Memories & Mileposts
Dear Alyeska;
I find great admiration that the Alyeska
Pipeline Service Company is publishing this “Memories & Milepost” gig on
the company web-site. It brings back memories for this axed-Alyeskan employee, especially
nice this romancing of the “ship of fools” since many of us are now in retirement and
have moved away from Alaska. And with
such meaningful publications, it allows for the general public to get a feeling
of what it was like working on “TAPS”, the Trans-Alaskan-Pipeline-System - as it brings back fond memories as an
employee of the “Pipeline People”, that “Best of the Best”. So I encourage
Alyeska, please feel free to publish my story, as when I come in contact with
past employees they are still asking to hear that story. So here it is.
Michael S. Kelley –
SCADA, I&E and Measurement Lead Technician 1979 through 1990.
Fresh Grounds Grounding –
Alyeska’s Ship of Fools, Keeping it Under TAPS!
Wow, 45-years since the 1st
barrel of North Slope “crude oil” made its way to Valdez through the
Trans-Alaska-Pipeline! Amazing achievements since then for the Alyeska Pipeline
Service Company – better known as the “Pipeline People” – the “Best of the
Best”??? Yes in question the latter, as make no mistake about it Alyeska
despised any “whistle-blowing” activities by its employees, even if incited
through its “Best” employees that had no other choice and for sure the Bragaw
Street executives hated any instinct by the dedicated workers in interest
concerted representation, as that was considered outside interference. Like
would be found in a “Union” and something once-upon-a-time company President
George M. Nelson would not stand for when guarding the 5th Floor
“helm”, as it was the greatest of all fears for that “Big Oil” that owned Alyeska!
The “Union” showed its pride and glory during the pipeline’s construction era
with the Teamsters and 798 welders – in worker dedication that made sure those
girth welds held that 800-miles of 48” pipe together as “one”. I guess after so
many years the point well proven, “Unions” hire the “Best” money can buy and
thus enjoys maintaining some semblance of control upon the working conditions,
like in “safety”! So a repeat of the power yielded by organized labor was to be
avoided at all costs with the pipeline going into the “operational” mode. After
“Oil In”, hear the word “Union” up and down that “pipeline”, it re-kindled the
Bragaw Street “kill the messenger” mandate which brings me to my debut, a
secret so well-kept but time to make it part of that Alyeska “History”.
Maybe in a lesson’s learned,
as best remember what Colonel Nathan Jessup said in “A Few Good Men” when
convicted; “you messed with the wrong Marine” same sentiment rests its
case the story I am about to tell as likewise, Alyeska “can’t handle the
truth” and “messed with the wrong Technician”. See, I was the “Best”
in that “Best of the Best” category, yes bragging rights don’t believe my words
just compare my “of record” yearly performance evaluations from Valdez to Pump
Station #1 during my career with the “Pipeline People” in the late 70s &
80s through early 90s, no other technician along that 800-miles of pipe would
even come close to challenging my well respected “performance”. And remember,
such evaluations are what managers in the Alyeska rank and file get away with
saying about an individual under their thumb, good to bad! And those documents
that form a legal chain claim bear an official Alyeska representative’s
signature and become part of the Human Resource’s “paper trail”, so no fake about
it. Those documents could be used in any action in a court of law as “Official”!
And not to forget time after time of “Above Standard – Employee’s
performance exceeds requirements” is how that management rated my work
habits for 10-years plus. Just as well as an added benefit in value my
credentials, endorsements from the “Owner Company” – that “Big Oil” – from
field auditors on loan to make sure Alyeska did it right, commendations from
outsiders on my dedication to the “Custody Transfer” obligations undertaken by
Alyeska, to make sure the “crude oil” deliveries were accurate when those
tankers in Valdez took on a boatload of that Alaskan “crude oil”, that “black
gold”. As it was every drop counts because every penny counts even if pound
foolish!
Please, show me one other
technician that received such masterful evaluations time after time and
endorsements in writing by the “Owner Company” representatives and I will stand
corrected – that there was not another “Technician” on the Alyeska payroll that
could challenge my work habits and work ethics. I doubt you can disprove my
ranking by your company’s very own management when all the time they were
following the Alyeska Human Resources “evaluation” guidelines! I dare you, as
that challenge is already in defeat. I was the “Best” of that “Best of the
Best”, let me make it easy don’t waste your time trying to defend any corporate
nonsense I was not what I say I was, or what “they” said I was capable of
achieving! And as is quoted by the Alyeska management: “Mike has work
habits so exceptional they provide a foundation of strength for the entire
division. His job contribution is significant to the point of being difficult
to evaluate and his capacity for work seems limitless. To list the positive
aspects of his job performance is to write personal accolades past the point of
embarrassment”(Robert Miller – I &E Supervisor, Valdez Marine
Terminal in 9/81). “Mike has the potential to advance far within the
company. I would highly recommend Mike for any first-line supervisory position
that might become available”(John Runnels - I&E Supervisor, Valdez
Marine Terminal in 12/84). “Mike’s technical knowledge is unmatched”(Vern
Collins – Pump Station #1 Manager in 1/90). “It must be emphasized that
Mike is a top-notch technician that can be relied upon in any situation”(Jerry
Laarsguard – Pump Station Supervisor in 1/90). That covered about 10-years of
my career. And I would get calls from station managers up and down that
pipeline, asking me to relocate my recognized technical abilities to the
pumping stations, from managers I did not even know. Sad fact of the matter,
those “positive” comments were made when my career was already on thin ice due
the internal politics of that shameful Bragaw Street mentality consistent with
a “kill the messenger” mandate and I will get to that, as it was a lesson
learned, not to “Trust” this Alyeska Pipeline Service Co. and its company a “ship
of fools”.
I was transferred to Pump
Station #1 in 1985 after a very successful career in Valdez, as the “Lead
Technician” for the Instrument & Electrical Department, wherein my “Union”
affiliation was the precipice as a game changer upon my career with prejudice,
transferred by a company request because the measurement systems up north were
in a state of total disrepair, out-of-control for accuracy and reliability, when
under the responsibility of the station personnel under the station management
of Ken Peacock. That out-of-control was due to “authorized tweaking” that was
in essence “cheating by decree” the merits of a reliable measurement system.
That “authorized” was condoned by the Alyeska Measurement Department. So when
it finally started to ruffle the feathers of the “Owner Company” auditors, time
for a change in who would be the lucky party to take over that responsibility. Yes
and no doubt about it, such was an embarrassment when someone on the 5th
Floor of Bragaw made the decision to take away that “coveted” responsibility
from Harold “Fat Alex Two Chairs” Alexander – the Pipeline Superintendent - and
place it in the hands of the Pipeline SCADA, under Leon Norman and T. L. Jenne.
