EWN Blog

PHMSA Advisory Bulletin Tightens the Screws on DIMP Risk Evaluations

Fri, 24 Jul 2026 03:26:19 GMT

PHMSA just issued ADB-2026-06, an advisory bulletin reminding gas distribution operators of their existing obligations under 49 CFR Part 192, subpart P, and pushing them to sharpen how they evaluate risk. The bulletin does not create any new rules, but it does put a fine point on where PHMSA thinks distribution integrity management programs (DIMPs) are falling short: interactive threats, system degradation, and the risk models operators use to tie it all together.

Why Now

The bulletin responds to two NTSB safety recommendations, P-21-2 and P-26-2, both born out of fatal gas distribution incidents. PHMSA is using this guidance to point operators back toward the 2011 Call to Action, Advisory Bulleting ADB-2026-01, and the July 2025 Inspection and Enforcement Priorities memo - all of which already flagged evaluation of risk and DIMP compliance as a top oversight priority.

The Incidents Behind the Guidance

PHMSA walks through two accident investigations to make its point. Neither incident is unique to one operator. The underlying failure patterns are the kind any distribution system could be exposed to.

Dallas, Texas — February 2018. A gas explosion caused one fatality, four injuries, and major structural damage to a home, two days after two related incidents burned a resident and damaged nearby homes on the same system. NTSB's report (PAR-21/01) found the probable cause of the incident was an accumulation of gas that leaked from a gas main damaged 23 years earlier during a sewer project. The leak was undetected during the local distribution company’s investigation of two related natural gas incidents in the 2 days prior to the explosion. The NTSB report also claimed that insufficient wet weather leak investigation procedures contributed to the incident, failure to isolate the main and evacuate houses contributed to the severity of the incident, and an inadequate DIMP contributed to the degradation of the pipeline system.
Jackson, Mississippi — January 2024. Two separate home explosions, three days and about 0.7 miles apart, killed one person, injured another, and destroyed three homes. NTSB's report (PIR-26/01) pointed to an inadequate leak management program that left known leaks from service lines pulled apart by soil movement unrepaired for at least eight weeks. The report also stated that the operator’s distribution integrity management program didn't properly assess and address risk and a public awareness program fell short on educating the public and emergency response officials on how to respond to a suspected gas leak.

The Recurring Theme: Interactive Threats

Both incidents share a common thread PHMSA wants operators to address in their DIMP: threats rarely act alone. A pipe weakened by corrosion behaves differently once soil movement or wet weather is added to the mix, and a risk evaluation that scores each threat independently can miss that compounding effect entirely. PHMSA's advisory is explicit that operators need to evaluate how threats like corrosion, natural forces, excavation damage, and material defects can interact to increase both the likelihood and consequence of failure, not just tally them separately.

Risk Models: PHMSA Wants Operators Thinking Harder About the Risk Model They Use

The bulletin doesn't mandate a specific risk model. However, it does nudge operators toward more sophisticated ones where appropriate. Qualitative and index-based models may still be a reasonable fit for smaller, simpler systems, but PHMSA notes that quantitative and probabilistic models offer more versatility and better decision support for systems with more complexity. Use of probabilistic models is described as a best practice for supporting the full range of DIMP decisions.

Updated Guide Material Worth Bookmarking

PHMSA points operators to two recent addenda of ANSI/GPTC Z380.1 (2022 edition). Here's the short version of what each section covers:

GMA G-192-8, Sections 3.3 and 4.1 - how to account for time-dependent threats that may degrade pipeline assets over time.
GMA G-192-8, Section 4.4 - how to identify and rank threats that interact and compound one another's severity, likelihood, or consequence of a failure.
GM 192.615, Section 1.3 - emergency response guidance, including how to handle non-typical soil conditions that affect gas migration.
GM 192.723, Section 1.4 - when and how to run special one-time leak surveys when weather or migration patterns could hide a leak.
GM 192.803, Section 1.2 - updated definitions and examples of abnormal operating conditions.
GMA G-192-11/G-192-11A, Sections 5 and 5.5 (new) - leak investigation and classification guidance, with new detail specifically for non-typical soil conditions.

What PHMSA Is Asking Operators to Do

Review NTSB's PAR-21/01 and PIR-26/01 reports for the underlying lessons on interactive threats and leak management.

Adopt the most appropriate risk model that actually fits your system's complexity, giving real consideration to probabilistic models.

Build interactive threats into your DIMP risk ranking, not just a list of standalone threats.

Review the updated ANSI/GPTC Z380.1 guide material – including Addendum 2 and 4.

Determine and implement measures to reduce the risks associated with the failure of gas distribution pipeline assets as required by 192.1007(d). These measures must include having an effective leak management program.

Re-evaluate your DIMP as often as new knowledge warrants, and no less than every five years, per 192.1007(f).

Keep records demonstrating DIMP compliance for at least ten years, per 192.1011.

Bottom Line

ADB-2026-06 isn't a new rule, but it's a clear signal about where PHMSA's attention is going next: interactive threats, leak management effectiveness, and the rigor behind your risk model choice. Operators who treat this as a checklist item are missing the point. The two incidents behind this guidance both involved programs that technically met minimum requirements and still missed a degrading system. Now is a reasonable time to test your own DIMP against these questions before someone else does it for you.

PHMSA Schedules July 30 Joint GPAC/LPAC Meeting

Wed, 22 Jul 2026 03:38:47 GMT

Mark the calendar. On Thursday, July 30, 2026, PHMSA is bringing the Gas Pipeline Advisory Committee (GPAC) and the Liquid Pipeline Advisory Committee (LPAC) together for a single, virtual, all-day meeting to work through thirteen separate proposed rules. That's a large batch to tackle in one sitting and it touches nearly every corner of pipeline operations - from welding qualifications to MAOP reconfirmation to exactly when you have to make a rupture-mitigation valve operational.

If your program touches gas, hazardous liquid, or CO2 pipelines, there's a good chance at least one of these NPRMs affects how you do business.

The Basics

When: Thursday, July 30, 2026, 9:00 a.m. to 5:00 p.m. ET (virtual)
Register by: July 25, 2026, at primis-meetings.phmsa.dot.gov
Public comment deadline: August 31, 2026
Format: The public can watch and the meeting will be recorded, but verbal public comment isn't permitted during the session.
Following the meeting, PHMSA will evaluate the recommendations provided by the GPAC and LPAC and publish final rules that address the comments received and relevant information from the meeting report.

What's Actually on the Table

The thirteen NPRMs fall into a few natural buckets. Here's the shape of it:

Reporting & documentation: adjusting annual report deadlines (March 15 to June 15), redefining “property damage” for incident/accident reporting, and raising the dollar threshold for OPID construction notifications.
Integrity & inspection: technology-neutral right-of-way patrols (drones and satellites explicitly allowed), a shorter atmospheric corrosion reassessment interval (3 years back to the standard 5 years) for gas distribution service lines following replacement of pipeline segments or components undertaken in response to a previous identification of atmospheric corrosion, and dropping a redundant material-verification step in MAOP reconfirmation.
Construction & workforce: removes the exclusion from welding on compressor station pipe and components for welders or welding operators qualified by nondestructive testing, and codifies an exception in the gas pipeline safety regulations for in-plant piping systems.
Testing & timelines: aligning class-change pressure test durations with existing Subpart J requirements, adjusting the timeframe for making rupture-mitigation valves operational, and revising coating damage assessment deadlines by replacing fixed post-backfill windows with an in-service-date standard.
Enforcement clean-up: codifying the 2022 enforcement discretion on incidental gathering lines, and tightening up how special permit conditions connect to the specific regulation being waived.

Why This Batch Matters

A few of these are more than housekeeping. The right-of-way patrol proposal formally opens the door to drone and satellite-based patrols meeting the regulatory requirement - a real operational and cost question for anyone running patrols the traditional way. The property damage redefinition could shift what counts as a reportable incident by eliminating the cost of items not damaged by the release of gas (permitting fees, paving/restoration requirements, etc.). Some of these items were causing routine leak repairs to meet the monetary threshold - especially in jurisdictions that were imposing conditions on permits that required restoration above and beyond what was actually damaged and/or excavated to make repairs. The welding qualification change removes a restriction that's been a persistent friction point for compressor station construction and maintenance crews.

On the other side of the ledger, several proposals are genuine relief: extended annual report deadlines, a rollback of the 3-year atmospheric corrosion reassessment to the standard 5-year interval for service lines following replacement of pipeline segments or components undertaken in response to a previous identification of atmospheric corrosion, and revised coating damage assessment and remedial action timing all reduce administrative and scheduling burden without touching the underlying safety outcome PHMSA is protecting.

How the Committees Work

GPAC and LPAC are statutorily mandated under 49 U.S.C. § 60115 and the Federal Advisory Committee Act. Each committee has 15 members split evenly across federal and state government, regulated industry, and the general public. Their job is to weigh in on technical feasibility, cost-effectiveness, and practicability before PHMSA finalizes a rule. Their recommendations aren't binding, but they carry real weight - PHMSA has to consider them, and a committee's pushback on a proposal is often a preview of what ends up changed in the final rule.

How to Weigh In

You don't have to wait for a final rule to have a say. Written comments on any of the thirteen NPRMs, or on the meeting proceedings themselves, are due August 31, 2026. They can be submitted through regulations.gov under the relevant docket number, or by mail to the DOT Docket Management System. If you want to flag something as confidential business information, it has to be clearly marked as CBI at submission - anything not marked goes straight into the public docket.

How EWN Can Help

Thirteen simultaneous rulemakings is a lot to track manually, especially when they touch reporting deadlines, inspection intervals, and qualification requirements that likely already live in your compliance calendar. EWN's platform can help operators keep a single, auditable view of which requirements are changing, when a final rule takes effect, and how it maps to the tasks and qualifications your teams are already tracking - so a rule change doesn't turn into a scramble six months from now when the final version lands.

Bottom Line

This is a large batch of pipeline safety NPRMs bundled into one advisory committee meeting. Some of it is relief, some of it tightens things up, and all of it is still in proposal form - which means the comment period is the moment to shape the outcome, not react to it. If any of these thirteen topics touch your operations, it's worth a look at the specific docket before August 31 .

EWN Compliance Leadership Forum (July 9th)

Fri, 10 Jul 2026 03:46:08 GMT

Energy Worldnet (EWN) hosted the Compliance Leadership Forum (CLF) —a peer-to-peer space designed for candid, practical conversations about pipeline compliance and safety. Hosted by James Cross (Chief Experience Officer, EWN) , the session brought together more than 150 years of combined experience from former state and federal regulators and industry leaders.

Meet the panel

Kevin Speicher , Senior Regulatory Advisor, EWN; former Chief of Pipeline Safety, New York State Department of Public Service

Steve Allen , former Director of Pipeline Safety, State of Indiana; longtime PSMS advocate and former EWN executive

Alan Mayberry , former PHMSA Associate Administrator, now with Jana and serving on boards focused on advanced risk and geohazards

Jeff Wiese , former PHMSA Associate Administrator; former offshore operations leader; longtime safety management advocate

The tone was clear from the start: no judgment, anonymous questions, and a focus on what operators can actually do next.

Compliance Leadership Forum: Discussion & Key Takeaways

RP 1173: evolutionary, not revolutionary

Steve Allen gave a progress update on the rewrite of API RP 1173, the industry's PSMS standard. The working group has cleared roughly 77% of comments from the ballot and is now moving into the addendums covering process safety, small operator implementation, and public engagement.

Jeff Wiese added context on the standards process itself: API is the only major trade group that follows the formal ANSI process for developing a national standard, which means every comment gets addressed and the whole process is publicly available—slow, but rigorous.

Key takeaway: don't expect major surprises. No new shall statements, no removed requirements—just clarifications and refinements. A published second edition is targeted for late Q3 or early Q4.

Alongside RP 1173, RP 1186 is developing leading and lagging performance metrics to help operators gauge whether their PSMS programs are actually working—nearly 200 candidate KPIs are already on the table.

A new leader at PHMSA: what it means for operators

The panel discussed PHMSA's newly named Associate Administrator, Tom Correll. .

Alan Mayberry and Jeff Wiese, who've both known Correll. for years, described him as "an engineer's engineer"—strong technical grounding in gas transmission, with a learning curve ahead on liquids and gas distribution, plus the stakeholder and political dynamics that come with the role.

Practical note: both panelists reached out directly to offer support during the transition. As Jeff put it, working the Congress and the administration is "the stuff that raises your blood pressure"—technical competence alone doesn't prepare you for it.

Engineering Critical Assessments: a good rule, but bring your regulator with you

A newly released NPRM on engineering critical assessments (ECAs) prompted real-time reaction from the panel.

Alan Mayberry called it a positive step—current code requirements around anomalies like dents with metal loss are prescriptive, and the ability to use modern assessment methods (like finite element analysis) is overdue. The catch: it demands real technical competence, both from operators and from the regulators reviewing the results.

The panel's guidance:

Educate your regulator early—don't wait until the analysis is complete to loop them in. Do the work well. As Jeff Wiese noted, if there's ever an accident, an NTSB or regulator review will scrutinize the ECA closely. Kevin Speicher added the state-level angle: technical reviews like this take states longer to work through, so engage them as early as possible.

Multi-state OQ compliance: make the program your own

One of the most detailed exchanges addressed a familiar pain point—staying compliant across states with different OQ requirements.

Kevin Speicher walked through how states like Connecticut and New York have gone beyond the federal baseline:

eliminated the old four-part test, made AOC questions critical (missing one means failing the evaluation), addressed span of control (New York left it to the operator with documentation; Connecticut capped it at one-to-one), and added a required OQ effectiveness review.

Key takeaway: enhanced state requirements generally apply to intrastate operators. Interstate operators still fall under 49 CFR 192's four-part test, though state damage prevention laws (like warning tape requirements) can still apply.

The panel's advice for multi-state contractors:

Open communication channels with clients, operators, and regulators. Lean on resources like the Distribution Contractors Association and NAPSR's state compendium. Build your OQ program around your actual equipment and procedures—not an off-the-shelf template you can't modify.

Regulator's Notes: CA, ME, NJ, OH, and WA have included new construction as covered tasks.

Does OQ actually reduce incidents?

Asked directly whether two decades of Operator Qualification requirements have moved the needle, the panel was candid.

Alan Mayberry traced OQ's origins to an over-pressure incident and noted real gaps remain—OQ still doesn't cover construction, and carries an exception for emergency response. Kevin Speicher observed that training quality dipped in some corners early on (schools teaching to the test) but has steadily improved, with many contractor programs now rivaling operator programs. Jeff Wiese offered the sharpest framing: OQ was never meant to be about passing a test—it's about quality and genuine competence, the kind that catches problems before they become incidents.

Steve Allen pointed to where this is headed next: using AI and better data (drawing on RP 1186's emerging KPIs) to actually measure program effectiveness instead of assuming it.

Damage prevention and leak detection: two areas to watch

In the speed round, two items stood out:

A damage prevention professional certification program is currently in development through Utility Safety Partners, with Steve Allen and Jeff Wiese both serving on the advisory council. The upcoming PHMSA public meeting on advanced leak detection (tied to Section 722) will likely continue focusing on prioritizing large leaks and performance-based outcomes over specific technologies, per Alan Mayberry and Jeff Wiese.

Steve Allen's closing note on damage prevention: be intentional, be data-driven, communicate constantly, and lean on the Common Ground Alliance's Damage Prevention Institute rather than reinventing the wheel.

Speed Round Highlights

To close, each panelist fielded a rapid-fire question from host James Cross:

Making OQ your own (Kevin Speicher): the program should reflect your actual system and operational realities—your tasks, your training, your evaluations. If it's your program, you shouldn't need permission to adapt it.

How safe is safe? (Alan Mayberry): there's no fixed acceptable-risk threshold in the code—operators weigh multiple factors, from internal risk models to state commission requirements, in a landscape with little public tolerance for pipeline incidents.

Where SMS falls short (Jeff Wiese): stakeholder engagement remains a major growth area—true engagement means listening, not just informing—along with weak continuous improvement cycles.

Reducing excavation damage (Steve Allen): be intentional, be data-driven, communicate constantly, and use the Common Ground Alliance's Damage Prevention Institute.

What's next

EWN will continue answering unaddressed questions directly and keep the conversation going through LinkedIn and future events. The next Compliance Leadership Forum is expected in Q4.

James wrapped up the session: "Glad we were able to get into some of the hard-hitting questions—looking forward to answering more in the future."

PHMSA's New Approach — 40+ Rulemakings Instead of One, and What's Actually in Them

Wed, 24 Jun 2026 13:57:41 GMT

If you've been watching the PHMSA rulemaking docket lately, you may have noticed something unusual: a flood of proposed rules, all dropping around the same time. That's not an accident, and it's worth understanding what changed and why.

For years, PHMSA's approach to regulation was to bundle changes together into large, comprehensive packages — what the industry came to call "mega rules." The logic made sense on paper: consolidate related changes, move through the rulemaking process once, get everything done together.

The problem was the comment process. Every comment submitted on a proposed rule has to be considered before a final rule can move forward. When you bundle dozens of code sections into a single package, it only takes a handful of contested provisions to hold up the entire rulemaking. Proposed rules were sitting in limbo for years — not because of disagreement on most of what was in them, but because a few provisions generated enough comment volume to bottleneck everything else.

PHMSA has changed its approach. Instead of one large package, the agency recently issued over 40 separate rulemakings — breaking what used to be a single massive undertaking into smaller, targeted pieces. The practical effect is straightforward: most of these won't generate significant comment volume, so they move through the process faster.

Most of It Is Housekeeping — But Important Housekeeping

The bulk of this latest round of rulemakings is administrative in nature: updating incorporated-by-reference standards, correcting minor errors in past regulations, and formalizing procedures for interpretation requests, declaratory rulings, and enforcement proceedings. There's also a set of clarifications confirming that newer technologies can be used for certain mandated activities.

None of it is earth-shattering. But "housekeeping" doesn't mean inconsequential. These kinds of clarifications matter because they define what compliance actually looks like in practice.

The Changes Worth Paying Attention To

A few of the proposed changes are substantive enough to flag:

New Technologies Get a Green Light

PHMSA is proposing to allow drones and satellite technology for right-of-way patrols. The agency is also proposing to allow remote monitoring of rectifiers on hazardous liquid pipeline systems, provided they are physically inspected at least once annually.

One thing worth thinking through: for OQ purposes, drone operators conducting right-of-way patrols are likely performing a covered task. That means they'd need to be qualified under your OQ program before they're doing it.

Annual Report Deadline Moves

Gas operators — gathering, transmission, and distribution — may now have until June 15th instead of March 15th to file annual reports. That's three additional months, which matters for operators pulling data from the prior year while managing other end-of-year workloads.

Incident Threshold Gets Clarified

PHMSA is proposing to clarify how property damage gets calculated when determining whether an incident meets reporting thresholds. Specifically, costs associated with obtaining permits and removing or replacing infrastructure that was undamaged by the event would not need to be included in the property damage calculation. The financial threshold itself would be revised to $149,700, indexed to inflation.

Construction Notification Thresholds Rise

PHMSA is proposing to raise the monetary threshold that triggers OPID notifications for replacing or modifying existing gas pipeline facilities from $10 million to $20 million. For maintenance tasks on Underground Natural Gas Storage facilities, the trigger would increase from $200,000 to $300,000.

Valve Inspection and Installation Timelines Change

Hazardous liquid and CO2 pipeline valve inspection frequency would shift from twice per calendar year to once per calendar year, with a maximum interval of 15 months. The deadline for making rupture mitigation valves operational after installation work would be extended from 14 days to 90 days.

Bottom Line

PHMSA's shift away from mega rules is a meaningful change in how federal pipeline regulation gets made. Smaller, more targeted rulemakings move faster and are easier to engage with. The current round is mostly administrative, but the substantive changes — particularly around new technologies, incident reporting calculations, and valve timelines — are worth reviewing against your current operations.

The comment-to-finalization cycle should be shorter than what the industry has been used to — which means less time between a proposed rule and an effective date.

The Distribution Rule Advances: What Happened at the GPAC Meeting and What Comes Next

Wed, 24 Jun 2026 13:57:39 GMT

PHMSA's Technical Pipeline Safety Standards Committee, also known as the Gas Pipeline Advisory Committee (GPAC), met on May 28, 2026, to work through one of the more significant rulemakings the gas distribution industry has seen in years — the Safety of Gas Distribution Pipelines rule, commonly called the 'Distribution Rule.'

The rulemaking traces back to the September 2018 Merrimack Valley gas incident in Massachusetts, which resulted in fires, explosions, and the displacement of thousands of residents after a low pressure distribution system was overpressurized. Congress responded with the PIPES Act of 2020, directing PHMSA to tighten distribution pipeline safety requirements. PHMSA issued an NPRM in August 2023 to address these congressional mandates.

Note: this is not the last say. A Final Rule will not be published until PHMSA considers both the GPAC recommendations and the public comments received on the proceedings of the meeting.

A Reconstituted Committee

The current administration disbanded and reconstituted the GPAC in its entirety before this meeting. All 15 members are serving new terms, though four have previous GPAC experience. What emerged was a committee that endorsed the core proposals — but with conditions attached in each voting motion, primarily dealing with aligning and limiting the proposed changes to the actual mandates in the Pipes Act of 2020.

Topic 1: Overpressurization of Low-Pressure Systems

This topic sits at the heart of what drove the rulemaking. PHMSA proposed requiring each regulator station serving a low-pressure distribution system that is new, replaced, relocated, or otherwise changed to have secondary overpressure protection and remote monitoring of gas pressure near overpressure protection devices.

Based on public comments, PHMSA is considering several modifications: clarifying that operators may use the same method of protection twice, providing significantly more time for upgrades to existing stations, and allowing existing low-pressure distribution lines to have remote monitoring or mechanical pressure devices.

Near-term action item: Perform a record review of regulator stations now to ensure documentation of configuration, set-points, and location of sensing lines. For low-pressure distribution systems, evaluate existing overpressurization methods at district reg stations.

Topic 2: DIMP Threat Identification and Risk Evaluation

PHMSA proposed expanding DIMP threat identification requirements under § 192.1007(b). Operators would be required to evaluate risks from cast iron, bare steel, unprotected steel, wrought iron, and historic plastics with known issues, and creates an explicit overpressurization threat category for low-pressure systems.

Near-term action item: Ensure your DIMP plan clearly demonstrates consideration of cast iron as a threat and states whether low-pressure distribution exists in your system.

Topic 3: O&M Procedures — Overpressurization Response and MOC

PHMSA proposed two new O&M requirements. First, operators would need written procedures for responding to, investigating, and correcting overpressurization indications. Second, operators would be required to implement a formal Management of Change (MOC) process for significant changes affecting pressure control.

The MOC requirement is a meaningful shift. Until now, only transmission operators have been required to have formal MOC programs. Many distribution operators simply don't have them.

Near-term action item: Establish and test an MOC process for significant changes affecting pressure control now, before the Final Rule publishes. These programs take time to build and operationalize.

Topic 4: Emergency Response Plans

PHMSA proposed expanding § 192.615 to require written procedures for direct, immediate notification to Public Safety Answering Points (911 centers) upon confirmation of a pipeline emergency, plus a voluntary opt-in notification system for customers.

Near-term action item: Ensure your Emergency Response Plans fully address communication with emergency responders, the affected public, and customers. Explore voluntary opt-in notification systems.

Topic 5: Presence of Qualified Personnel

PHMSA proposed a new § 192.640 requiring a Subpart N-qualified person to be present and monitoring gas pressure during any construction project with potential to cause an overpressurization event. The committee voted to support the proposal as written.

Topic 6: Pressure Control Records

PHMSA proposed a new § 192.638 requiring distribution operators to identify and maintain traceable, verifiable, and complete records documenting characteristics critical to proper pressure controls — including configuration, set-points, and sensing line locations at regulator stations.

Near-term action item: Perform a record review of regulator stations. If records are incomplete, develop a plan for opportunistic data collection — capturing missing information each time crews are in the field.

What Happens Next

PHMSA is expected to publish a Final Rule after reviewing the GPAC recommendations and public comments. MOC programs, overpressurization response procedures, and pressure control record systems are not things that can be stood up quickly. Operators who start now will be better positioned than those who wait for the Final Rule.

Bottom Line

The Distribution Rule is moving forward and the direction is clear. The GPAC endorsed every core proposal — the conditions attached reflect concerns about scope, implementation time, and regulatory precision, not fundamental opposition to the requirements. For operators, the most important near-term steps are to engage on the comment process, conduct a regulator station record review, and start building the internal processes the Final Rule will require.

Span of Control - Still a Gray Area, But Getting Clearer

Fri, 19 Jun 2026 13:57:32 GMT

This one has come up a few times recently, so it's worth spelling out clearly. Span of control refers to the practice of allowing an unqualified worker to perform a covered task while being directed and observed by a qualified person. Specifically, 'span of control' is the ratio of how many unqualified workers can be effectively 'directed and observed' by a qualified worker. The term is not formally defined in the PHMSA regulations, but is in industry standards (ASME B31Q, etc.).

The Core Question Operators Keep Asking

How many unqualified workers can one qualified person direct and observe at the same time?

From a regulator's perspective, anything beyond a one-to-one ratio is very difficult to justify. PHMSA's FAQs on the issue make it clear that the qualified individual must be close enough to direct and observe the unqualified individual so that they can recognize and react to abnormal operating conditions and take immediate corrective action, and that the operator must consider all relevant factors, including physical space limitations and environmental conditions such as noise, visual obstructions, and weather.

Some states have gone further with specific limitations. Connecticut limits span of control to exactly one-to-one — one qualified, one unqualified, maximum. New York requires that whatever span of control an operator uses must be justified and documented.

What Regulators Are Really Looking For

The central test is simple: could the qualified person physically step in and take over if something went sideways? Proximity matters.

If two workers are in very close proximity, a two-to-one ratio might be defensible. If they're at opposite ends of a block, it's not. If there's only room in the trench for one person, span of control is practically impossible to justify — regardless of policy.

The Documentation Burden — A Nationwide Issue

The documentation burden is what's driving some operators in the Northeast to reconsider using span of control for OJT altogether. This is not a regional concern — it applies to any operator using span of control as part of their OJT process, anywhere in the country.

The moment span of control is part of how an operator qualifies workers through OJT, documentation becomes an operational requirement, not a best practice. Key documentation considerations include who was the qualified person directing and observing, what covered task(s) was being performed, when it occurred, where it occurred, and how proximity was maintained to allow for immediate intervention.

The regulator's standard is blunt: If you documented it, you did it. If you didn't document it, you didn't do it.

How EWN Can Help

EWN's platform can help operators document who was directing and observing an unqualified worker for the completion of any given covered task — creating a clear, auditable record that ties the qualified person to the specific work performed. Without it, operators may struggle to demonstrate that a covered task was properly supervised or that the worker was legitimately qualified through OJT.

Bottom Line

Span of control remains a viable tool for OJT, but only when it's used with the rigor regulators expect. That means defensible proximity, a justifiable ratio, and documentation that proves the qualified person was actually there, actually observing, and actually capable of stepping in. If your program relies on span of control and your documentation doesn't reflect that level of detail, it's worth a hard look — regardless of where you operate.

EWN Transmission Discussion with Former Regulators

Wed, 27 May 2026 13:57:27 GMT

Beyond Compliance: What Former PHMSA Leaders Say About the Future of Pipeline Safety

The pipeline industry is entering a new era of scrutiny, demand, and operational complexity. Data centers are driving massive infrastructure expansion. Regulatory expectations continue to evolve. And operators are being asked to move faster without sacrificing safety, compliance, or public trust.

That tension sat at the center of EWN's recent webinar featuring former PHMSA leaders Jeff Wiese and Alan Mayberry, moderated by EWN's James Cross. The conversation covered everything from contractor oversight and control room management to safety culture, PSMS, cybersecurity, and the operational realities facing pipeline operators today.

One theme surfaced repeatedly: Compliance alone is no longer enough.

The Industry Is Entering a "Decade of Demand"

Alan Mayberry described the industry entering a "decade of demand," driven heavily by the explosion of data centers and energy-intensive infrastructure. But alongside growth comes pressure: faster construction schedules, increased contractor reliance, more public scrutiny, greater operational complexity, and higher expectations from regulators and communities alike.

And according to both Wiese and Mayberry, rapid expansion historically creates one major risk: "Quality suffers when speed takes priority."

The Cost of Poor Qualification Is Bigger Than the Fine

Operators still underestimate the operational impact of qualification failures. OQ issues rarely stop at a regulatory citation. The downstream effects often include idle crews, wasted truck rolls, rework, delayed projects, permit extensions, audit escalation, investigations, and increased scrutiny across operations.

The operational disruption tied to qualification gaps often dwarfs the civil penalty itself. Both former regulators repeatedly returned to the same principle: "Operators own the responsibility — even when contractors perform the work."

Compliance Is Not the Same as Safety

Perhaps the strongest statement from the webinar came from Jeff Wiese: "I don't think compliance should be our objective."

That comment wasn't dismissive of regulations. It was a recognition that compliance represents a negotiated baseline — not the ceiling for operational excellence. Many of the industry's largest incidents occurred at organizations technically operating within compliance frameworks, but lacking deeper operational visibility, engagement, or safety culture maturity.

The operators making the biggest strides today are focusing on real-time operational visibility, stronger safety culture, workforce engagement, contractor alignment, data integrity, and continuous improvement systems — not simply "passing the audit."

Safety Culture Is Becoming a Competitive Advantage

Wiese specifically warned against treating culture as a survey exercise or executive talking point. Culture becomes visible when frontline employees feel empowered to speak up, surface operational risk, challenge unsafe assumptions, share lessons learned, and participate in improvement. Operators who fail to build that environment often miss critical warning signs before incidents occur.

Control Rooms and Cybersecurity Remain High-Consequence Risks

Mayberry identified cybersecurity as one of the largest unresolved risks facing operators today: "We're just waiting for something to happen at some point."

His recommendation was direct: build operational resilience now, prepare for manual operations when systems fail, exercise contingency plans regularly, and ensure pipelines can continue operating safely even if SCADA systems are compromised.

PSMS Momentum Is Accelerating

Pipeline Safety Management Systems are moving from voluntary aspiration toward operational expectation. Recent PHMSA actions, including the 2025 Advisory Bulletin encouraging implementation of API RP 1173-aligned PSMS programs, have significantly increased pressure on operators to mature their systems and demonstrate continuous improvement.

The conversation is no longer "Should we adopt PSMS?" It's rapidly becoming "How mature is our system really?"

What's Next

The future belongs to operators that can identify operational risk before it becomes operational disruption. That requires stable, auditable systems, real-time qualification visibility, alignment between training and field practice, strong contractor oversight, frontline engagement, and continuous improvement discipline.

Sign up to receive future CLF event invites, follow-up Q&A, and industry updates from EWN and the Regulatory Advisory Group.

Strengthening Damage Prevention: PHMSA Pushes Operators Toward More Aggressive Excavation Risk Management

Thu, 30 Apr 2026 13:57:21 GMT

In its latest advisory tied to National Safe Digging Month, PHMSA is reinforcing a familiar message with sharper operational expectations: excavation damage remains one of the leading threats to pipeline safety, and operators need to tighten coordination, improve locating accuracy, and treat even "near-miss" events as integrity threats.

ADB–2026–05 does not introduce new regulatory requirements, but it clearly signals where PHMSA expects operators to raise their game—particularly in locator performance, stakeholder coordination, and post-damage response.

Why This Matters

Excavation damage continues to be a top cause of pipeline incidents across both gas and hazardous liquid systems. What stands out in this advisory is PHMSA's focus on execution quality , not just program existence.

Most operators already have damage prevention programs, 811 participation, and public awareness efforts in place. This bulletin goes further, emphasizing adoption of CGA best practices, enhanced locator training and oversight, proactive White Lining, speed and effectiveness of response to strikes, integrity verification after near-misses, and public awareness that actually drives behavior change.

PHMSA is also reminding operators of existing regulatory obligations under 49 CFR §§ 192.613 and 195.401, reinforcing that third-party excavation risk is a core component of required surveillance activities.

Move Beyond Compliance to Precision in Locating

PHMSA is explicitly pointing operators to CGA Best Practices. The expectation is that operators validate not just that locates are performed—but that they are accurate, timely, and reliable.

Operators should consider auditing locate accuracy rates (not just completion metrics), evaluating tolerance zone practices, and reviewing damage history tied to mis-locates.

Increase Training and Oversight of Locators

PHMSA is signaling concern around locator performance, particularly in high-growth areas. Operators should review and enhance training of internal and contractor locators, audit both internal and third-party locators, and ensure adequate time, staffing, and tools for accurate marking.

Push Pre-Construction Coordination Upstream

The advisory highlights two underutilized but high-impact practices: white lining excavation areas and pre-construction meetings for large projects. Operators should engage earlier in project planning and ensure excavators understand depth, pressure, and emergency protocols.

Rethink Public Awareness Programs

PHMSA is clearly raising expectations for public awareness effectiveness—not just outreach volume. Operators should expand beyond traditional communication channels, provide clear and actionable guidance on recognizing and responding to pipeline releases, and use performance metrics to evaluate effectiveness.

Treat Near Misses as Integrity Threats

One of the strongest operational signals in this advisory: if a pipeline is struck or scraped—even without a leak—conduct a thorough inspection. Mechanical damage can create latent defects that may evolve into future stress corrosion cracking or delayed failure. Operators should ensure clear procedures for post-strike evaluation and integration of these events into IM/DIMP/TIMP risk models.

Strengthen Patrol Effectiveness

PHMSA reinforces the role of patrols as a frontline defense against excavation damage, including identifying unauthorized excavation activity and ensuring that excavation activity does not pose a threat to the pipeline.

Final Takeaway

ADB–2026–05 is less about new requirements and more about raising the standard of execution across damage prevention programs. Accurate locates matter more than completed locates. Near-misses matter as much as incidents. Public awareness must drive behavior—not just check a box.

For operators, this is a good time to step back and ask a hard question: Is your damage prevention program truly reducing risk in the field—or just meeting minimum expectations on paper?

EWN Compliance Leadership Forum (Feb. 18th 2026)

Thu, 26 Feb 2026 18:38:00 GMT

Energy Worldnet (EWN) hosted the first-ever Compliance Leadership Forum (CLF) —a peer-to-peer space designed for candid, practical conversations about pipeline compliance and safety. Hosted by James Cross (Chief Experience Officer, EWN) , the session brought together more than 150 years of combined experience from former state and federal regulators and industry leaders.

Meet the panel

Kevin Speicher , Senior Regulatory Advisor, EWN; former Chief of Pipeline Safety, New York State Department of Public Service
Steve Allen , former Director of Pipeline Safety, State of Indiana; longtime PSMS advocate and former EWN executive
Alan Mayberry , former PHMSA Associate Administrator, now with Jana and serving on boards focused on advanced risk and geohazards
Jeff Wiese , former PHMSA Associate Administrator; former offshore operations leader; longtime safety management advocate

The tone was clear from the start: no judgment, anonymous questions, and a focus on what operators can actually do next.

PHMSA Advisory Bulletin: One-Hour Incident Reporting Requirement

Thu, 19 Feb 2026 20:59:00 GMT

PHMSA has issued Advisory Bulletin ADB-2026-04, reminding gas pipeline, underground natural gas storage (UNGS), and LNG operators that incidents must be reported to the National Response Center (NRC) at the earliest practicable moment — and no later than one hour after confirmed discovery.

PHMSA Advisory Bulletin: Pipeline Safety in Extreme Winter Weather

Fri, 13 Feb 2026 06:00:00 GMT

As extreme winter weather events grow more unpredictable and intense, pipeline operators face increasing challenges to maintaining system integrity. In Advisory Bulletin ADB–2026–03, PHMSA outlines practical steps owners and operators of gas and hazardous liquid pipeline facilities should consider to safeguard infrastructure during deep freezes, rapid thaw cycles, and associated geohazard events.

PHMSA Advisory Bulletin: Integrity Risks of Type A Repair Sleeves

Fri, 30 Jan 2026 06:00:00 GMT

The U.S. Pipeline and Hazardous Materials Safety Administration (PHMSA) recently issued Advisory Bulletin ADB–2026–02 to reinforce best practices for managing the integrity of Type A sleeves —a common repair method used on hazardous liquid pipelines.

PHMSA Final Rule on Class Location Changes for Gas Transmission Pipelines

Tue, 27 Jan 2026 13:39:00 GMT

Introduction:
On January 14, 2026, the Pipeline and Hazardous Materials Safety Administration (PHMSA) issued a final rule codifying a new compliance option for operators affected by class location changes on gas transmission pipelines. This rule marks a significant shift in how operators may address increased population density near pipelines, enabling continued operation without automatic MAOP reductions or pipe replacement—provided stringent conditions are met. This rule becomes effective on March 16, 2026.

New Advisory Highlights Risks to Older Plastic Gas Pipes in High-Heat

Mon, 26 Jan 2026 06:00:00 GMT

New Advisory Highlights Risks to Older Plastic Gas Pipes in High-Heat Environments

EWN Welcomes Kevin Speicher as Senior Regulatory Advisor

Mon, 05 Jan 2026 03:10:46 GMT

Decatur, Texas — January 5, 2026 — EWN today announced that Kevin Speicher will join the company as Senior Regulatory Advisor, further strengthening EWN’s strategic affiliations across the energy and utility sector.

Having most recently served as Chief of Pipeline Safety at the New York State Department of Public Service, a position he has held since 2012, Speicher is a widely respected industry leader and recipient of the National Association of Pipeline Safety Representatives (NAPSR) Lifetime Achievement Award. He is also an accomplished writer, speaker, and industry expert, known for advancing practical, high-integrity approaches to pipeline safety and regulatory oversight.

In his role at EWN, Speicher’s efforts will focus on EWN’s Regulatory Advisory Group, designed to further position EWN’s team for additional growth by deepening regulatory engagement, shaping industry conversations, and supporting current and future clients.

“Kevin’s leadership and steady, solutions-oriented approach have earned trust across the regulatory and operator community,” said Coleman Sterling, CEO of EWN. “This is a natural fit—his experience and perspective align with how EWN works and how we serve clients every day. Kevin’s addition reinforces the formidable regulatory and industry presence our team brings to the market.”

James Cross, Chief Experience Officer at EWN, added: “We’ve worked alongside Kevin in the industry and have routinely remarked how much we admire his approach—and how well it aligns with EWN’s vision for the future. He brings a rare combination of credibility, clarity, and collaboration, and we’re excited to welcome him to EWN’s team.”

Speicher has contributed to industry dialogue and collaboration through his engagement with organizations, including the National Association of Regulatory Utility Commissioners (NARUC) and the American Public Gas Association (APGA) Security and Integrity Foundation (SIF). He is a graduate of Syracuse University.

“EWN has built a reputation for delivering thoughtful, actionable guidance where safety, reliability, and regulatory performance meet,” said Speicher. “I’m excited to join the team and help advance EWN’s already-impressive support for operators, regulators, and industry stakeholders with practical solutions and forward-looking insight.”

About EWN

Headquartered in the Dallas/Fort Worth metroplex, Energy Worldnet (EWN) delivers compliance technology and workforce qualification solutions for 2,600 energy, utility, and infrastructure operators. For over 30 years, EWN has helped organizations strengthen regulatory readiness, reduce operational risk, and ensure qualified personnel perform covered tasks. Through experience-driven guidance and active engagement with industry standards bodies, EWN bridges regulatory expectations with real-world implementation, delivering operational excellence to operators across North America.

ASME B31Q 2025 is Here: What You Need to Know

Mon, 18 Aug 2025 17:00:00 GMT

The American Society for Mechanical Engineers (ASME) B31Q is a widely used standard in the natural gas industry. It provides pipeline operators with guidance on establishing an effective OQ program, identifying abnormal operating conditions (AOCs) and span-of-control (SOCs) ratios, qualification intervals, and more.

Noble Rock Software Announces Strategic Investment in Energy Worldnet to Advance Operator Qualification Software Platform

Tue, 01 Apr 2025 14:29:00 GMT

What Makes a Pipeline Task "Covered?" Unraveling the 4-Part Test

Mon, 20 Jan 2025 16:00:00 GMT

Ever wondered why backfilling on an active pipeline requires Operator Qualification (OQ), but backhoe maintenance does not? Or why leak investigation is a covered task, but exhausting leaked gas isn’t?

