Wastewater Management Quotes

The Interior Department on Friday released new regulations that give a green light — pun intended — for fracking on federally owned lands. After four years of study and 1.5 million public comments, the department’s Bureau of Land Management concluded fracking can be done safely. Focusing on science rather than politics — as Cuomo should have done — the bureau set limits on where drilling could happen and set strict standards for the construction of wells and the handling of wastewater.

regulations, wastewater was managed in treatment facilities and no longer dumped into streams. Thus, the cost of pollution was captured in the cost of oil production. indeed, clean water from these treatment facilities was sold to nearby farmers for irrigation. on the other hand, these new technologies spewed large amounts of pollutants into the air. That air pollution was viewed as a cost of doing business; its environmental costs were ignored. oil prices collapsed in the 1980s. at the same time, air-quality regulations were becoming stiffer. operations at the Kern river oil field were again tenuous. yet once again, technological innovation provided a fix. oil companies built facilities to generate electricity that were fueled by natural gas, which burns cleaner than oil. This electricity was a source of revenue. The electric facilities also supplied steam that was used to increase production from the wells. in 2000, the Kern river oil field produced nearly 40 million barrels of oil. however, this level of production could not be sustained. since then, production has fallen to less than 30 million barrels each year (Figure 15.3). since 1899, over 2 billion barrels of oil have been extracted from the Kern river oil field. scientists estimate that this field could yield another 475 million barrels. But actually producing that much oil will depend on continuing improvements in technology and high oil prices. like many of the resources upon which we depend, oil is being consumed by humans at a rate that is thousands of times faster than the rate at which it is being produced. What are the factors that influence the total amounts of such resources? how do technology and economic factors affect the availability of those resources? What are the environmental consequences of their use? These questions are central to

at Koch Industries, there was no such thing as a senior manager. Within the confines of Market-Based Management, Roos was known as a process owner, or someone who acted like they had an ownership stake in the company. The refinery at Pine Bend was divided into five groups, which were known as “profit centers.” Each profit center was like a separate piece of property owned by a boss who was responsible for everything that happened within their domain. Koch measured the financial results in each profit center, which, in turn, determined how much money would be steered toward that profit center in the future. Brian Roos was the process owner over the Utilities Profit Center, a division that included the refinery’s wastewater treatment plant, boiler house, cooling system, and other equipment that kept the cracking units running efficiently.

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