United States
Environmental Protection
Agency
Air and Radiation
(6202J)
EPA430-F-00-001
January 2000
www.epa.gov/gasstar
Brooklyn Union Gas
Natural Gas STAR Case
Study Series
rooklyn Unions experi-
ence with the Natural
Brooklyn
Union
^^^K Gas STAR program demonstrates that methane emission
^ reduction programs need not be complicated. By empow-
ering employees throughout the company and tapping their experi-
ence and abilities, Brooklyn Union developed a dynamic program
that has exceeded corporate expectations for methane reduction.
Since joining Natural Gas STAR in 1993, Brooklyn Union has
saved 98 million cubic feet of natural gas, valued at almost
$200,000. As the following case study illustrates, unwavering sup-
port and enthusiasm across all levels of a company can make cut-
ting methane emissions a simple and rewarding endeavor.
mm
Brooklyn Union Gas has been a
major player in meeting New York
City's natural gas needs since before
the turn of the century. Today it is
one of the largest gas distribution
companies in the United States.
Brooklyn Union's 3,834 miles of dis-
tribution mains, 79 miles of transmis-
sion mains, 14 major gate stations,
and 520,000 services supply natural
gas to more than one million meters
in the New York City boroughs of
Brooklyn, Queens, and Staten Island.
In 1998, Brooklyn Union merged
with Long Island Lighting Company
(Lilco) under the umbrella, Keyspan
Energy. Together, Brooklyn Union
and Lilco provide gas services to 1.57
million customers in Brooklyn,
Queens, Staten Island, and Nassau
and Suffolk Counties on Long Island.
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rooklyn Union did not have a formal methane
emission reduction program in place before
joining the Natural Gas STAR Program as a
Charter Partner. However, when approached by
the U.S. Environmental Protection Agency (EPA) in
1993 to consider the new program, the company
immediately saw the benefits of a voluntary, coopera-
tive approach to reducing methane emissions. Bob
Preusser, the now retired vice president and chief
engineer, worked actively with EPA to help design
and promote the program within the industry and
helped draft the memorandum of understanding that
became the standard agreement between EPA and
Natural Gas STAR partner companies.
"Brooklyn Union is doing this for the
environmental benefit, for our grand-
children, and future generations.
Cost has never been a factor or a
barrier to our implementation."
-Bill Ireland,
Business Manager, Keyspan System Laboratory
For Brooklyn Union, joining Natural Gas STAR was a
matter of gaining support throughout the company.
While upper management was impressed with the
environmental and economic
benefits of the program, the
company believed that it
was equally important to
ensure that field person-
nel also recognized the
value of the program.
In fact, Brooklyn
Union's encourage-
ment of employee
involvement from the
beginning has been a
major factor in its success.
rooklyn Union began implementing the
Gas STAR Program with the goal of reduc-
ing methane emissions to the greatest
extent possible. The company chose not to
establish specific methane emission reduction
targets or financial goals at the outset, believing
that it would be better to first explore the possi-
ble gas saving opportunities. Brooklyn Union
performed an initial examination of all opera-
tions and identified directed inspection and
maintenance of its gate stations as the area with
the greatest potential to reduce methane emis-
sions for the company.
Building a Methane Reduction Team
One of Brooklyn Union's first steps toward imple-
menting the program was to select a group of
employees to serve as the company's methane emis-
sion reduction team. This team was comprised of
both first-line supervisors and bargaining unit per-
sonnel from the gate station operations section.
The team was tasked with reviewing the basic
requirements of the program and developing ideas
and suggestions for ensuring program success. By
giving the team the freedom to design and struc-
ture the program, the company was able to ensure
the technical feasibility of the program and its
acceptance at the field level.
After a series of meetings, the methane emissions
reduction team developed an implementation
plan and presented the results to Brooklyn
Union management. The team's suggestions were
integrated into a two-part plan targeting
methane emission reductions at surface and sub-
surface facilities. According to Bill Ireland,
Brooklyn Union's Gas STAR implementation
manager, "Many of the suggestions from the
team were included in the program. By immedi-
ately implementing their ideas, the momentum
began to build and carried through as the pro-
gram progressed."