A Quick Guide to the Project Management Life Cycle

Mon, 09 Dec 2024 15:30:00 GMT

Whether you’re preparing to launch a new training program or integrating new technologies into your processes, having a bit of project management knowledge can make all the difference! In this quick guide, we’ll cover the project management life cycle, a fundamental process applicable to nearly all projects. The project management life cycle is most commonly organized into these five phases: initiation, planning, executing, monitoring, and closure.

Upstream, Midstream, Downstream: A Quick Guide to the Natural Gas Process

Mon, 14 Oct 2024 09:59:36 GMT

Whether you work in the oil and gas industry or not, you've probably heard the terms "upstream," "midstream," and "downstream" before. But do you know what they mean?

In a nutshell, these terms describe the different stages in the natural gas process, from its exploration and production (upstream) all the way to its delivery to the end consumer (downstream).

Let's take a closer look at each stage.

Upstream

The upstream stage is known as the exploration and production, or E&P, phase. At this stage, exploration companies attempt to locate natural gas reservoirs using geological methods and seismic surveys. After a potential reservoir has been located, production companies extract gas from the ground using drill rigs and wellheads. However, extracted gas contains many impurities, like water and hydrogen sulfide, that need to be removed. This is where field processing comes in.

Production companies transport gas from wells to a processing plant through gathering lines. Once at the plant, natural gas goes through a multi-stage process that removes impurities and treats it to meet regulatory requirements. Natural gas is "pipeline quality" when it is dry, meaning it is composed of mostly methane (70-90%) and negligible amounts of other impurities.

Midstream

After field processing, gas is sent to midstream companies who either transport it to local distribution companies (LDCs) or large customers or store it in special facilities. Both transporting and storing gas are part of the midstream stage, which involves intrastate and interstate pipelines, compression stations, any vehicles that transport product, and storage facilities.

Storage facilities for natural gas include depleted reservoirs, aquifers, and salt caverns. When these storage options are unavailable, natural gas can also be liquefied and stored in a specialized facility. Since liquified natural gas (LNG) has 600 times less volume, it is more efficient to transport and store.

Downstream

Downstream is the final stage of the gas production process and includes the distribution of natural gas to the consumer. Gas ownership is transferred from the producer or pipeline company to the LDC at the city gate or the end of a particular pipeline. LDCs are responsible for delivering gas to consumers through a distribution system. These systems use pipelines called "distribution lines," which are small steel or polyethylene (PE) pipes that deliver the product to end customers, such as businesses and homes.

Like what you read?

EWN is the most trusted provider of Operator Qualification (OQ) training and helps Operators meet their OQ and OSHA compliance needs. We have an extensive library of pre-written OQ courses. We also offer many other services, including custom content (training) to fit an Operator's specific OQ program needs.

If you liked this blog, you might also be interested in our History of Gas computer-based training (CBT), which covers the historical progression of natural gas from its discovery thousands of years ago to the modern-day processes.

New to EWN? Interested in more natural gas training? Contact us today!

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Surviving the Brutal Summer Heat: Adaptation Strategies in Oil and Gas

Tue, 23 Jul 2024 10:14:11 GMT

Summer is finally here. The season features long sunny and warm days. Right now, oil and gas industry workers face an inescapable risk: the scorching summer heat.

Even if you're familiar with working in the heat, its effects must be taken into consideration. Extreme weather can cause health and safety risks to workers in many outdoor industries, including oil and gas. Therefore, adapting to the weather conditions is crucial.

The summer heat can expose workers to various hazards. While the extremity of the temperatures can vary depending on location, the risks posed from the heat are normally the same.

Here are some of the steps that can be taken to improve working conditions in the heat.

Stay Hydrated: Weather in the summer is no joke. Encourage workers to drink a cup of water every 15-20 minutes, per Occupational Safety and Health Administration (OSHA) policies. Employers should also offer clean, filtered drinking water for workers while on the job. Encourage employees to stay away from fluids that cause dehydration like caffeine and energy drinks.

Dress Appropriately: Avoid clothes that absorb sun rays. Steer clear of dark colors such as black, navy blue, grey, etc. Instead, wear lighter colors, such as white and pastels. To avoid sunburn and reduce the risk of skin cancer, wear and reapply sunscreen and prioritize clothes that offer full coverage of your arms, legs, and the back of your neck. Additionally, dress in lightweight and breathable clothing to reduce the effects of heat exposure. In case of a fire, it is important to wear flame-resistant clothing. Depending on the specific task performed, workers may need additional specialized gear like harnesses or other heavy PPE. In this case, try not to keep heavy gear on for too long.

Take Breaks: Had enough of the heat? Not a problem, find the nearest shade. Put a wet towel around your neck, and cool off for 10 minutes. Employers should provide shaded areas for cooling down and allow workers to recover from excessive heat.

Awareness of Temperatures: Energy Worldnet provides training on being alert to surroundings. Workers must be able to acknowledge signs of dehydration and heat-associated illnesses. Monitoring weather temperatures and understanding the importance of hydration and recognizing signs of heat exhaustion can reduce the risk of health issues.

No doubt, there is no beating this summer heat. It simply just must be dealt with, but that doesn't mean there aren't strategies that can help lessen the downsides that come with it. Providing workers with training on recognizing heat-related illnesses, understanding the importance of hydration, and knowing when to take breaks can significantly reduce risks. When working out on the field remember to be alert at all times, avoid unprotected heat exposure, and recognize the signs of heat related illnesses. If you identify a hazard or get overheated, communicate with your supervisor and follow company policies and procedures.

New to EWN? Interested in our OSHA training? Contact us today!

Already a client? Click here or talk to your account manager for more details on how you can get started.

Benefits of a Healthy Sleep Schedule

Mon, 15 Jul 2024 12:12:27 GMT

How much sleep did you get last night?

The workplace can be dangerous. You need an awake and active brain to make sure that you can complete your duties and that everyone stays safe. In addition to helping you think more clearly, a healthy sleep schedule can improve your physical and mental health and lower your risk of serious health problems like heart disease and diabetes.

Just like your body needs food to run, your brain needs sleep to run. While you sleep, your brain repairs parts of itself so it can work properly. When you don't sleep for long enough, your brain won't have time to repair itself, which causes neurons to malfunction and negatively impacts your performance at work greatly. During sleep, your body also releases helpful hormones that repair injuries and cells, control your body, and digest food.

To ensure that their brain can work properly, adults should sleep between seven and nine hours per night. The CDC states that adults who get less than seven hours of sleep are more prone to or have more health issues than those who get more than seven hours. Not only does time contribute, but so does the amount of sleep cycles. Adults should have four to six cycles a night.

The average sleep cycle lasts about 90 minutes, and has four stages:

Non-rapid eye movement 1, or the transition into or out of sleep cycles
Non-rapid eye movement 2, or light sleep
Non-rapid eye movement 3, or deep sleep
Rapid eye movement, or when your brain becomes most active; this is where you get dreams from. This is also a part of deep sleep

Many people suffer from the effects of not getting enough sleep. According to the National Heart, Lung, and Blood Institute, 40% of Americans fall asleep during the day without meaning to. The American Academy of Sleep medicine states, more than 35% of Americans get less than the suggested amount of sleep, and 1 in 20 people have fallen asleep at the wheel.

Some ways to improve your sleep schedule is to:

Create a sleep pattern by going to bed and waking up at the same time every day
Turn the lights off at least 10 minutes before going to bed
Avoid taking naps during the day
Put away electronics anywhere from 30-60 minutes before going to bed
Read before bed to calm your mind
Avoid caffeine later in the day

If you still are struggling with sleep, you can try over the counter melatonin medicines. Melatonin is a chemical your brain produces when it's time to sleep to keep your circadian rhythm; it can often make you sleepy. If you are still having issues, plan a visit with your doctor, insomnia can be to blame. Remember, not all of these will work for everyone, and these are just some tips to keep in mind.

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Already a client?

Click here or talk to your account manager for more details.

Refining Mental Wellness: How Oil and Gas Companies can Improve Workers' Mental Health

Thu, 23 May 2024 13:26:06 GMT

Many factors greatly impact the mental health of working adults, like high workloads, poor working conditions, and other occupational stresses. This couldn't be more true for oil and gas employees, since workplace errors can have serious consequences and working conditions are often harsh. Employees who don't have access to mental health resources may experience missed work, lost productivity, and most importantly, deterioration of their mental wellbeing.

May is Mental Health Awareness month and now is a great time for oil and gas companies to assess the mental wellbeing of their workforce and take steps to improve it. Here's five steps you can take to improve mental health among your workforce.

Review Mental Health Offerings

Even if you already offer some mental health benefits, it's a good idea to review current offerings and ensure they meet the needs of your employees.

There are a variety of mental health benefits and offerings employers can give to their workforce. Establishing a mental health committee is one way to focus on mental health initiatives. These committees often review how well mental health programs are working, provide resources and information to employees, and promote awareness of mental health strategies. Many employers also have an Employee Assistance Program (EAP), which handles a variety of employee issues related to mental health, the workplace, and substance abuse. And if it is in your budget, consider having a mental health clinician, like a therapist, regularly visit or work on-site.

Normalize Conversations about Mental Health

If you already offer robust mental health benefits, that's great! But it's possible your employees don't know what benefits are available to them or how to access them.

To make sure your employees get the help they need, normalize conversations about mental health topics and resources. One great opportunity to do this is at new employee orientation. Since all employees go through orientation, it's a sure-fire way of reaching every employee in the company and letting them know what benefits are available to them. But it shouldn't stop there.

Managers and supervisors should also regularly check in with their team. These check-ins should give employees the opportunity to share how they're doing. Managers and supervisors should also regularly remind their team about what benefits are available to them.

All in all, normalizing conversations about mental health and benefits creates a workplace culture where employees aren't afraid to seek the help they need.

Offer Schedule Flexibility

When possible, offer schedule flexibility. With schedule flexibility, employees work their required amount of hours but at times when it works best for them, rather than being confined to a set schedule (like 9am-5pm). Many employees appreciate schedule flexibility since it allows them to do things that often conflict with a set schedule, like going to doctors' appointments or picking kids up from school.

Besides reducing stress by making it easier to accomplish personal tasks, schedule flexibility has the added benefit of improving productivity and helping employers with retention. Many employees consider schedule flexibility a workplace benefit they wouldn't want to lose.

Provide Breaks

Breaks are a great way for employees to briefly step away, refresh their minds and bodies, and overcome exhaustion. Ensure employees have regularly scheduled breaks that allow them to do what refreshes them, whether that's a short walk, meditation, stretching, or other activities.

Prioritize Work-life Balance

To many working adults, work-life balance is extremely important. Not having a healthy work-life balance can lead to excessive stress, burnout, and mental health issues. Fortunately, there are things you can do to improve work-life balance:

Don't expect employees to respond to work-related emails or messages outside of their work hours
Don't allow working outside a set schedule to become a norm
Ensure employees have adequate, uninterrupted time away from work

How can we help?

EWN is the most trusted provider of OQ training and helps Operators meet their OQ and OSHA compliance needs. We have an extensive library of pre-written OQ courses. We also offer many other services, including custom content (training) to fit an Operator's OQ program's specific needs.

But OQ and OSHA training aren't all we offer. We have a variety of professional development courses designed to bring out the best in your workforce. These courses focus on developing a learner's:

Communication skills
Leadership skills, including cross-cultural leadership
Emotional intelligence
Etiquette and overall professionalism
Time management

New to EWN? Interested in our professional development training? Contact us today!

Already a client? Click here or talk to your account manager for more details on how you can get started with our professional development suite.

Let's Taco 'Bout Communication

Wed, 22 May 2024 16:27:22 GMT

What is it about a large, satisfying meal that prompts us to lean back and sigh, either in satisfaction or in regret for having indulged too much? Consider the taco joint just down the road from my former workplace, where the servings were generous enough for three. Time and again, I told myself, "Ask for half, just half," yet every visit saw me failing to communicate this simple request, leading to the inevitable struggle with overindulgence. This recurring scenario isn't just a tale of culinary excess but a poignant metaphor for the essential nature of communication.

Communication seems straightforward, doesn't it? We have countless ways to connect—talking, writing, calling, texting, using Snapchat—the list goes on. Yet, with all these methods at our disposal, miscommunications are surprisingly common. George Bernard Shaw captured it best when he said, "The single biggest problem in communication is the illusion that it has taken place."

"The single biggest problem in communication is the illusion that it has taken place."

Reflecting on my 27-year tenure in the US Army, retiring as a Colonel before transitioning to the private sector, I recognized early on that communication is pivotal to success. Throughout my career, both in military and civilian roles, I have endeavored to impart the significance of robust communication practices. The absence of effective communication typically leads to a maze of problems.

Whether it's a misunderstanding, a mistake, or a more significant issue, a common thread links them all: communication—or rather, the lack thereof. It might be a failure to convey intentions clearly, an assumption of understanding, or misinterpreted body language. When we communicate, it is crucial not only to clarify our message but also to ensure that it is received as intended. As Stephen R. Covey once insightfully remarked, "Most people do not listen with the intent to understand; they listen with the intent to reply." This is why I've always advocated to my teams the principle that "You can't over-communicate."

Communication is akin to an ever-evolving painting, requiring daily effort and attention to each unique stroke. The way we speak to a toddler differs vastly from our interactions with a Fortune 500 CEO. It is incumbent upon us to carefully consider not only what message we need to convey but how best to convey it to ensure it is understood as intended. Everyone processes information differently; this diversity is what enriches human interaction but also complicates it.

Navigating the complexities of communication can be a source of frustration. Just when you think you've mastered it, a miscommunication occurs, throwing a wrench into well-laid plans. Miscommunication is an ever-present shadow, ready to undermine our efforts. However, by adopting a few simple strategies, we can minimize its risks.

Firstly, always provide complete and relevant information. Do not presume the other person knows what you mean; be explicit and intentional. Secondly, try to understand how the other person prefers to receive information. While direct, in-person communication often yields the best results by reducing ambiguity, sometimes we must rely on email, text, or other methods. Thirdly, foster an environment that encourages open and clear dialogue. If asking questions is met with ridicule, we cannot expect our team members to seek clarification. Lastly, champion active listening. Encourage everyone to repeat what was discussed to confirm understanding and clarify any discrepancies. As Friedrich Nietzsche once posited, "All misunderstanding in life comes from not knowing oneself well enough."

"All misunderstanding in life comes from not knowing oneself well enough."

I have always believed that effective communication is a fundamental pillar of society. It is the bedrock upon which we build environments of openness, creativity, and understanding. Without it, we are left to our interpretations, often misaligned with the intended message. If there is any lasting impression I hope to leave on my colleagues and teams, it is the undeniable value of communication: you simply cannot over-communicate; it's too important to overlook.

Don't Get Burned: Fire Extinguishers in the Kitchen and on the Jobsite

Fri, 26 Apr 2024 15:11:23 GMT

In my arms, I held my eight-month-old son. In my microwave, flames rose from an old potholder under a glass bowl of steamed carrots.

"The microwave is on fire," I shouted to my wife, who was out of the room readying our son's bath.

She quickly ran to the kitchen, which was already filling with smoke and foul smells.

Inside the microwave, the glass bowl audibly shattered.

What happened next was a blur. We worked together, unspeaking and efficient, like a SWAT team in sweatpants. I set my son down on his playmat in the living room, far away from the action in the kitchen. My wife grabbed our fire extinguisher from the pantry and passed it to me. She positioned herself to the side of the microwave door. I pulled out the fire extinguisher's locking pin. We locked eyes. She opened the microwave. I squeezed the trigger and the expellant struck the potholder and extinguishing the fire.

Looking back, this could have gone a lot worse. The fire was small and contained to the microwave. The casualties were an old potholder, a glass bowl, and some steamed carrots. Our household fire extinguisher was readily accessible and worked flawlessly.

Situations like this highlight the importance of keeping a fire extinguisher on hand, whether in a suburban kitchen or in the field working on a pipeline. In this blog post, we'll cover types of fire extinguishers, the importance of fire extinguisher inspections, and the PASS Method for extinguishing fires.

Types of Fire Extinguishers

All commercially available fire extinguishers are labeled A, B, C, D, or K to indicate the class of fire they can extinguish. Some extinguishers are capable of extinguishing more than one class of fire.

Class A Fire Extinguishers are for burning wood, paper, trash, and other combustible solids
Class B Fire Extinguishers are for fires that are burning flammable liquids, such as gasoline, solvents, and aerosols
Class C Fire Extinguishers are for electrical fires started by loose connections, damaged wire insulation, or overloaded electrical components
Class D Fire Extinguishers are for fires fueled by combustible metals like magnesium and titanium
Class K Fire Extinguishers are for kitchen fires like those fueled by cooking oils, like olive oil, butter, or bacon grease

What type of fire extinguisher do you have in your facility? What about in your home? It's worth checking to make sure you have the right fire extinguisher for the types of fires you might encounter.

Inspection

When my microwave caught fire, I was fortunate that my fire extinguisher didn't just match the fire type but that it also worked when I needed it most. Fire extinguishers in commercial facilities must be inspected regularly to ensure they'll work when needed, too.

When was your facility's fire extinguisher last inspected? What about the fire extinguisher in your home? Fire extinguishers should have a tag with a log on the handle. Inspecting a fire extinguisher typically involves ensuring that it's in good condition and that the pin is sealed to the handle (which indicates that the extinguisher has not been used).

PASS Method

PASS is a common acronym for remembering the basic steps for using a fire extinguisher. PASS stands for:

Pull the pin to unlock the extinguisher handle, which acts as a lever to release the expellant
Aim the extinguisher or hose at the base of the fire
Squeeze the extinguisher handle slowly while bracing yourself to counteract the force of the expellant
Sweep the expellant steadily across the base of the fire until the fire is extinguished

Finally, after the fire is out, watch the area for a few minutes to be sure the fire is completely out. Smoldering embers can sometimes reignite the fire.

Want to learn more?

Energy Worldnet offers computer-based training that can enhance your knowledge and safety on the worksite and at home.

New to EWN? Interested in more information on fire extinguisher safety? Contact us today!

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Energy Worldnet strives to be the most trusted provider of Operator Qualification (OQ) training and helps Operators meet their OQ and OSHA compliance needs. We have an extensive library of pre-written OQ courses and offer custom training content to fit an Operator's OQ program's specific needs.

More than Just OQ: How MP Technologies Utilizes EWN for Safety Culture

Fri, 26 Apr 2024 09:44:54 GMT

The dynamic and highly regulated nature of the energy industry means that keeping a large workforce compliant with safety standards and operator qualifications can be challenging. MP Technologies, a leading player in the energy sector, is one such company that faced this challenge.

With nearly 1,000 employees across multiple states and sectors and being connected to several large operators, MP Technologies needed more than a records manager. They needed a single tool that let them seamlessly create and deploy online training and easily track and report on the statuses of their many employees.

They found what they were looking for with Energy Worldnet (EWN).

Since first partnering with EWN in 2017, MP Technologies has found new and innovative ways that the EWN platform fits into their company safety culture. Now, it's become a critical component of how they track their operator qualification records and deliver safety training to their employees across the country.

"The EWN platform is our main database for all of our qualification and safety training," said Ward Westphal, the Training, Compliance, and Damage Prevention Manager of MP Technologies.

From creating safety training to tracking certifications with eCards, MP Technologies has discovered how integrating the EWN platform throughout their organization can simplify compliance management.

Flexing the Evaluation Authoring Tool

Despite working with other compliance management providers in the past, MP Technologies wasn't satisfied with their ability to quickly create and assign safety training to their workers. Other platforms required them to send training to the provider, forcing them to wait for the provider to upload the training. But with the Evaluation Authoring tool provided with the EWN platform, MP Technologies uploads, edits, and publishes training on their schedule.

"Most of our training is developed in-house, and a good percentage of them are material that I've developed myself," said Ward.

"The way we can add courses to the EWN system and pull them out ourselves is really quite good," said Ward. "I can just upload the course, see if it works, pull it out, and fix it—it's so much quicker than what we've used in the past."

Since they first started using EWN's Evaluation Authoring tool, MP Technologies has been busy creating and assigning more than 250 OQ and safety courses customized to the various states and regions they work in. And they've seen the benefits.

"Ever since COVID, we've used the EWN platform for the whole company for all of our onboarding and annual safety training," Ward said. "In fact, last year, we offered our employees the option to either come in to take their annual safety training live or do it 100% online through EWN. We found that most of them elected to do it online. So, this year we're going back to 100% online safety training."

Through EWN, MP Technologies can quickly respond to training needs, improving their efficiency and increasing overall employee satisfaction. What's more, they can be confident that any training they upload is automatically tracked through EWN's reporting features.

"The online trainings also feed right into the recordkeeping, so we can just add new trainings as we need them and be confident that the tracking is immediate."

Making Workplace Credentials Accessible

With so many employees across the country and so many OQ and safety training modules, automatic reporting functionalities are critical for MP Technologies. For Ward—who manages the training for employees across the Midwest, Texas, Montana, and California—it's important to know, in real time, who has and hasn't completed their training.

Fortunately, the EWN platform makes it easy to access workplace credentials through its robust reporting features.

"The recordkeeping side of the EWN platform is really what our company sees as the biggest value," Ward said. "We can download standardized reports for everybody, whether they're taking OQ or safety training. And if we need information about an employee or there's an incident, we can run the reports to show they are trained. Without EWN, we wouldn't be able to pull that off."

With the EWN platform, MP Technologies can view and export information whenever they need to and rest easy knowing it's accurate and up to date. Administrators can see a high-level overview of their employees using the Executive Dashboard or drill deeper into the activities, qualifications, and completion rates of their individual employees using the Status and Activity reports.

EWN—A Full Safety Management Platform

Like many companies, MP Technologies faced a common problem: Not only did they need a platform to house their OQ records, but also one that could deliver their safety training and evaluations. On top of that, the problem for MP Technologies was heightened since only 120 of their 1,000 employees required OQ—the remainder needed annual safety training to cover topics from ladder safety to defensive driving.

But rather than juggle between two different platforms, they found that they could successfully leverage the EWN platform to meet all of their training and evaluation needs.

"We can document our safety training and evaluations right in EWN just like we do for our OQ evaluations," Ward said. "So, the trainers and evaluators for our safety material can go in and complete their assignments as if they were one of our OQ evaluators."

MP Technologies found that the EWN platform could be a single source for both OQ and safety training, and that its Evaluation Authoring and reporting features could work together seamlessly as a key part of the company's safety management program. Instead of pulling multiple reports and training on multiple platforms, they could lean on the EWN platform.

"Our people are really impressed with how it all works together."

Safety Moment: Buzz Off! Staying Safe from Biting and Stinging Bugs

Tue, 02 Apr 2024 14:59:46 GMT

As the weather gets warmer, pipeline workers across the United States face a small but perilous threat: biting and stinging bugs.

Although often overlooked, these tiny creatures can pose health and safety risks to workers in our industry.

When working in areas known to shelter dangerous bugs, prioritizing safety is essential .

Bugs can expose workers to several specific hazards. While dangerous biting or stinging bug species will vary depending on the region, the hazards associated with bugs are generally the same.

Here are some of the most common hazards workers are exposed to:

1. Diseases

Ticks , common in wooded and grassy areas, are among the most dangerous bugs in the US. Workers risk contracting Lyme disease and other pathogens if bitten by a tick.

Another common disease-carrying bug is the mosquito, which can carry diseases such as the West Nile virus and Zika virus .

Furthermore, some species of biting flies (e.g., sandflies) may infect workers with parasitic pathogens .

2. Allergic Reactions

Although mildly venomous insects, like most species of ants, wasps, and bees, can be nuisances, they generally do not pose a significant risk to most workers. However, some workers may have life-threatening allergies to these insects.

The behavior of these insects will vary depending on the species, but there are some common traits between them. For example, most ants nest in the ground, posing a hazard in areas where workers walk.

Wasps and bees, on the other hand, build their nests on or inside trees or human-made structures.

3. Dangerous Venom

There are two types of spiders in the United States that have venom and can cause severe harm : the black widow and the brown recluse spider.

Black widow spiders may hide in sheltered areas of facilities, equipment, and debris piles where workers may reach without looking.

Brown recluse spiders, which are a less common risk, may still hide in sheds and old shoes or clothing.

Even though most other venomous bugs in the US are generally non-lethal, some species could still cause significant pain or distress , such as certain species of scorpions, stinging caterpillars, and highly venomous wasps and ants.

Don't Let Them Bug You: Prepare for Bug Season

As more biting and stinging bugs emerge with the new season, there are many safety precautions workers can take. Start by familiarizing yourself with the types of harmful biting and stinging bug species in your region and wearing protective clothing accordingly.

If you have an insect allergy, bring appropriate first aid, such as antihistamines and an epinephrine auto-injector, to the job site.

When working on the field, always remember to take special care to identify and avoid any webs, nests, swarms, and other signs of dangerous bugs, and watch where you step or reach .

If you recognize a hazard or get bit or stung, communicate with your supervisor and follow emergency procedures if necessary.

EWN offers OSHA courses designed to ensure workplace safety , with references to applicable 29 CFR 1910 regulations. Looking to keep your staff safer on the job site? Click the button below to get your journey started with Energy Worldnet!

Get Started

Disagreement Doesn't Equal Disrespect

Tue, 19 Mar 2024 09:22:38 GMT

How many times have you had a disagreement with a co-worker?

Probably a lot, and you're not alone. It happens to all of us.

And you know what, it's okay.

It's healthy to have disagreements. Having disagreements in the workplace breeds new ideas, new friendships, and new ways of solving problems. But unfortunately, a workplace disagreement too often leads to disrespect, and that's not okay. Disrespect in the workplace leads to passive-aggressive behavior, dysfunction, and ultimately lost production.

My five decades in the workforce have taught me many things, but arguably the biggest lesson I've learned is that disagreement doesn't equal disrespect. Respect for one another is the cornerstone of any good relationship. Without respect, there isn't trust or a free exchange of ideas, which leads to stagnation. Most would agree, we should obviously have respect for one another. But if this idea is so obvious, why does disrespect happen so much in the workplace?

I believe the biggest reason for disrespect due to disagreements comes from our insecurities.

No one wants to be wrong. No one wants to have an idea dismissed or not taken seriously. When we are in disagreement with co-workers, we are trying to get some point or some message across to our counterparts, but they are not in agreement with us.

Far too many times, we as individuals feel disrespected in these moments.

"How can they not see it my way?"

"What are these people thinking?"

"Their idea is terrible."

And there isn't anything wrong with those thoughts. But it's wrong when we allow ourselves to become offended by someone not seeing it our way. Healthy dialogue isn't forced, it's about listening, honesty, and being secure enough in your ideals and beliefs not to be offended because someone disagrees with you.

Dwight D. Eisenhower once said, "By mutual respect, understanding, and with goodwill, we can find acceptable solutions to any problems which exist or may arise between us."

Respect doesn't have an expiration date; it doesn't come with conditions or requirements—it comes from within each of us. Respect is organic and it's pure.

As leaders, it's this understanding that we must pass on.

It's our responsibility to teach confidence, look for differences and learn to leverage them and turn our and others' insecurities into opportunities.

Want more?

Join John's upcoming Webinar 'Leadership and You' to learn about the importance of leadership, creating a positive work environment, handling workplace disagreements, building trust and respect, and leveraging insecurities for growth and learning.

Written by Col John Olshefski

John is a titan in the energy and natural gas industry. Having served as the Chairman of the APGA, long-time leader at Huntsville Utilities, and other impactful industry roles. John loves to speak, write, and chat about leadership and all things relating to utilities and the energy industry.

Want to see more of John? Check out the multiple times he has been a guest on Coffee with Jim & James !

Strategies for Attracting Skilled Workers in the Oil and Gas Industry

Fri, 16 Feb 2024 15:08:17 GMT

The oil and gas industry has faced adversity in developing and retaining a talented workforce in recent years. According to an article by Clifford Krauss from The New York Times , the oil and gas industry declined over 20% since 2016 (roughly 700,000 employees).

So, what's going on?

Well, a myriad of things, most of which are outside our control. Recent geopolitical events, technological developments, and environmental concerns have not only directly affected extreme rises and falls in oil and gas prices but also modern hiring practices and the negative public image of our industry.

These different challenges have only caused talent attraction and retention to become more difficult. However, there are ways we can attract, develop, and retain a qualified and experienced workforce.

Some concerns in our industry that affect employee attraction and retention include the following:

Better opportunities elsewhere
An aging and disinterested workforce
Environmental concerns

Let's address them.

Better Opportunities Elsewhere

The oil and gas industry encompasses many blue- and white-collar jobs, and their talent is highly sought after and transferable to many other industries. Additionally, online job boards and social platforms like LinkedIn have made it significantly easier for workers to job hop and recruiters to poach talent.

Nearly 80% of workers in oil and gas-related positions have been approached by recruiters within the past year, according to the 2023 Global Energy Talent Index (GETI) Report. The same report states that 85% of the oil and gas workforce has considered transferring to another role outside the industry for career progression, job stability, and innovation.

Solution for Retaining Workers

According to the 2023 United States Energy and Employment Report released by the Department of Energy (DOE), the top three reasons recruiters had difficulties hiring in our field include the following:

45% — Insufficient qualifications (including certifications and education)

41% — Competition and small applicant pool

31% — Inability to provide competitive wages

The main concern for our industry is that we lack qualified individuals to perform needed tasks . This is because qualified individuals are being poached by other industries, including those related to energy (such as mining and extraction, renewable energy, and petrochemicals).

Offering more incentives for personnel to stay can help prevent them from leaving. The 2023 GETI report states that the top two influencers of job satisfaction were pay and benefits. Specifically, offering retention bonuses and perks to employees who reach certain milestones could positively influence loyalty and commitment to their company.

But what can you do if providing competitive wages and benefits is impossible because of economic restraints? Consider instead offering some lesser-costing incentives like more flexible work hours, extra vacation hours, or remote work opportunities.

Ever since the 2020 lockdown, maintaining a balance between work and personal life has been an increasingly important factor for employees in all industries. However, for oil and gas specifically, nearly 50% of oil and gas workers find their jobs exhausting, and 39% of them are frustrated with their work. Flexible working conditions can drastically reduce burnout, increase productivity, and create a healthier working environment.

An Aging and Disinterested Workforce

As previously stated, insufficient qualifications and education were the top reasons for the difficulty in hiring employees in fields relating to training, distributing, and transporting fuels. While job hopping and poaching are partially to blame, another factor is the skill gap between laborers leaving the workforce and those entering it.

Fortunately, the natural gas sector has a pretty healthy age demographic compared to other energy sectors. Currently, the composition of the natural gas workforce is:

People aged from 18 to 29 years make up 32%
Those ranging from 30 to 54 years make up 48%
Individuals who are 55 years and older account for 20%

However, 56% of the overall workforce has less than ten years of experience . If including engineers and line workers, that number is 60%.

Between 2021 and 2022, there was a 24.1% increase in jobs in the natural gas industry . Yet, the overall count of fuel sector jobs, which includes petroleum, natural gas, and biofuels, stood at 1,031,799, which is 117,094 less than the 2019 total of 1,148,893, as reported by the Department of Energy (DOE).

Inflation, material costs, and other supply chain issues have diverted costs and resources previously used for training and recruiting workers. As a result, workers for qualified positions are in such high demand that it takes longer to fill job roles.

Solution for Aging Workforce

To address the lack of qualified workers in our industry, we need to put more effort into developing and improving training and mentorship programs. In particular, companies should develop processes for obtaining and documenting unwritten knowledge from workers projected to retire within the near future.

One way to implement this strategy is to train and incentivize those workers expected to retire to become teachers or mentors.

Training and knowledge transfer can be as formal or informal as you want to make it. These styles of training encourage cross-generational collaboration between all age groups.

Formal training can include:

Classroom training
Formal mentorship programs
On-the-job training
Opportunities for continuing education
Or other similar methods

Informal training can include:

Lunch and learn opportunities
Setting time aside for open discussions on tasks
Reverse mentoring sessions where less experienced workers can share their knowledge that their mentors might not know
Discussing emerging technologies and trends related to their job

Environmental Concerns

Historically, higher educational interest in petroleum engineering and similar fields relating to oil and gas fluctuated accordingly with its price.

Because many oil and gas-related jobs are cyclical, workers entering or remaining in the field often experience these rises and falls. This means as oil prices increase, so do pay, benefits, and job opportunities. Likewise, as they fall, there are more layoffs because there's less need for workers to drill, transport, or perform other activities.

Currently, at the beginning of 2024, oil prices are high, and the industry is expected to have a promising year. However, newer generations (specifically Gen Z and Millennials) feel less inclined to pursue these careers despite the chance for significant salaries. This is because the younger workforce is becoming more conscientious of climate change and job security concerns.

"Climate quitting" refers to workers quitting their jobs because of perceived negative environmental impacts caused by their careers or industry. Though extreme, some workers already in our field are outright leaving to pursue other interests. More commonly, however, is the increasing shift from petroleum and fuels to renewable energies.

Besides environmental interests, many renewable energy companies can receive government incentives (like grants, rebates, and tax credits) with the goal of reaching net zero emissions by 2050. Additionally, many of these companies are relatively new but fast-growing start-ups with the opportunity to create new markets and economic growth.

This can be appealing to workers of all skill levels in oil and gas. Experienced workers have highly sought-after and transferrable skills, while less experienced workers are entering a relatively newer market with opportunities for quicker vertical job growth since the starting point is relatively even.

Solution for Environmental Concerns

Although renewable energies do not threaten the oil and gas industry, there is growing competition. Clean energy jobs in all sectors grew 3.9% or 114,000 people compared to the fuels sector alone, which experienced a 13.6% or 123,377 growth.

According to former leadership member of Chevron Barbara Burger, oil and gas companies must communicate their energy transition strategies better. This can include implementing carbon capturing and storing strategies, developing more efficient processes that eliminate emissions, and branching out and investing in other energy sectors or technologies.

To that end, chances are your company is already taking preliminary actions to reduce greenhouse gas (GHG) emissions. To better hire or retain workers that may be climate conscientious, it may help to develop and communicate your company's vision, mission, policies, or priorities that address sustainability and environmental concerns.

This can include highlighting any research or development, providing information on carbon-reducing procedures or technologies, or including performance metrics. Openly providing this information and periodically addressing updates on strategies used for progressing toward sustainability and reducing environmental concerns could help retain employees or attract new ones.

Conclusion

The challenge of attracting, developing, and retaining talent in the oil and gas industry remains a complex situation with no singular answer. However, addressing and acting against problems like better employment opportunities, aging or disinterested workers, and environmental concerns can help bring solutions or prevent future issues.

To help prevent workers from transitioning to other industries or fields, consider offering competitive wages, benefits, and other incentives. However, when economic constraints limit pay incentives, quarantine has shown the importance of non-pay incentives, such as allowing for more flexible work arrangements or improving work-life balance policies.

Additionally, our industry needs to focus on and develop training and mentorship programs that can effectively transfer knowledge from experienced workers expected to retire to younger generation employees.

As a whole, our industry needs to communicate energy transition strategies better to address environmental concerns. However, it is up to the company to develop and communicate its vision, mission, or other strategies that address sustainability and environmental concerns.

Doing so may help retain and attract employees.

Written by Richard Bogdan , EWN Technical Writer

Unveiling the Essence of Leadership: What 'Right' Truly Looks Like

Thu, 01 Feb 2024 10:08:43 GMT

What Does 'Right' Look Like?

Is it a color, a smell, a feeling? What?

What if I asked what does wrong look like? That question is a little easier to answer. Wrong looks like something that isn't right.

In leadership, it's often easy to point out when someone did something wrong. Anyone who has ever led employees knows that when something goes wrong, someone is waiting to tell you about it.

But when something goes right, it's not quite the same.

We've all heard the saying, "Don't make the same mistake twice," because mistakes are easy to see; they are wrong.

After spending 27 years in the US Army and retiring as a Colonel, I started a second career in the private sector. During my military career, we always had a blueprint for knowing what right looked like. It was regimented, documented, drilled into everything we did.

Excellence was the standard, and everyone knew how to get there because we could 'see' it.

It's what we trained to.

It was just right .

Transitioning to the private sector, I quickly learned that my new employees were some of the best I had ever led. But with one very big difference.

No one knew what right looked like.

I even had a hard time explaining what right looked like to my new team.

In the private sector, right wasn't written down. We didn't have daily training on how to do things. Somehow things just got done. Leadership isn't just about getting things done, that's management.

A leader is responsible for the growth and development of those under their charge. It's teaching people how to think for themselves, identify a problem, and implement solutions to overcome them. Leaders provide opportunity, resources, and mentorship so everyone we lead knows what right looks like.

And this isn't new information. In fact, you can cite multiple sources that validate this very concept. Reflecting on this, I'm reminded of Jim Collins' insight in Good to Great about getting the right people on the bus and then figuring out where to drive it. In the military, the bus was already moving, and everyone knew their seat. In the private sector, it's like playing musical chairs on a bus that's swerving through traffic.

Whether I was leading a soldier or a civilian, the commonality was always the people. As expressed by renowned author John C. Maxwell in his impactful book The 21 Irrefutable Laws of Leadership , "Leadership is influence, nothing more, nothing less." As highlighted by Simon Sinek in his renowned book Start with Why , "Leadership is no different when it comes to defining 'why.' People don't just buy what you do; they buy why you do it. It's the 'why' that defines right in leadership—the compass that guides us to our destination."

That's what 'right' looks like to me. It's about influencing people positively, helping them discover their own path to right.

So, while I may have swapped my uniform for a business suit, the essence of my role hasn't changed. It's about igniting that spark in people and watching them become beacons for others. It's not about rigid protocols. It's about mentoring and guiding, and sometimes stepping aside to let others shine.

In the end, whether in the military or the natural gas industry, 'right' is about fostering an environment where people can grow and lead.

It's about laying the groundwork for success, not just for the immediate mission, but for the future leaders who will someday step into our shoes.

Striving for this kind of right—not just doing things right but doing the right things—is what leadership is all about.

And let me tell you, when you nail it, it's not just good, it's great!

Want more?

Written by Col John Olshefski

Want to see more of John? Check out the multiple times he has been a guest on Coffee with Jim & James !

Baby Boomers to Zoomers: How Each Generation Prefers to Learn

Mon, 08 Jan 2024 11:56:43 GMT

(+ How this Information can Improve your Training Programs)

In today's workforce, as many as 60+ years or 3+ generations may separate the youngest employee from the oldest in any given company. Each new generation experiences unique changes to societal norms, historical events, and technological advancements.

It's no wonder, then, that each generation has specific learning preferences.

You might be wondering, "Am I using training methods that are effective for my audience?" Certainly, being aware of a generation's preferences will help you reach or engage large audiences that include multiple age groups. But while this blog post highlights the learning preferences of each generation, you should still keep one thing in mind: Everyone is unique and may have preferences outside their generation's norm. For example, factors like culture and access to technology affect how an individual prefers to learn.

For these reasons, it's always best to review the needs of each person to ensure your training meets their preferences.

What are the generations?

Generally speaking, a generation is a collective group of people born and living through a specific span of time. Research and analysis of generations has revealed how unique events, attitudes, or technologies in history have shaped the people of that time. This is how the generations we know today, like the Baby Boomers or Millennials, are determined.

Today's workforce primarily consists of the following generations:

Baby Boomers or " Boomers " (born 1946-1964)
Generation X (born 1965-1980)
Generation Y or " Millennials " (born 1981-1996)
Generation Z or " Zoomers " (born 1997-2012)

Baby Boomers (1946-1964)

Baby Boomers were born in the postwar era following World War II. During this time, the birth rate notably increased, which is often called a "baby boom." Because of the sharp increase in births that defined this period, this generation would eventually become known as the "Baby Boomers."

Baby Boomers typically embrace organizational hierarchy and structure and are thought to be very loyal to their employers. In general, this generation did not have access to new technologies or the internet. However, they have experienced these innovations and how these technologies have shaped life today.

While some within this generation embraced these changes, others avoided them, leading to a limited understanding of the modern digital world.

