Business and Industry Connection Magazine - May 2017

B U S I N E S S & I N D U S T R Y C O N N E C T I O N
M A G A Z I N E
BICMagazine.com
THE BROCK GROUP:
PROVIDING SOLUTIONS
Centered on a culture of safety and continuous
improvement, Brock delivers capital project,
maintenance and turnaround solutions that align with
customer success metrics and consistently drive results.
TWS BULLDOGS ‘EXCEPTIONAL’ AT
PIPING, TURNAROUNDS
Turnaround Welding Services’ world-class welders
deliver safer, more cost-efficient projects from 10 to 2
million man-hours. With a desire to tackle challenges,
TWS’ highly experienced workforce enjoys taking on
projects others turn away.
FEATURES
Paul Moore, Hexion’s Lakeland site dedicated
to excellence
Operational excellence: Improving in the bottom
of the curve
Control, innovation, sustainability keys to
future growth
Improving turnarounds through improved meetings
FSA enlightening industry about fluid sealing
How industry leaders can influence
‘the energy conversation’
Achieving, maintaining global product consistency
Improving operational reliability with Process
Safety Management
Managing maintenance in economically
challenging times
Permian, population growth point to
optimistic future
A Alliance Publication
See Page 13
May 2017

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Features
Departments
8 From the Publisher
10 BIC Attends
38 New Products & Services
61 Turnaround Management Knowledge Update
68 Sustainable Safety Excellence
70 NISTM Tank Spotlight
71 Contractor’s Corner
100 Effective Leadership
104 Playing It Safe
128 Supplier News
136 Off-The-Job Safety
140 Inspiration for Industry
143 BIC Alliance Member Listings
151 Life Lessons
154 Event Listings
156 Mergers & Acquisitions Marketplace
158 Career Corner
159 People Going Places
162 Classifieds
B U S I N E S S & I N D U S T R Y C O N N E C T I O N
M A G A Z I N E
THE BROCK GROUP:
PROVIDING SOLUTIONS
Centered on a culture of safety and
continuous improvement, Brock deliv-
ers capital project, maintenance and
turnaround solutions that align with
customer success metrics and con-
sistently drive results.
TWS BULLDOGS
‘EXCEPTIONAL’ AT
PIPING, TURNAROUNDS
Turnaround Welding Services’ world-
class welders deliver safer, more
cost-efficient projects from 10 to 2
million man-hours. With a desire to
tackle challenges, TWS’ highly expe-
rienced workforce enjoys taking on
projects others turn away.
May 2017 Vol. 34 No. 4
BICMagazine.com
12 Operational excellence: Improving in the bottom of the curve
16 The Talent Pipeline
17 FSA enlightening industry about fluid sealing
26 Creating a blast resistance plan after a hazard analysis
32 Preventing heat-related incidents
34 ConocoPhillips’ Lance: ‘There is light at the end of the tunnel’
36 How industry leaders can influence ‘the energy conversation’
51 Chevron: Permian, population growth point to optimistic future
63 ‘The future ain’t what it used to be’ at EPA
64 Achieving, maintaining global product consistency
66 New expectations with hands-free machining
76 Improving operational reliability with Process Safety Management
79 National presence lowers costs in heavy-haul logistics projects
81 Permian Basin production ‘a family affair’ for Sheffields
98 Safety, savings add up fast with quality offshore access
102 Managing maintenance in economically challenging times
103 Growth strategy: Organic, acquisitive approaches
105 Approved equipment selection creates reliability
111 Is reusing studs really a best practice?
124 Hazardous area classification using API 500
138 Confidence remains high in the Gulf
139 Temporary turnarounds call for temporary fabric structures
157 How to get an M&A deal done
161 Interview advice: How to prepare for and ace your interview
Special Features
Control, innovation,
sustainability keys
to future growth
9
Paul Moore,
Hexion’s Lakeland
site dedicated to
excellence
11
Executive Profile:
Matt Hebert of
Ecoserv
22
Executive Profile:
Doug Ingram of
Benko Products
77
Executive Profile:
Aaron Knape
of Dynamic Air
Shelters
82
TABLE OF CONTENTS
Cover Story
Back Cover Story
13
18

CEO/FOUNDER Earl B. Heard
earlheard@bicalliance.com
PRESIDENT/COO Thomas Brinsko
tbrinsko@bicalliance.com
VICE PRESIDENT Jeremy Osterberger
jeremy@bicalliance.com
MAGAZINE PRODUCTION
ASSOCIATE PUBLISHER Heather Cavalier
heather@bicalliance.com
EDITORIAL DIRECTOR Kaye Benham
kaye@bicalliance.com
SENIOR EDITOR Andrew White
andrew@bicalliance.com
ASSOCIATE EDITORS
Dylan Krieger
dylan@bicalliance.com
GRAPHIC DESIGNER Blair Thompson
blair@bicalliance.com
ADVERTISING SALES
ACCOUNT EXECUTIVES
Tom Derrah
tderrah@bicalliance.com
Mark Hertzog
mhertzog@bicalliance.com
ALLIANCE MEMBER SERVICES REPRESENTATIVES
Greg Miller
greg@bicalliance.com
Amber Turner
amber@bicalliance.com
ADMINISTRATION
CHIEF FINANCIAL OFFICER Theresa Kennedy
tkennedy@bicalliance.com
CONTRACT ADMINISTRATOR Kaley Christy
kaley@bicalliance.com
SENIOR CIRCULATION SPECIALIST Nona Smith
nona@bicalliance.com
ASSISTANTS
Melissa Freeman
DIGITAL
DIGITAL MEDIA SPECIALIST Coleman Ashworth
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Copyright 2017. All rights reserved. Reproduction of feature articles must
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M A G A Z I N E
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Dear friends, welcome to our May 2017
issue of BIC — your Business &
Industry Connection.
Like a lot of the companies that read
BIC and our partner companies in BIC
Alliance, we’ve enjoyed a renaissance
of sorts recently. We’ve enjoyed some
great successes with our publication, both
print and digital, with record levels of
web traffic and readership. Our consult-
ing companies, BIC Recruiting and IVS
Investment Banking, are also both enjoy-
ing tremendous year-over-year growth. I
have been with BIC 18 years now, and
though I have poured my best efforts and
ideas into the company, a majority of the
credit for our success lies with others.
Indeed, God has blessed our busi-
ness, and many people have had a hand
in building our company. As you hold
our biggest issue of the year in your
hands, I’m so thankful and humbled by
the support, teamwork and friendship
of our incredible staff, suppliers, former
employees, our BIC Alliance members
and you, our readers. Without the able
assistance of many others, I know Earl
and I would not be able to accomplish
a fraction of what has come to pass and,
more importantly, what is to come.
My partner Earl’s first book, printed
10 years ago, is titled, “It’s What We
Do Together that Counts.” That title is
directly related to our success and to BIC
Alliance’s mission to connect people in
business and energy with one another for
the betterment of all.
In reaching that mission, our goal is to
establish a community by connecting folks
across a wide range of departments and
job titles. Whether you’re working in an
industrial facility, an offshore drilling rig, a
paper mill or a power plant, whether you’re
a top executive or working on the rig floor,
BIC Alliance has something for you.
There are many benefits to estab-
lishing community with our peers in the
workplace. First, establishing community
will help you have fun and accelerate
your growth. It’s no secret people who are
happier tend to work harder for each other
and their companies. Also, think about
some of the business opportunities you’ve
enjoyed or knowledge you’ve gained
through networking and referrals. How
dreary and difficult would the acquisition
of the knowledge and/or opportunity have
been without the aid of others?
Second, being part of a community
affords you counsel. It is often said two
heads are better than one. How many mis-
takes could be avoided by seeking wise
council of those in our community?
Third, community gives you support.
Being able to rejoice in another’s suc-
cess or mourn for another’s loss is a key
component of our humanity. God Himself
said, “It is not good for man to be alone.”
We’re also all interested in learning
more about one another. At BIC, we want
to help folks share best practices, estab-
lish and maintain a safe workplace and a
clean environment, and learn how to be
successful on the job and off. Our compa-
ny enjoys offering publications that help
our readers achieve those goals.
I believe success isn’t much about finan-
cial prosperity; to me, success is about
peace, joy and happiness in your personal
life. Without loving, committed relationships
with family, friends, peers and co-workers,
financial success means nothing.
In keeping with our goal of estab-
lishing community, thanks to all who
attended our crawfish boil last month. We
had over 800 people there and combined
lots of jovial comradery with business
networking. Similarly, we will be hosting
another networking event Tuesday, May
23 in New Orleans, in conjunction with
the AFPM Reliability & Maintenance
Conference. Several of our BIC Alliance
members will be co-hosting the event
with us, including Airgas®
On-Site
Safety Services, Carboline Co., Dynamic
Air Shelters, Evergreen Industrial
Services, Excel Group, Herc Rentals,
Safway®
Group, Specialty Welding
and Turnarounds (SWAT), Technofink,
Titan Liner, TNT Crane & Rigging and
Visionary Industrial Insulation/ESLIN™.
We are expecting a great function and a
turnout of several hundred folks. Please
contact me or one of the co-hosts if you
will be at the conference and would like
to come to the mixer.
In this issue of BIC, we hope you will
find plenty of insight to inspire you, as we
feature interviews with Paul Moore, site
leader, Hexion Inc.’s Lakeland, Florida,
site; Henri Azibert, technical director,
Fluid Sealing Association; Doug Ingram,
general manager, Benko Products; Aaron
Knape, president, Dynamic Air Shelters;
and Matt Hebert, director of Industrial
Services, Ecoserv.
We also bring you the latest on a variety
of industry topics, including operational
excellence, sustainability, improving turn-
arounds, improving operational reliability,
managing maintenance and more.
Also with this issue, we celebrate our
largest IVS Investment Banking connec-
tion since we launched the division 20
years ago.
Thank you for reading BIC, and we
hope to see you at an upcoming industry
event. If I can ever help you, please email
me at tbrinsko@bicalliance.com.
Blessings,
Kaye,
Thanks again for the immediate turn-
around on securing three more cop-
ies of your most recent “U.S. Refinery
Capacity” map. We reference them
often. The Air Products Express
Services (APEX) team looks forward
to the updated October 2017 edition.
Your products are a valuable resource
to everyone who services the refinery
industry.
Shane Patton
Air Products Express Services (APEX)
Account Manager — South Region
Thomas,
BIC is No. 1 — a top-notch company
that has helped a lot of people!
Ed Ruzicka
Sales Representative
Texas Technical & Instrumentation
BIC MAILPlease send emails to kaye@bicalliance.com.
It’s what we do together that counts
FROM THE PUBLISHER
tbrinsko@bicalliance.com
It’s no secret people who
are happier tend to work
harder for each other and
their companies.
Without loving, committed
relationships with family,
friends, peers and
co-workers, financial
success means nothing.

