IBP1120_19

WORKLOAD METHODOLOGY
DEVELOPED AND APPLIED AT THE
NATIONAL AND LOGISTIC CONTROL
CENTRE (CNCL)
Marcela F. de Freitas1, Paulo Bruno V. Peres2,
Thiago A. Bonfim3
IBP1120_19
Copyright 2019, Brazilian Petroleum, Gas and Biofuels Institute - IBP
This Technical Paper was prepared for presentation at the Rio Pipeline Conference and Exhibition 2019,
held between 03 and 05 of September, in Rio de Janeiro. This Technical Paper was selected for presentation by
the Technical Committee of the event according to the information contained in the final paper submitted by the
author(s). The organizers are not supposed to translate or correct the submitted papers. The material as it is
presented, does not necessarily represent Brazilian Petroleum, Gas and Biofuels Institute’ opinion, or that of its
Members or Representatives. Authors consent to the publication of this Technical Paper in the Rio Pipeline
Conference and Exhibition 2019.

Abstract

TRANSPETRO's National Logistics and Control Centre (CNCL) is responsible for 24-
hour and 7-day uninterrupted remote operation of a network with approximately 14,500
kilometers of liquid and gas pipelines, including several terminals and storage facilities. Its
Control Room, located at the company's headquarters in Rio de Janeiro, is composed of 22
operational consoles, monitored by a team formed of qualified Controllers.
Searching for the best operational and management practices and considering its
growing performance as a third-party facilities operator company, CNCL has been working
since 2016 in increase its adherence to the International Standards related to Control Room
Management (CRM).
This paper shows how CNCL has been developing and applying its own methodology
for ensuring compliance with the requirements related to “Workload of Pipeline Controllers”
and next steps planned so far.

1. Introduction

In 2007, TRANSPETRO had its first experience with Workload analysis, when
occurred the migration to CNCL from all existing pipelines under its responsibility. The first
motivation for the start execution of Workload was a complaint for excessive workload from
gas Controllers responsible for one console of the gas network. The first approach taken was
based on a spreadsheet, elaborated taking into considerations the physical installations and the
activities carried out by the Controllers during the shifts and measurements of the times of the
activities in order to achieve an optimized pipeline network segregation, so that the Workload
would be balanced among the consoles.
This same methodology was applied to: integration of the Northern gas pipelines
at 2009; ten new remote operated compression stations at 2010 and the great growth generated
by the construction of pipelines that took place between 2007 and 2012, when the pipeline
network reached approximately 7,200 km and 137 delivery points. The adjustments at consoles
______________________________
1
CNCL Shift Coordinator – Petrobras Transporte SA – TRANSPETRO
2
CNCL Senior Consultant – Petrobras Transporte SA – TRANSPETRO
3
CNCL Technical Consultant – Petrobras Transporte SA – TRANSPETRO
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assets responsibilities, resulted from the previously mentioned practice of Workload analysis,
were validated by the Shift Coordinators and Controllers before implementation, doing
punctual adjustments if necessary.
From 2010 to 2016, several liquids transportation pipelines and facilities, including
distribution pipelines, unassisted terminals and pumping stations, were included into the CNCL
liquid consoles, being distributed according management criteria and consolidation with the
Shift Coordinators and Controllers. In 2013, PAIS [1] Company made a pilot study comparative
involving Workload of 3 CNCL pipeline consoles, which resulted in small adjustments.
Since 2016, TRANSPETRO has been increasing the centralization of its
operations at CNCL, including new pipelines, distribution lines, tank-truck loading bases and
several increasingly comprehensive models, such as the so-called "Tank to Tank" Operation
concept. This process of asset integration to CNCL's remote operations has a portfolio with a
horizon up to 2023, and the Workload study is fundamental for this new condition.
Considering our efforts to comply with CRM Standards and Rules, which have a
specific topic about Workload, we needed to develop our own methodology on this subject and
apply that on CNCL consoles.
We emphasize that Workload subject and its results often reciprocally affect other API-
RP-1168 [2] items or CRM rules in general. As an example, we can mention that a poorly sized
Workload can generate fatigue and the cognitive fatigue items, like mental demand, level of
stress generated by each task and alertness must be included in the Workload analysis process.
According to studies carried out by Terranova M. [3], Pipeline Performance Group [4]
specialist, "high workload results in a higher level of alertness and fatigue, and it is necessary
to seek a break-even point". Inadequate level of alarm can affect Workload measurement and
generate inappropriate fatigue level. These examples, added to inadequate SCADA
information, may result in a shorter time available to identify and react to abnormal operations
conditions (AOCs).