For your Baby Boomer learners, consider including more of the following in your training program:

Verbal and face-to-face instruction and communication
Interactive social learning opportunities
Formal, structured learning environments with clear, well-defined learning objectives

Generation X (1965-1980)

Generation X (or Gen X) grew up in a time where dual-income households were increasing, and both parents worked outside the home. This meant that, as children, many came home after school to empty homes and used a key (or latchkey) to unlock the door. This generation is sometimes called "latchkey kids" for that reason. This generation also typically values work-life balance, likely because of their parents' work habits.

Because of their independence at a young age, it's believed many Gen Xers are self-reliant and value autonomy.

For this reason, consider including these in your program:

Online training options
Hands-on learning and self-paced exploration
Specific learning objectives and progress tracking

Generation Y or Millennials (1981-1996)

Generation Y individuals are most often referred to as Millennials and are believed to make up the majority of today's workforce. Millennials are considered "digital natives" since things like the internet, cell phones, and social media gained popularity during their lifetime.

Millennials are typically comfortable with technology and often prefer blended learning experiences that combine e-learning modules, interactive digital content, and opportunities for collaborative, social learning. In general, they value learning opportunities, desire growth and career planning, and appreciate feedback.

For your Millennial learners, consider adding these to your program:

More group activities and social learning opportunities
Regular feedback and recognition for efforts
Technology and digital platforms

Generation Z or Zoomers (1997-2012)

Generation Z (or Gen Z) includes some of the youngest individuals in today's workforce. Gen Z individuals are also sometimes called "Zoomers" as a play on words to the "Baby Boomer" generation. Gen Z is defined as being the first generation to grow up with both the internet and portable technology. Like Millennials, they are considered "digital natives" and are very comfortable with technology. However, Gen Zers are generally thought to have shorter attention spans because of their early exposure to technology and digital lifestyle.

Gen Zers are typically highly adaptive to online and digital learning. They also favor bite-sized, visually engaging content, including gamified or interactive learning.

For your Gen Z learners, consider these for your program:

Individualized and personal learning experiences
Hands-on learning opportunities
Peer-to-peer learning through internet forums, social media, and online communities
Adaptive learning platforms and customizable training options
Interactive or gamified training elements

Want to learn more?

Energy Worldnet strives to be the most trusted provider of Operator Qualification (OQ) training and helps Operators meet their OQ and OSHA compliance needs.

We have an extensive library of pre-written OQ courses and offer custom training content to fit the specific needs of each Operator's OQ program. Generational differences in learning preference is one of many things covered in our Master Trainer Development Program (MTDP).

While geared to trainers in the oil and gas industry, MTDP is for any trainer.

Besides generational learning preferences, MTDP covers:

Different learning theories and training styles
How to create a positive learning environment
How to develop effective learning objectives
Needs assessments and data collection

New to EWN? Interested in our Master Trainer Development Program?

Already a client?

Click here or talk to your account manager for more details.

Michaela Causey, EWN Technical Writer

7 Ways Professional Development Training Strengthens Your OQ Program

Tue, 14 Nov 2023 14:01:20 GMT

What is Professional Development?

It's no secret that today's business landscape is more competitive than ever, and many employers are seeking new ways to rival their competition while still meeting their workforce's needs for personal growth.

Investing in employees' professional development is one way employers today are gaining an edge over their competition. More and more, employers are realizing that professional development training yields both financial benefits for them and personal benefits for their workforce.

So What Exactly is Professional Development?

In a broad sense, professional development is continuing education and training that provides an individual with the necessary skills needed for their current or future position. Employees seek professional development opportunities to grow their knowledge in a certain area and learn new skills for the work they do.

Professional development opportunities can range from returning to school to completing a new certification to taking training focused on specific skills. Professional development also includes the development of interpersonal skills, which are skills related to how we interact with each other.

But how does professional development training benefit pipeline Operators?

Without a doubt, technical skills are extremely important for the safety and efficiency of your operations. But don't overlook the benefits of training your workforce's interpersonal skills.

Interpersonal skills are the skills individuals use to communicate, interact, and collaborate with one another. These include active listening, empathy, negotiation, conflict resolution, and more. With the help of professional development training, employees can improve their interpersonal skills.

Here are just seven of the many ways professional development training can benefit your OQ program and create a more skilled workforce.

1. Better Conflict Resolution

A team that knows how to communicate and work together is less likely to have conflicts to begin with. On top of that, when conflicts do arise, a team with developed interpersonal skills can work better together to quickly find common ground or a solution to their conflict. This can ultimately result in less work for supervisors or human resources mediating conflict.

2. Development of Leadership Skills

Most everyone has heard the adage, "Communication is key." While this principle holds true in many situations, it's especially so when it comes to teamwork. A team that can effectively communicate with one another is a team that is generally more productive and experiences less conflict overall. Professional development training can help employees develop communication skills critical for effective teamwork.

3. Better Communication

4. Team Cohesiveness

A cohesive or unified team has more trust in one another and can lean on each other during hardships. A cohesive team that fosters trust is also crucial for increasing workforce safety — when team members trust each other, they may feel safer speaking up about a problem. In other words, team members may feel safer reporting potential hazards, even if they are unsure the hazard is an actual problem. If working in a team that lacks unity or trust, they may not speak up about a perceived problem for fear of being made fun of or ridiculed.

5. More Innovative Solutions

Problems are inevitable in the field, and sometimes, the solutions aren't always obvious. When team members feel safe sharing their ideas, more innovative solutions are brought to light. Innovative solutions often mean less time, money, or resources spent fixing problems. However, team members may feel unsafe sharing their ideas when a team lacks trust or open-mindedness. Professional development training can teach learners the interpersonal skills necessary for promoting trust among team members.

6. Increased Productivity

Teams that can effectively work together spend less time arguing. That means more time is spent focused on completing the task at hand. Increased productivity means projects stay on track or require less time to complete, maximizing work output.

7. Increased Retention

Perhaps the one benefit employers appreciate the most from providing professional development training to their workforce is higher employee retention rates. Between the costs of onboarding and training new hires, as well as the loss of production and reduced performance while new employees are trained, turnover presents a big expense to many employers. Employees who feel like their company invests in them are more likely to stay with their employer. This means fewer expenses eating into your operating costs.

How can EWN help?

Energy Worldnet is known for being one of the most trusted providers of OQ training and helping Operators meet their OQ and OSHA compliance needs. We have an extensive library of pre-written OQ courses. We also offer many other services, including custom content (training) to fit an Operator's OQ program's specific needs.

But OQ and OSHA training aren't all we offer. We have a variety of professional development courses designed to bring out the best in your workforce. These courses focus on developing a learner's communication skills, leadership skills including cross-cultural leadership, emotional intelligence, etiquette and overall professionalism, and time management.

New to EWN and interested in our professional development training? Contact us today! Already a client? Click here or talk to your account manager for more details on how you can get started with our professional development suite.

Unlocking the API 1169 Test: Your Pipeline Inspection Passport

Fri, 04 Aug 2023 14:19:17 GMT

Welcome to the world of API 1169!

If you're eager to explore the realm of Pipeline Construction Inspection, you've come to the right place. This blog post will provide a comprehensive explanation of API 1169. It will cover the process of signing up for the test, passing the exam, and ultimately becoming a certified safety superstar.

What is API 1169 and How to Sign Up

API 1169 is a prestigious certification managed by the American Petroleum Institute (API). It is specifically designed for Pipeline Construction Inspectors, offering a golden opportunity to enhance your career in pipeline safety. To embark on this journey, you must meet the API's qualification and work experience requirements .

To sign up for the API 1169 test, head over to the API Application Portal . Ensure you check the full list of inspection experience needed to qualify for the exam, as it will help you determine your eligibility. Don't miss this chance to become a certified Pipeline Construction Inspector and pave the way for a fulfilling and rewarding career.

Preparing for the API 1169 Exam

Acing the API 1169 exam requires solid preparation and a thorough understanding of the API-1169 Pipeline Construction Inspector Body of Knowledge . This guide covers the most important topics in the exam, giving you the essential knowledge areas to focus on.

For an extra advantage, enroll in our exclusive EWN Pipeline Inspector Training Program . Our training materials, study tips, and mock exams will equip you with the confidence to tackle any challenge the exam presents. Plan your test date effectively with the 2023 and 2024 API 1169 Testing Schedule to ensure you are adequately prepared.

If you can't make an in-person exam, you can now schedule a remote exam here .

2023 API 1169 Testing Schedule

August 11 - September 1, 2023 (Registration Deadline: June 9, 2023)
December 1 - 22, 2023 (Registration Deadline: September 29, 2023)

2024 API 1169 Testing Schedule

April 5 - 26, 2024 (Registration Deadline: September 29, 2023)
August 9 - 30, 2024 (Registration Deadline: June 7, 2024)
December 6 - 27, 2024 (Registration Deadline: October 4, 2024)

What to Expect on the API 1169 Exam

Knowing what to expect on the exam day is essential for success. The API 1169 exam is a 3-hour computer-based test with a total of 115 questions. Only 100 of these questions receive scores, while the remaining 15 serve as pretest questions. Click here to learn more about what to expect on exam day.

Be prepared to demonstrate your expertise in various areas, including general onshore pipeline construction inspection, inspector responsibilities, personnel and general pipeline safety, and environmental and pollution control.

API 1169 Practice Test

To familiarize yourself with the exam format, take advantage of the API 1169 Practice Exam before the test day. The tutorial will provide a brief overview of the computer-based testing experience.

Congratulations, safety heroes! By becoming a certified Pipeline Construction Inspector, you're now equipped to play a crucial role in enhancing pipeline safety . Your dedication to safety and excellence will undoubtedly make a lasting impact in the pipeline industry. With your knowledge in API 1169 and understanding of PSMS principles, you're a vital part of the industry's commitment to safety and integrity.

Embrace this certification journey with confidence, knowing that your API 1169 certification is more than just a title. It symbolizes your commitment to ensuring the safety and integrity of pipeline systems. So, go forth and conquer the API 1169 exam with vigor. Let's work together to create a safer and more secure future for the industry.

What Is OQ Training?

Fri, 04 Aug 2023 13:59:35 GMT

You might have heard the term OQ training but don't know exactly what it is. So, let's talk about it, what it is and why it's important, and the different facets surrounding it. Energy Worldnet is here to help.

OQ is the abbreviation for Operator Qualification. Energy Worldnet's OQ training libraries contain courses and performance evaluations developed by education professionals and industry subject matter experts to help pipeline operators meet state and federal Operator Qualification requirements found in 49 CFR Part 192, Subpart N and 49 CFR Part 195, Subpart G.

What Is Operator Qualification Training Used For?

OQ training is designed to provide an individual with the knowledge necessary to perform covered tasks. Testing assesses whether that individual possesses the required knowledge. Performance evaluations determine whether the individual possesses the required skills and ability to perform assigned covered tasks. All in all, OQ training, testing, and performance evaluations assess an individual's knowledge, skills, and abilities.

What Are Covered Tasks?

State and federal codes define covered tasks. In federal code, the "four-part-test" applies. Many states have their own definitions of covered tasks, and operators sometimes have created even more covered tasks than would be required by state and federal codes.

Does Computer-Based or Web-Based Training Comply With the OQ Rule?

According to the Pipeline and Hazardous Materials Safety Administration (PHMSA), it does! In response to the frequently asked question of what role web-based or computer-based training plays in complying with the OQ rule, PHMSA states:

Operators may choose the type and method of training; computer-based and web-based training represent two permissible choices available to operators. Training must address an operator's pipeline system characteristics, equipment, and procedures. See 64 FR at 46863. Training programs and methods may be reviewed by regulators during inspections.

An important part of PHMSA's above response is that training must address an operator's pipeline system characteristics, meaning off-the-shelf training used for OQ may not always meet every operator's needs. EWN is equipped to build custom training content to help you include training to address your company's unique needs.

Who Monitors Operator Compliance?

The PHMSA's Office of Pipeline Safety is the entity responsible for monitoring operator compliance. They do this by performing program and record inspections, as well as field inspections of the pipeline operator's facilities and certain construction projects. PHMSA also performs inspections of the operator's management systems, processes, and procedures and investigates accidents and incidents.

Where Can I Get OQ Training?

Energy Worldnet is the industry leader in providing proven, regulatory inspection-vetted training to meet each pipeline operator's needs. EWN focuses on compliance-centered OQ solutions and is accredited by the International Accreditors for Continuing Education and Training, or IACET.

What's Next?

If you are interested in OQ training or just want more information first, Contact Energy Worldnet today.

Founded in 1994, Energy Worldnet has provided training and compliance to more than 1,400 clients. We offer OQ solutions and countless other customized services and technologies.

Contact Energy Worldnet today!

What Is an Instructional Design and Development Program?

Thu, 26 Jan 2023 09:35:39 GMT

Change is necessary. Unfortunately, it can be difficult. At Energy Worldnet, our mission is to make change easier for businesses. We do this by learning about the unique challenges you face within your business and industry, designing a plan to address them, and developing your team into the powerhouse performers you need them to be. Our instructional design and development program transforms your employees taking them from capable professionals and turning them into industry leaders. Of course, for many business leaders, that begs the question, what is an instructional design and development program?

Instructional Design and Development Program Basics

Essentially, an instructional design and development program refers to the creation of learning or instructional materials based on how people learn on an individual level. You see, not everyone learns best the same way. The best programs incorporate various instructional and teaching methods with materials that support all learning types so that they can help individual learners achieve their goals.

From a business perspective, business leaders understand how they learn and often assume others can and do learn the same way. While it may be true that they can learn, given enough time and effort, in the same way, that doesn't mean it is the best way for the majority of your team to do so. In fact, offering a broader presentation of learning materials and methods allows for the greatest likelihood of universal success, which benefits everyone.

What are the benefits of this type of instructional design? There are actually quite a few benefits to this process. Some of the most highly regarded are the following:

Cost-effective . This instructional method is a solid investment for forward-thinking businesses and far less expensive than wasted effort.
Efficient . This method of instruction allows students to advance quickly.
Engaging . Since it addresses different learning styles, students become engaged in the learning process . This means more people learn from this method.
Customizable . This means that businesses in any industry can customize the materials to meet unique needs and situations.
Results-oriented . With lessons designed to engage students, more students reach their learning goals.

The best training programs are designed to reach all students and develop leaders for your business. That is what we do best at Energy Worldnet.

How Does Instructional Design and Development Work?

Our mission is to teach the people who create learning courses for your employees to assess the needs of individuals being educated, to identify various learning objectives, and to create content (as well as assessments) that ensure sufficient knowledge transfer occurs. Our instructional design and development program builds upon skills we teach in other programs and courses so that you are able to do all the things required to ensure proper training and education occur within the courses you create. This includes teaching the following essential skills.

How to use the "needs assessment approach" for developing training.
Identifying the components of effective learning objectives.
Identifying relevant training content and best practices for implementation of said content.
How to develop courses following the Kirkpatrick New World Model and its levels.
How to navigate and input course content using the E3 System.

Investing in an Instructional Design and Development Program

Investing in this program is an investment in the future of your business. Those who develop training courses for your employees will be able to assess the needs of those they are training and create courses designed to meet those needs so your people can learn quickly, efficiently, and with as little downtime as possible. That is a boon for businesses that lose countless dollars when training new employees and retraining employees who may struggle to meet the demands of your business or require frequent refreshers to adapt to new technologies and techniques.

The people who develop courses to train and inform your workers determine, to a large degree, how successful your business will become. By investing in them and giving them the tools they need through our instructional design and development program, you are priming your business for continued success.

Are you ready to get better, faster results from your training efforts? Perhaps it's time for your business to make the investment in our instructional design and development program so that your leaders can address unique needs and identify the best possible methods to help your people learn. Don't waste more time, effort, and money on training programs that are ineffective at best. Instead, invest in the education and training to help your people come up with programs that benefit your unique business and the people who make it run. Schedule an instructional design and development program class today to begin your journey into next-level employee training.

CGA Best Practices for Line Locating

Tue, 04 Oct 2022 05:43:09 GMT

Did you know that someone strikes an underground line in the U.S. every nine minutes?

This is something that places lives at risk, causes costly damages, and can cause power disruptions to friends, neighbors, and nearby businesses. The sad reality is that it is almost 100 percent preventable.

Ordinary residents need to call 811 before they dig so that a line locating service can identify the locations of buried utility lines for them. Businesses that offer locating services understand the importance of accuracy when identifying and locating these lines for the purpose of saving lives, reducing injuries, protecting property, and keeping utilities flowing to millions of people each day.

What are Line Location Best Practices?

To achieve this end, the Common Ground Alliance or CGA has created a list of CGA best practices for line locating to help providers locate lines more efficiently, accurately, and in a more cost-effective manner than ever before. The goal is always to prevent injuries to people digging but also to prevent damage to property as well.

With rampant workforce turnovers, we run the risk of knowledge deserts across the country, which is why Energy Worldnet offers smart training to businesses that offer these services. This training is designed to help you create a workforce of master craftsmen and women when it comes to the art of locating and preventing damage.

How Can Businesses Improve Line Locating Services?

One of the most important services businesses can provide for the community is one that locates lines swiftly and accurately every time. Buried lines are a boon for the landscape and help to reduce power outages related to storm damage, wind, and downed trees. However, digging presents additional challenges that must be accounted for. That is where line locating service providers come into the picture. However, with a rapidly diminishing knowledge base in this field, it is increasingly difficult to provide adequate training and education to those locating and marking these lines.

In fact, CGA best practices recently released its latest version, version 18.0, to aid operations, like yours, in locating and marking lines so that everyone is on the same page about lines, markings, and maintaining safety all around. Among the many standards and best practices discussed are the following:

Color coding that is uniform and adopted nationwide so there is no confusion from one community to the next.
The use of single locators to mark multiple facilities.
Using available records as essential resources in the location process.
Issuing corrections and updates as appropriate.
Extensive and comprehensive line locator training .
Paying attention to safety, including concerns about obstructions, traffic, and physical conditions at the site.
Visual inspections that include identifying access points, possible hazards, and determining that the visuals match the information site records indicate.
Investigating damage as soon as it occurs to determine the extent and root causes of the damage.
Documenting work performed on lines as it occurs so that records remain up to date.

Importance of Locating Best Practices

Of course, these are only a few important components for effective line locating and a sampling of the best practices the CGA recommends. However, with the right training, organizations, like yours, can easily meet and even exceed these best practices to provide exceptional locating services and ensure exceptional quality work every time your team is called upon to handle this important task.

Line locating is not only important for individuals who require the services before digging. It is important to larger communities that are served by the men and women who provide this essential service. Training them to do their jobs right, the first time, every time, is critical.

Training Software for Line Locating

Energy Worldnet is a leader in innovative training software that can help you create a workforce of professionals who are masters at their crafts. This includes delicate tasks like locating and damage prevention. We offer many courses that can help you elevate your existing workforce or bring new employees quickly up to speed for effective locating.

This includes the Master Evaluator Certificate Program (MECP) which helps you create evaluators and trainers who are not only masters of their own craft but also highly qualified to train and evaluate others in the craft as well. This will address the rapidly shrinking knowledge base within the industry while preparing the next round of recruits for long and fruitful careers.

Additionally, the Master Trainer Development Program (MTDP), also works to help your organization develop training programs that will meet your direct needs rather than working within a one-size-fits-all solution that may not be right for your business needs.

Beyond these, Energy Worldnet offers a wide range of instructional options, including a four-hour line locating and damage prevention course. Contact us today to learn more about our many course options and to determine how we can help your organization excel in an increasingly competitive marketplace.

What Is Steel and Plastic Pipe Repair Training?

Mon, 12 Sep 2022 09:42:37 GMT

Everyone begins somewhere. Even when it comes to pipe repair training. Energy Worldnet offers a wide range of opportunities to help businesses create leaders when it comes to training in the art of pipe repair. We will help your team refine its craft and prepare your leaders to educate and evaluate others.

In fact, Energy Worldnet offers two programs that may be of interest to anyone seeking to any business that deals with pipe repair. We offer the Master Evaluator Certificate Program (MECP) and the Master Trainer Development Program (MTDP). Of course, that is only the beginning. We offer a full library of online content to help you grow artisans and leaders in the pipe repair space. From instructional design to leadership development programs and all points between, we offer many outstanding learning and training opportunities for your employees.

Who Might Benefit from Our MECP Program?

The Master Evaluator Certificate Program provides cutting-edge tools and the latest principles for conducting evaluations and presents them in a comfortable learning space. This program is ideal for the following members of your team:

Evaluators
Supervisors
Foreman
Trainers
Teachers
Proctors
Managers

Not only does this course prepare your evaluators to "grade" written examinations, but also to conduct performance-based assessments and appraisals, as well. More importantly, members of your team will learn to properly document the records of their evaluations for greater transparency in the evaluation and "grading" process.

The goal for all evaluations, when it comes to pipe repair training, is to generate productive, effective, members of the team who are qualified to perform proper pipe repairs. The right evaluators are key components for effective evaluations. We can help with that. MECP program participants not only receive a stellar education concerning the evaluation process and best practices but also receive cool merchandise and reference materials they can continue using long after the course ends.

What Are the Benefits of the MTDP Program?

The Master Trainer Development Program provides trainers with the tools and techniques necessary to train the pipe repair professionals of tomorrow properly, today. Some of the key lessons participants will learn in this class include:

How to accommodate different learning styles.
How to deliver training materials that reach all students.
How to teach accident avoidance in the training process.
The 6 principles of adult learning theory.
How to create positive learning environments.
How to determine the difference between confidence and competence (and why it matters).
How to recognize the role of the Master Trainer.

Beyond these vital lessons, Energy Worldnet also offers education related to creating effective instructional design and development programs that you can use to raise the bar, instructionally speaking, throughout your entire organization. This includes training on how to assess the needs of your people and create training that addresses areas of weakness, how to create and implement training content for maximum effectiveness, and how to use the New World Kirkpatrick Model to create effective plans for training and evaluation within your organization.

Is Leadership Development Important for Your Organization?

Leaders can be created. You want the best of the best to teach your style of pipe repair and more. When it comes to effective pipe repair training, it's about so much more than drilling content and delivering a message. Developing a team of leaders who others will want to follow, emulate, and listen to is essential for perfecting your process and growing your organization. The Energy Worldnet education also offers a Soft Skills class designed to help you build on the raw materials potential leaders in your organization possess so that you can transform them into the leaders you seek.

Training Novices: Let Energy Worldnet Simplify the Process

Energy Worldnet understands the challenges organizations face when creating educational training programs for true novices. That is why we offer our four-hour Steel and Plastic Pipe Repair course to help novices avoid many common mistakes while learning best practices for repairs using clamps, sleeves, saddles, patches, fusion, and more. Not only can novices gain a great deal from this no-nonsense course, but it also serves as an excellent refresher course for employees who have intermediate skills and perhaps need a refresher on safety and best practices .

Pipe repair training is not a one-size-fits-all process. That is why it is so important for organizations to seek different avenues to help their employees learn the ins and outs of pipe repair. Whether you're working with steel pipes or plastic, our pipe repair training can be instrumental for your workforce while saving you a lot of time, effort, and aggravation in the training process.

Contact us today to learn more about the many ways we can help you grow by training leaders while addressing the needs of novices and intermediate team members alike.

Best Practices in Basic Gas Operations

Tue, 09 Aug 2022 12:11:41 GMT

When it comes to basic gas operations, numerous best practices are of the utmost importance. At Energy Worldnet, we understand and appreciate this more than most. Furthermore, and recognized by the International Accreditors for Continuing Education and Training , we're always eager to share our knowledge with others.

With that, what follows is a closer first-hand look at just over a half-dozen best practices in basic gas operations.

Seven Basic Gas Operations Best Practices

From initiative planning to functional alignment and implementation, basic gas operations best practices generally seek to oversee everything from safety to transition and change management. An overall understanding of the seven leading basic gas operations best practices is the most valuable, starting with the aforementioned initiative planning measures.

Initiative Planning

Within basic gas operations, it's essential that initiative planning is always made a priority. By and large, such planning entails outlining clear schedules and establishing concrete goals. These and other initiative planning measures should then be made visible to team members across the board, with any necessary tracking implemented as appropriate.

Tool Execution

As with initiative planning, tool execution is a practice that should be central to any basic gas operations or gas operations more generally. Apply the same rules as far as any necessary scheduling or goal-setting is concerned. At the same time, also ensure that any tool execution steps are made visible to other team members.

Collaboration With Emergency Services

As a part of basic gas operations, it's always a good idea to ensure collaboration with local emergency services . Accordingly, seek to develop a relationship with any local or regional emergency response organizations. At the same time, look to establish a consistent flow of communication between them and yourself.

The goal is always to ensure the highest possible level of overall safety. With one or more lines of communication established, those concerned with best practices in basic gas operations are then in ready contact with the appropriate emergency responders. You can then work together to utilize combined resources swiftly should an emergency arise.

Safety Rules

Of course, safety rules are always of the utmost importance when it comes to gas operations. The same is no less accurate for basic gas operations, and safety rules must be placed front and center in any instance. Couple these all-important safety rules with work practice alignment for maximum efficacy.

Work Practice Alignment

Work practice alignment is another crucial part of any gas operations. That's particularly true when considered in tandem with the necessary safety rules, including within basic gas operations. Look to address side-by-side comparisons and identify best practices using external benchmarking. Best practices can also be determined by delving into past operating events.

Transition and Change Management

Where appropriate, look to account for transition and change management wherever basic gas operations call for such measures. Prepare for such eventualities by developing a plan ahead of time. This plan should look to manage and reinforce any changes, including in terms of communications, equipment and tool needs, and further training.

It may also be advisable to prepare any required control documents and set prospective effectiveness measures in place simultaneously.

Functional Alignment and Implementation

Finally, and last but by no means least when it comes to best practices in basic gas operations, is functional alignment and implementation. Generally speaking, functional alignment and implementation look to encapsulate any existing change management plans. From there, it's vital that these change management plans are communicated as necessary.

These communications should, in part, result in the successful execution of any necessary approvals. They can also be used to address progress reporting requirements, as required.

Other Basic Gas Operations Considerations

It's also vital that both individuals and teams working within basic gas operations look to address efficient work execution, public communications, and resource planning where called for. The same applies when working in residential, commercial, and public environments alike. Across each of these environments, worker and public safety must remain a priority at all times.

Additional basic gas operations-focused steps may also be taken to address meeting goals on schedule and achieving any other incentives, particularly in the longer term.

Individuals may also wish to invest further time in reading about field PPE, fire and explosion response, purging, and uprating and pressure conversions related to basic gas operations. That's in addition to learning about working in gaseous environments and the necessary breathing air requirements called for as a part of gas operations more generally.

Work With Us on Basic Gas Operations Best Practices

Looking for support with basic gas operations best practices? Energy Worldnet can help. Gas operator education is what we're best known for. In fact, operator qualifications are where we first started, and there's a reason that our industry has now trusted us for almost three decades with their compliance and qualification needs.

Like many things in life and business, understanding basic gas operations and operator education generally tend to start with a knowledge and appreciation of any relevant challenges, followed by building a plan. We make education, change, and plenty more as straightforward as possible.

Successful planning is essential to any project, and we want to ensure our clients are set up for success. To find out more about how we can help with your basic gas operations and other needs, contact Energy Worldnet today .

Effective System Administrator Training

Tue, 12 Jul 2022 10:08:26 GMT

As a system administrator, you get to promote the success of projects, large and small, in the energy sector. Your efforts can do a world of good when it comes to creating a productive, safety-first workplace. To excel in your role, however, you need effective system administrator training on your side. A great training program can equip you with all the skills needed to advance your career by leaps and bounds. Ready to learn more? Here's what you need to know.

What Is System Administrator Training?

System administrator training is a program designed to teach you about all the critical tools, reporting systems, and techniques you'll need while on the job. You'll also learn how to follow proven processes for the initial creation and ongoing management of your OQ program.

An effective system administrator training program lets you learn on your terms while always pushing you toward the goal line. Beyond that, a truly great program allows you to take a hands-on approach to learning, so you can advance your skills in a low stress environment.

Benefits of Completing Effective Training Programs

When you complete effective system administrator training programs, you can count on enjoying all the following benefits.

Master Using System Tools and Reporting Features

As a system administrator , you get to set up and manage the computer systems used in your organization. To begin that journey, you'll need to go through training to learn how to effectively use the system in question, including all its tools and reporting features.

Your training will take you step-by-step through the process of using all the different functions within the given system. You can then use the system effectively plus apply your knowledge to new systems encountered throughout your career.

Through that process, you'll learn how to create user profiles, and then organize them with ease, for example. The organization steps allow you to verify, communicate, and manage users as needed for the success of your operations. You'll also get to move through the steps needed to organize and manage all your task lists in the same way.

Streamline Your Ability to Oversee Your OQ Program

As you learn how to effectively use the tools and features in the system, you'll gain the skills needed to best oversee your OQ program. You can then easily stay in compliance with the Operator Qualification rule as written in the Code of Federal Regulations.

The skills you'll learn include:

How to create a well thought out OQ program
Ways to ensure the team follows the written OQ plan
Methods of creating a covered task list in your system
Key approaches for establishing qualification requirements

By the end of the training process, you'll have all the knowledge you need to keep your OQ program working at its best.

Practice New Skills in a Low-Risk Environment

A quality system administrator training program gives you a chance to practice your new skills in a low-stress environment. You'll get to take a hands-on approach to learning without the risks associated with trying out your new skills on the job.

By the time you have to enter a real-world work environment, you'll already feel comfortable completing all the necessary tasks. You'll also get to learn how to avoid common pitfalls, so you can keep your project operating as expected day after day.

With so many benefits set to come your way, it's obvious that completing system administrator training is a great career move. You'll walk away ready to excel in your new role and help promote the success of your energy project.

When to Attend a System Administrator Training Program

With so many regulations to follow in the energy industry, it just makes sense to complete training before going out on the job. So, if you have your sights set on becoming a system administrator, complete your training right away to gain the on-the-job skills you need.

If you'd like to build even more skills, look toward other energy training opportunities , such as OQ Training, soft skills for leaders, basic gas operation, instructional design and development, and master evaluator certification.

The sky is the limit in what training you can complete as you work on building a career in the energy sector. So, set your goals and keep learning to get the most out of every career move you make.

Get Started in Elevating Your Career in the Energy World

If you're ready to start elevating your career in the energy world, it's time to complete system administrator training – and we can help. At Energy Worldnet, we specialize in training for all the major players in the energy industry, including system administrators.

We look forward to helping you get your training sessions on your schedule. So, give us a call at 855-396-5267 to learn more about our training programs. Or you can request more information by filling out our online form and we'll reach out to you soon.

What Is Instructional Design and Development?

Tue, 31 May 2022 07:36:38 GMT

Excellent educational training programs don't simply come together like magic. Immense thought, planning, and skill must go into the instructional design and development for each course. Otherwise, the training could fail to hit the mark, especially when it comes to creating a workplace centered on education.

So, if you want to effectively train your team, it's important to seek out a training provider with a true knack for instructional systems design (ISD). Ready to get started in building a truly knowledgeable team? Here's what you need to know about well-designed training programs.

What Is Instructional Design and Development?

Instructional design and development is the process of creating effective learning programs. The design stage starts with identifying the need for training, and then adopting the right instructional model . The model must meet the learners at their current level of understanding while eliminating barriers to learning.

The development stage customizes the model with compelling training materials. Keynote speaker presentations, hands-on learning modules, and handouts all come together to best address the needs of the learner. The training materials must slowly introduce new concepts while tying them back to the connections already made at previous levels of the program.

All along the way, a great instructional design and development process creates room for customization. A well-designed program can work well for large and small businesses, for example. Plus, all the learning materials should work well whether the event gets held on-site or virtually.

Importance of Instructional Design and Development for Training

Although instructional design and development matters for all types of training, it's especially important for those entering complex fields, such as operator qualifications and energy compliance.

Without the right approach, the learning process is fraught with pitfalls, especially in learners who don't want to challenge existing norms. A well-designed program meets learners where they're at, and then builds up their knowledge in an easy-to-digest format.

The program needs to gradually shift the mindset of learners, allowing them to see a new way forward. Each module needs to inspire them to adopt the practical skills needed to create a truly collaborative workplace for all.

Hallmark Characteristics of a Well-Designed Training Course

Not all training courses are made equal. So, you have to go all out in finding one with key instructional design and development practices at its core. To do that effectively, look for all the following hallmark characteristics of a well-designed training program.

Comprehensive Curriculum

To make the biggest impact on your team, any training program must center around a comprehensive curriculum. A solid curriculum addresses an overview, and then introduces basic principles in an easy-to-understand format. After that, the learning modules should build upon prior knowledge to bring everyone up to speed on the necessities of compliance and what is needed for qualification after the program.

Evidence-Backed Approaches

Every last piece of the curriculum must come backed by evidence-based approaches to truly make the right impression on your team. From the instructional model and speaker presentations to the learning modules and handouts, everything must align with proven learning strategies and techniques. So, don't be afraid to ask about the science behind instructional design and development approaches.

True Subject Matter Experts

Even with the best training materials around, the program doesn't truly come to life unless it's led by knowledgeable subject matter experts. Through their real-life experiences, these experts bring unmatched knowledge to the table, helping enrich every stage of the learning process. The specialized expertise goes a long way in informing everyone on your team, so you can rest assured the lessons achieve the right impact.

Multiple Training Formats

Multiple training formats are key in creating a course that works for professional organizations. Search for courses available online and on-site, so you can adjust the approach as needed to meet the needs of your team.

In the end, it all comes down to results. Your OQ training program provider should have the ability to share their wins, showing you the effectiveness of their courses. They should be able to cite positive impacts on employee engagement, policy adherence, and accuracy of information, just to name a few things.

When to Use Education and Training Programs

Almost every business can benefit from regularly completing training programs , especially those requiring operation qualifications. This is vital in creating the groundwork for a more knowledgeable team environment. But you cannot stop there. Plan to make ongoing training a top priority.

To learn more about instructional design and development with OQ training, reach out to our team at Energy Worldnet . We look forward to helping you instruct and train professionals in the workplace. So, please feel free to contact us whenever you want to improve collaboration at all levels of your company.

Important Soft Skills for Leaders

Wed, 30 Mar 2022 10:10:17 GMT

Leaders are required to have many different skill sets that serve important functions in their jobs. Leaders need to have the technical skills to back up their positions, management skills to better lead their teams, and experience skills that help them make better decisions and improve their businesses.

Another skill set that is important for leaders are soft skills. Soft skills, otherwise known as "people skills" are growing in importance as workplace dynamics and values change. At Energy Worldnet, we can help you with more on some of the most important soft skills for leaders and why those skills are valuable to have in order to be a good, successful leader for your organization.

What Are Soft Skills?

Soft skills or people skills are the interpersonal skills that help leaders to do things like communicate, negotiate, build morale, maintain relationships, and encourage their employees to succeed. Soft skills are often set to the side in favor of hard skills like knowing the business, the brand, and the products or services that are sold. However, there is a growing emphasis on the values that soft skills can bring to leaders and those who want to become leaders.

Why Do Soft Skills Matter for Business Leaders?

Soft skills help leaders better manage their employees and make decisions that benefit the team as a whole rather than the leader as an individual. Regardless of how much of your business is run by tech or done online, soft skills still are essential for healthy communication and management in the workplace.

When leaders don't have soft skills, they can come across as aggressive, uncooperative, and uncaring to employees. When employees don't feel like they can trust or believe in their leader, they are much more likely to leave the company, spend their time unproductively, or disagree with management. Having soft skills ensures that the workplace is run smoothly and employees know they can trust their leadership.

Soft skills also motivate and inspire teams to work harder and be more productive in their tasks. Employees want to work for leaders who can encourage them to do their best rather than coming down hard on small mistakes or errors. A leader with strong soft skills can run an organization with high levels of efficiency and loyal employees.

The Most Important Soft Skills for Leaders

Now that you have a better understanding of what soft skills are and why soft skills for leaders are important to nurture and develop, let's take a look at some of the most important soft skills that leaders should have. While there are dozens of potential soft skills that a leader can learn, focusing on the following can give a strong foundation of interpersonal skills that can be further developed over time.

Communication Skills

Of all the soft skills that leaders can learn, communication is one of the most important. Communication can cover a wide range of specific skills like listening to feedback, being open with team members, or even effectively delegating tasks based on workload and suggestions. Communication also goes beyond the spoken word. Leaders need to know strategies for discussion along with knowing how to read body language and interpret the behavior of team members.

Problem-Solving Skills

Leaders are the people that are responsible for solving problems and making decisions in the workplace. They need to be able to make the tough calls and know the best way out of a situation so that problems are solved with minimal disruption. Developing problem-solving skills often depends on a leader having experience in different areas or on their ability to apply knowledge they have learned or researched into the real-life problems facing them in the current moment.

Motivational Skills

While decision-making is a part of being a leader, there's much more that leaders are responsible for in the workplace. Leaders need to be able to motivate and encourage their teams to succeed. A good leader knows what to say to help their team become more productive and enthused at work. Motivational skills pay off, as leaders who are strong in this soft skill improve employee morale and get better performances out of teams.

Conflict Resolution Skills

In every workplace there will be conflict. Whether it's a disagreement about an initiative or strategy, a problem with how projects and tasks are divided, or personal problems that surface at work, there will always be some type of conflict. A good leader with strong soft skills will know how to manage conflict in a healthy, professional way. That includes things like calming heightened emotions, listening to all points of view, and finding resolutions that best benefit the individuals involved in conflict and the company.

Here at Energy Worldnet , we work with businesses that want to build up good leaders with effective solutions. If you want assistance with your productivity or efficiency, we are here to help with technologies made to keep up with your needs.

New York's release on Operator Qualification

Fri, 18 Mar 2022 10:37:29 GMT

The State of New York Public Service Commission has released a memorandum and resolution adopting the amendments to 16 NYCRR PART 255 as found in CASE 19-G-0736, effective March 18, 2022. Here are a few highlights of interest to both operators and contractors performing Operator Qualification (OQ) covered tasks within the State of New York:

In Chapter III, Gas Utilities, Subchapter C, Safety Part 255, Transmission and Distribution of Gas –

255.3(a)(10) The definition of a covered task is being expanded to a more inclusive two-part test: Covered tasks are all activities, identified by the operator, that are performed on a pipeline facility; and affect the safety or integrity of the pipeline. This definition will likely place some previously non-covered tasks under OQ.
255.3(a)(45)(iii) The definition of qualified is being expanded to include a demonstration of knowledge required to perform the covered task, such as selection, maintenance requirements, calibration requirements and proper operation of equipment, etc. This will require additional training.
255.3(a)(51) Span-of-control (SOC) will be limited to directing and observing a non-qualified individual performing a single covered task. There is no limit to the number of tasks that may be observed under SOC in the federal OQ Rule.
255.604(a)(1) Operators will be required to identify Abnormal Operating Conditions (AOCs) with specificity to the operator's system . Specificity has always been part of establishing AOCs; however, now it will be required under this section. This will require operators to develop more robust processes for identifying AOCs.
255.604(a)(2) Training will now be required in New York , not only 'as appropriate' which is the current federal requirement. The operator's OQ Plan must detail the minimum training requirements per covered task. Training will be required to include hands-on learning or simulations.
255.604(a)(3) Training must be specific to the operator's procedures and on the type of equipment used by the operator to perform the task. This could create the need for additional custom training content for NY operators.
255.604(a)(3)(ii) Evaluations shall not be conducted within 48 hours of training. This is a significant change that will require operators to establish waiting periods between individuals receiving training and being tested over the material they received training in.
255.604(a)(3)(iv) AOC questions used in qualification testing must be critical questions. This means the individual cannot receive a passing grade on an assessment if any AOC question is answered incorrectly.
255.604(a)(8) OQ Plans will be required operators to include a Management of Change process that will require communication of changes deemed significant by the operator.
255.604(a)(10) Operators must establish the requirements to be an evaluator, including the necessary training.
255.604(b)(1)(v) Documentation will be required of the evaluation of ability to recognize and react to abnormal operating conditions, whether task-specific or non-task-specific, that could occur anywhere on an operator's system. For many operators, this will be additional documentation.
255.604(b)(1)(vii) Training that took place to support the individual's qualification or requalification for each covered task must be documented.
255.604(e)(1) An operator must conduct a program effectiveness review within 36 months of the effective date of the rule and at least every 24 months, not to exceed 27 months thereafter.
255.604(e)(3) The operator shall develop program measures to determine the effectiveness of the qualification program. There are fourteen criteria that must be included in the operator's program effectiveness review, at a minimum. This significant change could require operators to bring in additional assistance to establish the criteria and to conduct the effectiveness reviews.
255.604(f) The operator shall determine engineering functions specific to the design, construction, operation, and integrity of pipelines that contain elevated risk. The operator shall have and follow a written program that includes a training, mentoring, and evaluation process to be used for establishing competency of personnel performing these higher risk engineering functions. This is an entirely new process operators will need to understand and establish.

