Alyeska earns fifth World's Most Ethical Companies honor
Alyeska Pipeline Service Company is one of the World's Most Ethical (WME) Companies® for the fifth year in a row. The Ethisphere® Institute announced its selection on March 7 and will honor recipients at the 2016 WME Honoree dinner in New York.
"Our personnel continue to demonstrate rock solid integrity and ethics, despite challenging economic conditions and significant operational challenges," said Tom Barrett, Alyeska Pipeline Service Company President. "Earning this recognition for the fifth consecutive year is a source of pride that highlights to the world the professional character of the people across Alaska who operate TAPS."
Companies are evaluated in five key categories: ethics and compliance program, corporate citizenship and responsibility, culture of ethics, governance, and leadership, innovation and reputation. Alyeska demonstrated:
• Strong and consistent safety and environmental performance.
• Sustainability initiatives designed to extend the life of the pipeline and protect the environment.
• Established policies and procedures that foster ethical behavior.
• Corporate citizenship programs, including the annual United Way campaign, school partnerships and matching employee philanthropy contributions.
• Strong code of conduct and an excellent open work environment that encourages employees to raise concerns and identify company improvements.
• Direct lines of communication between the workforce and leadership.
"Congratulations to everyone at Alyeska Pipeline Service Company for being recognized as a World's Most Ethical Company," said Timothy Erblich, Ethisphere’s Chief Executive Officer. "Companies rely on Ethisphere to continually raise and measure the standards of corporate behavior. Those that demonstrate leadership in areas like citizenship, integrity and transparency create more value for their investors, communities, customers and employees, thus solidifying a sustainable business advantage."
The Ethisphere® Institute is a global leader in defining and advancing the standards of ethical business practices that fuel corporate character, marketplace trust and business success. Ethisphere honors superior achievement through its World’s Most Ethical Companies® recognition program. Ethisphere’s selection criteria and the complete list of 2016 World’s Most Ethical Companies can be found at http://worldsmostethicalcompanies.ethisphere.com/honorees.
TAPS Philanthropy 2015: Generosity in many forms
Across Alaska, Alyeska and its employees actively support the communities where they live and work through a robust philanthropy program, personal generosity and volunteerism, leadership with nonprofit organizations and enthusiastic workplace giving campaigns.
Here are some 2015 philanthropy highlights from Alyeska, TAPS organizations and their respective workforces:
Alyeska: A contributing community member
"I continue to be impressed by Alyeska’s commitment to giving back to the communities they work in, and WISE is proud to partner with such a conscientious company."
– Robin Mayo, Executive Director, Wrangell Institute for Science and Environment
Alyeska's philanthropy program supports non-profit organizations around Alaska that share our company's core values.
In 2015, Alyeska gave over $400,000 in grants to more than 150 organizations that vary in size and focus on areas such as safety, workplace development and education, environmental stewardship, healthy communities, and arts and culture.
Safety: On the side of every Alyeska vehicle reads the motto "Nobody gets hurt." Last year, Alyeska proudly supported organizations like the Alaska Avalanche Information Center, as well as events like the Occupational Health Summit, whose programs keep Alaskans safe at work and at play.
Workforce Development and Education: Growing an educated and well-trained workforce is critical to TAPS sustainability. In 2015, Alyeska supported groups that develop the next generation of Alaskans from birth onwards. This included early childhood education like programs like Best Beginnings, school-age programs like Junior Achievement and robotics teams in Valdez and Fairbanks. We also donated to continuing education and training courses, like the entrepreneurship program at the King Career Center in Anchorage and scholarships with organizations like the UAF Society of Women Engineers and the Society of Petroleum Engineers.
Environmental Stewardship: Protecting Alaska's unique and pristine environment is at the heart of all we do to "keep the oil in the pipe." Whether providing grants to the Prince William Sound Science Center and the Alaska Wildlife Conservation Center or sponsoring the Wrangell Institute for Science and Environment's science lecture series, Alyeska-funded organizations around Alaska share our goal of preserving the land for future generations.
