Gaia was the Greek goddess of the Earth who was born out of Chaos at the beginning of creation. Through her mating with Uranus, the celestial gods were born. Her dalliance with Pontos brought forth the sea gods. Through Tartaros, she birthed the giants. All humans and animals were created from her material being.
The Greeks viewed the Earth as a flat disk surrounded by a river. Overhead, the Earth was protected by a heavenly dome. Underneath, a deep pit formed the dome of the Underworld. Gaia was the Mother who nourished and nurtured the Earth and everything on it. The seas and mountains anchored securely on her great and abundant breasts.
Humans are not separate from nature. We are as dependent on Mother Earth for our sustenance as any other creature. But the human ego, pumped up by advanced technology, has deceived us into believing that we are above it all. We are so powerful, intelligent, and all-knowing, that we can control nature, the weather, and all aspects of the natural order. We are the Masters of the Universe, ready to hop onto the next spaceship to another planet. The problem is that we will take all of our problems and our egos with us.
In the 1970s, scientists claimed that the Earth was headed for another Ice Age and had all the data to back it up. So far, it hasn’t happened. They claimed that the Earth would run out of petroleum in 25 years. It never happened. They claimed that the Earth was going to be so over-populated in the future that famine would be widespread. Except for the political manipulation of politicians, this has not happened.
In the 1990s, we began to see books like The Coming Plague (1994) and The Coming Global Superstorm (1999) which predicted widespread existential threats like devastating disease and severe weather patterns that would wipe out the human race. No natural event has ever occurred in the history of mankind which had the capability to wipe out the entire human race. (Please note that I’m not talking about the dinosaurs here.) COVID was never virulent enough to rise to that occasion, as inconvenient and life-changing as it has been. (And there is no evidence that COVID originated from climate change, as some people are claiming. It could just as likely have originated from a lab, as some evidence suggests, or arisen naturally as a result of mutation, which is the most logical conclusion.) And, the wildfires, hurricanes, and tornados we have experienced have been contained as local events.
When scientists first labeled climate change as “global warming,” they neglected to explain to the general public how that actually works, and people were confused by what they actually experienced; so they re-labeled it as “climate change” to make it easier to understand. Essentially, it means that when one part of the planet grows warmer and changes the local environment, other changes occur in other parts of the planet – but NOT NECESSARILY THE SAME CHANGES. For example, record heat in one part of the planet may be accompanied by record cold in another part, even if the overall temperature of the planet has increased. Increased drought in one area may be accompanied by increased precipitation in another. Climate (long-term conditions) and weather (short-term conditions) involve much more than just temperature. Wind and ocean currents play a big part. An extreme event would be a sudden and unstoppable shift in climate. This scenario was touched upon in the movie The Day After Tomorrow (2004), where North America was suddenly covered with ice, and people were forced to migrate south to Mexico. (This movie, by the way, is based on the book, The Coming Global Superstorm.)
Our Mother Earth also has mechanisms in place to control population (disease, infertility, old age, predation, and natural death). The human ego is so out of control that we have come to a point where we believe that nobody should ever get sick and nobody should ever die. This attitude has been clearly evident during the COVID pandemic. One of the most important things I learned as a registered nurse and healthcare worker is that you can’t save everybody, and in fact, you shouldn’t save everybody. This sounds cold-hearted, but it’s a fact of life. The world is out of balance because of human interference in the natural order.
On Earth Day and everyday, remember and love your Mother – she who nourishes and sustains your very existence. But please don’t spread the seeds of hysteria, fear, panic, and anxiety. When Rep. Alexandria Ocasio-Cortez and others began telling young people that we were all going to die in 12 years because of climate change, we began receiving young people into our inpatient mental health unit who were so distraught and eaten up with anxiety, paranoia, and fear that some of them were on the verge of suicide. Deliberately spreading this kind of fear-mongering rhetoric is irresponsible, cruel, and unacceptable. It’s pollution of a different sort.
