the northeast ong marketplace - january 2013

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THE NORTHEAST ONG MARKETPLACE • DECEMBER 2013 • PAGE 2

WHO SAYS?By: Joshua K. Corman

OSHadvisors Consulting & InspectionsFor most of us in the midstream area of oil and gas, atsome point in our careers we will most likely work in dif-ferent regions of the Untied States. In saying this, eachpart of the country has different topography and geogra-phy that relate greatly to midstream work. Our jobprocess many times becomes redundant and this createsa feeling of complacency. Procedurally we do the sametasks over and over on a daily basis not realizing the dif-ferent hidden hazards of each individual location. Linebreaking is one of the most common daily tasks faced bymidstream employees. This article will outline the differ-ences of line breaking procedures in different areas of thecountry.

In my opinion the biggest disadvantage for midstream employees is operating on hearsay. Upstream employees rely more on science and study priorto ever lowering a drill bit into the earth. Drillers come onsite knowing the depths to be drilled; hazards that may be encountered and this knowl-edge comes from previous drilling and survey in this area. Many midstream employees that work, especially in the area of inspection and supervi-sion, may lead a crew one day in south Texas and six months later be in West Virginia. When arriving on new locations you can ask all the correctquestions, but who really knows the true answer?

Coming from a petrochemical background, line breaking procedures are clearly spelled out in the company policy. The job will be well planned, theproper equipment onsite, and all the if-then questions answered. There has been an extraordinary amount of pipeline, compressor stations, tankfarms, and meter runs installed in the United States over the past ten years. If it were to stop today, which it is not, these lines will still need to bemaintained, maintenanced and added to. The problem is that most likely in those cases, the workers will show up on a previously completed job thatthey were not a part of originally.

Before a crew cracks into that line, they need to stop for a moment and answer a few simple questions: 1) What is or was contained in the line?; 2)Is there any pressure still on the line?; and, 3) What tools are needed for the job? If you can answer all three of these questions, then you are pre-pared to being the line breaking procedure.

The most important thing about breaking open a line is considering the pressure on the line, flammability of gases, toxic fumes and environmentalcontaminants that may be present. As previously stated hearsay can be the worst enemy of a midstream employee. You may hear people from theregion saying there are very few liquids in the lines, low levels of sour gas, etc. You can never foresee the level of H2S present in a line or how manyliquids may spill out after removing that last bolt. The best way is to act like it is always present on every job. Having a four gas meter, individual gasbadges, a SCBA (Self Contained Breathing Apparatus) and one trained employee with a sim-ple respiratory fit test on the crew removing that final bolt can prevent an environmentalspill, recordable injury and/or fatality. Fifteen percent of employees coming in contact withH2S result in what is called “knock down” of that employee. This occurrence renders the af-fected employee helpless instantly. Having an SCBA onsite can allow an employee to per-form the task properly, but also will be your only chance of saving an employee who hasbeen knocked down by H2S.

Toxic fumes are not the only concern when breaking a line, liquids may be released as wellcreating an environmental and personnel hazard. This being said, each line breaking crew,should come prepared with a spill cleanup kit, diapers to absorb spilled liquids and most im-portantly a drum or washtub to keep the liquids from spilling on the ground at all.

If we take each job individually, regardless of location, and take into account hazards bothenvironmentally and to employees, you will not be left to explain “what happened” basedon hearsay.

Joshua Corman is a Senior Project Coordinator/Safety Lead with OSHAdvisors Consulting &Inspections; www.oshadvisors.com - [email protected]

MIDSTREAM FOCUS


[email protected]

ADVERTISER INDEX PAGE

A & L Wood Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .22

American Well Service . . . . . . . . . . . . . . . . . . . . . . .7

Bare’s Fence Company . . . . . . . . . . . . . . . . . . . . .22

Blue Rock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Bruce Allen Pipeline . . . . . . . . . . . . . . . . . . . . . . . .22

C-Chem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

CenterPointe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Commander Energy Services . . . . . . . . . . . . . . . .18

Derry Stone and Lime Co. . . . . . . . . . . . . . . . . . . .22

ETC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

GapVax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Godwin Pumps - Xylem . . . . . . . . . . . . . . . . . . . . .22

Hapco Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Industrial Tank Management . . . . . . . . . . . . . . . . .22

Integrity Technical Services . . . . . . . . . . . . . . . . . . .6

ITL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Quality Enviromental Services . . . . . . . . . . . . . . . .22

Landmark Survey and Mapping . . . . . . . . . . . . . .22

Lyden Oil Company . . . . . . . . . . . . . . . . . . . . . . . .22

McCluskey & Associates . . . . . . . . . . . . . . . . . . . .22

New Pig . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

New River Engineering . . . . . . . . . . . . . . . . . . . . .22

North American Field Services . . . . . . . . . . . . . . . .4

Oil & Gas Safety Supply . . . . . . . . . . . . . . . . . . . .23

Oil Center Research . . . . . . . . . . . . . . . . . . . . . . . . .6

Parts Express . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

Quality Enviromental Services . . . . . . . . . . . . . . . .22

Precision Geophysical . . . . . . . . . . . . . . . . . . . . . .11

Resource Technologies . . . . . . . . . . . . . . . . . . . . .13

RigMaids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

Site Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Skycasters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

Steel Nation Buildings . . . . . . . . . . . . . . . . . . . . . . .5

Sunnyside Supply . . . . . . . . . . . . . . . . . . . . . . . . .20

Top Notch Enterprises . . . . . . . . . . . . . . . . . . . . . .19

TRC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

Unit Liner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Weavertown Environmental Group . . . . . . . . . . . . .4

Worthington Cylinders . . . . . . . . . . . . . . . . . . . . . .22

Zephyr Enterprises . . . . . . . . . . . . . . . . . . . . . . . . .19

The Northeast ONG Marketplace will not be liable for

any misprint in advertising copy which is not the fault of

The Northeast ONG Marketplace, and if a misprint

should occur the limits of our liability will be the amount

charged for the advertisement.