These measures are significant because they will immediately affect operators and contractors within the State of New York. They may also be a preview of what's to come on a national level if regulators in other states and the federal government see positive results in New York.

Brian Dresel
Executive Director, Safety & Compliance
Energy Worldnet

Why Use an OQ Compliance App? Top 5 Benefits

Tue, 22 Feb 2022 11:27:39 GMT

Compliance has become a front-and-center topic for many companies, particularly as fines continue to rise and reputations are put on the line. At Energy Worldnet, we've seen just how far an Operator Qualification (OQ) compliance app can go to keeping you out of hot water.

With more than 1,400 clients in North and South America, there's a lot to be said for staying inside the lines — at least when it comes to formal regulations. We look at the key benefits of an OQ app and why it's so important to have some type of systematic and ongoing review system.

The 5 Core Benefits of OQ Compliance Apps

The goal of a compliance app is to make your work both faster and more accurate. It also needs to be built with your business in mind. When you find the right company, an OQ compliance app can provide the following:

1. Real-Time Access to Qualification Records

Quality starts with qualifications and having access to all the relevant data can make it easier to understand who should be doing what and when. It's easy verification that makes it possible for operators to get set up in the field faster than you might have thought possible.

2. Mobile Performance Evaluations

Being able to evaluate worker performance on the go is undeniably convenient. More than that, though, it's often necessary to write down all the details at the moment that may be forgotten later on. Small mistakes can be easily discounted after they occur. Managers might not think that they're even worth documenting. Yet it's often small mistakes that lead to much bigger safety violations.

3. Better Data

Data is on the lips of everyone these days, but the truth is that companies everywhere aren't really harnessing information at the level they need to be. Too often, managers miss the trends that reveal how and why certain projects aren't going as planned, or why certain employees seem to be struggling in their day-to-day. An OQ compliance app shows you exactly what's going on, so you can make smarter long-term decisions.

4. Preparation for Changing Regulations

Recommendations can turn into regulations pretty quickly. What seemed like a future problem ends up becoming a logistical nightmare that threatens the whole operation. The right OQ app makes it possible for you to prepare now with news, updates, and an optimized format. It helps you check off all of the things that need to be done and start getting everyone into better habits long before the laws officially switch over.

5. Streamlined Transitions

When anything changes on the job, compliance has a tendency to be pushed aside. Whether it's a key stakeholder taking time off, a delayed schedule, or an outright cancellation, you still need to stay on top of compliance in the midst of all that chaos. The right app can help you streamline it all, so there's less hassle, mess, and waste.

Stay on Top of It All

If you're subject to PHMSA's standards, the expectations are pretty stringent these days. There may have been a grace period where you were unlikely to face formal consequences for certain violations, but that grace period is over. Your workforce has to be qualified in order to ensure everyone's safety. Ideally, you should surpass compliance standards to really stay out of hot water. An OQ app is designed to help you go the extra mile, so there's no question of whether you're staying on top of your responsibilities.

Manage All Your Records

Chances are, your current record management system is more disjointed than you want to admit. An OQ compliance app can go a long way toward improving your organization by keeping more information in one place. Plus, when you work with a company like Energy Worldnet, you can further reinforce record management with enterprise-level connections. This solution makes it possible for you to bring all of your records into one place, so there's no chance that OQ data winds up anywhere other than where it should be.

When you can access what you need, you can see what task qualifications the employee has. You can see what training they've undergone and what certificates they've earned. You can instantly see if training has expired and whether that's a deal-breaker for a particular job. The mobile performance evaluations give you the chance to see how the employee has progressed on the job.

Make Your Audits a Breeze

Audits can be an inherently scary time for managers and decision-makers, but they don't have to be. When all of the information is organized and easy to see, it becomes a snap for auditors (both internal and external) to sign off on an operation's safety.

This is particularly true if you need to customize your OQ compliance app. You can build your own list, depending on program needs, and enforce different requirements with employees. For instance, you might label a certain type of training as preferred while making another one required. Having this kind of reference at your fingertips means less time wasted and fewer chances of error.

Energy Worldnet works with companies who want real solutions. If you think that you could use a little boost in the efficiency department, we're here to provide technology that can keep up with busy sites, changing laws, and evolving projects.

The Importance of Pipeline Safety Training

Fri, 07 Jan 2022 10:57:22 GMT

Many pipelines contain natural gas, oil, biofuels or other hazardous substances. This creates the potential for fiery accidents involving explosions and spills. While it's true that pipes carry fuels more safely than other modes of transportation, no one should overlook the importance of pipeline safety training. Bloomberg reports that nearly 9,000 accidents occurred during the past three decades. Each event was reported because it involved death, major injuries, substantial leakage, fire, explosion or damages exceeding $50,000. It's crucial for operators to take steps aimed at preventing as many of these disasters as possible.

Harmful Effects

The above-mentioned incidents triggered almost 2,600 injuries and killed more than 540 people. When a line ruptures, workers may suffer severe burns. Shrapnel from explosions could wound pipeline personnel and local residents. Fires frequently result in the destruction of nearby property as well. Accident-related damage totaled more than $8 billion over a 30-year period, according to Bloomberg. The losses often go beyond short-term repair and medical expenses. For example, victims may file lawsuits seeking compensation for permanent disabilities. A pipeline operator is likely to face major cleanup, equipment, public relations and legal costs after an accident. The authorities might investigate and issue fines if they discover any regulatory violations.

Environmental Impact

It's vital to consider both the immediate outcome of a pipeline failure and the long-term impacts. A spill may have less obvious effects that nonetheless result in considerable harm. Leakage could contaminate nearby aquifers and soil. Hazardous fluids have the potential to pollute adjacent bodies of water. Spilled liquids may kill aquatic wildlife as they coat the shores of a stream, lake or sea. For instance, a 2020 pipeline accident polluted an aquifer beneath the Blanco River in Texas. This made it impossible for nearby homeowners to continue using water from their wells. The company had to suspend its project and faced regulatory action from the state and federal governments.

Legal Consequences

Operators must recognize that insurance can't always provide sufficient protection. A recent pipeline leak in California represents a cautionary tale. The spill polluted seawater and beaches with crude oil, prompting waterfront home and business owners to take legal action against the energy company. Seafood sellers and harvesters did the same. After about two months, federal authorities issued criminal charges against the operator and accused it of negligence. They alleged that the company lacked sufficient staff to maintain its pipeline. The indictment also claimed employees didn't have enough training to use the firm's leak detection equipment correctly.

Prioritize Prevention

It's not realistic for any industry to prevent every harmful incident. Some spills happen because of events beyond the operator's control, such as earthquakes, wildfires and vehicle crashes. Nevertheless, leaks and explosions are often avoidable. Pipeline Technology Journal reports that human error causes serious accidents in rising numbers. American pipelines established between 2012 and 2017 have failed at higher rates than any other lines installed during the last century. Numerous leaks occur due to improper installation. This data suggests that many operators need to make safety a higher priority. It's crucial to maintain equipment regularly and hire enough employees. Firms must also provide their staff with comprehensive training while consistently emphasizing the importance of accident prevention.

Training Benefits

It's vital to understand how to install or tap a pipeline correctly. At the same time, workers should know what to do when unexpected issues arise. The right pipeline training teaches personnel to recognize and address problems before they result in catastrophe. Staff members must learn about all of the different events, defects and mistakes that can cause a line to fail. For example, a corroded pipe could rupture more easily in a hurricane. It's also important for managers to understand how to determine if workers have the right qualifications to perform complex tasks. Federal law calls for operators to use certain methods to verify and document job credentials.

Energy Worldnet Offers Pipeline Safety Training Programs

The bottom line is that proper training prevents serious injuries, environmental disasters and financial losses. It can truly make the difference between success and failure. If your company recognizes the importance of pipeline safety training but needs help with implementation, turn to Energy Worldnet. We offer a comprehensive pipeline inspector safety training program and up-to-date instructional courses for supervisors, inspectors and other personnel. The experts at EWN could also evaluate your firm's existing safety program and identify effective ways to improve. Energy Worldnet benefits from more than 25 years of experience, so you can count on our professional trainers to deliver meaningful results. Please contact EWN today for further details on our services.

What is the MECP Certificate?

Tue, 14 Dec 2021 07:52:21 GMT

Pipeline operators can boost productivity, prevent accidents and ensure legal compliance by employing well-qualified personnel who perform their work diligently. However, this precaution isn't always as simple as it sounds. A manager must know how to thoroughly evaluate staff members before determining if they have the right abilities, expertise and priorities. Fortunately, the MECP certificate program offers a quick, effective way to train personnel evaluators. It helps companies comply with parts 192 and 195 of Title 49 in the Code of Federal Regulations.

Training Course

An individual can attend the class and earn a Master Evaluator certificate in a single day. Instructors teach enrollees about the steps they need to take before, during and after each evaluation. They learn how to consistently document each performance assessment by producing and organizing records that comply with federal law. Students gain a full understanding of the evaluation requirements associated with Title 49 parts 192 and 195.

Attendees don't merely listen to an instructor talk about these concepts. To earn MECP certificates, they must practice evaluating pipeline personnel and documenting their work. Students also learn about the rules, expectations and guidelines that apply to a master evaluator. They discover how to respond in a constructive, professional manner when a worker doesn't meet vital performance standards. Additionally, the course briefly informs attendees about the history of energy and its most important events.

Relevant Laws

When employees have the proper qualifications and perform their jobs well, companies can often avoid pipeline failures. This prevents loss of life, environmental harm and property damage. Consequently, federal regulations require operators to carefully evaluate personnel and prove that they have done so. Part 192 of CFR Title 49 establishes safety rules for gas pipelines and storage facilities. Section 192.805 calls upon operators to verify the credentials of workers who complete certain tasks.

It also requires personnel records that identify qualified employees, the types of work they can perform and the methods used to confirm their qualifications. Part 195 covers pipelines carrying carbon dioxide or hazardous fluids. It includes rules on accident reporting, facility deactivation and line mapping. Like Part 192, it contains a section governing personnel qualifications. Part 195 states that employers may use oral or written exams, performance reviews or observation to evaluate staff.

Training Methods

Supervisors can learn how to follow these rules by enrolling in Energy Worldnet's Master Evaluator Certificate Program . A new training option has made it feasible to attend the course from almost any location. The first EWN real-time online class took place in April 2020. Since then, Energy Worldnet has scheduled remote trainings regularly. This makes it convenient for individuals throughout the U.S., Mexico, South America and Canada to earn the MECP certificate.

It remains possible to attend EWN's classes in person as well. They're held at the company office in Decatur, Texas and may take place at other locations from time to time. The courses typically start in the morning and last nine hours. Attendees learn the latest evaluation techniques, rules and strategies in an engaging and efficient manner.

Staying Up-to-Date

Pipeline industry practices and federal law change from time to time, so it's essential to continue studying them. The U.S. government enacted an important update to these regulations in 2002. It decided that operators could no longer fully evaluate personnel by assessing the history of their job performance. Employers had to begin using at least one other method. Two years later, regulators changed the law again in a similar way. The new rule barred supervisors from only using direct observation to assess staff performance.

Energy Worldnet's evaluator training program helps ensure that managers stay up-to-date. To prevent their certificates from expiring, graduates must periodically attend a recertification course. This class takes less time than the original training; it only lasts four hours. Keep in mind that an individual will need to enroll in the longer initial certification program if his or her MECP certificate expires for more than 90 days.

This course proves valuable for company trainers, supervisors, proctors and foremen. It simplifies the process of determining if employees meet crucial performance and qualification standards. Pipeline operators can benefit from turning to Energy Worldnet for effective certification programs. It has more than 25 years of experience in providing energy-related consulting, record-keeping and training services. To discover how your business could use the MECP certificate program to consistently maximize safety and job performance, please contact EWN today.

What is ASME B31Q?

Wed, 17 Nov 2021 10:01:53 GMT

Pipelines offer a comparatively safe way to transport fuels and chemicals. They're less vulnerable to damage than tanker trucks or trains. Nevertheless, pipe leaks and ruptures have caused serious harm to surrounding communities, infrastructure, and the environment. These costly accidents frequently occur as a result of mistakes made by industry personnel, according to the American National Standards Institute. Businesses can avoid such errors by prioritizing safety and ensuring that their employees receive all of the necessary training. The ASME B31Q standard provides helpful guidance.

The Basics of ASME B31Q

In 2006, the American Society of Mechanical Engineers introduced B31Q. This highly respected nonprofit organization has existed for over a century. It generally updates the standard every two to four years, according to GlobalSpec. Pipeline operators, contractors, and inspectors can benefit from following ASME B31Q. The guidelines pertain to pipes carrying gases or fluids. However, they don't cover the initial design of new lines. Companies that apply B31Q may need to make significant changes to their hiring, training, management, and operating procedures.

What It Covers

The standard helps businesses set minimum qualifications for workers who carry out safety-related tasks. It confirms that staff members have adequate education, training, and experience to perform this work. Job requirements hold little meaning when a supervisor doesn't know if a specific employee needs to meet them. Consequently, ASME B31Q precisely identifies the tasks that affect pipeline safety and call for special qualifications. This guidance makes it easier to determine when new or existing personnel need further training to perform their jobs competently. The ASME used best practices and technical data from the pipeline industry to develop its recommendations.

Relevant Tasks

This standard offers qualification guidance for a wide range of jobs that range from line repairs to pressure testing and inspections. It lists each safety-oriented task under one of 12 major categories. For instance, the "Meter Sets" section includes customer meter installation, temporary line isolation, service valve maintenance, and disconnections. Categories like "Pipe Installation" and "Pipeline Tapping" contain much longer task lists. All of these objectives have the potential to prevent or trigger dangerous accidents, so employees must meet certain training requirements before they perform the work. Less-skilled personnel may complete tasks that don't appear on these lists (unless a different standard covers them).

Evaluating Risks

The Fault Tree Task Identification Process is an important safety method prescribed by ASME B31Q. Pipeline staff can benefit from learning this technique when they undergo training and remembering to incorporate it into daily routines. It helps them recognize possible dangers and take action to prevent accidents or reduce harmful consequences. The method involves analyzing nine major causes of failure. They include pipe defects, natural disasters, operator error, and three types of corrosion. In some situations, leakage occurs due to the combined effects of multiple problems.

This method often enables workers to detect the underlying cause of a pipeline rupture rather than simply identifying the event that triggered it. For example, operators shouldn't solely blame severe weather for damaging a mismanufactured or heavily corroded line. A thorough understanding of this concept can help pipeline personnel anticipate adverse events and take appropriate safety precautions. Workers frequently succeed in reducing negative impacts when they take the time to fully assess all potential risks using the Fault Tree Task Identification Process.

Why ASME B31Q Matters

Although it takes money and effort to consistently implement a complex standard, companies can easily find many compelling reasons to follow B31Q. It often enhances compliance with government regulations. More importantly, the guidelines prevent accidents that could result in loss of life, severe injuries, and lasting environmental harm. They can also protect businesses from the financial burdens associated with ruptured pipes. A serious incident may trigger legal action, fines, repair expenses, and higher insurance premiums while reducing normal operating income. It could also lead to negative publicity for specific firms and possibly the entire industry. These repercussions may prompt the government to enforce stricter regulations for years to come.

To sum it up, companies use ASME B31Q to ensure that well-qualified staff members perform all safety-related tasks. An employer can refer to the standard to see if a worker needs to meet certain job requirements before sealing pipe joints or performing ultrasonic testing. It offers the specialized guidance needed to provide each employee with the optimal amount of training. The standard also recommends useful safety assessment practices. If your business needs help implementing the latest version of ASME B31Q, please contact Energy Worldnet to learn about our superior training services and expertise.

What is a Compliance Management System?

Fri, 01 Oct 2021 07:42:52 GMT

Maintaining compliance standards is a key component of success and security for companies across multiple industries. Meeting changing standards and keeping on top of your compliance management isn't an easy task, and without the help of a compliance management system it can be almost impossible.

But what is a compliance management system? What does it do, and why does it matter? This article will answer these questions and help you understand the best ways to utilize your compliance management system.

What is Compliance Management?

Compliance management is the ongoing process of monitoring and evaluating systems to ensure that a company is complying with required security and industry standards.

As an essential part of business management, compliance management needs to assess, organize, remediate, and report any potential breaches in the required standards or security protocols.

The risk of not meeting compliance management standards is high—companies can suffer fines, security breaches, loss of important industry certifications, damage to the brand's reputation, decreases in revenue, and other losses.

Compliance Management Systems

A compliance management system is a program that helps companies gain visibility and control over compliance efforts. A well-rounded system will be integrated into every function of your organization and be able to address any of the potential risks of compliance management.

A compliance management system will:

Manage your compliance program
Monitor and report all activities
Learn compliance responsibilities
Ensure that requirements are properly incorporated into business practices
Keep employees up to date on compliance regulations
Review operations
Communicate responsibilities among the work forces and company departments
Take corrective action as needed

Components of a Compliance Management System

A compliance management system is an integrated array of tools that function together as a single program or process in your business practices. Your compliance management system will have many different structures, including documents, written processes, tools, controls, functions, and software.

These parts are organized into three main components: Board of director and management oversight, the compliance program, and a compliance audit.

Board of Directors and Management Oversight

The board is ultimately the party responsible for ensuring that a compliance management system meets with federal consumer protection laws and regulations, along with any other industry compliance requirements.

The board is responsible for demonstrating clear expectations to everyone involved in the business, including outside partners or third-party vendors. They also need to adopt clear policies regarding compliance and effectively communicate those across the organization.

Management is responsible for allocating the right resources to ensure that compliance standards are met, conducting audits periodically, and providing reports as requested by the board.

Compliance Program

Your company's actual compliance program is the central source for compliance management controls and countermeasures and the place where policies will be designed and put into effect. As compliance management is an ongoing process, your program needs to be built to adapt and evolve as policies change and countermeasures are evaluated. The compliance program is made up of the following components:

Official Policies and Procedures

Create the goals and the necessary procedures needed for meeting those goals
Include and compile all the information needed for personnel to meet compliance standards
Create review and evaluation procedures for business and regulatory changes

Employee and Management Training

Create training for board members, management, employees, and staff to maintain compliance
Create procedures for updating training programs to be current, complete, and accurate information

Compliance Monitoring and Audits

Build proactive approaches to identify weaknesses in the compliance program to stay on top of any potential violations
Audit and review compliance standards to ensure that the entire organization is running smoothly

Consumer Complaint Responses

Develop procedures to address complaints from customers, individuals, or departments
Ensure that all members of staff know their role in handling customer complaints
Evaluate complaint trends to identify compliance issues

Compliance Audit

The compliance audit is an independent review of the current policies and procedures in place at your company. The audit will help management ensure the future will meet compliance standards and identify risk conditions.

While audits are going to need to be a continual part of your compliance management system, this first audit will give you a benchmark of where your organization currently stands and where improvements need to be made.

The audit will allow an impartial third-party to judge your systems and processes without insider bias. The audit isn't meant to be a criticism of your business practices, but rather provide you with concrete steps to improve and get a fresh set of eyes on your materials to ensure compliance standards are met.

Why Does Compliance Management Matter?

Compliance management helps your funding by providing capital partners with clear evidence of your compliance. When financial institutions can receive records of your rules and regulations and your processes for addressing customer complaints, you are more likely to receive favorable rates.

In addition to financial institutions, the Consumer Financial Protection Bureau is also going to be an interested party in your compliance management system. When you have clear records and document processes, you can avoid the negative impacts of compliance failure.

Conclusion

A good business is going to recognize the need to have a properly implemented compliance management system. Having one in place will ensure your success in the future by providing clear expectations and regulations around compliance standards in your industry.

At Energy Worldnet, we offer compliance management systems to help ensure everyone has access to written safety programs and can be prequalified before starting a job. Set up a demo with us today and get access to our compliance management solutions.

How Does Contractor Management Work?

Tue, 24 Aug 2021 07:38:18 GMT

Contractor Management

Contractor management describes the process for managing contracted work assigned by a company (an operator), from contract creation to execution. Successful management systems will maintain a comprehensive database on contractor insurance, training documentation, and administrative controls relevant to a specific project. The primary aim for a contract manager is to bring about continuity between the operator's qualification programs (OQs), and the contractor's internal practices.

Developing and implementing an effective operator qualification program is a complex process. Managers must allocate the appropriate resources necessary to maintain up-to-date training plans, consistent qualification records, accountability and compliance supervision, and efficient team communication.

The challenges posed by OQ and safety program implementation are further exacerbated by the involvement of contractors. The Pipeline and Hazardous Materials Safety Administration (PHMSA) provides clear guidance regarding operator responsibility in ensuring contractor compliance: contractors are to be held to the same regulatory standards as operators.

How Does Contractor Management Work?

Operator supervision of an external, contracted body demands complete transparency to guarantee adherence to quality control plans and regulations up and down the project chain. Variables may include:

Skill assessments (e.g. OQ tests)
Work histories, background checks (e.g. substance tests, driving records)
Budget and pay rates
Project experience, progress updates, and deadlines
OSHA records
Contractor insurance

Standardizing contractor performance is a resource-intensive process and presents a significant risk to any business operation utilizing 3rd party services. Operators can drive consistency and best practices in a number of ways. Contractors can be asked to establish and integrate their own proprietary qualification procedures to best match an operator's qualification practices. Thereafter, operators are tasked with auditing the contractor program for compliance, and validating that it is actively being used. Alternatively, contractors can simply be processed through the operator's native training programs, or an operator-approved program.

Ultimately, contractors are not required to adhere to an operator's procedures. However, the operator must verify that any substitute practice meets compliance standards before work may take place. Implementing an effective contractor management system can mitigate the disconnect between operator and contractor qualification protocols.

Risk Assessment and Pre-Qualification

Contractor management is a multiphase process beginning with a thorough risk assessment of the specific project and contractor company. Contracting bodies must be evaluated on a variety of performance metrics – historically and in real-time. Proper integration of pre-qualification procedures is a major indicator of contractor competency, preparedness, and vastly improves project markers pertaining to performance and worker safety.

Contractor Audit

Contractors are required to meet the standards of an operator to verify their competency and performance level. Operators are responsible for ensuring any and all contract hires are compliant with the statutes pertaining to the project. The management system should include audits on a contractor's internal training plans, safety protocols, and qualification/certification records.

Record Management

Adequate record management provides the data and context necessary for continuous improvement. Careful accounting of performance metrics will indicate trends in an operator-contractor relationship and heighten the predictability of business outcomes while reducing risk.

Energy Worldnet's Contractor Management Package

Cultivating a coherent relationship between operators and contractors is critical to avoiding project turbulence. The clearer performance expectations are between parties, the smoother a project can run. Crafting and integrating the right systems will improve communication between teams, drastically reduce the paperwork bloat incurred by less efficient documentation strategies, and contribute to a seamless continuity between in-house and contractor operations.

Energy Worldnet specializes in custom contractor management solutions , including:

Qualification records – live access and maintenance: OQ Plan reviews and rewrites, Safety Program reviews and development, Drug & Alcohol Program analysis and workshopping
Task List Alignment: Full-scale, end-to-end auditing services, Task and progress monitoring
Communication: Continuous improvement plans and recommendations, Operational monitoring, consultations, and advisement
Documentation and records management: Electronic management of detailed records, Organization of qualification, certification, and training documents

Compliance as a Service (CaaS) Platform Solutions

Complementing our manual consultation services, EWN offers a sophisticated Compliance Management System (eCMS) software . This compliance as a service (CaaS) platform provides access to an itemized database containing in-house and contractor insurance certificates, OSHA records, safety clearances and programs, work histories, payment, and budget information, and other project records.

Both operators and contractors can utilize the software to verify and validate compliance within their organization, and the organizations they are engaging with. The benefit? A 2015 study by Aberdeen Group indicated that compliance outcomes are improved by up to 55% through the use of effective eCMS platforms.

EWN's eCMS platform structures project data to reduce navigational strains placed on operators and contractors.

Introducing a new training plan becomes a matter of updating a single system, rather than frantically drawing up hundreds of new training forms.
Worksite security can be assured by employment history monitoring, flagging banned individuals who have switched contracting companies.
Strict guidance on qualification testing (and waiting periods on retakes) can be implemented and controlled in real-time, leaving no uncertainty on the record.
Contractor competencies can be cross-referenced directly with an in-house OQ plan to assure consistent application of compliance standards.

For more information on how does contractor management work, contact us .

What is API RP 1173?

Thu, 15 Jul 2021 04:56:00 GMT

The US Department of Transportation (DOT) has codified a number of regulatory standards that must be adhered to by companies constructing, handling, or operating hazardous gas and liquid pipelines. In conjunction with the Pipeline and Hazardous Materials Safety Administration (PHMSA), the American Petroleum Institute (API) has worked to develop safety management systems (SMS) and accreditation programs intended to adequately train manufacturers, refiners, suppliers, pipeline operators, and service organizations.

The API recommended practice (RP) 1173 is an SMS catalogued by the Institute in their list of quality standards. It's designed and intended to be adoptable and adaptable to pipeline companies of any size, or organizational complexity.

What is API RP 1173?

Natural gas use comprises around 34% of the US' energy annually. Every year, trillions of cubic feet of gas are transferred via pipeline to nearly 80 million consumers nationally. Acknowledging the high-stakes risk of disruptions to pipeline operations, the U.S. National Transportation Safety Board (NTSB) advised all related industries to develop and implement SMS protocols. As a result, the API and PHMSA have set forth a number of recommended safety practices.

Real World Stakes

Originally, the NTSB issued recommendations for industry-wide safety management systems based on a 2010 report on a pipeline spill in Marshall, Michigan. Known as the Kalamazoo River Oil Spill, 35 miles of river were impacted and clean-up efforts took 5 years. The company responsible paid nearly $177 million in penalties.

The Department of Transportation evaluates pipeline operators every 4 years. Companies are required to meet certain metrics for facilitating public awareness programs, and for qualitatively monitoring their operational efficiency over time. Recommended practices are sophisticated guidelines – unifying a number of industry best practices into cohesive systems – intended to provide businesses with the blueprints for effective continuous improvement strategies. API RP 1173 specifically addresses the formulation and maintenance of a successful pipeline safety management system (PSMS).

The primary initiative of API RP 1173 is developing an agile PSMS that can be scaled for any and all pipeline operations. First, the plan trains teams to cultivate a management environment conducive to upholding critical safety systems. This cultural shift feeds into a company's core values, and the level of team engagement with concepts of risk management, operations, and quality assurance practices.

Foremost, API RP 1173 is a continuous process with no end-point. The goal is to embed pipeline organizations with a consistent, dynamic, and evolving culture of safety.

The Act-Plan-Do Protocol

API RP 1173's cyclical improvement process is modeled by a feedback system of inputs and outputs consisting of 10 essential elements.

Inputs

Act: Management commitment and continuous improvement
Plan: Risk management

The recommended inputs designate a focus on managerial involvement. In order for safety to be prioritized, the leadership should be in alignment with nurturing the proper systems and cultural elements that ensure compliance from the ground-up. By maintaining a process for continuous improvement, companies may anticipate, assess, and pre-empt many risks that might otherwise accumulate.

Outputs

Do: Emergency preparedness and response, Operational controls, Competence, awareness, and training, Documentation and record-keeping, Stakeholder engagement
Check: Incident Investigation, Evaluation and lessons learned, Safety assurance

With the proper management systems in place, pipeline handlers and operators are enabled to work optimally within a stable framework. Operational practices, training initiatives, documentation control – business elements that are highly specific to a company – can be clearly defined, verified, and validated according to the higher-level processes captured by API RP 1173.

API RP 1173 provides a foundation upon which companies can mature along a route corresponding with skillful safety awareness principles, optimized performance, and uncompromising quality assurance standards.

Other API Quality Certification Definitions

API certifications are highly regarded within the energy and pipeline industry. The credentials provided by each qualification entail a level of knowledge and compliance-oriented expertise that guarantees exceptional inspection and quality assurance services.

The API speaks for over 600 national oil and gas corporations, covering a broad spectrum of operational involvement – from refining and manufacturing, to service and supply. Quality ordinances, regulatory resources, and other associated accredited certifications can be found through the American Petroleum Institute's primary website.

Getting Started with Energy Worldnet

Questions or concerns about implementing an SMS for your operations? Interested in the nuances of adopting API RP 1173's Act-Plan-Do protocol? Energy Worldnet is committed to effective leadership achieved through collaboration.

Reach out to one of our trained Compliance Specialists . They'll walk you through the stages of interpreting regulatory codes and recommended practices, and how to introduce your business to management system changes while limiting operational impediments.

The ROI of PSMS: Element 3 – Risk Management

Wed, 23 Jun 2021 10:12:00 GMT

Risk Management and pipeline safety

This is the third segment in a series of articles discussing the value or benefits an organization may expect from implementing each of the ten elements of the American Petroleum Institute's Recommended Practice 1173 (API RP1173) – Pipeline Safety Management Systems (PSMS). In this article, I will explore the benefits of risk management, or conversely, the costs associated with not managing risk.

As I stated in previous articles, PSMS is not currently a requirement for pipeline operators even though many of the individual elements of RP1173, in whole or in part, are required by existing regulations (e.g., OQ, Risk/Integrity Management, Operational Controls/Procedures, etc.). The value PSMS provides is that it requires operators to manage various aspects of their operation with intentionality, holistically, and with a keen focus on risk and continuous improvement.

WHAT IS RISK?

There are many definitions of risk; ASME B31-8S, which is incorporated by reference into the pipeline safety regulations, contains the following interpretation of risk:

"Risk is typically described as the product of two primary factors:

the failure likelihood (or probability) that some adverse event will occur

and the resulting consequences of that event."

Stated differently, risk can be boiled down to "what can go wrong!". Recognizing that something can go wrong is the first step in managing or controlling such risks.

WHAT IS RISK MANAGEMENT?

Risk management is defined in API RP-1173 as a:

…systematic application of management policies, processes, procedures, finite financial and human resources, and practices to the tasks of identifying, analyzing, assessing, applying prevention practices, and mitigating risk to protect employees and contractor personnel, the general public, the environment, and the pipeline. API RP-1173 (3.1.38)

Risk management is the collective set of practices to identify what can go wrong and then implement controls to prevent such risks from occurring or mitigate the consequences of such risks if they do occur.

OBVIOUS BENEFITS OF EMBRACING RISK MANAGEMENT

Generally, the benefits associated with embracing and implementing a risk management program are straightforward and do not require much explanation or analysis. In addition to the apparent benefits derived from managing risks, such as ensuring the safety of employees, customers, the public, pipeline facilities, and the environment, there are many other benefits to be gained that are not quite as evident. The high-consequence nature of natural gas pipeline operations represents a moral, legal, and financial responsibility that pipeline operators cannot disregard.

That being said, when holistically looking at the benefits of risk management as envisioned by RP-1173, the intentional adoption of risk management practices throughout an organization provides certain intangible benefits that may not be readily apparent; as such, I offer the following overview of the less-evident risk management benefits for consideration.

THE NOT-SO-OBVIOUS BENEFITS OF EMBRACING RISK MANAGEMENT

Even though the concept of risk management is a bit of a "no-brainer," there are additional benefits to adopting a risk management approach that solicits input from the employee base at large. This can be looked at as "crowdsourcing" risk management. Imagine for a moment how powerful a risk identification and management program could be if you had all employees on the lookout for things that could go wrong and then suggest preventive or mitigative steps to address these risks. In many cases, through Corrective Action Plans (CAPS), the boots-on-the-ground employees, including contract employees, are in the best positions to identify risks – that is, what can go wrong!

As I have often said, one of the key benefits of a positive safety culture is that, from a risk management perspective, if an employee "Sees Something," they should also be motivated to "Say Something" without fear of retribution. Subsequently, management is expected to "Do Something" to address the identified risk. These are all good things! However, such a goal is short-sighted. Operators need to be more granular or detailed when asking employees to report on "what could go wrong." Employees must be encouraged – and perhaps incentivized – to recognize and report on things that could go wrong, not only from a general perspective but also "specific" to the job or task they are expected to perform. By doing so, an operator can significantly benefit from a more insightful recognition of risk brought to their attention by the employees who are "actually doing the work."

Benefits of Risk Management:

Improved safety,
Increased employee engagement in identifying and reporting risk,
Reduced and/or mitigated incident costs,
Lowered insurance rates,
Improved company reputation in the eyes of employees, customers, the public, and regulators, and
More appropriate allocation of resources.

In conclusion, the thoroughness of an organization's Risk Management Program and management's responsiveness to employee-identified risks ("See Something, Say Something") builds understanding and confidence in management's commitment to safety. Further, management's resource allocation to manage risk ("Do Something") demonstrates that commitment and enhances safety culture.

FUTURE ARTICLES

Be sure to stay tuned for future articles regarding the ROI of PSMS. Each element of PSMS will be examined and, hopefully, will help convince those on the fence that pursuing PSMS brings value to the organization in many ways – including, but not limited to, enhanced pipeline safety.

If you want to learn more about how Energy Worldnet can help you with your PSMS journey, do not hesitate to contact me at 317-523-7437.

(Note: While the title of this series, "The ROI of PSMS," may be a bit misleading, it does draw attention to the notion that implementation of PSMS involves certain costs and carries the expectation of specific benefits, both of which will vary from organization to organization. Technically, the ROI calculation is made by simply dividing the "quantified" net benefits by the costs of implementation (the investment). The resulting ROI percentage can be used for prioritizing competing investment opportunities. For purposes of this series, the notion of competing investments is not considered; instead, the series intends to identify PSMS-related benefits to inform the decision-making process regarding whether to move forward with PSMS or not.)

Steve Allen
Executive Director, Pipeline Safety
Energy Worldnet

How to Prepare for the API 1169 Exam

Sat, 05 Jun 2021 08:20:00 GMT

Those interested in becoming a pipeline construction inspector must first earn their certification via a program managed by the API (American Petroleum Institute). Applying for this certification requires a combination of years working in the industry and education, but the most important step is taking and passing the exam – in this case, the API 1169 exam. Let's take a look at what that exam is like, and prepare for API 1169 exam as you get ready to apply.

What is the API 1169 Exam?

This is an API exam specifically created as a requirement for certification as a Pipeline Construction Inspector. While the API may administer the test, it is also verified by the Canadian side of the industry, and the certification is recognized in both countries.

The exam itself is a 115-question test taken on a computer with a time limit of three hours. The questions are all multiple choice. While candidates are not allowed to bring in any outside or personal reference materials to use with the exam, reference materials will be provided on the computer when the exam is taken (candidates also have the ability to choose between the United States and Canadian versions of the reference materials). As such, candidates must be familiar with the associated materials and their information, as well as how to consult reference materials properly for the best results.

What's Included in the API 1169 Exam

The Pipeline Construction Inspector exam covers a broad range of knowledge related to new onshore pipeline construction. That includes information covering general pipeline safety, personnel safety for the construction workers, environmental and pollution control requirements, and general knowledge about pipeline construction – as well as the specific responsibilities of the inspector for these pipelines.

Note that the exam cannot cover local rules and regulations for a specific site, but pipeline inspectors are expected to know and apply those regulations for particular projects. That's one reason it's important to master studying and understanding reference materials for a wide variety of cases.

Study the API 1169 Body of Knowledge

The topics covered may seem like a lot of information for an exam of around 100 questions, but there are specific sources to use when studying that condense and codify this information for the exam. The first source to focus on is the API's own "Body of Knowledge." The Body of Knowledge is a list of the topics included in the exam, and is a great place to start preparing.

At first glance, the body of knowledge may look a little overwhelming, but it's helpful to think of it as a reference list of the topics that should be studied set out in complete order.

Note that the Body of Knowledge is updated for every new exam session (which typically occur twice a year) so it's important to consult the latest Body of Knowledge once you have applied for the exam – although, as we note below, it's all right to start becoming familiar with the content before then.

Study the API 1169 Publications Effectivity Sheet

The Publication Effectivity Sheet is another resource that candidates must be very familiar with. This is an essential list of publications that have been used to create the exam. To properly prepare for the API 1169 exam, collect these publications and give them a broad review to understand how to review topics within them (most if not all are available for free online). Then use the Body of Knowledge to look up specific topics in these publications for full review. Mark all of the passages indicated by the Body of Knowledge for easier studying.

Note that some of the primary publications on the Publication Effectivity Sheet will be the references made available during the exam itself, but not all references listed will be offered, which is why studying prior to the exam is such an important step.

Spend Lots of Time with Practice Questions

You can find a variety of free practice questions for the API 1169 exam online, from platforms like Chegg or Quizlet. These questions are not guaranteed to be on the exam, or to cover the same information that the exam will cover, but they are still a great way to get accustomed to exam questions and go over related information that can help prepare for the real thing.

Consider a Preparation Training Course for the Exam

There are a variety of training courses you can sign up for online as well, such as those offered by EnergyWorldnet. These training courses are not required to prepare for the API 1169 exam and they aren't for everyone, but they do hold some advantages. You typically gain access to full practice exams with more relevant information, and a structured system of studying which may be beneficial. Costs for these training programs can vary, but they typically cost several hundred dollars.

Final Notes

There is no specific time when you need to start preparing for the API 1169 exam ahead of a scheduled test date, but starting earlier can help a candidate become more familiar with the references and materials they will be using on the exam – and on the job. Remember, certain qualification requirements are needed before applying to the exam, including various combinations of several years of education and industry experience. Start becoming familiar with reference materials early on, and you will be well-prepared for the exam before you even begin your application. Just remember to review the latest materials designated for your exam period when the time comes.

How to Become a Licensed Pipeline Inspector

Thu, 03 Jun 2021 12:23:28 GMT

Are you interested in becoming a licensed pipeline inspector? This certification process is straightforward but does require an application process, passing an exam, and periodic recertification. Here's how to become a licensed pipeline inspector and what you should know about the position.

Understand the Specifics of Licensed Pipeline Inspector

Pipeline inspector refers to a specific position in the oil and gas industry, defined by the API, or American Petroleum Institute, with the designation API 1169. It is also the API that certifies workers for the pipeline inspector position and creates the exams that must be passed to earn certification.

The certification is designed for inspection of new construction of on-shore pipelines used to transfer oil, etc. Inspectors look for pipeline damage, malfunctions, improper construction, maintenance issues, and other problems that can lead to broken pipelines or issues with output. Inspectors then provide advice to builders and managers on the correct type of construction to work with as well as what repairs or maintenance is necessary to address current problems.

Note that a pipeline inspector position should not be confused with other jobs such as a piping inspector, above-ground storage tank inspector, pressure vessel inspector, or risk-based inspection. These are all separate designations with their own unique requirements and certification. Also note that while the API is an American organization, Canada also accepts the 1169 certification, and the exam includes specific Canadian topics so that certification can be used in either country without the need to take additional exams, etc.

Know the Broad Requirements of Inspection

A pipeline inspector includes several different requirements outlined by the API, which make up the core of the certification exam:

Inspector Responsibilities: This refers to what activities the inspector is responsible for, and includes the basic steps of the job like planning inspections, monitoring ongoing work, evaluating pipes, verifying construction or repairs, and solving problems that arise. It also involves the proper documentation and reporting that the job requires.

Personnel and General Pipeline Safety: This involves all key construction safety requirements for pipelines, such as those determined by OSHA and other organizations.

Environmental and Pollution Control: Inspectors must comply with all environmental and pollution regulations, which means they must always study local, state, and federal regulations, how regulations are changing, and upcoming requirements. This includes basic knowledge about how pipelines affect air, water, agricultural quality, erosion, waste management, and similar topics.