Healthy Communities: In 2015, Alyeska contributed to groups building safe and healthy communities for its employees and all Alaskans. It partnered with Covenant House, serving at-risk youth. Several public health entities like the American Heart Association, the American Cancer Society and the Hospice of Anchorage benefited too. Alyeska is also a key sponsor of the Food Bank of Alaska, which helps hungry families around the state.
"Alyeska is such a great friend and supporter of Bean's Cafe. Their compassion and willingness to help those most in need is truly inspiring. They regularly serve meals, donate much-needed items like aprons, and contribute financially. We are truly grateful for the engagement in the mission and their support."
– Lisa Sauder, Executive Director, Bean's Cafe
Arts, Culture and Diversity: By sponsoring non-profits like the NAACP, Alaska Public Media, the Valdez Museum and Historical Association and others, Alyeska helps foster communities rich with a spectrum of experiences.
Successful workplace giving
In addition to sponsoring non-profits whose missions align with Alyeska’s core values, Alyeska also matches contributions made by our employees. In 2015, the company donated around $100,000 to more than 70 organizations around the state through the employee-match program.
"It's really special to live in a community and see firsthand how your company makes a difference. Our coworkers are so generous and creative. It's a real joy to participate in the United Way campaign."
– Sandy Johns, Alyeska’s Valdez United Way Campaign Co-Chair
Alyeska's proud legacy of strong United Way campaigns continued in 2015. Over a six-week campaign, the company and its contractor partners raised over $565,000 for United Way affiliates all over the Alaska. Many employees signed up to donate directly each month, and enthusiastic volunteers in each area organized fundraisers like dessert auctions, a quilt raffle and other events to further grow the donations.
Workplace giving extended beyond the United Way campaign. The annual Prince William Sound Traveling Health Fair brought employees and health care providers to the region's remote communities for healthy lifestyles education. In Fairbanks, Alyeska helped stage the Track and Field Day, encouraging physical activity for 400 school-age kids. More than 130 employees participated in the Anchorage Heart Walk and raised more than $29,000. Alyeska also supported the Interior’s largest canned food drive and similar drives in Valdez and Anchorage.
"Canned Food Day is the largest food drive we have each year. Alyeska's support of this day allows thousands of Tanana Valley residents to eat each year. Thank you Alyeska for being such a valuable member of this community and for having such a heart for the people we serve!"
– Anne Weaver, CEO, Fairbanks Community Food Bank
TAPS lab upgrades make work more efficient, innovative
Along TAPS, three laboratories are set in three radically different locations: Pump Station 1, the North Pole Metering station and the Valdez Marine Terminal. Meanwhile, the Laboratories Management group is based in Anchorage. While the workplaces vary, technicians and staff at all locations share the same ultimate responsibility – partnering with Oil Movements to ensure oil from TAPS is measured accurately. The Valdez Lab has additional accountabilities for regulatory testing, including the ballast water treatment effluent discharge permit.
All of the labs utilize the same system to capture and share critical data. Until recently, that system was outdated and not compatible with Windows 7. When the Enterprise Network was recently upgraded to Windows 7, a lab software upgrade was critical.
The Laboratory Information Management System (LIMS) that connects all of the labs was upgraded as part of a large collaborative project, but this was not an overnight software update that many computer users experience. This was an Authorized For Expenditure-funded project that took more than three years to complete. The result was thoroughly improved software, firmware and instrument interfaces at all three labs.
Success for a project of this size required a well-coordinated, multi-team effort, including direct participation from lab technicians. Key players were Alyeska's Analytical Lab Services team, WiPro staff, the Alyeska IT group and software vendors. In order to prevent downtime or data loss, users and vendors were involved in the final planning stages. The project wrapped up in a few phases – the cutover on October 27 and the final declaration of success on December 11. The project team proudly noted that the upgrade was completed on time and under budget.
"This was one of the more complex projects from an IT standpoint – three unique locations, different kinds of software and an upset to a 24-hour service," explained Loretta Ruppert, Alyeska IT Analyst. "This was a great example of taking a system view. We had all of these teams and components, but we followed a plan and communicated constantly. And since the cutover, everyone is ecstatic with the upgrade."