Control, innovation, sustainability
keys to future growth
PROFILES IN INDUSTRY
Leaders of the petrochemical industry
got down to brass tacks in a recent
discussion about advantages and invest-
ment opportunities that lend themselves
to building a foundation for profitable
growth despite the unpredictability of an
uncertain market.
Bob Patel, CEO and management
board chairman at LyondellBasell, said
ethylene is “foundational” in terms of
thinking about investment.
“The wave of crackers that are about
to start up here in the United States were
envisioned when shale gas was real-
ly coming to life and ethane was very
advantaged,” he said, addressing dele-
gates to the recent World Petrochemical
Conference in Houston.
Patel characterized the change in peak
shale between 2014 and 2016 as “remark-
able,” considering the curve has gotten a
bit flatter.
“Now, the United States still enjoys
advantage, but if you think about the amount
of uncertainty that this range of outcomes
presents, then I think scenario planning is
really important,” he said. “In fact, if we
look at very recent history, meaning the
middle of the first quarter, naphtha actually
has been equal to or even favored to ethane
in the United States, because co-product
prices have gone up so much.”
Patel believes this necessitates thinking
about a range of outcomes.
“Capital costs are really important,” he
added. “And they’ve gone up here in the
United States as a result of all the construc-
tion that has happened.”
Patel pointed to recent steady organic
growth, including eight major expansion
projects completed since 2012. The proj-
ects represent a 20-percent increase in U.S.
capacity, with a potential EBITDA (earn-
ings before interest, tax, depreciation and
amortization) of $500 million-$700 million
per year.
Although the business environment
drives investment decisions, Patel noted
other considerations include oil-to-gas ratio,
ethane relative to naphtha, co-product pric-
es, capital costs, export capacity and supply
chain feasibility.
“When we think about returns, we have
to put capital costs against the variety of
scenarios surrounding the cost curve itself
to see to what degree there will be an advan-
tage. ‘Can I earn a return?’” Patel said. “So
scenario planning is very important, at least
in our minds, when we think about invest-
ment in future organic growth.”
Control issues
According to Patel, building a healthy
and successful foundation for the future also
requires “controlling the controllables” by
relentlessly focusing on a number of factors,
including health, safety and environmental
performance; cost management; and opera-
tional excellence.
“We compete in a commodity-cyclical
business, so watching our costs at every
part of the cycle is very important,” he
said. “Good cost discipline affords you the
opportunity, I think, to invest through cycles
and to gain momentum as these cycles come
and go. But things like oil price, ethane
price, general global supply and demand
— those are things that we don’t control
day-to-day.”
The things that can be controlled very
directly, he said, are directly related to a
company’s own performance.
Actively concentrating on custom-
er orientation and satisfaction is another
essential “controllable,” Patel said, citing
LyondellBasell’s new polyethylene plant as
a prime example of that controllable.
“This technology will be able to deliv-
er more innovative polyethylenes, which
will quite possibly allow our customers to
‘lightweight’ their products and consume
less polyethylene per unit of output,” he
said. “Things have changed in a year.
Perhaps the outcome is not as dire as we
thought a year ago.”
On the demand side, polyolefin
demand continues to grow at 4-5 percent
per year, led by the emerging middle class
in places like China, India and other parts
of the world, Patel said.
“And because of polyethylene and, to
an extent, polypropylene’s non-durable
nature — meaning more everyday use
applications — we think these growth
rates are incredibly resilient in a variety
of economic scenarios,” he said.
In the last quarter-century, 2008 was
the only year in which demand actually
declined, Patel noted. Most would agree,
he added, the anomaly of 2008 brought
“an unusual and a very deep” economic
downturn.
“This pattern of stability and increase
inspires conviction on the demand side. As
the middle class emerges and when growing
economies and mature economies grow
at slower rates, the demand will be there,”
Patel said optimistically. “The question is,
where do we put the supply? And what is the
best place to earn acceptable returns?”
Thinking outside the planetary box
BASF Corp. Chairman and CEO Wayne
Smith observed an increasing population
expected to reach 10 billion people in 2050
brings with it “an increasing demand for
clean water, more energy, better nutrition,
more food and the continuing drive for
urbanization.”
Smith is confident chemistry will con-
tinue to be the “key enabler” in responding
to these global challenges by providing spe-
cialty chemicals and functional solutions for
current and future needs.
“And in the background, there’s this
societal expectation that the general stan-
dard of living of people around the world
will continue to increase,” he added. “With
this, we are challenged to find sustainable
solutions and innovative new materials.
“If you look at many of the solutions and
many of the potential ideas that are being
worked on to attack these areas, there’s
almost always some component of chem-
istry involved. It’s a tremendous opportu-
nity for specialty chemicals, new advanced
materials and functional solutions to pro-
vide sustainable ideas for the future.”
In terms of mobility alone, Smith high-
lighted the contribution of chemistry and
how the automobile industry depends on the
petrochemical industry. Steel, glass, plas-
tics, elastomers, rubber, adhesives, sealants,
engine coolants, lubricants and oils, brake
fluid, battery materials, coatings, fibers
and textiles are just a few of the chemical
components essential to the manufacturing
of vehicles.
Smith referred to projects currently
underway on the U.S. Space Station, includ-
ing plant-based agricultural experiments
accepted by NASA’s educational program
that were conceived and designed by three
high school students in Germany.
“They’re specifically looking at plant
cuttings and how they can reproduce in a
microgravity environment,” he explained.
“BASF has a large specialty chemical focus
on the agricultural markets in crop protec-
tion, so we sponsored these students to help
us understand how we can protect crops
against bacterial and fungal disease.”
Admitting this “space story” is not
directly connected to traditional investment
projects like steam crackers or ethanol
plants, Smith said it is undeniable chemistry
plays a key role in the inspiration and even-
tual investment outcomes of these students’
galactic farming experiments.
“Farming is the biggest job on earth,” he
added ironically.
Innovations in chemistry and global
research and development enable innovative
solutions to help tackle the needs of the
farming industry by developing modern
crop protection and plant health solutions,
Smith explained. Specifically, agricultural
IT platforms support farmers in managing
their crops, and biodegradable mulch films
increase crop yields per hectare without
causing soil pollution.
Investing in sustainability
Regarding the industry’s level of focus
on sustainability, Patel said BASF is increas-
ing its focus there as the population and its
ensuing urbanization grow.
“And that’s going to bring its own prob-
lems with it,” he said. “It’s an important
focus area and one that we must not lose
sight of. We’ve got to be very responsible
from the time that we bring the resource out
of the ground until it’s finally used. And in
some cases, through the recycle process, it’s
reused three and four times.”
Patel said sustainability makes good
business sense, though he admitted the
concept of sustainability means “a lot of
different things to a lot of different people.”
“It’s important for the industry to get
our heads around what that means, and then
each company will interpret what that defi-
nition is to them,” he said.
Smith agrees with Patel that focusing on
sustainability is just good business.
“But in many cases, the alternatives that
we have to come up with can’t be more
expensive because the consumer is not yet
willing to pay more for a sustainable solu-
tion,” he said. “But you can see it coming.
The demand is growing, and the attitudes of
the general public are changing.”
The American Chemistry Council, on
which Patel serves as a board officer, has
commissioned a task force to define what
sustainability means.
For ongoing industry updates, visit
BICMagazine.com. •
Wayne Smith, CEO and chairman, BASF
Corp. Photo courtesy of World Petrochemical
Conference 2017 by IHS Markit.
Bob Patel, CEO and management board chairman,
LyondellBasell. Photo courtesy of World Petrochemical
Conference 2017 by IHS Markit.
By: NANCY FORD, Contributing Writer

From left, Dayna Martin of Johns Manville
Industrial Insulation Group, Bubba Bethea of EnPro
Industrial Services and Matt Ball of Johns Manville
visit during NACE CORROSION 2017.
From left, Greg Miller of BIC Alliance, Scott
Simmons of Anchor Point, Shelby Schwem of BIC
Recruiting and Harry Black of Eco-Staff visit during
Hope Golfs, an event at TopGolf Webster benefiting
Anchor Point, a nonprofit organization that provides
services to children and families.
Laurie Tangedahl, center, of BIC Alliance
welcomes Charles Moore, left, and Melissa
Wolkenhauer of PacTec Inc. to the 10th Annual
Industry Appreciation Crawfish Boil & Jambalaya
Dinner in La Porte, Texas.
Earl Heard, founder and CEO of BIC Alliance,
right, visits with Pat Niekamp, founder and publisher
of Texas CEO Magazine, at the 14th annual Texas
ACG Capital Connection in Dallas.
From left, Turner Industries’ Russell Carter,
Gulf Coast Waste Disposal Authority’s Lori Traweek
and BIC Alliance’s Greg Miller catch up during the
Economic Alliance Houston Port Region business
development committee’s April meeting.
Merichem’s Ben Roberts, left, and Brett
Stephen, rear far right, welcome guests from Air
Products and EMSI to Merichem’s hospitality suite
during the AFPM Annual Meeting in San Antonio.
From left, Nathan Conrad of Clean Harbors,
Ziad Jawad of Phillips 66 and Rick Ramirez of
AltairStrickland visit during a break at the AFPM
Annual Meeting in San Antonio.
The Innovative Turnaround Controls team par-
ticipated in their second annual Houston Food Bank
volunteering opportunity and fundraiser, helping
provide 31,047 meals for our community.
From left are Ted Witkowski and Dieter Koerner
of T.A. Cook Consultants, Peter Zeihan and Jeremy
Osterberger of BIC Alliance. Zeihan, author of “The
Accidental Superpower,” spoke during the AFPM
Annual Meeting on the global energy market and its
impact on current geopolitics.
Earl Heard, left, of BIC Alliance visits with Ben
Matthews of Hastings Equity Partners at the 14th
annual Texas ACG Capital Connection in Dallas.
Visiting at Brand Energy & Infrastructure
Services’ 2017 Spring Charity Golf Tournament
in Deer Park, Texas, are, from left, John Sczesny
of MPR Services Inc., Frank Mason of Brand
Energy Solutions, Todd Monette of LyondellBasell
and Jeremy Osterberger of BIC Alliance. This year’s
tournament was held at Battleground Golf Course
and benefited Combat Marine Outdoors.
From left, Cody Bourque of BIC Alliance is wel-
comed to an evening of gumbo and jazz in the New
Orleans French Quarter by event hosts Dee Bryant of
newterra and Steve Fischer of Fischer Equipment.
Excel Modular Scaffold recently held a rib-
bon-cutting ceremony for its new hiring and training
center in Pharr, Texas. The center is located at 2901
North Sugar Road.
From left, Steve Liebhart, Melissa Bentley, John
Fabre and Brad Treuting of Carboline discuss coat-
ings with Jeremy Osterberger of BIC Alliance at
NACE CORROSION 2017.
Roxanne Shank, left, of Clean Harbors and
Jonathan Stevenot of Olympus review NDT products
at NACE CORROSION 2017.
Welcoming attendees to the ABC Construction
& Maintenance Education Foundation’s (CMEF’s)
open house for the Performance Verification Center
for NCCER certification in La Porte, Texas, are, from
left (bottom row), Michael Richter, Cheri Stokely, Kim
Holden, Kristin McAdams, Steven Horten and Donna
Sandlin. From left (top row) are Blair Williamson,
Curtis Brandon and William Fuller.
BIC ATTENDS Visit BICMagazine.com for more event photos!