We do not assume responsibility for the content of ad-

vertising or articles herein. Any warranties or repre-

sentations made in the advertisements are those of the

advertisers and not The Northeast ONG Marketplace.

ARTICLES

Industry Insight - Selling Your Services. . .16, 17

Midstream Focus - Case Study . . . . . . . . . . .14

Midstream Focus - Preventing Surprises . . .8, 9

Mindstream Focus - Who Says? . . . . . . . . . . . .2

Safety On The Job - Using The Past To Change

The Future . . . . . . . . . . . . . . . . . . . . . . . .20, 21

CALENDARS

Association Meetings . . . . . . . . . . . . . . . . . . . .4

Other Industry Events . . . . . . . . . . . . . . . . . . .15

Training and Workshops Calendar . . . . . . . . .15

Upcoming Events . . . . . . . . . . . . . . . . . . .10, 18

EVENTS

HSE Excellence . . . . . . . . . . . . . . . . . . . . . . . .5

NAPE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Marcellus-Utica Midstream . . . . . . . . . . .12, 13

OHIOMARCH 6-8, 2013 ~ COLUMBUS, OH

2013 OOGA WINTER MEETINGWWW.OOGA.ORG

PENNSYLVANIAFEBRUARY 12-13, 2013 ~ CHAMPION, PA

PIOGA WINTER MEETINGWWW.PIOGA.ORG

NEW YORKJUNE 26-28, 2013 ~ FINDLEY LAKE, NY

IOGA OF NY SUMMER MEETINGWWW.IOGANY.ORG

KENTUCKYJUNE 18-20, 2013 ~ COVINGTON, KY

KOGA’S ANNUAL MEETINGWWW.KYOILGAS.ORG

WEST VIRGINIAFEBRUARY 20-21, 2013 ~ CHARLESTON, WV

IOGAWV WINTER MEETINGWWW.IOGAWV.COM

VIRGINIAJUNE 26-28, 2013 ~ VIRGINIA BEACH, VAVIRGINIA OIL AND GAS

SUMMER MEETINGWWW.VAOILANDGAS.COM

CONTACT US FOR ADVERTISING INFORMATION

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THE NORTHEAST ONG MARKETPLACE

P. O. BOX 1441 • OAK HILL, WV 25901

1-855-269-1188

FAX: (304) 465-5065

E-MAIL: [email protected]

Jay Calk

General Manager

North American Services, LLC

1980 Main Street

Follansbee, West Virginia 26037

Phone: 304-527-0055

FAX: 304-527-3312

CELL: 304-374-4369

EMAIL: [email protected]

WEB: www.naisinc.com

° FRAC TANK RENTAL AND CLEANING°TRANSPORTATION AND DISPOSAL° INDUSTRIAL CLEANING° HYDRO-BLASTING SERVICES° VACUUM TRUCK SERVICES° ABRASIVE BLASTING° ENVIROMENTAL SERVICES

24 HOUR EMERGENCY SERVICE1-800-866-6247

Industrial & Enviornmental Field Services


TELL OUR ADVERTISERS YOU SAW THEIR AD IN THE NORTHEAST ONG MARKETPLACE


The editorial component of the Northeast ONG Mar-

ketplace is off to a good start! We’ve extended it to

the rest of the year. If you or someone you know

has expertise in these topics, please let me know. If

you’ve been in the industry a while, I hope that our

Midstream Focus and Safety on the Job articles will

help you learn a few new tricks. If you’re new to

the industry, our partners at TheMarcellusShale.com

have begun an excellent series on how to actually do

business with the major energy companies. This is a dynamic industry! We not

only want to provide articles that readers find interesting and informative, we

also want to make this oil and gas business easier and more successful for every-

one.

Tom Foster, Editor and PublisherLinkedIn - http://www.linkedin.com/pub/tom-foster/9/859/3a9

NOTES FROM THE EDITOR’S DESK

EDITORIAL

FOCUSCONFERENCES

January Midstream Marcellus Midstream

FebruaryGeographic Information Sys-

tems (GIS)Winter NAPE

March Water, Water, Water Shale Summit III

April Waste Management NAPE East

May SCADAEastern Gas Compression

Roundtable

June Completion Stratagies

July HSEWV Oil and Gas

Equipment Show

August New TechnologyPIOGA Eastern Oil

and Gas Conference

September Proppants YOUNG / Shale Insight

October More Water WV Oil and Gas Expo

November Environment DUG East

December Cold Weather OOGA Oilfield Expo

“Staffing problems have you puzzled?

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TELL OUR ADVERTISERS YOU SAW THEIR AD IN THE NORTHEAST ONG MARKETPLACE

POSITION AVAILABLE:

HEALTH, SAFETY, ENVIRONMENTAL COORDINATOR

Accepting applications through January 31st, 2013

IDEAL APPLICANTS POSESS THE FOLLOWING QUALIFICATIONS:

• 3+ YEARS OF OIL & GAS SAFETY EXPERIENCE

• 30 HOUR OSHA CERTIFIED

• BE AVAILABLE 24 HOURS IF AN INCIDENT OCCURS

• ABLE TO PLAN AND FACILITATE MONTHLY SAFETY MEETINGS FOR 50-75 PEOPLE

• COORDINATE EMPLOYEE OSHA TRAINING AND OTHER SAFETY COURSES

• ABLE TO ATTEND WEEKLY SAFETY MEETINGS HELD BY OUR CUSTOMERS, WITH THE

OPERATIONS MANAGER

• ABLE TO TRAIN NEW EMPLOYEES ON CRITICAL SAFETY FUNCTIONS

• ABLE TO PERFORM WELL-SITE SAFETY VISITS TO OBSERVE OUR SAFETY CULTURE

• FAMILIAR WITH BEHAVIOR BASED SAFETY PROGRAM

• FAMILIAR WITH JOB SAFETY ANALYSIS FORMS AND HOT WORK PERMITS

• FAMILIAR WITH INCIDENT REPORTING AND ROOT CAUSE ANALYSIS

• FAMILIAR WITH SHORT SERVICE EMPLOYEE PROGRAM AND EMPLOYEE SAFETY

EVALUATIONS

• EXPERIENCE WITH ISNETWORLD AND PICS (THIRD PARTY SAFETY VARIFICATION ON-

LINE PROGRAM)

• FAMILIAR WITH AXIOM AND DISA (THIRD-PARTY MEDICAL CONSULTING FIRMS)

• FAMILIAR WITH ALL TYPES OF PERSONAL PROTECTIVE EQUIPMENT

• FAMILIAR WITH MICROSOFT WORD, EXCEL, POWERPOINT

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[email protected]


No one l i kes unwelcome surpr i ses , espec ia l l y when a mul t imi l -l ion -do l lar t ransact ion i s a t s take . Understanding the potent ia lenvironmental l iabi l i t ies associated with a midstream asset in ad-vance of a t ransact ion wi l l ease the future anxiety of a l l involvedpart ies . For the buyers , i t ’ s important to quant i fy the env i ron-mental compl iance and remediat ion l iabi l i t ies .

Development of the Utica and Marcellus Shale resources in Ohio andPennsylvania has, and will lead to construction, transfer, and sale ofthousands of miles of pipelines to gather, process, and move the productto market. Investment in these assets will require thorough environ-mental due diligence work to protect your interests. Because of the na-ture of midstream natural gas gathering assets and their multipleregulatory frameworks, the typical due diligence approach must be tai-lored to meet the unique hurdles of the midstream sector. Midstreamnatural gas operators can best protect themselves by understanding andimplementing a due diligence protocol as part of a transaction and pro-ceeding with care. Please note that first and foremost, confidentialityand non-disclosure during the evaluation is an essential element in thedue diligence process.

Regulatory ComplianceThe key environmental laws governing soil, water, waste and air compli-ance issues are the federal Clean Air Act (CAA), the Clean Water Act (CWA)and the Resource Conservation and Recovery Act (RCRA), and state-spe-cific nuances.

In Ohio, compliance with and enforcement of these three acts lies withthe Ohio Environmental Protection Agency (OEPA). In Pennsylvania, the

enforcement authority is the Pennsylvania Department of EnvironmentalProtection (PADEP). The West Virginia regulatory authority is the West Vir-ginia Department of Environmental Protection (WVDEP).

Proper management of solid waste is critical to maintaining environmen-tal compliance at midstream facilities, and should be a focus of any duediligence work associated with a midstream transaction. Exempted ex-ploration and production (E&P) waste is typically generated at the well-head facilities, gathering pipelines, gathering compressor stations and gasprocessing plants, all the way to the point of delivery of pipeline-qualitygas (typically the discharge meter at the gas processing plant).1 Non-ex-empt wastes typically include used lube oil (found at most gathering com-pressor stations), mercury, lab wastes and PCBs (sometimes associatedwith historic midstream facilities or pipelines). Midstream personnel arewell advised to segregate, manage and dispose of E&P exempt waste, be-cause numerous additional rules apply when exempt and non-exemptwaste streams are mixed.

A well-executed midstream due diligence will capture potential E&P ex-empt waste liabilities. These include waste-handling infrastructure, suchas skids, drains, sumps, slop tanks and leach-fields; regulatory drivers forinfrastructure modifications, such as used oil profile, remediation of sumpleaks/overflows, replacement of the sump, mixed waste profile, installa-tion of a used oil tank and berm); and associated costs.

Understanding Application of Pollution Liability LawsThe most relevant environmental laws governing pollution liability are theComprehensive Environmental Response, Compensation and Liability Act(CERCLA) and the All Appropriate Inquiry (AAI) rule. Many commercial andindustrial businesses use ASTM Standard E 1527-05 to complete a Phase IEnvironmental Site Assessment (ESA) as their environmental due diligence,with the objective of securing an “innocent landowner defense” to CER-CLA liability. A Phase I ESA is a limited investigation that will help deter-mine if a recognized environmental condition (REC) exists on or adjoininga site. ASTM Standard 1527-05 defines a REC as “the presence or likelypresence of any hazardous substances or petroleum products on a prop-erty under conditions that indicate an existing release, a past release, ora material threat of a release of any hazardous substances or petroleumproducts into structures on the property or into the ground, groundwater,or surface water of the property.”

Field gas, natural gas liquids, produced water and condensate are not de-fined as petroleum products or hazardous materials under CERCLA, andpollution resulting from E&P exempt waste won’t trigger CERCLA liability.2The ASTM Standard specifically excludes, in part, evaluation of regulatorycompliance, asbestos, vapor intrusion and lead-based paint. Accordingly,the ASTM Standard is not well suited for a midstream transaction. Tai-lored due diligence for midstream assets is required in order to addressASTM non-scope considerations such as expanded linear/corridor studies,cultural, natural resource and construction permitting reviews and wastemanagement evaluations that accommodate the E&P exemptions to RCRAthat are unique to this industry.