NEW TECHNOLOGY, TRAINING LEAD TO SUCCESS
TAPS laboratory work, and the software used in that work, is complex. Technicians use the LIMS to store and report all lab data for crude oil custody transfer, meter verifications, drinking water, wastewater and fuel for air quality permits. Today, all LIMS components are networked and deployed into production as a single integrated solution. Project leads say that the upgrades will improve workflow by taking advantage of features that weren't previously available and will provide even further opportunities to innovate moving forward.
"Analytical Lab Services is doing more work than ever and there is constant change in that work," explained Kevin Dillard, Analytical Services Project Lead. "This upgrade gives our lab techs advanced software and tools that allows them to work better and more efficiently."
Instructor-led, hands-on training of the new software was another major outcome from this project. Many times software is changed and user training is self-study or on-the-job training. User training was recognized as a critical component by the project team. Another benefit of the training was that lab technicians could brainstorm about innovation and improvement ideas that can be implemented in the future.
"It is very gratifying to have the software upgrades installed and operating well," explained Bob Carson, Alyeska Lab Manager. "It was one of the smoothest upgrades we have completed. As with every project, the people who completed the work and the lab techs who tested the system deserve the credit for our success."
The project team included: Kevin Dillard, Business Representative, APSC; Loretta Ruppert, IT Technical Lead, APSC; Jen Strickland, Project Manager, CTG; Bhim Gornale, Dane Renken, Shane Meacham and Pam Grossnickle, Client Technical Support, WiPro; APSC Lab Group Software subject matter experts Billie Austin, Bryan Ekholm, Scott Henderson, Bob Koziczkowski, Steve Leider, Dan Parrish, Angela Reese, Marian Ruth; and Mike Lehtola and David Enns, Technical Leads, Perkin Elmer.
Celebrating #tapspride in 2015
2015 marked Alyeska's 38th anniversary, a year full of exceptional efforts and outcomes, hallmark teamwork and collaboration, and an incredible safety performance on TAPS. That's a lot to be proud of! The 2015 #tapspride campaign gave Alyeska and TAPS workers the chance to express their pride and celebrate those achievements and the people who made them happen. Alyeska wrapped up the 2015 campaign with the release of this video compilation, which was made possible by all who shared their #tapspride from Pump Station 1 to Valdez, Fairbanks to Anchorage! Click here to watch the video.
TAPS workforce notches best ever safety performance in 2015
Despite the challenges and hazards of working in Alaska and the unique aspects of working on TAPS, the pipeline workforce scored its best safety record ever in 2015.
Yes: the best performance since TAPS construction. And this milestone includes all Alyeska and TAPS contractor staff, whether they work at a remote pump station or an urban office.
In 2015, Alyeska staff and TAPS contractors worked a combined 5,827,988 hours (Alyeska staff logged 1,624,115 hours, TAPS contractors put in 4,203,873 hours) and had just four recordable injuries during that time. Recordable injuries are those that require care beyond first aid and must be reported to OSHA. The workforce sustained 135 additional injuries that required first aid in 2015, ranging from cuts and bruises to sprains and strains. 2015 first aid injuries were below the three-year average.
"The best safety year ever – this is a significant achievement to be proud of," said Rod Hanson, Alyeska’s Senior Vice President of Operations and Maintenance. "I want to thank everyone across the entire organization for their professionalism and attention to detail. The way we consider risks and approach personal safety also has a positive impact on process safety and integrity."
The 2015 performance continues a trend of improved safety and is especially notable when compared to the recent past. In 2014, there were five recordables and 1 days away from work case (DAFWC). Not long ago, over the period of 1997-1999, there were an average of 71 recordables and 15 DAFWCs annually. From 2000-2002, there were an average of 64 recordables and 20 DAFWCs per year.
SAFETY ON TAPS
These safety milestones are especially noteworthy considering that pipeline work by nature is high-risk work. Along TAPS, that work rises into the extremely high-risk category.
