HAPPY MAY 1st! Old Man Winter is gone, and Summer is officially on its way!
~
Recently, I read posts on LinkedIn and Reddit about A.I. and how it seriously impacts freelance writers and content creators. Freelancers sell their services to clients and rely on repeat and new customers to make a living. Content creators may be freelancers or work for a company. The spotlight on A.I. has made customers wary of freelance writers and creators to the point where they are canceling contracts, refusing to pay for work already completed, and questioning the integrity of the writer/creator’s work. To put it bluntly, customers don’t want to pay for content generated by a robot. Since it’s hard for freelance writers/creators to prove they have not used A.I. in some capacity, customers react to the spread of A.I. with paranoid accusations against them. (And some do use A.I. for limited uses.) I see this problem getting worse, not better, as A.I. is used increasingly in the creative arts. I have not seen any articles about how this affects companies using A.I. or the people who work for them.
If you are using A.I. to generate blog posts, artwork, poetry, prose, or any kind of creative effort, revealing it and which A.I. program you are using would be a good idea. If people know this out front, they cannot accuse you of deception.
I use Grammarly to correct my punctuation, spelling, and grammatical errors. Otherwise, my writing is generated by my own brain.
HUMANS RULE!
Dawn Pisturino
May 1, 2023
Copyright 2023 Dawn Pisturino. All Rights Reserved.
In an interview with the blog SIX QUESTIONS, John Raab, Publisher/CEO/Editor-in-Chief of SuspenseMagazine, answered the following question:
“What can you truly expect to get out of your writing?”
“I feel that many authors have false expectations and think they are writing the next NY Times Bestseller. Here is the problem with that. Just because your book is not high on a list or selling that great, doesn’t mean you can’t write. Authors have to remember that anybody can now publish an EBook on Amazon or Barnes and Noble. What does that mean? That means that readers now have to navigate through thousands of more books to find one they like and readers only have a certain amount of money to spend. If you don’t have thousands of marketing dollars behind your work, then you have to spend triple the amount of time marketing to fans than it took you to write the book. Writing the book is the easy part, getting paid from it is the difficult part. Authors should expect to not retire off their work, but instead write for the love of it, because it is your passion. Writing and music are the same thing, you see a great band in a bar and say ‘They are better than anything I hear on the radio, why aren’t they signed?’ Writing is the same way.”
Is it true? Are there too many books on the market? Writers don’t just write for the love of writing, they write to make a living. But if thousands of self-proclaimed authors are flooding the market with books, how can someone achieve that goal?
For myself, I stopped buying books because I was tired of wasting my money on mediocre crap that was marketed as best-seller material. A slick cover and a wide audience do not a-book-worth-reading make. Extensive marketing will not salvage a poorly crafted commodity. Readers might buy from you once, but they won’t come back again.
The book market is, in fact, overwhelming. Every time I go into Barnes & Noble, the stacks of unread (and unbought) books make me want to swoon. Scanning through Amazon and Goodreads makes me feel the same way.
The books shout in my head: READ ME! READ ME!
It’s the same on Facebook. Thousands of self-proclaimed authors scream at me: BUY MY BOOK! BUY MY BOOK!
Millions of blogs and online publications float around in Internet outer space, vying for attention.
TV, movies, and video games also provide tough competition. And to top it off, a recent poll suggested that only 75% of the population ever reads a book (print or digital.)
So, what’s a writer (and reader) to do in an age of information overload?
1. Write the best damned book you can, using original ideas.
2. Don’t write derivative material because thousands of others are doing the same thing. We don’t need anymore books about vampires and wizards unless the slant is so original, and the characters so unforgettable, that the world just can’t live without them.
3. Define your goals realistically. If you are only writing out of love for the craft, then be content to do so. But if you dream of making a living as a writer, then treat it as a business.
Personally, I think the publishing industry bubble is going to burst, just like the dot.com bubble and the housing bubble. Too many books means too many choices and a flattened market. After all, people don’t have the time or the money to spend on reading all the books out there. And traditional publishing houses depend on blockbuster best-sellers to keep themselves afloat.
I will continue to write because I love to write. But don’t be fooled: I want to make a living off of my writing as much as any other writer. The question is: can I beat the competition?
~
April 26, 2023:
The book industry did, indeed, undergo a massive upheaval. Publishing houses folded or merged, small presses failed, people lost their jobs, authors lost contracts, and writing scams emerged as independent authors sought alternate publishing avenues.
Traditional publishing is a challenging route to pursue. As of 2022, only 64% of the population reads a book in twelve months. Only 1% of books submitted to traditional publishers are lucky enough to get published. Nonfiction generally sells better than fiction. An author will never make big money in niche categories like poetry and short stories. People have shorter attention spans and become more visually-oriented thanks to movies, TV, and social media. Writing screenplays has become “the thing” because that’s where the demand is, a writer can make big money, and it sounds cool. Writing for TV can be incredibly lucrative, although it’s demanding, and living in L.A. is mandatory.
When I wrote my middle-grade children’s mystery novel for a children’s writing class, I spent hours editing, writing the synopsis and query letter, and submitting it to agents. And yes, agents looked at it, turned it down, and encouraged me to edit more and submit it again in two years. I re-wrote the first part of the book because it was too long. But I was so sick of that book I put it away and only recently pulled it out again. I will finish it because I love the characters and the story. I LOVE WRITING! And that’s all that matters.
And yes, I still buy a book occasionally, but it’s more likely to be a used book I haven’t read, a free Kindle pick-of-the-month, a nonfiction book I can use for education and reference, or a poetry book I want to review. I have six bookcases full of books, many not yet read. As I read them, I give them away unless there’s a good reason to keep them. I have always loved to read a good book.
Keep reading because you love it!Keepwriting because you love it!
What are your thoughts?
Dawn Pisturino
January 11, 2013; April 26, 2023
Copyright 2013-2023 Dawn Pisturino. All Rights Reserved.
