Business
10 years since Aliso Canyon: Disaster was wake-up call for U.S. on dangers of underground gas
On an evening 10 years ago, Porter Ranch resident Matt Pakucko stepped out of his music studio and was walloped by the smell of gas — like sticking your head in an oven, he recalled.
Pakucko called the fire department. It turned out crews had already been up to the Aliso Canyon gas storage facility in the Santa Susana Mountains behind the neighborhood, responding to a report of a leak. Many of his neighbors were beginning to feel ill, reporting issues such as heart palpitations, vomiting, burning eyes and bloody noses.
“I swear I thought I was standing behind a 747 with its engines blowing — it was not just gas, it was oil smell, it was chemical smell that permeated,” recalled Pakucko, who went on to co-found the advocacy group Save Porter Ranch. “I couldn’t stay out there for 30 seconds. It tasted like f— gasoline.”
Soon it was clear that this wasn’t just a leak — it was a blowout. Over the course of 112 days, the Aliso Canyon facility would spew an estimated 120,000 tons of methane and toxic chemicals into the atmosphere. It was the worst natural-gas well blowout in U.S. history, and an environmental disaster whose effects will be unpacked for generations.
The event was widely seen as a wake-up call to the dangers of methane and underground natural gas storage. Methane, a planet-warming greenhouse gas, is about 80 times more potent than carbon dioxide and is responsible for about a quarter of all the human-caused climate change we are experiencing. A study published by UCLA researchers last month found that women in their final trimester of pregnancy who were living within 6.2 miles downwind of the blowout in 2015 had a nearly 50% higher-than-expected chance of having a low birth-weight baby.
The blowout ushered in a wave of new regulations to strengthen the governance of natural gas storage facilities in California and the United States, as well as new tools and technology to monitor methane emissions.
But 10 years later, some Porter Ranch residents say the wounds still feel fresh, and too many promises have been broken. After the disaster, then-Gov. Jerry Brown called for the permanent closure of Aliso Canyon by 2027 — a goal his successor, Gavin Newsom, called a top priority and vowed to meet even sooner.
Instead, Aliso Canyon remains open, with regulators voting in December to continue using the facility for years — probably into the 2030s — citing the need for natural gas to help maintain affordable energy rates and grid reliability in California.
The facility is a key asset for Southern California Gas. In an emailed statement, the company said the state would struggle to meet electricity demand without Aliso Canyon’s storage. The site fuels 17 power plants and helps keep the lights on during the hours that can’t yet be met by solar, wind and other renewable resources, the company said. Natural gas still represents about 40% of the state’s electricity supply.
“There’s a lot of work to do to get off natural gas and oil in California,” said Adam Peltz, senior attorney with the nonprofit Environmental Defense Fund. “That work is underway, but it’s not complete. If you’ve built an economy on fossil fuels, it takes awhile to get off of it.”
Aliso Canyon was originally drilled as an oil field in the late 1930s before SoCalGas converted it to natural gas storage in the early 1970s. Utilities often use played out crude oil fields as places to pump gas downward under pressure and hold it until it is needed.
Aliso Canyon is one of the largest natural gas storage facilities in the U.S.
In the lead-up to the blowout, SoCalGas was filling the site in preparation for the winter heating season. Crews were using tremendous force to pump gas down a well that was more than 60 years old. But a metal casing on well SS-25 had corroded, and gas began blowing out at very high volumes.
Methane is not visible to the naked eye, but aerial images captured with infrared cameras and released by the Environmental Defense Fund showed a geyser-like eruption of the flammable, climate changing gas — making it clear to the whole world the magnitude of the disaster.
Matt Pakucko, right, founder of Save Porter Ranch, and other protesters against SoCalGas hold a rally at the intersection of Tampa Avenue and Rinaldi Street on Sept. 28, 2021, in Porter Ranch.
(Irfan Khan / Los Angeles Times)
It took nearly four months for crews to stop the leak. By that time, damage was done. More than 8,000 households were temporarily displaced, businesses were shut down, and two schools were relocated for several months.
Researchers are still working to unpack the health outcomes of the event. SoCalGas, meanwhile, has paid about $2 billion in settlements and agreed to operate the facility at a lower maximum pressure.
Officials with the gas company said they have shored up the facility, including replacing the inner steel tubing on all operating wells and conducting continuous ambient methane monitoring. All wells at the site are subject to real-time pressure readings and visual inspections four times a day, among other protocols, SoCalGas said.
“Over the past 10 years, SoCalGas has conducted comprehensive safety reviews and implemented multiple safety layers that protect one of California’s most important assets for energy reliability and affordability,” the company said.