General Pipeline Construction: Inspectors also need to know about pipeline construction in general, and all the current codes and compliance requirements involved in building the pipeline, including how to properly document compliance.

Meet Minimum Education and Experience Requirements

To qualify for the exam and certification, participants must have the right combination of education and experience. This is somewhat flexible – experience in the industry can make up for lack of education qualifications, and vice-versa. That leads to a wide variety of qualification combinations, including:

Applicants with at least three years of pipeline inspection experience, i.e. working under a certified inspector.
Applicants with a two year degree and two years of pipeline inspection experience
Applicants with two years of military service and two years of pipeline inspection experience
Applicants with a two-year degree and three years of general oil and gas inspection experience
Applicants with a two-year degree and four years of non-inspection pipeline experience
Applicants with a two-year degree and five years of heavy industry experience (eight years without a degree)
And so on

Read and Study References

The API 1169 certification exam covers a variety of important inspector requirements, and is updated annually to cover current regulations and best practices. The API has a list of references used for the exam called the Publication Effectivity Sheet. Those interested in becoming inspectors should consult this list of references as part of exam preparation.

The Sheet is useful for several different reasons. First, the list of references are core study materials for the exam, including API Recommended Practices and CGA Best Practices. If it's on the list, it's a text you need to have for studying. Second, the sheet specifies all U.S. and Canadian regulations that inspectors must know for the exam, with links to the appropriate documents. Third, the Sheet also offers additional recommended texts that are not required for the exam but are useful for industry knowledge, especially for those who have not spent a significant time working on pipelines. Third parties also provide training programs as classes to help prepare.

Study the Required Body of Knowledge

In addition to the Publication Effectivity Sheet, the API also makes a document available called the Body of Knowledge. This is essentially more in-depth references about the exact topics that the exam will cover, and should be used along with the Publication Effectivity Sheet to help optimize studying practices.

Schedule and Pass the API 1169 Exam

As the applicant studies, they also need to schedule their exam in advance. The application includes everything from employer references to transcripts and diplomas, so it's important to start it early and fill it out thoroughly. When an application is accepted, the applicant can schedule their exam either online or at one of 500 testing centers around the world.

The exam lasts for three hours and includes 115 questions (in its current state). While personal reference materials are not allowed, the exam computers do include official reference materials that can be used while taking the exam – with the search function disabled, so you still need to be very familiar with the materials using the documents we mentioned above.

Re-Apply For Certification as Needed

Pipeline inspection certification currently lasts for three years before a licensed pipeline inspector must apply for re-certification to keep current on the latest compliance requirements, regulations, and so on.

Get Ready for your Licensed Pipeline Inspector Exam with Energy Worldnet

Prepare for your exam with training material and practice exam questions available through the Pipeline Inspector Certification Training Program from Energy Worldnet. Our courses align directly with API 1169 to get you ready for the real exam. With this online course, you can access courses from anywhere and accomplish your goals at your own pace. Enroll now!

What is Operator Qualification (OQ)?

Thu, 03 Jun 2021 12:16:15 GMT

Operator Qualification is a program that pipeline operators of hazardous liquids and gas must possess and adhere to according to state and federal codes. It involves written guidelines and requirements that operators must follow to ensure the safe and responsible operation of pipelines.

OQ is intended to reduce pipeline accidents and incidents by ensuring that individuals who perform "covered tasks" on pipeline facilities are trained and qualified. Read more to learn what tasks to include in your OQ plan, areas to address in your OQ program, and how EWN can help.

COVERED TASKS TO INCLUDE IN YOUR PLAN

State and federal codes provide criteria for identifying covered tasks. On the federal level, the "four-part-test" lists covered task requirements. Some states may have more strict covered task identification criteria. Additionally, operators themselves may create criteria for defining covered tasks.

It's important to note that the federal code is the minimum standard. States can exceed federal requirements, and operators can establish additional covered tasks. However, all OQ programs must, at a minimum, include tasks that state and federal requirements consider covered.

For specific guidance in identifying covered tasks, operators and contractors may refer to ASME's B31Q Pipeline Personnel Qualification Standard and the American Petroleum Institute's RP 1161, Recommended Practice for Pipeline Operator Qualification.

ASME's B31Q
API's RP 1161

B31Q is ASME's standard for Pipeline Personnel Qualification, which contains over 150 tasks in pipeline safety and integrity.

The B31Q Task List specifies the requirements for:

Identifying covered tasks that impact the safety or integrity of pipelines,
Qualifying individuals to perform those tasks, and
Managing the qualifications of pipeline personnel.

To embark on this journey, you must meet the API's qualification and work experience requirements.

AREAS TO ADDRESS IN YOUR QUALIFICATION PROGRAM

Federal code (in §192.805 for gas and §195.505 for hazardous liquids) provides minimum requirements for operators to follow when creating their written operator qualification program. They are:

Identify covered tasks;
Ensure through evaluation that individuals performing covered tasks are qualified;
Allow individuals that are not qualified pursuant to this subpart to perform a covered task if directed and observed by an individual that is qualified;
Evaluate an individual if the operator has reason to believe that the individual's performance of a covered task contributed to an incident as defined in Part 191;
Evaluate an individual if the operator has reason to believe that the individual is no longer qualified to perform a covered task;
Communicate changes that affect covered tasks to individuals performing those covered tasks;
Identify those covered tasks and the intervals at which evaluation of the individual's qualifications is needed;
After December 16, 2004, provide training, as appropriate, to ensure that individuals performing covered tasks have the necessary knowledge and skills to perform the tasks in a manner that ensures the safe operation of pipeline facilities; and
After December 16, 2004, notify the Administrator or a state agency participating under 49 USC Chapter 601 if an operator significantly modifies the program after the administrator or state agency has verified that it complies with this section. Notifications to PHMSA must be submitted in accordance with § 192.18.

States may have additional requirements.

EWN IS HERE TO HELP CREATE AND UPDATE YOUR OPERATOR QUALIFICATION PROGRAM

Energy Worldnet's skilled professionals specialize in creating and updating OQ plans and task lists. Many operators are unaware of potential regulatory compliance issues until an inspector discovers them.

By that time, it's too late.

EWN works closely with operators and contractors to identify problems and to develop and implement solutions before they become an embarrassing regulatory agency enforcement action.

EWN employs former OQ administrators and state and federal regulatory agency inspectors who are uniquely qualified to assess and improve your OQ plan. EWN team members serve on industry OQ committees, such as ASME's B31Q Pipeline Personnel Qualification Committee and the American Petroleum Institute's RP 1161, Recommended Practice for Pipeline Operator Qualification Committee, making EWN the right choice to assess your OQ program and to guide you in continually improving it.

ROI of PSMS: Element 2 - Stakeholder Engagement

Thu, 04 Mar 2021 09:10:00 GMT

The ROI of PSMS

Element Two: The Benefits of Stakeholder Engagement

This is the second in a series of articles discussing the value or benefits an organization might expect to receive from implementing each of the ten elements of American Petroleum Institute's Recommended Practice 1173 (API RP1173) – Pipeline Safety Management Systems (PSMS). In this article, I will explore the benefits associated with stakeholder engagement.

As I stated in the first article, PSMS is not currently a requirement for pipeline operators even though many of the individual elements of RP1173, in whole or in part, are required by existing regulations (e.g., OQ, Risk/Integrity Management, Operational Controls/Procedures, etc.). The value PSMS provides is that it requires operators to manage the various aspects of their operation with intentionality, holistically, and with a keen focus on risk and continuous improvement. In this article, I will attempt to identify some of the benefits derived from stakeholder engagement.

WHO ARE STAKEHOLDERS AND WHAT IS THE BENEFIT OF ENGAGING THEM?

What is stakeholder engagement? Essentially this PSMS element requires operators to maintain a process and plan for communication and engagement with both internal and external stakeholders regarding risk identification and risk mitigation/management. While the stakeholder engagement element of PSMS includes the stakeholders identified in 49 CFR 192.616 – Public Awareness, it is intended to reach a much broader audience, including employees, customers, contractors, locators, regulators, and others.

I will address some of the different types of stakeholders that need to be engaged as per RP 1173 and identify the benefits of doing so with each. The list of stakeholders will not be all-inclusive, but I think you will get the idea of the benefits of stakeholder engagement overall. A common theme among many of these stakeholders is the concept of "See Something," "Say Something," with the operator expected to "Do Something."

Employees:

Employee engagement is CRITICAL! "C-Suite" employees to "boots on the ground" employees must be engaged regarding risk identification and mitigation. Effective two-way communication between management and workers will result in honest, accurate, and timely identification of risks to the pipeline system. The expectation is that the employee engagement processes and procedures in place will result in management acknowledging risks identified by employees and taking action to address such risks, including allocating necessary resources where needed to address such risks.

"Boots on the ground employees" are a pipeline operator's eyes and ears regarding operations and problems that arise, and when they speak up, their voices MUST not be dismissed. Establishing effective processes, procedures, and communications channels for employees to voice their concerns and inform management of risks identified to the system is priceless!

Customers:

Engagement with customers is also CRITICAL! After all, customers are at the end of the delivery chain. They live within the downstream infrastructure of the operator. They should also be considered the eyes and ears of the company when considering things that could go wrong at the point of delivery. Customers reside where operators' actual products/services are delivered. If there are safety-related issues that arise in the delivery of these services, then there must be methods in place to educate customers about safety-related risks and how they should go about reporting such risks to the operator.

A well-designed customer engagement program that effectively addresses customers' education regarding risk identification and reporting will yield significant returns to an operator. Seconds count, and a well-informed/engaged customer base can literally mean the difference between life and death! Thought of in a different light, customers are an operator's last line of defense regarding risk identification and communication, certainly well worth the effort.

Contractors:

In many cases, contractors account for a very large percentage of an operator's workforce, and as such, it is imperative they are engaged in the risk identification and mitigation efforts of the operators they serve. As part of their contractor engagement programs, many operators have in place corrective action programs (CAPs) that require contractor personnel to speak up if they see a safety-related issue that should be addressed, without fear of retribution. Again, the concept of "See Something, Say Something" is a fundamental tenant of PSMS, and the more it is embraced, the better overall safety is achieved.

As it relates to contractors, safety begins with the quality of the work they perform, and the integrity of pipeline installed or maintained. Contractor quality management practices and adherence to operator CAPs are key components needed to ensure the long-term safety of a pipeline.

For further information on this concept, I recommend reviewing API RP-1177 Recommended Practice for Steel Pipeline Construction Quality Management Systems (Nov. 1, 2017) and Pipeline Construction Safety Management Systems developed jointly by the Distribution Contractors Association (DCA) and the American Pipeline Contractors Association (APCA).

Damage Prevention Stakeholders:

In the world of damage prevention, facility owners, One-Call centers, locators, landowners, excavators, and others are all stakeholders. These stakeholders engage each other in various ways across the country with the common goal of safety and the avoidance of excavation damages. Unfortunately, the level of stakeholder engagement, in some cases, is ultimately driven by the threat of financial loss from excavation damages. Based on state One-Call regulations these financial losses can be significant, and in some states can run into millions of dollars. Also, under federal and state pipeline safety regulations, pipeline operators can be subject to large penalties for non-compliance and in certain cases can pass those penalties on to their locating contractors through contract indemnification clauses. Lastly, pipeline operators, excavators, and locators can each be held liable for injuries, death and property damages that result from excavation damages. For all these reasons, damage prevention stakeholders clearly need to engage each other to ensure safety and prevent damages.

Regulators:

You may be asking yourself how a regulator is considered a stakeholder. Simply put, in most cases, it is the regulator's responsibility to ensure compliance with pipeline safety and state One-Call regulations. Discharging this responsibility is a balancing act. Regulators do not always have the authority to directly address the root cause of a problem (such as with state One-Call laws that result in unintended circumstances) and must rely on their ability to influence stakeholders through engagement as opposed to enforcement action.

WHY STAKEHOLDER ENGAGEMENT IS IMPORTANT

Through effective stakeholder engagement, pipeline operators:

Help ensure all stakeholder parties know what is expected of them and know how to satisfy these expectations.
Improve employee morale by keeping them informed.
Create an internal environment of open, two-way communications that helps to surface and address safety issues and concerns that may arise without fear of reprisal.
Create an external environment of open, two-way communications that helps to make sure all parties involved are working together to identify and address safety related issues.
Reinforce the positive safety cultures they need to ensure safe pipeline operations.
Intentionally seek to identify opportunities for continuous improvement regarding pipeline safety.

FUTURE ARTICLES

Be sure to stay tuned for future articles regarding the ROI of PSMS. Each element of PSMS will be examined and will hopefully help convince those on the fence that pursuing PSMS brings value to the organization in ways including, but not limited to enhanced pipeline safety.

If you would like to learn more about how Energy Worldnet can help you with your PSMS journey, do not hesitate to contact me at 317-523-7437.

(Note: While the title of this series "The ROI of PSMS" may be a bit misleading, it does draw attention to the notion that an implementation of PSMS involves certain costs and carries the expectation of certain benefits, both of which will vary from organization to organization. Technically, the calculation of ROI is made by simply dividing the "quantified" net benefits by the costs of implementation (investment). The resulting ROI percentage can be used for prioritizing competing investment opportunities. For the discussion of this series, the notion of competing investments is not considered, and the intent of the series is to identify PSMS related benefits to inform the decision-making process regarding whether to move forward with PSMS.)

Steve Allen
Executive Director, Pipeline Safety
Energy Worldnet

The ROI of PSMS Leadership: Leadership and Management Commitment

Tue, 19 Jan 2021 09:07:00 GMT

The ROI of PSMS

Element One: The Benefits of Leadership and Management Commitment

INTRODUCTION:

This is the first in a series of articles discussing the value and benefits an organization might expect to receive from implementing each of the ten elements of American Petroleum Institute's Recommended Practice 1173 (API RP1173) – Pipeline Safety Management Systems (PSMS).

While the title of this series, "The ROI of PSMS," may be a bit misleading, it does draw attention to the notion that an implementation of PSMS involves certain costs and carries the expectation of certain benefits, both of which will vary from organization to organization. The ROI calculation is made by simply dividing the "quantified" net benefits by the costs of implementation (investment). The resulting ROI percentage can be used for prioritizing competing investment opportunities. For this discussion, the notion of competing investments is not considered. The series intends to identify PSMS-related benefits to inform the decision-making process regarding whether to move forward with PSMS.

Currently, PSMS is not a requirement for pipeline operators. However, most investor-owned local distribution companies (LDCs) and interstate transmission operators have recognized the benefits of PSMS, appreciate the current political and regulatory landscape surrounding the need for PSMS, and have decided to begin their PSMS Journeys.

Private and municipally-owned LDCs, on the other hand, have not pursued implementation of PSMS nearly to the extent that investor-owned LDCs have. This may be due to the possible lack of resources available to small operators to implement a PSMS or because of the lack of understanding of or appreciation for the benefits which could be received from such an implementation. This series of articles focuses on the benefits to be expected from each element of PSMS and is intended to help decision-makers, still on the fence regarding PSMS, to move forward.

It is important to acknowledge that in most cases, investor-owned pipeline operators are significantly larger than their private and municipally-owned counterparts. They tend to have large, diverse workforces, extensive organization structures, occupy a relatively large geographic footprint, oftentimes maintain very complex, interrelated information systems with lots of moving parts, and have significantly more resources available to them to implement PSMS. These are the kinds of operators where PSMSs really shine due to their sheer size, complexity, and the increased "potential/opportunity" for threats to slip through the cracks and allow bad things to happen.

On the other hand, small private and municipally-owned operators generally do not need to design and implement large, sophisticated PSMS programs. Many of these operators already have programs in place that, in my opinion, adequately address risk as well as many (but not all) of the 10 PSMS Elements. In these cases, the "potential/opportunity" for threats to slip through the cracks and allow bad things to happen is not as pronounced, which is why some subscribe to the old saying of "the juice isn't worth the squeeze!" regarding pursuit of PSMS. My hope is that by the end of this series of articles, I can show why "the juice IS worth the squeeze!".

LEADERSHIP AND MANAGEMENT COMMITMENT:

One of the, if not "the," most important elements of PSMS is leadership and management commitment and its impact on the safety culture of an organization. This first article focuses on the PSMS benefits related to leadership and management commitment and ultimately "Safety Culture."

Leadership and management commitment, the first element in API RP-1173, establishes the "Tone at the Top" and guides the organization regarding pipeline safety. By this, I mean leadership and management must establish and communicate expectations through policies, procedures, and goals and demonstrate genuine commitment to safety by identifying safety responsibilities and holding all personnel accountable for safety performance.

If this is done effectively, the workforce will see leadership "walking the talk," giving credibility to management and the safety culture they desire. A positive safety culture which supports PSMS starts with leadership. Leadership MUST be intentional about identifying and addressing risk. They must be consistent, diligent, transparent, and follow-through by allocating adequate resources to address risks which are identified. They cannot simply pay lip service to this PSMS element. Management actions must support their words. They must lead their organizations toward development and continuous improvement of a positive safety culture, and in doing so, the benefits will follow!

POSITIVE SAFETY CULTURE ORGANIZATIONAL BEHAVIOR BENEFITS

There are multiple safety culture indicators which can be measured through policy and procedure reviews, as well as audits, perception surveys, and field observations. If effectively addressed by leadership and management, the following workforce and organizational benefits associated with these safety culture indicators can be expected:

Reduced Complacency – Workers will no longer be complacent regarding how they perform their jobs. They no longer perform routine tasks in "autopilot" and are aware, understand, and appreciate the risks associated with the work they complete. They will strive to make improvements and intentionally work to ensure safety.

Remove Fear of Reprisal – Workers will not feel intimidated or fear reprisal for raising objections or concerns about safety-related situations they observe. They are encouraged to embrace the concept of "see something, say something" and are encouraged to exercise their stop work authority if unsafe conditions arise.

Eliminate Over Confidence – Similar to complacency, workers will recognize the risks associated with the tasks they perform, and even though they feel confident in their ability to complete a task a certain way, they will follow procedures and protocols on tasks they perform because they understand and appreciate the safety aspects of completing a task in a certain way. A positive safety culture will consistently reinforce the importance of awareness regarding changing risks, the importance of following procedures, and provide frequent training on proper equipment usage as well as job task risk and hazard identification.

Counteract Normalization of Deviance – A positive safety culture will prevent normalization of deviance before it becomes an issue to correct. A positive safety culture will foster a team environment where deviating from rules, policies, or procedures would feel like a disappointment and risk to co-workers, therefore discouraging normalization of deviance. As with "Complacency" and "Over Confidence," workers recognize that just because they may have taken short-cuts in performing a task in the past or have observed others taking short-cuts, it DOES NOT mean it is okay to continue to do so. Workers recognize the risks associated with a covered task and understand why procedures must be followed, and take steps to ensure compliance.

Intolerance of Inadequate Systems and Resources – Employees and management at all levels are intolerant of workarounds due to inadequate systems or resources. With a positive safety culture, the company's system of checks and balances help to ensure the need for additional safety-related resources is effectively communicated to management, who is responsible for addressing identified deficiencies.

Reduces Production Pressure – Deadlines and imposed pressures to complete tasks on schedule can lead to reduced job safety awareness and incidents or accidents. A positive safety culture will always place safety above the pressure to produce and ensure processes and procedures are in place to ensure risks are being mitigated and job safety is being maintained regardless of deadlines and that safety is never compromised.

WHY A POSITIVE PIPELINE SAFETY CULTURE IS IMPORTANT

With a positive pipeline safety culture, imagine, if you will, an environment where employees:

Diligently and intentionally keep their eye on the ball as it relates to risk and asset (or pipeline) safety, and management makes the necessary resources available to accomplish pipeline safety-related objective.
They know "how" to do their jobs, and they follow procedures consistently.
They know "why" they perform various steps or tasks on the job, and they understand the importance of each step, especially as it relates to safety.
They understand and embrace their safety responsibilities and know "what" they must do to ensure safety.
They know they can speak up if they see a safety concern without fear of retribution, and they know management will address that concern.
And lastly, they intentionally seek to identify and reduce risk thereby ensuring pipeline safety.

Such a positive pipeline safety culture is attainable and is critical to moving the industry toward the goal of zero incidents.

ECONOMIC BENEFITS OF PSMS

The following is a short list of examples of benefits that could be expected from effective leadership and management efforts to develop and continuously improve its pipeline safety culture:

Better Employee Morale

Improved attendance
Pride in work product which leads to improved quality
Improved employee retention

Improved Risk Identification and Avoidance

Continuous Improvements

Fewer incidents
Fewer fines and penalties due to non-compliance
Improved quality
Enhanced efficiencies

Avoided Costs

Injuries
Incidents
Waste and inefficiencies
Higher insurance costs

Intangible Benefits

Improved reputation with: Customers, Investors, Employees, Regulators

YOU CAN'T MANAGE WHAT YOU DON'T MEASURE

The following is a quote from the introduction to API RP-1173:

"…although a positive safety culture can exist without a formal PSMS, an effective PSMS cannot exist without a positive safety culture. Therefore, Operators should actively work to assess and improve their safety cultures ."

To ensure the benefits discussed in this article are achieved, it is paramount that organizations, including both operators and contractors, evaluate and assess the health and maturity of their pipeline safety cultures on an ongoing basis. An effective assessment of a pipeline safety culture must consider the impact each of the ten elements of API RP-1173 has on this culture. An assessment such as this will identify gaps and opportunities for improvement. With corrective actions taken to address these gaps, subsequent assessments will help gauge the effectiveness of the actions taken and provide additional insights into the Plan, Do, Check, Act cycle.

FUTURE ARTICLES

Be sure to stay tuned for future articles regarding the ROI of PSMS. Each element of PSMS will be examined and will hopefully help convince those on the fence that the PSMS juice is worth the squeeze.

If you would like to learn more about Pipeline Safety Culture Assessments or see how Energy Worldnet can help you, do not hesitate to contact me at 317-523-7437.

Steve Allen
Executive Director, Pipeline Safety
Energy Worldnet

Energy Worldnet Re-brands & Focuses on Exciting Future

Wed, 14 Oct 2020 09:58:35 GMT

DECATUR, TX / October 13, 2020 / In the unveiling of an effort that has been building over the past eight months, Energy Worldnet (EWN) has officially released a company-wide rebrand with enhanced technological functionalities that include a new logo, website, and color palette, coupled with added people-centered accountability enrichments for the clients, employees, and industries they serve.

"Our entire team is committed to providing an exceptional user experience, keeping stakeholders well informed of improvements, fostering positive working relationships, and making our mark in the industry," remarked Coleman Sterling, Chief Executive Officer. "We wanted the brand itself to be a true reflection of the quality refinements we've made in the technology, education, compliance, and innovative services we provide."

"To advance our continuous improvement and client engagement efforts, we knew it was time to take things to the next level," said James Cross, Senior Vice President of Brand. He continued, "Each of the changes we've put in place signals our strong desire to provide the highest quality solutions for our clients."

EWN's brand and services have evolved several times since its founding in 1994 as Energy Worx when it began offering operational and safety trainings. In 1999, the company was rebranded as Energy Worldnet, at which point it added Operator Qualifications to its growing list of available products. In 2002, EWN delivered the industry's first Software as a Service (SaaS) model, further establishing itself as the premier provider and industry leader of choice. Today, Energy Worldnet employs a rapidly growing group of professionals who are laser-focused on providing its global client base with premier solutions and experiences.

"The progression of Energy Worldnet is nothing less than remarkable," stated Geoff Isbell, EWN's President. "The updated look and feel of our products and solutions are indicative of our forward-focused approach, one that honors our past and embraces the future with a great deal of enthusiasm and confidence," he concluded.

Pipeliners Podcast – Episode 138 – Cheryl Campbell

Tue, 28 Jul 2020 07:13:00 GMT

Tuesday, July 28 – PIPELINERS PODCAST – EPISODE 138 – CHERYL CAMPBELL sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat sits down with Cheryl Campbell of Infrastructure Management Group to discuss damage prevention in the pipeline industry. Cheryl shares insights on PHMSA's ongoing damage prevention initiatives, the 811 call-before-you-dig program, and what operators can do to improve their damage prevention programs.

Conversation with Cheryl Campbell: Show Notes, Links, and Insider Terms

Damage Prevention – The practice of protecting underground utilities from accidental damage caused by excavation and other ground-disturbing activities.

811 – The national call-before-you-dig phone number. Calling 811 before any digging project connects excavators with local utilities who will come out and mark the location of underground lines.

PHMSA – Pipeline and Hazardous Materials Safety Administration, the U.S. Department of Transportation agency responsible for pipeline safety regulation.

Conversation with Cheryl Campbell: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 138, sponsored by Energy Worldnet. I'm your host, Russel Treat. Today we're talking about damage prevention with Cheryl Campbell of Infrastructure Management Group. Cheryl, welcome to the show.

Cheryl Campbell : Thank you, Russel. I'm really glad to be here today and talking about something that's near and dear to my heart.

Russel : Let's start by having you tell us a little bit about your background and what you do at Infrastructure Management Group.

Pipeliners Podcast – Episode 137 – Mary Palkovich

Tue, 21 Jul 2020 07:02:00 GMT

Tuesday, July 21 – PIPELINERS PODCAST – EPISODE 137 – MARY PALKOVICH sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat speaks with Mary Palkovich about Safe Harbor lessons learned and the impacts of training programs in the pipeline industry. Mary shares key insights on how operators can leverage Safe Harbor provisions and build effective training programs that meet regulatory requirements.

Conversation with Mary Palkovich: Show Notes, Links, and Insider Terms

Safe Harbor – A regulatory provision under OQ rules that allows operators to use pre-qualified training programs and assessments developed by qualified third-party providers to meet their OQ obligations.

Operator Qualification (OQ) – The PHMSA-mandated program requiring pipeline operators to ensure individuals performing covered tasks are qualified to do so safely.

Conversation with Mary Palkovich: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 137, sponsored by Energy Worldnet. I'm your host, Russel Treat. Today I'm joined by Mary Palkovich to talk about Safe Harbor lessons learned and training impacts. Mary, welcome to the show.

Mary Palkovich : Thank you, Russel. I appreciate the opportunity to be here and discuss these important topics.

Pipeliners Podcast – Episode 136 – Jen Holmstadt

Tue, 14 Jul 2020 06:53:00 GMT

Tuesday, July 14 – PIPELINERS PODCAST – EPISODE 136 – JEN HOLMSTADT sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat talks with Jen Holmstadt about geotechnical hazards in pipelining. Jen shares her expertise on how ground movement, landslides, and other geotechnical risks impact pipeline integrity and what operators can do to identify and manage these hazards effectively.

Conversation with Jen Holmstadt: Show Notes, Links, and Insider Terms

Geotechnical Hazards – Naturally occurring geological conditions such as landslides, subsidence, soil liquefaction, and ground movement that can threaten pipeline integrity.

Pipeline Integrity Management – A systematic program operators use to assess the condition of their pipelines and mitigate risks to safety and the environment.

Conversation with Jen Holmstadt: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 136, sponsored by Energy Worldnet. I'm Russel Treat. Today we're talking about geotechnical hazards with Jen Holmstadt. Jen, thanks for joining us.

Jen Holmstadt : Thanks, Russel. Happy to be here to talk about this topic that I think is really underappreciated in our industry.

Pipeliners Podcast – Episode 135 – Brian Dresel & Mayra Maese

Tue, 07 Jul 2020 06:38:00 GMT

Tuesday, July 7 – PIPELINERS PODCAST – EPISODE 135 – BRIAN DRESEL & MAYRA MAESE sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat speaks with Brian Dresel and Mayra Maese from Energy Worldnet about how to create a tailored training plan for pipeline operators. They discuss the process of identifying training needs, matching content to covered tasks, and ensuring OQ compliance through a customized approach to workforce development.

Conversation with Brian Dresel and Mayra Maese: Show Notes, Links, and Insider Terms

Tailored Training Plan – A customized approach to OQ training that matches specific training content and assessments to the covered tasks performed by each worker in an operator's workforce.

Covered Tasks – Pipeline operations and maintenance activities identified by PHMSA that require workers to be qualified through an OQ program before performing them.

Energy Worldnet (EWN) – A leading provider of operator qualification, compliance, and workforce management solutions for the natural gas pipeline industry.

Conversation with Brian Dresel and Mayra Maese: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 135, sponsored by Energy Worldnet. I'm Russel Treat, and today I have two guests joining me from Energy Worldnet: Brian Dresel and Mayra Maese. We're going to be talking about creating a tailored training plan. Brian and Mayra, welcome to the show.

Brian Dresel : Thanks, Russel. Glad to be here.

Mayra Maese : Thank you, Russel. It's always great to be on the podcast.

Gas Pipeline Advisory Committee Meeting – Proposed Gas Gathering Rules

Thu, 02 Jul 2020 09:53:00 GMT

I was privileged to have attended the PHMSA June 25-26, 2019 Gas Pipeline Advisory Committee (GPAC) meeting in Washington, D.C. to hear discussions on the proposed rules regarding Gas Gathering Lines. These proposed rules were part of the April 2016 Notice of Proposed Rule Making (NPRM) titled "Safety of Gas Transmission and Gathering Pipelines." Having served on the GPAC from 2016-2018, I attended all previous meetings related to this mega-rule as an active voting member. Even though I was just an observer in the audience at last week's meeting, I still felt a great sense of pride in knowing that this was the final GPAC meeting on the mega-rule, that Pipeline Safety in the United States had been advanced, and that I played a small role in helping the GPAC across the finish line.

What is a gathering line and what is this rulemaking all about?

To begin:

A gathering line is defined as: "… a pipeline that transports gas from a current production facility to a transmission line or main" (49 CFR §192.3).

Gathering operations have historically consisted of primarily small-diameter, low-pressure pipelines that supported conventional wells. With advanced drilling technologies, such as horizontal drilling and hydraulic fracturing, there have been substantial increases in the production of natural gas. This increased production led to the construction of additional gathering lines, many being large-diameter pipe operated at significantly higher pressures. These new gathering lines have taken on operating characteristics and hazards similar to high-pressure cross-country transmission lines.

The primary concern is that because of their rural location and how the existing pipeline safety regulations are written, many of these large, high-pressure gas gathering lines are currently exempt from regulation. The bottom line: these gathering lines bring with them higher risks, increased safety concerns and the need for a practical, risk-based regulatory solution.

To put this into perspective, there are currently around 450,000 miles of gas gathering lines in the United States. PHMSA only regulates about 18,000 miles of these in total, with 11,650 miles of this being onshore. It is important to point out that not all gas gathering lines present the same level of risk and therefore, extending comprehensive regulation to "all" of these lines is not reasonable, cost effective, nor practicable (i.e. doable or feasible). The vast majority of gathering lines (79%) are less than 8.625" in diameter, operate at lower pressures, and are located within unpopulated areas. This rulemaking is the beginning of the journey to enhance safety, and as such, focuses on high-stress gathering lines greater than 8.625".

In the Pipeline Safety Act of 2011, Congress mandated that the DOT review existing gathering line regulations and provide a report to Congress addressing the sufficiency of existing regulations and the impact of applying existing Federal regulations to gathering lines currently exempt from regulations. PHMSA completed this review and concluded that additional regulations were needed to address the risks associated with gathering lines. They specifically concluded that additional data was needed to more effectively assess the risks associated with the nation's gathering lines so that appropriate regulations could be advanced.

What does the Gathering Line NPRM Cover?

PHMSA developed the ensuing NPRM to include recommendations regarding the following four topics which were to be voted on:

Reporting Requirements:

Requiring operators to report all incidents as well as annual pipeline data
Requiring all gathering line operators to obtain an Operator Identification Number using the National Registry

Definitions & End Points of Gas Gathering:

Repealing API RP 80 (which is currently incorporated by reference into code and provides a functional description of onshore gas gathering pipelines), and replacing it with new definitions for gathering lines, and other production and processing facilities

Safety Requirements:

Design, installation, construction, and inspection
Corrosion control
Damage prevention
Public awareness
MAOP
Line markers
Leakage surveys and repairs
Emergency plans

Scope of Newly Regulated Gas Gathering:

Extending current regulation to higher risk lines in Class 1 (Rural) locations with diameters of 8.625-inches or greater

The Meeting

As part of the rulemaking process, PHMSA solicited public comments. PHMSA received approximately 200 comments from a variety of stakeholders including those from industry operators, industry service providers, industry trade associations, government, and public advocacy groups. Commenter positions ranged from being in total support for new regulations to total opposition of new regulations. Comments received included detailed aspects or concerns regarding the proposed rule, along with recommendations offered by stakeholders to address those concerns.

During the day and a half meeting, PHMSA led the Committee through a slide deck of approximately 140 slides. The meeting was webcast and recorded. It can be viewed at the following link: https://www.phmsa.dot.gov/standards-rulemaking/pipeline/pipeline-gpac-webcasts.

The detailed review of each of the four areas to be voted on by the Committee followed a structured process and included: a review of the various aspects of each proposal; a review of public comments and PHMSA's responses to these comments; PHMSA suggestions for the Committee to consider; public comments (from the audience – both onsite and online); GPAC Discussion; review and modification (if needed) of proposed voting slides; and Committee vote.

Takeaways

Need for Additional Data

In my opinion, there are several takeaways from last week's GPAC meeting. I feel the acknowledgement by PHMSA and the affirmative voting by the GPAC members to require additional reporting is just the first step in the journey of bringing currently exempt or unregulated gathering lines under regulation. Since we are dealing with previously exempt facilities, we don't know what we don't know . Additional data obtained through annual and incident reporting requirements will ultimately be used to inform future rule making regarding how best to regulate gathering lines.

Withdrawal of Repeal of API RP 80

Another takeaway was that PHMSA and the Committee agreed the repeal of API RP 80 was not appropriate at this time. Significant efforts are underway by the API RP 80 Working Group to consider revisions to the recommended practice regarding "Guidelines for the Definition of Onshore Gas Gathering Lines," and the development of API RP 1182 "Risk Assessment for Larger Diameter Gas Gathering Lines or Safety Provisions for Onshore Gas Gathering Lines." PHMSA will be monitoring the efforts of this Working Group and will keep the Committee apprised. There is more to come.

Extending Regulation to Higher Risk Gathering Lines

The original NPRM included extending regulations to higher risk lines in Class 1 (Rural) locations with diameters of 8.625" or greater. PHMSA changed its proposal to include only lines greater than 12.75" through 16" with at least one building for human occupancy or "other impacted sites" in the Potential Impact Radius (PIR), and all lines greater than 16". Ultimately, the Committee voted on language that set minimum requirements (e.g. damage prevention; line markers; public awareness; leak surveys and repairs; emergency plans; design, installation, construction, and inspection and testing for new lines) for gathering lines 8.625" in diameter and greater.

Individual Committee Member Comments

Lastly, there were a few comments made by various Committee members I feel are worth repeating.

"If it looks like a duck, walks like a duck and quacks like a duck, it is probably a duck." This was in reference to the notion that if a gathering line has all the characteristics of a transmission line then it should be regulated in a similar manner.

"Since we are entering the unknown, we must be pragmatic about the direction of gathering line regulations and be cautious of the potential for unintended consequences."

"Interrogate the data until it confesses." In other words, be thorough with our analyses.

"It is our collective goal to advance safety. This is a journey!"

"We have primary, secondary and tertiary concerns… We need the data to decide where to start."

"PHMSA must be clear on the expectations set in the wording of the final rule."

Wrap-up

To wrap it up, I am very pleased with where PHMSA and the GPAC ended up last week with the Gas Gathering line rule. I feel the guidance and feedback the Committee provided to PHMSA was thoughtful and insightful, and accurately represented the views and concerns of the various stakeholders affected by this rule. As I said at the beginning of this post, pipeline safety in the United States was advanced last week. The journey has begun in subjecting previously exempt gathering facilities to common sense regulation.

Steven Allen
Executive Director, Pipeline Safety
Energy Worldnet

Pipeliners Podcast – Episode 134 – John Erickson

Tue, 30 Jun 2020 04:42:00 GMT

Tuesday, June 30 – PIPELINERS PODCAST – EPISODE 134 – JOHN ERICKSON sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat welcomes back John Erickson to discuss public awareness programs for pipeline operators and the new API 1162 standard. John explains what has changed in API 1162, how it impacts operator public awareness obligations, and what operators need to do to update their programs to remain in compliance.

Conversation with John Erickson: Show Notes, Links, and Insider Terms

API 1162 – The American Petroleum Institute standard that provides guidance for developing and implementing effective public awareness programs for pipeline operators.

Public Awareness Program – A regulatory requirement under 49 CFR Part 192 and 195 that pipeline operators must notify affected municipalities, emergency responders, excavators, and the public about pipeline operations in their area.

Conversation with John Erickson: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 134, sponsored by Energy Worldnet. I'm Russel Treat. Today we're talking about public awareness and the new API 1162 standard with John Erickson. John, welcome back to the podcast.

John Erickson : Thanks, Russel. Always great to be on the show.

Pipeliners Podcast – Episode 133 – Coleman Sterling and James Cross

Tue, 23 Jun 2020 04:27:00 GMT

Tuesday, June 23 – PIPELINERS PODCAST – EPISODE 133 – COLEMAN STERLING AND JAMES CROSS sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat speaks with Coleman Sterling and James Cross about changing culture in the pipeline industry. They discuss what it takes to build a safety culture that sticks, how leadership drives culture change, and practical strategies operators can use to shift organizational behaviors and mindsets.

Conversation with Coleman Sterling and James Cross: Show Notes, Links, and Insider Terms

Safety Culture – The shared values, beliefs, and behaviors within an organization that prioritize safety above other competing goals and guide how people approach risk and work.

Pipeline Safety Management System (SMS) – A comprehensive framework that integrates safety into all aspects of pipeline operations, emphasizing continuous improvement and organizational learning.

Conversation with Coleman Sterling and James Cross: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 133, sponsored by Energy Worldnet. I'm Russel Treat. Today I have two guests joining me: Coleman Sterling and James Cross. We're talking about changing culture in the pipeline industry. Coleman and James, welcome to the show.

Coleman Sterling : Thank you, Russel. Glad to be here.

James Cross : Thanks for having us, Russel. This is a topic we're really passionate about.

Pipeliners Podcast – Episode 132 – Vicki Knott

Tue, 16 Jun 2020 04:05:00 GMT

Tuesday, June 16 – PIPELINERS PODCAST – EPISODE 132 – VICKI KNOTT sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat talks with Vicki Knott of CruxOCM about automating tasks in the pipeline control room. Vicki shares how advanced automation technology is helping pipeline controllers manage increasingly complex operations, reduce cognitive load, and improve safety outcomes in real-time operations.

Conversation with Vicki Knott: Show Notes, Links, and Insider Terms

SCADA – Supervisory Control and Data Acquisition. The technology system used by pipeline controllers to monitor and control pipeline operations in real time.

Control Room Management (CRM) – PHMSA's regulatory framework under 49 CFR 192.631 and 195.446 governing how pipeline operators must manage their control room operations.

CruxOCM – A technology company that develops advanced automation and decision-support tools for pipeline control room operators.

Conversation with Vicki Knott: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 132, sponsored by Energy Worldnet. I'm Russel Treat. Today I'm joined by Vicki Knott from CruxOCM, and we're going to talk about automating tasks in the pipeline control room. Vicki, welcome to the show.

Vicki Knott : Thank you, Russel. It's great to be here. This is a topic that I love talking about.

Pipeliners Podcast – Episode 131 – Geoff Isbell & Mayra Maese

Tue, 09 Jun 2020 03:54:00 GMT

Tuesday, June 9 – PIPELINERS PODCAST – EPISODE 131 – GEOFF ISBELL & MAYRA MAESE sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat speaks with Geoff Isbell and Mayra Maese from Energy Worldnet about pipeline operator qualification. They discuss how EWN's OQ solutions help pipeline operators build and manage their workforce qualification programs, the latest compliance trends, and how technology is improving the OQ process.

Conversation with Geoff Isbell and Mayra Maese: Show Notes, Links, and Insider Terms

Operator Qualification (OQ) – The PHMSA-mandated program that requires pipeline operators to ensure all individuals performing covered tasks are qualified to do so safely and effectively.