It meant turning that responsibility over to the “radio flyer men”! And I was
talking the internal politics in rivalry that can demonstrate such
“embarrassment” or ridicule for that matter that someone was not capable of
performing a duty. But that “politics” was dirty-pool stuff, which I tried to
stay away from as there was an important job to do and wasting such time with
no material outcome was above my pay grade. And yes indeed to reiterate, a
system of utmost importance in accountability was out-of-control at Pump
Station #1, wherein constant “tweaking” by the station technicians was required
for “balancing” the accountability which related to the resource’s rightful
ownership. It was that “system” that the oil producers relied upon, so the
“Owner Companies” could get that bang for its buck – as that pipeline cost some
$8-billion dollars start to finish. And not to forget that “system” was also a
primary element in the TAPS “leak detection” and “tweaking” could miss out
alarming the authority to a bullet hole piercing the pipe and causing a “leak”,
say by a hunter with too much elbow toasting time and a powerful rifle. And low
and behold besides the “tweaking”, someone had placed an “RC” snubber device on
one of the “Producer’s” flow meters, that basically manipulated the flow-rate
signal and “cheated” someone of their oil! I was told that this latter blatant
disregard for proper accountability was done because of “cavitation” on the
mechanical turbine meters. We had that same problem in Valdez, we did not try
to “fake” out things, we instead went to the “root cause” and fixed the problem
by controlling the back pressure – that simple! If the “Owner Company” field
auditors were still on loan when that Pump Station #1 “Custody Transfer” system
went out-of-control due to human intervention – aka “Tweaking” - the fact the
flow-meters had been disgraced and this misconduct thus allowed for the miscounting
barrels of oil, that kind of activity would be grounds for termination. But the
“field auditors” were let go back in 1980, as that oversight was temporary in
nature to get the pipeline working as designed during “start-up”. And it cannot
work when such “tweaking” and meter manipulation had become a common place
task. The “goesouta” did not equal the “goesinta”, so tweaking the Waugh
Custody Transfer “flow computers” had become a standard practice, almost an
everyday ritual, as once a tweak you end up chasing your tail. And they got
caught! They were caught “red-handed” and something I witnessed my first shift
at site and was told it was condoned by the manager of the “Pipeline
Measurement Department” and blessed by the “Oil Movements” supervisor! Wow, Dirty
Harry hands in the cookie jar. And at the time of this challenge to SCADA
taking over the most critical element of the pipeline, based on the “Owner
Company” mandate “if you can’t measure it don’t pump it”, Fairbanks did
not have the required technical expertise to perform such a critical
undertaking and it was at the same time the “hatchet-men” were trying to break
up the “Union” interests in Valdez – so it was an easy out transfer for myself
as many of us were then considered outcasts for trying to form a “Union” and in
retaliation the company “goons” thought it best to dismember the “Union”
interest, by moving people around. As things were getting mighty ugly in
Valdez, when that “hatchet” was targeting the workers, to break-up the “Union”
interests. To be clear, the interest of a “Union” was not born out of a concern
over our wages and/or working conditions, Alyeska had the best pay grades in
the Alaskan oil business and working conditions second to none. It was due to
the fact some of us were sick and tired of being known accomplices to the binge
drinking careers of the tanker crews that sailed into Valdez for that “crude
oil”. We were demanded, as a condition of continued employment, to assist that
influence. Hey, when the boss says do something don’t want to get hit with an
insubordination credit, especially if climbing that technician ladder for more
pay! That said, it was only out of frustration and nowhere else to turn for
help on that issue of the “drunks” that the workers in Valdez entertained
joining a “Union”. But we lost, because Alyeska did everything in its power to
STOP that organized labor activity – and with that win an EXXON Valdez “wreck”
was inevitable. So I was invited to transfer, out of the “Union” hornet’s nest
in Valdez then into the other hornet’s nest – the “Custody Transfer” nightmare
at Pump Station #1. And for what I would find out what was going on, that which
rendered the reliability of the “Custody Transfer” questionable, well it
appeared this inebriation to violate common sense was systemic and not just a
virtue of the tanker crew pirates.
See, there came an all-out
effort to “kill the messenger” that which was designed to target a handful of
dedicated workers in Valdez, when the Instrumentation and Electrical
maintenance staff sought representation from a “Union” due the fact we went
sick and tired of being called upon to perform…well we were accomplices to that
crime of allowing drunk tanker captains to report to the helm and drive away
that “crude oil” tanker under-the-influence Like Joe Hazelwood, to sneak aboard
his EXXON Valdez tanker after sneaking through the Alyeska Dayville Road Security
Checkpoint, because Chief Wellington turned a blind eye on the alcohol habits.
Yes, allowed back to those tankers unescorted smelling of booze and carrying
more booze as contraband, for that joy-ride sail home.
This being an “accomplice” -
to what did eventually become the catalyst to an environmental crime of the
century - and this “assistance” because the drunks could not walk the causeway
and gang-way plank without help, it was not part of our “job description”. And
there were many Captain Joes! But because I was the “Lead Technician” and had a
company PU, I was always called upon to help the drunked up bastards when they
arrived back to the “Valdez Marine Terminal” after an all-night bender in town,
while on shore-leave furlough as their tanker was filled to the brim with toxic
crude oil.
And when that “Union”
activity was found out about, the Bragaw Street “war room” went into effect and
said “kill it". And I was singled out and placed on the Kathy Carr Human
Resources “watch list”, labeled as a “Vocal Union Supporter” and spied upon for
that activity even after I was transferred north! Yes, HR was monitoring my
“Union” voice, I know that because Carr said it was so in an e-mail that went
outside its intended audience and ended up in my possession. Basically
speaking, that “watch list” was a “hit list” that would make sure some of the
dedicated workers that had a desire to STOP the drunks being allowed to roam
about on what was supposed to be a secure site with “FBI WARNING” signs, in a
town TAXI, workers dedicated to STOP an environmental nightmare from ever
occurring not as an accident but a DUI incident, we were targeted!
With the Bragaw Street
mentality, fighting away the wishes of a “Union” found more favor then stopping
the drunks! Funny, how one time at Sunday church during the brotherly love
“peace” offering, behind me was seated that Kathy Carr and company VP Theo Polasek,
reaching out to me and my family to extend that “peace” hand-shake - wow! Then
on Monday it was back to the corporate “back-stabbing”. Now in my case, due
what was becoming an ugly and unsafe state-of-affairs at the Alyeska Marine
Terminal with the “Union” busting, it meant moving away from Valdez. Yes
indeed, when Alyeska decided to “kill the messenger” by “castrating” the Union
support, we did take up arms and headed into town to confront the tanker crews binge
drinking at the Pipeline Club. It was after work one day when we assembled out
at the Blueberry Lake campground with several cases of beer and in realization maybe
a shoot-out in town would get the message through. No not like a McCarthy like
massacre, as our mission had a purpose in the “blood-shed” category, like when
the railroad men protected the Healy Roadhouse against the Hell’s Angels! Look,
drunks were behind the wheel-house of tankers full of crude oil, drunks driving
through our wilderness back yards wherein we fished! Where we were raising our
families! If Alyeska was afraid to do something about that problem child and
was now targeting the workers instead of the drunks, well we loaded up our brown
bear protection 12-guage sawed-off shotguns and started that drive to town to
confront the bastards! The only thing that stopped it, the fact I was good
friends with the Valdez Chief-of-Police, who had a detail watching what was
going on and talked some sense into our last-ditch effort approach. Valdez was
a small town, the word gets around!
So maybe a move away from
Valdez was in order, get away from this “Union” stuff, as it was causing a
disconnect between the workers and the management and that cannot have a happy
ending. What was once a very professional atmosphere with professional
attitudes at the “END” of the pipeline, it was on thin ice. And I was just too
valuable a technician, Alyeska needed my expertise still, so I was not forced
to quit “yet” by insults to my employment status - as my performance remained
top-notch so there could be no disciplinary action based on that “Union”
activity, but I did not realize that the “hit list” was in force, even many
years after the “Union” activity was quashed. Hey, if they cannot get to you by
your character, they’ll find another way around it. Yes, call it “branded”. It
meant a job with a paycheck without a future nothing more. Still don’t believe
me, well fast forward to 1991, after I was denied a promotion and denied
another promotion as then that Kathy Carr(who maintained the Union activity
hit-list) admitted to then Alyeska President James B. Hermiller; “Mike
was involved in a situation at PS#1 over metering that involved schedules,
promotional opportunity etc that in retrospective probably was not handled
well. But that was ultimately resolved.” “Ultimately Resolved”? I quit
and this was a BS cover-your-ass tactic by the Union Busting HR! More lies! But
before it became a lost cause, in meaning once on the secret “hit-list” there
is no career, I continued to be the “Best” in that “Best of the Best”, even
after we failed to get representation that would have at least listened to the
concern of being demanded to assist the drunks getting ready to drive a crude
oil carrying tanker through the Valdez “narrows”. Maybe some encouraging sign
in recourse had we been successful at getting a Union with a foot in the door,
that we could refuse and then defuse that “being an accomplice” request and it
would have meant the EXXON Valdez “wreck” would have remained a “worst case”
desk top scenario only mess. It would never have happened, as with a “Union” we
would have been allowed to say NO and then the drunks would have been stranded
and not able to get back to their tankers, as the berth loading causeways were
off limits to any access except for the Alyeska workers, and allowed upon only
with a “permit” due to (3) hazards being ever present, over-water conditions
and crude oil pipelines and high-voltage electrical lines, the reason the town
taxi was not allowed to drive on those causeways to deliver the drunks back to
their floating sober up bunks. Said again, we were instructed by “upper
management” to help the drunk bastards and even when we complained, we were
told it goes with the territory. Had we been successful with that “Union” it
would have placed a STOP on that bad habit drinking, as then the tanker crews
would have been confined to their tanker’s bunkhouse during the crude oil
loading duration – as it only required about 12-hours de-ballasting to crude
oil loading. Stay on board, get some sleep, clean up oil or shine the engine
block! Damn, write a letter to Santa, just up the road in North Pole, Alaska! But
no, someone wanted that binge drinking to carry on unabated and Alyeska’s
management was there to assist those efforts and we saw a disaster in the
making, especially as the TAPS throughput was ramping up as that meant
increased tanker traffic which equates to less oversight.