2. Standards and Rules

In the second half of 2015, a work began in order to identify the main standards and
rules that deal specifically with matters related to pipelines control room activities, with a focus
on management. Since there are no legislation regarding CRM in Brazil, Internationals
Standards and rules were prospected and applied.

2.1 API RP 1168

The most complete and detailed reference found was API-RP-1168 - Pipeline, Control
Room Management, 2nd Ed., Feb/2015. This standard has a very detailed level of requirements
divided in 8 chapters and the last one is entitled “Workload of Pipeline Controllers”. The
objective of evaluating the Workload and the factors that may be considered are written in
Figure 1, where we can observe that there is no description of a methodology of execution and
analysis.

Figure 1. – API-RP-1168 - Workload

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2.2 PHMSA

The DOT / PHMSA [5] regulation was also studied, which deals with CRM in CFR
192.631 (Gas) and 195.446 (Liquid) [6], whose schedule of gradual implementation is
mandatory. The DOT CRM approach has several points in common with API 1168, specifically
addressing "Alarm Management". To comply with this rule, owners and operators of pipeline
systems managed by controllers using SCADA systems were obliged to have a compliance plan
completed until Aug. 1, 2011 for most items, and a full implementation had to be achieved by
Aug. 1, 2012. The item (e) which regards Alarm Management, states in its sub item (5) that a
Workload management is required, along with the corrective actions of deficiencies identified
(6).

Figure 2. – PHMSA/CRM -Workload

2.3 Guía ARPEL de Gestión De Salas De Control de Ductos y Terminales - ARPEL MP 01-2019

Guide de Gestión De Salas De Control de Ductos y Terminales [7] was prepared with
participation of several South American Pipeline Operators. TRANSPETRO´s CNCL team
contributed actively during this process and inserted in Chapter 11, which treats the Workload
management, comments involving the concepts, the tasks to be considered, the generated
graphs with Controller´s tasks, and the flowchart of the Workload measurement process.
Therefore, the work we have done so far is very similar to the process described in this
document.

3. Workload Process

3.1 Concept

Controllers are responsible for high-risk operation, monitoring, and control. In the same
way, Controllers have human capabilities and limitations. The analysis of Controllers’
Workload includes physical and operational characteristics of the installations under its
responsibility; task demands distribution to carry out during each shift; and physical, mental,
temporal demands stress, frustration and alertness.
General activities include any required Controller task. According to the Operating
Company, it may include, but not be limited to: piping operations; batch tracking; alarms
recognition and analysis; monitoring; detection of actions in AOCs; operations in general like
starting and stopping pumps and compressors; shift turnover; face to face contacts;
administrative tasks; phone calls; weather monitoring; training on the job; verification of
security systems; and video surveillance. We use as reference the same PPG tasks definition,
considering its large experience in Workload measurement: Operations, Monitoring, Breaks,
Communications, Face-to-Face Interactions, Responding Emergency Events, Responding
Abnormal Events, Log Sheet Paper Work and Administrative Tasks.

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For each task, we relate a mental demand and level of stress [8]. In the future, we will
incorporate the Controller Alertness Measure. Karolinska [9] developed the 9-point sleepiness
scale. This self-report scale measures drowsiness goes by from “extremely alert” to “very
sleepy”.
We also need to consider that factors that impact Task Demands, beyond human factors like:
Controller characteristics – health, habits, attitude, home, age, experience; Environment –
windows, seating, air, heat, clean, lighting; Technology – SCADA displays, phones, radio;
Documentation – procedures, manuals, email; Training; Company – culture, leadership,
resources and Other people – controllers, field personnel, customers, management.
It is important to emphasize that the measurement of the Workload also has the goal of
get a balanced result of this among the consoles in Control Center.