Hexion Inc. believes leadership begins
with integrity, ethics and environmen-
tally sound operations. This same message
is carried on through its global team — over
4,300 strong — which includes Hexion’s site
leaders. The company’s Lakeland, Florida, site
is led by Paul Moore. Moore is focused on
running a site that not only produces the best
specialty chemicals and per-
formance materials but also
manufactures products in a
safe, ethical and environmen-
tally responsible manner.
The Lakeland site opened
its doors in 1965. It was orig-
inally built to manufacture
flotation amines and defoam-
ers for the fertilizer industry.
Then the site moved on to
making polyester resins for
marine applications. Today,
it manufactures epoxy cur-
ing agents, waterborne epoxy
resins, surfactants and epoxy
resin solutions.
“Over the years, our site
underwent several chang-
es in ownership, as it did
with the products we man-
ufacture,” Moore said. “However, we have
now been under the same ownership since
November 2000.”
Moore earned a bachelor’s degree in chem-
ical engineering and a master’s degree in envi-
ronmental engineering from the University of
South Florida. After college, he was hired by
Mulberry Phosphates Inc. (MPI) as an envi-
ronmental engineer.
“After MPI, I was hired by Hexion as an
environmental engineer at the Lakeland site,”
Moore explained. “I worked in that position for
two years. Then I became the site’s production
engineer, and I was in that position for four
years until I was promoted to production man-
ager. I held that position for nine years.”
Moore has now been Lakeland’s site leader
for almost two years. He is responsible for all
site operations, including safety, production,
budgeting, cost control, maintenance, reliabil-
ity and quality. He also develops and imple-
ments a local strategy that aligns site activities
with business priorities and initiatives.
Important skills needed for
his position
Moore’s role at the Lakeland site is very
involved, and it requires several important
leadership qualities. These include having a
safety-first approach, being a good communi-
cator and being flexible. But Moore explained
it is of the utmost importance to consider safe-
ty first in every aspect of his job.
“From receiving raw materials to batch
processing to packaging, we have developed
a strong safety culture here at Lakeland where
every single associate is empowered to ‘stop
the job’ if there is a safety concern,” Moore
stated. “Safety is ingrained in all of our daily
activities. Every production meeting starts
with safety to ensure any concerns are properly
addressed.
“Communication is also essential so every-
one is marching to the same beat. We try
to communicate as much as
possible through utilizing
quarterly town halls, which
include business updates,
future capital plans, upcom-
ing initiatives, etc.”
With the Lakeland site
being a batch processing
plant that produces over 140
different products, Moore
emphasized flexibility.
“Product demand changes
regularly, so we are always
juggling our production
schedule and manpower
allocation,” he said. “We
remain committed to con-
tinuous improvement in our
manufacturing operations
and safety performance.”
‘Safety-first approach’ = Success
In November of last year, Hexion’s
Lakeland site reached five years without
an OSHA recordable injury. (Prior to the
November 2011 injury, the site had achieved
seven years without an OSHA recordable.) To
what does Moore attribute this success? He
goes back to the “safety-first approach.”
“Everyone on-site has this approach to
his or her job and is empowered to halt a job
if there is a safety concern,” Moore stated.
“We try to instill a strong safety culture into
all associates, including contractors, from the
first day they are brought on-site. We also have
a very mature ‘near-miss’ reporting program.
All near-misses are reported and investigated
in an effort to reduce actual incidents from
occurring. This program has been in place for
more than 17 years now.”
The Lakeland site’s safety team is called
the SWAT team, which stands for “Safety
Works All the Time.” This team is represented
by not only operators but all departments.
“They are a very creative and devot-
ed safety team that develops programs to
promote EHS initiatives,” Moore said. “The
safety team also sponsors three safety days per
year. ‘Safety Day’ is broken up into five ses-
sions, and it is a day when all operations are
shut down, including production, warehousing
and maintenance.
“The SWAT team develops new topics for
each ‘Safety Day,’ so the material is fresh and
doesn’t feel rehashed. We also include guest
speakers to kick off the day, and the topics always
revolve around workplace safety and culture.”
Responsible Care®
This past November, Hexion also achieved
its recertification by the American Chemistry
Council’s (ACC’s) Responsible Care®
Management System, the chemical indus-
try’s world-class environmental, health, safety
and security initiative. Hexion successfully
completed an independent audit of four U.S.
manufacturing sites — one of them being the
Lakeland site — and its headquarters.
“Obtaining Responsible Care recertifica-
tion was very important to the site, since
it demonstrates our commitment to EHS,”
Moore stated. “It also reflects our commitment
to ongoing improvement and open, transparent
reporting.”
According to Moore, the Lakeland site
is in the process of deploying a continu-
ous improvement program that Hexion calls
“Manufacturing Excellence.”
“We are really excited about the upcoming
transformation, because we believe it is going
to help standardize work processes, expand
problem solving at the shop floor level and
increase our productivity,” Moore stated. “The
site will also be undergoing the transition from
ISO 9001:2008 to the ISO 9001:2015 standard
in 2017.”
Helping outside the site
Moore highlighted the Lakeland site
is actively involved with several charitable
organizations. Many of the site’s contribu-
tions to the surrounding communities are
100-percent funded by the site’s associates.
These organizations include:
• Volunteers in Service to the Elderly
(VISTE): Several times a year, the site’s asso-
ciates collect personal care items for VISTE.
These items include toothpaste, deodorant,
shampoo, soap, toilet paper, etc. The site then
delivers the items to VISTE’s office and packs
them into individual personal care boxes so
they can be distributed to the community.
• Christmas Angels: Each December, the
Lakeland site “adopts” five to 10 children.The
site obtains their personal wish lists, purchases
the gifts and wraps the presents. The presents
are then delivered to the Christmas Angels’
office for distribution to the children.
• United Way of Central Florida: Each
year, the Lakeland site conducts a United Way
drive to which the vast majority of its associ-
ates contribute via paycheck deductions.
• Lakeland Fire Department: Annually,
the Lakeland Fire Department utilizes some
of the site’s out-of-service equipment to per-
form training for its personnel, including con-
fined-space rescue and high-angle rescue.
Moore, along with site EHS Leader Bill
Devore, is also a manufacturing representa-
tive on the Central Florida Regional Planning
Council (CFRPC).
“I believe it is important that you develop
strong working relationships with the first
responders in the event they are ever needed,”
Moore explained. “The CFRPC gives us a
chance to interact with other industry leaders
in the community.”
Moore is also heavily involved in the
Lakeland Chamber of Commerce and the
United Safety Council (formerly the Tampa
Area Safety Council).
Hexion and the future
According to Moore, epoxy resins are
the fundamental component of many types
of materials and are often used in the auto-
motive, construction, wind energy, aerospace
and electronics industries due to their superior
adhesion, strength and durability.
“The Lakeland site is well positioned for
future growth based on the positive outlook for
epoxy resins,” Moore stated. “We continue to
invest heavily in automation of our batch pro-
cesses. Automation produces more repeatable
process conditions, resulting in a more con-
sistent product with less variability. Inherently,
automation will increase plant capacity by
reducing batch cycle time and also reduce oper-
ator exposure during sampling activities.” •
Moore, Hexion’s Lakeland site
dedicated to excellence
PROFILES IN INDUSTRY
Paul Moore
Site Leader
Hexion Inc.
Lakeland, Florida, site
By: ANDREW WHITE, Senior Editor
Hexion Inc.
2525 South Combee Road
Lakeland, FL 33801
(863) 669-2500
www.hexion.com
Employees: 37
Products: The Lakeland site produces
a diverse range of product chemistries,
including epoxy curing agents, water-
borne epoxy resins, surfactants and epoxy
resin solutions. A significant portion of
its product portfolio goes into the wind
energy sector for the manufacturing of
wind blades.
Size: 15 acres
Hexion Inc.’s Lakeland, Florida, site
has received the EHS Gold Award — an
internal Hexion award — three of the
past four years. The site has also earned
first place in the Occupational Safety
Contest sponsored by the Tampa Area
Safety Council (now the United Safety
Council) 10 of the past 11 years.