But at first take, Alyeska’s
Union busting efforts tried to disassemble the “Vocal Union Supporters”, those
that were opposed to helping the drunk tanker crews, individuals like myself
that held no fear being out-spoken about it. Yes, there was a snitch amongst us
that was handing over information to the management about our after-work
“Union” activities, giving away the name with rank and serial number of the
coordinators promoting this must have much needed effort for outside
interfering representation. It was a last-ditch effort, so yes we were very
vocal about our concerns that had so far fell on deaf ears with the Alyeska executive
management in charge. The company movement to “bust” our efforts to “unionize”
the Valdez workforce came about through the age-old concept of conquer by
dividing, as some of us were sent to work up on the “Hill” when the Instrument
& Electrical divisions were cut in half, wherein the vocal ones like myself
would never be involved with the tanker loading berth operations again, in an
out-of-sight out-of-mind mentality. Yes, re-deploy the workers, get the
complainers away from the situation with the drunks and all will be well as the
non-complainers will “do as I say” because all some cared about was that
paycheck and afraid to make waves. And that is exactly what happened and in
time this strategy made the EXXON Valdez famous! Get what I am saying, we tried to STOP that
on-the-job inebriation back in the early 80s, Joe Hazelwood wrecked his ship in
1989! That is what happens when the focus is taken away from the “root cause”
problem, as when Alyeska was successful in stopping the “Union” it reinforced
the drinking habits of the tanker crews that then realized there was no concern,
like it was an allowed benefit – cheers! Now during this redistricting and
attempt at disassociating the “Union” supporters away from the drunks herein as
an example in lackadaisical priorities, in 1983 I was once called away from a
problem with the electrical power going down across the entire “Terminal”.
Which was critical for things like the “Vapor Recovery” working to eliminate
pollution from the storage of 9-million barrels of North Slope “crude oil”. The
lights were out, but was told by the Power House supervisor, who through the
“Union” busting had become my “boss”, well to drop what I was doing and assist
the Marine supervisor, as the drunks were a priority even for some of us that
had been purposedly taken out of that hornet’s nest! When push comes to shove,
as the tanker traffic jams were then a common every day occurrence – all hands
on deck. Yes indeed, told to use my Alyeska PU as a sober up taxi, a priority
over the proper functionality of the massive “Valdez Marine Terminal’s”
electrical grid, when highly volatile toxic waste gas went boiling off the
crude oil in the storage tanks due lack of electricity to control the removal and
abatement process, uncontrolled releases to the atmosphere until the power was
restored. That was the management’s priority, the drunks, as it was a time with
traffic jams at the loading berths due to increased pipeline throughput, so
everything to accommodate getting that oil headed south! Get the drunks back
behind the helm of those Alaskan trade tankers so that crude oil could be
delivered to the “Owner Company” refineries on the West Coast - for making
$money$. So what a little pollution! It was all about the cash register, a
well-respected environment was like a traffic light to Paul Pelosi, just a
suggestion! Don’t believe me, then take a trip out into Prince William Sound
and dig up some clams on Green Island, the EXXON Valdez oil surrounds still.
More then likely after Alyeska went successful in annihilating the “Union” drive
effort in spirit, that it dropped all tendencies to try and get the tanker crew
inebriation under control.
So I could see the writing
on the wall, but did not give up hope, that even though we tried our best to
STOP the “drunks”, well sad to say no one was listening – not even the local
environmental oversight police that worked for the State of Alaska and stationed
in Valdez, an entity equipped with a “Hot Line” exchange! “Got an
Environmental Problem” call Dan the Man! But they did not want to get
involved even when we encouraged such involvement! Yes, we called the cops on
ourselves, but when they showed up and we tried to point to the scene of the
crime, they pulled out their blinders. Why so, afraid of “Big Oil” and in
realization that a call from Juneau could be the end of their career at a
cushion job that paid very well, as the State of Alaska was rich due its
ownership of “Royalty Oil” and state worker wages were very handsome – like
don’t rock the boat.
For myself, getting out of
Dodge was the only thing left to do, as I had a family to feed. And someone was
going to get hurt, as we had decided on more then one occasion to confront the
bastard drunks at the local watering hole that had become a second home for the
tanker crews, when we were off the work clock - but figured that was too risky
an ordeal in such a small town like Valdez. So it was time to move away from a
situation no one in Alyeska was willing to take a stand against. But for
myself, not in realization that I was then on the HR “watch list - hit list”
and there would be no career advancements, use me then abuse my career was all
that was left for the future my employment with the Alyeska Pipeline Service
Company. “Dedication”? The concept of doing a good job finds rewards – that was
pure bull-shat with the Alyeska “Union” busting. The “Union” effort was
successfully condemned, along with it the “Vocal Union Supporters” either
relocated or forced to quit. And guess what, that “black-listing” was
distributed to the “Owner Company” affiliates, so in Alaska wherein “Oil is
King”, one could be screwed over in finding gainful employment, especially if a
“Union” advocate. It was a ways and means to instill fear, keep your mouth shut
we own you or else – just like the days of old with the railroads. See, Alyeska
needed my expertise – use me then abuse my career was what was in store for my
respect for the environment and disrespect for drunk sailors.
My expertise was needed when
SCADA was called upon to take over the “Custody Transfer” at Pump Station #1,
as that system was designed to accurately register the Producer’s “Incoming
Oil” for accountability, it means that $money$ thing – it is that $cash
register$! So I had my work cut-out, and it was planned to use my expertise at
a very critical time in the history of the Trans-Alaska-Pipeline. It was the
time that the maximum throughput was the goal and that meant getting the
systems back up to specifications, along with the commissioning duties of the
Lisburne and Endicott systems soon to come on stream to deliver even more
“crude oil” and then busy myself even more with the upgrades to the SOHIO and
ARCO and Kuparuk measurement systems. It meant (2) new producers coming on-line
from the North Slope oil fields and at the same time re-establish the accurate
accounting for the original producers. Said again, it deals with the legal
ownership of that “crude oil” the reason accuracy is tantamount to that
oversight. No other system on the TAPS received as much scrutiny as the
“Custody Transfer”. At the same time, I was placed in the position to
cross-train a dedicated team of (4) technicians so the station under Vern
Collins could in time then take back that responsibility. Like I have already
mentioned, to have the responsibility of the most critical system on the TAPS
taken away from a supervisor because of lack of oversight, that is not a career
building opportunity let alone the embarrassment factor with peers, so in time all
efforts would be tried to get that responsibility back to its rightful
authority, the Pipeline instead of SCADA. By the “books”, it was NOT a SCADA
function, it was a territorial thing.
When I arrived on the scene,
hostilities welcomed my presence, like I was an outsider invading someone’s
domain. This disrespect came not from station personnel, but the management and
those individuals that thought they were the experts in this “measurement
accountability” ordeal, like those that worked for the Oil Measurement
Department. Rather chilling, as it was the same company with the same
“mission”. As a matter of fact, once again not what I say but what they said
when I met the challenge and was able to get the “Custody Transfer” systems
back up to specifications: “Your excellent background and experience in
measurement maintenance enabled you to assume responsibility for measurement
activities at Pump Station 1 with only location familiarization required”(Leon
Norman - SCADA Pipeline Supervisor, 11/86). OK, it means I was shown where my bunk
was, that was about it but stood the challenge and was successful. And soon,
the station personnel respected my position and the rest was history, we got
the job done. In all my “performance appraisals” to date that were “Above
Expectations”, there were always kinds words of encouragement that I was a
pleasure to work with, the reason things started working well when I arrived at
Pump Station #1. The station technicians soon realized I was there to help
them, to make their job easier. Within a few years with the equipment updated
and taking the time to educate the local technicians on what it was all about,
Alyeska ended up with the “envy” of a system that could reliably account for
every barrel of oil sent down that Alaskan pipeline. It wasn’t always so, not
when the “tweaking” was allowed. But during this time wherein I was doing my
job and performing as usual and still “exceeding expectation”, still receiving
unprecedented “Commendation(s) for Excellent Performance”, I had been denied
several promotions with respect to that “Custody Transfer” criteria, wherein
individuals with far less experience were promoted ahead of my desires. The
oversight was growing with more and more producers coming on-line, which
related to the head-count of required staff needed to fulfill the duty also on
the increase, which meant the Measurement Department was growing and that meant
openings, career opportunities with pay grade advancements. For some reason, I
was passed over, conveniently excluded, yet at the same time provided Alyeska
the foundation for success in its endeavors to make sure the “Custody Transfer”
system was reliable and accurate. I had taken on many more responsibilities
when transferred to Pump Station #1, yet my pay grade remained the same. I was
maxed out for the Technician ranking, so only a promotion would advance my
career with respect to a wage and a future career with meaning. It was not
happening! Said again, I was “black-listed” and remained so naïve in thinking
Alyeska cared about my future.