Recycle what you can, plant trees, pick up litter, and keep your environment clean and free from as many toxins as possible. Work to help endangered species and places to thrive. Help clean up our oceans, rivers, and lakes. Conserve water! Reduce your use of plastic. Use energy-efficient vehicles, appliances, and lighting. Drive electric vehicles, if that’s your style, but remember that those batteries create toxic waste (ALL BATTERIES create toxic waste). Electronic computers, cellphones, and other devices also create toxic waste and use elements like lithium that have to be mined from the earth. Mining leads to erosion and deforestation. Convert to solar, wind, and all-electric, if you want. But remember that even these technologies have their environmental downside. For example, the breakdown of energy sources used to generate electricity is as follows, according to the U.S. Energy Information Administration: natural gas 40%, nuclear energy 20%, renewable energy 20%, coal 19%, petroleum 1%. Using electricity does not eliminate fossil fuels and nuclear energy from the equation. Anybody who tells you otherwise (including politicians and climate activists) has not done their homework. Furthermore, humans and animals are carbon-based entities. Plants depend on CO2 to produce oxygen. We could never live in a carbon-free world because that, in itself, would be an existential threat.
On April 22, we honor our planet. Happy Earth Day!
Dawn Pisturino
April 21, 2022
Copyright 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
Geologists use a variety of tools to discover underground pockets of crude oil and natural gas. Without their expertise, the oil and gas industry would not exist.
Exploration
The first thing geologists must determine is the location of geological formations that can trap oil and gas underground. They do this by determining what kind of sedimentary rocks form the reservoir and what kind of chemical elements are present in the rocks. If sandstones and carbonates are present, this is a good indication that ancient organic matter once existed in that area which decayed and formed hydrocarbons. The hydrocarbons became trapped underground in the form of crude oil and natural gas (Busby, 1999, p. 15).
Geologicalmethods include drawing maps of the surface and subsurface region and gathering rock samples.
Topographical maps in 2-D and 3-D visualize layers of rock and the horizontal and vertical placement of those layers. Rock formations are given a two-part name, the geographical location, which is usually the name of the nearby town, and the predominant type of rock (Busby, 1999, p. 19).
Subsurface maps include three elements: structural, which shows the elevation of rock layers; isopach, which indicates thickness; and lithofacies, which reveal variations in a single layer of rock (Busby, 1999, p. 20).
When geologists take rock samples, they extract samples from the core and gather “cuttings” (rock chips) for “assessing the formation’s lithology, hydrocarbon content, and ability to hold and produce gas” (Busby, 1999, p. 20). If they can figure out how the rock layers were formed, they can determine if the conditions were right for “the generation, accumulation, and trapping of hydrocarbons” (Busby, 1999, p. 21).
Geochemical methods use chemical and bacterial analyses of soil and water samples from the surface and the area around underground gas and oil deposits to determine the presence of hydrocarbons. “Micro-seeps” of petroleum can be detected in this way (Busby, 1999, p. 21).
Vitrinite reflectance uses a reflectance microscope to measure the percentage of light which is reflected from vitrinite (plant organic matter found in shale). The percentage can indicate the presence of gas and oil (Busby, 1999, p. 21).
Geophysical methods use sound waves (seismic vibration) to “determine the depth, thickness, and structure of subsurface rock layers and whether they are capable of trapping natural gas and crude oil” (Busby, 1999, p. 22). Computers are used to gather and analyze the data. Geologists can now use 2D, 3D, and 4D seismic imaging in their analysis (Natural Gas, 2013).
On land, explosives and vibrations are used to generate sound waves. The energy that bounces off the rock layers is detected as echoes by sensors called geophones (jugs) (Busby, 1999, p. 23).
Bright spots and flat spots can reveal where deposits of gas-oil and gas-water deposits might exist underground. Amplitude variation with offset (AVO) and geology related imaging programs (GRIP) can enhance the resolution and analysis of bright spots (Busby, 1999, p. 24).
“Cross-well” seismic technology uses seismic energy in one well and sensors in nearby wells to retrieve high-resolution images that have been used successfully in determining the presence of crude oil. It is now being used in natural gas exploration (Busby, 1999, p. 24).
Gravity meters are used to detect salt domes and other rock formations capable of trapping gas and oil. Magnetometers detect the thickness of basement rock and find faults. Computer models create hypothetical pictures of subsurface structures from mathematical computations (Busby, 1999, p. 25).