The capital project and maintenance indus-
try has become very good at protecting
people, but we cannot stop at good. We can-
not settle for anything other than zero injuries
and illnesses. Over the years, the safety
and health of our employees has gone from
an afterthought to a priority to an absolute
value. In 1995, just a few years after OSHA’s
Process Safety Management standard was
issued, the American Fuel & Petrochemical
Manufacturers (AFPM) reported total record-
able incident rates of 2.9 and 2.2 for U.S.
refineries and petrochemical plants, respec-
tively. Just 10 years later, those rates had
dropped to 1.1 and .9. Now, with the most
recent data available in 2015, those rates
have fallen to .48 and .49. Fatality, lost time,
restricted and work transfer cases all follow a
similar trend, albeit at a lesser frequency.
This trend extends beyond safety. In all
facets of operational excellence, the low
hanging fruit is gone.Years of focus on quali-
ty and lean principles have driven the industry
to expect top quality provided as efficiently as
possible and zero harm to people or the envi-
ronment. Impressive incident rates, first-pass
quality and lean work practices are no longer
differentiators; they are expectations.
The industry is now in the bottom of a
decades-old improvement curve, where every
incremental improvement is a hard-fought
battle. It is easy for complacency to set in
here. Merriam-Webster defines complacency
as “self-satisfaction, especially when accom-
panied by unawareness of actual dangers or
deficiencies.” Considering this definition, it
is easy to see how organizations can fall prey
to complacency in the bottom of the curve,
but we have to remember that this improve-
ment curve represents people, and people are
still getting hurt. In 2015, AFPM reported
approximately 27,045 days lost, restricted or
transferred. Those 27,045 days affected peo-
ple and their families, and we owe it to them
to continue to improve. Improvement in the
bottom of the curve, though difficult, requires
a shared vision of operational excellence that
uses SMART goals, strategic planning and
accountability to become better every day.
Shared vision for operational
excellence
Everyone must understand that safety
excellence cannot happen without operational
excellence. Organizations rarely achieve safe-
ty excellence without also producing quali-
ty-efficient work products. Organizational
cultures are generally disciplined in all oper-
ational aspects, or they are not. A culture of
caring and respect that places a value on the
safety and health of people should be the
cornerstone of operational excellence, but an
integrated vision of operational excellence
that includes values such as quality and lean
principles should be communicated to the
entire organization.
Individuals fail; teams succeed. Once a
shared vision for operational excellence is
communicated, it must be constantly rein-
forced. Cross-functional roles need to appre-
ciate the benefits of excellence in all aspects
of operations so they can work as a team to
accomplish shared goals with a shared plan
and ultimately share in their accountability.
1. SMART goals: Having Specific,
Measurable, Accepted, Realistic and
Time-based goals is not a groundbreaking
concept; however, having the discipline to
consistently set these goals, plan accord-
ingly and hold the organization accountable
requires dedication. Even properly setting
these goals can be a challenge. Avoid using
lagging indicators as metrics for goals, since
they can adversely affect reporting and your
ability to learn from incidents. There are
many leading indicators that can be used to
drive operational excellence and allow you
to reduce injury and illness rates. Indicators
such as behavioral observations and audits
are frequently used, but less obvious metrics
such as turnover and interventions can also
be valuable.
Identifying the right goals once you
have made steep improvements may require
changing your mindset. Most organizations
have likely been tracking the same metrics for
years. Have they evolved as the organization
improved? Things like individual risk toler-
ance, site cultural assessments, recognition
and management involvement are just a few
examples of next-level ideas that can be iden-
tified and tracked for goal setting. These are
all items that can indicate where attention is
needed before an injury occurs.
2. Strategic planning: Once SMART
goals are established, a strategic plan needs to
be in place to accomplish those goals.A good
strategy will take into account obstacles and
resources. It will also be driven by the overall
vision and goals, not just good ideas. The
strategic plan will ideally be a collaborative
effort, so there will likely be plenty of good
ideas for initiatives and action. All the ideas
circulated during planning should be tested
against the overall goals. If they don’t further
the goals, they should not be incorporated in
the plan. The strategic plan should give direc-
tion, allocate resources, account for barriers
and advance the goals.
Creating a strategic plan is likely some-
thing that you do regularly. Most people
attend at least one annual strategy meeting
where strategic plans are discussed. Again,
as an industry, we have to ask ourselves how
these strategic plans have evolved as the
industry has evolved. As we continue this
evolution toward zero, we have to collaborate
more than ever. We will not reach zero unless
every stakeholder is involved and understands
his or her responsibilities in the strategic plan.
Leaders must engage all stakeholders, owner
facilities should involve their key contractors,
and contractors should get buy-in for their
strategy from their customers.
3. Accountability: In many cases,
accountability is viewed in a negative light,
but it should not be. Proper accountability is
a good thing. It will generally boost morale,
increase self-expectations and eliminate poor
performers. Before any accountability takes
place, expectations must be clearly set. It is
difficult to hold someone to an expectation
that has not been properly communicated and
understood. These expectations should be
based on individual goals and responsibilities
as part of the overall organization goals and
strategic plan.
Accountability in the bottom of the curve
means more than simply holding some-
one accountable for failing to meet a goal.
Accountability is for the organization. If
someone fails to meet a goal, the organization
needs to ask how they might have failed that
person. Did they provide them with the nec-
essary training and information they need to
succeed, or did they set them up for failure?
By “doubling down” on our people with
training and investment, we will continue to
improve and ultimately reach zero injuries
and illnesses.
These are all well-known and simple
steps to improvement, but the hard work is
displayed in the execution. Truly questioning
the status quo in a collaborative environment
that encourages dissention at times can be
uncomfortable for some, but is necessary to
avoid being stuck in the bottom of the curve.
Remember the ‘why’
This pursuit of operational excellence
will ultimately lead us to flawless execution
with zero injuries and illnesses, but only if
we remember the “why.” Every day, people
all over the globe go to work to earn a better
life for themselves and their families. They
are the “why.” The motivation behind all the
visions, goals, plans and accountability has to
be to take care of people. This must be incor-
porated in the pursuit of excellence. Setting
goals with leading indicators that show our
collective culture values the safety and health
of their co-workers above anything is an
absolute necessity to managing improvement
in the bottom of the curve.
To strive for zero injuries, illnesses,
quality defects and productivity losses,
industry members need to be engaged and
bought in. This can be achieved when we
appreciate why we set goals, follow a stra-
tegic plan and hold each other accountable.
Tragically, we still lose colleagues every
year to fatal injuries and illnesses. As an
industry, our resolve to protect people has
to be unwavering. Achieving zero injuries
will require unprecedented collaboration,
planning and execution. Most importantly,
though, achieving zero will require a deep,
lasting respect and care for each other.
When that happens, we will overcome the
bottom of the curve.
For more information, visit www.
brockgroup.com or call (281) 807-8200. •
Operational excellence: Improving in the bottom of the curve
Avoiding complacency
By: WILLIAM GONZALES, Vice President of HSE
The Brock Group
INSIDE INDUSTRY

Over the course of 70 years, Brock
has become a leading provider of
specialty craft services to some of the
largest refineries and facilities in the indus-
try. The company’s dedication and ongoing
commitment to customers, employees and
stakeholders have positioned Brock as an
industry-leading provider of specialty craft
services spanning scaffolding, painting,
insulation, shoring, lead and asbestos abate-
ment, fireproofing, facilities maintenance
and fabrication.
At Brock, providing solutions means
first understanding customer needs and
then tailoring services to safely and con-
sistently deliver value. Brock also focuses
on understanding each company’s business
needs and drivers to align execution plans
and metrics for mutual success. Brock team
members listen to customers to understand
their operating environments, business
models, internal metrics and targets, and
project drivers.
Listening and understanding customer
needs allows Brock to tailor proven pro-
cesses to the specifics of each engagement
and seamlessly integrate with the customer’s
operational needs. By focusing on the cus-
tomer and each project’s success metrics,
the company’s approach cultivates strong
working relationships capable of attaining
greater mutual success.
To consistently achieve project execu-
tion excellence, the entire Brock organiza-
tion shares a common culture of safety and
continuous improvement. Under the ban-
ners of Bsafe and Bbest, each team member
builds on a foundation of respect and caring
with a drive to be “Better Every Day.”
Bsafe culture
At Brock, safety is a fundamental and
immovable principle each member of the
organization is responsible to uphold.
Every employee is a safety leader and
has the duty to report behaviors
and events that create potential
safety risks. Team members are
committed to keeping each site
safe for Brock, its customers
and other contractors by stop-
ping work if potentially hazard-
ous conditions exist. Key to this
effort is the company’s Bsafe
culture, a personal embodiment
of an overall commitment to
safety excellence.
Bsafe means Brock will con-
tinue to engage in safety activities that set
the standard for the industry. Through this
approach, Brock will also maintain strong
safety results that promote achievement
of customers’ project and business goals.
Safety cultures consist of shared beliefs,
practices and attitudes that exist across an
establishment. The Bsafe culture is a cul-
mination of all Brock does to ensure zero
harm in every work environment. Measures
of success include promoting an atmosphere
to create beliefs and attitudes that shape
behaviors, focusing on a positive impact,
and fostering a culture of respect and caring.
“One of our main safety goals at Brock
is advocating and emphasizing our Bsafe
culture of respect and caring in order to
prevent any present or potential hazards,”
said Vice President of Health, Safety and
Environment William Gonzales. “It is
important that every team member take
safety to heart and makes it personal in the
workplace and at home.”
The Bsafe culture brings together all
levels of the organization to work on
common goals that everyone within the
company holds in high value and that
strengthen the organizational culture.
Brock’s Bsafe culture is backed by the
company’s commitment to an incident-
and injury-free environment, and devel-
oping a long-term and sustainable culture
begins with making safety personal. This
commitment involves taking personal
responsibility for site safety, always inter-
vening, taking pride in quality work and
achieving operational excellence. These
guiding principles serve to support every
decision made in the company at all
levels. They are an expectation of perfor-
mance and inherent to what Brock does.
Brock’s safety focus spans all activities,
with particular emphasis on three aspects:
• Interdependence. Bsafe is the foun-
dation of Brock’s safety culture, beginning
with each person’s awareness, vigilance and
acceptance of responsibility for themselves
and those around them.
• Commitment. Focus on safety excel-
lence across all sites and activities, with a
goal that “no one gets hurt.”
• Training. Developing a safety mind-
set requires developing awareness and con-
sistency across the workforce so everyone
knows what’s expected of them and what
they should expect from others.
By focusing on these aspects, Brock
employees are committed to strong safety
performance that meets and exceeds cus-
tomer expectations.
Bbest culture
As part of Brock’s ongoing commitment
to all customers, employees and stakehold-
ers within the organization, Brock empha-
sizes a companywide culture of continuous
improvement.
Bbest is Brock’s culture of seeking the
best possible ways to perform its work.
Bbest brings together planning and account-
ability to ensure best practices go beyond
sharing to become the company’s standard
work across the organization.
Brock’s focus on being “Better Every
Day” is based on the company’s shared val-
ues of respect and caring. Bbest has five key
elements:
• Leading safety performance in the
industry.
• Building a strong team from many
individuals.
• Delivering the same performance
excellence to all customers.
• Creating a solid future for everyone
who works at Brock.
• Profitably growing revenue for all
stakeholders.
For customers, Bbest delivers multiple
benefits, particularly when combined with
Brock’s strong safety culture through Bsafe,
and an approach built on alignment with
each customer’s goals and metrics. Bbest for
customers means:
• Consistency in service delivery across
projects and facilities.
• Continuous improvement in project
and maintenance safety, engagement and
performance.
• Better services and solutions plat-
(Continued on next page)
To consistently achieve project
execution excellence, the entire
Brock organization shares a
common culture of safety and
continuous improvement.