When I was transferred to
Pump Station #1 and discovered serious problems in the way the “Custody
Transfer” system was being maintained, or lack of because “tweaking” had become
the routine to falsely balance the equation in great expectations and something
that appeared to be a coordinated effort between the Pump Station management
and the Oil Movements & Measurement Division’s supervision, I was able to
get things back to normal and steadfast that what you see is what you get it
meets the design criteria – which meant NO TWEAKING ALLOWED keep your mitts
away. That did take some time, but as dedicated as I always was, I did the job.
And when the oversight of the “Custody Transfer” had been thrown into the lap
of the SCADA Department, there was “zero” transition when I arrived on site –
like the local management was pissed that an outside entity had to be sent in to
bail things out. Of interest, one of those letters of “Commendation” came about
in 1986 because I had discovered some serious measurement issues when I was
invited to the commissioning of the “Lisburne Custody Transfer Skid” and at the
time the Kuparuk River Unit was using the same kind of system, the reason that
system was being “tweaked”. Funny, that the “Measurement Department” experts
that were also at the manufacturer’s headquarters to witness the testing and
commissioning of the “Lisburne” system had packed up and already gone back home
to Anchorage, when I was just starting to have reservations about some serious
problems. In the end, I was right and was given praise for my efforts: “Your
talents and dedication were especially visible during the initial testing and
subsequent improvements to the Lisburne Metering Module. It is quite evident
that several questionable situations developed during the initial testing of
this module. Your recognition of these situations and the ability to
communicate your concerns brought about several days of detailed testing by
SCADA personnel. In the final analysis it is your technical expertise and
personnel dedication which has ensured that we are ready to support oil in.
Thanks you for a job well done”(Leon Norman – SCADA Pipeline Manager,
11/86). Said again, the “Measurement Department” experts had signed off that
the system did meet expectations, they had no idea what they were talking
about. That is the reason that “tweaking” finds its way into the equation, call
it stupidity the shoe fits and the Alyeska “Measurement Department” wore it
well. This is what I was up against, stupidity with individuals that were
promoted over my interests to advance their careers in the company. I was
“black-listed”!
So in the 1990 timeframe when
it appeared that I had performed my duties and the time would soon come wherein
a dedicated crew was up to speed and could take over the responsibilities that
go along with that “Custody Transfer” obligation, well my worst nightmare would
come true. There was nothing in store for this guy who had devoted so much in
undivided attention and dedication to making sure the accuracy in crude oil
measurement was maintained above standards, because I was targeted by that HR
“hit list” for being a “Vocal Union Supporter” and sad fact of the matter, I
was right the burden that would carry along to sabotage my career, my
livelihood. Had I known this would be the outcome, just because I tried in vain
to get someone to listen to concerns over a blatant disregard that allowed
drinking on the job, I would have quit this company a long time ago and never
entertained letting it use me for my expertise. I still feel guilty today, that
maybe I did not do enough, that we did not try enough, as that inevitable
became a reality the night Joe went “Hard Aground” on Bligh Reef. Funny, as
every kid in the Valdez kindergarten learns all about that rock as a well-known
“hazard”, even before Joe’s wet-dream came true. Maybe that shoot-out we came
so close to engaging in with them drunk tanker crews, it was not a bad idea and
too bad we were talked out of it!
In the end, here is what was
said about my trials and tribulations: “Michael is responsible for
maintaining the oil measurement equipment at Pump Station #1. His concern for
accuracy and quality maintenance has been completely demonstrated. He has been
contacted by Owner Company representatives, auditors and manufacturers for his
counsel on Oil Measurements. He has met these contacts with skillful approach
which has significantly contributed to the respect of Alyeska in Oil Measurement.
As a Level VI I can offer no suggestions for improvements or development”(Leon
Norman – Pipeline SCADA Supervisor, 1/90). Need I say more? No room for improvement, hope
that sets it straight, there was never a better technician employed by Alyeska
then Mike Kelley. But this is wherein Mr. Norman was setting the stage for me
to be transferred away from the “Custody Transfer” because the Pipeline Superintendent
was on the move to take back that responsibility that had been taken away from
him, for not performing and letting those under hie guidance “tweak” the
accuracy to meaningless. I was approached by Harold Alexander on more then one
occasion, as he forever wanted me to switch hats, he wanted me to transfer away
from SCADA and become a Pipeline Technician, but there was nothing in it for me,
just a blatant request for his own selfish image with nothing gained for my
position of change in consideration. At the same time he was doing everything
in his “superintendent power and position” to find a safe haven for his son,
who was also a technician that had an excuse for every-time it meant getting
his hands dirty – he was Daddy “Two Chairs” little boy. Yes, that nepotism
thing and the sad fact of the matter, I started my career with Alyeska at the
same time sonny boy came on board and by now I had “zero” promotions to brag
about and…well we lost count how many promotions nepotism created and chalked
up as just another failure for that executive’s son that should have been shown
the door to the unemployment line! I was
well acquainted with sonny boy Chris, as when we showed up for “Basic Training”
back in 1979 as “New Hires”, he refused to share a room with an Alaskan Native.
He should have been fired on the spot to have the gall to show off such
prejudice in front of others, but at the time none of the newbies understood
who he was. So something wasn’t righteous in the way Alyeska issued out promotions.
I would be evidence of that, even though I held up my side of the deal and was
hoping for a promotion after the “Custody Transfer” job had been done. Which
would never occur due the “black-list” which continued on well after the
company challenged the efforts of the “Union” drive and due its influence with
the government regulators through powerful members of Congress, well “Big Oil”
wins all the time.
Herein is a good bookmark
time I must back track. Early on in this broadcast I mentioned that in the
routine “tweaking” discovered at Pump Station #1 on the “Custody Transfer”, that
someone had applied a “snubber” network to the Kuparuk River “accounting system”,
on the flow meters that measure that “crude oil” for allocation purposes, for
that rightful ownership criteria. See, accuracy is paramount as there is but
for a single pipeline that can take that valuable crude oil south, so it can be
exported to the West Coast refineries so Americans can have cheap motor
gasoline without “oil embargo” waiting lines, like was seen in the early 70s
and was the reason the TAPS was designed and built in the first place. So due
the fact the oil is commingled, accuracy is paramount. What a producer puts
into the pipeline is not necessarily what one gets back out down in Valdez when
that tanker of drunk crew members shows up to take over the oil ownership, so
accuracy is paramount getting as close as possible the “True” ownership, which
requires a whole lot of bells & whistles. But without “tweaking”! That
“snubber” was eventually removed after extensive testing that found an approach
that begs to mention (2) things. The people in charge before SCADA, before I
was given the responsibility for the “Custody Transfer” at Pump Station #1, they
had no idea what they were doing. On second thought, pure unadulterated
“stupidity” in practice. See, as mentioned already how I encouraged confidence
building by engaging with the “Owner Company Auditors”, there was one
particular “auditor” that I came to appreciate and affiliate with on a regular
basis when assigned at Pump Station #1. He was the “field auditor” for the Kuparuk
River Unit and when we first met, before I was made aware of that “snubber”, he
would always enter a laugh into the conversation that the ownership receipts
from PS#1 for his company’s crude oil were better then what his own “Custody
Transfer” system would record, for the same damn delivery. Rather strange, as
if the glove was on the other foot and the imbalance was of a negative consequence
for that producer, meaning less oil then delivered, there would be no Mr. Nice
Guy approach. As an “auditor” he would have been heard and the problem
rectified ASAP and there would have been a recalculation to re-up any
deficiencies in that “ownership accountability”. So that laugh was in
retrospect that a particular producer was getting a bigger bang for his buck –
getting more oil then delivered. So that set my curiosity on fire. And when it
was discovered what may be causing this “freebee”, well one does just not
remove something no one was staking a claim upon. See, it would have to be done
only after permission, to remove that stubborn “snubber” network, as the time
element would dictate a reconciliation. Someone was getting “cheated”! So it
meant testing, to see why in what for that device was placed on the gas pedal.
