(Gloria Swanson as Norma Desmond in the classic 1950 film noir, Sunset Boulevard.)
My daughter has been taking acting lessons at the L.A. Acting Studios in North Hollywood, California. She tells me it has been a fun experience and well worth her time and money.
The L.A. Acting Studios teaches on-camera acting using six fully functioning, professionally-designed sets. All teachers are Hollywood professionals who actively work in the industry. Students act out scenes in front of multiple cameras, directed by Director David Rountree. During the course of the classes, students play both leading and supportive roles, giving them a well-rounded experience. Students can download their filmed scenes for their own evaluation and use. If desired, the studio can make demo reels for students at an additional cost to send to agents, casting managers, and production companies.
Classes are kept affordable and small. Acting classes are offered for children and teens. Actor David Banks teaches the Commercial Acting Class.
I was finishing up my final project for class, and I had notebooks and papers scattered all over the living-room. My husband, who hates it when I pile books and papers everywhere, said to me:
“You’re a nerd!”
I looked at him and said, “You’re just now figuring that out?”
I mean, I’ve known like forever that he’s a comic book-reading, Star Wars-watching Trekkie and Geek! No mystery there! We used to spend hours at the comic book store in Palo Alto, California while he looked at role-playing stuff and browsed through the collectible comics. We used to show up every Saturday to play hours of Dungeons & Dragons, which I thought was boring as hell. We spent hours playing board games that I almost always lost (except Scrabble). We spent tons of quarters at the arcade playing video games.
My husband watches the original Star Trek, Star Trek: The Next Generation, Deep Space Nine, Voyager, and now Picard, over and over again. I swear, he has the dialogue memorized for every episode. He and my daughter watch all the Star Wars stuff. We even attended a Star Trek convention one year in Las Vegas. Then there are the Superheroes, like Batman and Spider Man.
I do what I’ve always done – read books, write, watch movies and TV, take classes, and listen to music.
And he’s just now figuring out that I’m a nerd?
I told my daughter about our conversation, and she just laughed. She said she doesn’t think of either one of us in that way!
~
Dawn Pisturino
February 22, 2023
Copyright 2023 Dawn Pisturino. All Rights Reserved.
Monochrome: Poetry from the Ashes by Paula Light (2018). Available on Amazon.com.
Paula is a California poet whose poetry collection is a delight to read. She writes with a gentle hand. Her poems are like butterflies which attract us with rich colors, feather-weight movements, velvety textures, and delicate wings. She explores the nature of love, loss, sadness, and acceptance with profound understanding and peace. At the same time, she has a sharp wit and approaches life with humor and positivity. When you read her WordPress blog, you will experience both sides of this very talented woman.
Let’s Talk Bride: A Poetry Collection by Lamittan Minsah (2020). Available on Amazon.com.
Lamittan is a Kenyan poet who has written a collection of poems about a very special person in his life, Apostle Darlan Rukih, also known as the Bride of the Lamb, a minister in the Bride of the Lamb Ministries International.
This book has a fascinating backstory. Darlan Rukih was born a hermaphrodite (someone who is born with both male and female genitalia and characteristics, also known as an intersex person). Since this condition is not accepted in Kenyan culture, Rukih grew up isolated, alienated, and rejected by others. But faith in God and the Lord Jesus Christ helped Rukih to overcome this disability and to serve by helping others. Rukih first married a woman and was blessed with a son. After that relationship failed, Rukih dated a man and got pregnant. Blessed with two children, Rukih is devoted to helping children in need in Kenya. Reference: Mpasho website.
Lamittan’s admiration for the Bride of the Lamb knows no bounds in this fine collection of poems which praise Rukih, God, and His son, Jesus Christ. Lamittan expresses both his joy and his sorrow in these poems:
“There’s beauty walking in Africa,
Traversing a lonely desert –
A damsel formed by the maker
Out of the ribs of Adam, long ago.
There is beauty
Such as one that never was before.”
~
“They nailed our Lord by force.
The heavens roared,
His pain had reached God,
And for a moment,
Darkness covered the firmament
And hid God’s gaze from his son . . .”
Follow Lamittan Minsah on WordPress to read more of his poetry and stories and to learn more about Kenyan culture. His business site, Laminsa Indies, encourages and aids “budding writers, musicians, actors/actresses, self-publishers, photographers, drawing artists, dancers and many other talents from the creative industry.” Check it out!
When my daughter told me she was going to go to clown school, I thought, Okay, what new adventure is this?Isshe going to join the circus?The rodeo? What’s up with this?