While the maximum allowable operating pressure at the site remains reduced — about 3,183 pounds per square inch compared with 3,600 pounds per square inch in 2015 — state officials recently voted to let SoCalGas increase storage at the facility to 68.6 billion cubic feet of natural gas from 41 billion cubic feet, outraging many in the community.
But experts say there are silver linings to the disaster. California overhauled its underground natural gas storage regulations to make them the strongest in the nation and among the strongest in the world, according to Peltz, of the Environmental Defense Fund. The changes include more thoughtful rules for well construction, better monitoring and risk management, and improved planning and emergency response.
Congress reacted to the disaster by requiring its regulatory agency, the Pipeline and Hazardous Materials Safety Administration, to issue safety standards for natural gas storage nationwide. In 2016, it adopted best practices recommended by the American Petroleum Institute, which were strengthened at the beginning of this month.
Many states with natural gas storage previously had no regulations at all, Peltz said.
“On a national basis, the systems will be safer as a result of that change,” he said.
There have been technological advancements too. The infrared aerial recording of the leak captured in 2015 was a relatively new technique at the time, but has now become commonplace. The California Air Resources Board conducted its first large-scale statewide aerial methane survey in 2016, identifying many of the largest methane sources in the state.
There have also been considerable advancements in the ability to observe methane super-emitters through satellites and remote sensors, according to Seth Shonkoff, executive director at the science research institute PSE Healthy Energy and an associate researcher at the UC Berkeley School of Public Health.
“The rub is that we know more than we ever have, and we’re perhaps controlling more than we would have if we didn’t have the technology to see them, but we’re still seeing more and more of these large-scale emission events all across the United States and all across the world,” he said.
Methane concentrations in the atmosphere are still rising. It is streaming, often constantly, from facilities associated with the oil and gas industry, landfills and dairy farms, among other sources.
The Aliso Canyon Southern California Gas storage facility on May 28, 2020.
(Robert Gauthier / Los Angeles Times)
Methane isn’t the only concern either. Researchers now have a better understanding of what’s in the gas that blew from Aliso Canyon and that continues to be stored in natural gas facilities around the country. Although it is primarily composed of methane, roughly 99% of samples analyzed by Shonkoff and his team have contained hazardous air pollutants such as benzene, hexane and toluene, largely as a result of commingling with depleted oil and other subsurface materials.
Moving forward, he said, it will be critically important for gas companies to disclose to regulators and risk managers what their gas is composed of, so that if it leaks, responders can quickly determine the appropriate response.
“If we had had that with Aliso Canyon, we could have, within a matter of hours, understood whether people should get out of the way or stay inside, and we wouldn’t have had as many people suffering from health symptoms,” Shonkoff said.
In 2024, the Biden administration passed the first comprehensive rules to limit methane pollution by fining oil and gas developers for excessive emissions. But this year, the Trump administration revoked the rule, which it described as a tax.
At the same time, many natural gas storage facilities across the country are old and require retrofitting to meet current regulations, but such upgrades can be slow and expensive — often leaving ratepayers on the hook.
Residents near Aliso Canyon have also long feared an earthquake or wildfire in the area. The gas field sits along the Santa Susana fault and is in a high fire hazard severity zone. SoCalGas says it has numerous safety plans and procedures in place.
Perhaps the greatest tension remains between those who wish to see Aliso Canyon shuttered and the officials who say the facility is critically important to California’s energy supply, which is increasingly trying to serve power-hungry artificial intelligence data centers.
Dozens of Porter Ranch protesters chant “shut it all down,” as they demonstrate at the Aliso Canyon gas storage facility in Porter Ranch on May 15, 2016.
(Francine Orr / Los Angeles Times)
California has committed to reaching 100% carbon neutrality by 2045. But SoCalGas says it still needs Aliso Canyon.
“SoCalGas is aligned with the state of California in pursuing the technologies and infrastructure that supports California’s climate plan, including clean renewable hydrogen and renewable natural gas, that could, over time with other renewable energy projects, deliver the reliability and affordability Aliso Canyon supports today,” the utility said in a statement. However, any decision to reduce or eliminate operations at Aliso Canyon must be based on genuine reduced demand that is permanent, the company said.
Pakucko, of Save Porter Ranch, noted that the facility was offline for two years after the blowout without an interruption in service.
“Two years!” he said. “And guess what? We managed without the facility.”
For others in the area, it feels like the latest in string of broken promises.
Among SoCalGas’s settlement agreements was a $120-million consent decree with the state of California requiring the utility to fund methane mitigation projects, air monitoring and other initiatives to address alleged harms caused by the blowout. About $25 million of that went toward a long-term health study on the effects of natural gas exposure, which is being conducted by researchers at UCLA. The results are eagerly awaited.