(Vintage postcard of our town’s Andrew Carnegie Library, built in 1913)
When I was a child growing up in Southern California, our town’s public library was an Andrew Carnegie Library, built in 1913. I always admired the historic architecture and felt quite heartbroken when the city decided to tear it down and replace it with a more modern structure. Yes, the newer building was easier to navigate and filled with light, but the old, beat-up structure had more character. It reeked of history and days gone by.
Andrew Carnegie (1835-1919) was born in Dunfermline, Scotland, and emigrated with his poverty-stricken family to Pennsylvania, USA in 1848. With only a few years of schooling behind him, this self-made millionaire managed to rise — through hard work and shrewd investments — from a lowly factory boy to a railroad worker to a powerful steel magnate. He sold the Carnegie Steel Company to banker J.P. Morgan in 1901 for $480 million. After retiring, he spent the rest of his life and most of his fortune on philanthropic projects.
Carnegie believed that the wealthy have “a moral obligation to distribute [their wealth] in ways that promote the welfare and happiness of the common man” (The Gospel of Wealth, 1889). He funded the construction of Carnegie Hall in New York City and founded the Carnegie Institution for Science, Carnegie Mellon University, and the Carnegie Foundation.
A devoted bibliophile, Carnegie funded the construction of 2,811 public libraries in America, Europe, and other parts of the world. Some of these buildings are still in public use as libraries or government centers. He is buried in the Sleepy Hollow Cemetery in North Tarrytown, New York.
Thanks for stopping by. Have a great day!
Dawn Pisturino
January 11, 2023
Copyright 2023 Dawn Pisturino. All Rights Reserved.
Wounds I Healed: The Poetry of Strong Women anthology officially launches on Amazon and Kindle on Saturday, June 18, 2022.
Here’s the official Amazon description:
“Award-winning authors, Pushcart nominees, emerging poets, voices of women and men, come to the fore in this stunning, powerful, and unique anthology. Their poems testify to the challenges that women face in our society, and to their power to overcome them. A memorable collection of over 200 poems by more than 100 authors, this anthology is a must-have for anyone. We all can benefit from the poetry of survival, and of healing. We all can benefit from the experiences so beautifully evoked in this book. We can all come together to emerge triumphant from pain.”
The first line of your novel or story can make it or break it. Are your words intriguing? Compelling? Do they make the reader hungry for more? Consider these first lines written by well-known authors. How do they make you feel? What images come into your head? Do you want to read more?
1. “Sometimes Sonny felt like he was the only human creature in the town.” Larry McMurtry, The Last Picture Show
2. “It was about eleven o’clock in the morning, mid October, with the sun not shining and a look of hard wet rain in the clearness of the foothills.” Raymond Chandler, The Big Sleep
3. “When he woke in the woods in the dark and the cold of the night he’d reach out to touch the child sleeping beside him.” Cormac McCarthy, The Road
4. “The alchemist picked up a book that someone in the caravan had brought.” Paul Coelho, The Alchemist
5. “Renowned curator Jacques Sauniere staggered through the vaulted archway of the museum’s Grand Gallery.” Dan Brown, The Da Vinci Code
6. “When a traveller in north central Massachusetts takes the wrong fork at the junction of the Aylesbury pike just beyond Dean’s Corners he comes upon a lonely and curious country.” H.P. Lovecraft, The Dunwich Horror
7. “On these cloudy days, Robert Neville was never sure when sunset came, and sometimes they were in the streets before he could get back.” Richard Matheson, I Am Legend
8. “The cat had a party to attend, and went to the baboon to get herself groomed.” David Sedaris, squirrel seeks chipmunk
9. “‘To be born again,’ sang Gibreel Farishta tumbling from the heavens, ‘first you have to die.'” Salman Rushdie, The SatanicVerses
10. “The witnesses standing at the edge of the field were staring in horrified silence, too stunned to speak.” Sidney Sheldon, TheDoomsday Conspiracy
11. “I had this story from one who had no business to tell it to me, or to any other.” Edgar Rice Burroughs, Tarzan of theApes
12. “Amerigo Bonasera sat in New York Criminal Court Number 3 and waited for justice; vengeance on the men who had so cruelly hurt his daughter, who had tried to dishonor her.” Mario Puzo, The Godfather
13. “I see . . .” said the vampire thoughtfully, and slowly he walked across the room towards the window.” Anne Rice, Interviewwiththe Vampire
14. “Almost everyone thought the man and the boy were father and son.” Stephen King, ‘Salem’s Lot
15. “Scarlett O’Hara was not beautiful, but men seldom realized it when caught by her charm as the Tarleton twins were.” Margaret Mitchell, Gone With the Wind
And the list goes on, ad infinitum. But you get the idea.
Dawn Pisturino
April 24, 2012; June 15, 2022
Copyright 2012-2022 Dawn Pisturino. All Rights Reserved.
(Turn of the 20th century writer’s corner – Bonelli House Museum, Kingman, Arizona. Photo by Dawn Pisturino.)
Adopting the writer’s mantle places us instantly in the spotlight. Everything we say, write, and do is being evaluated and judged by people we don’t even know.
With this in mind, it’s important to display our best writing at every opportunity.
I recently read a blog post by an English writer that was poorly formatted, riddled with errors, and unprofessional-looking. The purpose of the blog was to dispense writing advice to budding young authors. But what can a young author learn from run-on sentences and words that blend into one another with no punctuation or spaces? Needless to say, I no longer follow that blog.
Many self-proclaimed authors haunt Facebook and other social media sites. They promote their books with quickly-composed, ungrammatical sales pitches that reflect poorly on their abilities as writers. My thought is this: if they can’t write a simple post on Facebook, how can they write the next Great American novel? The answer is obvious.
E-mail tends to be a casual form of communication, but some people take it for granted that it’s okay to write in texting jargon and incomplete sentences. Clear, concise communication should be even more important when writing e-mails. I check my grammar and spelling every time I send out an e-mail because I want my readers to see me as a real writer.