Every day, hundreds of Alyeska staff and TAPS contractors use tools and equipment of all sizes and shapes to work on enormous, incredibly heavy and sometimes awkwardly shaped materials.
They work in busy environments with lots of movement and potential hazards from fellow workers, vehicles, heavy machinery and infrastructure.
They work surrounded by items that are sharp, flammable, explosive and electrical.
And they work and travel in diverse climates – Alaska's always changing and often challenging weather, the state's rugged and varied landscapes, and a never-certain business atmosphere.
Of the four recordable injuries in 2015, two were minor (a bee sting and a metal particulate caught in an eye by someone who was wearing the proper PPE for the job) and two were serious (broken bones). However, none of the injuries were recorded as DAFWCs. All four of the injured people returned to work in some capacity after their injuries.
INFORMATION, COMMUNICATION, ACTION: THE KEYS TO SAFETY SUCCESS
Brian Beauvais, Alyeska Senior Health and Safety Manager, attributes two major factors to the improved safety performance: more and better data is being collected, distributed and communicated by TAPS Risk and Safety staff and TAPS leaders; and there is a better use of proactive tools like Safe Performance Self Assessments (SPSA), Job Loss Analysis (JLA) and Loss Prevention Observations (LPO) that empower those performing the work.
Beauvais pointed to the Safety team's Injury Risk Forecast as an example of data leading to safer work. The monthly report uses risk and injury data from the past to predict the highest risks for the month ahead.
With that data in mind, workers are more likely to recognize and avoid those hazards. Beauvais said that the array of tools and their increased use also led to a 3 percent drop in loss incidents and a 16 percent drop in near loss incidents in 2015.
"We have gotten much better at learning from our past and sharing those lessons moving forward," Beauvais said. "The Injury Risk Forecast reports and other tools are being shared across TAPS and supervisors are discussing them with their teams."
In addition, Alyeska develops other tools and processes that help staff think about their work and safety, which leads to safer performance. SPSAs are now part of everyday TAPS culture while JLAs are used to document the steps, hazards and mitigations of hazards involved with completing a job. These help staff visualize the work and dangers ahead before beginning a task. LPOs take place when someone observes and records the work of another person performing a task. Afterwards, the two discuss what went right and if any steps of the work plan were deviated from or skipped. This adds a layer of assurance and enhances procedures and safety.
"The sharing of information is so valuable and our teams have a great willingness to share lessons learned," Hanson said. "It also goes beyond data analysis. Workers are talking about safety and hazards every day."
Beauvais added, "TAPS-wide, there was a significant increase in staff using these proactive tools that has led to a decrease in incidents, especially in the field. People have really upped their game of using safety data and communicating it with one another."
PROGRESS, PRIDE CARRIES WORKFORCE INTO 2016
Alyeska and TAPS are within reach of another significant safety milestone. Both of 2015's serious injuries occurred in February, which means that Alyeska and TAPS workers are less than six weeks away from a full year without a serious injury.
"With this kind of safety performance comes some real positive momentum," Beauvais said. "Everyone pays attention to every step and there's a keen focus on every task. And we all continue to ask, 'How do we get better?' There's always more to learn and more to share. That's where we are headed in 2016."
Hanson added, "Success breeds more success. We've proven that we can achieve zero recordables, we just haven't pulled it off for an entire year yet. We need to continue along the path we're on, stay focused and keep looking out for each other."
2015: A year in review
2015 was an incredibly successful year in many ways for Alyeska Pipeline Service Company and TAPS.
In 2015, TAPS total throughput was 185,582,715 barrels, down just one percent from 187,406,088 in 2014. North Slope production averaged 508,446 barrels per day, which was also down around 1 percent from 2014 (513,441). In five of the last six months of 2015, production was higher than the same months in 2014. In fact, the two highest production months in 2015 were November and December.