MIDSTREAM FOCUS

Prevent Surprises With Midstream Environmental Due Diligence Robert C. Reinhart and Michael Sponsler, TRC Companies Inc.

Continued e


The Art of Estimating LiabilityEstimating methods for environmental liability have inherent exceptions andlimitations. For example, potential third party liability cannot reasonably bepredicted and is typically excluded, whereas the actual dollar amount for a pro-posed or pending settlement agreement or consent decree might be included.The buyer might want an estimate of the environmental component for a short-term asset retirement obligation (ARO) at an abandoned facility, but not thelong-term ARO at an active facility. Environmental permitting costs might be in-cluded in the environmental models, while capital expenditures for equipmentor infrastructure upgrades needed to bring a facility into compliance are not.Where there is cross-over, the environmental team should ensure that costs forremediation, permitting and compliance are not duplicated (or omitted) byother due diligence team members.

Making the Lists and Checking Them TwiceTwo critical aspects of midstream due diligence are an accurate asset list and theasset profile. The asset list captures, documents and verifies the assets, in-cluding pipeline segments. The asset profile captures ownership, location, vin-tage, operational specifications and potential receptors. Most gatheringsystems are large, and only a representative sampling of facilities might be vis-ited during the site walks. As transactional deadlines approach, data gaps maygo unresolved. Facilities’ records may not be readily available or reviewable. Inthese cases, the asset list and asset profile are used to estimate environmentalliabilities at the remaining facilities where less information is provided or dis-covered.

Whereas commercial, right-of-way, or operations due diligence may focus onlyon active or operational assets and future business opportunities, an accuratelist, including vacant land and abandoned or dismantled facilities, is essentialfor environmental due diligence. Similarly, the pipeline integrity reviews mayidentify pipeline data, releases, or trends relevant to the environmental review.Remediation expenditures might be disclosed in financial and legal documentsthat are not otherwise disclosed to the environmental reviewers. Accordingly,the real-time sharing of disclosures and discoveries should be encouragedamong all of the due diligence team members.

Field forms, checklists and guidance formats can be developed by the operatoror provided by expert sources, such as environmental consulting firms or lawfirms.

Caveat EmptorBuyer beware! Most environmental due diligence is conducted before the ex-ecution of the purchase and sale agreement (PSA). Typically, a material envi-ronmental defect is defined in the PSA as a violation of environmental law thatwould trigger a mitigation, remediation or response action. It’s imperative toanticipate, verify, and challenge (if needed)the environmental elements thatwill be required in the final contract(s). These include: asset lists and descrip-tions; sellers’ representations and warranties regarding environmental matters;the terms of any environmental indemnifications or seller-retained liabilities;disclosure schedules identifying excluded assets; and disclosure schedules iden-tifying environmental matters.

Allocating RisksTraditional mechanisms to allocate risk include purchase price negotiations, in-demnities, escrows or reserves, pre-closing exclusions, seller-retained liability,post-closing adjustments, pollution loss and liability (PLL) insurance and/or lia-bility transfer products.

High-risk properties might be excluded if the transaction is an asset sale, and thefacility or property is not required for the buyer’s proposed use. Known envi-ronmental liabilities and ongoing remedial obligations are typically captured innegotiated seller-retained liabilities, purchase price reductions, indemnities, es-crows or reserves. If environmental sampling and media analysis is allowed butnot feasible in the due diligence timeframe, post-closing adjustments or escrows

might be negotiated and then released, pending the results of post-closing duediligence. PLL policies (with or without coverage for affected third parties) typ-ically exclude known contamination. However, the buyer has the option to pur-chase liability transfer or risk-sharing products once the risk is quantified viasampling and analysis.

Call In the ExpertsMany midstream operators forgo the assistance of outside environmental con-sultants. They may want to reconsider, especially if the buyer is a publicly tradedcompany. Qualified environmental advisors provide an impartial third-partyevaluation of the known and potential environmental liabilities in accordancewith generally accepted accounting principles. They are familiar with the nu-ances of national, state and local regulations, skilled in site investigation tech-niques, and generate remedial cost estimates and regulatory complianceevaluations in the course of their daily business. They are insured, licensed, andshould have standing or affiliation with a nationally recognized firm.

Despite the significant challenges of environmental due diligence for midstreamnatural gas assets, successful results are within reach for the prudent midstreamoperator.

Robert Reinhart is a Senior Project Specialist at TRC Companies, Inc, a nationalengineering consulting and construction management firm serving the energy,environmental and infrastructure markets. www.trcsolutions.com. For more in-formation contact Mike Sponsler ([email protected]) or Dan Krieg([email protected]) in their Columbus and Cleveland, Ohio Offices, orDenise Brinley at ([email protected]) in their Harrisburg, Pennsylva-nia office.

