Where's the Beef?

"We have to do everything we can to ensure confidence in the project," Janet Holder (of the Northern Gateway Pipeline project) said in July 2012..Always lots of fancy TALK from those folks-but ‘where’s the BEEF?’

Now in August, we see more full page ENBRIDGE COMMERCIALS !!When will it end?

What I want to see is an operations safety EPIPHANY by the Board!

Public Confidence may be the follow when we see Enbridge create an organization that DEALS WITH the areas of concern, that will develop on their pipeline, the day after it’s commissioned—

Who is to be RESPONSIBLE to monitor and report about system ‘areas of concern’ TO THE BOARD!Who will be ACCOUNTABLE to make the necessary decisions for ongoing,timely ACTION?

And, who will bear the CONSEQUENCES when another Kalamazoo,Michigan fiasco erupts??It appears that there was no organization during the Michigan nightmare—who should bear the blame for screw ups?

Who LET the organization delay action on the pending difficulties on the Michigan pipeline—??If not the BOARD,then WHO?

SO PLEASE ,tell us how your CULTURE has changed today and how your ORGANIZATION will be STRUCTURED to deal with these vital issues on the Northern Gateway pipeline!---please draw an organization chart,showing positions and responsibilities AND spell out how the Board will steer this ship—from Edmonton to Kitimat—and through Douglas Channel—Please.

Some public ‘confidence’ may follow---because the existing organization appeared inept  and confused in Michigan—.

Now, show us the BEEF!

pipeline identification MUSTS

pipeline identification musts!

It's easy to point the finger at the operators and field personnel for this spectacular and expensive event but perhaps blame more correctly belongs in the comfortable chairs around the polished hardwood table of the Enbridge board room CONTROLLING the pipeline— the NTSB reported how the central control room operators and local Enbridge field personnel responded/behaved—but who allowed these operators to be so ill prepared to deal with the Kalamazoo fiasco?
If not the Board,
then WHO?
Corporate Board responsibility starts with handling ‘the small things’ effectively;
‘Small things’, such staying in touch with the public in a meaningful/productive way, is always a major challenge for corporations with underground operating facilities.All corporate management, employees and associates are to be CONTINUALLY TRAINED how to communicate with and alert the public about corporate facilities ; some methods are-
1.) highly VISIBLE pipe line markers placed along the right of way—at intervals easily seen by anyone
2.) odorizing contents so that leaks are easily RECOGNIZED by anyone
3.)sending notices to land owners and residents ADVISING about THE pipe, and procedures to follow for typical ‘situations’
4.)meeting with local neighborhood groups to inform about LOCATION of company facilities and procedures to follow as the situation may warrant(smell,noise,—call before you dig,etc )
5.)sending occasional bulletins , producing local radio and TV NOTICES about ‘what to do ,who to notify,etc..)
6.)trained ‘ line walkers’ to look for POTENTIAL PROBLEMS –(construction activities,leak survey,etc.)and communicate with land owners ,residents about safety,etc.
7.) HELICOPTER patrols to ensure quick access for up CLOSE INSPECTION as the situation warrants
8.) TRAINING sessions for local contractors and colleague utility owners about typical procedures for pre-locating facilities and procedures for dealing with damage,etc.
9.)seek INVOLVEMENT in local emergency planning and coordination groups
Likely there are other recommendations but the above list provides some idea of the challenge of keeping local citizens AWARE of company underground facilities.
The company may have a few miles of line—or several thousand miles of lines,located in farm land,highly populated neighborhoods, or moose pasture;yet each foot of line is potentially vulnerable to third party damage,floods,corrosion,land slides,sabotage,operations errors,—and,and.
POINT:customers and public expect CONTINUAL and professional MANAGEMENT of facilities in their neighborhood—NOTHING less.
That’s what I expect of the Corporate Board of Directors that want their business to operate in MY community; be a part of the community.
And what will the ENBRIDGE Board do to convince us that they belong in our neighborhood?