And the only thing I found in conclusion in reaching an understanding upon why
so this un-necessary addition of an electronic filter, well it was nonsense why
anybody in their right mind would think of such a…it was another way for
“tweaking” the merits of what was supposed to be an accurate measurement system
– it was not with all this unauthorized “tweaking”. And this “snubber” would
not do anything for the phenomenon of “cavitation”, the only reason I was given
to that device in existence and not part of the “Custody Transfer” system as
designed. Matter of fact through testing, what this simple “resistor capacitor”
network was doing, it was allowing noise spikes - which is indicative of cavitation
- well those spikes were given a new life and being amplified as valid flow, so
the reason it allowed for the accounting of more oil out then oil in,
suspicious it was as the “Custody Transfer” systems between the Kuparuk River
Unit and not under Alyeska purview and the Alyeska system, they were identical
and with a short segment of pipeline in between, the balance should have been
”Zero”. It wasn’t because someone in their infinite wisdom thought it was a
solution to a problem – it wasn’t but that auditor sure enjoyed the fact his
company was getting ownership of more oil then what was transported. That is
what goes on when there are too many irons in the fire and no one knows “who’s
on first?”. But when the Kuparuk River Unit “Custody Transfer” was upgraded,
then the balance did zero out the way it was supposed to work and gave greater
resolution for that pipeline’s leak detection. What it means, well someone got
shorted in the “big picture” show when the over & shorts went calculated!
Some producer out there lost ownership of its crude oil while another gained
some valuable assets from a “ghost”. Maybe it was the State of Alaska that
suffered the burden of less crude oil, which means less royalty $bucks$
collected for the State’s Treasury.
Now when I realized that it
would soon be over, after several years in dedication at Pump Station #1 and
making sure the crude oil measurement in accuracy was maintained and defiant
that on my watch there would be “No Tweaking”, well not so fast a bail out. I
decided two can play the game. See, in my role as the “Lead Technician” and at
the time training a dedicated crew and at the same time overseeing the
obligation of accurate accountability required in the “Custody Transfer” with
over 2-million barrels of “crude oil” each and every day moving through that
pipeline, well I had it so under control that my job was way too easy. I was an
expert, so this stuff came very easy and the reason I could train other
technicians that would soon take over my job. Now I knew that the “specialty”
position I was in with no pay increases comparable to what I was tasked to
accomplish, it would end. But was told that I was in line for a promotion, in
the SCADA Department in Fairbanks, as a supervisor. So that was a good thing to
be made aware of, and at the time I had no hesitations believing what I was
being told – continue to do a good job and there will be rewards. And all the
indications through “performance appraisals” and “Commendation Letters”, well
it should stand the test of time that there was…boy was I wrong!
Now because I had chosen a
well-respected team of dedicated technicians to administer that obligation in
oversight of the “Custody Transfer”, the job would be completed and as usual
meet the criteria of “Above Expectations”. So that time came about, as by now
all the old “flow computers” had been replaced and the systems commissioned as
well as the new producers coming on-line a done deal – the “Custody Transfer”
system was unmatched with respect to its reliable accounting of every damn
barrel of “crude oil” that came through Pump Station #1 – with NO TWEAKING
allowed. That system at that time was the pride & joy of the “Custody
Transfer” world, as field auditors would call on me for advice and advise. And
I made damn sure that there was no interference by the Bragaw Street clowns
that showed up with neck ties trying to tell me my business just to justify
their positions – what that was still questionable. To force “tweak” a balance
that is not reproducible through calculations is “cheating”, because it was
just some random craze without justification as nothing is perfect or for that
matter warranted as there is no such thing as an ultimate system due one too
many interfering variables. That “cheating”, it was done so to make that
feather in the cap and justify someone’s position, pure bull-shit and it would
not happen on my watch! As I still had the SCADA management by my side, so when
the politics went out-of-control by demands from idiots not having the slightest
idea what they were promoting just to look and sound good with an audience…hope
you get the point.
But all good things come to
that end, as when I did my job and performed my duties diligently and everyone
was happy with how things were working, it was time to begin the transition
wherein the “Custody Transfer” would be transferred back to the Pump Station personnel,
like it used to be before things were “tweaked” out-of-control. And that is
wherein it started to look and smell and feel “ugly” all over again, that I had
been used even more. When this started to come about, I then had no idea who I
was assigned to work for and nobody could provide an honest answer to that
question of who I reported to, it was insulting. Was I assigned to SCADA or was
it the Pipeline? And with the politics involved, it was rather confusing. Not
to forget the fact I balked at transferring my abilities by refusing to become
a Pump Station Technician at the pipeline management’s whim, that I wasn’t! I
was a well-qualified SCADA and Instrument & Electrical Technician that
understood the concepts of “Custody Transfer” and accurate flow measurement
above and beyond the staff that worked for the “Measurement Department”. Yes,
light-years ahead. Was I a threat to that department’s incompetence, YES! And no
longer was I being considered for that supervisory job in Fairbanks, as someone
was pulling strings to grab that position from under me and in doing so was
throwing my career under the bus. And then it started all over again, when those
that were promoted over me started to demand the station technicians now in
control of the “Custody Transfer”, once again on a chase-your-tail scenario
with “tweaking” things so they could then get a feather in their hat when they
cuddled up to the executives at Bragaw Street, well it did not sit too well.
But it was during the time wherein Leon Norman no longer maintained control of
SCADA, which meant I had no one to protect my future, as it was Morgan Henry
that was calling the shots. And when I complained that some questionable
“tweaking” was going on again and promoted by the Measurement Department personnel,
Henry did not want to deal with it as he was more concerned with his own
selfish corporate ladder climbing. It
was déjà vu all over again, like when I raised concerns in Valdez. So what was
my sentiment, as if that “tweaking” could go on by some idiot from town, by
passing a “correction factor” to the station personnel on a yellow sticky note
so it is NOT of record, well two can play that game. It was once again wherein
a perfectly good system of accountability would be forced to perform in limbo,
as a ways and means to force balance things, as someone in their infinite
wisdom thought that there should be a zero balance between Pump Station #1 and
Valdez, that was an impossibility. There had come pressure that the “Pipeline
Leak detection” was inferior and a primary element into that detection was the
“Custody Transfer” numbers, and if not a “zero balance”, which I will reiterate
could not be so in an imperfect world, well it was causing a headache to
Alyeska and the regulators. See, there is a feeder pipeline from TAPS to a
refinery in North Pole, Alaska. It takes Alaska crude oil out of the pipeline,
skims the gasoline cut off the oil and sends back into the same damn pipeline
what is called “reduced crude oil”. And guess what, I designed the damn system
for that accountability and know damn well that a zero balance was an
impossibility – so what if that “normal world” imbalance was a stranglehold on
a valid pipeline leak detection system – please find some real engineers that
know what in hell it means and can deal with it! Thus it would be only a matter
of time wherein the station personnel would be chasing their tail, with a new “tweak
factor”. See, with the “Custody Transfer” systems updated away from analog
computers to digital hi-tech devices, all that was now required was a “sticky
note” or a phone call telling someone how to zero out any imbalance deficiencies.
So it was now an easier thing to do then ever before, as it meant a simple
keyboard entry. And guess what, every time a correction factor was entered, and
now with 5 separate systems to choose from wherein to hide this “tweaking” and
hide the “missing oil factor” or in some cases the “magic miracle barrel”, well
it means some producer is shorted ownership of oil while another gains. It is called
“cheating”, but since Alyeska was not a “Producer” the company did not give
rat’s ass about a little tweaking here and a little tweaking there, just to
look good to the “Owner Company” and a way to fool the regulators that the
“Leak Detection” was working. It was unacceptable behavior no different then
the Joe Hazelwoods, it was not necessary but by this time in the game, I was
being sidelined. They used me, so I welcomed their interest in messing up a
system once again! The EXXON Valdez became a reality, because Alyeska allowed
that drinking habit to continue on unabated, so what if that pipe springs a
leak and the “detection” system fails, it is all in the same polluted “mindset”!
