It’s with justification that the oil and gas industry can tout that the thousands of members of National Association of Corrosion Engineers (NACE) International are among our best-trained warriors against the evils that threaten pipelines and other man-made assets. Indeed, these certified experts help represent the last line of defense upon whom we depend to create products and processes to eliminate, predict or at least mitigate this silent and insidious menace.

D. Terry Greenfield is the 2019-2020 president of NACE International, based in suburban Houston. In this interview with Hart Energy, he discusses the challenges experts face in their ongoing battle and his priorities, as oil and gas are not the only assets affected by corrosion.

The first obvious priority of the president is keeping the association on course with strategies determined by the board of directors that were initiated by previous administrations. He said that means providing continuity throughout the annual executive transitions.

Then, Greenfield, principal consultant at CONSULEX based in Fairhope, Ala., gets more specific.

“Of the priorities I personally embrace, the top two include curating, preserving, and distributing the extensive body of knowledge that NACE has accumulated over nearly eight decades; and ensuring that the association carefully considers all possible benefits to its members and to society in its consideration of a potential merger with SSPC, The Society for Protective Coatings,” he said noting that this has been an issue that has been discussed for years but has seemed to have regained momentum in the past year.

A Proposed Merger

NACE, formed in 1943, has a global membership of 36,000. SSPC, headquartered in Pittsburgh, was founded in 1950 and claims worldwide membership of 16,000. Such a bonding would have immense industrial and association implications. So, what is the likelihood of this happening?

“We decided we would only take these steps if we felt they would advance NACE’s mission [protecting people, assets and the environment from the adverse effects of corrosion], and so far, we are seeing good reasons for these talks,’’ Greenfield said.

“NACE and SSPC have areas that overlap, we’re both very good at what we do in those areas; if there is a practical way to bring together our expertise, it would make things easier on individuals who are members of both organizations or those who may not be a member of either, but are considering advancing their credentials.

“The more professionals out there with certifications and qualifications the better it is for public safety. Consolidating our resources could allow us to better address the challenges ahead. Both organizations are strong; we are finding out now if we would be stronger and more effective together.”

[Editor’s note: It was reported that the joint staff and leadership task force of both associations reconvened in September to continue discussions of a possible combination. According to interviews conducted with 25 designated members of each, concerns included potential loss of relevance or voice in a larger organization, and whether all certifications of both organizations will continue to be recognized and supported. McKinley Advisors, brought in as a third-party, independent adviser, suggested that it found “no substantive hurdles that would threaten the proposed consolidation and that the current financial model is sufficient.”]

Closing The Gaps

One of Greenfield’s most important responsibilities is to meet with as many NACE members as possible to learn first-hand their concerns. That often presents its own set of challenges.

“From a strictly numbers-based perspective I think there’s always concern as we grow that there’s a gap developing between members and the organization itself. NACE has experienced extraordinary growth and members who used to enjoy a very intimate and personal relationship with the organization today sometimes find themselves as part of larger task forces or groups rather than working one-on-one with staff.

“NACE International sincerely values its membership—I say this as a member and not as president—and always works to provide the highest level of service, and whenever possible, a personal touch to build relationships and keep communications with members as prompt and helpful as possible,” he explains. But that’s one part of the problem and is not just a challenge to NACE.

“Another concern that’s probably more industry-related is the participation of younger corrosion professionals in the organization and their contributions to the efforts of NACE’s technical committees and educational development,” Greenfield continued.

“Our older, long-term members are actively involved with the association, but as younger generations enter the industry, they are less apt to get involved, even though the work of the technical committees and member volunteers directly impacts the overall efforts and success of the industry. We are constantly working to bring more of the next generation into the fold when it comes to participating in the association’s many activities.”

The Eternal Fight And A Warning

So, are we gaining in the battle against corrosion or are we losing ground?

“I would give that response with a simple statement—it depends,” Greenfield said. “If we compare the results of the two ‘Cost of Corrosion’ studies that have been performed over an approximate 20-year span, the answer is probably no, we’re not gaining ground, as the apparent cost of corrosion remains at about the same percentage of the gross domestic product.