TAPS staff worked 5.9 million hours in many capacities and scored its best safety performance on record. Alyeska was also honored by being named one of the world's most ethical companies for the fourth consecutive year. TAPS staff worked equally hard in our communities, raising hundreds of thousands of dollars and volunteering hundreds of hours to Alaska nonprofits.
Getting to know the Glennallen Response Base
The Glennallen Response Base (GRB) is located in Alaska's Interior, a little over 100 miles north of Valdez. Originally designated as Pump Station 11, the facility was constructed as a response and maintenance base after it was decided that another pump station wasn't necessary. Now, a small Alyeska team, supported by a focused and energetic Ahtna baseline crew, coordinates and carries out maintenance and prevention activities along the pipeline right of way, while maintaining a constant state of oil spill response readiness. Their accountable area stretches from south of Paxson all the way to the gate of the Valdez Marine Terminal.
"I wake up in the morning and my first priorities are the safety of our team and spill response preparedness," said GRB Supervisor Jeff Streit, a TAPS veteran who traces his work history back to construction. "This area, we have it all. Mountains, fault lines, and the rivers and streams, many of which drain directly into the Copper River. I think it's some of the most challenging and complex geography on TAPS."
Streit works hand in hand with Larry Huelskoetter, the Ahtna Superintendent and longtime Copper River basin resident.
"The (Ahtna) crews are skillful," said Huelskoetter. "They go out into the elements at do important work safely. These individuals are connected to the area and it shows."
The team uses a variety of tools and vehicles to accomplish their work, from airboats to tuckers, which provide access to remote areas of TAPS in the winter time. They also maintain staged equipment in locations along TAPS, which can be deployed to protect sensitive areas in the event of a spill.
"At the end of the day, our job is to make sure every inch of pipe is sound," said Streit.
"And every inch of our employees is sound, too," added Huelskoetter.
In-line inspection tool travels TAPS in data collection project
Alyeska recently completed a successful in-line inspection (ILI) tool run of mainline from Pump Station 9 to the Valdez Marine Terminal. The run covered the final segment of a three-phase project that collected TAPS mainline integrity data. The first two ILI runs were completed in March and April: the first traveled 144 miles from Pump Station 1 to Pump Station 4; the second traveled 405 miles from Pump Station 4 to Pump Station 9.
The ILI tool (smart pig) started its third run when it was launched from PS 9 on October 21; it arrived at the Terminal, 251 miles away, on October 27. On October 30, Alyeska’s System Integrity team reviewed preliminary downloaded data, which indicated high quality data collection and a successful ILI tool run.
"It took a lot of innovative solutions to achieve these results," explained Leo Ramirez, Alyeska Pipeline System Integrity Manager. "It has been difficult to collect high quality integrity data in this segment due to operational challenges with declining throughput causing more slackline areas and increased wax buildup. We are all very proud and pleased with the teamwork dynamic that occurred during this project. The execution was flawless."
Alyeska completes ILI pig runs of TAPS every three years. Smart pigs can collect an assortment of critical data, including internal and external corrosion, metal loss, mechanical damage, and pipe geometry for detecting deformation and curvature. Since the ILI tool collects large quantities of data, it normally takes about four months for an ILI vendor to process and grade data and issue the final report. System Integrity then completes analysis of the data and identifies any preventative or mitigative actions required to keep the pipeline operating safely.
OVERCOMING PASSES AND WAXES
Project efforts for this year's runs actually began in 2014, involving many groups coordinating the activities and resolving technical requirements.
The work to get the smart pig safely and steadily through TAPS and over steep areas like Atigun Pass and Thompson Pass is complex and challenging. It also is a big job, literally – the pig is nearly 17 feet long, weighs 10,600 pounds, and must travel within specified speeds to accurately collect data (the average ILI tool travel speed with normal oil throughput is about 2 mph).
One of the biggest challenges of ILI runs on TAPS has been maintaining a reasonable and safe speed while descending Atigun Pass and Thompson Pass. If the ILI tool goes too fast, its data collection can be degraded or incomplete. A slackline in a steep stretch of pipe can also cause high speeds for the ILI tool. A pig traveling too quickly down a steep pass can create a pressure wave at splash-down, which increases risk and safety concerns. Previous high speed excursions exceeding the ILI tool’s specifications at Thompson Pass and Atigun Pass resulted in uncollected data and damaged tool components.