3.2. Process

Workload process used by CNCL is represented on Figure 3 and consists of the

following steps:

Figure 3. – CNCL Workload Process

Initiators may be surveys and conversations; Controllers and Shift Coordinators

demands, which identify a supposed imbalance; new installations remotely operated; or
deadline procedure between measurements.
Physical and operational characteristics are listed for each console and generate an
initial indicator, allowing monitoring evolution of each console and among them.
As part of the methodology, a spreadsheet is elaborated in which are listed the tasks
demanded and its sub-items considered. This spreadsheet also contains, for each item, the stress
and mental demand, which are classified according to pre-defined criteria, and results that are
validated by each Shift Coordinator.
Measurement and allocation times for each task is the most labor-intensive part of the
process, requiring skilled people and process standardization. It´s worth noting once again that
since we use an 8 hours shift, we have to define our own standards, considering the
reasonableness and the need for a minimum time for monitoring. Performance of a critical
analysis of the results measured is added to the managerial premises (regionalization;
operation/products; installations (pipes/terminals), contracts with third parties and costs),
generating a final proposal with the necessary adjustments.
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After management approval, the changes are implemented according to the due MOC
process (SCADA adjustments; procedures review; communication with field teams; telephone
extension settings; training, etc.), repeating this cycle whenever necessary.

3.3 Results and Applications

The Workload analysis applied by the end of 2018 demonstrated a balance among three
gas consoles, without any need to redistribute the assets among them. However, results of items
"Reports and Sheets" and "Telephone Contacts" should be analyzed in order to achieve a
possible reduction.

Figure 4. – Gas Consoles Workload Process

Results for liquids Workload analysis for Pipes and Terminals done during 2018, are
represented on Figures 5 and 6. The reallocation of pipeline ORSUB from console 8 to console
10 was refuted due to the analysis results, validated by Shift Coordinators. On the consoles of
the terminals connected to OSBRA (12) and OPASC (16) pipelines, can be observed that,
although they have different operating systematic, there is an excessive monitoring time, which
opens the possibility of adjustments with integration of new assets.

Figure 5. – Liquids Pipes Consoles Workload Process

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Figure 6. – Liquids Terminals Consoles Workload Process

4. Next Steps - Development and Applications

Current action plan includes the following items, among others:

Validation and improvement Workload process with specialist companies that

operate in markets where CRM must be complied by legislation;

Evaluate methodology used by other Operators, whose measurements are based on

the “non-operational” times or “available time”. Operators that use this methodology
send the data obtained automatically from the SCADA to specialists like Circadian
[10] or InterDynamics [11] who, using the software "FAID", analyzes the data, and
issues a report containing diagnoses and recommendations for fatigue mitigation and
adjustments to Workload, if necessary;

Evaluate Workload measurement methodologies presented in the Pipeline

Conference API 2019, and keep on taking part in forums and congresses in Brazil
and abroad that deal with the subject;

Expand workload benchmark study with world class Operators that use 8-hour shift;

Issue a procedure about the Workload process, including definition of maximum

intervals of its accomplishment, not exceeding 15 months, for verifying necessity of
adjustments;

Continue to develop the automatic data capture process that feeds the data sheet with
Workload measurements;

Increase training of CNCL technicians and Controllers on measurement process,

seeking a standardization in this process;

Increase Controllers awareness of the goal of the Workload measurement,

disengaging the behavior of the operator from the measurement task;

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Extend the application of the Workload in all shifts schedule, according cycles
previously established;

Include human factor alertness at Workload evaluation;

Apply Workload analysis for liquids consoles as part of the migration or optimization
process for new assets (Pipelines and Terminals);

Distributing the compressor stations, which console will be extinguished, among the
remaining consoles, considering Workload measurement.