Covered Tasks – The specific pipeline operations and maintenance activities defined by PHMSA that require OQ qualification before an individual can perform them.

Energy Worldnet (EWN) – A leading provider of OQ, compliance, and workforce management solutions serving natural gas distribution and midstream pipeline operators.

Conversation with Geoff Isbell and Mayra Maese: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 131, sponsored by Energy Worldnet. I'm Russel Treat. Today I'm joined by Geoff Isbell and Mayra Maese from Energy Worldnet. We're going to be talking about pipeline operator qualification. Geoff and Mayra, welcome to the podcast.

Geoff Isbell : Thanks, Russel. It's always great to be on the show.

Mayra Maese : Thank you, Russel. Love being here with the Pipeliners community.

Pipeliners Podcast – Episode 130 – Will Gage

Tue, 02 Jun 2020 03:38:00 GMT

Tuesday, June 2 – PIPELINERS PODCAST – EPISODE 130 – WILL GAGE sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat sits down with Will Gage to discuss Management of Change (MOC) in the pipeline control room. Will shares his expertise on how operators can build effective MOC processes that ensure controllers are aware of changes to systems, procedures, and equipment — and how that awareness reduces risk.

Conversation with Will Gage: Show Notes, Links, and Insider Terms

Management of Change (MOC) – A systematic approach to ensuring that changes to pipeline systems, processes, and procedures are properly reviewed, communicated, and documented before implementation.

Control Room Management (CRM) – The PHMSA regulatory framework under 49 CFR 192.631 governing how operators manage their control room operations, including MOC requirements.

Conversation with Will Gage: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 130, sponsored by Energy Worldnet. I'm Russel Treat. Today I'm joined by Will Gage to talk about Management of Change in the pipeline control room. Will, welcome to the show.

Will Gage : Thank you, Russel. It's good to be here to talk about something that I think is really critical for control room safety.

Pipeliners Podcast – Episode 129 – Geoff Isbell and Dr. Matt Joiner

Tue, 26 May 2020 03:07:00 GMT

Tuesday, May 26 – PIPELINERS PODCAST – EPISODE 129 – GEOFF ISBELL AND DR. MATT JOINER sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat speaks with Geoff Isbell from Energy Worldnet and Dr. Matt Joiner about how virtual reality (VR) and augmented reality (AR) technology is transforming pipeline training. They discuss how immersive technology can deliver the kind of hands-on experience that traditional training methods can't replicate — and why this matters for OQ compliance.

Conversation with Geoff Isbell and Dr. Matt Joiner: Show Notes, Links, and Insider Terms

Virtual Reality (VR) – An immersive technology that places trainees in a simulated environment where they can practice skills and procedures without real-world risk.

Augmented Reality (AR) – Technology that overlays digital information and simulations onto real-world environments, allowing workers to learn on actual equipment.

Experiential Learning – A training philosophy centered on learning through doing, rather than passive instruction — critical for high-risk pipeline tasks.

Conversation with Geoff Isbell and Dr. Matt Joiner: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 129, sponsored by Energy Worldnet. I'm Russel Treat. Today I'm joined by Geoff Isbell from Energy Worldnet and Dr. Matt Joiner. We're talking about training that delivers experience using VR and AR. Geoff and Dr. Joiner, welcome to the show.

Geoff Isbell : Thanks, Russel. This is one of my favorite topics.

Dr. Matt Joiner : Thank you for having me. I'm really excited to talk about the future of pipeline training today.

Pipeliners Podcast – Episode 128 – John Erickson

Tue, 19 May 2020 04:38:00 GMT

Tuesday, May 19 – PIPELINERS PODCAST – EPISODE 128 – JOHN ERICKSON sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat welcomes back John Erickson to discuss Distribution Integrity Management Programs (DIMP). John explains the regulatory framework behind DIMP, how distribution operators must identify and evaluate threats to their systems, and what best practices look like for keeping gas distribution infrastructure safe and compliant.

Conversation with John Erickson: Show Notes, Links, and Insider Terms

Distribution Integrity Management Program (DIMP) – A risk-based regulatory program under 49 CFR Part 192 Subpart P that requires gas distribution operators to identify threats to their system, evaluate risks, and prioritize mitigation efforts.

Gas Distribution – The network of smaller-diameter pipelines that delivers natural gas from transmission systems to homes and businesses.

Conversation with John Erickson: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 128, sponsored by Energy Worldnet. I'm Russel Treat. Today I'm joined by John Erickson to talk about Distribution Integrity Management. John, welcome back to the podcast.

John Erickson : Thanks, Russel. Always glad to come back and talk about these important topics with the Pipeliners community.

Pipeliners Podcast – Episode 127 – Steve Allen

Tue, 12 May 2020 02:49:00 GMT

Tuesday, May 12 – PIPELINERS PODCAST – EPISODE 127 – STEVE ALLEN sponsored by Energy Worldnet

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In this week's episode of the Pipeliners Podcast, host Russel Treat speaks with Steve Allen about contractors and Pipeline Safety Management Systems (SMS). Steve discusses how pipeline operators can effectively integrate their contractor workforce into their SMS framework, what responsibilities operators have for contractor safety performance, and how to build a contractor management program that supports a strong safety culture.

Conversation with Steve Allen: Show Notes, Links, and Insider Terms

Pipeline Safety Management System (SMS) – A comprehensive organizational framework that integrates safety into all aspects of pipeline operations through policy, risk management, assurance, and culture.

Contractor Management – The processes operators use to select, qualify, monitor, and evaluate contractors who perform work on their pipeline systems.

API RP 1173 – The American Petroleum Institute Recommended Practice for Pipeline Safety Management Systems, which provides guidance for developing and implementing an SMS.

Conversation with Steve Allen: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 127, sponsored by Energy Worldnet. I'm Russel Treat. Today I'm joined by Steve Allen to talk about contractors and Pipeline Safety Management Systems. Steve, welcome to the show.

Steve Allen : Thanks, Russel. I'm glad to be here. This is really an important topic for our industry.

Pipeliners Podcast – Episode 126 – Skip Elliott

Tue, 05 May 2020 04:00:00 GMT

Tuesday, May 5 – PIPELINERS PODCAST – EPISODE 126 – SKIP ELLIOTT sponsored by Energy Worldnet

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Description

In this week's episode of the Pipeliners Podcast, host Russel Treat welcomes a very special guest: Howard "Skip" Elliott, the Administrator for PHMSA — the Pipeline and Hazardous Materials Safety Administration. Skip shares his perspective on PHMSA's current priorities, the state of pipeline safety in the U.S., upcoming regulatory initiatives, and his vision for a safer pipeline infrastructure across the country.

Conversation with Skip Elliott: Show Notes, Links, and Insider Terms

PHMSA – Pipeline and Hazardous Materials Safety Administration. The U.S. Department of Transportation agency responsible for regulating the nation's pipeline transportation systems and the safe transportation of hazardous materials.

PHMSA Administrator – The Senate-confirmed official who leads PHMSA and sets the agency's regulatory agenda and enforcement priorities.

Pipeline Safety Improvement Act – Federal legislation that defines PHMSA's regulatory authority and establishes requirements for pipeline safety programs.

Conversation with Skip Elliott: Full Episode Transcript

Russel Treat : Welcome to the Pipeliners Podcast, episode 126, sponsored by Energy Worldnet. I'm your host, Russel Treat. This week, our guest on the Pipeliners Podcast is Skip Elliott, the Administrator for PHMSA. Without further introduction, let's jump right in. Skip, welcome to the podcast.

Skip Elliott : Thanks, Russel. I'm glad to be here today.

Russel : Skip, why don't you start by giving our listeners a little bit of background on yourself and your role at PHMSA?

Skip Elliott : Sure. I've been the Administrator of PHMSA for a couple of years now. Prior to that, I had a long career in the pipeline industry, which I think really helps me understand both the regulatory side and the operational side of pipeline safety.

Safety Culture and COVID-19

Mon, 20 Apr 2020 10:02:00 GMT

As we all stay hunkered down in our homes and practice social distancing, a thought crossed my mind:

It seems to me COVID-19 has made everyone (most everyone, anyway) sit up, pay attention, and embrace the safety measures needed to protect themselves and others from this deadly virus. In my opinion, we are witnessing the maturation of the country's "Safety Culture" right in front of our very eyes.

Citizens, churches, businesses, and governmental agencies alike are all pulling together and pooling their resources to address the health and safety threats associated with COVID-19. We see evidence of this on the news, through social media, and first-hand when we're out in public. Everywhere we look, folks are wearing PPE and practicing social distancing. Because of what seems like around-the-clock coverage, everyone realizes what the safety threats are. They understand why they need to address them. And they know how to remain safe.

As I write this, my wife is on her sewing machine, making facemasks for those who do not have this critical resource. Similar scenarios are happening all over the country, and I think it shows that we recognize that we are all in this together. Churches are live-streaming their services to ensure that their members continue to find strength and are comforted through their faith. Businesses, especially those critical to our society, are staying open to serve the needs of the public. Governmental agencies, such as PHMSA, continue to work hard to provide guidance and support to the organizations and industries they help regulate.

You may be asking yourself, "how does this relate to safety culture?" I'm glad you asked.

Let's look at this as if the various stakeholders throughout the country represent one big organization. An organization with an influential, positive safety culture will exhibit the following characteristics:

Embraces (personnel, public, and asset) safety as a core value.
Ensures everyone understands the organization's safety goals.
Fosters systematic consideration of risk, including what can go wrong.
Inspires, enables, and nurtures change, when necessary.
Allocates adequate resources to ensure individuals can accomplish their responsibilities.
Encourages intentional engagement and ownership of safety-related actions.
Cultivates mutual trust at all levels with open and honest communication.
Promotes an environment where questioning, teaching, and learning are welcomed.
Reinforces positive behaviors and why they are essential.
Nurtures two-way conversations about the safety education of stakeholders and commits to applying innovative approaches throughout the organization.

While the analogy of a company with a positive safety culture compared to the things we see in society today may be somewhat of a stretch, I believe there are a lot of similarities. The big difference, in my opinion, is the speed of maturation. Perhaps someday we will find the right formula to be able to motivate favorable safety cultural changes in our organizations as quickly as what we have seen in our country in just the last month or so. The speed with which the world responded to COVID-19 has been admirable – and mission-critical to the safety of the population at large. Regardless of the reasons for the rapid maturity of this safety culture, the important thing is that it has happened. Remember, we are all in this together. The safety of our fellow citizens – and our companies alike – starts with you and me.

Steve Allen
Executive Director, Pipeline Safety
Energy Worldnet

EWN Partners with Learning Platform to Host Live Distance Training

Thu, 16 Apr 2020 14:49:11 GMT

DECATUR, TX / April 16, 2020 / On Tuesday, April 14, 2020, Energy Worldnet (EWN) successfully piloted its first-ever distance-based instructor-led training, led by Claude McKee, Compliance Manager, and one of EWN's classroom trainers. Previously, EWN offered its instructor-led trainings face-to-face – either at its Decatur, TX headquarters, or onsite at a client or regional location.

The addition of distance-based instruction reinforces EWN's longtime commitment to delivering convenient, industry-leading trainings for its US- and South America-based clients while continuing to focus on uncompromised quality. A distance-based option is a welcome addition to EWN's existing training delivery methods, which includes multiple full- and half-day face-to-face trainings, and a library of over 600 computer-based regulatory trainings.

EWN's entry into the distance-based learning arena comes after months of preparation. "We knew this was the direction we wanted to go, but we recognized that we first needed to have all the technological resources in place to do it well," remarked Matt Joiner, Vice President of EWN's Education Team. "We needed online tools that would allow us to deliver training effectively, assess trainee engagement, allow for real-time trainer-trainee interaction, and securely proctor examinations." "We took the time to prepare our experienced trainers to adapt to a new way of teaching. We recognized that our goal had to be focused on locating a user-friendly solution that would enhance established training outcomes," said Crystal Stromberg, EWN's Education Manager. Joiner concluded, "We agreed that a simple videoconference software would not be sufficient, so we researched and selected a learning-based virtual classroom platform that included the accountability measures required of our industry, each of which will positively serve our clients and will help to ensure their safety."

Ultimately, the scheduling of this rollout was very timely, given recent changes in the number of individuals working remotely. "We have always been an innovative, responsive company," said Mayra Maese, EWN's Executive Vice President. "Adding real-time distance-based instruction as an option for our clients – especially at a time when they are working remotely due to the COVID-19 pandemic – signals our enduring dedication to putting clients first. That's part of what defines us and sets us apart."

Operational Controls and Training: Why is Knowing "Why" Important?

Wed, 08 Apr 2020 10:05:00 GMT

Policies, procedures, and protocols within an organization are in place to provide directions, instructions, and/or guidance to individuals regarding acceptable behavior under certain circumstances and/or "how" something is to be done. There are times, unfortunately, that the "Why" behind a given set of instructions or guidance is not made clear. Blindly following the "how" can get us into trouble!

Back in the early '90s, I was Director of Internal Auditing for an investor-owned LDC in the Midwest. I would regularly go out on compliance and operational audits with my staff to witness first-hand what they were experiencing when they completed their audits. I specifically remember one instance where I asked one of the construction workers on a job, "Why are you doing that?" The response was what I expected – "Because that is the way we have always done it!"

I asked the question again only a little differently "Why are you doing that particular step that way?" Again, the response I received was as expected – "Because that is the way I was trained to do it."

I asked the question yet again only this time I worded the question in such a way as to give the worker a better idea of what I was after from him, "Why do you suppose the company wants you to complete this step that way, and what do you suppose this step is meant to accomplish?" The worker looked at me and said, "I guess I don't know. Why?"

At that moment, I realized we might have a problem. Our workers knew "How" to do their jobs, and they regularly performed well; however, the intent or the "Why" of the procedures, steps, or instructions they were trained to follow, was not being communicated.

Fast forward to today. Because of Operator Qualification (OQ) regulations, many pipeline operators now have comprehensive training and qualification programs in place that provide workers additional insights into the "Whys" associated with the covered tasks they are to perform. Today's workers are required to possess the requisite knowledge, skills and abilities (KSAs) to competently and safely perform a covered task plus they must be able to recognize and react to abnormal operating conditions (AOCs) they may encounter while performing that task. These requirements certainly help with making sure the "How" is correctly followed, but the requirement to know the "Why" behind a given procedure or task, however, is not required.

In order to help make sure workforces do not blindly follow the "How" (aka – written procedures), Operators must be engaged and intentionally make sure their workforce understands the "Why" behind the tasks they perform and the procedures they are asked to follow. This is particularly important when considering Management of Change (MOC). API RP 1173 (Pipeline Safety Management Systems) specifically requires that one of the elements of a MOC Procedure is that the reason for the change, the "Why," must be included.

I am sure every operator has at least one individual that does not like change. If that individual has been performing the same task for thirty years in the same manner and then is suddenly told to complete that task differently, my guess is that if they are not informed of the reason "Why" the change is being made, they may not comply because they don't understand or appreciate the reason for it.

Just imagine how much safer our industry would be if the entire workforce not only understood the "What" and the "How," but also knew the "Why"!

Steve Allen
Executive Director, Pipeline Safety
Energy Worldnet

COVID-19: Our Virtual Workforce is Deployed & Fully Functional

Thu, 19 Mar 2020 07:33:14 GMT

The Coronavirus Pandemic continues to affect the health and safety of our families and employees, our clients, our industry, the communities we serve – and ultimately the way we live and work together, I wanted to take this time to update you on how we are handling the situation here at Energy Worldnet. As we navigate through these unprecedented times, we are firmly focused on our corporate vision: to make the world a safer place to work.

Therefore, as of Monday, March 16th, we have activated a fully remote/virtual workforce for all EWN offices. We have also implemented a 10-person limit on all instructor-led trainings scheduled for the coming months. These actions, coupled with sanitation, social distancing, and other vital precautions, will help ensure that our workforces remain qualified and safe, both on the job site and during the qualification process.

Though we could not have foreseen the current events, we were prepared for this situation. Over the past few years, one of our goals was to create a 100% mobile workforce. Thankfully, we have accomplished this goal by investing in a fully mobile phone system, allowing our employees to communicate easily with our customers from remote locations. Further, we issued all employees laptops instead of traditional desktop computers for physical mobility inside and outside the office. Finally, we have implemented company-wide electronic communications standards that allow us to stay connected at all times. Each of these actions have led to the speed and confidence with which we have 'flipped the switch' this week amid concerns over the COVID-19 Pandemic.

We realize that our clients continue to work and remain in need of access to vital employee data and qualifications. Although we have gone to a fully remote/virtual workforce, we are still here, and we're ready to help. I hope that this switch has gone mostly unnoticed so that you can focus on your needs, concerns, employees, and families. In my opinion, that is what a service provider should do.

On behalf of all of us here at Energy Worldnet, we are committed to your success and continuity of business. As we move forward, I will keep you updated, and as always, we are here to help.

Our team is your team.

Sincerely,

Coleman R. Sterling
CEO, Energy Worldnet

Two-Way Communication's Big Impact on Pipeline Safety

Thu, 30 Jan 2020 08:59:00 GMT

Steve Allen, Executive Director, Pipeline Safety, ENERGY worldnet, Inc.

There's something I've been thinking about quite a lot lately. It's an important topic that is beginning to gain traction in our industry: Contractor Pipeline Safety Management Systems (PSMS) Programs.

In recent months, more and more pipeline operators have started consulting with their contractors and involving them more heavily in their own PSMS and programs. This is a really good thing since contractors, who provide services related to new construction, operations, and maintenance activities, make up a very large percentage of many operators' workforces. Contractors identify risks and view things from a prevention and mitigation perspective. These 'boots on the ground' partners are on the front lines for operators and want to help them identify and avoid risks to ensure lasting pipeline safety. In return, operators are well served by engaging their contract partners regarding PSMS intentionally – and early on – in their PSMS journey.

From an overall pipeline safety perspective, safety begins long before a pipeline or its components are constructed. Pipeline design, material specification and manufacturing, quality control, material handling, and quality construction procedures are just some of the considerations. Plus, the qualifications of individuals who construct and inspect the pipeline are major considerations. Many operators rely on their contractor partners to perform many of these activities, so communication is mission critical.

The American Petroleum Institute Recommended Practice 1173 (API RP-1173 " Pipeline Safety Management Systems" – July 2015) requires operators to engage and communicate with their contractors related to the following important responsibilities:

Scope of work
Accountability and authority for managing outsourced activities
Incorporating lessons learned into daily operations
Training and orientation on safety policies and practices
Evaluating contractor safety performance
Communicating risks at the worksite
Communicating management of change procedures

That's a lot of responsibility for operators. And it's all important information to relay to contractors.

Closely related to PSMS, in my opinion, are quality management systems (QMS) regarding pipeline construction. The American Gas Association Whitepaper (" Contractor Construction Quality Management Guide" – November 2016) takes a pretty deep dive into this topic and provides guidance to contractors for the implementation of Quality Management Programs focusing on the construction of Pipeline Facilities. The Whitepaper is broken down into broad categories, including Project Initiation, Project Preparation, Inspection, Documentation, and Performance Measurement. Each of these categories directly relates back to concepts developed in API RP-1173.

Similarly related to PSMS is the American Petroleum Institute Recommended Practice 1177 (API RP-1177 " Construction Quality Management Systems" – October 2017 ). RP-1177 addresses many relevant aspects of the pipeline construction process through Activity Quality Plans (AQPs). AQPs are documents that "…establish procedures, minimum personnel qualifications, roles and responsibilities, inspection methods, and record requirements of construction activities." AQPs identify quality objectives and risks associated with various construction tasks and provide suggested controls to help ensure that objectives are achieved, and risks are prevented or mitigated.

All three of these guiding documents provide excellent information and support for the development of high-quality contractor PSMS and QMS programs – programs in which communication plays an important part.

It is also imperative that operators communicate with and fully involve their contract partners in the area of safety culture. A contractor employee's ability and willingness to say something, after they see something (without fear of reprisal) is of paramount importance to ensuring an overall positive safety culture – and ultimately overall pipeline safety . And that's the most important thing.

In my opinion and experience, operators will find that engaging their contractors in the development and coordination of PSMS and QMS will yield demonstrable gains in pipeline safety and performance. I applaud those operators who have already engaged their contractor partners with this endeavor. I also implore those who haven't yet done so to jump in. You will be glad you did.

Steve Allen
Executive Director, Pipeline Safety
Energy Worldnet

EWN Helps Shape Petroleum and Natural Gas Training Standards

Fri, 11 Oct 2019 14:41:20 GMT

DECATUR, TX / October 11, 2019 — ENERGY worldnet, Inc. (EWN) is pleased to announce its expanded engagement with the International Association for Continuing Education and Training (IACET) in a pilot program designed to enhance training standards in the petroleum and natural gas industry.

EWN's connection with IACET, a global leader in continuing education and training standards, dates back over ten years to 2009 when EWN achieved its initial Accredited Provider Status with IACET. Since then, EWN has voluntarily held itself to IACET's rigorous standards and conferred thousands of continuing education units (CEUs) to successful trainees in its growing list of instructor-led trainings. Most notable in this list is EWN's Master Evaluator Certificate Program, a sector-leading blended learning training designed to address the requirements of 49 CFR 192 and 195 as they relate to written and performance evaluations.

"We are thankful for our longstanding alliance with IACET," remarked Dr. Matt Joiner, EWN's Executive Director of Education. He continued, "The IACET designation gives ENERGY worldnet a competitive edge as it signals our firm commitment to best practices in adult learning and professional training."

In 2016, IACET formed the Petroleum and Natural Gas (PNG) Advisory Board intended to support the Association in extending its reach into the petroleum and natural gas industry through industry-specific, comprehensive standards for training excellence. In August 2019, EWN's Senior Vice President for Education and Compliance, Mayra Maese, was appointed to this prestigious board to represent a "downstream" (distribution and transmission of finished petroleum and natural gas products) perspective on the board.

Mayra stated, "Appropriate training is a vital component that keeps people safe and their organizations productive. When IACET was seeking an organization that would voluntarily participate in the IACET-PNG pilot program, we enthusiastically agreed. EWN was given the opportunity to help shape an industry training standard, the IACET-PNG Addendum, against which our organization and others will be evaluated. What an incredible opportunity."

EWN recently served as a Platinum Sponsor for the second-annual IACET-PNG Continuing Education and Training Standards Symposium held on October 2, 2019, at the Chevron Auditorium in Houston. Ms. Maese was asked to lead a breakout session at the symposium, where she delivered "Maintaining Quality Standards: A View from the Trenches" to an eager audience. She also served on a speaking panel that addressed the pilot process in which EWN is engaged to help shape the IACET-PNG Addendum.

Together, IACET and EWN are confident that the collaboration in which they have engaged will result in higher levels of training quality, fewer non-productive work hours, and decreased incidents related to inadequate training protocols. Bryan Wollam, IACET-PNG Chairman, concluded: "EWN continues to be an industry leader for training services in the midstream and downstream market segments. Their IACET accreditation, coupled with the application of the rigid petroleum and natural gas requirements, is commendable. EWN has demonstrated a standard and level of excellence that very few have been able to duplicate in the petroleum and natural gas industry."

Looking Beyond the Minimum

Mon, 22 Jul 2019 11:09:40 GMT

EWN Compliance News | vol. 5

by Dr. Matt Joiner, EWN Executive Director of Education

Eversource Energy (EE) is a Fortune 500 and Standard and Poor's 500 energy company headquartered in Hartford, Connecticut and Boston, Massachusetts. EE employs over 800 gas employees in over 14 locations across its service region. In 2016, Eversource was searching for a customized training and compliance solution that would better ensure the rigor, effectiveness, and integrity of its training content, test security, records management, and overall Operator Qualification (OQ) Program. By 2018, Eversource and ENERGY worldnet, Inc. (EWN) had forged a superior collaboration in which regulatory guidelines were exceeded and a fully-customized OQ Plan was adopted.

Working together, EWN committed its team of highly credentialed, dedicated experts to work alongside Eversource in the development of customized content and compliance materials tailored to their geographic region, specialized equipment, and internal policies, procedures, and plans. In the end, the Eversource-EWN collaboration involved:

Auditing existing content, evaluations, and materials and recommending improvements;
Developing customized quizzes, knowledge checks, and examinations;
Securing seasoned, credentialed subject-matter experts and industry insiders to vet materials;
Recommending the use of a third-party Authorized Training and Assessment Center (ATAC) to perform unbiased field and performance evaluations;
Recommending the use of a third-party testing site that would serve as a proctoring location for Eversource employees and its contractors; and
Producing content and conducting evaluations in EWN's award-winning Learning Content Management System (LCMS) and on its best-in-class mobile app.

Creating a plan like Eversource's, one that ensures compliance above and beyond minimum standards and safeguards the consistency of training and evaluation programs, may sound like a daunting task. After all, Eversource was well-prepared given their size and available resources, right? But what about companies that don't necessarily have the expertise, personnel and/or financial resources to spare?

EWN is here to help. We can assist you in creating a defensible OQ Program regardless of your company's size and existing resources. What was accomplished at Eversource can be accomplished for you as well. EWN has over 25 years of first-hand industry experience and a customer-oriented team sitting at the ready to work with you. EWN supports training and compliance requirements for a large portfolio of clients throughout the United States, Canada, Mexico, and South America. We know what to do.

About the Author

Dr. Matt Joiner is the Executive Director of Education at EWN. His notable background in education includes a Bachelor of Education Degree from Tarleton State University, a Master of Educational Administration Degree from TWU, and a Doctor of Education Degree from Texas Tech University. Dr. Joiner has a long list of certifications and accolades from his public education days, and he serves on the Decatur ISD Board of Trustees.

For more information, contact the EWN Compliance Team at compliance@energyworldnet.com .

EWN Releases New e-Learning Feedback Functionality

Wed, 19 Jun 2019 14:32:19 GMT

DECATUR, TX / June 19, 2019

ENERGY worldnet, Inc. (EWN) is pleased to announce the release of an advanced feedback functionality incorporated into its proprietary E3 Learning Content Management System (LCMS).

Computer-based training (CBT) feedback in the form of immediate assessment grading has been a long-standing service provided to EWN trainees. However, in March of this year, EWN released an additional tool used to validate knowledge transfer by linking learning objectives to the assessment questions that demonstrate competence.

Following computer-based assessments, this functionality allows trainees to receive immediate feedback regarding the precise learning objectives associated with missed assessment questions. In turn, this provides the learner and supervisor alike with specific, targeted feedback that can be used during re-teaching and follow-up coaching opportunities to reinforce knowledge or skill gaps. To further demonstrate the company's commitment to continuous improvement, EWN's new feedback functionality is coupled with its enduring commitment to the security and integrity of its assessment materials.

This update is one of many that EWN has released in recent months, including its new Executive Dashboard and Notifications Center, each designed for the convenience and efficiency of its Operator and Contractor clients. When designing these enhancements and additions, EWN's chief goal is to provide technological tools and mobile app options that measure the success of employees in real time and provide meaningful data that can be used for making informed decisions. Informed decision-making is one of the pillars of EWN's pledge to assisting its customers with ensuring program effectiveness.

Dr. Matt Joiner, EWN's Executive Director of Education, concluded:

"EWN is providing a solution that addresses the ever-increasing need for training and coaching in the workforce, while also meeting stringent demands for exam security and integrity. Employees can now receive immediate feedback without compromising exam security, and supervisors and instructors can now focus their attention on coaching and training employees in the exact areas in need of improvement. This is a win-win for sure."

Is Your OQ Program Effective?

Tue, 21 May 2019 11:05:24 GMT

EWN Compliance News | vol. 4

Do you check your OQ training at least annually to review employee pass-fail rates and assess which evaluation questions are missed? If not, you are treating evaluations as if they are nothing more than pass-fail documents. Without submitting failed evaluations, you cannot rely on your data. Without correcting problems associated with the relationship between your evaluations and your OQ training, you end up training people to pass the evaluation and then have to actually teach them how to do the job later. This can cost you time, money, and can even lead to a dangerous situation between the time employees pass an ineffective evaluation and the time when they are eventually trained properly.

You Should be Evaluating Your Evaluations

Your evaluations are a way to ensure your training is relevant and effective. Performance of the task is, without a doubt, the best evaluation method. If something is missed here, you need to know it. Even the submission of failed performance evaluation can be a key indicator of knowledge transfer problems. PHMSA has implied that performance of the task should be a part of the evaluation process. If your evaluations do not match your process, then it's time to change them.

EWN encourages clients to take ownership of their OQ program and make them their own. EWN works continuously to update and create content that aligns with the most widely-accepted Industry Standards and Practices. We currently have over 400 OQ computer-based trainings, so chances are we have something that is applicable to your unique tasks. Updating your current methods can be an effective way to improve your qualification process.

Trying to Make an 'Off-the-Shelf' Program Work

Governmental entities and associations across the nation are stepping up and speaking out with a clear message: Off-the-shelf, cookie-cutter programs are not effective. When an Operator's AOCs (abnormal operating conditions) are not addressed in their training and evaluations, it can lead to problems, and these governmental entities and associations are taking notice. In a recent report, one state agency proclaimed, "Allowing Operators to be 'qualified' without a hands-on experience and a proper evaluation of AOCs fails to ensure the safety of the gas system."

If your OQ Plan doesn't address your AOCs – or if you need to create supplemental training that addresses your specific needs, you need to create custom content. The EWN Content Authoring Tool can help you create critical questions that address your AOCs. If these questions are missed, the system can initiate an automatic fail. Adding these critical, operator-specific questions can be used to ensure that the question has been read and understood, leading to increased peace of mind that the employee has been trained appropriately.

Task List and Performed Tasks Inconsistencies

Is your task list consistent with what is being performed on your pipeline and at your facilities? Too often we see tasks not being performed but still included in the Operators task list and OQ Plan. If it's not in your O&M, not performed on your pipeline, or if it does not meet the four-part test, it's not a covered task and should not be included in your OQ task list.

EWN suggests that Operators review their task list annually to ensure any adjustments be made to keep their task list current. EWN gives you the ability to create non-covered tasks the same as a covered tasks, ensuring consistency in your training program. These tasks remain separate from your OQ Program. Industry standardized task lists are great tools and make things simple, but take time to customize based on special requirements. If you are struggling with your task list, let EWN help you to create or update a task list that is specific to your company's OQ requirements.

About the Author

by Claude McKee, EWN Compliance Management Specialist

Claude McKee serves as a Compliance Management Specialist at EWN. His vast experience in the industry, including welding, fabrication, oil and gas production, DOT, and hands-on experience as a pipeline worker.

For more information, contact the EWN Compliance team at compliance@energyworldnet.com .

EWN Named The Official Training Partner Of PGANE

Tue, 16 Apr 2019 14:17:42 GMT

DECATUR, TX / April 9, 2019 — ENERGY worldnet, Inc. (EWN) is pleased to announce a definitive agreement with the Propane Gas Association of New England (PGANE) to become its Official Training Partner.

The Propane Gas Association of New England, headquartered in Epsom, New Hampshire, represents nearly 800 member organizations that sell propane or propane-related appliances and equipment in six New England states. Under the terms of the new partnership, EWN will develop and deliver industry-leading training focused on safely delivering propane to PGANE's residential and business customer locations.

PGANE's collaboration with EWN advances its mission to "serve the propane industry by promoting safety, education and public awareness of the uses of propane." PGANE's mission aligns well with EWN's position as the industry leader for Operator Qualification, safety training, and compliance services, whose vision is to "make the world a safer place to work."

When asked about the partnership, Coleman Sterling, CEO of EWN, stated, "Relationships with dedicated organizations like PGANE are integral to our company's mission to advance workforce education and compliance using innovation, technology, and service. We are honored to be working with PGANE and are committed to the long-term success of this exciting venture."

Leslie Anderson, PGANE's Chief Executive Officer, commented, "PGANE is excited to begin this partnership with EWN. We have been very impressed with their sophisticated online learning management system and experience in the Operator Qualification arena. We are thrilled to be able to offer our members a new, modernized, and efficient system to track employee qualifications." Anderson continued, "EWN's cutting-edge technology even includes a modern mobile app for seamless skill assessment documentation, both online and offline in the field. This will undoubtedly save our members valuable time, money, and hassle."

EWN Sets Staggering Pace in Developing Course Content

Fri, 15 Feb 2019 14:01:28 GMT

After publishing 51 new computer-based training courses in 2016 and 142 in 2017, e-learning company EWN created a record 285 new e-learning courses in 2018. With regulatory scrutiny increasing and human error accidents trending as a hot topic in the oil and gas industry, the need for the most technologically up-to-date training content is quickly becoming a priority for energy companies.

Executive Director of Education at EWN, Dr. Matt Joiner, shared how EWN's completely in-house education department separates itself from the competition: "While other e-learning companies handling this task themselves can take up to 6 months per course, EWN has streamlined the process to complete courses in a matter of weeks. The process and protocols we employ in the development of our computer-based and instructor-led trainings incorporate both industry and educational best practices."

While day-to-day updating and creating new course content, EWN works hand-in-hand with both Operators and Contractors to create custom content. This process can piggy-back on the same streamlined processes to expedite the timeline that some Operators and Contractors struggle to deliver. EWN consults on this process or can step in and develop content.

Jim's Takeaways from the Louisiana811 Damage Prevention Summit

Wed, 23 Jan 2019 12:45:49 GMT

I had a great time at the Louisiana811 Damage Prevention Summit held January 15-17. It was an exciting event with a lot of insight. Here are my big takeaways from the week:

New Technologies

This session had the most buzz afterwards and it focused on Virtual Reality & Augmented Reality and how it will play a big part in our lives (training, job duties and more). VR is becoming mainstream and companies are adopting to help make their training and work more effective and efficient. James Spellos from Meeting U did an awesome job engaging the group and pulling the curtain back on some of the newest ways VR will be impacting our work and personal life.

Live Demo of Natural Gas

Roderick Bourgeois (Kinder Morgan) brought the fire to the show, with a fantastic live demo that showcased the various properties of gas – what to be aware of and applied them to real-life examples. There were plenty of questions and interaction with the crowd and if you are looking for something to break the norm of conference sessions, this is one for sure.

Lots of other good stuff at the Damage Prevention Summit, hope to see you out next time or at one of the next shows in or around Louisiana.

CenterPoint and Xcel Energy recognized for Energy-Efficient Program

Wed, 16 Jan 2019 15:31:35 GMT

CenterPoint Energy and Xcel Energy were honored today by The American Council for Energy-Efficient Economy (ACEEE) for their joint efforts in the Home Energy Squad program.

According to The New Leaders of the Pack: ACEEE's Fourth National Review of Exemplary Energy Efficiency Programs , the program, which began in 2010 and offers home energy audits and helps homeowners develop and implement energy-efficient plans for their homes, is for CenterPoint and Xcel's residential customers. In 2018 alone, the companies combined to invest over $4 million in the program. Surveys have shown that almost all clients agreed that the recommendations were beneficial and that they felt more comfortable with the program coming from CenterPoint and Xcel rather than a contractor.

Click here to read more about it.

API 1169 Certified Pipeline Inspectors in Demand

Fri, 04 Jan 2019 12:59:01 GMT

For individuals looking to advance their career as a pipeline inspector, the time is right. According to the United States Bureau of Labor Statistics, we are in the middle of a ten-year, 8% growth for pipeline inspectors.

ZipRecruiter.com reports an average salary of $83,202 for pipeline inspectors with almost 20% earning over $140K per year. The best way to advance a career in this field is by becoming API 1169 certified.

In response to the demand for certified API 1169 inspectors, the examination program has grown from three single exam times per year to eight weeks of exam windows in just three years of existence.

The investment into preparation courses offered by companies like ENERGY worldnet, Inc. is the way to go because they greatly increase the likelihood of quickly passing the exam. With costs starting at only $595, it's affordable – plus you can make it back in as little as the first month of having this achieved highly sought-after credential.

Click here to get started today.

EWN Showcased VR Training at PHMSA Training & Qualifications Center

Fri, 30 Nov 2018 08:02:21 GMT

During a recent meeting at the PHMSA (Pipeline and Safety Materials Administration) Training & Qualification Center in Oklahoma City, EWN had the opportunity to showcase their new virtual reality (VR) training.

EWN's VR training has been developed to give trainees real-world experience, especially in hazardous situations.

The entire group in attendance had fun trying out VR while also learning the importance of fire safety.

Follow EWN on LinkedIn for more industry news and insights.

EWN to roll out new features on its Free Mobile App

Tue, 27 Nov 2018 13:48:59 GMT

EWN will be adding several new features to their already-efficient EWN Mobile App that will improve upon the workflow of their clients.

In addition to the eCard QR scanner and the ability for clients to evaluate their workforce in the field (online or offline), EWN is adding three additional features. Users will be able to launch eCards from within the app and look up eCard credentials with a single click – even without a card.

And for operators or contractors with subcontractors, there will be an eCard lookup for external companies connected to their E3 system. These updates are sure to be welcome additions and excellent complements to the E3 system. The app is available free of charge on Google Play, Amazon, App Store, and Microsoft.

Read more about our mobile app here: EWN Mobile App

Follow EWN on LinkedIn for more industry news and insights.

EWN Offers Custom Computer-based Training for Clients

Wed, 21 Nov 2018 09:43:38 GMT

EWN clients can create custom computer-based training courses from within the E3 System. Course Builder sets EWN apart from other providers. Similar to building a presentation in PowerPoint or Presenter, the E3 System allows the user to build custom courses with just a few clicks of the mouse.

While some Operators in the industry outsource the creation of their computer-based training platforms, EWN's state-of-the-art E3 online learning management system allows Operators (and Contractors) to upload custom content and/or utilize EWN to help with custom course development.

Some of the advantages of utilizing E3 to create custom courses is the overall user-friendliness of the system, plus the system is SCORM and AICC conformant. Most importantly, the knowledge and assistance provided by the EWN Education department are second to none. Some great examples of custom content utilization within E3 are apprenticeship programs, custom onboarding programs, and task-specific training.

EWN is a leader when it comes to education and technological innovation. Pairing these things with an elite-level of industry expertise allows EWN to continue to dominate the energy training space.

Follow EWN on LinkedIn for more industry news and insights.

EWN Prepares the Industry for Drastic Changes in the Workforce

Thu, 15 Nov 2018 13:12:18 GMT

Coleman Sterling, CEO, ENERGY worldnet, Inc., did a presentation at the TGA Transmission Roundtable on implementing succession and knowledge transfer plans for companies.

By 2020, 90% of the baby boomers will be retired, and the time to begin preparing to replace their leadership is well upon us. Companies need to begin identifying successors now, hiring for places they don't see a successor, and developing training programs to groom leaders with varying learning styles.

Sterling emphasized the importance of tracking the progress of a plan and looking for opportunities for trial runs such as vacations and sharing responsibilities through cross-training.

Follow EWN on LinkedIn for more industry news and insights.

EWN Enters Virtual Reality Arena with Debut of Mobile Training Center

Thu, 08 Nov 2018 15:32:16 GMT

November 6, 2018, Decatur, TX

ENERGY worldnet, Inc. (EWN) announced Wednesday the launch of their Mobile Training Center to bring blended learning and state-of-the-art virtual reality (VR) training to pipeline operators in the oil and gas industry.

The EWN Mobile Training Center debuted this past week at the Texas Gas Association's (TGA) Fall Board and Committee Meeting in League City, TX. In an innovative approach to training and education, the EWN Mobile Training Center allows trainees to experience learning in a hands-on virtual reality environment, a remarkable advancement in the safety training arena.

When asked about the recent launch of the Mobile Training Center, Coleman Sterling, EWN's CEO stated, "No single type of training is effective for 100% of any workforce. ENERGY worldnet is proudly answering the call for blended training by taking its existing computer-based (CBT) and instructor-led trainings (ILT) and including opportunities for hands-on, real-world training through VR and the EWN Mobile Training Center."

Sterling continued, "By adding virtual reality to our already extensive suite of offerings, we can now simulate field conditions like never before, allowing trainees to experience situational training in a safe, virtual environment. It's one thing to have someone complete a CBT; It's quite another to watch their expression and excitement when they pick up a tool and learn how to solve a problem in a virtual environment. It is what our modern workforce needs and demands."

