People

Executive Viewpoint: Sustainability: Initiatives, innovation and solutions to crucial challenges

Becker, J., Chevron Phillips Chemical

Hydrocarbon Processing's Editor-in-Chief/Associate Publisher, Lee Nichols, was pleased to speak with Jim Becker (JB), Vice President, Polymers and Sustainability for Chevron Phillips Chemical (CP Chem).

The importance of engineering and construction alignment throughout the project lifecycle

Payami, H., Fluor

Construction is where the rubber meets the road. This phase historically is the most challenging time of the project, often characterized by problems with high levels of urgency and difficulty.

Project Management: Efficiently expanding a specialty chemical company

Parmar, A., COIM USA; Shahani, G., ShureLine Construction

COIM, a specialty chemical company, decided to expand its production capacity in the U.S. to supplement growing market and economy.

Managing dark data and visualizing your digital twin

Today’s tools are often specialized for a certain type of task; however, they often lack the connectivity that would enable the easy comparison and cross-reference of asset information. Engineering tools are well suited for design and build phases, but may be less suited for use in operations and maintenance.

Five key innovation concepts to impact frontline engineers in 2020

McIntee, A., KBC, a Yokogawa Company; Finnan, K., Yokogawa Corp. of America

Gas processing, liquefaction, oil refining, bulk petrochemicals and chemicals plants represent a large population of frontline engineers and technical managers. Their professional lives will become increasingly impacted by the growing adoption of disruptive digital technologies and digital platforms.

People

Rhodes, Mike, Hydrocarbon Processing Staff

Motion Industries Inc. has named Chris Pacer as VP of the company’s Central Group. Mr. Pacer has spent the last 22 yr with Motion Industries in various key roles after joining the company as a certified fluid power specialist. He was promoted to Branch Manager of the various markets within Northern Ohio and then joined the company’s corporate accounts team before being promoted to his latest position of Detroit Division VP and General Manager. In that role, Mr. Pacer was responsible for the further development and overall growth of 22 branch operations and one service center.

Executive Viewpoint: Fuels and petrochemicals will continue to help humanity thrive

Thompson, C., American Fuel & Petrochemical Manufacturers (AFPM)

A 15-yr rise in U.S. exports of refined products continued in 2019 with the nation exporting more than ever, underscoring the importance of these products to fueling a growing world. In the latter half of the last decade, U.S. petrochemical production capacity increased—with more than $20 B invested in domestic petrochemical projects in the last 2 yr alone—and exports of petrochemicals and petrochemical feedstocks rose, as well.

Editorial Comment: Adopting digital technologies to enhance operations

Nichols, Lee, Hydrocarbon Processing Staff

What is the future of refining and petrochemical operations? One trend that has been the focus of many articles, whitepapers and conference presentations is the digital transformation of the hydrocarbon processing industry (HPI).

Inspection: A practical approach to internal inspection of pressure equipment

Anwer, A., Contributing Editor

Internal inspections of pressure equipment involve a full inspection of the equipment. Inspection engineers and inspectors depend heavily on internal inspections to retrieve useful data, which includes information on active degradation mechanisms, corrosion rates, remaining equipment life, failure occurrences and failure expectations, among other critical details.

Project Management: How human intelligence and AI are driving project planning in the oil and gas industry

Patterson, D., InEight

The science of project planning has something of a tenuous reputation. How often do large oil and gas capital expenditure (CAPEX) projects really come in according to plan? Almost never. Indeed, 30% of respondents to a 2018 PWC survey said they had experienced cost overruns of 10%–50% on their Middle East capital projects.