5. Summary & Conclusions

During the CRM compliance action plan made in 2016, a critical analysis took place in
order to prioritize the tasks related to each chapter of API 1168, with the results shown in Figure
7. The Workload priority result can be justified for: 1-absence of specialist companies in Brazil;
2-due to the need of development our own methodology; and 3- because the workload requires
to perform the measurements of several consoles, in shifts with three different schedules.

Figure 7. – Priority Analysis

To increase the priority of the CRM adherence program, it was included in the 2018
Tactical Plan, with each step of evolution monitored all year long by the Pipeline Board. The
progress was significant, minimizing the competition with other projects, with financial impacts
and immediate results. Figure 8 shows the evolution of the process and future perspectives.

CNCL's API RP 1168 ADHERENCE [2016-2020] CNCL's API RP 1168 ADHERENCE [2016-2020]
Roles, 100%
100%
Authorit. &
Respons. 90% 95%
100,0% 83%
81%
81%
80,0% Shift Turnover 80%
Workload
78% 60,0% 76% Guidelines 70%
69% 75%
40,0%
65%
60% 63%
20,0%
Adequate 52%
Training 77% 0,0% 72% Information 50%

40%
63% 30%
71%
Operating Fatigue
Experience Management 20%
83%
Change 10%
Management 0%
2015 2016 2017 2018 2019 2020
Diagnosis 2015 Performed 2016
Performed 2017 Performed 2018
Planned 2019 Planned 2020 Planned Performed

Figure 8. – CRM Compliance Evolution – Current Stage

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The developed Workload management process, in its essence, is a tool that can be used
to measure and evaluate the work level at CNCLs consoles. This work, associated with the
alarm management process, conducted by Alarms Management Team, meets the requirements
of the CRM.
It is always important to emphasize that because CRM is not subject to regulation in
Brazil, we do not have the structure that exists in the USA market, where several specialists
Companies, like Circadian, Tory Tech [12] and PPG, are operating in general or specific topics.
Operators Pipeline Companies should use the CRM process to go beyond compliance
requirements, implement operating best practices that would significantly enhance operations
reliability and pipeline safety.
Finally, we emphasize that the concepts established in CRM, of course including
Workload management, although focusing Operators Pipeline Companies, could be applied to
other industries that have Control Room with 24/7 operations and are searching to improve their
practices. Thus, we should identify and exchange information on the CRM with all “world
class” Companies that fit this category.

6. Acknowledgements

Our acknowledgements for the opportunity to carry out this job, evolving and achieving
important results, must be mainly directed to: co-workers, who contributed and took part in
Workload and CRM compliance work; Controllers, who took part in the measurements held
during the shift journeys and TRANSPETRO management body, who allowed and encouraged
us throughout the process.

7. References

1. Comparative Workload Study of the Control Center (CNCL), 2013 – PAIS –

Petrochemical Advanced Integration Specialists.

2. API Recommended Practice 1168, Control Room Management, Ed. 2015.

3. TERRANOVA M., ALDAY C., GIBSON A., DAIGNEAU J., Controller Cognitive
Workload Levels and Fatigue, Pipeline Performance Group LLC, 2017.

4. PIPELINE PERFORMANCE GROUP, LLC–https://pipelineperformancegroup.com.

5. U.S. DOT PHMSA–CRM, Control Room Management - https://primis.phmsa.dot.gov/crm

6. U.S. DOT Title 49, CFR Part 192, Transportation of Natural and Other Gas by Pipeline and
CFR Part 195, Transportation of Hazardous Liquids by Pipeline.

7. Guía ARPEL de Gestión de Salas de Control de Ductos y Terminales, 2019.

8. CARDOSO M. S., GONTIJO L. A. Evaluation of Mental Workload and Performance

Measurement: NASA TLX and SWAT, 2012.

9. Karolinska Institute – KI is Sweden’s single largest centre of medical academic research

and one of the world’s foremost medical universities.– https://ki.se.

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10. CIRCADIAN 24/7 Workforce Solutions.– https://www.circadian.com/ications.html.

11. INTERDYNAMICS. – https://www.interdynamics.com.

12. TORY TECH, Inc–Master Control Room Management - MaCRom.