1 EPA Clarification to 40 CFR Part 261 dated March 22, 1993, 58 FR 152842 See 42 U.S.C.§ 9601(14)(f) and (33).

MIDSTREAM FOCUS

THE NORTHEAST ONG MARKETPLACE • DECEMBER 2013 • PAGE 10 JANUARY 2013 THE NORTHEAST ONG MARKETPLACE

APRIL 2013JANUARY 2013

MAY 2013

FEBRUARY 2013

MARCH 2013

EVENTS CONTINUED ON PAGE 18

PANYMIOH

PA

PA

PA

PA

PAPA

OHPA

JANUARY 29-31, 2013 ~ PITTSUBURGH, PA

MARCELLUS MIDSTREAMWWW.MARCELLUSMIDSTREAM.COM

FEBRUARY 11, 2013 ~ CAMP HILL, PA

C.P.B.J. ENERGY SYMPOSIUMWWW.CENTRALPENNBUSINESS.COM/

SECTION/ENERGY-SYMPOSIUM

FEBRUARY 25-27, 2013 ~ COLUMBUS, OH

UTICA SHALE DEVELOPMENTAND GROWTH FORUMWWW.UTICASHALESUMMIT.COM

FEBRUARY 28, 2013 ~ WILLIAMSPORT, PA

ENVIRONMENTAL PROTECTIONIN SHALE & GAS DEVELOPMENT

WWW.FGISHALE.EVENTBRITE.COM

MAY 17-18, 2013 ~ WASHINGTON, PA

TRI-COUNTY OIL & GASB-TO-B EXPO

WWW.TRICOUNTYOILANDGAS.COM

MAY 14-16, 2013 ~ MOON TOWNSHIP, PA

EASTERN GASCOMPRESSION ROUNDTABLE

WWW.EGCR.ORG

APRIL 10-12, 2013 ~ PITTSUBURGH, PA

NAPE EASTWWW.NAPEEXPO.COM

MARCH 19, 2013 ~ SLIPPERY ROCK, PA

MARCELLUS SHALESUMMIT III

WWW.INSIDEBUTLERCOUNTY.COM

MARCH 25-27, 2013 ~ PITTSBURGH, PA

SHALE PLAY WATERMANAGEMENT

WWW.SHALE-PLAY-MARCELLUS-UTICA.COM

APRIL 15-16, 2013 ~ NEW YORK, NY

OGIS NEW YORKWWW.IPAA.ORG

APRIL 18, 2013 ~ TRAVERSE CITY, MI

MICHIGAN PETROLEUMCONFERENCE

WWW.MICHIGANOILANDGAS.ORG

APRIL 24, 2013 ~ ST. CLAIRSVILLE, OH

OHIO VALLEY REGIONALOIL & GAS EXPO 2013WWW.OHIOVALLEYOILGASEXPO.COM


Expert Updates on the Marcellus-Utica Build-outAs producers move rigs into liquids-rich-gas Marcellus and Utica win-

dows, midstream gatherers, processors and marketers are working on

the next phase of Appalachian-resource monetization: more NGLs—

plus, oil. Producers and end-users explain roles in transforming North-

east U.S. energy supply and demand dynamics as well as how they're

affecting the energy paradigm across the U.S. – from the Rockies to

the Gulf Coast.

Attend Marcellus-Utica Midstream, January 29-31 in Pittsburgh,

PA to hear executive business briefings from midstream industry lead-

ers. They describe what's happening today and what's coming next for

the shale resource revolution underway throughout the Appalachian

basin.

Surging ProductionHistoric increases in U.S. crude oil and natural gas production from

unconventional resource plays like the Marcellus and Utica are driving

unprecedented demand for new midstream assets. The high-level ex-

ecutives on the Marcellus-Utica Midstream program explore the ex-

traordinary business opportunities they see.

New Natural Gas MarketsA renaissance in U.S. manufacturing is expected as chemical compa-

nies position themselves to benefit from new sources of production.

Major investments are being made as pipeline operators implement ca-

pacity expansion projects to serve new customers.

New ConstructionDozens of projects are winding their way through regulatory channels

and the midstream industry is poised on the verge of a building boom.

Election-year UncertaintiesMarcellus-Utica Midstream attendees will be among the first to dis-

cuss how election results will influence energy markets. What paths

will new production follow to market? Where will money be made?

Marcellus-Utica Midstream is the premier conference for reaching

individuals and companies in the midstream market. Conference ses-

sions are topical, current and relevant. Attendees will also get unique

access to a select group of industry executives. It’s THE conference to

attend with more than 2,000 attendees in 2012!

MARCELLUS-UTICA ACTIVITY DRIVES MIDSTREAM OPPORTUNITIES

Conference Agenda:

Wednesday, Jan. 30, 2013

8:30 am Resource Spotlight: Marcellus and Utica Economics, Production andRecoveries

Manuj Nikhanj, Managing Director, Head of Energy Research, ITGInvestment Research

9:00 am A Special Address

The Honorable Tom Corbett, Governor, The Commonwealth ofPennsylvania

9:30 am Capital Access Panel: Financing Utica and Marcellus Takeaway

Hinds Howard, Chief Investment Officer, Guzman Investment StrategiesMark Teshoian, Senior Vice President, Kayne Anderson Energy FundsBen Davis, Partner, Energy Spectrum Capital

10:10 am Networking Break

10:40 am Operator Spotlight: Transferring Best Practices to the Utica

Jack Lafield, Founder, Chairman and CEO, Caiman Energy II11:00 am Economic Spotlight: Liquids Monetization

David Deckelbaum, Senior E&P Analyst, KeyBane Capital Markets11:20 am Processing Spotlight: NGL Strategies

Darrell Bull, General Manager, Ohio Valley Midstream, Williams Partners11:40 am Liquids Spotlight: Where Will All the Condensate Go?

Paul Weissgarber, Senior Vice President, Ohio River Valley, CrosstexEnergy Services LP

12:00 pm Networking Lunch

1:10 pm Keynote: The EIA's Outlook For U.S. Hydrocarbon Supply &Demand

A. Michael Schaal, Office of Petroleum, Natural Gas and BiofuelsAnalysis, U.S. Energy Information Administration

1:40 pm Big Dig: Appalachian Infrastructure Ahead

Moderator: Nissa Darbonne, Editor-at-Large, Hart Energy2:00 pm Operator Spotlight: Getting the Utica There, Too

John Howard, Senior Vice President, NiSource Midstream Group2:20 pm Pipeline Spotlight: Buckeye State Solutions

Steve Jacobs, President, Harvest Pipeline Co.

