About Equitrans Midstream

Company Profile

Equitrans Midstream Corporation is an independent, publicly traded midstream company, with an operational focus on gas transmission and storage systems, gas gathering systems, and water services that support natural gas development and production across the Appalachian Basin. Our primary operating areas of Pennsylvania, Ohio, and West Virginia are located in one of the most abundant natural gas basins in the world, and our energy infrastructure assets provide a strategic link between supply sources and major demand markets in the United States.

A worksite involves cranes, excavators, company vehicles, and large pipeline segments on a cleared right-of-way in

Our Company

Location of operations

Activities, value chain and other business relationships

Information on employees and other workers

Collective bargaining agreements

Total metric ton-kilometers of: (1) natural gas, (2) crude oil, and (3) refined petroleum products transported, by mode of transport


Equitrans Midstream Corporation (Equitrans or Company) is an independent, publicly traded midstream company. We operate exclusively in the United States, with our operations primarily focused in southwestern Pennsylvania, northern West Virginia and southeastern Ohio, which are prolific resource development areas in the natural gas shale plays known as the Marcellus and Utica Shales. The Marcellus region is one of North America’s most productive natural gas basins, and our success is driven by our ability to transport natural gas to national, regional, and local markets.

Our asset locations within the Basin, and our growth projects, including the Mountain Valley Pipeline (MVP), MVP Southgate, and Ohio Valley Connector Expansion (OVCX), are designed to provide a key link between supply sources and major demand markets in the United States. Our customers are natural gas producers, commercial and industrial users, marketers, and local distribution companies (LDCs). As a Company, we seek to leverage our existing assets, execute on our planned and in-process growth projects, periodically evaluate strategically aligned inorganic growth opportunities, and focus on environmental, social, and governance (ESG) and sustainability-oriented initiatives.

In June 2020, a wholly owned subsidiary of Equitrans merged with EQM Midstream Partners, LP (EQM), and, as a result, EQM became a wholly owned subsidiary of Equitrans. EQM owns, operates, acquires, and develops midstream assets in the Appalachian Basin. Additionally, as of year-end 2021, the Company held a 60% interest in Eureka Midstream Holdings, LLC (Eureka Midstream), a 46.8% interest in the MVP project, and a 47.2% interest in the MVP Southgate project.

This report represents the activities of Equitrans, with EQM as our subsidiary; Eureka Midstream; and includes specific MVP information as noted. The ESG metrics presented in this report are inclusive of 100% of Equitrans and Eureka Midstream operations, and exclude projects in progress, such as MVP, MVP Southgate, and OVCX, unless otherwise specified. Subject to the foregoing exclusion, as further described in the Climate Change & Greenhouse Gas (GHG) Emissions section, the GHG emissions and other ESG metrics are presented using the operational control organization boundary, which means that 100% of activities for the assets that the Company operates are included regardless of the ownership percentage.

Equitrans’ business and operations center on three primary assets:


As of December 31, 2021, the gathering system, inclusive of Eureka Midstream's gathering system, included approximately 1,170 miles of high-pressure gathering lines and 133 compressor units with compression of approximately 491,000 horsepower and multiple interconnect points with the Company's transmission and storage system and to other interstate pipelines. On average, our gathering operations collected 8.314 billion cubic feet (Bcf) (8,314 Billion British thermal unit (BBtu)) of natural gas daily during 2021.


As of December 31, 2021, Equitrans’ transmission and storage system included approximately 950 miles of FERC-regulated, interstate pipelines that have interconnect points to seven interstate pipelines and multiple LDCs. At year-end 2021, our transmission and storage system was supported by 43 compressor units, with total throughput capacity of approximately 4.4 Bcf per day and compression of approximately 136,000 horsepower; and 18 associated natural gas storage reservoirs, which had a peak withdrawal capacity of approximately 850 million cubic feet (MMcf) per day and a working gas capacity of approximately 43 Bcf. In 2021, Equitrans’ transmission operations transmitted a daily average of 2.971 Bcf (2,971 BBtu).


As of December 31, 2021, Equitrans’ fresh water systems included approximately 200 miles of pipeline that deliver fresh water from local municipal water authorities, the Monongahela River, the Ohio River, local reservoirs, and several regional waterways. At year-end 2021, the water system assets, which included 23 fresh water impoundment facilities, distributed 1,120 million gallons of water.

During 2021, the Company began construction of a mixed-use water system in Greene County, Pennsylvania to transport produced recycled water. As of the date of this report, the system is targeted for a partial in-service in 2022, with the majority of the system targeted for a 2023 in-service. As of December 31, 2021, the Company’s mixed-use water system included approximately eight miles of buried pipeline.

Employee Profile

Equitrans employed 766 people as of December 31, 2021. None of our employees are covered by collective bargaining agreements. Equitrans collects employee data through our human resources information system (HRIS), and we gather specific contractor information through our contract worker management system.

Total Employees by Gender












Total Employees by Location


















West Virginia1
Other1, 2

1) For purposes of this report, work state/location is based on an employee’s taxable earnings, as reported to the U.S. Internal Revenue Service and each respective state’s tax department

2) Other Locations may include California; Colorado; Florida; Illinois, Indiana; Kentucky; Maryland, North Carolina; South Carolina; Tennessee; Texas; and Virginia

Recognizing the potential benefits of a flexible work model, Equitrans conducted a workplace modernization survey in June 2020, whereby office-based employees were asked to select their workplace preferences, in line with the options available for their role, based on a set of three “workplace personas” (anchor, flex, and remote). With the implementation of workplace personas, the number of employees working in “Other” states has increased, which is reflected in the chart numbers above.