My elderly aunt fills her hand-written letters with poetic descriptions of the seasons and countryside where she lives. She’s not a writer, but she knows how to write. She knows how to turn a phrase and color a description so that it sticks in my head. She makes me imagine that once upon a time she wrote poetry in some dark garret. That reminds me–I need to ask her!
Writing is a 24/7 job. And everything we compose should reflect our abilities as a writer. Our readers expect it. Our profession demands it.
Published in the July-August 2012 issue of Working Writer.
Dawn Pisturino
June 13, 2022
Copyright 2012-2022 Dawn Pisturino. All Rights Reserved.
Due to threats of cybercrime and malware infestations, healthcare organizations all across the world are now forced to upgrade and monitor their cybersecurity systems on a constant basis for the sake of protected patient health information, financial stability, and uninterrupted operations. Money that would normally be spent on patient care is being diverted to IT professionals, who are hired to keep cybersecurity systems intact.
Health Information Technology Security
Protecting patient health information, as mandated by law, has become a priority for healthcare facilities all around the world. From doctors’ offices to medical devices to ransomware, the healthcare industry is under attack by cyber threats that compromise the health, safety, and privacy of patients everywhere.
Nurses are at the forefront in efforts to secure patient and employee information, promote responsible use of computer technology, and report possible threats and violations in a timely manner.
Cybersecurity is Crucial
Almost every day, a news story comes out that a corporation, nonprofit organization, or government agency has been hacked. The healthcare industry is no different, and the attacks are becoming more frequent and more serious. This is such an important issue at the hospital where I work, it seemed pertinent to write a paper on it. Our IT department frequently makes us aware of e-mail threats, blocks blog sites, mandates automatic logoffs and timed reboots, requires frequent password changes, and regularly reminds us to turn off our computers, log off when finished, and to not share passwords. Cybersecurity is crucial to protecting patient health information and network systems.
All Healthcare Organizations are at Risk
Smaller healthcare clinics and doctors’ offices must follow the same mandates as larger organizations when it comes to protecting patient health information. Healthcare personnel divulging protected information to unauthorized people and hackers using stolen information in identity theft scams are huge concerns that must be addressed (Taitsman, Grimm, & Agrawal, 2013). Not only must these smaller organizations take appropriate measures to secure patient health information, but personnel must strictly follow policies and protocols. Simple safeguards, such as screening phone calls, logging off computers, shredding documents, background checks for employees, automatic logouts, and activity audits, protect and safeguard patients and organizations alike (Taitsman, Grimm, & Agrawal, 2013). Insurance companies, too, must safeguard patients against fraudulent claims. Consumers must be educated in ways to protect their own healthcare information (Taitsman, Grimm, & Agrawal, 2013).
Nurses all across the healthcare spectrum are increasingly required to use computer technology, and they must honor patient privacy, confidentiality, and consent while doing so. Use of the Internet opens the doorway to viruses, worms, adware, spyware, and other forms of malware (Damrongsak & Brown, 2008). Something as simple as using a shared address book can infect an entire system. Logging off the computer when the nurse has finished and frequently backing up data can prevent unauthorized intrusions and corrupted data (Damrongsak & Brown, 2008). Most medical facilities use an intranet, or closed system, in addition to the Internet, that restricts data to a smaller group of people. Firewalls, encryption, and the use of virtual private networks provide additional security (Damrongsak & Brown, 2008).
Large government agencies, such as the Veterans Administration, have increased efforts to stave off cyber-attacks, which compromise patient health information and medical devices. IT specialists have removed medical devices from the VA hospital’s main network systems and connected them to virtual-local area networks (VLANs) (Rhea, 2010). Without access to the Internet, these devices can be used without fear of attack. In the past, the main focus has been on identity theft. But with the rise of international terrorism, there is a growing fear that medical devices may be hacked and used to intentionally harm patients (Rhea, 2010). Healthcare IT systems have already been crippled by hackers looking to profit from cybercrime. In 2009, healthcare facilities around the world found medical devices infected with the Conficker virus (Rhea, 2010). Downtime caused by malware is expensive and inconvenient. Hospitals are forced to spend money on security that normally would have gone to patient care (Rhea, 2010). FDA regulations are also a hindrance to quick development of security patches (Rhea, 2010).
According to author W.S. Chee (2007), a member of the Department of Diagnostic Imaging at K.K. Women’s and Children’s Hospital in Singapore, medical devices connected to a hospital’s network system can lead to critical threats and infestations of malware in these devices. Hospitals need to act proactively to prevent intrusions and respond immediately if a system becomes infected (Chee, 2007). Equipment vendors play a huge role because they supply the security measures which protect medical devices (Chee, 2007). But they can be slow in providing updates and patches. The FDA, furthermore, determines when and how changes can be made to biomedical equipment systems. This places the burden on hospitals to protect themselves (Chee, 2007).
Thomas Klein (2014), managing editor of Electronic Medical Device Technology, asserts that intentional sabotage of medical devices is only a matter of time. According to researchers, vulnerabilities have been found in infusion pumps, x-ray machines, cardiac defibrillators, and other devices (Klein, 2014). Since these devices are frequently connected to the Internet, they are vulnerable to malware. If the network systems are not fully protected, the devices are subject to malicious attack. The use of USB ports opens a doorway to security breaches and malware (Klein, 2014). The risk is so great the FDA became involved and now requires that manufacturers consider cybersecurity risks when developing new products (Klein, 2014).
The expansion of healthcare information technology improves profitability while exposing healthcare facilities to greater risks (Elliot, 2005). Facilities must create and enforce policies that secure patient health information across all forms of networks and technology. One solution for managing remote devices is the use of on-demand security services that cease to work once the remote device is no longer in use (Elliot, 2005). The problem, then, is security on the other end, where patient health information can be leaked or accessed by the user. This is called post-delivery security (Elliot, 2005). Solutions include user malware protection, restrictions on use of data, and audits on computer use. Developing and enforcing security policies that protect patient health information, especially information transmitted to remote devices, is tantamount to avoiding security breaches and corrupted data (Elliot, 2005).