“But when you think about the fact that we have all the knowledge and tools to reduce those costs and tools like IMPACT Plus and other technologies have come along or advanced, we’re in a much better place to tackle the battle than we were 20, 10, even five years ago. The technology and expertise have gotten better and all the while the infrastructure has gotten worse.

“The commitment to effect that change still needs to be embraced at many levels from corporate to government. We’re on the cusp of those decision-makers having no other choice but to take action. We’re hopeful that things change before the situation is so dire that we see increasing catastrophes like bridge collapses, pipeline explosions and more worldwide.”

IMPACT Plus

Greenfield has high hopes for IMPACT Plus, a corrosion management plan developed after a 2015 study. It is designed to maintain or improve existing programs, extend asset life and reduce the cost of corrosion by validating effective corrosion management actions through business impact.

“IMPACT Plus has the potential to create an international framework for corrosion control management. As more information is fed into the system, we will learn from it and be able to chart a course toward a better process.

“We also made sure to create a program that can advance corrosion management performance across all industry sectors from pipelines and bridges to maritime and defense systems, and beyond.”

IMPACT Plus houses its full suite of business and technical tools in a single online portal. It was formed from the framework of the well-established Corrosion Management System, which is defined by Dr. Ali Morshed’s book, An Introduction to Asset Corrosion Management in the Oil & Gas Industry, as: “The process of reviewing the existing Integrity Management measures, regular monitoring of their performances, and assessment of their effectiveness post-commissioning.”

Greenfield added, “We view a Corrosion Management System (CMS) as a set of objectives, policies, processes and procedures for planning and executing corrosion protection of existing and future assets.” He said the following benefits of a CMS make for a sound, long-term municipal investment:

  • Added protection of public health;
  • Decreased maintenance, inspection and monitoring costs;
  • Fewer failures, reducing lost water supply;
  • Less property damage and environmental release; and
  • Life extension of the asset and potential postponement of capital expenditures.

Improved recordkeeping also goes a long way toward protecting the environment. Are we doing a better job there?

“I would like to think and hope we are,” Greenfield said. “I think the frequency of some incidents such as pipeline spills/leaks is declining; regulators require record-keeping and companies work toward compliance with those requirements. Something to keep in mind is that regulatory requirements are a minimum requirement. As I consider your question, I frame it more in the context of corrosion management and work toward collection of data that is most effective in the pursuit of mitigation and the prevention of corrosion.”

Challenges For Pipelines 

“I think the biggest challenge is in ensuring that the designed corrosion prevention system [coatings and cathodic protection] is actually installed as designed and intended. The trend in most has been to include the quality effort with the contractor vs. the owner. The argument in support of that system is essentially that it’s easier and exposes the owner to less construction liability. I’m biased with regards to this, but I think we’ll see a cycle back to owner-provided quality control and assurance in time,” he added.

One lingering question in the minds of many industry experts and followers is whether more companies are making corrosion awareness a greater part of their corporate culture. Greenfield offers a succinct response.

“For it to be ‘corporate culture’ it has to be part of the ‘C-Suite’—and while we’ve made some progress, we still have a long way to go,” he said. “Corporate representatives need to look beyond quarterly earnings; they need to see that investment is required to experience long-term gains and operational integrity and financial savings.

“Until that happens it’s going to be a tough road. No one wants to make the investment when things are okay; they usually wait until something goes wrong and that winds up costing exorbitantly more than if there’d been investment early on,” he added.

When his term concludes, how will he measure his success?

“I will deem the year a success if I see that we’ve made necessary adjustments to stay the course on important strategic initiatives that began, or were already in motion, at the start of my term,” Greenfield said. “I will be looking to leave behind a defined strategy for the trajectory ahead for those leaders following my term.

“Even though the executive team changes every year, they are responsible for the successes of NACE International, so knowing I did my part to continue the good work of the teams before me and leaving things in good shape for the teams to come after me is what I consider the best gauge of my success.”

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