UniversalPegasus International delivers a new level of expertise, efficiency and value for the energy industry
With a history stretching back to 1961, UniversalPegasus International (UPI) was formed by the merger of Universal Ensco, the largest pipeline engineering firm in the United States, and Pegasus, one of the world’s foremost engineering and project management firms. The subsequent acquisition in 2009 of Integrated Pipeline Projects Canada Limited added further expertise to the group.
Arnold Eisenstein, President of the company’s operations outlines the journey: “We began in natural gas, and that developed into what you see today, where we are doing everything from water, to carbon dioxide, to hydrogen blending, this includes both onshore and offshore projects. Our current operations are focused in North and South America but we operate in over 50 territories and have completed projects across the globe including Europe and the Middle East. Over this time, we have been under several different ownerships. Our current ownership, PMC Global Inc., operates from California. It’s a very large conglomerate that is known for acquiring and then growing and holding companies.” 
President of Canadian operations, Rob Brown gives an example of a recent project that is approaching completion. “The Trans Mountain Expansion Project is a very large project we have been executing since 2012. This project commenced construction in 2018 under the ownership of Trans Mountain Corporation. Kinder Morgan Canada Limited’s U.S.-based parent company, Kinder Morgan Inc., sold the Trans Mountain pipeline and expansion project to the Canadian government in 2018. Currently in the restoration phase, the pipeline spans 1181 kilometers, traversing the Rocky Mountains to transport liquid petroleum products. The total value of the project came to 34 billion Canadian dollars.”
Arnold then outlines how the company’s commitment to sustainability impacts the decisions that are made on a project. “As engineers we should be looking at the environment. There’s an old saying, keep the gas in the pipe. This still applies today. You don’t want any leaks, and you want the best efficiency possible. Overall efficiency, quality, reliability and operability all go hand in hand with sustainability. Greater efficiency means reduced waste, better quality parts bring greater reliability and in turn less repairs and maintenance required. This also ensures the long-term value for the client is maintained.”
Rob picks up the thread explaining the importance of maintaining these standards for UPI’s customers. “Most of our clients are very large blue-chip oil and gas companies. They are some of the largest producers in the world and so require the most stringent environmental standards.”
Arnold affirms this commitment. “We work for super majors across virtually all of their activities, bad press from any of these projects would reflect badly on us, so if we are ever not sure about something we double and triple check. On the rare occasion we flag something as a potential issue we always bring it to our clients’ attention. It is our responsibility to communicate the things we’ve learned through decades of experience so they can then make an informed decision.”
Safety culture
Arnold then goes on to explain how the company’s core values feed into operating within such high standards. “Safety is our number one priority. We have a quality and safety manager responsible for ensuring the safety of everyone on site. Operationally, we have to follow the strictest guidelines and have a very thorough operating procedures manual.”
“It’s a culture that permeates across the organization,” Rob adds. “Even in the offices; so that everyone including our staff and clients understand that safety is always of the utmost importance.”
“This ensures,” Arnold continues, “that everyone across the company makes it home each night.” With a large proportion of employees having been in the industry for decades, staff are very familiar with the best practices in any given situation. Arnold elaborates: “We have a host of very experienced personnel. Some of whom have been with the company for 25-to-30 years. Most of our people are known across the industry for their specific expertise, and if we find we have a gap in our expertise we bring someone in because we know what is required to complete a job. The depth and breadth of the knowledge base of our staff sets us apart from the competition in a significant way.”
Looking ahead to the company’s short-term and longer-term ambitions, Rob outlines the vision. “On top of keeping everyone safe as we see the year out, as a company we also want to make sure we have a diversified portfolio and client base. We want to solidify our position in new energy, transporting hydrogen, carbon dioxide and other products.
“Looking further afield we are seeking to expand further into South America and our other international markets.” Arnold seconds this: “I think we’re well positioned for continued growth. In the US, for the last six or seven years we have been seconded to one of the super-majors. As this association begins to fade, we are expanding and diversifying our client base, and doing so creating greater visibility.”
With a long history of engineering and construction expertise, UPI is capitalizing on its current growth phase. Expanding its global footprint, as well diversifying its portfolio and its client base, the business is poised to take full advantage of the opportunities that will emerge not just from traditional liquid petroleum transport but also from new energy fuels.