To conquer this challenge, a 3,000-foot slackline area of pipe in Thompson Pass was filled with as much oil as possible when the tool passed through that area. Increasing the slack interface was accomplished by raising backpressure from the Terminal, using stockpiled oil from pump station tanks to increase throughput to 984,000 barrels for a few hours and injecting drag reducing agent (DRA) at several locations (MP 238 DRA site, PS 7, PS 9 and a temporary site at Remote Gate Valve 96).
Initial modeling and simulation work was done in advance by the Technical Studies Team (Appraise Engineering) to prove the capability; Operations Engineering completed further extensive modeling and refinement while OCC performed simulations. A field practice run was completed one week before the actual ILI run to refine procedures, tune-up safety systems, and verify the DRA performance so that any increase in pipeline operating pressure was safely managed.
The live ILI run at Thompson Pass was successful as the tool reached a top speed of approximately 22 mph in an area where speeds in excess of 70 mph had been recorded in past runs. The ILI tool was able to collect integrity data where it had not been possible in the past.
"All the safeguards that were put into place for Thompson Pass tight-lining worked extremely well," said Ramirez.
Another significant challenge to collecting data from ILI tool runs is wax debris in the pipeline. The ILI tool's sensors that measure the pipe wall conditions need to be in direct contact with the wall. Wax creates a barrier between the two, reducing the reliability of measurements.
The final run called for progressive cleaning beyond what is used during normal operations. The cleaning process began in September with pig runs every four days from Pump Station 9 and by using various cleaning pigs (discs, brushes and scrapers), configurations and aggressiveness. When the ILI tool was removed from the pig receiver at the Terminal, it was extremely clean. In past runs, traces of wax had collected on the tool sensors.
System Integrity is still evaluating the ILI results of April's Segment 2 (Pump Station 4 to 9) run. Preliminary analysis of ILI results indicate possible degraded data for certain areas which was caused by sensor lift-off from wax debris. If the evaluation concludes that data collection is unacceptable in these lift-off areas, an ILI tool rerun through this segment will be considered in 2016.
The project (X515 Mainline Integrity Program) truly embodies taking a system view of TAPS. Many Alyeska departments collaborated on this project, including Engineering; Projects & Projects Controls; Pipeline Operations and Maintenance, as well as Pump Stations 1, 4, 5, 7, 9 and GRB O&Ms; ROW Maintenance; Pipeline Maintenance Support (pipeline coordinators); Oil Movements (OCC, Operations and Automation Engineering); VMT Operations; Supply Chain Management; and System Integrity. TAPS contractors involved in the project included Baker Hughes Incorporated, Coffman Engineering and HCC Baseline.
Major milestone achieved with forward flow at Pump Station 1
The recent opening of the discharge valve at Pump Station 1 marked the forward flow of crude oil through the station's new Electrification and Automation pumps, a significant achievement in the ongoing push to update the pumping systems on the Trans Alaska Pipeline System. Forward flow commenced at 7:29 a.m. Thursday, October 15, when the Pump Station 1 discharge valve began to open. The valve was slowly opened to allow the legacy pumps to continue operating while the new mainline pumps came online. The valve was fully open at 8:06 a.m. and flow through the mainline pumps occurred at 8:14 a.m. as the legacy pumps idled.
Now, teams are conducting additional testing, including monitoring and tuning the control and performance of the new pumps under live operating conditions. Crews will also analyze the capability and reliability of the new power generation and variable frequency drives for the new pumps. Operations will shift back to the legacy pumps if needed to support performance testing and ensure safe operations through the test period.
Significant steps to complete E&A at Pump Station 1 remain, including bringing the 5 MW generator online and testing its capabilities, and cutover of the Scraper Building valves, the legacy buildings' HVAC systems, and the gas detection system in the Booster Pump Building.