2:40 pm Networking Break

3:10 pm NGL Strategies & Opportunities

James S. Cutler, Executive Vice President, Petral Worldwide3:30 pm Appalachian–Made Ethane Advantage

Kelly Knopp, Vice President & General Manager, NGL & Olefins Mar-keting, Williams MidstreamKristen Holmquist, Director, NGL Analytics, Ponderosa AdvisorsAndy Walberer, Partner, Americas, A.T. Kearney Inc.

4:10 pm ATEX Heads to the Gulf Coast

Moderator: Paul Hart, Editor, Midstream Business, Hart Energy4:30 pm Kinder Morgan's Cochin Reversal

Moderator: Chris Sheehan, CFA, Senior Financial Analyst, Hart Energy4:50 pm Keynote: LNG Exports Of U.S. Gas

Bill Cooper, President, Center for Liquefied Natural Gas

5:10 pm Networking Reception

Thursday, Jan. 31, 2013

8:40 am Keynote: A Midstream Giant's Take–Aways on Appalachian Supply

Richard Cargile, President, Midstream, Energy Transfer Partners LP9:00 am The Oil Panel: Appalachian Supplies & Changing End Markets

Greg Haas, Manager of Research, Hart EnergyRodney Cohen, Managing Director and Head, Carlyle U.S. EquityOpportunityErik Johnson, Vice President and General Manager, Canopy ProspectingInc.; Eddystone Rail Co.

9:40 am The Surface Panel: The Environment, the Law and the Stakeholders

Kenneth Komoroski, Partner-in-Charge, Pittsburgh-Southpointe, Fulbright& Jaworski LLPKerry Galvin, Senior Vice President and General Counsel, Valerus

10:20 am Networking Break

10:50 am Midstream Spotlight: Leveraging the Appalachian Fuel Mix

Chris Sheehan, CFA, Senior Financial Analyst, Hart Energy11:10 am Producer/Shipper Case Study: Collaboration Toward ResourceMonetization

Frank Tsuru, President and CEO, Momentum/M3 Midstream LLCMark Houser, Chairman and CEO, EV Energy Partners LP; Executive VicePresident and COO, EnerVest Ltd.

11:40 am Keynote: Moving Appalachian Natural Gas

Mark Casaday, Chief Operating Officer, PVR Partners LP

Agenda content and timeline subject to change

January 29-31, 2013David L . Lawrence Convention Center

Pittsburgh, PA

marcellusmidstream.com


CASE STUDY - Kinder Morgan August 30, 2012Kinder Morgan, an energy company, laid a 42” high-pressure natural gas line through Muskingum County,Ohio during September of 2011. The line was placed at 20 to 30 ft. below the grade on a 15-20% slopein rural and remote locations. The area where the gas line was laid made mobilization of equipment andmaterial difficult, time consuming and expensive.

Traditional drainage tile with aggregate was used to backfill and catch the weeping water. In Novemberand December of 2011 several of the hillsides slipped. The cleanup crew noticed the drain tile was beingcrushed under the weight of the hillside. The Kinder Morgan contractor, Kendrick Excavation, introducedHydroBlox as a replacement on Aug 24, 2012. While excavating the slope, Kendrick Excavating identifiedthe subsurface water sources and installed HydroBlox in the pattern established the pattern as seen inthe pictures below. The site was then reinstated with the native backfill. There was no aggregate or ge-otextile used on or around the HydroBlox installation. Given the difficult nature of transporting aggre-gate and the speed that the HydroBlox was installed, a considerable amount of time and money wasrealized.

November 2012 Hurricane Sandy dropped near 4 inches of rain on the site and out of curiosity Kendrickwent back to the site and the drainage was working as planned.

HydroBlox is made from post consumer plastic, which has been tested and proven to be environmen-tally safe. HydroBlox has a higher drainage capacity that aggregate and the open surface area is overtwenty times that of perforated pipe. HydroBlox transports the water through capillary action. The openpores of HydroBlox are smaller in diameter than the fine, thus the open cells cannot become clogged.

The light weight of HydroBlox and ease of material handling make HydroBlox an excellent choice for re-mote applications.

While HydroBlox is lightweight (twelve pounds per plank), HydroBlox is extremely strong. HydroBlox willcarry over 102 tons per square foot. The water transfer rate is .8 gallons per square foot per second. Thedimensions of a plank of HydroBlox are 40”x9”x2”.

HydroBlox offers fast and simple installation of an environmentally friendly 100% recycled product thatis a proven long-term solution for drainage and slope stabilization.

For more technical information, please contact Ed Grieser @ 724-612-2475 or email at [email protected]

HydroBlox National Distributor: Greg Savisky Pittsburgh, PA, 724 712-3043

THE SOLUTION - HydroBlox installed in the ditch along the pipeline and ditch wall

THE PROBLEM - drainage tile failed

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TRAINING AND WORKSHOPSJANUARY 10, 2013

TAX SEMINARNewark,OH

ww.ooga.com

JANUARY 14, 2013INTRODUCTION TO OIL AND GAS

UPSTREAM - EXPLORATON AND PRODUCTION

Houston, TXwww.energytrainingresources.com

FEBRUARY 8, 2013PIERPONT COMMUNITY AND TECH-

NICAL COLLEGE - WELL SITE TOUR

Fairmont, WVwww.pierpont.edu

FEBRUARY 15, 2013PIERPONT COMMUNITY AND TECH-

NICAL COLLEGE - GUEST SPEAKER PANEL

Fairmont, WVwww.pierpont.edu

FEBRUARY 21, 2013PUMP ENGINEERING SEMINAR

Coraopolis, PAwww.totalequipment.com/

customer-training

FEBRUARY 22, 2013PUMP MAINTENANCE SEMINAR


customer-training

MAY 16, 2013PUMP ENGINEERING SEMINAR


customer-training

OTHER INDUSTRY EVENTSFEBRUARY 5, 2013

CRAIN’S SHALE SUMMIT 2013Cleveland, OH

www.crainscleveland.com

FEBRUARY 19 - 20, 201317TH ANNUAL OHIO ENERGY MAN-

AGEMENT CONFERENCEColumbus, OH

www.mecseminars.com

MARCH 28, 2013OIL & GAS DAY AT THE LEGISLATURE

Charleston, WVwww.iogawv.com


The Long and Winding Path of Gas Development

The water analogy fits the conventional three “stream” phases commonly usedto explain the natural gas production development life cycle. It starts from theliteral hole in the ground where the gas is captured and encompasses the entireprocess to points of distribution.