As a pioneer in next-generation training technologies, EWN continues to push the envelope with innovative computer-based and instructor-led training options for its clients. For this initiative, EWN partnered with a mixed-reality development leader, From the Future, LLC, based in Denton, TX, to develop this effective and engaging safety training option. This initial series will include VR training that transcends the energy sector, targeting fire extinguisher training and abnormal operating conditions. These trainings have the ability to impact a large scope of the workforce while remaining customizable.

Dr. Matt Joiner, EWN's Executive Director of Education, concluded, "ENERGY worldnet is leading the charge in safety and compliance training for the next generation of workers. As an education division, we're making strides every day to modernize our trainings, ensuring that learners have the chance to learn in ways that are user-friendly, convenient, and industry-leading. This is just the beginning for us. This is an exciting time to be involved in training and education!"

Steve Allen Joins EWN as Executive Director of Pipeline Safety

Thu, 08 Nov 2018 15:26:01 GMT

October 17, 2018, Decatur, TX

ENERGY worldnet, Inc. (EWN) is excited to welcome Steve Allen to the EWN staff as the company's Executive Director of Pipeline Safety. An Experienced Pipeline Safety Regulator with an extensive history in the utility industry, Mr. Allen is a past member of the Pipeline and Hazardous Materials Safety Administration (PHMSA) Technical Pipeline Safety Standards Committee, also known as the Gas Pipeline Advisory Committee (GPAC). He is also a former Chairman for the National Association of Pipeline Safety Representatives and was the Director of Pipeline Safety for the state of Indiana.

As the Executive Director of Pipeline Safety at EWN, Steve Allen will be responsible for continued contributions to the advancement of safety standards and programs in the oil and gas industry. Allen will also be responsible for the pipeline safety management program at EWN.

When asked about adding Mr. Allen to the EWN staff, Coleman Sterling, CEO of EWN, stated, "We are fortunate to have our friend Steve join the EWN team. His industry experience and dedication to the betterment of our industry is inspiring and fits naturally with the EWN culture and vision. Together we will make our industry a safer place to work."

Mr. Allen added, "I am excited about joining ENERGY worldnet and working toward improving pipeline safety across the country. Operators must take a holistic approach to managing the risks associated with operating their pipelines and to continually improve their processes through the Plan, Do, Check, Act (PDCA) cycle. I am committed to helping the industry in this regard. I look forward to working with EWN and leveraging its capabilities to improve pipeline safety and to help move the needle towards zero incidents."

ENERGY worldnet Inc. Welcomes Matt Joiner, ED.D.

Tue, 09 Oct 2018 09:40:56 GMT

October 1, 2018, Decatur, TX

ENERGY worldnet, Inc. (EWN) is proud to welcome Matt Joiner, Doctor of Education, as the company's Executive Director of Continuing Education and Training.

A graduate of the Texas Tech Doctoral Program with over 18 years of experience in public education, Dr. Joiner will be responsible for leading the EWN Education Department in coordinating efforts with higher education institutions and accreditation programs.

When asked about adding Dr. Joiner to the EWN staff, Mayra Maese, Senior Vice President of Education and Compliance, stated, "At EWN, we are committed to setting the benchmark for our industry's workforce development needs. Dr. Joiner is the perfect person to lead our Education Department in developing the next generation of education and training programs. His expertise and deep knowledge of education make him an incredibly valuable asset to our company and will allow EWN to expand further into the academic sector and change the way our industry trains and qualifies its workforce."

When asked about the position, Dr. Joiner added, "I am truly honored to be joining the ENERGY worldnet team. EWN has a longstanding and trusted reputation for excellence in safety training and compliance certification. In my new role, my goal will be to build upon this excellence, infuse my experience and knowledge in K-12 and postsecondary education administration, and create innovative, 21st-century learning opportunities for our clients. The industry-leading work in which we will soon engage will be designed to support existing and forge new relationships and collaborations. I am pleased to be a part of the rewarding work that is to come."

In addition to his previous position as the Career, College, and Military Readiness Administrator Coach for the Region 11 Education Service Center, Dr. Joiner also has experience as a professional educator, Continuing Education Coordinator, Campus Director, and College Dean.

ENERGY worldnet, Inc. has over 24 years of experience providing training, evaluations, record management, and consulting services to the energy industry. EWN's continued industry presence and leadership has earned the company a dominant position in the global marketplace.

Pipeline Safety Management System: Leadership & Management Commitment

Mon, 24 Sep 2018 16:37:20 GMT

PSMS is not just another program you purchase, read, and place on the shelf until next year. It is a culture of safety and accountability that begins with leaders and managers and works all the way down to employees and contractors. PSMS is not a regulatory requirement that you check off your list as complete either. It is something you do voluntarily because you believe in it – because it's the right thing to do.

Buy-in from leadership and management is the first step toward ensuring that your PSMS program gets off the ground and progresses forward. But, what will motivate leaders and managers to buy in to this cultural change? After all, it's not a specific regulatory requirement.

Leadership and Management Commitment is the first element of a PSMS, so let's begin with identifying the three key players that can make that element successful. These key players are your top-level managers, middle managers, and employees. Each of these groups has a crucial role in demonstrating commitment to a Pipeline Safety Management System.

Top-Level Management

Top-Level Management, also known as your C-Suite, refers to your Chief Executive Officer, Chief Operating Officer, Chief Financial Officer, etc. These officials play a crucial part in leading the company towards its vision. If your vision is to minimize or reduce pipeline incidents caused by human error (which, incidentally, is a regulatory requirement of the Final Operator Qualification Rule), then what are you doing today to lead your company towards this vision?

Top-level leadership should demonstrate support for this commitment, establish goals and measurable objectives, and make communication, risk reduction, and continuous improvements that align with your organization's vision.

But why do you do this? Your "why" is the answer that will help you to create a culture where your employee's beliefs, perceptions, and attitudes reflect a voluntary desire to follow a continuous improvement process to be safer and to be better. These drivers can have a very direct impact on a company's bottom line, public perception, and employee engagement.

Middle Management

So, what is the responsibility of middle management in the PSMS Program? Middle management consists of your managers, supervisors, and foremen. These individuals do more than just point out the safety posters and labels in the workplace. They ensure that the plans, policies, and procedures in place are being followed. They execute day-to-day work activities and establish performance measures for the personnel responsible for PSMS elements. They also conduct regular reviews of progress and nurture the safety culture.

Middle management follows the lead of top-level management. Together, they set the example for employees in the workplace. If either key player takes short-cuts, disregards safety, or accepts deviation from policies and regulations, employees will learn to be complacent; likewise, if key players demonstrate safety and set clear outcomes and expectations for their workforce, employees will learn to do the right thing because they, too, believe in the organization's vision.

Employees

The third key player, equally important as the other two, is the employee. If a safety culture is cultivated in an organization, it will be easier for employees to embrace Pipeline Safety Management Systems. To promote engagement, companies should ensure that employees have a voice within the organization. Doing this will empower employees to willingly desire to identify and report risks, suggest potential improvements, and act to prevent or minimize incidents.

Establishing a safety culture can help engage employees, and engaged employees become safe employees. If your employees are disengaged, or if you are seeing a high percentage of incidents, ask your employees how things would change for families and friends if they, or one of their co-workers, were severely injured, disabled or killed because of short-cutting safety measures. Sometimes, facing brutal potential realities can help an organization make positive changes and introduce a new safety culture where employees are fully vested in their work.

A Collaborative Approach

For a PSMS program to be successful, it takes a collaborative approach. No one key player can pull the weight when it comes to cultivating a successful PSMS program. From the CEO to the field hand, everyone must buy into the idea that safety is the top priority, and everyone must contribute.

What are the first steps in approaching the implementation of a Pipeline Safety Management System?

Start with establishing a strong safety culture
Utilize tools such as a PSMS program to help increase the level of safety and decrease risks, incidents, and accidents on your pipeline facility
Talk with your company's top leaders and managers. Without their full support and commitment, a safety management system is doomed from the beginning.

If the leaders of a company can commit, then everyone in the company will benefit.

By Client Request: Breaking Down Task List Management

Mon, 24 Sep 2018 16:33:14 GMT

Managing your task list doesn't have to be tedious or daunting. At EWN, we are committed to providing clients and the industry with the most intuitive information you can use to manage task lists more effectively.

We recently met with Operators across the industry and found several common challenges they're facing regarding task list management. In this article, we will cover some of these issues plus our solutions and recommendations on how to help manage tasks lists.

1. Outdated Task Lists

One of the most common things we found among operators was outdated task lists. Here is the scenario:

You have been promoted to manage the company's OQ (Operator Qualifications) Program. The company's task list was created by one, two, or even three of your predecessors. The task list has not been touched in several years, and you choose not to make any additional changes. After all, whomever created the task list must have known what they were doing, and since it has worked all this time, why change it?

What we found was that new personnel charged with managing the OQ Program were never properly trained on how to manage the existing program or were not informed of changes and decision made to develop the existing program. In other cases, the answer was simply that it had always been done that way.

It is absolutely okay and necessary to make changes to your OQ Program and update your company's task list. Are you aware that 49 CFR 192.605(a) and 195.402(a) requires that each Operator prepares a manual of written procedures for conducting operations and maintenance activities, and that this manual must be reviewed and updated by the Operator at intervals not exceeding 15 months, but at least once each calendar year? By extension, if you modify your O&M (Operations and Maintenance) manuals, you'll also need to review and update your OQ Plan, task list, and associated methods of qualifications for the same period of time to reflect any changes in your programs or operations.

2. Inconsistency Throughout OQ Procedures

Another common issue we found between operators across the nation was inconsistency throughout their OQ procedures. For example, covered tasks within an Operator's task list did not align with what they had in their OQ and O&M plans, and/or their Standard Operating Procedures (SOP).

While managing a task list can seem intimidating because there are so many moving parts, it can be done. Start with understanding your responsibility for your company's OQ Program. It is the responsibility of the Operator to identify covered tasks, the requalification intervals, span-of-control ratios, and evaluation methods. This is what is required by 49 CFR 192 Subpart N and 49 CFR 195 Subpart G.

By law, the OQ Rule covers all the Operator's workforce including employees, contractors, and sub-contractors. So, contractors do not differ from employees when it comes to the regulations. Therefore, you need to include these tasks in your task list even if they are performed by a contractor. Also, be sure to clearly state in your O&M plan, OQ Plan, and SOPs that these tasks are being performed by a contractor. Consistency is crucial.

We recommend that you identify covered tasks for each facility and uniquely label them gas or liquid. Confirm that each task includes task-specific abnormal operating conditions and that they meet the requirements for each facility type.

3. Failure to Vet Third-Party OQ Programs

An additional issue among Operators involves a failure to fully vet 3rd Party OQ Programs to ensure the programs align with their company's operations. While it is acceptable to use a 3rd Party OQ Program or adopt an industry standard such as the ASME B31Q or a recommended practice such as the API 1161, the Operator will still need to review it prior to implementation.

You should not assume that you are compliant once you purchase a 3rd Party OQ Program or implement an industry standard or best practice. While this option can certainly help you get off to a great start, the Operator is still responsible for reviewing each task, evaluation methods, requalification intervals, etc., within the program.

Making significant changes to your task list also requires Operators to notify their state agency of the changes. According to PHMSA, a "significant change includes but is not limited to: increasing evaluation intervals, increasing span of control ratios, eliminating covered tasks, mergers and/or acquisition changes, evaluation method changes such as written vs. observation, and wholesale changes made to OQ plan."

There are many variables and examples that we can explore when it comes to managing your task lists. We would appreciate the opportunity to talk to you more about this topic, so please do not hesitate to give us a call or send us an email.

EWN Named Official Training Partner of the TGA

Tue, 18 Sep 2018 09:58:37 GMT

Decatur, TX (September 18, 2018)

ENERGY worldnet, Inc. (EWN) is excited to announce a definitive agreement with the Texas Gas Association (TGA) to become TGA's Official Training Partner.

This partnership with TGA, headquartered in Houston, TX, combines TGA's vision "to be an efficient and effective platform for the membership and the public for natural gas education, safety, and awareness and performance" with ENERGY worldnet's position as the industry leader for OQ, safety training, and compliance.

When asked about the partnership, Coleman Sterling, CEO of ENERGY worldnet, stated, "At EWN our vision is to make the world a safer place to work. Partnerships with dedicated organizations like the TGA are vital to accomplishing that goal. Together we are going to change the industry by providing phenomenal training and industry best practices to ALL pipeline operators and oil and gas contractors around the state."

Darrell Cherry, President of the Texas Gas Association, agreed, saying, "The alliance between our companies will bring a new and greater educational opportunity for the TGA members. This partnership will ensure that the natural gas community is the most educated and talented in the country. We look forward to the implementation of this enterprise."

Under the terms of the partnership, EWN has agreed to redesign and improve the TGA website, newsletter, and social media channels; offer advice for the TGA brand; and add the following Instructor-led Training Programs to the TGA's offerings:

Master Evaluator Certification
Master Trainer Development
Instructional Design & Development
Emergency Management
Compliance Management
Leadership Training
OQ Fundamentals (including AOCs)
Line Locating & Damage Prevention
Plastic & Steel Pipe Repair
With more to come!

ENERGY worldnet, Inc. (EWN) has over 24 years of experience providing training, evaluations, record management and consulting services to the energy industry. EWN's continued industry presence and leadership has earned the company a dominant position in the global marketplace. EWN supports training and compliance requirements for well over 1,000 clients throughout the United States, Canada, Mexico, and South America.

Program Effectiveness – The Responsibility of Everyone

Mon, 06 Aug 2018 15:21:34 GMT

What are you doing to make the world a safer place to work? Does your program continually reduce incidents or accidents caused by human error? How effective is your current OQ Program? These are some of the questions you should be asking yourself regarding Program Effectiveness.

What is Program Effectiveness?

The American Society of Mechanical Engineers (ASME) offers an explanation on the Program Effectiveness Process. B31Q Standard, Part 11.1 states that "the qualification program shall include a process to appraise its effectiveness." That "process" includes 3 parts – (1) Program Implementation, (2) Program Measures, and (3) Program Updates.

Program Implementation: is used to "develop a process to evaluate if the program is being implemented and executed as intended."
Program Measures: is done to "appraise the effectiveness of the program."
Program Updates: is "incorporating changes into the program to address any deficiencies found as a result of the program implementation appraisals or program measures review."

It is recommended that you perform a program effectiveness review once every year at intervals not exceeding fifteen months. Projects, companies, and work environments change; with that, so do our OQ and other safety programs. That is why they must be reviewed annually.

Isn't Program Effectiveness just something that Operators have to deal with?

The answer to that is no. When it comes to Program Effectiveness, it takes all stakeholders involved to buy in and ensure that the programs they have are effective and continuously improving. That way, when Operators and Contractors work together on projects, they know they are cultivating a safer work environment in which their companies' programs are as effective as they can be.

At EWN, we often say that our goal is to continuously "Be Better." As a pipeline facility Operator or Contractor, constantly and consistently reviewing your OQ program requirements and results for effectiveness is a solid and measurable way to be better, and in turn, make the industry better.

Operators – Raise the Bar

Operators must commit to 'raising the bar' and developing programs that go beyond the minimum regulatory requirements. We must all become better at what we do. Each program must address the specific needs of the Operator, the pipeline facilities, and the environment in which they are operated.

Contractors – Offer Solutions

Contractors need to be a part of the solution, not the problem. To overcome the challenges that we face, all parties must do more and share the burden for increased expectations, accountability and transparency. For example, the Distribution Contractors Association (DCA) is spear-heading an initiative that promotes higher standards for the Contractor qualifications on core competencies. The initiative includes a whole section on Program Effectiveness Reviews that covers the process and expected outcomes for what a Contractor's Program Effectiveness reviews should look like.

Regulators – Collaborate

Regulators themselves must be willing to engage in collaborative processes that promote voluntary program improvements. Operators that want to use a more effective solution that goes beyond the minimum requirements of the Written OQ Plan may be disincentivized if they can be cited for violating the plan.

Program Effectiveness is something in the industry that is encouraged, but not yet regulated. A direct quote from PHMSA's Notice of Proposed Rulemaking (NPRM) says that "PHMSA is also proposing to expand the existing Operator Qualification (OQ) scope to cover new construction and certain other currently uncovered tasks, require operators use trained and qualified individuals when performing new construction work, and add program effectiveness requirements for operators to gauge the effectiveness of the OQ programs."

The Importance of PSMS (Pipeline Safety Management System)

Mon, 06 Aug 2018 15:18:32 GMT

Have you heard of the API Recommended Practice 1173?

Do you know what goes into a Pipeline Safety Management System (PSMS)? Operators around the country are scrambling to ensure that their pipeline systems have some sort of safety management system in place to align with API RP 1173. Today we'll introduce the importance of PSMS.

If you are wondering how and why this recommended practice came to be, you are not alone. In 2010, there was a pipeline incident in Marshall, MI where hundreds of thousands of gallons of oil spilled into surrounding lands and rivers. The National Transportation Safety Board (NTSB) investigated this incident and concluded that inadequate pipeline safety was the root cause. Because of this, the NTSB tasked API with writing a recommended practice based on the findings of the investigation; thus, API RP 1173 Pipeline Safety Management System Requirement was born.

API is aware that improvement can always be made when it comes to safety. To align with the industry goal of zero accidents/incidents, API created PSMS as a continuous improvement process that follows the Plan, Do, Check, Act model. That means that it is a cyclical process that is never "complete." Within this continuous improvement process, there are 10 key elements that API outlines as critical to the pipeline safety management process.

The 10 Key Elements of PSMS

Leadership and Management Commitment
Stakeholder Engagement
Risk Management
Operational Controls
Incident Investigation, Evaluation & Lessons Learned
Safety Assurance
Management Review and Continuous Improvement
Emergency Preparedness and Response
Competence, Awareness & Training
Documentation and Record Keeping

As we have seen before in this industry, Recommended Practices do not disappear; on the contrary, they tend to move toward regulation (i.e. The OQ Rule). However, PHMSA is not mandating API 1173. They just want to see that pipeline Operators are implementing some sort of Safety Management System. The PHMSA Deputy Associate Administrator, Linda Daugherty, has said that "all SMS standards have very similar requirements. PHMSA does not care which flavor of SMS you choose. Look for commonalities and what fits best for your company."

As an ANSI-designated standards document, API RP 1173 is the nationally recommended practice for a pipeline safety management system in the US. Leadership commitment, support, and allocation of resources are the first steps in the process of creating a successful PSMS program.

Be on the lookout for an upcoming EWN series of articles on each element of a Pipeline Safety Management System. Also, check out the "Pipeline SMS Planning Tool!" API has provided a spreadsheet that assists in the initial implementation of PSMS at pipelinesms.org .

Learn more about EWN's involvement with PSMS – email us at compliance@energyworldnet.com

Contractor Management IS the hottest topic in the oil & gas industry.

Fri, 20 Jul 2018 09:12:58 GMT

How closely are you managing your contractors?

How closely are you being managed by your Operators?

Staying in compliance is always an issue for members of the oil and gas industry, especially pipeline operators. Operators feel the burden of all rules and regulations, not only for their internal staff but for their contractor and subcontractor employees as well.

No matter the size of your operating company, ensuring that your workforce and your contractors' workforce is qualified and up to date on their qualifications, certifications, and minimum requirements, is nearly impossible. PHMSA has talked a lot recently about making sure that operators are taking responsibility for their contractors. Brian Dresel with PHMSA spoke at the SGA Training Conference in Denver, CO on June 6-8, 2018.

In his PHMSA Update he:

Recommended that Operators consider setting a total number (2-3) of attempts on exams in their OQ Plan.
Asked the Operators if the Contractors are following their requirements for OQ Tests. The answer by the Operators is No.
Analyzed the challenges in dealing with disqualification. Brian asked, "How do you know you are using the right Contractors?"
Example: Employee 1 works for ABC Contractor. Employee 1 becomes disqualified, and Operator 1 does not allow Employee 1 on his job site. Employee 1 quits ABC Contractor and goes to work for XYZ Contractor who also performs tasks for Operator 1. Therefore Employee 1 is working on the Operator 1 pipeline again even though he was disqualified by the first company.
Discussed the use of waiting periods for taking and retaking assessments.
Mentioned the Final Rule Update: don't expect major difference or changes.

Making sure you are using Contractors who can work on your job site is a very time-consuming task. Verifying Contractor insurance, substance test information, OSHA logs and driving records are a headache in and of itself.

The EWN Compliance department is excited to announce many new services and packages that can help with these issues, including our Contractor Management Package. As part of the Contractor Management Package, we will work with you to provide management of your Contractor clients; this includes assisting Contractor clients in entering compliance information into EWN and verifying information as requested by the Operator client.

The stress of worrying about your employees as well as your Contractors can often be too much to handle. Let EWN help you manage your Contractors. Email our Compliance department at compliance@energyworldnet.com or call us at 855.396.5267 and ask for the Compliance team. We look forward to helping you.

EWN Compliance Advice: How do we implement API RP 1173 and PSMS?

Thu, 19 Jul 2018 09:12:54 GMT

Have you heard of the API Recommended Practice 1173?

Do you know what goes into a Pipeline Safety Management System (PSMS)?

Operators around the country are scrambling to ensure that their pipeline systems have some sort of safety management system in place to make sure that they are in compliance with API RP 1173.

If you are wondering how and why this recommended practice came to be, you are not alone. In 2010 there was a pipeline accident in Marshall, MI where hundreds of thousands of gallons of oil spilled into surrounding lands and rivers. Due to this incident, the National Transportation Safety Board (NTSB) investigated and concluded that pipeline safety was the root cause. Because of this the NTSB tasked API with writing a recommended practice based on the findings of the NTSB investigation; thus, API RP 1173 Pipeline Safety Management System Requirement was born.

PSMS is a continuous improvement process that follows the Plan, Do, Check, Act model. That means that it is a cyclical process and it is never "complete." Improvement can always be made when it comes to safety.

API created the RP in this way because it aligns with the industry goal of zero incidents/accidents. Within this continuous improvement process, there are 10 key elements that the API outlines as critical to the pipeline safety management process.

Those 10 elements are:

Leadership and Management Commitment
Stakeholder Engagement
Risk Management
Operational Controls
Incident Investigation, Evaluation and Lessons Learned
Safety Assurance
Management Review and Continuous Improvement
Emergency Preparedness and Response
Competence, Awareness and Training
Documentation and Record Keeping

As we have seen before in this industry, Recommended Practices do not disappear. On the contrary, they tend to move toward regulation (i.e. The OQ Rule). As an ANSI designated standards document, API RP 1173 is the national standard for pipeline safety management systems in the US. Awareness and education of possible gaps are the first steps in the process of creating a successful PSMS program.

Do you have questions or want to find out more? Set up a meeting with one of our Compliance Specialists and they will walk you through the PSMS cycle and what you need to know to move forward.

Sources: pipelinesms.org

EWN names James Schauer as Executive Director of Midstream Strategy

Thu, 29 Mar 2018 10:03:30 GMT

ENERGY worldnet, Inc. (EWN) announced today that former CEO of Thigpen Energy, James (Jim) Schauer has been named Executive Director of Midstream Strategy.

Jim will be responsible for expanding business in the midstream sector and ensuring both potential and existing clients' needs are not only met but are aligned with EWN's quality services and solutions.

Coleman Sterling, CEO of EWN stated, "Jim's commitment to client success and his focus on safety and operational excellence makes him a great fit for the EWN team. Jim's extensive experience in Midstream operations combined with EWN's extensive Distribution and Midstream footprint helps us continue to fulfill the needs of operators across the nation." Sterling went on to say, "we are excited to have Jim on the team. This marks a new era of industry service for EWN, a true one-stop shop for compliance management."

"I am very excited and honored to join the EWN team," commented Jim Schauer – Executive Director Midstream Strategy, "as I have witnessed firsthand the commitment to excellence and dedication that empowers EWN. The common goal – to exceed our client's expectations with extraordinary service, solutions, and industry knowledge is the backbone of EWN's culture."

Coleman Sterling further stated, "EWN is an absolute world-class organization, and my goal is to help build on all the greatness it has established over the last 24 years, and expand further into the energy markets, by bringing Jim's two decades of energy experience and relationships to our arsenal." Sterling concluded, "Jim joins a team that is dedicated not only to client success and satisfaction but to aggressively push forward its vision to 'Make the world a safer place to work.'"

2017 EWN Conference Spotlight: Dr. Todd Dewett

Wed, 05 Apr 2017 11:06:11 GMT

As we continue our series of 2017 EWN Conference Spotlights, we switch to our Opening Keynote Speaker, Dr. Todd Dewett.

Todd is known to bring energy and a unique style that has landed him in Inc. Magazine's Top 100 Leadership Speakers. We are excited to have Dr. Dewett speaking on how each of us can strive for more and help lead our teams and crews with passion.

We interviewed Todd to give everyone a better idea of what he brings to the table.

Register to ensure your spot to sit front and center at the 2017 EWN Conference & Training Summit and enjoy Dr. Todd Dewett's unique style and leadership knowledge. Todd's message will hit home with all levels of your organization from managers to field personnel. If you have not registered, use the button below and register today.

2017 EWN Conference Spotlight: Thigpen Energy

Fri, 31 Mar 2017 10:54:40 GMT

The 2017 EWN Conference & Training Summit will take place in less than 90 days. We will spend the next few months placing the spotlight on our Sponsors, Exhibitors, and Speakers.

Thigpen Energy is attempting to end outages once and for all.

Silver Level Sponsor, Thigpen Energy has been providing temporary gas supply for pipeline outages or disruptions (planned or unplanned) since 2005. They utilize both LNG & CNG and manage the project turnkey style including site evaluations, training of local authorities on LNG/CNG operations and beyond. Their goal is to hold up gas customers during an outage and to facilitate a smooth transition back to pipeline gas after a project is complete.

At a recent conference, we sat down with Brian Kendrick from Thigpen Energy for a quick Q&A to better understand their commitment to safety & the industry as a whole.

Come join Thigpen Energy at the 2017 EWN Conference & Training Summit to learn more about them and their partnership with EWN. You can also visit their website: www.thigpenenergy.com . If you have not registered, use the button below.

EWN Travels to Chile for Training

Thu, 30 Mar 2017 08:34:56 GMT

Part of our commitment to our customers is to ensure they have the proper training to not only utilize the system but also ensure they are training their staff correctly.

EWN VP of Education, Mayra Maese recently traveled to Chile to provide our world-class Master Trainer Development Program to clients in Santiago, Chile.

It is our pleasure to help our clients understand that proper trainer development is key to ensuring safety & training programs run smoothly.

Mayra spent the week working with our client and helping their staff in implementing a successful program.

If you cannot make it to our monthly training(s) in Decatur, TX – we can bring the classroom to you!

Feel free to contact us for more information and learn how EWN can help your company raise the bar.

Come join us @ The 2017 EWN Conference & Training Summit!

Thu, 02 Mar 2017 09:48:30 GMT

https://vimeo.com/717660660/c3d3cf95ef

Get Registered today: www.ewn2017.com

Best API 1169 Prep Course? Clients think so.

Tue, 28 Feb 2017 13:50:36 GMT

Our Pipeline Inspector Training Program (API 1169) is making a positive impact in the industry. Read this review of one of EWN's clients that completed the course and passed the API 1169 Certification Exam with flying colors!

Need more information on our Pipeline Inspector Training Program? This course is more than an API 1169 Prep Course, this is a course to better the industry by implementing recommended practices across the board. Will this course prepare you for the test? Absolutely! And the workplace as well. Visit the link below:

API 1169 Inspector Training Course

Cleveland Integrity Services selects EWN's PITP (API 1169 Preparation)

Thu, 23 Feb 2017 12:57:02 GMT

It has been ten years since I sat in on some of my first meetings with industry veterans, listening to the debate on minimum requirements and credentials for pipeline inspectors, and the challenges associated with novice inspectors. The industry has made great progress since those days, and the pipeline industry and regulatory authorities are now encouraging and mandating that pipeline inspectors have documented evidence of their qualifications to perform inspections on jurisdictional pipelines.

In support of these collective industry efforts, the American Petroleum Institute (API) has worked with industry trade associations and experts to develop an exam and certification known as the API Recommended Practice (RP) 1169 – Pipeline Construction Inspector .

Pipeline construction inspectors must have broad knowledge relating to the construction of new onshore pipelines. This knowledge base must include topics such as specific roles and responsibilities, general pipeline safety, environmental and pollution control, regulatory requirements, and general pipeline construction processes and methodologies. The API 1169 Pipeline Construction Inspector Certification Exam is designed to determine if qualified candidates have such knowledge.

API 1169 Endorsed by INGAA and CEPA

The Interstate Natural Gas Association of America (INGAA) , the INGAA Foundation Inc. , and the Canadian Energy Pipeline Association (CEPA), are major trade associations and represent pipeline owners throughout North America. These associations and foundations are advocates for pipeline integrity and safety. As such, the respective Boards of INGAA and CEPA voted to endorse having all pipeline inspectors who work for their member companies obtain the API 1169 certification by the end of 2018 to enhance the quality and safety of pipeline construction. The decision to promote the API 1169 is consistent with the commitment to zero pipeline incidents, and the quality construction and safe operation of pipelines.

EWN Raises the Bar

ENERGY Worldnet, Inc. (EWN) is continuously raising the bar for safety and integrity in the industry. In the world of pipeline construction, EWN immediately recognized the importance of this new program and developed a complete in-depth suite of pipeline inspector training courses while API was developing the 1169 certification program. The EWN Pipeline Inspector Training Program consists of fifty (50) computer-based training modules, divided into 5 core sections, designed to meet and exceed the specific regulatory and training needs of onshore pipeline construction inspectors. The EWN program aligns directly with the published body of knowledge requirements for the API 1169 Inspector Certification Program. The EWN program is continuously vetted by industry veterans and subject matter experts, provides critical training content, and offers over 1,000 practice questions.

Trailblazers

Early adopters and opinion-setters are the leaders of the industry. They see the value in striving to be better, and they do not accept the status quo. They look for best practices because being a leader means doing what is right, not just what is required. Cleveland Integrity Services (CIS) is one of those companies that has embraced the API 1169 and has committed to training hundreds of pipeline inspectors in preparation for the API 1169 Certification Exam. To successfully accomplish this task, CIS has selected EWN's Pipeline Inspector Training Program to deliver a proven suite of self-paced online training courses. The EWN Pipeline Inspector Training Program is much more than just an exam prep class; it is a complete training program for pipeline inspectors.

ENERGY Worldnet, Inc. is proud to support Cleveland Integrity Services and the industry, in the commitment to continuous improvement processes that enhance the operational reliability of pipelines. Having certified inspectors helps everyone raise the bar on safety and integrity. Learn more at www.energyworldnet.com .

Words of Encouragement

PHMSA to Release Anticipated Final Rule on Monday – Sort of

Fri, 20 Jan 2017 16:07:42 GMT

EWN wants to make sure our clients and friends in the industry are prepared for the release of the PHMSA Final Rule on Monday, January 23, 2017. However, we want to be very clear: this Final Rule does NOT include the OQ (Operator Qualification) portion.

What IS Included in the January 23, 2017 Final Rule

The Final Rule being released on Monday does include updates to the following areas:

Accident & Incident Reporting – One hour notification requirement
Drug & Alcohol Electronic Reporting – New electronic reporting requirements
Drug & Alcohol Post Accident Testing – Updated post-accident testing procedures
Control Room Training Requirements – Enhanced training requirements for control room personnel

What About the OQ Portion?

The OQ (Operator Qualification) portion of the anticipated Final Rule has been delayed. PHMSA is still working on the OQ component, and it will NOT be included in the January 23rd release. We will continue to monitor this closely and will provide updates as they become available.

If you have questions about how these changes may impact your organization, please contact EWN at 855-396-5267 or email us at compliance@energyworldnet.com .

What are AOCs: Am I Qualified or Not Qualified?

Fri, 09 Dec 2016 09:36:52 GMT

Are your employees qualified for Abnormal Operating Conditions (AOCs)? That is the question that pipeline operators must be able to answer with confidence. PHMSA data from 2013 shows that pipeline incidents resulted in over $300 million in damages — many of which were tied to human error and inadequate qualification programs.

What are Abnormal Operating Conditions?

An Abnormal Operating Condition (AOC) is any condition identified by the operator that may indicate a malfunction of a component or deviation from normal operations that could — in the judgment of the individual performing the covered task — result in a hazard to persons or property. Operators must ensure that their covered task performers can recognize and react to AOCs.

EWN's AOC Solutions

Energy Worldnet provides comprehensive AOC formats to help operators meet their OQ requirements, including:

General AOCs for Natural Gas, Hazardous Liquids, and Control Rooms
Task Specific AOCs — 23 training/evaluations and 30 evaluations only
AOC training integrated into OQ Training Courses
AOC questions integrated into OQ Performance Evaluations

If you have questions about AOCs or how to ensure your employees are properly qualified, contact us today .

5 Questions You Should Be Asking of Your OQ Plan

Wed, 09 Nov 2016 10:11:27 GMT

When was the last time you really questioned your OQ (Operator Qualification) plan? The 5 W's — Who, What, When, Where, and Why — are a great framework for evaluating the effectiveness and completeness of your program. Here's a breakdown of each.

Who?

Your OQ plan must address operators, individuals, and the persons responsible for administering and overseeing the program. This includes identifying which employees and contractors perform covered tasks and ensuring they are all included in your plan.

What?

Your plan should identify all covered tasks, establish the full OQ program, include contractors performing covered tasks, and communicate changes to all affected personnel. Knowing exactly what tasks are "covered" under 49 CFR 192 Subpart N and 195 Subpart G is essential.

When?

Qualification is required when individuals are newly hired, transferring to a new covered task, involved in an incident, fail an evaluation, or when there is reason to believe they are no longer qualified. Your plan must also define reevaluation intervals for all covered tasks.

Where?

Records must be kept and must be available to PHMSA inspectors upon request. Your plan needs to specify where qualification records are maintained and how they can be readily accessed during an inspection.

Why?

The ultimate reason behind all OQ requirements is to protect people and the environment, and to comply with federal regulations under 49 CFR 192 Subpart N and 195 Subpart G. A well-maintained OQ plan is your best defense against incidents and enforcement actions.

Ready to take a closer look at your OQ plan? Contact EWN today to learn how we can help.

Industry Evolution: Incident/Accident Reporting, Farm Taps & More

Tue, 26 Jul 2016 17:29:52 GMT

This is the final installment in EWN's Industry Evolution educational series on the OQ NPRM. In this post, we cover several additional regulatory areas included in the PHMSA proposed rulemaking: Incident/Accident Reporting, Farm Taps, Cost Recovery for Design Reviews, Special Permits, Pipeline Assessment Tools, Confidential Information procedures, the Plastic Pipes Rule, and an overview of the Safety of Gas Transmission Pipelines NPRM.

Incident/Accident Reporting

PHMSA's proposed changes to incident and accident reporting include a 1-hour notification requirement from the time of confirmed discovery of an incident. This is a significant change from current practice. Additionally, a 48-hour update is required after the initial notification. The rule also clarifies the definition of "confirmed discovery."

Farm Taps

The NPRM addresses Farm Taps, providing specific exemptions and inspection requirements. Farm taps that serve as service lines to individual farm residences may qualify for certain regulatory relief under the proposed rule, but operators must carefully review whether their specific configurations meet the exemption criteria.

Cost Recovery for Design Reviews

The proposed rule includes provisions for PHMSA to recover costs associated with design reviews of new pipeline projects. Operators planning new construction should be aware of these potential additional costs as they plan budgets and timelines.

Special Permits

The NPRM clarifies the Special Permits renewal process. Operators holding special permits should review the updated procedures for renewal to ensure continued compliance and avoid lapses in permit status.

Pipeline Assessment Tools

For liquid pipelines, the proposed rule references Pipeline Assessment Tools including API STD 1163 and NACE standards. Operators of liquid pipeline systems should familiarize themselves with these referenced standards as they may become incorporated by reference into the regulations.

Confidential Information

Procedures for handling confidential information are addressed under 49 CFR 190.343. Operators submitting sensitive business information to PHMSA should be aware of the proper procedures for requesting confidential treatment of that information.

Plastic Pipes Rule

The Plastic Pipes portion of the rule addresses socket fusion, leak clamps, compaction, and traceability requirements. Operators using plastic pipe in their distribution systems must ensure their procedures and records meet the enhanced traceability and installation requirements.

Safety of Gas Transmission Pipelines NPRM

PHMSA has also issued a separate NPRM on the Safety of Gas Transmission Pipelines. This is a broad rulemaking that will affect transmission pipeline operators and touches on integrity management, repair criteria, and other significant operational requirements. EWN will continue to monitor and provide updates on this rulemaking as it progresses.

Energy Worldnet Test Answers

Sun, 24 Jul 2016 15:28:53 GMT

Looking for test answers for Energy Worldnet Tests? Sorry, no answers here.

But you can learn how each course gives you the answers (in the content of course) and how integrity should be a foundation for how you train.

Click here to learn more about EWN's approach to training and assessment integrity.

Industry Evolution: Ensuring Program Effectiveness

Wed, 20 Jul 2016 11:53:16 GMT

One of the most important — and most often overlooked — aspects of a strong Operator Qualification program is measuring whether the program is actually working. PHMSA's current guidance on performance monitoring, including FAQs 5.1 and 6.1, addresses this. But the OQ NPRM goes much further, proposing mandatory program effectiveness reviews.

PHMSA's Proposed Program Effectiveness Requirements

Under the proposed 49 CFR 192.807 and 195.507, operators would be required to conduct an annual program effectiveness review — at least once per calendar year, and not more than every 15 months. This is a significant new obligation that will require operators to systematically evaluate whether their OQ programs are achieving their intended safety objectives.

The 13 Mandatory Effectiveness Measures

The NPRM proposes 13 specific measures that operators must assess as part of their annual program effectiveness review:

Number of covered tasks identified
Number of individuals qualified to perform covered tasks
Number of evaluations performed
Number of individuals who failed to qualify
Number of reevaluations performed
Number of individuals who were reevaluated and failed to qualify
Number of incidents involving covered task performance
Number of incidents caused by unqualified individuals
Results of performance monitoring
Results of audits of covered task performance
Changes made to the OQ program
Training provided to covered task performers
Feedback from covered task performers on program effectiveness

Industry Support

The Gas Pipeline Advisory Committee (GPAC) and Liquid Pipeline Advisory Committee (LPAC) both unanimously accepted the program effectiveness provisions. This consensus signals strong industry support for formalized effectiveness measurement.

Helpful Resources

ASME B31Q contains relevant guidance on OQ program effectiveness measurement. Operators who are proactive about implementing effectiveness measures now will be well-positioned when the Final Rule takes effect.

Questions about program effectiveness? Contact EWN — we're here to help.

Industry Evolution: OQ NPRM Management of Change & Recordkeeping

Mon, 18 Jul 2016 11:22:03 GMT

Two of the most operationally significant proposals in PHMSA's OQ NPRM are the new requirements for Management of Change (MOC) and expanded Recordkeeping. These provisions will require operators to build new processes and systems to remain compliant when the Final Rule takes effect.

Management of Change (MOC)

Under proposed 49 CFR 192.805(b)(7) and 195.505(b)(7), operators would be required to establish a written Management of Change program . The purpose of this requirement is to ensure that whenever significant changes occur — whether to equipment, tasks, procedures, or regulations — the individuals performing affected covered tasks are promptly notified and any necessary reevaluation is triggered.

The MOC program must include records documenting that changes were communicated to covered task performers. This creates a traceable, auditable process that inspectors can verify during OQ audits.

Expanded Recordkeeping

Under proposed 49 CFR 192.809 and 195.509, recordkeeping requirements are significantly expanded. There are two categories of records:

Individual Qualification Records (7 Required Elements)

Individual's name
Covered task identification
Date of qualification
Qualification method used
Name of evaluator
Reevaluation interval
Date of next required reevaluation

Program Records (9 Required Elements)

Written OQ plan
List of covered tasks
Qualification methods for each task
Reevaluation intervals for each task
Records of program effectiveness reviews
MOC program documentation
Training records
Evaluator qualification records
Contractor qualification records

Retention Period

Both individual qualification records and program records must be retained for a minimum of 5 years .