Drilling
Once geologists determine the geological and economic feasibility of drilling a well, a group of geologists, geophysicists, and engineers pinpoint the site for the well and its potential reservoir. They decide how deep the well should be. The average well is about 5,800 feet deep in the United States. The drilling company must then get permission to drill from the owners of the land and determine who owns the mineral rights. They sign a lease to use the land for a certain length of time. The drilling company then breaks ground (spudding) and keeps well logs (measurements) to determine the possibility of gas and oil formation and the porosity and permeability of the rock. The contractors who own the drilling rigs sign an agreement to drill to a certain depth and detail what equipment they will need. A pit is dug at the site and lined with plastic that holds unnecessary materials (Busby, 1999, p. 29-30).
Rotary drills, driven by a diesel engine, are the most common type of drill used because they can drill hundreds and even thousands of feet per day. The drill bit must be changed after 40 to 60 hours of drilling. Other drilling techniques include directional drilling, which allows drilling in multiple directions, horizontal drilling, which is used to enhance gas recovery and to inject fracturing fluids, and offshore drilling, which uses special equipment to drill in ocean water (Busby, 1999, p. 31-35).
Some of the drilling problems that come up include drilling a dry hold; a breakage inside the well; things falling into the well; and high pressures underground causing gas or water to flow into the well, changing the balance of the pressure in the well. Drilling must be halted then and the problem corrected (Busby, 1999, p.33).
Geologists use various tests to measure the probability that the well will produce enough oil and gas. Drilling-time measurements measure the rate of the bit’s penetration into the rock; mud logs measure the chemistry of mud and rock cuttings, looking for traces of gas; wireline logs sense electrical, radioactive, and sonic properties of rocks and fluids; electrical logs test rock for resistivity; gamma ray logs measure radioactivity; neutron logs measure rock density; caliper logs test the type of rock; dip logs look for the placement of rock layers; sonic/acoustic velocity logs measure the speed at which sound travels through rock. Traditionally, these tests were conducted on bare, uncased wells. But new technology allows testing to be done with the casing in place (Busby, 1999, p. 36-37).
If the well comes up dry, the well is plugged up and abandoned. If the well holds promise of a productive well, the bare well is “cased, or lined with metal pipe to seal it from the rock” (Busby, 1999, p.29). A foundation of cement is created. Then the casing is drilled with holes so gas can flow into the well. The flow rate of the gas is measured, and if productive, valves and fittings are installed in order to control the flow. Oil and gas products are separated at the wellhead. A gathering system is built after several wells are completed. Flow lines gather gas from several wells and transport it to a centralized processing facility (Busby, 1999, p. 37-38).
Transmission
“The pipeline industry carries natural gas from producers in the field to distribution companies and to some large industrial customers” (Busby, 1999, p. 43) through large pipes with high pressures, from 500 to 1,000 psi or 3,400 to 6,900 psi). Compressor stations along the lines maintain the pressures in the pipes. “As of the 1990s, more than 300,000 miles of gas pipelines criss-cross the United States, serving nearly 60 million gas customers” (Busby, 1999, p. 43).
Pipes are laid in trenches and coated inside with chemicals to prevent corrosion, improve light reflection, reduce water retention, reduce absorption of gas odorants, and to improve gas flow (Busby, 1999, p. 46-47).
Gas demand depends on weather, the season, and its use in power generation. Pipeline operators try to spread the costs over the whole year. Gas meters are used “to reduce costs and increase the accuracy of gas flow measurement” (Busby, 1999, p. 51).
Pipeline inspection and maintenance have to be done on a regular basis to detect gas leaks, address corrosion, repair damage, and to keep the gas flowing smoothly (Busby, 1999, p. 51-53).
Economic Concerns
During exploration, there is no guarantee that all the money spent on research, testing, and drilling will be recouped. If a well is productive, royalties must be paid to the owner of the mineral rights after all production costs are paid. State and federal governments regulate how many wells can exist per 640 acres and how much gas and oil can be produced over a certain time period. Offshore drilling, which has become more common, is very expensive because these oil rigs use special equipment and can drill as deep as 10,400 feet. When wells are losing pressure and running dry, companies must spend money on well stimulation. In fact, companies give priority to this because it costs less than exploring for new wells. It’s been estimated that the oil and gas companies spend roughly $5 billion on treating natural gas before it is ever transmitted through a pipeline. Pipelines and compressor stations must be built, inspected, repaired, and maintained. Environmental regulations cost companies money on research and new technologies (Busby, 1999, p. 15-54).