First, there is the “upstream” phase describing the exploration and retrieval ofgas or oil from a physical location. This would be understood as the gas well sitewhere the drilling activity occurs.

Next, the “mid-stream” process technically begins at the well site and encom-passes services such as transporting, treating, processing and storage of naturalgas liquid. Finally, the “downstream” phase involves the selling and distributionof the natural gas. Each of these three key phases is a specialized industry untoitself. Just as the wake ripples outward from a single point of impact, so, too,does the need for a broad and diverse set of specialized companies providingniche products or services each step along the way.

The types of ancillary businesses and services used by large energy corporationsare far reaching. Using the wake analogy, companies such as Chesapeake andRange Resources need an immediate network of vendors to provide on-site serv-ices such as excavators, landscapers, security personnel, catering companies andtruckers.

Further out from the central point there are more specialized needs that maynot be as obvious. Administrative staffing firms, engineering companies, ac-counting firms and many other traditional “white-collar” services are equally es-sential in the overall operational support of an energy corporation. Finally, theouter ring of supporting companies such as hotels, transportation services,restaurants and web design firms are all in the path of the shale gas sector reach.

Securing a vendor contract with a large energy company has obvious rewards.Depending on the products or services provided, a small business can tap into acontinuously growing revenue stream through a successful vendor relationship.

Small excavating companies with only a few employees five years ago often dou-ble their inventory and hire more staff after acquiring a lucrative contract. A lit-tle-known landscaping service in a small community may suddenly get job offersfrom surrounding states if that landscaper can become a recognized, depend-able vendor within the industry.

Finding the right key to the right door

The first challenge for the business owner who wants to work with an energycompany is simply to know how to make critical connections with the right de-cision makers who can initiate the vendor process. It is generally agreed thatsimple networking is the key to a foot in the door. Exhibiting or simply attendingan industry trade show can be an excellent (although often costly) way to con-nect with the key energy players within these companies. Another option is ad-vertising in widely read trade magazines or energy publications.

James R. Daley, Director of the Natural Gas & Energy Program for Greenhorne &O’Mara Consulting Engineers, says his company found a relatively low-cost, high-return strategy. “One of the things we did early on was to get involved in someof the independent oil and gas associations. If you join some of these organiza-tions and get on some of their committees you will be working with people in theindustry,” says Daley. “Moreover, these associations hold conferences and sem-inars, which is a perfect place to network with decision makers at these energycompanies.”

Industr y Insight

Selling Your Services in the Shale Gas Market By Ed Becker, Chris Stroyne, TheMarcellusShale.com and TheUticaShale.com

How do you visualize the big picture economic impact of theshale gas industry on our region?

Throw a pea-sized pebble into a quiet stream and watch theouter rings roll out from a center point. The small ripples givea snapshot of the shale gas impact from two years ago.

Now, throw a cinder block into the same stream. The resultingwake gives you a better idea of how the shale gas industry’simpact has reverberated outwards both geographically andeconomically.

UPSTREAM

Exploration & Pro-

duction

MIDSTREAM

Transportation &

Refining/Processing

DOWNSTREAM

Distribution &

Retail Sale

Continued e


What are the challenges of becoming a vendor with an en-ergy company?

If the rewards of getting a contract with a high profile oil or gas companyare impressive, the challenges to secure a contract are equally imposing.It is a complex, costly, time-intensive process to become a vendor and itultimately comes down to an absolute fact—the energy company musthave a need for a specific service.

Mindy Walls, Senior Director of Corporate Development for ChesapeakeEnergy, recently talked to a group of business owners about the procure-ment process. “The most important thing that I can impart on you todayis to understand that in order for Chesapeake to begin the Master ServiceAgreement (MSA) process--which is where it all begins—we must have aproven, operational need to add a vendor for that service,” explainedWalls. “Chesapeake will not go out and ask you to engage in the expenseof going through our MSA process if we do not believe that we have workfor you.”

Mindy Walls, Senior Director of Corporate Development for

Chesapeake Energy, shares the best strategies for companies

to secure a vendor relationship within the shale gas industry.

Walls said that currently, the Utica shale play, at least for Chesapeake,is where the greatest need for vendors can be found. Getting to the rightperson is the lynchpin to the process.

She said there is one way to never try, but there are two other strategiesthat are more effective. “Whatever you do, don’t drive out to a gas wellsite hoping to give a sales presentation about your company,” she cau-tions. “It will absolutely never happen that way. Instead, I suggest thatyou network by going to events, seminars, or any venue where you havea good chance to meet key connections within a gas company.”

Walls also explained that Chesapeake has an online resource for thecompany owner who wants to get on their radar. She suggested com-pleting the vendor registration form located at AskChesapeake.com. “Asit states on the web page, your information is put into a potential ven-dor database, which is frequently accessed by our sourcing teams toidentify a variety of suppliers that could fulfill a current business need.A Chesapeake team member will contact you should such an opportu-nity become available.”