The latest, and most serious, threat comes in the form of professional IT criminals who use ransomware to extort money from hospitals (Conn, 2016). One such threat, Locky, acts through ordinary-looking e-mail (Conn, 2016). When opened, a virus activates software that encrypts the hospital’s IT system. Then, a window pops up with a ransom demand. Samas, another threat, uploads encryption ransomware through a hospital’s Web server (Conn, 2016). A more sophisticated ransomware, CryptoLocker, demands bitcoin as payment because it is nearly impossible to trace (Conn, 2016). Once paid, the criminals unlock the data in an infected system. But, should hospitals pay in the first place? Cybersecurity has become a booming business, with medical facilities now being forced to employ their services. There is a major concern that medical devices will be the next systems to be hit by cybercriminals (Conn, 2016).
Topic Availability
This topic, as it relates to Nursing Informatics, is too important to ignore. I used seven resources from scholarly and peer-reviewed publications for this paper. I pulled my resources primarily from CINAHL and ProQuest. I found enough materials to give me a broad overview of the topic, but I was disappointed that more current articles could not be found. Technology changes so rapidly that even a few months can make a difference in security innovations. I used both the basic and advanced search features and the key words “medical device malware security.”
Information Availability
This information is available in scholarly and peer-reviewed journals and other publications. Although the information was geared toward professionals, some publications include short articles that educate the general public about cybersecurity and protecting patient health information. Nurses benefit from all of these resources because many do not understand the extent of the threat.
Personal Views
The information I read shocked me (cyberterrorism), confirmed what I see our IT specialists changing at my hospital, and disturbed me (ransomware cybercrime.) The general public does not seem to be aware of these threats. As a nurse who uses computer technology every day, I was not aware of the seriousness of this problem. It never occurred to me that a glucometer or infusion pump could be infected with a virus or that an unscrupulous person would deliberately sabotage somebody’s pacemaker. When I mention this to other nurses, they are equally dismayed by the possibilities. They always ask, “Why would somebody maliciously hack into a medical device?” For people who devote their lives to saving people, the idea is unthinkable.
The changing landscape in healthcare makes it crucial that ALL medical personnel understand the seriousness of the threats. As technology becomes more sophisticated, so do the means by which cybercriminals hack into and infect network systems. Information is compromised, and patient health and well-being are put at risk.
Conclusion
In conclusion, whether it’s a small private practice or a large healthcare system, the increased use of technology poses significant threats to protected patient health information, medical devices, and cybersecurity systems. Users all across the healthcare spectrum have a duty to behave responsibly when accessing patient records, divulging information, searching the Internet, managing e-mail and faxes, and interacting with colleagues. Nurses should provide feedback and input about vulnerabilities in security policies and protocols for the protection of themselves and their patients. They must educate themselves about current threats so they can adapt their practice to avoid unintentional security breaches. Nurses can also educate their patients in the use of computer technology, accessing patient portals, and protecting patient health information.
Technology will continue to be a driving force in healthcare. Along with the downside comes the possibility of lower costs to facilities and patients, improved outcomes, more accurate measurements, increased research, and greater opportunities for nurses to expand their involvement and role in improving healthcare and healthcare informatics. Requiring nursing students to study nursing informatics increases their awareness of the problems and benefits of technology. Hopefully, our physicians and administrators are being trained in this area, as well. Health information technology specialists are enjoying a surge in employment opportunities as healthcare systems realize the importance of their specialty. Technology is expensive, but the threats of cybercrime and cyber-attacks are more damaging.
References
Chee, W.S. A. (2007). IT security in biomedical imaging informatics: The hidden vulnerability. Journal of Mechanics in Medicine and Biology, 7(1), 101-106.
Conn, J. (2016, April). Ransomware scare: Will hospitals pay for protection. Modern Healthcare, 46(15), 8-8.
Damrongsak, M., & Brown, K.C. (2008). Data security in occupational health. AAOHN
Elliot, M. (2005, September). Securing the healthcare border. Health Management Technology,
26(9), 32-35.
Klein, T. (2014, September). How to protect medical devices against malware. Operating Theatre Journal, 14-14.
Rhea, S. (2010, December). Cyberbattle: Providers work to protect devices, patients. Modern
Healthcare, 40(50), 33-34.
Taitsman, J. K., Grimm, C. M., Agrawal, S. (2013, March). Protecting Patient privacy and data security. The New England Journal of Medicine, 368, 977-979. doi: 10.1056/NEJMp1215258. Retrieved from http://www.NEJM.org.
~
PowerPoint presentation shared at Flagstaff Medical Center in 2016. See it here on Dropbox:
I’m pleased and proud to announce that my poem, Boudica’s Soliloquy, has been accepted for publication in the upcoming Wounds I Healed: The Poetry of Strong Women anthology. I want to thank Gabriela Marie Milton (editor), Ingrid Wilson of Experiments in Fiction (publisher), and Nick Reeves for their hard work and dedication in bringing this project to fruition.
As you may have guessed, the poem is about Boudica, the fierce Celtic Queen of the Iceni tribe who reigned in the East Anglia region of Britain. In 60 C.E., she led a revolt against the Romans. Bravely driving a chariot against Roman forces, she fought for the liberation of her tribe and vengeance for the rape of her two daughters by Roman soldiers. Although defeated, she went down in history as a tragic figure and a British folk hero.
For some reason, when I heard about the anthology, Queen Boudica immediately popped into my head. She was a woman who lost everything but died with dignity and honor.
Chevron is a transnational energy corporation with offices and projects all over the world. The company takes great pride in conducting business according to its core values. The company’s vision and mission statement, Business Conduct and Ethics code, and Operational Excellence Management System overview can be easily found on the company website and elsewhere on the Internet.