After a few chuckles, she explained to me what clown school is — a school for performing artists to learn the intriguing history of clowns, a variety of new acting skills, and a way to incorporate playfulness and fun into theatrical acting.
The Clown School, located in Eagle Rock, Los Angeles, California, is one of the top clown schools in America. People from TV and film attend the school in order to further their careers. My daughter, who is a professional singer and performer, has been taking their online classes, and she loves it.
One famous TV clown was Red Skelton, but Lucille Ball was also considered a clown. Her comedy routines, playfulness, and ability to make people love her and laugh, are legendary. I Love Lucy re-runs are still on traditional TV and streaming.
Clowns have been around for thousands of years. In 2400 B.C., Ancient Egypt’s Fifth Dynasty saw priests assuming the role of clowns in order to promote social and religious concepts. Jesters were common in China as early as 300 B.C. They were used in India as interpreters in 100 A.D.
Greek and Roman theater featured clowns and mimes. During the Middle Ages and Renaissance period, fools and jesters entertained members of the public and the royal courts alike. They were often used to promote religious concepts for the Church. In the 14th century, clowns began to appear on tarot cards.
The Aztecs were employing court jesters for entertainment when the Spanish arrived in 1520 A.D. The Commedia del Arte established the tradition of the three Zannis in 16th century Italy, which included the character of Harlequin.
Among Native Americans, clowns were used to make social and religious statements. Their antics made people laugh and think about the message the clowns were trying to deliver.
The first circus clowns were brought to England by Philip Astley in 1768. And Joseph Grimaldi (1778-1837), a British entertainer, expanded the role of the clown and earned the title “Father of Modern Clowning.”
My husband was one of those “bad boys” that girls fall in love with and parents deplore. With his black jacket and black leather cap, he looked like a Sicilian gangster out on a hit.
His pent-up anger spilled out of him in dangerous ways. For example, he mapped out a plan whereby every bank in the city of San Francisco could be robbed on the same day.
His dark nature captivated me, and soon, I was hooked for life.
We fought like cats and dogs, but oh, the fun we had! We went treasure hunting in crazy, out-of-the-way places, finding cold hard cash lying in the sand in a cave. We drove up and down the Pacific Coast Highway in his green Fiat X-19, enjoying the sun on our faces, the wind in our hair. We hiked through the redwoods on Mt. Tamalpais and watched the ocean tides under a full moon at Ocean Beach.
One day, singing at the top of his lungs, my husband suddenly stripped down and drove naked with the top of his car open along the 92 over to Half Moon Bay. Thrilled and excited, I watched for the cops, laughing all the way.
On cool, foggy nights, we slipped away into the darkness and made love on sandy beaches. On warm afternoons, we packed a picnic snack: a bottle of Riunite Lambrusco and a link of dried salame. Sun, warmth, ocean air, sand, green grass, and a hazy glow of love and darkness and friendship between us.
After our daughter was born, we included her in our crazy life. Archery at the range on King’s Mountain, afternoon tea at Agatha’s, strolling the malls, tramping through the sand at Half Moon Bay, riding the carousel at the San Francisco Zoo, flying kites down on the Marina.
Those days are over now. Our daughter is grown, and we’re not as skinny as we used to be. We live in the desert in Arizona, work, walk the dog, watch TV, and complain about the heat, wind, and dust. But whenever I go back to California, I relive those glory days of sunshine and salt air. Whenever I spot a bottle of Riunite or a link of dried salame at the grocery store, I remember foggy nights and making love in the sand.
So let me fill my plastic cup with cheap red wine, arrange slices of salame and cheese on a paper plate, and offer this toast to the man I love:
I LOVE YOU, DEAR HEART, MY LOVER, MY BEST FRIEND, MY MENTOR, MY DEVIL’S ADVOCATE, MY DARK KNIGHT — AND I ALWAYS WILL.
Happy Father’s Day!
(Father’s Day is Sunday, June 19, 2022 in the USA)
Dawn Pisturino
June 16, 2022
Copyright 2012-2022 Dawn Pisturino. All Rights Reserved.
Cymbals crash. Drums roll. In Pacific Grove, California, hundreds of school children, sporting orange-and-black butterfly wings, participate in the annual Butterfly Parade.
The parade is held every October to celebrate the arrival of thousands of monarch butterflies to the Monarch Grove Sanctuary. The monarchs spend the winter here, clustered onto Monterey pines and eucalyptus trees. They enjoy the moderate temperatures and misty fogs of the California coast. In February, when temperatures rise, the monarchs return home again.
Why do monarchs leave home in autumn? How do they know where to go? And how do they find their way back home again in spring?