About $26 million went to a program for dairy digesters in the Central Valley, which capture methane from cow manure before it enters the atmosphere. Many had hoped those funds would be spent closer to home, including former L.A. Mayor Eric Garcetti, who at one point envisioned the mitigation money being used to transform Porter Ranch into a net-zero community.
“That would have been so great,” said Patty Gleuck, a Porter Ranch resident who served on the community advisory group for the health study. Instead, “that money went to this dairy digester program that does not benefit this area.”
Like Pakucko, Gleuck recalled suffering health effects during the blowout, including a tightness in her chest and a metallic taste in her mouth that dissipated when she left the area and resumed when she returned.
She still suffers from a chronic cough and uses an inhaler, she said, adding that “a lot of inhalers were prescribed in the area.”
“A lot of people moved away, taking a loss on their homes because they were so sick, or their family members were sick,” she said. “I just don’t think that there has been justice.”
Business
How We Cover the White House Correspondents’ Dinner
Times Insider explains who we are and what we do, and delivers behind-the-scenes insights into how our journalism comes together.
Politicians in Washington and the reporters who cover them have an often adversarial relationship.
But on the last Saturday in April, they gather for an irreverent celebration of press freedom and the First Amendment at the Washington Hilton Hotel: The White House Correspondents’ Association dinner.
Hosted by the association, an organization that helps ensure access for media outlets covering the presidency, the dinner attracts Hollywood stars; politicians from both parties; and representatives of more than 100 networks, newspapers, magazines and wire services.
While The Times will have two reporters in the ballroom covering the event, the company no longer buys seats at the party, said Richard W. Stevenson, the Washington bureau chief. The decision goes back almost two decades; the last dinner The Times attended as an organization was in 2007.
“We made a judgment back then that the event had become too celebrity-focused and was undercutting our need to demonstrate to readers that we always seek to maintain a proper distance from the people we cover, many of whom attend as guests,” he said.
It’s a decision, he added, that “we have stuck by through both Republican and Democratic administrations, although we support the work of the White House Correspondents’ Association.”
Susan Wessling, The Times’s Standards editor, said the policy is a product of the organization’s desire to maintain editorial independence.
“We don’t want to leave readers with any questions about our independence and credibility by seeming to be overly friendly with people whose words and actions we need to report on,” she said.
The celebrity mentalist Oz Pearlman is headlining the evening, in lieu of the usual comedy set by the likes of Stephen Colbert and Hasan Minhaj, but all eyes will be on President Trump, who will make his first appearance at the dinner as president.
Mr. Trump has boycotted the event since 2011, when he was the butt of punchlines delivered by President Barack Obama and the talk show host Seth Meyers mocking his hair, his reality TV show and his preoccupation with the “birther” movement.
Last month, though, Mr. Trump, who has a contentious relationship with the media, announced his intention to attend this year’s dinner, where he will speak to a room full of the same reporters he often derides as “enemies of the people.”
Times reporters will be there to document the highs, the lows and the reactions in the room. A reporter for the Styles desk has also been assigned to cover the robust roster of after-parties around Washington.
Some off-duty reporters from The Times will also be present at this late-night circuit, though everyone remains cognizant of their roles, said Patrick Healy, The Times’s assistant managing editor for Standards and Trust.
“If they’re reporting, there’s a notebook or recorder out as usual,” he said. “If they’re not, they’re pros who know they’re always identifiable as Times journalists.”
For most of The Times’s reporters and editors, though, the evening will be experienced from home.
“The rest of us will be able to follow the coverage,” Mr. Stevenson said, “without having to don our tuxes or gowns.”
Business
MrBeast company sued over claims of sexual harassment, firing a new mom
A former female staffer who worked for Beast Industries, the media venture behind the popular YouTube channel MrBeast, is suing the company, alleging she was sexually harassed and fired shortly after she returned from maternity leave.
The employee, Lorrayne Mavromatis, a Brazilian-born social media professional, alleges in a lawsuit she was subjected to sexual harassment by the company’s management and demoted after she complained about her treatment. She said she was urged to join a conference call while in labor and expected to work during her maternity leave in violation of the Family and Medical Leave Act, according to the federal complaint filed Wednesday in the U.S. District Court for the Eastern District of North Carolina.
“This clout-chasing complaint is built on deliberate misrepresentations and categorically false statements, and we have the receipts to prove it. There is extensive evidence — including Slack and WhatsApp messages, company documents, and witness testimony — that unequivocally refutes her claims. We will not submit to opportunistic lawyers looking to manufacture a payday from us,” Gaude Paez, a Beast Industries spokesperson, said in a statement.
Jimmy Donaldson, 27, began MrBeast as a teen gaming channel that soon exploded into a media company worth an estimated $5 billion, with 500 employees and 450 million subscribers who watch its games, stunts and giveaways.