The Chevron Way encompasses the company’s vision and mission statement. Chevron’s vision is “to be the global energy company most admired for its people, partnerships, and performance” (Chevron, 2018; MBA Tutorials, 2020). This vision reflects its core values “to conduct business in a socially responsible and ethical manner. We respect the law, support universal human rights, protect the environment, and benefit the communities where we work” (Chevron, 2020; MBA Tutorials, 2020).
In accordance with the Chevron Way, the company strives to safely and efficiently supply energy products to its customers all over the world; hire the best-qualified people; become the best-qualified and highest-performing organization for its partners; and earn the respect and admiration of all of its stakeholders (MBA Tutorials, 2020).
Chevron’s Business Conduct and Ethics Code outlines for employees the values and high standards of the company. As Chairman and Chief Executive Officer Mike Wirth writes, “The Chevron Way is our touchstone for getting results the right way and establishes high standards for how we operate around the world” (Chevron, 2020). The code emphasizes the company’s commitment to comply with the laws, regulations, and customs of every country in which it operates. Violations can range from human rights to health and safety matters to bribery and fraud. Consequently, the company encourages all employees to speak up about alleged violations of the code. Since the company has a non-retaliation policy, employees who speak up in good faith are protected from retaliation by supervisors and peers (Chevron, 2020).
In the United States, Chevron and other energy companies are regulated by the U.S. Department of Transportation (DOT). In 1994, DOT established the Pipeline and Hazardous Materials Safety Administration (PHMSA) to regulate the United States’ 2.6 million miles of oil and gas pipelines. As of 2018, oil provided 40 percent of U.S. energy, and natural gas provided 25 percent (U.S. Department of Transportation, 2020).
Pipelines are considered a transportation system because they transport oil and gas to residential, commercial, and industrial customers. Transporting energy products through pipelines is considered the safest means of transport. PHMSA regulates all types of pipelines: gathering lines, transmission pipelines, and distribution lines. The agency is responsible for “regulating the safety of design, construction, testing, operation, maintenance, and emergency response of U.S. oil and natural gas pipeline facilities” (U.S. Department of Transportation, 2020). Protecting human lives and the environment from pipeline safety hazards are the main focus of PHMSA (U.S. Department of Transportation, 2020).
Integrity Management is a program instituted by PHMSA that requires pipeline operators to analyze and understand the environment and population in the area where the pipeline exists. Operators must be able to foresee the consequences of a pipeline failure to the local environment and community. This proactive approach to pipeline safety and emergency management helps operators to prioritize inspections and scheduled maintenance and keeps them well-prepared in the event of a pipeline failure (U.S. Department of Transportation, 2020).
In addition to PHMSA, other federal agencies involved in pipeline safety and security are the Department of Homeland Security (DHS), Transportation Security Administration (TSA), Department of Energy (DOE), and the Federal Energy Regulatory Commission (FERC). State and local governments as well as industry experts also contribute to regulatory controls and standards. Individual states must meet minimum federal safety regulations but can create stricter rules (U.S. Department of Transportation, 2020).
PHMSA’s Office of Pipeline Safety performs “field inspections of pipeline facilities and construction projects; inspections of operator management systems, procedures, and processes; and incident investigation” (U.S. Department of transportation, 2020). When violations or safety hazards are found, the agency can force an operator to take corrective action (U.S. Department of Transportation, 2020).
Operators of gas distribution systems must participate in the Gas Distribution Integrity Management Program (DIMP) which requires them to develop and put into practice a comprehensive integrity management program tailored to their individual distribution systems. The purpose is to enhance safety by identifying risks, ranking them by severity, and implementing safety precautions to manage and eliminate those risks (U.S. Department of transportation, 2018).
Chevron has developed a comprehensive Operational Excellence Management System which reflects its core values as a company. Mike Wirth, Chairman of the Board and CEO, takes personal responsibility for the company’s performance. His primary concern, when it comes to safety, is “to eliminate high-consequence personal and process safety events. This means no fatalities or serious injuries and no fires, spills or explosions that can affect people or communities” (Chevron, 2018).
Wirth’s focus is on three important areas: 1) understanding the safety risks involved in managing oil and gas operations; 2) identifying the safety measures needed to mitigate the risks; 3) implementing, maintaining, and improving those necessary safety measures (Chevron, 2018).
The goals of Chevron’s Operational Excellence Management System are to protect “people and the environment” (Chevron, 2018), fulfill its mission “to be the global energy company most admired for its people, partnerships, and performance” (Chevron, 2018), and successfully manage “workforce safety and health, process safety, reliability and integrity, environment, efficiency, security, and stakeholders” (Chevron, 2018).
To implement and maintain such a system requires the cooperation of all members of management and the workforce. Everyone in the company must be accountable for their actions and the actions of others. Everyone must be responsible for fostering a culture of safety and performance excellence (Chevron, 2018).
Company accountability begins with its compliance with all health, environmental, and safety laws and regulations. Next, the company must comply with its own internal policies and procedures. At the same time, company personnel must continually assess the company’s risk management program and make improvements as needed. Assurance measures must be taken to ensure that safety precautions are kept in place to mitigate all identified risks. The competency of the workforce must be kept up-to-date to ensure that quality management requirements are met. The company must provide educational opportunities to keep the workforce informed of new policies, practices, and procedures. The company must incorporate advanced technology into its operations to reduce the risk of human error. Communication systems must be effective and reliable in order to convey information about potential chemical and biological safety hazards. Contractors hired by the company must be in compliance with Chevron’s Business Conduct and Ethics Code and Operational Excellence Management System to maintain consistency and high-performance standards across the company. There must be a competent system in place to report and investigate accidents; evaluate causes; implement new safety procedures; and communicate findings with management and the workforce. Finally, an emergency management team must be prepared to respond at any time to a serious crisis that could harm property and human lives (Chevron, 2018).
The reliability and integrity of wells, pipelines, and other facilities must be managed effectively to prevent safety hazards and operational losses. Equipment must be inspected and maintained on a routine basis (Chevron, 2018).