If oil and gas supplies diminish or are suddenly cut off, access to energy is decreased, and costs sky-rocket. When pipelines break or oil rigs are damaged or destroyed, this causes a disruption in the oil and gas supply. If the disruption lasts long enough, it can raise costs to the consumer. Political conflicts affect oil and gas supplies, energy costs, and the ability of companies to find new sources (Busby, 1999, p.15-54).
Dawn Pisturino
Thomas Edison State University
October 22, 2020; March 18, 2022
Copyright 2020-2022 Dawn Pisturino. All Rights Reserved!
Busby, R.L. (Ed.). (1999). Natural Gas in Nontechnical Language. Tulsa, OK: PennWell.
Natural Gas. (2013). Natural gas and the environment. Retrieved from
The natural gas industry is so vital to the functioning and prosperity of the United States that a depletion of natural gas resources would cripple the whole country. Roughly 25% of the energy used in the United States comes from natural gas. From manufacturing uses to home energy consumption, natural gas plays an important role in everyday life, even if American consumers are unaware of it (Busby, 1999, p. xviii).
Natural gas is a natural resource that has developed over millions of years of plant and animal decomposition. It is often found at the bottom of bodies of water that have existed for eons, such as oceans and lakes. Plant and animal matter that became buried before decomposition or became lodged in anaerobic water, such as a stagnant pond, avoided oxidation. As sand, mud, and other materials collected on top of the organic matter over long periods of time, these materials solidified into rock. The organic matter was preserved by the rock. Years and years of pressure and heat turned the organic matter into gas and oil. “Coal, shale, and some limestones have a dark color that comes from their rich organic content. Many sedimentary basins are gas-prone and produce primarily natural gas” (Busby, 1999, p. 2-3).
The average composition of natural gas, after processing, is 88% methane, 5% ethane, 2% propane, and 1% butane (Busby, 1999, p. 2). The natural gas widely used today is, therefore, largely methane, “a colorless, odorless gas that burns readily with a pale, slightly luminous flame (Busby, 1999, p. 1). The by-products of burning natural gas are mostly water vapor and carbon dioxide, making it “the cleanest burning fossil fuel” (Busby, 1999, p. 1).
Methane is used in making solvents and other chemical compositions. Propane and butane are separated from natural gas and sold as separate fuels. Liquified petroleum gas (LPG) is mostly propane and used as a fuel in rural areas where pipelines do not exist. When carbon dioxide and helium are recovered from natural gas, they are often used to boost production in old oil fields. Helium that is recovered from natural gas is used to fill balloons and blimps. It is also widely used in the electronics industry. Hydrogen sulfide, which is very corrosive, must be removed from natural gas before it is transmitted through pipelines or it will damage vital parts of gas wells and pipes (Busby, 1999, p. 1-2).
Wood that has been subjected to high temperatures over time, turns into coal. Coal seam gas is primarily methane. At depths with cooler temperatures, bacteria produce microbial gas, which is largely methane. Thermogenic gas develops at lower depths and with temperatures greater than 300 degrees Fahrenheit. Trapped in underground reservoirs, high temperatures sometimes “gasify” the heavier hydrocarbons. When the temperature cools, the gas re-liquifies and forms a condensate, which is largely pure gasoline. This is known as “wet” gas. “Dry” gas is composed of pure methane. Natural gas liquids (NGL) are composed of butane, propane, ethane, and gasoline condensate. At depths greater than 18,000 feet, high temperatures turn oil into natural gas and graphite (Busby, 1999, p. 3-4).
“Most deep wells are drilled in search of natural gas . . . [because] most gas that has been generated over the ages has been lost rather than trapped, which is why many exploratory wells are unproductive” (Busby, 1999, p. 3-4). The reservoir rock holding the gas must be porous as well as permeable to allow for containment and access.
Although people in the past were aware of natural gas, it was not until the 1800s that gas began to be developed and used for various purposes. Coal gas began to be utilized in gas lighting in America and Europe, which allowed factories and businesses to operate for longer hours and families to engage in more social activities in the evenings (Busby, 1999, p. 5-6).
One of the first inventors to experiment with coal gas was William Murdoch. His experiments were so successful that his employer, Boulton & Watt, expanded its business to include “installing gas lighting in English factories” (Busby, 1999, p. 6). The city of Birmingham adopted gas lighting, which inspired great demand for this new technology (Busby, 1999, p. 6).