forms based on customer feedback and
market needs.
• Stronger alignment on customer goals
and success metrics.
• Proactive and responsive support
functions for timely resolution of issues.
Bbest is an ever-rising target in the
constant pursuit of the next level of excel-
lence in safe and flawless service delivery,
consistent execution to standards, and
employee engagement and development,
ultimately earning Brock the right to grow
with its customers.
Bbest allows team members to com-
bine the very best ideas, practices and
processes from Brock’s abundant talent
into expectations for how the compa-
ny operates. Brock’s leadership has also
made a commitment that these practices
and ideas will be evaluated, prioritized
and implemented based on value to cus-
tomers, employees and stakeholders.
Across Brock’s regions and business
units, employees are committed to striv-
ing for excellence in how team members
execute work, behave and support each
other, both internally and externally.
Bbest and Bsafe together
Bsafe is Brock’s approach to making
safety personal. As an extension of the
company’s culture of respect and caring,
Bbest is the embodiment of a relentless
pursuit of and overall commitment to
operational excellence. Brock’s pledge
to establishing a Bsafe culture is backed
by a commitment to an incident- and
injury-free environment. Developing a
long-term, sustainable culture begins with
making safety personal, and Brock’s cul-
ture is built on interdependency, with each
employee fully engaged to work safely
and be motivated “so no one gets hurt!”
The Brock standard of caring and
respect defines who Brock is and how
team members operate to achieve excel-
lence in every aspect of business. Bsafe
begins with personal responsibility for
each person’s own safekeeping and
extends to include fellow employees, cus-
tomers, families and communities. Brock
focuses on safety excellence across all
sites and activities with a zero-harm goal.
Each employee is asked to “PAUSE” and
assess last-minute risks to mitigate any
present or potential hazards. Developing
awareness and consistency across sites
and throughout the company’s workforce
reinforces the importance of both Bsafe
and Bbest.
The Brock Bbest business objec-
tives and the values and attitudes of the
Brock Bsafe culture work in conjunction
to achieve the desired results of being
“Better Every Day.” Brock employees
know that following a single path does
not lead to being “Better Every Day.”
These results are only achieved by har-
monizing operational and safety excel-
lence principles.
Research by OSHA demonstrates that
companies with excellent safety records
typically have a culture in which every-
one feels accountable, and that success-
ful organizations have integrated safety
into their work processes so safety isn’t
something additional, but is how the job
is done.
“First-pass quality” and “Zero-harm
worksites” represent two aspects of suc-
cessful execution that may appear oppo-
sitional on the surface, but are, in fact,
key elements of a cohesive approach to
meeting project goals.
Brock’s culture combines:
• Best-in-class quality service.
• Zero-harm worksites.
• Strategic partnerships.
• Respect and caring.
• Continued growth.
• Making safety personal.
Delivering value to customers in
the safest, most effective manner is
Brock’s top priority. New tools, technol-
ogies and techniques can bring positive
change to safety and efficiency, but so
can observations by craft team members
working on-site. Their hands-on exper-
tise can sometimes result in a simple
idea or small change that leads to sig-
nificant results.
At Brock, safety and production work
together to promote an integrated view of
the company’s Bbest and Bsafe culture. By
working together, team members across
the company are able to become “Better
Every Day” using these proven successful
business qualities as a foundation.
Bsafe and Bbest for customers
For the past 70 years, Brock has suc-
cessfully provided customers with the tools
and resources needed to achieve
operational and safety excellence.
The company’s mission is to pro-
vide project solutions by first
understanding customers’ needs
and then safely and consistently
delivering value. Brock accom-
plishes this by hiring and develop-
ing top talent, implementing new
execution concepts and methods,
and executing with standardized
processes and tools.
Brock strives to understand each cus-
tomer’s business needs by delivering solu-
tions that respond directly to customer
needs and success metrics. The company’s
proven tools and processes allow Brock to
meet and exceed expectations. Brock also
focuses on completing each task safely and
successfully the first time, with no rework
necessary. By developing repeatable pro-
cesses and training all team members to a
common standard, Brock delivers reliability
to its customers and stakeholders.
Brock’s Bsafe culture is shared by
each employee, representing a personal
responsibility for everyone associated with
the company, including owner represen-
tatives and other contractors. The many
safety nominations and awards Brock has
received are an indication the organization
is on the right path to operational and
service excellence. These nominations and
awards symbolize Brock’s commitment to
an incident- and injury-free work environ-
ment striving for a zero-harm culture.
Brock’s Bbest culture is an extension of
the company’s culture of respect and caring
and embodies the relentless pursuit and
commitment to providing strong solutions
that are of value to customers. Brock’s
main focus is being the best in the field
through an unrelenting commitment to
excellence and improvement. This allows
Brock to combine the very best ideas,
practices and processes from its abundant
talent into an expectation of how the orga-
nization operates. Bbest drives constant
improvement and a focus on delivering
value consistently for customers.
Combining Brock’s Bsafe and Bbest
cultures provides the company with a
strong foundation from which to serve
customers while continuing to lead the
industry with innovative, valuable solu-
tions. Together, Bsafe and Bbest allow
team members to fulfill Brock’s commit-
ment to becoming “Better Every Day.”
brockgroup.com or call (281) 807-8200. •
(Continued from previous page)
Together, Bsafe and Bbest
allow team members to
fulfill Brock’s commitment to
become “Better Every Day.”

Q: What are your responsibilities?
A: As the director of the U.S. Coast
Guard Auxiliary’s Incident
Management and Preparedness
Directorate, I coordinate the development
of policies and procedures to provide
qualified auxiliary members for Coast
Guard preparedness and incident manage-
ment-related activities. The directorate is
focused on implementation of the incident
command system, supporting contingency
planning efforts, helping with prepared-
ness activities (including exercises) and
ensuring that we have qualified auxiliary
members to send to any response request.
At Marathon Petroleum Corp. (MPC), I
am the corporate Emergency Preparedness
Group’s Transport and Logistics emergen-
cy preparedness coordinator. My responsi-
bilities include assisting in maintaining the
corporate Emergency Preparedness Policy
and Plan, assisting with training and exer-
cising our Corporate Emergency Response
Team, while assessing the overall emergen-
cy preparedness of the corporation.
Q: What led to your position, and
what education does it require?
A: ThedirectorisappointedbytheNational
Commodore of the U.S. Coast Guard
Auxiliary, with concurrence from the U.S.
Coast Guard’s Chief, Auxiliary and Boating
Safety Office.
The position requires experience and train-
ing in the Coast Guard’s Incident Management
and Crisis Response, as well as belief in your
abilities to develop policies and procedures to
respond to the Coast Guard’s request for forces.
I started in the Incident Management
Division of the Operations Directorate and
was later promoted to division chief —
Incident Management. After the responses to
Hurricane Katrina and Deepwater Horizon,
the Incident Management Directorate was
established. I was promoted to deputy director
in 2012 and promoted to director in 2013.
I joined MPC in 2014 as an emergency
preparedness coordinator. My overall emer-
gency preparedness experience and U.S. Coast
Guard experience and training are assets in
my position. My 25 years of experience with
the Coast Guard, primarily in emergency
response, are beneficial in my MPC position.
Q: What has been your proudest
achievement so far in your role?
A: I have several achievements of which
I am most proud, including being one
of the authors of a Coast Guard Incident
Management Handbook and an Incident
Management and Crisis Response publication.
I was also appointed to be the project lead for
one of the National Commodore’s Strategic
Plan Initiatives being used across the auxiliary.
At MPC, my proudest achievement
to date has been when students who have
attended my training come to me during an
exercise or actual response and say, “I get it
now; it makes sense!”
Q: What has surprised you the
most about your job?
A: With 75 years of operations, the U.S.
Coast Guard Auxiliary embraces its
vision to be the best-trained, most valued
maritime volunteer organization in the world.
The ability of our citizens to volunteer their
time and resources in support of the U.S. never
ceases to amaze me.
MPC has a strong level of focus on safety
and emergency preparedness. While the Coast
Guard is very focused on safety, MPC’s artic-
ulation of both is very clear.
Q: What do you enjoy about
your role?
A: I enjoy it all. Seeing the directorate
grow and provide policy and procedure
guidance to auxiliarists in order to support the
Coast Guard in its mission set is amazing. I
have such great staff and support; watching the
directorate and staff grow is what I enjoy most.
I enjoy the interaction with all the organiza-
tions at MPC and being able to share the knowl-
edge and experience I have gained over the years
to others, both in and out of the company. •
The Talent Pipeline
John Ellis, Emergency Preparedness Coordinator, Marathon Petroleum Corp. & Director,
U.S. Coast Guard Auxiliary’s Incident Management and Preparedness Directorate
John Ellis
Emergency Preparedness Coordinator
Marathon Petroleum Corp.
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experience, Azibert is
focused on maintaining an
association that is productive and vibrant,
conducts numerous activities and involves
all its members.
“With any association, the more you
participate, the more you get out of it,”
Azibert explained. “Our mission at the FSA
is to be recognized as the primary source for
technical information and to provide educa-
tion in the fluid sealing area.”
According to Azibert, a main function
of the FSA is to inform the customers of
its members.
“FSA helps customers make
the right decisions when they
purchase products from mem-
bers,” he said. “It’s important for
customers to really understand
what the products do and how
they should be used. In industry,
the consequences of equipment
failure are very, very significant.
Therefore, having an informed
customer that decides on the
right product is crucial to FSA
members.”
FSA also releases numerous
materials to educate and inform
the industry. For example, all divisions
have new or updated handbooks.
“The FSA has just released a com-
plete update of its Expansion Joints
— Piping Technical Handbook,” Azibert
said. “Edition 8.0 is based on the lat-
est experience in research, design and
application of piping expansion joints by
engineers associated with the Expansion
Joint — Piping Division member compa-
nies in FSA.”
FSA has also been conducting webi-
nars and seminars at various locations
and events. On June 19, FSA will con-
duct two training courses in conjunction
with Valve World Americas, which will
be held in Houston.
According to Azibert, FSA has been
very successful at coordinating joint
projects and research with other indus-
try associations such as the Hydraulic
Institute, the Valve Manufacturers
Association and the European Sealing
Association. Fluid sealing is also essen-
tial for reducing emissions, so FSA has
maintained contact with the EPA.
“We’re getting our message across
that seals are essential to the environ-
ment, and people are listening,” Azibert
said. “FSA promotes having a safe, clean
environment for society and a safe work-
place for its members. We are also mon-
itoring the economic, environmental and
social changes that may impact our mem-
bership’s businesses.”
Azibert wants its members to enjoy
the work they’re completing in the FSA,
and he wants to see the association con-
tinue to grow.
“I predict more globalization when it
comes to the fluid sealing industry, and
that will affect the association,” he stat-
ed. “I can see a worldwide fluid sealing
association emerging in the future, and
this would be great for the industry.”
For more information, visit www.flu
idsealing.com or call (610) 971-4850. •
FSA enlightening industry about fluid sealing
By: ANDREW WHITE, Senior Editor
FEATURE
Henri Azibert, technical
director of the Fluid Sealing
Association.

