody's happy you know we blessed it everybody's good I'm done I think what we're starting to see is that's just a piece of the equation it's not it's not bad it has gotten us to great levels of performance the kind of performance most countries are very envious of but that's not the end of the expectation the stakeholders around us we have to go past that and I think how do you do that now you're in kind of new water so to speak you got to figure out how to do this it's all a new new game so to speak at least to this industry one of the things that we heard I think that the NTSB is very keen on by the way think about where did the NTSB members come from one two three almost all of them come from the airline industry they all went through that step change on process safety management and safety management systems being applied in to that industry so this is to them like the back of their hand and you heard dr. Rosen going through it just it's about data it's about data analysis it's about transparent to them that's how easy and logical this is were at the very beginning of that where they were 10 or 15 years ago but data is a big deal and how it can be used and the accuracy of that data is a big deal even the old records and not even especially the old records then information has to be converted into info that data has to be converted into information with great care because that that choice that that activity right there is going to drive the conclusions that you make about your performance and define your next choices so if we're in a real hurry to make decisions but we're not using great care in that analysis all of a sudden you make some really off ramp decisions and end up in some very strange places that aren't doing what you want them to do and that I think is a warning to all of us I'll show you an example of that you know Carl cited this statistic earlier and I've had many people ask me this I've had actually people caught van Gogh risk management is clearly not working we need to stop doing it because look we've done it for 10 years and things are getting worse it's like well it's a pretty good challenge I think we need to dive into that and see what's going on well let's take the constituents of that number apart for a second one of the constituents is the red line is property damage of which one of the biggest contributes is the cost of gas up until a year ago this was the reporting criteria that is interesting but you're starting to trend all kind of other variables if you break down impacts to people the blue line it's very different looking now I'm not trying to say things are better let's get over move on it's just slow down before we decide to jettison risk management and look at the data very very carefully and that's going to take us coming together to do that if I do it in a little closet until you don't worry everything's fine there's no trust for that because there's no insight no transparency and how that conclusion was reached and you may have a lot of other perspectives we need to put into this to draw that conclusion I'm not trying to draw a conclusion here other than its not readily apparent you can quickly grab up stats I heard a story a long time ago Jeff probably remembers this a fellow said how do we use data is it like the drunk uses the light pole in a dark night because it's a great question do you use it to stabilize yourself a nun wobbly in kind of a wobbly position or do you use it for illumination that's an incredible question I thought about that over many years I think a lot of times we've used data to help justify what we think we want to do but we're not really using it for elimination because if we were we'd stop and ask a lot of other people what they thought about it just fundamentally very different so I think that's one of the things that will help us to look at you know as it go forward I think what are the things did we learn you know I think we've learned a lot of things about the pragmatic issues that we can address and and work on to improve in the 2.0 version as you said I think that's a logical iterative approach but I think the most significant things that we can look at is really this bottom slide we've heard a lot about that was one of the things that was really common in these other industries these management systems safety management systems if you will PSM and OSHA is a safety management system some of these industries are really sophisticated in how they're using that and I think a lot of times we hear people talk about we want to use this and the unsounded syllable is that we're going to use this in lieu of the prescriptive approach no I think what you're talking about is using this and the prescriptive approach you need them both that's how you'll make the step change it isn't jettisoning what's been working for us in the past it's augmenting it with a different thinking it's a both/and approach rather than either 0 or poach it's up I mean certainly I think we can all understand the physical limitations of a prescriptive approach to address all the permutations and combinations of things that can happen you can't you can't write the book would be hugely long and incredibly complex and I want to read it in the new view act or square one again it it has to actually you put some guard rails around with some prescriptive approach then you try to augment it with at some point you just have to want to try to find the red herring and get it out of there and it's going to be hard and it's going to be unique to you it's going to be different okay I think that tongue that's going to be a big challenge it's it's a bigger challenge than we think we can deploy that at an industry level we can deploy it at a company level but it represents a significant cultural change that's not just a change in how we think about risk mitigation you know switching from a project kind of mindset to a process mindset which is a big deal and all the things that dr. Rosen kind was going through but it will require us to work together much more closely to evaluate performance and make choices as an industry on how to best make the next step and in how to set our priority plans so that we're all in that tent together in summary I think you can kind of see where we are here I think that we do have to improve integrity management within a CAS I think we do have to expand integrity management beyond hcas I think we have to be better proactive and use of data I think that's gonna be a big deal I think we're not to work more collaboratively together I think it's going to take us an iterative approach that's about continuous improving and opening up to an earning mindset almost an aggressive kind of learning mindset I think these management systems are really the framework that that's going to ride on and the the working towards a safety culture is a big part of that when we started this I just want to close with a thought that's very powerful how many of you are around safety programs personnel safety programs have them year round them you have them how many of those programs say it's really okay if three or four people died as long as our trend is better no almost every one of those is zero it's absolutely zero what is khan of those program is basically a mindset about ownership it's a mindset about continuous improvement it's a mind step towards driving to continuously get ahead of this you're seeing these other industries and I think in this industry is next about taking that mindset that approach from those personnel safety programs and applying it to your asset management program that Rick thanks okay let's see if I can make this actually work for Larry let's see if we can get yours up here got it Larry Shelton but that's York that's not yours