But in hindsight, I knew
this would happen as things were starting to fall apart and I had less regard
for my job. Now because of my duty to train a new crew, I had free reign to do
just about anything I damn well pleased with respect to the “Custody Transfer”
at Pump Station #1. Once again, not as I say but what they said: “Mike
was transferred from the SCADA dept. to the Pipeline Operations Dept. and was
assigned the responsibility of Lead Technician for measurement maintenance. In
this position he has the responsibility to train the other measurement
technicians. Mike was not happy about this assignment. His tendency is to avoid
supervision and establish his own work requirements and priorities. Mike is a
top-notch technician that can be relied upon in any situation and with the
responsibilities of Lead Technician come broader responsibilities to training
and organizational effectiveness”(Jerry Laarsguard – Pump Station
Supervisor, 1/90). Imagine a supervisor admitting that he had no control over
my work habits, that I set my own conditions of continued employment, this is a
typical Alyeska management response no different then what we heard in Valdez
when we confronted the management over the drunk tanker crews. If a supervisor
loses control of his employees, best find a new job for such a failure. And it
appears that Alyeska did lose control over the drunk tanker crews. And in that
statement above by my new boss, what is missing is the fact it was a “forced
transfer” so of course I was not happy with it, as there was nothing in this
move for me, it was selfishness with Alyeska taking advantage of my expertise
and the fact I was “black-listed” and needed a job! Yes, and greater
responsibilities, but no gains! OK, so I was basically my own boss, could go
take a nap anytime as everything was under-control – accept the “tweaking”
thing by idiots that were promoted over me. Yes, by the early 90s the
“tweaking” was once again becoming a common-place thing to accommodate the
pipeline’s “leak detection” criteria and the Pump Station management was back
in that mode “we do as they say” and would never confront the idiots. Yet
another reason why that sentiment I “was unhappy” finds meaning, as the idiots
were about to screw things up once again as that was the “Measurement Department’s”
MO! And by this time, neither was I concerned, it was not worth the time and
effort to try and educate or communicate with idiots from town. I learned that
when Joe Hazelwood crashed his tanker, after an all-night bender at the
Pipeline Club in Valdez – we knew it would happen and it did, even though we
tried to do everything in our workingman’s power to STOP it! And the hierarchy within
Alyeska with the rank and file, the pump station management was just following
orders with this “sticky note” tweaking affair. And while still in an oversight
role, I was not instructed on a daily basis for any work tasks, as long as the
oil delivery accounting was sound, so it meant drinking a whole lot of coffee.
Things were starting to fall apart as with this “forced transfer” one leg was
already under the bus and bones being crushed, just a matter of time I would be
forced to quit even if it meant limping away. So what, as I could look myself in the mirror in
realization I was the “BEST” and so started planning my resignation from
Alyeska. Basically speaking, I was baby-sitting the system, to make sure the
new team was doing things right and the dedicated team of station measurement
technicians had someone to compel to answer their questions, when a piece of
the puzzle did not fit – and the tweaking continued but by this time I did not
give a rat’s ass about it and was not about to spend any time getting excited
about it as that would only lead to more frustration. But when the Kuparuk
River Unit, which before when the “tweaking” was going on always saw a
“positive” NET outcome with the crude oil “ownership receipts” but was now and
then seeing a “negative”, because it all depended on how that “fudge factor”
was applied and enjoyed by all, that field auditor was rather perplexed, in a
good way as he knew for years that “freebie” was not supposed to be. But he
understood my position and instead started bothering the town folks, because I
informed him about that new “sticky note” thing, more “tweaking” and was the
station management pissed at me for spilling the “beans” to an “Owner Company”
representative! Like was stated: “Mike was not happy and expressed
several issues to individuals outside of Pump One, but not to local supervision.”
And when I saw issues with the “Custody Transfer” systems, I said to myself,
let the “townies” figure it. Bottomline, had I been promoted, this “tweaking
would have been met with a vengeance “cease and desist” as it was not
necessary! It was like the idiots in charge needed something to justify their
positions. Like I have said, it was déjà vu all over again and I realized then
that my time was limited, as how can one accomplish a job when “dishonesty” is
an over-riding factor? And with that Henry guy taking the job in Fairbanks I
thought was once reserved for my career, it was done with as the “black-listing”
lived on. I was being squeezed out, no doubt about it the company used me and
in the end wanted to abuse me, but I can fight back!
So when out and about my do nothing job for
the duration of my soon to end career, maybe due boredom, I came across this
novel concept, that if the Measurement Department saw it fit after all the hard
work wherein I was able to eliminate any unnecessary “tweaking”, well what was
wrong with playing the same game? And just to look good, it was a “cheating
heart attitude” of “tweaking” the accountability of the ownership of that
“crude oil”. Your damn right, as I had
finally coped a don’t give a rat’s ass attitude. See, one day as I was checking
the 24-hour composite sampler canister for one of the Producers, well I spilled
a cup of coffee and some of it went into the container. Wow, it mixed well with
the crude oil sample that had already been captured so far in the day, I mean
the same color and I found myself laughing my ass off – like in “who would know
the difference”, report it no way! And this “sample” is analyzed every 24-hours
to test the water content, with (5) like sampling cannisters for the different producing
streams entering Pump Station #1 as the measured water content from the
composite sample is cut from the crude oil measured, in an after the fact
adjustment. The “composite sample” was a bite-by-bite snap-shot of what went through
the pipeline in that 24-hour accounting period. Every mid-night hour it started
all over again, it was the “Gospel”. And when the lab would test that sample,
the discovered water content was a valid representation of what was in that “crude
oil” and an adjustment would be made - to take away the water content volume from
the “crude oil” measured. So that the “Custody Transfer” recipes – the
“ownership” - was for “crude oil” only, as the meters that measure the oil
cannot differentiate between oil and water. It was considered a “True Up”. So
the composite sample is a very critical piece of the “crude oil ownership
accounting” puzzle, it finishes off the day, with the water content being used
to extract non-worthy volume barrels of water away from the “Custody Transfer”
computerized receipts, as no one makes any money for “water”. It was by far the
most critical element in this most critical of systems designed to register
“ownership” as that “chain” would start here and end up in Valdez, wherein that
“ownership” was then sent off to markets to make $money$ and lots of it. So why
not mess with the sample cannisters, like in a steal from Peter to pay Paul a
little spilled coffee here and a little spilled coffee there might go a long
way, right into the cannisters, that sort of “Goodfellas” thing. Wow, and I was
on to something that was not “reconcilable”! And wow, it was like taking candy
from a baby, adding water in the form of coffee to discredit the entire merits
of accountability! Like a new-found friend and when I would daily check the
sampler canisters, as it was my only job and find that for some reason the
volume so far was low but still within limits for the daily sample, due to the
“tweaking” was now causing a lower then normal “flowrate” which coordinates the
sample interval, I would adjust the volume with “PLQ coffee”. PLQ? That is the
“Permanent Living Quarters” wherein I spent most of my time, as I did not
really have a job, just a baby-sitter and a coffee pot was my friend! And this
went on for many months, and of course it messed up the lab results when it
came to the BS&W – Basic Sediment & Water! See, with coffee even in
small amounts that would be undetectable that someone was sabotaging things, sulfur
was present and the oil analysis’ worst enemy. Basically speaking, Alyeska can
never claim that what was measured as oil and delivered as oil on official
receipts is accurate – from the “yellow sticky note” correction factors to the
composite samplers sabotaged, in the time period I was contributing coffee to my
“Great Escape” cause.