Anotch above others. High productivity.
Flexible and adaptable. Excellent peo-
ple. Exceptionally low weld-rejection rate.
High-quality supervision. Their reputation
precedes them. When they pull up on the
job, everyone knows it is go time.
“The Turnaround Welding Services
‘bulldogs’ have become a breed of their
own. When our contractor competitors see
our tool trailer with the bulldog logo on
the side, it means we are coming in to han-
dle business,” said Alex Castillo, area and
senior project manager.
Turnaround Welding Services (TWS)
has maintained the same leadership team
since its inception in 1999, while the
remainder of the bulldogs have been care-
fully selected over the years. TWS’ exec-
utives keep the team strong by finding
employees through an internal referral
network. Once they make it through the
testing processes, undergo safety training
programs and exemplify their unmatched
skillsets, they then become part of an
esteemed squad of “bulldogs.” Further, all
foremen and supervisors rise through the
ranks, starting in the field and learning
their direction firsthand.
The management team regards the
Turnaround Welding Services’ bulldogs as
the highly qualified and experienced crafts-
men who make the company what it is
today: one of the leading welding services
companies in the country, with offerings
including pipe welding and fabrication;
heater, boiler and reformer repairs and
revamps; converter repairs and revamps;
24-hour emergency response; shop fabrica-
tion; and vessel, tower and exchanger work.
Taking on projects others
turn away
These world-class welders do more than
just weld. They rig, fit and deliver safer,
more cost-efficient projects that require
anywhere from 10 to 2 million man-hours.
With many years of experience and a desire
to tackle challenges, TWS’ highly experi-
enced workforce enjoys taking on projects
others turn away.
Recent back-to-back projects spanned
two years at one petrochemical facility.
The work was part of TWS’ ongoing rela-
tionship with the company. The bulldogs
installed 58,000 feet of pipe and completed
a total of 6,800 severe cycle welds with a
repair rate of less than 1 percent. The proj-
ects were completed on schedule with zero
safety incidents.
There are many more examples of
TWS’ safe, quality-driven and produc-
tive projects that consistently exceed
industry standards.
Four different projects on a recent turn-
around kept the TWS team busy at a large
refinery. The bulldogs completed more than
1,800 welds on alloy piping with zero
repairs. They also demolished and installed
over 6,000 feet of pipe. All work was com-
pleted on time, on budget and with zero
safety incidents.
This type of performance by TWS
saves clients time and money because
it is done right the first time with no
unnecessary do-overs or repairs. The
bulldogs’ skill and professionalism
were on display on another recent
project that exemplifies how well the
TWS team works together — no mat-
ter how many craftsmen it takes to get
the job done.
A 10-man crew started the project,
making critical welds involving chrome,
exotic and high alloy. After five months,
the requests for additional craftsmen began
to build quickly. Before long, the team was
working on entire units and whole systems
rather than just the portions they began on. In
the end, more than 1,100 bulldogs, including
100 foremen and 16 superintendents, were
working on the new construction expansion
project. The results? Just under 1.6 million
weld pass linear inches with a weld rejection
rate of 0.35 percent — and no OSHA record-
ables or lost-time accidents in the nearly 1.9
million man-hours worked.
“TWS’ success on large-scale projects
like this and many others is based on daily
communication, delegating priorities as
they come up and executing them effi-
ciently,” explained Castillo, who has been
with TWS for 12 years. “TWS has pride
in who we are and what we can do. This
makes our team work well together even
during obstacles.
“One of our ‘secret ingredients’ is the
family atmosphere we have become by
working together for so long. There is
always a feeling of pride and accomplish-
ment when another project is completed
safely and on time.”
TWS Project Manager Jose Osegueda,
who has been on the team for 14 years,
agrees.
“Communication, respect and integrity
are part of our culture,” he explained. “Our
leadership stays on top of every job, from
planning to the execution of each project no
matter how big or small it may be.”
In a word? ‘Exceptional’
A project manager at a petrochemical
facility worked with TWS recently on a
yearlong project and commended the com-
pany’s performance.
“TWS is known for their high produc-
tivity and low welding rejection rates,” he
said. “This project had a large turnaround
component that fit TWS’ capability well,
and their relationship with other contrac-
tors provided additional resources for the
project team.”
The bulldogs installed all piping, involv-
ing both alloy and carbon steel, with over
400 piping tie-ins.
“During the outage, work was taken
away from other contractors and given
to TWS based on their performance,”
he explained. “They offer excellent peo-
ple with high-quality supervision. TWS’
superintendent was excellent. He did not
allow unimportant side issues to detract
him from reaching his goal. He kept
things moving in the most efficient man-
ner. And TWS’ employees were a notch
above others.”
Large projects are not without their
challenges and scope changes, and this
one was no exception.
“TWS worked through changes well,”
the project manager said. “There were
several construction changes caused by
late deliveries and changes to the decom-
missioning plan. TWS initially chal-
lenged these changes, but when there was
no other alternative, they adjusted their
plans and worked through the chang-
es efficiently. They provided the right
amount of challenge to changes while
still being flexible and adaptable.”
The results were, in a word, “exceptional.”
“TWS’ weld-rejection rate was excep-
tionally low, and their safety perfor-
mance was exceptional with no lost time
or recordable incidents,” the project
manager said. “TWS is an excellent
provider of piping during projects and
turnarounds. I would definitely use
them again.”
One team, one goal, one result:
Winning
“The top-line supervision and skilled
workers we bring to each job allow us
to stay on top of our game,” Osegueda
said. “We hire high-skills personnel and, as
supervisors, we utilize each person where
they excel the most. We are one team, one
goal and one result, and that is why we
always win!”
Please visit TWS at the AFPM 2017
Reliability & Maintenance Conference and
Exhibition May 23-26, booth no. 625.
turnaroundweldingservices.com or
call (225) 686-7101. •
TWS bulldogs ‘exceptional’ at piping, turnarounds
Turnaround Welding Services
ON THE BACK COVER
S I N C E 1 9 9 9
The Turnaround Welding
Services ‘bulldogs’ have
become a breed of
their own.
During the outage, work
was taken away from
other contractors and
given to TWS based on
their performance.
There is always a feeling
of pride and accomplish-
ment when another
project is completed
safely and on time.
TWS is known for their
high productivity and low
welding rejection rates.

Turnaround Welding Services
“These guys are
doggone good!”
I’m proud to be the mascot for the workers at
Turnaround Welding Services, because they are the
best in the business. Why? It’s because they tackle a
planned outing just like they tackle an emergency.
They put their hearts, their souls, their backs and
their expertise to work and their reputations on the
line…every day.
They don’t just do the big jobs, either. They handle
jobs that may only take ten man-hours as well as
the ones that require over 250,000 man-hours.
Another reason I’m proud to be with Turnaround
Welding is that our guys aren’t spoiled brats. They
are trained to perform multiple tasks. They might
weld, ﬁt and rig the same piece of equipment and
not even ask for a helper to carry their leads.
They’re so good that they don’t have to brag––even
though their weld rejection rate is low and their
productivity is high. And their safety record, well,
it’s about as good as it gets.
Yeah, these guys are good, all right! They deliver
their services with the tenacity of a bulldog––and I
know all about that.
S I N C E 1 9 9 9S I N 9 9 9