"I want to thank the many people who have played a role and who have brought us this far and will continue their involvement until Pump Station 1 meets the criteria for full operational acceptance," said Tom Barrett, Alyeska President. "It's a terrific example of professionalism, innovation and teamwork on TAPS."
Work associated with the E&A project launched in 2001. The project has two primary goals: reduce physical infrastructure and simplify operations and maintenance. E&A pumps are operational at TAPS' three other active pump stations, Pump Stations 3, 4 and 9.
Mulitiple drivers influenced the E&A project. The new pumps are right-sized to today's throughput levels, whereas the legacy systems were intended to move higher volumes. The E&A pumps are scalable too, and can adjust more nimbly to increases and decreases in throughput. Overall, the new system will provide a more cost effective crude oil transportation system and will allow Alyeska to better support future North Slope exploration and production.
The automation portion of the project allows Alyeska to remotely control pipeline operations from the Operations Control Center in Anchorage. A major part of the upgrade involved an installation of an advanced supervisory control and data acquisition SCADA system. The E&A SCADA system allows pipeline controllers and technicians to monitor line-wide pipeline pressures, flow rates, temperatures, tank levels and pipeline valves.
RGV-40 replacement a fast-moving, fine-tuned orchestra
Replacing a remote gate valve (RGV) is a rare occurrence and an extraordinary project on TAPS. RGVs are placed at regular intervals along the pipeline to isolate flow and limit the release of oil to the environment in the event of a pipeline leak. These massive and critically important valves are replaced when they exceed Alyeska’s strict criteria for leak-through. Leak-through doesn’t mean the valve is creating a leak outside the pipe; instead, an unacceptable amount of oil is passing by when the valve is closed within the pipeline.
RGV-40, located less than a mile from the confluence of the Hammond and Koyukuk rivers north of Pump Station 5 and Coldfoot, had exceeded its leak-through criteria according to high TAPS standards. Crews replaced it during a 36-hour TAPS shutdown on August 21-22.
Julia Redington and Patrick Raapana know the process well. As an Alyeska portfolio project manager, Redington has worked on many TAPS mechanical projects, including challenging mainline bypass projects and shutdown turnaround work. A longtime pipefitter for Alyeska before moving to Hawk Consulting as a construction manager, Raapana said he has been involved in many of the valve replacements in TAPS history: five RGV replacements, a check valve replacement and a check valve repair.
The pair led the RGV-40 replacement. They explained that valve replacements usually involve many months of engineering and designing, as well as months of planning and staging, moving thousands of pounds of material, dozens of workers from various trades, a tight shutdown work schedule, and a worksite in a remote setting. Raapana called the work an "orchestra" and noted that "every replacement is a little different."
The RGV-40 team started arriving at the jobsite on June 19 for prep work and staging. After spending a few weeks with pipefitters and welders in Fairbanks, the new, 61,000-pound valve and around 30 feet of pipe it was to be installed in, arrived too. On shutdown kickoff day, August 21, nearly 50 workers were on-hand.
"The planning and pre-work goes on for weeks," explained Raapana. "The more preparation before a shutdown, the better you’ll perform."
Upon shutdown, the orchestra began. Stopples were placed to plug the mainline, oil was drained – about 340 barrels from 151 feet of pipe that contained the valve – into nearby tankers; energy isolation took place; around 30 feet of that pipe with the valve in the middle was cut and removed by a 300-ton crane.
The new stretch of replacement pipe and new valve were then swung into place and welders began connecting that pipe to the open north and south ends of TAPS. After five hours of welding, three hours of x-raying the welds, and one repair, crews went to Coldfoot to eat and rest for the night.
The next morning, crews introduced oil to the new stretch of pipe and equalized the new section to line pressure before retracting the stopples and completing the shutdown work. The complex work was wrapped up well before the end of the 36-hour shutdown.
"It was one pipeline again," Raapana said.
Redington added, "It's amazing what a team can deliver when we all pull together. Everyone was prepared and engaged. It was an excellent execution of work."