Brooklyn Union Gas
Natural Gas STAR Case Study Series
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Implement! ri
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'rograi
Phasing in the Program
rooklyn Union implemented its initial
methane emissions reduction program in two
phases. Phase I, the directed inspection and
maintenance program for its 25 aboveground
gate stations, was launched in January 1994. The
25 facilities consisted of 14 major aboveground
stations and 11 industrial facilities. At each facili-
ty, personnel identified and cataloged all gas flow
and monitoring components, such as flanges, fit-
tings, unions, valve packings, control piping, and
other associated equipment. At each station, 75 to
150 components were involved in the initial
inventory, for a total of 2,150 inventoried compo-
nents. With the inventory completed, inspection
crews began quarterly leak detection surveys. The
first round of inspections revealed numerous leaks
at 14 of the 25 gate stations surveyed, which were
quickly repaired and retested. By the end of the
year, Brooklyn Union had completed 8,600 corn-
Phase II of Brooklyn Union's methane emissions reduc-
tion program, an expansion to directed inspection and
maintenance of subsurface facilities, began the follow-
ing year. Starting in January 1995, Brooklyn Union
began quarterly inspections at its
12 subsurface facilities. To
duplicate its success in
Phase I, Brooklyn
Union again
formed a team
comprised of key
bargaining unit
personnel and
first-line supervi-
sors. While the
subsurface facili-
ties represented a
different section of
field operations,
Brooklyn Union found
that many of the ideas generated dur-
ing Phase I were directly applicable to Phase II. The
major difference between the phases was the location of
station components. In the aboveground facilities, most
"Employee input in the program from beginning to end brought about an end-
less striving for perfection that we could all be proud of. Together we were able
to work cooperatively and efficiently with EPA, culminating in a star-studded
program for Brooklyn Union, the environment, and our customers."
-Bill Ireland,
Business Manager, Keyspan System Laboratory
ponent checks at the 25 facilities, with 68 leaks
being discovered. In 1995, Brooklyn Union moved
the 11 facilities at which no leaks were detected to
semiannual inspections. As discovery of leaks con-
tinued to decrease with each subsequent inspec-
tion, more facilities moved to semiannual and
annual inspections.
of the monitored components were easily accessible to
inspection crews. Many components slated for inspec-
tion during Phase II, however, were located in under-
ground vaults and other tight areas, requiring inspec-
tion crews to devise and perfect new monitoring tech-
niques and strategies. By relying on the field person-
nel's expertise and experience, these difficulties were
easily overcome.
Brooklyn Union Gas
Natural Gas STAR Case Study Series
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Exploring New Opportunities
Once the directed inspection and maintenance pro-
grams were implemented at all of its facilities, the
STAR program team began looking for other
methane reduction opportunities. The goal was to
identify "quick hit" opportunities in selected
processes where immediate and significant methane
reduction potential existed. Brooklyn Union again
turned to the employees in the field to help identi-
fy methane emission reduction possibilities. As Bill
Ireland notes, "Employees at all levels are encour-
aged and expected to contribute to the program by
notifying the STAR team when a potential reduc-
tion opportunity is identified at the facility level.
Managers and facility workers then examine the
opportunity, determine its feasibility, and imple-
ment the new practice as appropriate."
Examples of methane emission reduction opportu-
nities identified by onsite employees include:
Installation of snap-acting valves on meter
runs and replacement of old and leaking pneu-
matic flow controllers and their charcoal fil-
ters. Snap-acting valves were first installed on
meter run piping to eliminate methane venting
when the runs were taken off line. The old and
leaking pneumatic flow controllers were
replaced with dual acting pilots that completely
eliminated methane releases and the need for
charcoal filters. These measures eliminated the
venting of 622,000 cubic feet of natural gas
annually and avoided disposal costs for the
charcoal filters.
Installing sight glasses on receiving vessels and
vapor trap valves. At Brooklyn Union's above-
ground gate stations, scrubbers remove liquid
condensate from the natural gas stream prior to
injecting it into the distribution network.
Before the sight glasses were installed, conden-
sate buildup checks were done through a series
of valves which resulted in the venting of a sig-
nificant amount of gas every year. The sight
glasses allow technicians to view the condensate
without venting, and the vapor trap valves
allow the condensate to be removed while the
In building its methane emissions reduc-
tion program, Brooklyn Union identified
these keys to successful program devel-
opment and implementation:
Secure upper management sup-
port. A philosophical and financial
commitment is crucial to properly
promote and implement a methane
emissions reduction program.
Without visible management sup-
port, field workers will not accept
the program.
Ensure bottom-up support.
A program's success hinges upon
the commitment of the field person-
nel responsible for the day-to-day
implementation. Including these
employees in program planning and
design, encouraging their contribu-
tion to program improvement and
expansion, and recognizing and
rewarding their contributions all go
a long way towards fostering pro-
gram buy-in.
Do the simple things first. Begin with
practices that are simple to implement
and offer the most immediate results.
As the program develops momentum
and experience is gained, more
opportunities to improve and expand
will be discovered.
Institutionalize the program.
Make methane emission reductions
an integral part of every employee's
job. Brooklyn Union field employees,
for example, have Gas STAR binders
at each facility, and taking and
recording emissions measurements
is a standard part of every worker's
daily routine
Brooklyn Union Gas
Natural Gas STAR Case Study Series
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gas is returned to the system. These retrofits have
prevented the annual release of more than 92,000
cubic feet of natural gas.
Flaring unreclaimable gas in a thermal oxidizer
when retiring natural gas storage tanks.