Mavromatis, who was hired in 2022 as its head of Instagram, described a pervasive climate of discrimination and harassment, according to the lawsuit.
In her complaint, she alleges the company’s former CEO James Warren made her meet him at his home for one-on-one meetings while he commented on her looks and dismissed her complaints about a male client’s unwanted advances, telling her “she should be honored that the client was hitting on her.”
When Mavromatis asked Warren why MrBeast, Donaldson, would not work with her, she was told that “she is a beautiful woman and her appearance had a certain sexual effect on Jimmy,” and, “Let’s just say that when you’re around and he goes to the restroom, he’s not actually using the restroom.”
Paez refuted the claim.
“That’s ridiculous. This is an allegation fabricated for the sole purpose of sparking headlines,” Paez said.
Mavromatis said she endured a slate of other indignities such as being told by Donaldson that she “would only participate in her video shoot if she brought him a beer.”
“In this male-centric workplace, Plaintiff, one of the few women in a high-level role, was excluded from otherwise all-male meetings, demeaned in front of colleagues, harassed, and suffered from males be given preferential treatment in employment decisions,” states the complaint.
When Mavromatis raised a question during a staff meeting with her team, she said a male colleague told her to “shut up” or “stop talking.”
At MrBeast headquarters in Greenville, N.C., she said male executives mocked female contestants participating in BeastGames, “who complained they did not have access to feminine hygiene products and clean underwear while participating in the show.”
In November 2023, Mavromatis formally complained about “the sexually inappropriate encounters and harassment, and demeaning and hostile work environment she and other female employees had been living and experiencing working at MrBeast,” to the company’s then head of human resources, Sue Parisher, who is also Donaldson’s mother, according to the suit.
In her complaint, Mavromatis said Beast Industries did not have a method or process for employees to report such issues either anonymously or to a third party, rather employees were expected to follow the company’s handbook, “How to Succeed In MrBeast Production.”
In it, employees were instructed that, “It’s okay for the boys to be childish,” “if talent wants to draw a dick on the white board in the video or do something stupid, let them” and “No does not mean no,” according to the complaint.
Mavromatis alleges that she was demoted and then fired.
Paez said that Mavromatis’s role was eliminated as part of a reorganization of an underperforming group within Beast Industries and that she was made aware of this.
Business
Heidi O’Neill, Formerly of Nike, Will Be New Lululemon’s New CEO
Lululemon, the yoga pants and athletic clothing company, has hired a former executive from a rival, Nike, as its new chief executive.
Heidi O’Neill, who spent more than 25 years at Nike, will take the reins and join Lululemon’s board of directors on Sept. 8, the company announced on Wednesday.
The leadership change is happening during a tumultuous time for Lululemon, which had grown to $11 billion in revenue by persuading shoppers to ditch their jeans and slacks for stretchy leggings. But lately, sales have declined in North America amid intense competition and shifting fashion trends, with consumers favoring looser styles rather than the form-fitting silhouettes for which Lululemon is best known.
“As I step into the C.E.O. role in September, my job will be to build on that foundation — to accelerate product breakthroughs, deepen the brand’s cultural relevance, and unlock growth in markets around the world,” Ms. O’Neill, 61, said in a statement.
Lululemon, based in Vancouver, British Columbia, has also been entangled in a corporate power struggle over the company’s future. Its billionaire founder, Chip Wilson, has feuded with the board, nominated independent directors and criticized executives.
Lululemon’s previous chief executive, Calvin McDonald, stepped down at the end of January as pressure mounted from Mr. Wilson and some investors. One activist investor, Elliott Investment Management, had pushed its own chief executive candidate, who was not selected.
The interim co-chiefs, Meghan Frank and André Maestrini, will lead the company until Ms. O’Neill’s arrival, when they are expected to return to other senior roles. The pair had outlined a plan to revive sales at Lululemon, promising to invest in stores, save more money and speed up product development.
“We start the year with a real plan, with real strategies,” Mr. Maestrini said in an interview this year. “We make sure decisions are made fast.”
Lululemon said last month that it would add Chip Bergh, the former chief executive of Levi Strauss, to its board to replace David Mussafer, the chairman of the private equity firm Advent International, whom Mr. Wilson had sought to remove.
Ms. O’Neill climbed the organizational chart at Nike for decades, working across divisions including consumer sports, product innovation and brand marketing, and was most recently its president of consumer, product and brand. She left Nike last year amid a shake-up of senior management that led to the elimination of her role.
Analysts said Ms. O’Neill would be expected to find ways to energize Lululemon’s business and reset the company’s culture in order to improve performance.
“O’Neill is her own person who will come with an agenda of change,” said Neil Saunders, the managing director of GlobalData, a data analytics and consulting company. “The task ahead is a significant one, but it can be undertaken from a position of relative stability.”
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