September 2024, Vol. 251, No. 9
Features
New AMPP Chair Stresses Enhancing Member Access to Standards
By Michael Reed, Editor-in-Chief
AMPP’s new chair, Kimberly-Joy Harris, brings over 30 years of expertise to the energy sector, specializing in leading and consulting on projects that enhance asset integrity and sustainability, efficiency and innovation.
As the president and principal energy consultant at LIL Energy Consulting, she provides strategic guidance, technical expertise, and leadership development in the oil and gas, refineries, and pipeline industries.
Harris holds master’s degrees in energy transition from the University of Texas at Austin and organizational leadership from Colorado Christian University. Her career includes key roles in corrosion and integrity engineering programs at EnLink and Enbridge.
In this interview, she discusses her role with the world’s largest corrosion control and protective coatings organization, what members say are their biggest challenges and recruiting coating professionals, among other topics.
P&GJ: Can you tell our readers a little about how you initially became involved with AMPP?
Kimerly-Joy Harris: My involvement with AMPP began through my legacy memberships in NACE and SSPC. As an owner/operator for a major oil and gas company, corrosion prevention has always been a significant part of my role, accounting for 90% of my responsibilities.
I’ve been deeply involved in design and material selection, which applies to both engineering and implementation monitoring. These efforts led me to AMPP. I started as an instrumentation engineer, and within three years, I transitioned to the role of corrosion prevention.
AMPP has been instrumental in expanding my knowledge base, as it wasn’t my original background. This unique perspective from the oil and gas industry brought me to AMPP, and it’s been over a couple of decades.
P&GJ: How has your participation in AMPP contributed toward your career success?
Harris: The fact that AMPP continues to serve as a key resource for training and certification in the energy sector is a blessing from which I have been fortunate to benefit extensively.
Throughout my career in corrosion, the training and certification I received have enabled me to teach, lead, and develop programs and individuals within my companies and to take on leadership roles in committees. AMPP has been instrumental in enhancing my confidence, which has empowered me to communicate our activities and strategies effectively to the executive leadership within my organization.
I have been actively involved in developing and testing new courses, educating others about key issues, and participating in advocacy days in Washington, D.C., where I engage with members of Congress and the Senate.
Additionally, I have met with state representatives, particularly in areas where my company’s pipelines operate. I never imagined that my background and commitment could contribute so significantly to improving the energy sector and beyond. These discussions often address infrastructure-related issues like bridges and highways, exploring solutions, repairs, or mitigations through our professional society.
Having these opportunities has been a tremendous blessing in my career. I am very fortunate to be a member of AMPP and to have engaged in various facets of the energy sector through this affiliation.
P&GJ: What are your top priorities as vice chairman for the coming year?
Harris: One of our top priorities is to enhance standards accessibility for our members. We’ve heard their feedback clearly, particularly regarding access to standards.
Both individual and corporate memberships now offer greater access to the resources our members use most, providing more value at the same or reduced cost. Individual memberships are now more affordable and include access to current and translated standards and subscriptions to CoatingsPro and Materials Performance magazines.
Additionally, our One AMPP initiative aims to consolidate the governing boards of AMPP and the AMPP Global Center. This merger will align our vision, scale our impact, and increase our agility.
Growing our student chapters is another major priority. We are expanding rapidly globally and are particularly heartened by our international engagements. Since January, we’ve established nine new student chapters, bringing our total to 30, with the latest addition in Italy. Although growth in North America has been slower, we are dedicating resources at the chapter level to help develop student chapters locally.
Advocacy remains a key focus in the United States and globally. This year, for the first time, we are emphasizing global advocacy. During our annual Advocacy Day in Washington, D.C., we even included international board members in discussions with U.S. agencies and government offices to highlight the global importance of energy issues, training, resources, and corrosion management.
P&GJ: What do members view as their biggest challenges over the next five years?
Harris: During my visits to chapters, many members expressed concerns about the significant impact of new regulations, which often require larger budgets they may not have initially planned for. At AMPP, we’re assisting these members by leveraging our standards and guidance, such as those created for the Mega Rule.
We offer support through phone consultations, helping operators and project managers understand how to meet these regulations with their current resources and how to justify and budget for necessary expenditures that were not previously accounted for.
Another challenge is succession and mentoring. There is a notable gap in knowledge transfer today, unlike when I began my career. I was fortunate to be mentored by those who took pride in sharing their expertise, including many baby boomers. However, due to corporate downsizing, early retirements, and some moving on to start their own businesses, there’s less availability for mentoring the next generation entering the energy sector. This gap is evident as many from Generation X and some remaining baby boomers are stepping away from active roles.
Moreover, traditional roles in fossil fuels are declining, with a shift towards renewable energy sectors, which often lack established training programs. This transition underscores the value of AMPP’s training programs and mentoring network in supporting career growth.
Lastly, material selection has been improving, but it faced significant challenges during COVID, with delays in obtaining materials from overseas impacting construction timelines. Fortunately, the situation is now improving.