Typically, unreclaimable gas trapped in storage
tanks would be vented to the atmosphere when
the tanks are dismantled. By combusting the
methane trapped in the storage tanks, Brooklyn
Union eliminated the release of 1,250 Mcf of
methane to the atmosphere.
Maintaining Momentum
Maintaining the momentum of the STAR program
has not been difficult for Brooklyn Union.
Management remains committed to reducing methane
emissions, and facility staff continue to perfect existing
practices while searching for further opportunities.
For field managers and technicians, implementing
Brooklyn Union's methane emissions reduction pro-
gram is simply an everyday part of their jobs. As part
of on-the-job training, new hires learn about
Brooklyn Union's commitment to reducing methane
emissions and how they are expected to contribute.
This approach has proven to be so effective that spe-
cial Gas STAR training has not been necessary.
Brooklyn Union management also uses an annual
awards ceremony as a way of maintaining momen-
tum and building program support throughout all
levels of the organization. In 1995, EPA presented
the company with a program
achievement plaque in a spe-
cial award ceremony held
at Brooklyn Union.
Brooklyn Union used
this occasion as an
opportunity to formally
thank and recognize its
employees for their con-
tributions to the pro-
gram's success. As a token
of its appreciation,
Brooklyn Union presented
each employee a golf shirt with a
special EPA logo. More recently, at its annual awards
ceremony (January 1999), Brooklyn Union presented
its 1997 Natural Gas STAR Distribution Partner of
the Year award to the operations staff responsible for
implementing the program. In recognition of their
invaluable contribution to Brooklyn Union's methane
emission reduction efforts, each employee also
received an individual plaque and a watch.
As Brooklyn Union's Gas STAR program evolves and
matures, the level of effort and financial resources
required to maintain the program continue to
decrease. Much of this can be attributed to institu-
tional learning and experience. Inspections that origi-
nally took a two-man crew four hours to complete
now can be completed in two hours, resulting in
decreased costs. Significant reductions in the number
of leaks found has reduced labor and material expens-
es. Brooklyn Union, however, remains vigilant in its
watch for leaks and its search for further methane
emission reduction opportunities.
ill Ireland foresees Brooklyn Union's continued
commitment to reducing methane emissions to
the greatest extent possible. Brooklyn Union
estimates that it has eliminated approximately
75 percent of its methane emissions, primarily
through easily implemented opportunities.
Identifying and implementing the final 25 percent in
an economically feasible manner presents Brooklyn
Union with its future challenge.
Brooklyn Union's 1998 merger with Long Island
Lighting Company also offers new opportunities.
Lilco has been a Gas STAR Partner since 1995, but
its methane emissions reduction efforts have not
been as aggressive as Brooklyn Union's. With the
merger complete, Mr. Ireland feels the focus of the
Gas STAR Program for the next five years will likely
revolve around upgrading Lilco's program to the
same level as Brooklyn Union's, thereby creating a
unified program for Keyspan Energy.
Brooklyn Union Gas
Natural Gas STAR Case Study Series
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mom mmmw
Brooklyn Union's Emission Reductions (Mcf)
1993 | 1994 1995 1996 1997 1998
372 11,618 11,347 15,367 25,947
52 45,280 56,627 71,994 97,941
Brooklyn Union reports average
methane emission reductions of more
than 16,300 Mcf each year.
In the last three years, Brooklyn Union
has more than doubled its annual
methane emission reductions.
Brooklyn Union's Cumulative Emission Reductions Savings
$200,000 Y~
$180,000 -'
$160,000-' $,/,noo
$140,000 -'~
_ $113.254
$120,000 -'~
$on ^Łn
$100,000 -'~
$80,000 -' $67.^4
$60,000 - ' $46,580
$40,000 '
$20,000 - '
$0 \*
1993 1994 1995 1996 1997 1998
\.mm worn
Voluntary partnership programs
prove to be effective and cost-
efficient. Brooklyn Union firmly
believes that voluntary partnerships,
such as the Natural Gas STAR
Program, can be a highly effective,
low-cost measure to protect t1*"
environment. Partners' impler.^..^,
tion of the Gas STAR recommended
"best management practices" prof-
itably reduces methane emissions.
"Environmental partnerships" such
as Gas STAR also serve as effective
technology transfer programs for
promoting innovative processes and
technologies. Bill Ireland affirms,
"The most important message of Gas
STAR is that regulators and industry
can work together effectively to
solve environmental problem:
Challenging employees incre.
motivation and feelings of empow-
erment. When tasked with the
responsibility of implementing the
Gas STAR Program by management,
Brooklyn Union's workers embraced
the challenge and exceeded corpo-
rate expectations. The employees
rallied around the common goal of
methane emissions reduction, creat-
ing a greater sense of team and
unity. Being given control of the
program's day-to-day operation
motivated field workers to go that
extra mile to ensure success.
Brooklyn Union's methane emission
reduction activities save the company
more than $32,500 worth of methane
each year.
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