Revenew’s in-depth
turnaround, outage,
Improved transparency in
cost and budget calculations
and assessments
Hard-dollar recovery of
prime and subcontractor
overcharges
Real-time audits reveal
detrimental practices and
replace with best practices
Our Performance
Improvement programs
deliver more than just
financial gains.
Contact: Dan Fay
dfay@revenew.net | (281) 884-9867
www.revenew.net
ExxonMobil Chemical to expand
hydrocarbon fluids capacity
MMEX to build $450 million
refinery in Permian Basin
HOUSTON — ExxonMobil Chemical Co.
is expanding the capacity of its global hydro-
carbon fluid assets by more than 250,000 tons
per year at its world-scale petrochemical sites
in Antwerp, Belgium; Baytown, Texas; and
Jurong Island, Singapore.
The capacity expansions will help the
company produce higher volumes of its
Exxsol™ series of differentiated fluids, as
well as a broader portfolio of hydrocarbon
fluids such as Isopar™ and Solvesso™.
“As a leading global supplier of petro-
chemical products, ExxonMobil Chemical
is committed to meeting the growing glob-
al demand for high-performance mod-
ern hydrocarbon fluids,” said Prasanna
Joshi, global fluids marketing manager at
ExxonMobil Chemical Co. “We understand
the strategic importance of developing dif-
ferentiated products that both provide our
customers with customized solutions to meet
their application needs, as well as maximize
shareholder value.”
Demand for hydrocarbon fluids is
increasing globally due to strong growth in
the industrial sector, coupled with the need
to comply with health, safety and environ-
mental regulations such as the Globally
Harmonized System of Classification and
Labeling of Chemicals.
The latest capacity expansions follow a
series of investments made by ExxonMobil
Chemical in Europe and Singapore over the
past two years, including the start-up of an
Isopar production unit at its petrochemi-
cal complex in Fawley, U.K. According to
Joshi, more than 60 percent of the addition-
al hydrocarbon fluid capacity is already on
line, with the remaining amount expected
by early 2019.
“We are especially proud that we have
been able to leverage our integrated, world-
class fluids manufacturing capabilities to
carry out these expansions,” Joshi said.
exxonmobilchemical.com or call
(281) 528-0234. •
AUSTIN,Texas — MMEX Resources Corp.
plans to build a $450 million, 50,000-bpd-ca-
pacity crude oil refinery in the West Texas
Permian Basin, subject to the receipt of
required governmental permits and comple-
tion of required debt and equity financing.
Located 20 miles northeast of Fort
Stockton, Texas, near the Sulfur Junction
spur of the Texas Pacifico Railroad, the 250-
acre facility intends to utilize its connection
to existing railways to export diesel, gasoline,
jet fuels, liquefied petroleum gas and crude
oil to western Mexico and South America.
Once completed, the Pecos County refinery
will be one of the first oil refineries built in
the U.S. in more than 40 years.
Jack W. Hanks, president and CEO of
MMEX Resources Corp., commented, “The
Permian Basin is the largest continuous oil
discovery in America and has experienced
exponential gains in daily production vol-
ume recently. The existing facilities and
pipeline networks are largely unequipped to
handle this growth and are limiting where
products can be transported. By building a
state-of-the-art refinery along the region’s
existing railway infrastructure, we hope to
bring a local and export market for crude
oil and refined products, which will add
substantial job and economic growth to
West Texas.”
MMEX plans to surround the Pecos
County refinery with an additional 250
acres of buffer property and leverage
state-of-the-art emissions technologies to
yield minimal environmental impact. It
also expects to feature closed-in water and
air-cooling systems, which will require very
little local water resources. Construction is
slated to begin in early 2018, following the
permitting process, and the facility is pro-
jected to begin operations in 2019.
The company anticipates the 18-month
construction process will create approxi-
mately 400 jobs in the area during peak
construction, as well as foster a significant
number of indirect jobs and revenue for
companies in catering, workforce housing,
construction, equipment and other industries.
mmexresources.com or call (855)
880-0400. •
NEWS UPDATE NEWS UPDATE

Ecoserv’s Industrial Services division has
been busy continually uncovering new
applications for its robotics and automated
technology in the downstream industry. Matt
Hebert helped form and grow the division and
was recently promoted from business devel-
opment to director of Industrial Services. BIC
Magazine recently visited with Hebert to learn
more about this progression.
Q: What led to your position
at Ecoserv?
A: A good friend of mine, Kenny
DesOrmeaux, founder of Offshore
Cleaning Systems and CEO of Ecoserv, and
I worked together at a very young age. Then
Kenny’s career path went to the upstream side
of the oil and gas industry, and mine went to
the downstream side. We stayed in touch as
best we could while my previous jobs had
me living in California and Houston. Once
I moved back to Louisiana, we were able to
spend more time together. One time, while in
a blind hunting geese, Kenny explained to me
the time and effort he had been putting into
these “robots” to go into tanks and confined
space hazardous vessels, eliminating confined
space entry and offering other benefits. His
excitement was contagious!After a short time,
we realized there was a definite need for this
technology and service in the refining, pet-
rochemical, midstream and other industries.
Since then, we have been growing at a stagger-
ing and exciting pace.
Q: What is the biggest news at
Ecoserv right now?
A: Ecoserv has several business units:
mine, which is Industrial Services —
with remote-operated vehicles (ROVs), robots
and an automated approach — combined with
our environmental and disposal business unit.
So now we are offering our customers turnkey
service with the advantages of a safer and
smarter way to clean tanks and vessels all the
way to profiling the material to be removed,
removing it and disposing of it. I have to say
our customers are really seeing the value of
this bundled service.
Q: Are you looking to grow in
new markets or expand in
current ones?
A: Our menu of environmental services
continues to grow based on information
from our customers. Every division has a
growth and expansion piece to their strategy,
and whether it’s new tooling, services or geo-
graphic locations, I think that it’s part of our
DNA at Ecoserv.
Our technology of ROVs, robots and auto-
mated cleaning tooling — in combination with
our great staff — is eliminating confined space
entries and possibly saving lives. Our trendset-
ting reliable ROVs we design, build and patent
are primarily for aboveground storage tank
cleaning and many other vessels that require
human entry for cleaning and other means. We
are replacing people with machines in hazard-
ous environment, removing people from the
line of fire. As a byproduct, it is efficient and
much less waste is produced. That is a tremen-
dous value and is of interest to management
in refineries; chemical plants; nuclear energy
logistics, whether by rail, ship or barge; clean-
ing; and other industries.
Q: Do you have a favorite quote?
A: Leonard Ravenhill said, “The oppor-
tunity of a lifetime must be seized in the
lifetime of the opportunity.” I would challenge
anyone to keep this quote in mind, not only in
their career but in all facets of their life. If you
do, I can’t assure you great success or riches,
but I promise your life won’t be boring!
Q: How do you maintain a good
work/home life balance?
A: I don’t! Right now, my focus is taking
care of our customers that have ini-
tiatives and direction to minimize confined
space entry and perform work smarter, safer
and more economically. •
A conversation with Matt Hebert
of Ecoserv
EXECUTIVE PROFILE
For more information, visit www.Ecoserv.
net or call (844) 4ECOSERV [432-6737].
Matt Hebert
Director of Industrial Services
Ecoserv

Maxim Crane Works and AmQuip
recently provided crane and lifting ser-
vices for Braskem. Located 20 miles from
Philadelphia, Braskem’s Marcus Hook plant
decided to add a 90,000-gallon pressure vessel
to increase its storage and throughput capabil-
ities on-site. The 120-foot-long by 14-foot-di-
ameter, 200,000-pound vessel would be deliv-
ered to the site on its side due to height
restrictions and permits. Lifting, rolling and
setting the vessel proved a challenging task,
so the Maxim/AmQuip team was brought in
to help determine the safest and most econom-
ical way to set the vessel.
According to an AmQuip crane specialist
Greg Hannold, there were many factors to
consider for a flawless execution.
“There were many challenges to oversee
while conducting this lift,” he said. “For
instance, the final location of the new vessel
was located in a ‘land-locked’area surrounded
by pipe racks, powerlines and four existing
pressure vessels.”
As a safety precaution, it was determined
the load shouldn’t be suspended directly over
the four existing pressure vessels that would
remain in service during the lift. It would
require extensive planning to place the crane
in a location that would allow the aerial
navigation of the load between the in-service
vessels and silos, along with several live
powerlines and an existing building, while
also maintaining safe working distances from
each. Furthermore, the site’s safety require-
ments dictated the lift not exceed 85 per-
cent of the crane’s rated capacity.
Considering all factors, the team chose the
Liebherr LR1400: a 440-ton crawler crane with
a 207-foot main boom and wheeled-ballast
wagon. The crane’s rated capacity in this con-
figuration was 265,000 pounds at a 125-foot
radius, and the total load including all rigging
and deductions was 223,510 pounds. Its heavy-
lift capabilities and versatility made it the best
choice for the installation of the vessel.
A comprehensive lift plan covering all
aspects of the lift was put together and
reviewed several times to ensure a safe
and efficient execution. Once plans were
approved, a double-layer mat pad was engi-
neered and constructed to lower the ground
pressures the crane would exert to an accept-
able level for the site.
“Assembling the crane proved to be the
most challenging task,” Hannold stated.
The crane assembly was done in a congest-
ed area, and it would have to be repositioned
several times during the process. However,
the team managed to assemble and position
the crawler crane. The team also successfully
lifted, rolled and set the 90,000-gallon vessel
safely and efficiently.
“From the beginning, the Maxim/AmQuip
team was optimistic about the plans and chal-
lenges for the Braskem vessel installation,”
Hannold said. “The team worked instrumen-
tally toward designing a comprehensive plan
to coordinate the logistics and engineering that
met the project’s demands.”
maximcrane.com or call (877) 629-5438.•
Maxim installs 90,000-gallon pressure vessel for Braskem
Maxim Crane Works
BUSINESS UPDATE
Maxim utilized a 440-ton crawler crane with a
207-foot main boom and wheeled-ballast wagon to
lift a 90,000-gallon pressure vessel for installation.

Halgo Power is a Dallas-based manufac-
turers’representative company that also
designs, sells and installs complete boiler
systems. Since 1952, the firm has specialized
in turnkey solutions for boilers and burners
for a breadth of industries, including refin-
ing, petrochemical, natural gas processing,
pulp and paper, and industrial institutions,
along with hospitals and universities.
In 2011, Halgo was looking to supple-
ment its offerings by adding a deaerator and
water treatment company to its portfolio
— a natural complement to its existing busi-
ness. For Halgo President Shane Freeman,
there was only one brand with a legacy and
reputation on par with other manufacturers
his company represents. That brand was
COCHRANE by newterra.
COCHRANE by newterra has been a
pioneer in industrial water treatment for
well over a century. Its origins date back to
1863 and the early breakthroughs in boiler
safety of Joseph Harrison Jr. In the follow-
ing years, the influence of David Cochrane
helped propel the company through a series
of innovations, including the hot process
softener and the invention of the cross-flow
deaerator and down-flow deaerator in the
1920s. Later acquisitions of Chicago Heater
and Belco broadened the company’s exper-
tise and significant installed base. Among
those installations are the specialized deaer-
ators that COCHRANE by newterra recent-
ly supplied for the steam plant on the nucle-
ar power deck of the new supercarrier, USS
John F. Kennedy. The company has supplied
deaerators for many ships in the fleet over
the course of an 80-year relationship with
the U.S. Navy.
Today, COCHRANE by newterra con-
tinues its leadership in designing and build-
ing deaerators and a range of other indus-
trial water treatment solutions — from
boiler feedwater and condensate polishing
to blowdown recovery, cooling tower water
and wastewater.
According to newterra Executive Vice
President Dee Bryant, the company’s part-
nership with Halgo Power and other pro-
gressive manufacturers’ representatives
play a vital role in the company’s success.
“Shane and his team at Halgo Power are
truly exceptional partners for our Industrial
business,” said Bryant. “They’ve built
strong relationships in their markets and
have a depth of engineering expertise that
complements the engineering horsepower
we have at newterra, so we collaborate on
projects very effectively.”
Halgo’s Shane Freeman concurred. “For
the design/install portion of our business,
it’s a great fit,” he said. “The same holds
true for larger-scale projects that involve
deaerators in the million-plus pph [pounds
per hour] range, as well as when up or
downstream water treatment is required.
COCHRANE by newterra offers the diver-
sity of solutions our clients need.”
COCHRANE by newterra draws on its
long history by maintaining a digital library
of over a million technical drawings for
systems dating back to the early 1900s. That
resource has played a key role in a project the
company is working on with Halgo Power for
a large Gulf Coast oil and gas refinery.
The facility had a cast-iron deaerator
that was originally installed in 1942. In
2004, new, large, iron-head castings were
manufactured and installed on the 10-foot-
by-20-foot shell. Twelve years later, based
on a close relationship with the refinery,
Halgo Power knew additional updates or
a replacement deaerator were needed. The
company contacted COCHRANE by new-
terra and, together with the client, worked
closely to come up with a cost-effective
solution. Utilizing original drawings from
the digital archives, the two firms rec-
ommended replacement of the deaerator’s
internal components in a new shell that
exactly matched the original. That ensured
it would fit into the existing space at the
refinery and allowed the replacement cast-
iron heads to be utilized.
Modern technology incorporated in the
updated deaerator will provide the required
capacity and reduce the oxygen content in
the boiler feedwater to below industry stan-
dards. “It’s truly a one-of-a-kind solution
that is a win for the client,” said Bryant.
“And it couldn’t have happened without the
blend of expertise of COCHRANE by new-
terra and Halgo Power — and the produc-
tive, collaborative relationship we’ve built.”
cochrane.com or call (800) 420-4056,
or visit www.halgopower.com or call
(469) 368-8900. •
Industrial water partners innovate for clients through teamwork
COCHRANE by newterra and Halgo Power Inc.
BUSINESS UPDATE