A critical point to keep in mind is that filling out the registration formdoes not initiate the MSA application process; however, the MSA appli-cation process would be the next critical step if a vendor’s services couldpotentially fill a procurement need.

Walls said it takes a lot of work for a company to clear the bar and tobecome a vendor in the industry. However, the need for specializedproducts and services continues to grow as the demand for shale gasproduction ripples throughout the world. Learning more about the shalegas industry and making key connections are critical to catching the eco-nomic waves from this sector.

TheMarcellusShale.com and TheUticaShale.com are educational resourcesthat feature the latest “need-to-know” news, information and mapping. More-over, listen to host, Tejas Gosai, on AllEnergyNow (AEN) to find out about thelatest energy industry news. See AllEnergyNow.com for previous podcasts andexpert interviews.

Industr y Insight


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Over the past year I have had the opportunity to write for ONG Mar-ketplace, bringing to its readers attention the importance of severalsafety issues facing the natural gas industry. We have discussed sev-eral topics ranging from hearing protection and FR clothing to snakebites and dangerous driving conditions. It is my hope that thesemonthly installments are beneficial to the reader, and at the veryleast, remind supervisors and workers alike to think twice before en-tering or putting themselves or someone else into a dangerous situa-tion. I would like to begin this month’s article by saying that I hopeeveryone had a wonderful holiday season, and that the upcoming yearis a good one.

This month’s article will outline the importance of doing an annual re-view and audit of all safety rules and practices within your organiza-tion, as well of the importance of looking back at any and all of theaccidents or near misses that have been reported over the last year.Equally important to the review process is looking into what ideas andprocedures have worked for your company over the last year. It is im-portant to see where you have been in order to get a good idea ofwhere you are going.

As you begin to reflect on the past year, the first thing to look at iswhether or not there is a safety plan in place. If no safety plan exists,it is very important that one be created. Without standard operatingsafety procedures for an emergency, and everyday operations, notonly are you left susceptible to accidental injury, it can also create con-fusion in the event of an emergency. The strategic goal of this plan

should always be to create the safest working environment and con-ditions possible for all employees. A good first step would be to cre-ate a safety committee that not only includes supervisors but alsogeneral employees. Make sure to create an atmosphere that allowsfor the free exchange of ideas, and where employees can bring theirsafety concerns without the fear of retribution. From this point, thedevelopment of a good safety plan will depend on the needs and ap-plications of your organization.

If you already have a safety plan in place, there is always room for im-provement. Administering a self-audit is the best course of action forannually reviewing your safety plan. Look at any and all accidents thathave occurred over the past year, recordable or not, and try to deter-mine what part of your plan could be adjusted to avoid a similar acci-dent in the future. If your organization has not had any accidentsoccur, it is still important to audit your safety procedures to see wherepositive adjustments can be made.

SAFETY ON THE JOB2012 In Review: Using The Past To Change The Future

Continued e

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As you begin to review the safety issues you have faced in 2012, try toconnect each incident with its root cause. This is the easy part. Thesafety issue is the reaction, what was the action that caused it? Thiscould be a faulty piece of equipment, an issue with your safety plan, oran employee that simply doesn’t follow the rules. Whatever the rootcause may be, if it is not addressed as soon as possible then it is onlya matter of time before it happens again. Replacing faulty equipment,adjusting your safety procedures or terminating an employee with abad attitude before an accident occurs is much easier than cleaningup the mess after the fact. Once the root cause of any issue you havehad is defined, making sure the same type of accident doesn’t happenagain is as easy as changing your procedures. You can’t keep every ac-cident from happening, but doing everything you can to try is alwaysthe best practice.

Along with defining the root causes of the safety issues you have facedin 2012, attempt to break down the issues to the specific applicationwhere they took place. For example, if you are a testing company, tryto determine if you had more accidents in the lab, on your loadingdock or in the field. By defining what branch of your organization hasthe most issues, you can then begin to work out the solutions to the is-sues you are facing. This will also help to increase awareness to whatparts of your business need the most help.

Now that you have reviewed what problems you have faced over thepast year, take time to review where and when a change was madethat created a safer environment. If you have implemented a hearingsafety program and are noticing a decline in work-related hearingproblems, take note and notify workers of the improvement. Point-ing out when safety implementations have been successful is one of

the best ways to show workers that changing habits and followingguidelines really will create positive change. Calling a meeting to dis-cuss with workers what positive effects any new procedures have hadis also a good time to discuss any new rules or procedures that will beimplemented next.

So, now that you have reviewed your safety issues, your safety guide-lines, and all of the positive implementations from the past 12 months,now what? The final piece of this puzzle is the most important of all,act on the information you have collected. If you found a hole in asafety guideline, change the procedure. If you have an employee thatdoesn’t follow the rules and could hurt himself or someone else, getrid of them. If you have a piece of equipment that is in bad shape andcould hurt someone on your site, replace it. Any organization can havea standard operating procedure for safety, but the difference is madein the implementation and the actions of the people in charge.

By taking the time to carefully review your safety practices, proceduresand rules you can not only save the lives of every person working yoursite, but also your own. Safety is a very important part of our indus-try, and with good reason. Take the time, be honest with the infor-mation and do what you can to make changes to be proactive, and2013 might just be your organization’s safest year yet. For more in-formation on how to develop or improve your company’s safety plan,please visit the Occupational Safety and Health Administration’s web-site at www.OSHA.gov.

By Chris Chadwick, Safety Products Coordinator at SunnySide Supply,Inc. www.SunnySideSupply.com


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the northeast ong marketplace - january 2013

Documents

midstream work

midstream area of oil

gas meter

bymidstream employees

upstream employees

likely work

area of inspection

completed job thatthey