Now when I was finally sent
out to pasture after doing my job of training a well-qualified team to maintain
the “Custody Transfer”, my reward was sickening. Of course, I had already done something
that would ruin the Alyeska “Custody Transfer” image for good, once it was
discovered – it could not be anything less as I was an expert and understood
how to conceal it. And the only way possible to detect this sabotage was now,
as I finally can come to grips that I purposedly messed with the system and
time to tell that story. And like I said with honor, it was something that
could not be “reconciled” to a condition of any semblance of accuracy. GOOD
LUCK Alyeska! So I was so glad that I contaminated the composite samples beyond
recognition, with the addition of coffee for analysis and no-one knew anything
about it, until now. See, when the Pipeline Management decided my services were
no longer needed in the “Custody Transfer Lead” role, even though I had refused
Fat Alex’s invite but was then “force transferred” away from SCADA, in the end
I was officially assigned as a Pump Station I Technician and scheduled to go to
“Basic Training”, after many years in dedication. Yes, my new job starting all
over again – my reward? And even though I had attended that training at Pump
Station #5 when I was hired back in 1979, wherein my room-mate was Fat Alex’s
son who was being promoted left and right for doing nothing, well no one gave a
rat’s ass about anything except their own feather. So I showed up for that
“training” and when the instructor found out I was scheduled to be in that
training, he refused to teach the class because he knew my background and thus
cancelled it because he was pissed that someone had made such a messed up decision
to send me back 10-years in time. Like I have been trying to deliver in
understanding my dilemma, when labeled as a “Vocal Union Supporter” and on an
HR “hit-list”, this is the behavior that follows such an endeavor orchestrated
by the Howitt Cowards. The back-stabbing
SOB faction of the Alyeska “corporate” ladder climbers that kissed anything
that looked like an ass at Bragaw Street. It is sickening. So when the
instructor went home, well I was then sent back to the station in my new
position. Yes, the “Basic Training” criteria was then waved and I was now a
bonafide Pump Station Technician I – but would be allowed to maintain my Level
VI pay for 90-days as long as I went through the basic training tests and got
signed off with the routine pump station’s on-the-job tasks. It meant with an
attitude I was about to be demoted if I chose not to abide by their stupidity.
Look, I was not about to spend my off time from work working to become a
pipeline technician! No longer was I involved in the everyday “Custody
Transfer” responsibilities, but the station management wanted me around as a
warm body, just in case the “Custody Transfer Team” needed help - yes I was to
remain on the sideline just in-case. But now my baby-sitting job was over and
finally after 10-years I was assigned a “real” job”. Yes, for all my hard work
and dedication and vocal about “drunk” tanker captains, as by now the EXXON
Valdez had become a reality because Alyeska broke the will of a Union that
would have prevented such a disaster, I was then assigned as the “Rover”. This is
the bottom-feeding position for any Pump Station Technician, reserved for “New
Hires” and which is highlighted as the “night shift” operator, that roams
around doing not much - except using a whole lot of rags to clean up spilled oil
and washing the soiled coveralls of the maintenance technicians along with
those rags. But besides that, the most important function of that position at
night, when everyone else is sound asleep in the PLQ, well changing the “shit
bag” is what was expected of me. That was a task that needed to be signed off
in efforts for me to meet that 90-day extension, else give up my pay grade - be
demoted from a Technician Level VI with “Lead Technician” duties already taken
away down to a Level I, about a $20k cut in pay. The “shit bag” is the human
waste squeegeed of liquid urine waste, a “cake” is formed that must be removed
and the device cleaned as there is no underground septic systems up north due
to permafrost. So the “crap” from the station latrines is congregated in a
machine, purged of liquid matter and that stuff is injected into the hot
exhausts of the mainline turbines used to pump that oil – in efforts to thermally
destroy the human waste – and the reason all the piping around those pump
stations looks of “yellow matter custard” because sometimes there is just too
much shit to handle as Alyeska feeds its workers very well. So then the “crap
cake” must be removed. I refused this job, and then realized all those days
wherein coffee was fair game plavmanship, it was well worth the effort - as
Alyeska pissed on me and wow what a feeling that I had the opportunity to
reciprocate and pissed on it all! Happy trails!
In ending, here is what that
Alyeska President James B. Hermiller said about me, when that Kathy Carr “Vocal
Union Supporter” hit-list e-mail made it outside its intended audience, but by
this time I had quit:
“You were a valued
and talented employee. Alyeska certainly benefitted from your 11 plus years of
dedicated service. Your record reflects rehire eligibility. I wish you the best
in your future endeavors.”
Rehire eligibility? Only if
I thought changing a “shit bag” was my new career!
Spilled coffees on me! And
there is no way that during the time that I “tweaked” the composite samplers on
a random basis with “coffee”, for the SOHIO/BP oil, for the ARCO oil, for the
EXXON oil, for the Amerada Hess oil, for the Phillips Petroleum oil, for the
Unocal oil or for the State-of-Alaska’s oil share, no way the accounting of
that crude oil sent down the line was accurate. And so what is my going away
sentiment now that the time has come to fulfil my very own EXXON Valdez
“wrecking ball” by telling my story of retaliation. And so what some more that
it may have messed up the State-of-Alaska’s “Royalty Share” of that oil through
its resource ownership - as maybe that is payback for the state because it
employed workers in Valdez that were afraid to help stop those drunk tanker
captains. Not to forget Federal “oversight” that was blinded by the might of
“Big Oil”, and every-time that a whistleblower found the courage to speak out,
that even if the issue was a blatant violation of OSHA and warranted by a
$fine$, well there always came a “dismissal of fines” even once upon a time
when Alyeska was hit up with (8) serious violations that killed a worker. True
story.
But before signing off,
maybe another lesson learned in the category of atrocities fostered by
Alyeska’s wanton waste in its efforts to make sure a “Union” never planted a
seed, that if successful in Valdez could have not only STOPPED the EXXON Valdez
“wreck” it could have extended itself in representation up that “pipeline” and
overflow into the Prudhoe Bay oil fields. That would have amassed a fortress
like “Union” presence 10000 workers strong. Look the fact that Alyeska’s
executive management chose to side with the drunk tanker captains and their
crews, and instead fight our “Union” interests, well in testimony the EXXON
Valdez “wreck” is the judge’s gavel and the jury verdict of that being an
“atrocity”. And by the mid-80s, it appeared that Alyeska President George
Mucous Nelson was more concerned about his Rotary Club “image” over that of the
safety of the pipeline workers, for that matter no consideration on the
environment. I was not a “Rotary” fan, but my father-in-law was and when that
summertime trip to Alaska came about, it meant I had to buy a tie to accompany
him to this bigot like gathering of mad man. And during one of those Anchorage
rotary luncheons, George with an entourage of Alyeska ass kissing men in
tights, well they praised George on how he destroyed the will of a “Union” in
Valdez – and I was sitting there in realization people died and the environment
would get wrecked for hundreds of years because of his success story! As far as
the Custody Transfer “tweaking”, that was cheating for no worthwhile purpose,
so yes an “atrocity” of another kind with respect to dismissing a producer of
that rightful ownership of that resource – which included the State of Alaska.
Which beckons the call that the Alyeska management condoned “atrocities”. When
the management decided to break up the “Vocal Union Supporters”, well several
other “atrocities” come to mind. See, while still in Valdez and before I was
transferred up the “Hill”, to get myself as well as other “vocals” away from
the drunks after there came a “causeway rebellion”, one of my main obligations
was to make sure the loading berths were ready to accommodate the crude oil
tankers through de-ballasting and then taking on crude oil for that journey
south. With increased throughput on the TAPS in the early 80s, the tanker arrival
and departures were like a traffic jam scenario about to get worse. So my supervisor
Lynn McArthur wanted the I&E team to devise a method to speed things up,
without compromising safety. It was a time when things in the hi-tech world
were changing overnight and McArthur being the genius he was as an electrical
engineer, in insight he envisioned a “computer assisted controller” that could
retune the berth loading control systems based on the tanker that was scheduled
to arrive, beforehand as each tanker maintained different loading limits
criteria so in efforts that down-time could be minimized. And it would also
assist in the time-consuming instrument calibration intervals, which would take
days to accomplish and only allowed when tanker traffic allowed for a time out
in the action – which was becoming few and far between. So we grabbed the
challenge and designed that system and could take credit for shaving off
3-hours per loading, like a 25% reduction. That was monumental, but we met the
challenge and made a name for ourselves. Matter of fact, the concept was so
unique that we were allowed to show off the “computer aided concept” to a group
of engineers and technicians in Anchorage at the Alyeska headquarters and the
project was highlighted in Alyeska’s very own monthly publication, “The Insider”.