Imagine this scenario: The weekly staff
meeting finishes up. You close and pack
up your laptop and start to head back to your
office. You’re feeling some anxiety because
during the meeting, you learned that a new
hazard analysis recently completed in your
facility revealed a newly detected potential
for explosion. There are staff members sta-
tioned in several buildings in the new hazard
area, including a control room, mechanic’s
shop, break room and locker room. In 60
days, you also have a planned maintenance
outage in the same area, which will now
require safe areas for trades people. You
need blast-resistant space, but you have no
idea what’s available, how much you need
and what it will cost, not to mention — you
need it now.
This situation is based in reality and
happens frequently in the oil and gas indus-
try and in chemical manufacturing indus-
tries, which deal with constantly evolving
HS&E, process safety management and
regulatory restrictions.
Although the existence of blast-resis-
tant buildings, or BRBs, is becoming more
widely known, the options and flexibility
of the large, rectangular corrugated steel
buildings is still more unknown. These
buildings create protective envelopes and
have a wide range of interior options to
create spaces that fit into just about any
specification that a traditional stick-built
building can serve.
However, even with very little experi-
ence or knowledge of blast-resistant build-
ings, it is still possible to effectively utilize
BRBs to maintain operations during a cap-
ital project. Here are some great facts that
can help when you start outfitting a blast-re-
sistant space:
• Leased BRBs can be built out to
include hung acoustical ceiling tiles, dry-
wall, overhead florescent lights and carpet-
ing. You can create a comfortable, profes-
sional work space, just like those found in
offices outside of hazardous work zones.
• Lower explosive limit (LEL) and/or
H2
S gas detection alarms, combined with
pressurization and auto-recirculate modes
added to leased BRMs, can meet shelter-in-
place requirements.
• Unlimited, multiple “center” sections
can be merged with a pair of “end” sections
to create high-square-footage space.
• “Quad-Pods,” or stacked units, can be
utilized in constricted areas. Units can be
safely stacked in proportional clusters.
• Units can be leased on a daily rate,
which can be highly beneficial for short
terms or when you don’t know how long
you’ll need the BRB.
• Leased BRBs can be delivered on a
flatbed trailer or a Landoll roll-off trailer
and should have integrated fork pockets
for facilities with appropriately sized fork
trucks. This allows the customer to remain
in control in situations where the unit needs
to be moved after it has been delivered.
• Some companies that sell BRBs will
also provide other turnkey services like
facility siting studies or even logistical plan-
ning support. These
turnaround pack-
ages can include
planning, quoting,
leasing, logistics,
modifications and
even service. Once
hazards have been
identified, they’ll
provide mitigation options. Then, with the
dimensions and space configurations,
they can help you find a cost-effective,
robust layout to maximize that space. If
you don’t want everything left in your
hands, look for a BRB provider that offers
these turnkey services.
• When BRBs are brought in for spe-
cific projects, they can usually be converted
and remain on-site for use during planned
turnarounds. Simply ask the vendor if it
offers this type of flexibility.
For more information about blast-re-
sistant buildings, or to take advantage
of engineering services and develop
a blast resistance plan, visit www.
redguard.com or call (855) REDGUARD
[733-4827] or (316) 554-9000. •
Creating a blast resistance plan after a hazard analysis
By: BRYAN BULLING, Director of Sales
RedGuard
INSIDE INDUSTRY
A blast-resistant building (BRB).

Over the years, the U.S. Environmental
Protection Agency (EPA) has been
actively involved in various flare enforce-
ment initiatives. On June 30, 2014, the
EPA proposed revisions to the National
Emissions Standards for Hazardous Air
Pollutants (NESHAP) for petroleum
refineries to include flare monitoring and
operational requirements and mandate
that flares serving as control devices at
petroleum refineries achieve a minimum
destruction efficiency of not less than 98
percent. The EPA then consolidated those
efforts into a final rule known as 40 CFR
Parts 60 and 63, with a compliance dead-
line of Jan. 31, 2019.
The known shortcomings of current
indirect monitoring methods, combined
with the new EPA standards and dead-
lines, drove the development of a new
flare combustion efficiency (CE) mea-
surement and monitoring method — a
technology that can be used to directly,
autonomously and continuously measure
CE and smoke levels in real time.
This new method for flare monitoring
was first proposed by Zeng, et al. in 2012
and has been proven through a series of
large-scale validation tests. The technol-
ogy, known as video imaging spectro-ra-
diometry (VISR), is a real-time advanced
multi-spectral infrared imager that directly
and remotely monitors flare performance.
VISR provides a high frame rate, high
spectral selectivity and high spatial reso-
lution. In addition to the measurement of
CE, VISR also measures and reports the
level of smoke in the flare flame, day or
night, to provide the flare operator with a
real-time tool to identify and operate at the
“incipient smoking point” for optimized
flare performance.
Zeeco Inc. has developed a patented
new direct flare monitoring system using
VISR named FlareGuardian™ (former-
ly known as FlareSentry). FlareGuardian
eliminates the inaccuracies and delayed
results inherent to indirect flare monitor-
ing. Unlike a passive fourier transform
infrared system, FlareGuardian’s VISR
technology captures all the spectral bands
for each pixel at the same time. The accu-
racy of the VISR technology removes the
need for indirect surrogate parameters such
as combustion zone net heating value and
tip velocity. The FlareGuardian system
can automatically adjust supplemental fuel
additions as well as any assist source (gas,
steam or air) via a closed-loop control
system, lowering costs for supplemental
fuel while maintaining required destruc-
tion efficiency.
FlareGuardian allows operators to
eliminate tedious aiming, data reduction,
and ongoing operation and maintenance
costs associated with other flare monitor-
ing methods, while staying in compliance
with the Refinery Risk and Technology
Review (RTR) rule under 40 CFR 63.670.
Previously, flare operators have been lim-
ited to indirect flare monitoring options
including gas chromatograph, calorimeters,
flare gas flow meters and monitoring, and
steam/air controls. Now, the maintenance
and calibration-free Zeeco FlareGuardian
offers an alternative direct monitoring sys-
tem that eliminates ongoing maintenance
and operational costs.
Cost savings vary depending on the
current indirect monitoring method, but in
many cases operators can save more than 50
percent of the capital, operation and mainte-
nance costs over the life of the equipment.
zeeco.com or call (918) 258-8551. •
Direct, remote flare monitoring system meets RTR requirements
Zeeco Inc.
BUSINESS UPDATE

Huntsman awards Stork
five-year maintenance contract
IRVING, Texas — Stork, Fluor Corp.’s
maintenance, modification and asset integ-
rity segment, has been awarded a five-year
contract by Huntsman International LLC
for maintenance and sustaining small cap-
ital projects at four of its differentiated
chemicals manufacturing sites in Texas.
Fluor booked the undisclosed contract
value in the first quarter of 2017.
“Fluor has worked with Huntsman on
projects around the globe for nearly two
decades, and we are pleased that Stork will
continue that long-term relationship with
this new maintenance work,” said Taco de
Haan, president of Stork.
“Stork is a leader in the maintenance,
modification and asset integrity business,
and this new maintenance contract is an
example of our emerging growth in the oil,
gas and chemicals market along the U.S.
Gulf Coast,” said Dale Barnard, regional
vice president of Stork.
Stork will begin work this spring with
about 220 full-time personnel at Huntsman
sites in Dayton, Conroe, Freeport and Port
Neches, Texas. Stork has service centers
located in Houston and Pasadena, with
additional locations planned for Freeport,
Texas City and Beaumont.
Stork delivers maintenance, modification
and asset integrity services at more than 200
sites in North America, with extensive expe-
rience in multi-site execution.
Huntsman Corp. is a publicly traded
global manufacturer and marketer of dif-
ferentiated chemicals that operates more
than 100 manufacturing and research and
development facilities in approximately
30 countries.
Fluor Corp. is a global engineering,
procurement, fabrication, construction and
maintenance company that designs, builds
and maintains capital-efficient facilities
for its clients on six continents. For more
than a century, Fluor has served its clients
by delivering innovative and integrated
solutions across the globe. With headquar-
ters in Irving, Texas, Fluor has more than
60,000 employees worldwide.
fluor.com or www.stork.com, or call
(281) 263-8476. •
NEWS UPDATE

Please visit us at OTC, booth no. 8946 and AFPM Reliability & Maintenance Conference, booth no. 674

Business and Industry Connection Magazine - May 2017

Business and Industry Connection Magazine - May 2017

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