3

Achieve consistency
in execution

We believe that innovation is instrumental in attaining consistency, efficiency and safe practices across our operations.

3

Achieve consistency
in execution

We believe that innovation is instrumental in attaining consistency, efficiency and safe practices across our operations.

Technology aids in safe trucking operations

With over 800 trailers in our truck transportation fleet, hauling both crude oil and NGL products, having a safe driving culture is extremely important to us.
PMC employs nearly 450 professional drivers across Canada and the United States, and in 2019 we focused on safe practices by implementing new initiatives and technology.

Our drivers took part in two mandatory safety stand downs, scheduled across all our operational areas, which focused on timely topics like winter driving preparation.

In addition, approximately 70 regularly scheduled safety meetings were held in 15 locations throughout the year, allowing leaders to connect directly with drivers and lease operators.

The introduction of new technology also played a large role in our trucking safety practices. One significant initiative was a pilot project involving the installation of a new system featuring onboard telematics plus inward- and outward-facing dashboard cameras in a portion of the fleet.

Our drivers took part in two mandatory safety stand downs, scheduled across all our operational areas, which focused on timely topics like winter driving preparation.

In addition, approximately 70 regularly scheduled safety meetings were held in 15 locations throughout the year, allowing leaders to connect directly with drivers and lease operators.

The introduction of new technology also played a large role in our trucking safety practices. One significant initiative was a pilot project involving the installation of a new system featuring onboard telematics plus inward- and outward-facing dashboard cameras in a portion of the fleet.

The cameras are intended to help deter driver fatigue and distraction, while also alerting them to potential hazards on the road. When the system senses sharp turns, harsh braking and other inconsistencies in the vehicle’s movement, it activates the cameras, which capture 12 seconds of footage before and after the inconsistencies are detected. The goal is to encourage behaviour that makes our trucking business as safe as possible.

Creating efficiencies was also the motivation for a trucking scheduling app that we developed and piloted in 2019. The app lets drivers schedule arrival times at specific PMC terminals to load and unload product. This helped decrease wait times, so they could get back on the road safely and quickly.

The cameras are intended to help deter driver fatigue and distraction, while also alerting them to potential hazards on the road. When the system senses sharp turns, harsh braking and other inconsistencies in the vehicle’s movement, it activates the cameras, which capture 12 seconds of footage before and after the inconsistencies are detected. The goal is to encourage behaviour that makes our trucking business as safe as possible.

Creating efficiencies was also the motivation for a trucking scheduling app that we developed and piloted in 2019. The app lets drivers schedule arrival times at specific PMC terminals to load and unload product. This helped decrease wait times, so they could get back on the road safely and quickly.

I’m proud to be on a team that has invested in safe trucking operations by developing and implementing technology that creates efficiencies and keeps our drivers, and others on the road, safe.

Trudy Wissell, PMC Analyst, Health and Safety
Our drivers regularly take part in safety meetings
Our trucks transport both crude oil and NGL
PMC employees at one of our rail facilities
PMC has rail and storage facilities across Canada and the U.S.

Optimizing
our rail assets

Better utilization of our company’s assets was a primary focus for our rail fleet in 2019. As a result, we moved the same amount of crude and NGL product while reducing our railcar fleet by about 20 per cent.
“We’re focused on fleet utilization and building rail capacity,” said Brian Wright, PMC Vice President, Commercial Projects. “We’re optimizing our assets so we can move more product with the same number or fewer cars. This has also led to some real cost savings.”

For instance, through collaboration with the serving railroad owner, our terminal in Fort Saskatchewan, Alta., increased its car capacity by 50 per cent. Meanwhile, by working with railroad partners in Sarnia, Ont., we increased car capacity so we can grow volume in peak periods.

PMC’s commitment to the protection of the environment extends through all phases of project design and construction to minimize or avoid adverse environmental effects. Our Environmental Protection Program seeks to address all provincial and federal acts and regulations.

Fast Fact
PMC’s Rail group advanced the use of Business Intelligence in 2019 to enhance our use of data and analytics in order to make more effective decisions regarding our fleet and commercial freight.

Working with CEPA
to improve industry
performance

In 2019, PMC took part in several CEPA initiatives, including a safety survey in which we achieved an 84 per cent participation rate among our corporate and field employees.

The survey, conducted jointly with the Interstate Natural Gas Association of America, received almost 21,000 responses from member companies. Its intention was to help members better understand how employees think about safety and identify opportunities to improve safety culture and practices across the industry.

“The goal of all partners is maintaining safe operations,” said Paul Kelly, PMC Director, Health and Safety, and chair of the CEPA Health and Safety Working Group Committee. “CEPA members don’t compete on safety.”

CEPA members were also involved in developing and executing a new Canadian industry standard, CSA Z260 (Pipeline System Safety Metrics), in 2019. Adam Shelley, PMC Director, Asset Logistics, was part of the technical committee that had representation from industry peers and associations, regulators, universities and others.