When temperatures drop in the eastern part of the United States, monarch butterflies travel south, to the warmer climates of Florida and Mexico. Monarchs living in the West migrate to the coast of California. The butterflies need warm temperatures in order to fly. Otherwise, they will die.
Monarchs travel together in large groups for long distances. There can be as many as 1,000 butterflies in a group.
During the day, they can fly 12 miles an hour, up to 100 miles a day. Even though their wingspan is only 3 1/2 inches wide, monarchs can soar up, up into the air, as high as 2,000 feet. At night, tiny claws on their feet help them to cluster together in tree branches. They sleep until morning then start their travels all over again.
Scientists estimate that 100,000 monarch butterflies migrate every year. Some travel 4,000 miles to reach a nature reserve in the mountains of Mexico. In Santa Cruz, California, a monarch flag is hung when the first orange-and-black clusters appear. Six months later, the flag is taken down. Pacific Grove, California calls itself “Butterfly Town, USA.” Tourists flock to the city every year to get a glimpse of their colorful visitors.
Every year, volunteers from the Monarch Project tag thousands of monarchs in order to track how fast and how far the butterflies can fly. The tags are number coded and attached to the hind wings of the butterflies. When someone finds a monarch wearing a tag, the number code, date, and location are recorded.
Monarch Watch and Journey North recruit volunteers to record when and where the first monarch butterflies are spotted every year in autumn and spring.
When spring comes, the monarchs begin the long journey home. Along the way, they mate and lay eggs on milkweed plants. Butterflies that hatch in spring and early summer live two to six weeks. Butterflies born in late summer live eight to nine months because they are the ones that will migrate to warmer climates when autumn comes.
Scientists are still studying how monarch butterflies migrate to distant places and find their way home again. Are they sensitive to the earth’s magnetic field? Are they influenced by the angle of the sun’s rays? Do they follow geographical landmarks such as lakes and rivers? Does some genetic code in their bodies prompt them to return to the same location generation after generation?
Nobody knows. But people who love butterflies welcome the delicate orange-and-black monarchs to their towns every autumn and spring.
Dawn Pisturino
June 7, 2022
Copyright 2013-2022 Dawn Pisturino. All Rights Reserved.
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
(Church of All Russian Saints Russian Orthodox Church Outside Russia, Burlingame, California, USA)
When I lived in California, I used to walk by this church all the time. It always fascinated me with its blue and gold domes, magnificent painting of the Virgin Mary, and clean, white walls. I rarely saw anybody there, and it seemed like one of those mysteries of life, kept locked up and tucked away, that strikes us with awe but never gets solved. For some reason, I was thinking about this church in relation to Easter and the disaster in Ukraine and decided to look it up.
Established in 1952, the church is part of the Western American Diocese of the Russian Orthodox Church Outside Russia. This Diocese is also called the “Russian Church in Exile” because it has always seen itself as “part of the suffering Orthodox Church in Russia during the decades of Soviet turmoil, persecution, and subjugation of the Church and its faithful.” In 2007, the Diocese reunited with the Mother Church in Russia.
Like everybody else, our Russian immigrants here in America are shocked and dismayed by the Russian invasion of Ukraine. Here’s the message of hope and prayer posted on the church’s website:
“We are overcome with grief over the tragic events in Ukraine, for many of us the land of our forefathers, and for some the land where our relatives live today. We pray to the All-Merciful Lord and His Most-Holy Mother for speedy secession of all hostilities and long-lasting peace.
“Prayer to the Lord: O Lord, Lover of mankind, King of the ages and Giver of good things: having destroyed the divisions of enmity and granted peace unto the human race, grant even now peace unto Thy servants, planting within them the fear of Thee and establishing them in love for one another. Quench all strife, and remove all dissensions and temptations; for Thou art our peace and to Thee do we offer up glory, to the Father and to the Son and to the Holy Spirit, now and ever and unto the ages of ages, Amen. Владыко Человѣколюбче, Царю вѣковъ и Подателю благихъ, разрушившiй вражды средостѣнiя и мир подавшiй роду человѣческому, даруй и нынѣ миръ рабомъ Твоимъ, вкорени нихъ страхъ Твой и другъ къ другу любовь утверди: угаси всяку распрю, отыми вся разногласiя и соблазны. Яко Ты еси миръ нашъ и Тебе славу возсылаемъ, Отцу и Сыну и Святому Духу, нынѣ и присно и во вѣки вѣковъ. Аминь.