Chevron maintains a goal “to do business in environmentally responsible ways” (Chevron, 2018). The company seeks to prevent all spills and accidental releases of gas and oil; to reduce air, water, and ground pollution; to conserve national resources and reduce greenhouse gases; to manage waste, especially waste produced by contractors; to dismantle company assets that are no longer used and restore the natural environment to its original pristine state. The company keeps the public informed of its environmental management policies on its website (Chevron, 2018).
Efficient use of energy and resources in order to drive down costs is an important part of Chevron’s Operational Excellence Management System. Maintaining a secure physical and cyber environment prevents unnecessary and unwanted intrusions and safety hazards. Engaging all stakeholders, including outside contractors, in the safety and performance goals of the company ensures that everyone connected with the company is on board (Chevron, 2018).
The Operational Excellence Management System at Chevron depends on strong leaders and committed workers who are willing to work together as a team to implement, maintain, and improve the safeguards which mitigate risk. “Typical safeguards include facility designs, mechanical devices, engineered systems, protective equipment, and execution of procedures” (Chevron, 2018). Once risks are identified, personnel work together to eliminate them; create new policies and procedures to manage them; and provide personal protective equipment to protect workers from them (Chevron, 2018).
Personnel are also expected to follow a code of conduct that was designed to reinforce safety and mitigate risk. The two key tenets of this code are: “Do it safely or not at all” and “There is always time to do it right” (Chevron, 2018). If all employees operate on a daily basis within the fundamental safety provisions of the Operational Excellence Management System, safety hazards should be minimized or avoided altogether (Chevron, 2018).
Chevron’s website provides an excellent overview for the general public of its history, operations, financial status, environmental and safety management, ongoing projects, and vision for the future. What it does not address are the real situations that come up and threaten the financial standing of the company and the Operational Excellence Management System it has put in place.
The jewel in Chevron’s crown is the Gorgon Project, located off the coast of Western Australia. Gorgon is one of the largest liquefied natural gas (LNG) projects in the world, with the capacity to produce 15.6 million tonnes of LNG per year. The processing facilities are located on a one percent section of Barrow Island, a Class A Nature Reserve. Chevron has invested an enormous amount of time and resources into preserving the integrity of its pipelines, processing facilities, and the environmental standards of Barrow Island. The company has set out to prove that an oil and gas company can successfully operate while respecting and preserving the local environment (Chevron Australia, 2020).
From its very beginning in 2009, the Gorgon Project has been plagued by failures, safety hazards, engineering challenges, and excessive costs. Originally, the project was supposed to cost $US37 billion, and the first LNG was projected to be produced in 2014. By the time the first load of LNG was produced and shipped off to Asia in 2016, the final cost came in at $US54 billion (Boiling Cold, 2020).
In 2009, there was a strong worldwide demand for LNG. In early 2016, the price of petroleum products had fallen, and there was an excessive supply of LNG on the market. Chevron was under pressure to complete Gorgon and produce its first load of LNG. In order to meet Chevron Chief Executive John Watson’s deadline, “untreated feed gas traveled from the Jansz-Io gas field wellheads, 1350 [meters] below sea level off the edge of the continental shelf, to Barrow island, 130 [kilometers] away” (Boiling Cold, 2020). Once the gas was treated and ready for cooling, “the feed gas ran through [a propane cooler] on a separate circuit” (Boiling Cold, 2020). The propane gas in the cooler circulated “back to the compressor through a knockout drum” (Boiling Cold, 2020). Nearly three weeks later, the fourth knockout drum failed, damaging the compressor. Production was halted for three months (Boiling Cold, 2020).
Chevron released a statement more than a week later that the failure would only require routine repairs, and all equipment and materials were available at the facilities. In reality, the propane compressor was flown to Perth for repairs. Three months after the failure, Chevron had not reported it to the Department of Mines and Petroleum (DMP), the safety regulator for the Barrow Island LNG plant (Boiling Cold, 2020).
In August 2016, Chevron finally met with DMP officials to discuss the incident. Chevron provided an analysis of what led up to the incident. The most serious violation was the failure of workers to follow the company’s safety code and stop the cooling process when the propane compressor began to vibrate excessively (Boiling Cold, 2020).
Another significant issue was the failure by engineers and operating technicians to evaluate and identify possible safety hazards with the plant’s start-up operation and then take measures to make changes to the design or procedures to mitigate risks (Boiling Cold, 2020).
Other violations included workers with inadequate knowledge to start up the plant, fuzzy management responsibilities, and insufficient technical resources to deal with a problem (Boiling Cold, 2020).
Chevron took corrective measures to fix the problems and satisfy the requirements set forth by the DMP, then issued a public statement to assure the public that they had taken action to ensure the safety of all people working at the plant (Boiling Cold, 2020).
Part of Chevron’s environmental agreement with Western Australia was “to capture and store underground 40 percent of the [Gorgon] plant’s emissions through a sophisticated process known as geosequestration or carbon capture and storage” (Australian Broadcasting Corporation, 2018). Chevron proudly brags about its CO2 injection project on its website. But the reality shows something different.
Chevron promised that between 5.5 and 8 million tonnes of CO2 would be injected into its underwater carbon storage project in the first two years of production on Barrow Island. But seal failures and problems with corrosion delayed the CO2 injection project, leaving the Federal Government of Australia $AU60 million dollars poorer. As a result, all the gains in lower CO2 emissions made by the widespread use of solar power were wiped out. A spokesperson for Chevron stated, “Our focus is on the safe commissioning and start-up of the carbon dioxide injection project and achieving a high percentage of injection over the 40-year life of the Gorgon project” (Australian Broadcasting Corporation, 2018).
Chevron’s CO2 injection project was approved by Premier Colin Barnett on September 14, 2009. “The Barrow Island Act was the first legislation regulating carbon dioxide storage (geosequestration) in the world” (Department of Mines, Industry Regulation and Safety, 2019). The project started injecting CO2 into the Dupuy Formation, a geological layer located more than two kilometers beneath Barrow Island, in August 2019. Since then, the Department of Mines, Industry Regulation and Safety has been monitoring the project, making sure that Chevron stays in compliance with the Barrow Island Act and its Pipeline License (Department of Mines, Industry Regulation and Safety, 2019).