One of the first gas lights, the Thermolamp, was invented by Philippe Leon in France in 1799. He patented a process to generate gas from wood and put it on display in Paris in 1802. But the French government rejected the idea of a massive lighting system fueled by gas (Busby, 1999, p. 6).
In 1807, Frederick Winsor “staged the first gas street-lighting display in London” (Busby, 1999, p. 6). He had found a way to pipe large quantities of gas via a centralized system and founded his own public gas distribution company in 1812 (Busby, 1999, p. 6).
By 1819, London had installed approximately 300 miles of gas pipes that supplied more than 50,000 gas burners. The pipes were made of wood, but these were eventually replaced by metal pipes (Busby, 1999, p. 6).
In America, Charles Peale began testing gas lighting in Philadelphia in 1802. The city of Baltimore hired his son, Rembrandt Peale, to install a gas lighting system in 1816. The first gas utility company in America was born in that year, and more sprouted up along the East coast. The first gas company in the southern states was established in New Orleans (Busby, 1999, p. 6).
America could boast around a thousand companies selling coal gas for lighting by the end of the 19th century. And most major cities around the world had adopted gas lighting (Busby, 1999, p. 6).
Most consumer gas distribution was not metered but delivered at a flat rate, which was based on the number of hours of use and the number of lights in a household or business. A gas meter was invented in 1815. By 1862, gas meters – which monitor the volume of gas used – were being used in London. Coin-operated meters became available in the 1890s which allowed poorer consumers to utilize gas energy as they could afford it (Busby, 1999, p. 7).
“Coke is a solid, porous by-product of gas manufacturing that can also be used for domestic heating” (Busby, 1999, p. 8). The evolution of the iron and steel industries created a demand for blast-furnace coke that led to the development of the push-through-coke oven. The demand for coke oven gas increased until it “constituted 18.7% of all manufactured gas” (Busby, 1999, p. 8) in 1920.
As new uses for gas were discovered, developed, and implemented, “the first gas range in the U.S. was built around 1840” (Busby, 1999, p. 8). The Goodwin Company introduced the Sun Dial Stove in 1879. Two more gas stove manufacturers opened within four years. And in 1887, the first gas appliance store opened in Providence, Rhode Island. By 1900, cooking with gas had outstripped gas lighting and gas heating (Busby, 1999, p. 8).
Using gas to heat water storage tanks became popular in the 1860s. The year 1883 saw the first circulating water heater come onto the market. A water heater with a thermostat was introduced a few years later. Gas distribution was fast becoming a household necessity (Busby, 1999, p. 9).
Natural gas was frequently discovered in the 1800s when people drilled for water, but the gas was ignored. It was not until 1821 that William Hart drilled the first natural gas well and piped it through wooden pipes to neighbors’ homes. This same gas was used to light up the City of Fredonia, New York a few years later (Busby, 1999, p. 9).
Gas wells were drilled in Pennsylvania, New York, and West Virginia throughout the 1830s and 1840s. But gas pipes were still primitive and only able to transport gas to customers near the gas wells (Busby, 1999, p. 10).
The first natural gas company opened in Fredonia, New York in 1865. When oil was discovered in Titusville, Pennsylvania, an oil rush ensued that diminished the importance of natural gas. “Gas produced along with oil was usually just burned off, or flared” (Busby, 1999, p. 10).
Andrew Carnegie, the famous steel magnate, documented in 1885 that 10,000 tons of coal had been replaced by natural gas. But as the supply of natural gas became depleted, steel makers were forced to revert to using coal again by 1900. This pattern repeated itself for the next 25 years. Wastefulness and leakage were the main culprits (Busby, 1999, p. 10).
The first long-distance wooden pipeline was built between West Bloomfield and Rochester, New York in the 1870s when a large reservoir of natural gas was discovered in West Bloomfield. The gas was transported through this 25-mile pipeline (Busby, 1999, p. 10).
Indiana Gas and Oil Company laid a 120-mile parallel pipeline made of wrought iron in 1891 that used high pressure (525 psi) to transmit natural gas to Chicago from the gas field in Indiana. The company started using manufactured gas when the natural gas supply ran out in 1907 (Busby, 1999, p. 10-11).