“Prayer to the Mother of God: O much sorrowing Mother of God, more highly exalted than all other of the daughters of the earth, according to thy purity and the multitude of thy suffering endured by thee on earth: Hearken to our sighs and soften the hearts of evil men, and protect us under the shelter of thy mercy. For we know no other refuge and ardent intercessor apart from thee, but as thou hast great boldness before the One Who was born of thee, help and save us by thy prayers, that without offense we may attain the Heavenly Kingdom where, with all the saints, we will sing the thrice-holy hymn to One God Almighty in the Trinity, always now and ever and unto the ages of ages. Amen. О, многострадальная Мати Божiя, Превысшая всѣхъ дщерей земли, по чистотѣ Своей и по множеству страданiй, Тобою на земли перенесенныхъ, прiими многоболезненныя воздыханiя наша и сохрани насъ подъ кровомъ Твоея милости. Инаго бо прибѣжища теплаго предстательста развѣ Тебѣ не вѣмы, но яко дерзновенiе имущая къ Иже изъ Тебѣ рожденному, помози и спаси ны молитвами Своими, да непреткновенно достигнемъ Царствiя Небеснаго, идеже со всѣми святыми будемъ воспѣвати въ Троицѣ единому Богу нынѣ и присно и во вѣки вѣков. Аминь.”
(Parish Choir Lent Recital, 2018)
Whatever your faith – Jew, Muslim, Hindu, Buddhist, Protestant, Catholic, Russian/Greek/Eastern Orthodox, Wiccan – please pray and extend your best wishes and hopes for the people of Ukraine!
Dawn Pisturino
April 4, 2022
Copyright 2022 Dawn Pisturino. All Rights Reserved.
(Dublin pub musicians. Photo by Jeremy King, Flickr.)
Culture of Pub Music
by Ariel Pisturino
In 2019, I spent a few days in Dublin, Ireland, exploring the city with my partner. Ireland is a magical place, full of history and folklore. One night, we were out and about and it started to drizzle, as it does in that part of the world. Looking around for a place to duck into, we started to hear some raucous music. We stuffed ourselves into this little pub. It was PACKED with wall-to-wall people, and everyone’s attention was on the group of musicians playing traditional Irish music on traditional instruments. It was such fun and a different experience from being in America. It got me wondering about the culture of Irish music.
Traditional Irish music began as an oral tradition, with generations learning by ear and passing it down. It’s a tradition that still exists today. Irish music originated with the Celts about 2,000 years ago. The Celts were influenced by music from the East. It is even thought that the traditional Irish harp originated in Egypt. The harp was the most popular instrument and harpists were employed to compose music for noble people. When invaders came to Ireland in the early 1600’s, that forced people to flee the country. Harpists roamed through Europe, playing music wherever they could.
The most famous composer/harpist was Turlough O’Carolan (b.1670-d.1738). He was a blind harpist, composer, and singer. He traveled all over Ireland for 50 years, playing his music. He is considered Ireland’s national composer.
The main traditional instruments are fiddle, Celtic harp, Irish flute, penny whistle, uilleann pipes and bodhrán. More recently the Irish bouzouki, acoustic guitar, mandolin and tenor banjo have found their way into the playing of traditional music.
Irish pub songs are part of a tradition of storytelling by the fireside. People used to visit their neighbours, friends and relatives in the evenings after work or on a Sunday after mass, sit with them by the fireside, and share stories. In between the stories there would be songs, usually unaccompanied.
There was a big revival of pub music during the 1960’s with popular bands singing traditional Irish music, usually accompanied by guitar. (Think: The Chieftains.) In the 1970’s, local singers started forming singing clubs to focus on the traditional songs. One of the first singing sessions was hosted in Dublin during the 1980’s. These sessions became more regular and popular amongst pubs to host these groups, and that’s how pub music evolved into what we experience today.
Previously published in the unSUNg Concerts Newsletter, March 17, 2022
Ariel Pisturino graduated from the Thornton School of Music at USC with a Masters in Vocal Music. She teaches part-time at three different colleges and universities, privately in her own music studio, and performs with various opera companies and vocal groups in the Los Angeles area. She is the Curator and Artistic Director of the unSUNg Concert Series, which is dedicated to reviving previously-composed, forgotten vocal music and sponsoring new composers and young vocal artists.
Ariel Pisturino as Leonora in Verdi’s Il Trovatore:
Ariel also does a lot of church singing and concerts:
Cosmic Health Blog
Entertaining and informative articles about health and wellness, yoga, meditation, nutrition, stress management, exercise and more, written by a licensed Registered Nurse.
Summer Eden Poetry center
A site for sharing poetry, mine and others’. Come and browse the offerings!
Dawn Pisturino's Blog 