P&GJ: How do the primary concerns of members differ in North America vs. Europe and other regions?
Harris: While there aren’t significant differences in member concerns between North America and Europe, we do see variations in the development of training and certification programs to meet the specific needs of each region. Many companies rely on AMPP to help bridge training gaps where necessary and collaborate with us due to our shared experiences.
Although the regulatory landscape in Europe may not be as complex as it is in North America, European companies still adhere to our standards and implement the same practices, which also require budgeting and funding. One of the primary differences across most countries is the availability of funding to sustain and expand infrastructure as they plan for the future.
P&GJ: Is AMPP looking to implement any other new services in the near future?
Harris: AMPP is continually striving to expand its brand and services. We consistently explore new opportunities, emerging technologies, and the industry’s evolving needs. A key focus is enhancing our R&D program through partnerships with companies in the pipeline, oil and gas, renewable energy, and broader energy sectors to test new technologies and coating materials.
We also assess global trends to identify potential partnerships and innovative practices we can adopt. From a service perspective, we want to expand our coatings program into less-recognized areas such as fireproofing, essential for safety in facilities like above-ground storage terminals and manifold areas.
We are introducing new entry-level courses to ensure a smooth progression through our training and certification programs. Additionally, our involvement has expanded to include working with the Department of Defense on projects that support marine services and bridge and infrastructure maintenance, further diversifying our contributions to the industry.
Also, we are focusing on building local and global alliances with various companies and countries. This will be instrumental in sharing resources and best practices, increasing innovative ideas and technologies, increasing market research and potentially reducing cost to asset sustainability.
P&GJ: Have your members experienced any difficulty in finding enough qualified workers for the projects they are involved in?
Harris: This relates to the evolving landscape of succession planning, which has changed significantly over the past decade. Today, workers seek more engaging roles, making it challenging to find labor.
To address your earlier question about future services, AMPP explores how artificial intelligence affects the labor market and determines the necessary training to support this transition. As we move into the digital age, data management and AI will increasingly influence how we monitor our infrastructure systems.
We’re observing a trend where younger individuals prefer roles that utilize their intellectual skills rather than manual labor. This shift towards more cognitive engagement in the workforce aligns well with AMPP’s focus on embracing digital and infrastructural advancements.
P&GJ: How is AMPP progressing in terms of training and recruiting the next generation of technical professionals?
Harris: The key solution is ongoing training and certification for our evolving workforce. This strategy includes providing resources and job opportunities to address the gap left by retirees and to attract those who may not currently view the field as lucrative.
The energy sector offers significant financial rewards and opportunities for lifestyle improvement, professional growth, and organizational leadership. However, the benefits of a career in this industry are not communicated sufficiently. By better promoting these advantages, we can enhance recruitment efforts and attract more talent to the field.
P&GJ: Do you feel operators’ companies have stepped up their own efforts to protect their facilities and infrastructure from corrosion in recent years?
Harris: The answer to whether companies are effectively planning for the long term is mixed. Many companies are indeed integrating better practices into their long-term strategies, using asset integrity models to guide their funding focus. However, the lack of qualified personnel and awareness of available resources means many continue operating as usual. Unfortunately, it may take an incident for some to justify the necessary funding to develop their programs.
Generally, U.S. operators allocate minimum funding to protect their systems and assets due to regulatory requirements. The challenge often lies in the lack of funds and difficulty identifying, prioritizing, and strategizing where to focus efforts. This has been a significant shift in how facilities and infrastructure are managed.
In recent years, the introduction of operator qualification programs has improved training and identified training needs for those impacting infrastructure, particularly pipelines. However, training, knowledge, and experience need to be more comprehensive.
The changing environment and infrastructure, exacerbated by climate change, present new challenges. Seasonal changes and storm impacts, such as hurricanes, mudslides and ice, are now significant threats for many operators. These unforeseen climate impacts require unplanned funding for repairs, significantly impacting even power companies.
AMPP’s Corrosion Management IMPACT PLUS program offers operators a valuable tool to assess their systems, identify priorities, and address gaps, but its benefits are not yet widely recognized. This program provides a robust model for operators to manage and protect their infrastructure effectively.
P&GJ: What would you say to someone considering delaying or scrimping on corrosion-fighting efforts to tighten their budget?
Harris: A single incident can result in loss of life, significant injuries, environmental damage, and harm to your company’s public image. Therefore, taking such risks is not worth it, especially when they can be mitigated with proactive planning and a robust long-term strategy.
Don’t delay in implementing or enhancing your corrosion management program. While incidents can and do occur, being prepared can significantly reduce their frequency and severity. Regular meetings, thoughtful design, proper material selection, and ensuring that personnel are trained, developed, and certified are crucial steps. It’s not always about budget constraints; often, it’s about understanding the specific issues and nuances. Sometimes, using different materials you already have in stock can prevent problems before they arise.
Relying on the hope that nothing will happen is a risky approach. The consequences of an incident can profoundly impact you, possibly for the rest of your career or life.
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