When Chevron’s carbon dioxide system successfully started up in August 2019, Chevron Australia issued a press release reassuring the Australian public that it would continue to monitor all safety issues and fulfill its promise to reduce the Gorgon plant’s greenhouse gas emissions by 40 percent over the 40-year life of the project (Chevron Australia, 2019).
When the coronavirus spread around the world early in 2020, the slumping oil and gas industry was hit with more problems. The economic lockdowns put in place to stop the spread of the virus kept people at home, causing a backlog in equipment and parts orders, and a slowdown in preventative maintenance and repairs on wells, transmission pipelines, refineries, and gas distribution systems (Reuters, 2020).
In order to cut costs, companies like Chevron and ExxonMobil began laying off workers, putting off maintenance and repair projects, and delaying start-up projects. This put established wells, pipelines, refineries, and gas distribution systems at risk for future failure and safety hazards (Reuters, 2020).
In July 2020, it was reported by the Australian media that routine maintenance at Barrow Island had uncovered thousands of cracks in eight propane kettles that had been sitting in storage for several years. These kettles had been scheduled to be installed on LNG Train 2. It has been speculated that the cracks were caused by water penetrating the thermal insulation surrounding the vessels. The insulation was installed by overseas construction firms and then shipped to Australia (Boiling Cold, 2020).
While repairing the cracks in the eight propane kettles, workers at Chevron discovered defective welds in those same kettles. Executive Vice-President Jay Johnson told investment analysts that the defects occurred during the manufacturing process and not because they were poorly designed. He claimed that repairs would be sufficient to make the vessels safe (Boiling Cold, 2020).
Safety measures were put in place to mitigate risks in LNG Trains 1 and 3, but Chevron refused to reveal what those safety measures were or how workers would be safe while repairing LNG Train 2 (Boiling Cold, 2020).
The company suffered a $US8.3 billion loss in the second quarter of 2020 due to problems at the Gorgon Project. And it refused to explain how the 16 propane-filled kettles still operating were safe without being inspected for cracks and weld defects (Boiling Cold, 2020).
In September, Chevron reported that it had given incorrect instructions to welders repairing the eight propane kettles on LNG Train 2. Authorized personnel had neglected to inform welders that a post-weld heat treatment needed to be done, subjecting the weld to more cracking and failure (Boiling Cold, 2020).
More delays in repairs have cost Chevron and its partners more than $AU500 million. The continued problems at Gorgon have worried union leaders and workers alike. The Department of Mines, Industry Regulation and Safety “gave Chevron permission to continue operating [LNG] Trains 1 and 3 under a plan where Train 1 would close for inspection of its kettles in early October and Train 3 would shut down in early January [2021]” (Boiling Cold, 2020).
The company error occurred simultaneously with the final phase of its plan to lay off 20 to 30 percent of its Australian workforce due to losses incurred from COVID-19 lockdowns, a slumping oil and gas industry, and the expensive problems at Gorgon Project. If repairs need to be done on Trains 1 and 3, the company will incur even more losses. In order to recover some of its losses, Chevron plans to sell between $US5 billion and $US10 billion worth of assets (Boiling Cold, 2020).
Publicly, Chevron does what it needs to do to keep a shining reputation, but the reality is a much different story. Chevron’s lofty goals for itself magnify every mistake that it makes, from environmental violations to engineering and operational errors to investment losses. Although basically a sound company and a worthy employer, Chevron is in a tough position due to stricter environmental standards, COVID-19 restrictions, a slumping industry, and forces lined up against the use of fossil fuels.
References
Chevron. (2020). Chevron business conduct and ethics code. Retrieved from
The main goal of a natural gas distribution company is to deliver affordable energy to customers in a safe manner at the lowest possible cost. Utility companies in the United States are private businesses, even though they are regulated by local, state, and federal agencies, and must make a reasonable profit in order to pay employees, finance support services, expand services, and keep the natural gas distribution system well-maintained and safe (Busby, 1997, p. 45).
Before a pipeline is even built, it must be approved by the Federal Energy Regulatory Commission (FERC). Companies must submit their “construction plans and economic studies that demonstrate a demand for gas in the area to be served and an available, adequate supply of gas” (Busby, 1997, p. 45). Companies must also detail the pipeline’s environmental impact on the local surroundings. Once the FERC approves the pipeline, it issues a certificate to the company (Busby, 1997, p. 44-45).
The next steps are to purchase the right-of-way and lease property along the path of the pipeline. Peculiarities in the local environment, the length of the pipeline, the local population, expected customer needs, and the projected load dictate what choices the design engineers make – gas pressure, pipe diameter, pipe wall thickness, type and spacing of compressors, and more. Computer software now exists to assist engineers to choose the right location and calculate the right specifications. Once all this is done, the appropriate pipes, valves, and other parts and equipment are ordered (Busby, 1997, p. 45).
Ditching machines dig deep trenches in the ground, and sections of pipe are laid out along the trench. The sections of pipe are held in place while welders weld the lengths of steel pipe into one long pipeline. After the pieces of pipe are welded, “the outside surface of the pipe is cleaned, coated, and wrapped to inhibit external corrosion” (Busby, 1997, p. 46). Frequently, these pipes have been coated inside at the steel mill to prevent corrosion; to aid internal inspection of the pipe; to reduce water retention after hydrostatic testing; to reduce absorption of gas odorants; to create a friction-free surface. After the pipe is welded, coated, and inspected, it is lowered into the trench, where it is re-covered with appropriate backfill (Busby, 1997, p. 46-47).
At any point along this timeline, safety issues can come up which might not become apparent until months or years later. A faulty pipe, an inappropriate valve, a design flaw, a pipeline that is allowed to carry too much pressure, an improper weld or inappropriate backfill, may lead to a dangerous break or leak later on down the line.