Oxyacetylene welding was invented in 1911 which sped up development of seamless steel pipe in the 1920s. Natural gas could now be transmitted at higher pressures and in larger quantities and to longer distances, which boosted profitability for natural gas companies and helped them compete with other fuels. The natural gas industry continued to expand until the Great Depression, which slowed down economic activity across the country. As soon as World War II was over and the economic climate improved, the industry began to boom again (Busby, 1999, p. 11-12).
Natural gas is one of the main fuels used in the food processing industry in the United States. Large boilers are used to create process steam, which is used in “pasteurization, sterilization, canning, cooking, drying, packaging, equipment clean-up, and other processes” (Busby, 1999, p. 87). Natural gas energy saves companies money when they install “high-efficiency, low-emission natural gas-fired boilers” (Busby, 1999, p. 87).
Large amounts of hot water are also needed for “cleaning, blanching, bleaching, soaking, and sterilization” (Busby, 1999, p. 87). High-efficiency industrial water heaters are used routinely in food processing. Gas appliances are also used for “drying, cooking, and baking, as well as for refrigeration, freezing, and dehumidification” (Busby, 1999, p. 87).
Tyson Foods has made a commitment to reduce energy use and produce fewer emissions that puts them at the top of the food processing industry. As of 2019, they were using 42.15%
non-renewable fuels (including natural gas), 15.72% electricity, and 0.45% renewable energy (wind and solar power). They are using renewable fuels like biogas from their waste treatment plants in their plant boilers in order to reduce their natural gas use. They used about 666 million cubic feet of biogas in their boilers in 2019. Although their energy use went up in 2019, their emissions went down. The company is reusing process water in their plants to reduce water use. And it is considering natural gas, electrification, and hydrogen fuel for their transportation fleet (Tyson Sustainability, 2019).
“Natural gas . . . is the cleanest burning fossil fuel, and emits very few pollutants into the atmosphere” (Natural Gas, 2013). Although Tyson is already using natural gas in its plants, it might want to consider using natural gas to generate its own electricity in order to free itself from dependency on local electric companies. This could save them money in the long run, especially as electricity rates go up and electricity delivery reliability goes down. This, however, would require a large capital investment that Tyson might not want to make (Natural Gas, 2013).
But Tyson is already using boilers that produce steam, and this steam could be used to generate electricity. If the boiler keeps running, “the steam can be diverted to a turbine for generating power” (Busby, 1999, p. 87-88). This is called cogeneration because “waste heat is recovered and used” (Busby, 1999, p. 87).
Although most power plants have been fueled by coal, there has been a push towards using natural gas because this reduces emissions of sulfur dioxide, nitrogen oxides, soot, and smoke (Busby, 1999, p. 88). “Natural gas can be used to produce electricity either directly, in a gas-powered turbine, or indirectly, in a steam-powered turbine (using steam from a gas-fired boiler)” (Busby, 1999, p. 89). The natural gas also serves to increase boiler efficiency.
Natural gas demand is expected to increase in the future as consumers expect energy efficiency regulations to reduce emissions in the atmosphere and industries are pressured to use low-carbon fuels. Natural gas is a clean, reliable, and efficient energy source that can be used with confidence in the residential, commercial, and industrial settings.
Dawn Pisturino
Thomas Edison State University
October 14, 2020
Copyright 2020-2022 Dawn Pisturino. All Rights Reserved.
References
Busby, R.L. (Ed.). (1999). Natural Gas in Nontechnical Language. Tulsa, OK: PennWell.
Natural Gas. (2013). Natural gas and the environment. Retrieved from
All week, we’ve experienced frigid temperatures at night and cold, windy weather during the day. The water we leave out for the wildlife has been frozen solid every morning. The poor birds walk around on the ice, pecking at the solidified water.
Sunday morning was sunny, bright, and calm, although the air was still crisp and clear. I smiled to see the baby coyote lying down in the sunshine in the backyard, waiting for his breakfast. He looked perfectly content, soaking up the sun, while disgruntled quail and doves milled around him with ruffled feathers, trying to stay warm.
A couple of hours later, a bull and cow wandered into the front yard, looking for water. Luckily, my husband was home, and he filled up a tub of water for them and moved it over by the driveway. But then, they didn’t want to leave! They just stood there and looked at us when we tried to shoo them away. (My post, Free Range, explains the free range laws in Arizona.)
The coyote, who had left earlier, saw his territory invaded by these two great beasts and kept coming back to check things out. They weren’t scared of him, which surprised me, and he wasn’t scared of them.