“Although a significant amount of release reporting was done in the past by industry through various regulatory agencies, there lacked a single consistent method,” said Shelley. “The Z260 standard provides the public, agencies and our industry a new and powerful tool that serves as a unified mechanism for the consistent classification of pipeline and facility releases.”

While there are no changes in the way companies collect data, this standard will enable industry members and regulators to benchmark pipeline performance and discover ways to improve processes and performance.

Another CEPA initiative involved our Damage Prevention team, who worked with CEPA partners to develop industry best practices for excavations to lower the number of line strikes.

In 2019, PMC took part in several CEPA initiatives, including a safety survey in which we achieved an 84 per cent participation rate among our corporate and field employees.

The survey, conducted jointly with the Interstate Natural Gas Association of America, received almost 21,000 responses from member companies. Its intention was to help members better understand how employees think about safety and identify opportunities to improve safety culture and practices across the industry.

“The goal of all partners is maintaining safe operations,” said Paul Kelly, PMC Director, Health and Safety, and chair of the CEPA Health and Safety Working Group Committee. “CEPA members don’t compete on safety.”

CEPA members were also involved in developing and executing a new Canadian industry standard, CSA Z260 (Pipeline System Safety Metrics), in 2019. Adam Shelley, PMC Director, Asset Logistics, was part of the technical committee that had representation from industry peers and associations, regulators, universities and others.

“Although a significant amount of release reporting was done in the past by industry through various regulatory agencies, there lacked a single consistent method,” said Shelley. “The Z260 standard provides the public, agencies and our industry a new and powerful tool that serves as a unified mechanism for the consistent classification of pipeline and facility releases.”

While there are no changes in the way companies collect data, this standard will enable industry members and regulators to benchmark pipeline performance and discover ways to improve processes and performance.

Another CEPA initiative involved our Damage Prevention team, who worked with CEPA partners to develop industry best practices for excavations to lower the number of line strikes. According to Amrit Seegobin, PMC Manager, Damage Prevention, and member of the CEPA Damage Prevention Community of Practice (CoP), “We wanted any contractor from any company to be able to uphold the same levels of safety, and this was made possible by standardizing how digs are conducted and implementing safe excavation practices.”

In addition to these initiatives, Scott Sill, PMC Senior Vice President, Operations, is part of CEPA’s Executive Operations Standing Committee (EOSC), which provides guidance and direction to all of CEPA’s CoPs. The EOSC is responsible for endorsing or approving products or documents developed by the CoPs for publication, as well as making decisions regarding Integrity First.

Sterling Koch, PMC Vice President, Health and Safety, Environment, Regulatory and Legal, is a member of CEPA’s Executive Business Environment Standing Committee (EBESC). The EBESC strives to improve the industry’s economic and environmental performance through the advancement of the business environment concerning the industry’s interests with respect to:

  • Taxation and other financial issues
  • Land and Aboriginal affairs
  • The efficiency and effectiveness of regulation of the pipeline industry in Canada
  • Environmental policy and regulation including climate change

For more information about pipelines and the energy industry, visit:

aboutpipelines.com
api.org

Working with CEPA
to improve industry
performance

According to Amrit Seegobin, PMC Manager, Damage Prevention, and member of the CEPA Damage Prevention Community of Practice (CoP), “We wanted any contractor from any company to be able to uphold the same levels of safety, and this was made possible by standardizing how digs are conducted and implementing safe excavation practices.”

In addition to these initiatives, Scott Sill, PMC Senior Vice President, Operations, is part of CEPA’s Executive Operations Standing Committee (EOSC), which provides guidance and direction to all of CEPA’s CoPs. The EOSC is responsible for endorsing or approving products or documents developed by the CoPs for publication, as well as making decisions regarding Integrity First.

Sterling Koch, PMC Vice President, Health and Safety, Environment, Regulatory and Legal, is a member of CEPA’s Executive Business Environment Standing Committee (EBESC). The EBESC strives to improve the industry’s economic and environmental performance through the advancement of the business environment concerning the industry’s interests with respect to:

  • Taxation and other financial issues
  • Land and Aboriginal affairs
  • The efficiency and effectiveness of regulation of the pipeline industry in Canada
  • Environmental policy and regulation including climate change

For more information about pipelines and the energy
industry, visit:

aboutpipelines.com
api.org

Industry partnerships

PMC works with various industry groups and associations, including the Solution Mining Research Institute, the Pipeline Research Council International, the Association of Oil Pipe Lines, National Association of Corrosion Engineers International Institute, Canadian Propane Association and Emergency Response Assistance Canada.

We are also a member of the Canadian Energy Pipeline Association (CEPA) and a partner of the Integrity First® Program, which helps pipeline companies share and implement leading practices that keep pipelines safe and communities protected. Integrity First is designed to complement member companies’ management systems, while identifying collective priorities, plans, assessments and improvements.

About 40 PMC employees are involved in CEPA committees that address topics such as climate change, control room management, corrosion control, cybersecurity, emergency management, environment, geohazard management, Indigenous affairs, in-line inspections, land, damage prevention, management systems, pipeline integrity, property taxes, regulatory policies and security.