Safety is the paramount concern in pipeline operations. “Pipelines require regular patrol, inspection, and maintenance, including internal cleaning and checking for signs of gas leaks” (Busby, 1997, p. 51-52). A major pipeline disaster could lead to political and economic repercussions, as well as environmental pollution and threats to property and human lives (Busby, 1997, p. 51-52).
The most common cause of pipeline damage is third-party damage, caused by contractors and other people digging too close to natural gas lines. Any damage to the pipe, the coating, or the welded joints can cause leakage and breakage. Most states now have requirements for contractors to determine the location of utility lines before they dig new trenches (Busby, 1997, p. 52).
Corrosion is the second most common cause of pipeline damage. “To minimize corrosion, pipeline companies install electrical devices called cathodic protection systems, which inhibit electrochemical reactions between the pipe and surrounding materials” (Busby, 1997, p. 52). Any kind of rust, cracking, or pitting can cause pipe breakage or leakage. If the original coating on the pipe was defective before use, the problem may go undetected for a long time (Busby, 1997, p. 52).
A hydrostatic test can prove whether or not a pipeline is defective or needs repairs. The gas is removed from the pipeline and the pipe is filled with high-pressure water. But this is an expensive procedure so pipeline operators use a device called a pig that travels through the pipeline to remove dirt and corrosion. These materials can cause damage to the pipes, regulators, and meters. More advanced pigs (smart pigs) use technology that can measure pipe wall thickness and other abnormalities which can indicate corrosion and other damage (Busby, 1997, p. 52-53).
Aerial patrols of transmission lines make routine surveys that can detect signs of leakage, such as patches of yellow vegetation in areas that are normally green; construction projects that may have damaged the line; or bare pipes that need to be re-covered (Busby, 1997, p. 53).
Leak detectors can detect gas leaks above and below the ground. Workers can detect leaks by the presence of brown or yellow vegetation. By digging small holes at these locations, gas leaks can be detected by visual inspection or the odor of gas. Inline cameras are used to detect leaks inside pipelines (Busby, 1997, p. 67).
Workers routinely survey pipelines for leaks on a set schedule. Public buildings, such as schools, hospitals, government offices, and theaters, are given priority attention. Serious leaks are repaired immediately. Companies are obligated to investigate customer reports of gas odor, leaks, explosion, or fire in a reasonable amount of time, according to the severity of the leak (Busby, 1997, p. 67). Natural gas utilities post information on their websites educating consumers on detecting and reporting natural gas leaks.
Mains and other distribution pipes made of plastic are repaired by shutting off the gas and squeezing closed the pipe on each side of the leak. The leaking section is replaced with new pre-tested plastic piping and appropriate connections made on each end. “Mechanical couplings are commonly used for this purpose” (U.S. Department of Transportation, 2017, p. VI-20). Repairs must be done by qualified technicians (Busby, 1997, p. 69).
Leaks in steel pipes can be repaired with “leak clamp[s] applied directly over the leak” (U.S. Department of Transportation, 2017, p. VI-20). If multiple leaks are found, the easiest way to repair the pipe is to replace it altogether with pre-tested pipe that has been coated, wrapped, and strengthened by cathodic protection. Steel pipe can also “be replaced by inserting PE pipe manufactured according to ASTM D2513 in the existing line and making the appropriate connections at both ends” (U.S. Department of Transportation, 2017, p. VI-20). Qualified technicians must be used to make the repairs who will use the proper connections, provide adequate support, and consider thermal expansion and contraction of the PE pipe (U.S. Department of Transportation, 2017, p. VI-20).
Instead of repairing cast iron natural gas pipes, the U.S. Department of Transportation’s Pipeline and Hazardous Materials Safety Administration (PHMSA) instituted programs to identify, manage, and replace cast and wrought iron pipelines as early as 2009. The Distribution Integrity Management Programs (DIMP) became mandatory for all U.S. pipeline operators in 2011 (U.S. Department of Transportation, 2020).
In 2012, PHMSA urged state pipeline safety agencies to “monitor cast iron replacement programs, establish accelerated leak surveys, focus safety efforts on high-risk pipe, incentivize pipeline rehabilitation, repair and replacement programs, strengthen inspection, accident investigation, and enforcement actions, and install home methane gas alarms” (U.S. Department of Transportation, 2020). While cast iron gas pipes can be repaired using PE or steel pipe and the appropriate connections by qualified technicians, the official recommendation is to replace these pipes altogether.
The United States Department of Labor’s Occupational Safety and Health Administration (OSHA) is restricted by Section 4(b)(1) of the Occupational Safety and Health Act when it comes to oversight of oil and gas pipelines. OSHA’s authority is largely limited to contractors hired by pipeline owners and operators and their workers when it comes to occupational health and safety hazards (United States Department of Labor, 2004).
The U.S. Department of Transportation’s Pipeline and Hazardous Materials Safety Administration (PHMSA) is the primary regulator of oil and gas pipelines in the United States. The administration sponsors a Gas Distribution Integrity Management Program which requires all operators to create a Distribution Integrity Management Program (DIMP) that includes the following elements: “knowledge; identify threats; evaluate and rank risks; identify and implement measures to address risks; measure performance, monitor results, and evaluate effectiveness; periodically evaluate and improve program; report results” (U.S. Department of Transportation, 2020).
Gas distribution systems are a necessary part of modern life. With all stakeholders working together to achieve optimal safety, natural gas will continue to be a safe, low-cost, efficient form of energy.
References
Busby, R.L. (Ed.). (1999). Natural Gas in Nontechnical Language. Tulsa, OK: PennWell.
U.S. Department of Transportation. (2017). Guidance Manual for Operators of Small Natural
Gas Systems. Oklahoma City, OK: U.S. Department of Transportation.
U.S. Department of Transportation. (2020). Pipeline replacement. Retrieved from
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