The coyote and the cattle were after the same thing – WATER! – and both were keeping an eye on their territory and the available water supply. It was very interesting to watch, especially since they were so POLITE about it.
I really felt God’s presence here Sunday morning, and it reminded me of just how PRECIOUS WATER IS! The animals know it. More people need to get a grip and realize that we can live without WiFi, Facebook, and other modern inventions. BUT WE CAN’T LIVE WITHOUT WATER! We can’t live without the basic necessities of life.
(Cow peering at me from behind the oleander bush. Photo by Dawn Pisturino.)
Dawn Pisturino
December 13, 2021
Copyright 2021 Dawn Pisturino. All Rights Reserved.
Steve Pisturino tries to capture a lost emu wandering down Chinle Road in Golden Valley, Arizona.
Our great EMU adventure began when the neighbor’s dogs started barking at something in the field across the road. We figured it was the coyote that comes to drink water in our front yard. Boy, were we wrong!
Racing through the desert was a prehistoric-looking creature with long legs and a long neck that looked tired, hungry, and thirsty. I don’t know how long or how far he had run, but the temperature was at least 110 degrees outside, the noontime sun burned with fierce intensity, and the only water available came from human sources.
My husband grabbed some water and followed the animal in his truck while I got on the phone and called every agency I could find in the phone book. The standard response? “We don’t handle emus.” It didn’t matter that the creature was going to die without food, water, and shelter. Frustrated, I called the local newspaper and reported what was happening. Happily, one of the reporters also got on the phone and began calling people.
I finally got hold of a local animal rescue sanctuary, and the owners told me that if we could corral the emu, they would come and get him! Finally! Results!
By that time, my husband had returned home. He had offered him water, but Big Bird ignored it and ran off — luckily, into a residential neighborhood. We took off in the truck and scoured the neighborhood, hoping to find him, capture him, and send him off to the animal sanctuary. We finally found him wandering down a dirt road, tired and worn out.
As you can see in the above photo, my husband tried to befriend him and lasso him with a soft nylon rope. But the animal wasn’t going for it and took off again into the desert. I ran after him, trying to herd him back to the road. Once or twice, I got close enough to touch him. He never tried to bite or kick me and seemed friendly enough. He was obviously accustomed to humans. But he was scared and didn’t know his way home.
I chased him to the edge of a wash. Big Bird realized that the sides of the wash were too steep, and he let me herd him along the edge and back to the road. Several times he looked back at me with a glint in his eye, like it was some sort of game, and I had high hopes that eventually he would stop and let me catch him. That was an idealistic thought!
Back on the road a man in a red truck offered the bird water, but once again he ignored it and headed on down the road. My husband parked his truck and threw me the rope. Finally, I got close enough to the bird to throw my arms around him and hang on for dear life. I managed to loop the rope around his neck, but I was so scared of hurting him, I let it hang loose.
My husband asked me, “Okay, now we’ve got him, what are we going to do with him?” Good question! The man in the red truck had taken off, and we had nobody to help us. We decided to walk Big Bird back to the truck and somehow get him into the back.
When we got back to the truck I told my husband, “You get behind him and push.” He reluctantly grabbed the back end of the bird and tried to push him up into the truck.
Big Bird bolted, gouged my left ankle with his huge toenail, knocked me flat on my back, and ran off into the desert!
Hot, tired, and thirsty, I laid in the dirt with the sun in my eyes and waited for the stars to stop swirling around my head.
As my husband helped me up I said, “I’m done. I can’t do anymore.” Beaten, bruised, scuffed, cut, dirty, sweaty, and stunned, we drove home in defeat.
To this day, we don’t know where the emu came from or where he ended up. We suspect that somebody who didn’t want him anymore let him loose in the desert. A cruel thing to do in the hot summer! At the very best, somebody found him and gave him a home. At the very worst, coyotes attacked and killed him. Even as I chased him through the desert, vultures circled overhead, waiting for a fresh kill.
Was it worth it? Even though he injured me, and we weren’t able to catch him, I feel happy that we at least tried to help this poor creature. I have the satisfaction of knowing that the newspaper reporter tried to track down the owner.
And I have a great story to tell my future grandkids.
Dawn Pisturino
Copyright 2012 Dawn Pisturino. All Rights Reserved. Photo by Dawn Pisturino.
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 