As was acknowledged how my participation in that project made it a success: “I
would like to express my sincere appreciation for the outstanding job Mike Kelley
did in developing the berth flow control instrumentation test panel. This test
facility has contributed significantly towards improving the operating efficiency
of the I&E Maintenance group, and minimizing berth flow control system
downtime. As a result of this panel, instrumentation maintenance work, which in
the past took days to complete, is now finished in a matter of hours. Mike, you
have been actively involved in this project since its conception, and because
of your many technical contributions and hours of work, the project is a total
success. I compliment you on a job well done, and I am confident that your
future assignments will be handled just as professionally”(Lynn
McArthur – I & E Supervisor, 3/80). And that “Letter of Appreciation”
reinforced by another “Letter of Appreciation” to be yet another legal document
of record in my Alyeska Human Resources file: “Mike, please accept my
thanks and appreciation for your significant contributions. The test panel
concept, design, construction, and successful application in the berth flow
control system is a tribute to your technical competence. It is always fun to
strive for excellence and your achievements demonstrate the rewards for
excellent performance”(Truett C. Smith – Valdez Maintenance &
Operations Superintendent, 3/80). OK, they are bragging about me once again, I
cannot help that. But Lynn McArthur was a genius, an instrumentation and
process and electrical engineer that shined above the rest of the Alyeska
engineers, a guy way ahead of the times when it came to introducing the
“hi-tech” into the world we live. But when the “Union” thing cast a shadow over
the “Valdez Marine Terminal” and there came an all-out effort to rid the
“Terminal” of those that sided with the “Union”, like myself, there also came a
clearing-house to the management that held some semblance of supervisory
control over what was called the “disgruntled crews”. Yes, we “Vocal Union
Supporters” were labeled as such, because we cared! Because of the commotion
over our “Union” drive for outside representation, McArthur had become a fall
guy and was eventually transferred out of Valdez in what appeared to be a
demotion, in a new assignment as a Pump Station manager, yes a step down from
his Valdez recognition if nothing more based on crew size and area of
responsibility. A pumping station is minuscule in both size comparison and
technical complication to what went on at the “Valdez Marine Terminal”. Lynn
did not want to give up his post in Valdez, he was forced to leave. Once the
company had spent many lawyer hours fighting the ”Union” and agued a convincing
victory against the workers interest in outside representation, it was not a right
of way action wherein the retaliation started, especially when our “vote” to unionize
was before the NLRB. So in the 1984 time frame, it is when the company started
its pilgrimage to forever dismantle things so that a “Union” would never get a
hearing. “Kill the Messenger” meant a dead-on-arrival undertaking. So McArthur
was moved out of the hornet’s nest of the “Union” activity, which meant things
would continue to deteriorate for the workers, and not only in Valdez. During a
bad rain and hail-storm in August of 1985, McArthur was having turbine problems
at Pump Station #12. That station is the last pumping station on the pipeline
and all 3-pumps required to push that oil over the mountains before it heads
towards Valdez, maximum pumping capacity to meet the current throughput demands
set by the “Owner Company” that was by now raking it in with the $Black Gold$,
so was the State of Alaska - which means with money-over-matters that entity
with a governor also did not care about the workers’ voice nor the environment.
Said again, the EXXON Valdez was avoidable had the powers-to-be really cared. I
had talked to Lynn just the night before on that August of 1985, as he
remembered my birthday, the 19th and was not in good spirits which
was very unusual for Lynn. He told me he was under pressure to get all
3-turbines running and did not want to call in a crew from Anchorage, not by
plane and had hoped that the crew could instead wait until daybreak and drive
to the station, about a 4-hour drive which was a routine thing. Lynn was
over-ruled in his “wait it out” decision and it was demanded by the pipeline
superintendent to call in a master mechanic to arrive by plane, a Lear jet, just
so some fat asshole could tell corporate he was responding. At 2:05am on
approach to the airfield in bad weather the plane went down, killing the pilots
and one of Alyeska’s “Best of the Best” turbine mechanics. Lynn never got over
that accident, placing the blame for such upon himself, in excuse that he never
should have given that plane permission to land and that self-inflicted lack of
courage would eventually kill his desire to be the righteous man I had the
opportunity to call a friend and work for. Said again, that is what a “Union”
would have disallowed, placing workers in harm’s way. McArthur should have
still been the “boss hog” in Valdez, not sent out to pasture to some Podunk
facility run by a fat asshole, just because of a “Union” threat. The sad fact,
it meant the pipeline throughput was suffering a 1/3rd reduction, so
what as there was always a future to make things up but Fat Alex over-ruled McArthur,
and a good worker died and a great manager lost his will to understand what
life was all about when idiots make detrimental decisions just to justify their
positions of power. On another atrocity that was related to the “Union” busting,
the company retaliation plan in Valdez found safety taking a back seat, as
there came a very bad disconnect between management and the workers, especially
after we lost that bid seeking outside representation – so it meant the drunks
would continue to raise hell in Valdez. The company had fired that warning shot
across the bow with the “Union”, the reason McArthur was transferred and the
reason the retaliation plan of attack was the priority with our working
conditions. When such a disconnect takes over, well it causes even more of a disgruntlement
and safety suffers, maybe out of frustration no one was listening and we still
have a job to perform. One morning, December 15th in 1984 at the
height of the “Union” retaliations to be exact, when there was some crane work
scheduled on a berth, the operating mechanic could not get in position to set
the crane’s stabilization riggers, to secure the machine, as the loading berths
are tight structures. When the mechanics’ crew realized that was an unsafe dilemma
and so instead asked for a crane to be delivered aboard a barge, as there was
such a “floating crane” sitting at the docks in Valdez and for Alyeska’s use, it
was easy street! But that request was unacceptable, as by now the management in
Valdez due the “Union” was in that “kill the messenger” mood and a mandate of
“do as I say” ruled our every move. And in excuse that there was no time to get
that barge and crane to the “Terminal”, because there was a tanker due in and
hey, must get that berth ready for that tie-up as the crew has drinking time to
contend with! So in haste, because the
management said get the job done and some were afraid that delays would be
contributed to the lingering “Union” drive and then be associated with that in
grievance and be targeted by the retaliation “hit list”, well that crane and
the operator lost its footing, because the riggers did not work, and that
worker went overboard with the crane and was strangled by the crane’s hoisting
cables. See, when we were a single maintenance group, there was twice the voice
during the morning meetings that could take a stand upon safety of the jobs
scheduled for the day. When the “Union” movement was challenged by the
management wherein they thought they could “win” by dividing us up, well it
helped Alyeska with turning away the “Union” but at the same time contributed
to worker deaths. Yes, breaking the “Union” was then more important then the
worker safety. That my friend can chalk up 2-more atrocities! That was the
Alyeska way, anything to keep that feather in one’s cap with the screwed-up
management that would allow for bad weather decisions to kill its employees and
still did nothing about the drunk tanker crews. But George could brag about it
at the Rotary Club!
The “Causeway Rebellion”
occurred one day in the early 80s, before we had decided a “Union” was
necessary for our protection, as I was performing my duties down at Berth 5. I
had driven down the “causeway” to retrieve the loading arm controllers, as the
tanker that was berthed had finished loading but the crew was a no-show and
managers were starting to panic as there was no room for delays. As I was
backing off the causeway, the TAXI showed up and dropped off the crew. Now the
TAXI was not permitted on the “causeway” and before you know it that crew was stumbling
about and over each-other as they rambled about to jump in the back of my PU,
thinking I was there to give them a ride down to that tanker. The “causeway”
was not very wide, so if there was someone walking about, any vehicle traffic
would have to come to a dead stop, the reason that crew was then trying to
hijack my truck. They had become accustomed to that joy-ride assistance at the
Alyeska workers’ expense. But today was going to be different as I was quick to
tell them to get the hell out, but was met with some unfriendly advice and
words that were threatening. We knew that it would eventually come to a
stand-off, and herein it was. So I grabbed my 18” pipe-wrench and was ready to
go to war with these bastards that thought I was their slave driver and lucky
enough Big Jim saw what was going on and stopped to assist me, likewise
yielding an 18” Rigid pipe wrench and Roger his passenger, a Native Alaskan
with a limp, well Roger had the strength of a brown bear and grabbed a 48”
Rigid wrench. That was enough to somewhat sobber up the crew and they then
started to walk that causeway, it was slow going as they were totally inebriated.
And that was the last straw, as then we seriously started to talk about a
“Union”.
Finally, I end my story and
leave it with this, that sabotage, “I did it for the UNION!”
Oh,
you can't scare me, I'm sticking to the union,
I'm sticking to the union, I'm sticking to the union.
Oh, you can't scare me, I'm sticking to the union,
I'm sticking to the union 'til the day I die.
Yours Truly, Michael S.
Kelley
For Further details, call the Ombudsman at (907) 835-4709, ask for Larry.