Industry Consensus

Both the GPAC and LPAC unanimously accepted the MOC and recordkeeping provisions. The key theme is tracking and traceability — your OQ program must be documented in a way that you can demonstrate compliance at any point in time.

EWN's platform is designed to help operators meet these tracking and traceability requirements. Contact us to learn more.

OQ NPRM Educational Series (Industry Evolution)

Thu, 14 Jul 2016 10:32:29 GMT

PHMSA's proposed rulemaking on Operator Qualification is one of the most significant regulatory developments the natural gas industry has seen in years. EWN has developed this multi-part educational series — "Industry Evolution" — to walk operators through each major component of the OQ NPRM and what it means for their programs.

Series Installments

Click any of the links below to read each installment in the series:

Stay up to date on regulatory changes by registering for the EWN newsletter .

Industry Evolution: New OQ Tasks

Tue, 12 Jul 2016 11:08:37 GMT

One of the most significant proposed changes in PHMSA's OQ NPRM is the modification to the definition of a "covered task." Understanding what constitutes a covered task — and which of your employees are performing them — is the foundation of any OQ program.

Changes to the Covered Task Definition

Currently, a covered task must meet a 4-part test . PHMSA's NPRM proposed simplifying this to a 2-part test . However, after review by the Gas Pipeline Advisory Committee (GPAC) and Liquid Pipeline Advisory Committee (LPAC), both committees voted to retain a modified version of the 4-part test rather than moving to the simpler 2-part test. This reflected industry consensus that the 4-part test, when properly applied, provides the right level of rigor.

New OQ Requirements for Gathering Lines

The OQ NPRM also proposes new OQ requirements for gathering lines. Currently, many gathering line operations are not subject to OQ requirements. The proposed rule would extend OQ obligations to certain gathering line operations, expanding the universe of covered tasks and covered employees for operators in the gathering segment.

OQ Compliance Requirements

Operators must have a written OQ plan that identifies all covered tasks, establishes qualification methods for each task, and includes reevaluation intervals. The compliance requirements are designed to ensure a documented, auditable approach to workforce qualification.

Span-of-Control

PHMSA proposed a 1:1 span-of-control limit for on-the-job training scenarios. The PAC recommended a revision to the definition of "direct and observe" to provide more operational flexibility while still ensuring adequate oversight. This remains an area operators should monitor carefully as the final rule develops.

Have questions about covered tasks and your OQ program? Contact EWN for expert guidance.

Industry Evolution: Understanding the Impacts of the OQ NPRM

Fri, 08 Jul 2016 11:35:26 GMT

PHMSA's Notice of Proposed Rulemaking (NPRM) for Operator Qualification represents one of the most significant potential changes to pipeline safety regulations in years. EWN is launching this July educational series — "Industry Evolution" — to help operators understand what's being proposed and prepare for the changes ahead.

About the OQ NPRM

PHMSA published the OQ NPRM to propose amendments to the existing Operator Qualification rules found in 49 CFR Parts 192 and 195. The public comment period ended September 8, 2015. Following the comment period, PHMSA convened meetings of the Gas Pipeline Advisory Committee (GPAC) and Liquid Pipeline Advisory Committee (LPAC) on June 1, 2016 in Arlington, VA, where the committees reviewed and voted on the proposed provisions.

What's Coming in This Series

EWN will be publishing detailed breakdowns of each major proposed change throughout July. The schedule includes:

July 12: New OQ Task Requirements
July 14: OQ NPRM Educational Series Overview
July 19: Training Requirements
July 21: Program Effectiveness
July 26: Management of Change & Recordkeeping
July 28: Incident/Accident Reporting & More

We encourage all operators to follow along with this series and contact EWN with questions about how these proposed changes may affect your OQ program.

PIPES Act of 2016 & PHMSA Penalties Increased

Tue, 05 Jul 2016 11:07:03 GMT

Two major regulatory developments occurred in the summer of 2016 that every pipeline operator needs to be aware of: the signing of the PIPES Act of 2016 and a significant increase in PHMSA's maximum civil penalties.

The PIPES Act of 2016

President Obama signed the Protecting Our Infrastructure of Pipelines and Enhancing Safety (PIPES) Act of 2016 on June 22, 2016. This landmark legislation includes more than 40 specific requirements for PHMSA, Congress, and the pipeline industry. Among the key provisions:

Directs PHMSA to complete numerous long-delayed rulemakings
Strengthens requirements for gas transmission pipeline integrity management
Requires PHMSA to update regulations for underground natural gas storage facilities
Addresses leak detection, emergency response, and public awareness programs
Requires PHMSA to study and report on expanding the use of automatic or remote-controlled shut-off valves
Enhances requirements for control room management
Sets deadlines for PHMSA to finalize pending rulemakings, including the OQ rule

PHMSA Maximum Civil Penalties Increased

Separately, PHMSA published an Interim Final Rule on June 30, 2016 increasing its maximum civil penalty amounts. The changes took effect immediately:

Maximum penalty per violation per day: Increased to $205,638
Maximum penalty for a related series of violations: Increased to $2,056,380

These increases are part of a federal government-wide adjustment for inflation under the Federal Civil Penalties Inflation Adjustment Improvements Act of 2015. Operators should factor these increased penalty amounts into their compliance risk assessments.

For more information on how these regulatory changes may impact your organization, contact EWN .

OSHA's Respirable Crystalline Silica Final Rule

Mon, 20 Jun 2016 11:56:18 GMT

OSHA's Respirable Crystalline Silica Final Rule became effective June 23, 2016, establishing significant new requirements for protecting workers from silica dust exposure. Employers in construction and general industry — including the oil and gas sector — need to understand what this rule requires.

New Permissible Exposure Limit (PEL)

The new rule reduces the permissible exposure limit (PEL) for respirable crystalline silica to 50 micrograms per cubic meter of air as an 8-hour time-weighted average. This is a significant reduction from the previous standards and requires many employers to implement new controls.

Key Employer Requirements

Employers are required to:

Use engineering controls and work practices to limit worker exposure to silica
Provide respiratory protection when engineering controls cannot sufficiently limit exposure
Offer medical surveillance to workers who are exposed at or above the action level for 30 or more days per year
Train workers on the health hazards associated with silica exposure
Keep records of worker exposure measurements and medical surveillance

EWN Course Update

Energy Worldnet has updated course 17335-EWN-CBT-Respirable Crystalline Silica (OSHA) to reflect the new Final Rule requirements. Updated course objectives include:

Identifying sources of respirable crystalline silica in the workplace
Understanding health hazards associated with silica exposure
Knowing the new PEL and action level
Understanding required engineering controls and work practices
Knowing when respiratory protection is required
Understanding medical surveillance requirements

The full rule can be found at 29 CFR 1926.1153 (construction) and 29 CFR 1910.1053 (general industry). Contact EWN to ensure your training program is up to date.

The Silent Killer: Carbon Monoxide Poisoning

Tue, 09 Feb 2016 09:55:08 GMT

Carbon monoxide is called "the silent killer" for good reason — it is a colorless, odorless, and tasteless gas that can incapacitate and kill without any warning. January is statistically the deadliest month for carbon monoxide poisoning, making winter safety awareness especially critical.

What is Carbon Monoxide?

Carbon monoxide (CO) is produced when fuels such as gas, oil, kerosene, wood, and charcoal are burned incompletely. Faulty furnaces, generators, gas stoves, space heaters, and vehicles left running in enclosed spaces are common sources. Because CO has no color, odor, or taste, exposure often goes undetected until symptoms become severe.

Signs of Carbon Monoxide Poisoning

Common symptoms of CO exposure include:

Headaches
Nausea
Dizziness
Confusion
Light-headedness

Because these symptoms can mimic the flu, many people do not initially recognize them as signs of CO poisoning. If you experience these symptoms and believe CO exposure is possible, immediately move to fresh air and call 911.

Prevention Tips

The following safety tips from Poison Control can help prevent carbon monoxide poisoning:

Install CO detectors on every level of your home and near sleeping areas
Have heating systems, water heaters, and fuel-burning appliances serviced annually
Never use a generator, grill, camp stove, or other gasoline or charcoal-burning device inside the home, garage, or near windows
Never run a car or truck inside a garage attached to your house
Never use gas ranges, ovens, or dryers for heating
If a CO alarm sounds, leave the building immediately and call 911

Carbon monoxide awareness is a critical component of workplace and home safety. Stay safe this winter.

PHMSA's Pipeline Damage Prevention Programs Final Rule

Thu, 20 Aug 2015 10:35:41 GMT

PHMSA recently issued its Pipeline Damage Prevention Programs Final Rule, a significant step toward reducing the number of pipeline incidents caused by excavation damage. The rule was developed in response to a persistent and preventable cause of pipeline incidents across the country.

The Scope of the Problem

PHMSA Interim Executive Director Stacy Cummings summarized the severity of the issue: between 1988 and 2014, excavation damage caused 1,815 pipeline incidents , resulting in 193 deaths , 757 injuries , and more than $545 million in property damage . These are sobering numbers that underscore the need for stronger damage prevention programs.

What the Final Rule Establishes

The Final Rule establishes four specific requirements for state pipeline damage prevention programs:

Requirement for one-call notification systems in all states
Standards for evaluating the effectiveness of state damage prevention programs
Requirements for enforcement of excavation damage prevention laws
Criteria for states to develop and implement enhanced civil penalty authorities

Background

The rule has a long history. Congress first directed PHMSA to address pipeline damage prevention in the Pipeline Inspection, Protection, Enforcement, and Safety (PIPES) Act of 2006. PHMSA published an Advanced Notice of Proposed Rulemaking (ANPRM) in 2009, followed by a Notice of Proposed Rulemaking (NPRM) in 2012, before finally issuing this Final Rule.

For more information, refer to the Federal Register for the complete text of the Final Rule. Questions? Contact EWN .

Industry Evolution: Updated Drug & Alcohol Testing

Mon, 06 Jul 2015 07:34:40 GMT

Drug and alcohol testing requirements are a critical component of pipeline safety, and PHMSA's OQ NPRM proposes important changes that operators need to understand. This installment of the Industry Evolution series focuses on how the proposed changes to post-accident testing and electronic reporting will impact your program.

Current Post-Accident Drug Testing Requirements

Under current regulations at 49 CFR 199.105, post-accident drug testing is required unless the operator can demonstrate — based on the best available information at the time of the decision — that the employee's performance could not have contributed to the accident.

Proposed Changes to Post-Accident Testing

PHMSA proposes to tighten the exemption standard. The new language would require that the operator have "specific information that the covered employee's performance had no role" in the accident before testing can be waived. This is a higher bar than "best available information" and will result in more post-accident drug tests being required.

Records Retention

The proposed rule also clarifies records retention requirements under 49 CFR 199.117 and 199.227. Drug and alcohol testing records must be retained for 3 years .

Electronic Reporting Requirements

A significant new administrative burden in the proposed rule is mandatory electronic reporting of drug and alcohol testing data to PHMSA. Operators must be prepared to submit this data electronically to PHMSA's reporting system, rather than maintaining it purely for internal purposes.

GPAC/LPAC Action

Both the Gas Pipeline Advisory Committee (GPAC) and Liquid Pipeline Advisory Committee (LPAC) unanimously accepted the drug and alcohol testing provisions, with PHMSA making one amendment to 49 CFR 199.105(b) in response to committee feedback.

For assistance updating your drug and alcohol testing program, contact EWN .

Two Trains Passing in the Mountains Experience a Natural Gas Explosion

Thu, 25 Jun 2015 11:15:55 GMT

On June 3, 1989, one of the worst pipeline disasters in history unfolded near Ufa, Russia in the Ural Mountains — a tragedy that serves as a powerful reminder of the critical importance of pipeline safety and leak detection.

What Happened

A pressure drop was detected in a natural gas liquids pipeline running near the Trans-Siberian Railway. Rather than shutting the line down to investigate, workers responded by increasing the flow rate in the pipeline — which only accelerated the leak from a rupture that had already formed.

The leaking gas — a highly flammable natural gas liquid mix — accumulated in a valley through which the Trans-Siberian Railway passed. When two passenger trains traveling in opposite directions passed through the valley simultaneously, a spark from one of the trains ignited the accumulated gas.

The Devastation

The resulting explosion was catastrophic. The fireball spread more than one mile. Hundreds of trees in the surrounding area were incinerated. Train cars were knocked completely off the tracks. More than 500 lives were lost , with many additional survivors suffering severe burns.

Lessons for Pipeline Safety

This tragedy underscores fundamental pipeline safety principles: pressure drops and anomalies must be investigated immediately, not compensated for by increasing flow. Proper leak detection systems, immediate response protocols, and a trained, qualified workforce are essential safeguards against disasters like this one.

Pipeline safety starts with qualified people making the right decisions. Contact EWN to learn how we help operators build and maintain qualified workforces.

2014 Manhattan Gas Explosion (NTSB Coverage)

Thu, 25 Jun 2015 11:05:44 GMT

On June 9, 2015, the National Transportation Safety Board (NTSB) held a Board Meeting to discuss its findings and final rulings on the March 12, 2014 natural gas explosion in the East Harlem neighborhood of New York City — one of the most significant pipeline incidents in recent U.S. history.

The Incident

The March 12, 2014 explosion in East Harlem resulted from a failure at a service tee connecting the main distribution line to a building service. Two buildings collapsed, killing multiple people and injuring dozens more. The NTSB investigation took over a year to complete.

NTSB Probable Cause Findings

The NTSB identified two probable cause factors:

A defective fuse joint at the service tee — the joint failed, allowing gas to escape into the structure
A breach in an adjacent sewer line — a sewer line rupture that occurred in 2006 was never properly repaired, causing the soil beneath the gas pipe to shift and the pipe to sag, which contributed to the joint failure

NTSB Recommendations

The NTSB issued several recommendations in response to this incident, covering:

Enhanced pipeline integrity management for urban distribution systems
Requirements for qualified individuals performing leak investigations
Improved emergency response and evacuation planning
Use of automatic or remote isolation valves to limit gas flow during emergencies
Five-year audits of distribution pipeline integrity management programs

This incident reinforces the importance of qualified workforces, proper recordkeeping, and proactive integrity management in protecting the public. Contact EWN to discuss your OQ and integrity management programs.

Safety First: OSHA Heat App

Thu, 25 Jun 2015 11:02:33 GMT

As summer temperatures rise, heat-related illness becomes one of the leading causes of workplace injury and death — especially for outdoor workers in the oil and gas industry. OSHA has developed a free mobile app to help employers and workers monitor heat conditions and take appropriate precautions.

The OSHA Heat App

The OSHA Heat Safety Tool app allows supervisors and workers to calculate the heat index for their current work location using temperature and humidity data. Based on the calculated heat index, the app provides a risk level — from lower risk to very high danger — and displays associated precautionary recommendations.

App Features

Calculates heat index using temperature and humidity inputs
Displays corresponding risk level (Lower Risk, Moderate, High, Very High, Danger)
Provides specific precautionary measures for each risk level
Available in both English and Spanish
Compatible with Android and iPhone

Download the App

The OSHA Heat App is available for free at: https://www.osha.gov/SLTC/heatillness/heat_index/heat_app.html

Protect your workers this summer. The best safety tool is a proactive one.

Industry Evolution: Training is Key in OQ NPRM

Mon, 22 Jun 2015 23:42:41 GMT

One of the most significant expansions in PHMSA's OQ NPRM is the broadening of training requirements. The proposed rule goes well beyond what is currently required, introducing mandatory training in several new areas. Here is EWN's breakdown of what's being proposed.

Mandatory OQ Training

Under proposed 49 CFR 192.805(b)(9), operators would be required to provide training to covered task performers. The current rule focuses primarily on evaluation; the proposed rule adds formal training as a distinct requirement. New defined terms — Knowledge, Skills, and Abilities (KSAs) and an updated definition of "Qualified" — were approved by GPAC and LPAC to support these training requirements.

Mandatory Supplemental Training

Under proposed 49 CFR 192.805(b)(10), PHMSA proposed mandatory supplemental training whenever there are significant changes to covered tasks, procedures, or equipment. After PAC review, the threshold was revised to "significant changes" — providing some operational flexibility while still ensuring workers are updated when material changes occur.

Mandatory Control Room Training

In response to NTSB Recommendation P-12-8, the proposed rule adds new control room training requirements under 49 CFR 192.631 and 195.446. Control room operators would be required to complete specific training addressing the unique hazards and responsibilities of their roles.

Mandatory Evaluator Training

A brand new requirement under proposed 49 CFR 192.805(b)(11) and 195.505(b)(11) would require that the individuals who conduct OQ evaluations must themselves be trained to perform evaluations. This closes a significant gap in the current rule, which does not address evaluator qualifications.

OQ for Gathering Lines

As noted in other installments of this series, the proposed rule also extends OQ requirements to gathering lines under new 49 CFR 192.9 and 195.11 provisions. This will bring gathering line operators into the OQ framework for the first time.

PHMSA estimates significant costs associated with these training expansions. EWN is positioned to help operators meet these requirements efficiently. Contact us to learn more.

OSHA Confined Space Construction Final Rule

Thu, 21 May 2015 11:31:20 GMT

On May 1, 2015, OSHA finalized a comprehensive new rule addressing confined spaces in the construction industry — 29 CFR Part 1926, Subpart AA. This rule is a significant update for construction employers and fills a long-standing gap in worker protection standards.

About the Final Rule

The OSHA Confined Spaces in Construction Final Rule establishes requirements for construction industry employers to protect workers from the hazards of working in confined spaces. A "confined space" is defined as a space large enough for a worker to enter, has limited means of entry or exit, and is not designed for continuous occupancy — such as manholes, tunnels, pipes, vaults, and excavations.

Key Requirements

The rule requires construction employers to:

Evaluate work sites for confined spaces before work begins
Implement a permit program for permit-required confined spaces
Address both atmospheric hazards (such as toxic or oxygen-deficient air) and physical hazards (such as engulfment or moving parts)
Provide training for all workers who may work in or near confined spaces
Coordinate with other employers working at the same site who may affect confined space conditions

Training Requirement Update

The rule replaces a previous training requirement with a more comprehensive training standard requiring workers to understand the specific hazards they may encounter and the procedures used to protect them.

For more information, visit the OSHA website . Questions about confined space training? Contact EWN .

Industry Evolution: New OQ Task Requirements

Mon, 27 Apr 2015 20:37:16 GMT

As PHMSA's OQ NPRM continues to evolve, one of the most foundational questions operators are asking is: what tasks will be considered "covered tasks" under the new rule? Understanding this is critical to building a compliant OQ program.

Definition of a Covered Task

Currently, PHMSA uses a 4-part test to determine if a task is a "covered task" subject to OQ requirements. PHMSA's NPRM proposed simplifying this to a 2-part test . However, after review by the GPAC and LPAC committees on June 1, 2016, both committees recommended retaining a modified version of the 4-part test. This reflects the industry's view that the 4-part test, while more complex, provides the appropriate level of rigor for identifying covered tasks.

New OQ Requirements for Gathering Lines

The NPRM also proposes to extend OQ requirements to gathering lines. Under new provisions in 49 CFR 192.9 and 195.11, operators of gathering lines would be subject to OQ requirements for the first time, expanding the scope of covered tasks across the industry.

OQ Compliance Requirements

Operators must maintain a written OQ plan identifying all covered tasks, the qualification methods for each, and reevaluation intervals. The written plan is the backbone of any compliant OQ program and must be kept current as tasks and regulations evolve.

Span-of-Control

The proposed rule included a 1:1 span-of-control ratio for on-the-job training scenarios. The PAC revised the definition of "direct and observe" to provide more operational flexibility while maintaining the intent of adequate oversight for trainees performing covered tasks.

Have questions about covered task identification for your program? Contact EWN — our compliance experts are here to help.

Training: Cold Stress and Related Dangers

Fri, 23 Jan 2015 10:39:28 GMT

Cold stress is a serious occupational hazard for workers who must perform their duties in cold environments. OSHA defines cold stress as occurring when the body's ability to maintain its normal temperature is overwhelmed by exposure to cold air, wind, and moisture. Both employers and workers share the responsibility for preventing cold stress injuries.

Contributing Factors

Several factors increase the risk of cold stress:

Wind chill — wind dramatically accelerates heat loss from the body
Moisture — wet clothing loses much of its insulating value
Level of physical activity and preparedness
Individual health conditions

Hypothermia

Hypothermia occurs when the body's core temperature drops dangerously low. Warning signs include uncontrolled shivering, slurred speech, and loss of coordination. In severe cases, shivering stops, muscles become rigid, consciousness is lost, and pulse and respiration rates decrease. Treatment: move the person to a warm, dry area, remove wet clothing, cover with blankets, and seek immediate medical attention.

Frostbite

Frostbite occurs when the skin and underlying tissues freeze. Symptoms include numbness, waxy or pale skin, and in severe cases, blisters and tissue death. Key treatment reminders: do not rub the affected area and do not apply snow or ice . Rewarm gradually and seek medical attention.

Trench Foot

Trench foot can occur even at temperatures above 60°F when feet are wet for extended periods. Symptoms include redness, swelling, numbness, and blistering. Treatment includes removing wet shoes and socks, drying feet, and keeping them elevated and warm.

Protect your workforce from cold weather hazards. Contact EWN to learn about our cold stress training programs.

Strategic Safety Programs

Fri, 23 Jan 2015 09:42:55 GMT

Safety programs must evolve with the organizations they serve — yet many companies continue to rely on programs that were designed for a different workforce, a different era, or a different set of risks. When accidents begin to increase or compliance gaps emerge, the root cause is often an outdated approach to safety.

As EHS Today notes, strategic change in safety requires more than updating a policy document. It requires a genuine assessment of how safety is integrated into operations, leadership culture, and workforce development.

A Proactive vs. Reactive Approach

When incidents increase, many organizations respond reactively — adding rules, increasing enforcement, or conducting additional training without addressing the underlying causes. A strategic approach asks different questions: Why are incidents occurring? What has changed in our workforce, our operations, or our environment? What does a modern, effective safety program actually look like for our organization today?

Three Action Items

Revisit your current safety program — examine it with fresh eyes and ask whether it reflects your current workforce and operational realities
Assess through accurate measurements — use data to identify where the gaps are, not just where incidents occur
Determine whether old or new programs are needed — sometimes a targeted update is sufficient; other times a more fundamental redesign is warranted

There is no one-size-fits-all solution to safety. The best programs are those that are continuously evaluated and adapted. Contact EWN to discuss how to build a strategic safety program that works for your organization.

PHMSA Penalties Effect on Pipeline Incidents

Fri, 21 Nov 2014 10:43:51 GMT

In April 2014, PHMSA released a statement summarizing the impact of strict enforcement actions on pipeline safety compliance for 2013. The numbers tell a compelling story about the relationship between rigorous enforcement and improved safety outcomes.

2013 Enforcement Highlights

PHMSA's 2013 enforcement actions resulted in $9.7 million in civil penalties — the highest yearly amount assessed since PHMSA's inception. These penalties were issued across 266 enforcement cases in five operational areas: gas transmission, gas distribution, liquefied natural gas, underground natural gas storage, and hazardous liquids.

Long-Term Impact

The trend since 2009 reflects a consistent commitment to enforcement:

More than $33 million in penalties assessed since 2009
A 45% reduction in serious incidents over the same period

This correlation between aggressive enforcement and incident reduction demonstrates that civil penalties serve as an effective deterrent and driver of compliance investment.

Updated Maximum Penalties

In September 2013, PHMSA updated its maximum civil penalty amounts:

Maximum per violation per day: $200,000
Maximum for a related series of violations: $2,000,000

The message is clear: compliance with pipeline safety regulations is not optional, and the financial consequences of violations continue to increase. Contact EWN to ensure your OQ and safety programs are built to withstand PHMSA scrutiny.

PHMSA 9 Protocols: Form 14 (Numbers 17 & 19)

Fri, 21 Nov 2014 10:37:12 GMT

Continuing EWN's coverage of PHMSA's 9 OQ Inspection Protocols and Form 14, this post covers Protocol Numbers 17 and 19 — two elements focused on personnel performance monitoring and program performance improvement.

Protocol 17: Personnel Performance Monitoring

Under 49 CFR 192.805(d)(e), Protocol 17 requires operators to evaluate an individual's qualifications when there is reason to believe the individual's performance of a covered task contributed to an incident, or when the operator has reason to believe the individual is no longer qualified.

This is a critical safeguard: the OQ program is not just about initial qualification, but about ongoing monitoring. When incidents occur or performance concerns arise, operators must act and re-evaluate the individual's qualifications.

Protocol 19: Program Performance and Improvement

Under 49 CFR 192.605(a), Protocol 19 requires that operators review and update their written procedures manual at intervals not exceeding 15 months , with at least one review per calendar year. This ensures that the OQ program remains current with regulatory changes, operational changes, and lessons learned from incidents and near-misses.

Operators should ensure that their OQ program documentation reflects these ongoing review and update obligations. For more information on PHMSA's OQ Inspection Protocols, visit the PHMSA website or contact EWN .

PHMSA 9 Protocols: Form 14 – 22 Elements (Protocols 10, 11 & 12)

Thu, 02 Oct 2014 11:45:24 GMT

EWN's educational series on PHMSA's OQ Inspection Protocols continues with a look at Protocols 10, 11, and 12 — all focused on Abnormal Operating Conditions (AOCs) and qualification record requirements.

Protocol 10: AOC Training and Evaluation

Under 49 CFR 192.803, Protocol 10 requires that individuals performing covered tasks be able to recognize and react to abnormal operating conditions. Operators must have AOC training and evaluation processes in place for all covered task performers. This is one of the most inspection-sensitive areas of any OQ program.

Protocol 11: AOC Records

Protocol 11 requires documentation that individuals have been evaluated for AOC recognition and response. Under 49 CFR 192.807(a)(b), operators must maintain records that document each individual's AOC evaluation, including what conditions were evaluated and when.

Protocol 12: Qualification Records

Under 49 CFR 192.807, Protocol 12 establishes the full qualification records requirement. Records must be:

Maintained for a minimum of 5 years
Include individual identification
Document which covered task the individual is qualified for
Record the date of qualification
Specify the qualification methods used

Proper documentation across Protocols 10, 11, and 12 is essential for demonstrating OQ compliance to PHMSA inspectors. Visit the PHMSA website for the official Form 14, or contact EWN for assistance with your compliance documentation.

PHMSA & Ebola – What's the Connection?

Thu, 02 Oct 2014 11:32:37 GMT

At first glance, PHMSA — the Pipeline and Hazardous Materials Safety Administration — and the Ebola virus may seem like an unlikely pairing. But PHMSA's regulatory authority actually extends into the transport of infectious substances, including Category A pathogens like Ebola.

PHMSA's 2006 Infectious Substances Rule

On June 1, 2006, PHMSA issued a final rule on the transportation of infectious substances. The rule establishes two categories of infectious substances: Category A (life-threatening to humans or animals, such as Ebola) and Category B. Category A infectious substances, like the Ebola virus, are subject to the most stringent transportation requirements.

Ebola Transmission and Transport Risks

Ebola spreads through direct contact with infected individuals, contaminated personal protective equipment (PPE), infected animals, and infected materials. Because the virus can be present on surfaces and in biological samples, the transportation of Ebola-related materials poses significant hazards that require careful regulation.

PHMSA's Jurisdiction

The transport of infectious substances — including Ebola-related samples and materials — is regulated by PHMSA under 49 CFR Parts 171-180. Specific labeling requirements apply:

Domestic transport: Requires the "Infectious Substance" label
International transport: Requires the UN3373 designation

The Energy Industry and Self-Regulation

The energy industry has a long history of self-regulation dating back to the 1800s. Pipeline operators understand that safety — whether it involves infectious substances, hazardous materials, or pipeline integrity — is always the first priority.

For information on PHMSA hazardous materials regulations, contact EWN .

PHMSA Protocols 8 & 9

Thu, 02 Oct 2014 11:20:17 GMT

Continuing EWN's series on PHMSA's OQ Inspection Protocols and Form 14, this post covers Protocols 8 and 9 — both focused on the evaluation methods used to qualify individuals for covered tasks.

Protocol 8: Evaluation Methods

Under 49 CFR 192.805(b), 192.803, and 192.809(d)(e), Protocol 8 requires operators to have documented evaluation methods for each covered task. The evaluation methods must be appropriate to the task — whether written examination, performance demonstration, oral evaluation, or a combination — and must be documented in the OQ plan. Operators must be able to demonstrate to PHMSA inspectors that the evaluation methods actually assess the individual's ability to perform the task.

Protocol 9: Evaluation Methods Records

Protocol 9 requires that the records of evaluation methods used for each individual must match what is documented in the OQ Plan. In other words, if your OQ plan says a task is evaluated by performance demonstration, your records must reflect that performance demonstrations were actually conducted. Consistency between plan documentation and actual practice is what PHMSA inspectors are looking for.

Future installments of this series will continue coverage of the remaining PHMSA OQ Inspection Protocols. For more information, visit the PHMSA website or contact EWN .

Coming Soon to Hawaii: Natural Gas

Tue, 30 Sep 2014 11:51:59 GMT

Hawaii has long been one of the most energy-isolated states in the nation — and one of the most expensive. But that may be changing. Hawaii has been exploring the possibility of abandoning petroleum as its primary energy source in favor of liquefied natural gas (LNG).

Hawaii's Energy Challenge

Approximately 90% of Hawaii's energy comes from imported petroleum. As a result, Hawaii residents and businesses pay among the highest electricity rates in the country — more than 30 cents per kilowatt-hour , which is 3 to 5 times the mainland U.S. average. This creates significant economic hardship and limits the state's energy resilience.

Moving Toward LNG

Hawaii began importing liquefied natural gas in the spring of 2014, marking a significant shift in the state's energy strategy. The goals behind the LNG transition include:

Reducing electricity costs for consumers and businesses
Improving electrical grid resiliency
Providing an alternative fuel source less subject to global oil price volatility

The Opportunity

Hawaii took bids on approximately 800,000 metric tons of natural gas annually to meet its energy needs. This represents a significant opportunity for the natural gas industry and underscores the growing role of LNG as a global energy source.

As the natural gas industry expands into new markets like Hawaii, qualified operators and a well-trained workforce remain essential to safe and reliable delivery. Contact EWN to learn more about our OQ and workforce training solutions.

EWN Celebrates 20 Years!

Tue, 30 Sep 2014 11:50:36 GMT

It is with great pleasure that we at ENERGY worldnet, Inc. announce our 20th anniversary! Two decades of serving the natural gas industry, and we are more committed than ever to helping operators build qualified, safe workforces.

Our History

The story of EWN begins in 1994 , when a Southern Union Gas entity known as "ENERGY WorX" was established to address workforce qualification challenges in the pipeline industry. In 1999 , the company became an independent entity — ENERGY worldnet, Inc. — with a focused mission around Operator Qualification, Drug & Alcohol compliance, and OSHA training.

In 2014 , we celebrate our 20th anniversary — two decades of steady growth, industry recognition, and deep partnerships with pipeline operators across North America.

Looking Ahead

From our founding in 1994 to today, EWN has grown from a single-company initiative into one of the most recognized names in OQ compliance and workforce qualification for the natural gas industry. We are grateful to our clients, partners, and team members who have made the last 20 years possible.

Here's to the next 20 years — and to a safer pipeline industry for everyone. Contact EWN to learn more about our solutions.

What is PHMSA Form 14?

Tue, 30 Sep 2014 11:18:11 GMT

PHMSA Form 14 is the inspection form used by PHMSA inspectors to evaluate an operator's Operator Qualification program. It is organized around PHMSA's 9 OQ Inspection Protocols, each of which maps to specific regulatory requirements. Since August 2013, PHMSA has reorganized Form 14 from 9 broad protocols into individual sub-elements, making inspections more granular and documentation requirements more specific.

Element 3: Contractors Adhering to OQ Plan

Under 49 CFR 192.805(b)(f)(c), Element 3 requires that contractors and other entities performing covered tasks on an operator's pipeline system must adhere to the operator's OQ plan. The operator is responsible for ensuring that contractors are qualified under a program that meets the regulatory requirements, and that contractor qualification records are maintained and accessible.

Element 4: Contractor and Other Entity Qualification

Under 49 CFR 192.805(b)(c)(f), Element 4 addresses the specific qualification requirements for contractors. Operators must verify that contractors have a qualification program that meets the requirements of 49 CFR Part 192 Subpart N. This includes verifying that:

The contractor has identified covered tasks
Covered task performers have been evaluated
Qualification records are maintained
Reevaluation intervals are established
The contractor's program includes AOC requirements

Upcoming posts will continue coverage of Element 6 and Element 7. For more information on PHMSA Form 14 and OQ compliance, contact EWN .

PHMSA OQ Inspection Protocols: Element 1

Tue, 30 Sep 2014 10:52:29 GMT

In our continuing series on PHMSA's OQ Inspection Protocols, we begin with the foundational elements: Element 1 (Operator Qualification Plan and Covered Tasks) and Element 2 (Reevaluation Intervals for Covered Tasks). These two elements form the backbone of any compliant OQ program.

Background: What is a Covered Task?

A "covered task" is any activity associated with operating and maintaining a pipeline facility that: is performed on the pipeline, is an operations or maintenance task, affects the operation or integrity of the pipeline, and is performed by the operator or a person operating the pipeline on the operator's behalf. Properly identifying covered tasks is the first step in any OQ program.

Element 1: Operator Qualification Plan and Covered Tasks

Under 49 CFR 192.805(a) and 192.801(b), operators must have a written OQ program that identifies all covered tasks and establishes the qualification requirements for each. The OQ plan can be developed off-the-shelf, through a consultant, or by the operator directly. What matters is that it comprehensively identifies all covered tasks and is kept current.

Element 2: Reevaluation Intervals for Covered Tasks

Under 49 CFR 192.805(g), the written OQ plan must include reevaluation intervals for each covered task. These intervals define how frequently individuals must be re-qualified for each task they perform. Operators must be able to demonstrate that their reevaluation intervals are appropriate and that all individuals are re-qualified on schedule.

Upcoming posts will continue coverage of additional Form 14 elements. Contact EWN for assistance with your OQ program.

Understanding PHMSA's 9 OQ Inspection Protocols

Tue, 15 Jul 2014 10:45:04 GMT

EWN is launching an educational series on PHMSA's 9 OQ Inspection Protocols — the framework PHMSA inspectors use to evaluate whether an operator's Operator Qualification program meets federal regulatory requirements. Whether you're preparing for an inspection or building a stronger program, understanding these protocols is essential.

Background: The OQ Rule

The Operator Qualification rule became effective in October 1999 under Title 49 CFR Parts 190-199. The rule was developed with two primary intents:

Ensure that individuals performing covered tasks on pipeline facilities are qualified to do so
Reduce the number of pipeline incidents caused by human error

PHMSA Form 14 and the 9 Elements/Protocols

PHMSA organizes its OQ inspection criteria around Form 14, which is structured around 9 Elements/Protocols . Each protocol maps to specific regulatory requirements in 49 CFR Parts 192 and 195. Together, they represent a comprehensive checklist for evaluating the completeness and effectiveness of an OQ program.

What's Coming in This Series

EWN will be publishing detailed explanations of each of the 9 protocols in our upcoming newsletter series. Each installment will explain what PHMSA inspectors are looking for, what documentation is required, and how to ensure your program is inspection-ready.

Stay tuned for upcoming coverage, and contact EWN with questions about your OQ program's inspection readiness.

OSHA Hazard Identification Web Tool

Fri, 27 Jun 2014 11:27:09 GMT

OSHA has developed an innovative interactive web-based educational game called the Hazard Identification Training Tool — a free online resource that puts workers and supervisors in virtual workplace scenarios to test and build their hazard recognition skills.

How It Works

The tool places users in three different virtual workplace scenarios where they must identify and address potential safety hazards:

Visual Inspection
Manufacturing Facility
Construction

In each scenario, users navigate the environment, identify hazards, and learn about proper protective measures. The interactive format makes learning engaging and memorable compared to traditional safety reading materials.

Why It Matters

Workplace injuries and illnesses cost U.S. businesses an average of $1 billion per week — a staggering economic burden on top of the human cost. Tools like OSHA's Hazard Identification Training Tool help build a culture of safety awareness that can prevent incidents before they occur.

Access the Tool

OSHA's Hazard Identification Training Tool is available free online at the OSHA website. Look for the "Hazard Identification Training Tool" in their e-Tools section.

EWN also offers comprehensive OSHA 10 & 30 Hour Training Programs for construction and general industry. Contact EWN to learn more.

Proper Heat Safety Training

Wed, 11 Jun 2014 11:42:28 GMT

June is National Safety Month — and as temperatures rise, heat illness becomes one of the most serious risks facing outdoor workers, including those in the oil and gas industry. Heat stroke is the #1 cause of fatality from heat, making proper heat safety training not just important, but potentially life-saving.

OSHA's Heat Illness Prevention Campaign

OSHA is in its 4th consecutive year of its Heat Illness Prevention Campaign, centered on three simple words: Water. Rest. Shade. Every outdoor worker needs access to water, regular rest breaks, and shade during hot weather. The National Safety Council (NSC) echoes these recommendations and adds that employers should acclimatize new workers gradually to hot conditions.

OSHA Heat Safety Educational Resources

OSHA provides five key educational resources for employers and workers:

Educational Resources — fact sheets, posters, and training materials
Using the Heat Index — guide to understanding heat index and risk levels
Training — comprehensive training resources for supervisors and workers
Online Toolkit — downloadable materials for workplace safety programs
Fatality Map — interactive map of heat-related fatalities to understand where and when incidents occur

EWN's Summer Safety Infographic

EWN has developed a summer safety infographic to help operators quickly communicate key heat safety reminders to their field crews. Contact us to receive a copy.

Don't let summer heat sideline your workforce. Contact EWN to learn about our heat safety and summer safety training offerings.

Importance of Safety: Drill Pier Construction

Thu, 29 May 2014 10:55:25 GMT

Safety is more than a compliance requirement — it's a daily commitment. We recently spoke with Ricky Hayes , Safety Manager at Drill Pier Construction, an EWN client based in Lubbock, Texas, about the safety practices that have made a real difference in their operations.

Two Pillars of Safety at Drill Pier

Hayes describes two key practices that form the foundation of Drill Pier's safety culture:

1. Annual Training

Every year, Drill Pier conducts training sessions covering 13 safety programs , followed by a Q&A session where workers can ask questions and share concerns. This annual training ensures that all personnel are consistently updated on safety requirements and best practices.

2. Daily Toolbox Meetings

Each morning, Drill Pier holds job-site specific toolbox meetings. These meetings focus on the specific hazards and tasks of the day's work. A unique component: operators evaluate the worksite themselves during a walkthrough, then sign off on what they observed. This builds individual accountability and ensures every worker is actively engaged with safety before work begins.

About Drill Pier Construction

Drill Pier Construction has been operating since the early days of the Texas pipeline industry, growing from a single drilling rig to four rigs and bringing more than 80 years of combined experience to every project. Their commitment to safety has been a key factor in their longevity and reputation. Learn more at drillpierconstruction.com .

Hayes puts it simply: the cost of incidents — in human terms and financial terms — is always greater than the cost of prevention. Contact EWN to learn how we support safety programs for operators and contractors alike.

ASME B31Q Updates

Wed, 09 Apr 2014 10:41:47 GMT

EWN has updated the standardized ASME B31Q Task List within the EWN system, and there are important dates and actions that contractors need to be aware of.

Key Date: May 15, 2014

Updates to the standardized ASME B31Q Task List will take effect on May 15, 2014 . Contractors using the B31Q Task List in the EWN system should take the following action before this date:

Archive your OQC reports before May 15. Before the updated task list goes live, contractors should archive any existing OQC reports tied to the previous task list to preserve qualification records and ensure continuity of compliance documentation.

Need Assistance?

EWN is available to assist with:

Updating your Operator Task List to align with the new B31Q standards
Connecting to the updated B31Q Task List in the EWN system
Archiving existing qualifications before the May 15 transition

Contact EWN at (940) 626-1941 for direct assistance. Don't wait until the last minute — ensure your qualification records are properly archived and your task list is updated before the deadline.