In addition to our employees, Equitrans hires a number of third-party contractors who are responsible for carrying out the following duties:

  • Inspectors: Verify that construction-related tasks follow relevant environmental, coating, corrosion, and welding guidelines;
  • Landmen: Analyze court records, access agreements, rights-of-way agreements, and real estate documents as well as negotiate and acquire fee properties and other contracts;
  • Abstractors: Study copies of records, documents, estates, and other relevant flings from local, state, and federal agencies; and
  • Systems Analysts: Research specialized business areas and assist in creating and incorporating Company technology projects.

Two Equitrans employees are on an elevated platform surrounded by operating pipelines.

Business Strategy

Equitrans’ principal strategy, which the Company expects will drive future growth and investment, is to achieve greater scale and scope, enhance the durability of its financial strength, and continue to work to position itself for a lower carbon economy. Implementation of our strategy includes continuing to leverage our existing assets, executing on our growth projects (including through potential expansion and extension opportunities), periodically evaluating strategically aligned inorganic growth opportunities (whether within our existing footprint or to extend the Company's reach into the southeast United States, and to become closer to key demand markets, such as the Gulf of Mexico liquefied natural gas (LNG) export market), and focusing on ESG and sustainability-oriented initiatives. Additionally, the Company continues to focus on strengthening its balance sheet through:

  • Highly predictable cash flows backed by firm reservation fees
  • Actions to de-lever its balance sheet
  • Disciplined capital spending
  • Operating cost control
  • An appropriate dividend policy

We are committed to growing as an organization and building on our key transmission and gathering growth projects, many of which are supported by contracts with firm capacity, minimum volume, or annual revenue commitments, without sacrificing our Core Values and safety-first culture.

Equitrans Midstream: Vision, Mission and Core Values

Our organization was built upon our Vision, Mission, and Core Values, which represent who we are as a Company today, and who we strive to be in the future.

Our Vision: 

To be the premier midstream services company in North America — providing safe, reliable, sustainable, and innovative infrastructure solutions for the energy industry.

Our Mission:  

We move the energy that keeps America moving — providing innovative solutions and reliable energy infrastructure services in a safe, efficient, and responsible manner. We operate with integrity, accountability, and transparency to:

  • Deliver sustained value for our customers and shareholders
  • Provide an engaging workplace for our employees
  • Preserve and protect the environment
  • Support the communities where we live and work

 Our Core Values: 

The principles that guide our behaviors and decisions.

Safety, Integrity, Collaboration, Transparency, and Excellence

SAFETY: Compliance is just a start.
We are committed to responsible operations that will safeguard the environment and protect the health of our employees, contractors, and communities — always.

INTEGRITY: Doing the right thing.
We will act ethically and demonstrate accountability for our actions, behaviors, and decisions. If something goes wrong, we will own it and make it right.

COLLABORATION: A reliable partner inside and out. 
We will cultivate an inclusive, respectful work environment that values differing perspectives and encourages the power of teamwork, customer service, and accountability.

TRANSPARENCY: Communication is key.
We will listen and clarify understanding before acting. We will communicate openly with each other — and with our customers, shareholders, and other external stakeholders.

EXCELLENCE: In all we do and how we do it. 
We will operate in relentless pursuit of flawless execution to develop employee capabilities, produce high-quality work and achieve sustainable results. We will keep our commitments.

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Distracted Driving Awareness

Distracted driving is an important safety issue — whether we are traveling for work or transporting friends and family during our personal time. The tragic results of distracted driving can happen to any one of us, anywhere, and at any time. Furthermore, these distractions come in many forms and can be caused by a number of factors, such as driving while using a communications device, tending to others who are in the vehicle, using your vehicle’s audio system, or simply observing scenery as we pass it on the road. 

 In response to an increase in preventable vehicle accidents in 2020, Equitrans’ safety team created a Safe Driving Stand-Up, whereby supervisors were tasked with encouraging their teams to focus on changing their driving behaviors to better ensure everyone’s safety. In 2021, we placed additional emphasis on vehicle driving safety through our Companywide Distracted Driving Awareness initiative, which included encouraging employees to sign a distracted driving pledge as a symbol of their commitment to drive safely, be in the moment, and remain focused on the task-at-hand.

With more than 500 employees in attendance, Equitrans’ Distracted Driving Awareness campaign kicked off with a presentation by Joel Feldman, renowned distracted driver speaker. Mr. Feldman is an attorney from Philadelphia who, despite representing those impacted by distracted driving crashes, frequently drove distracted himself. Following the death of his daughter in an accident caused by a distracted driver, he changed the way he drives and the way he thinks about driving safety. In 2011, he founded EndDD.org (End Distracted Driving) and spends the majority of his professional time working to educate people about this issue — with the goal to reduce distracted driving incidents of all kinds.

Mr. Feldman shared some very powerful and personal messaging, along with several important reminders that focused on how to change driving behaviors to better ensure one’s personal safety, the safety of their passengers, as well as the safety of everyone on the road. In addition, the Equitrans Midstream Foundation expanded these important safe driving messages by partnering with EndDD to bring Mr. Feldman’s presentation to four local high schools in our Pennsylvania operating area.

In 2022, our Foundation is pleased to continue its partnership with EndDD by supporting the creation of a nationwide public service campaign geared toward preventing distracted driving among high school students.

Equitrans believes that having a safe-driving mindset should extend beyond the workplace, and we want our employees to be equipped to prevent distractions while driving for both work and personal travel. With safety as our top priority and number one Core Value, the more we share the importance of learning how to NOT DRIVE DISTRACTED, the safer all of us will be.

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Workplace Modernization

Recognizing the potential benefits of a flexible work model, Equitrans conducted a workplace modernization survey in June 2020, whereby office-based employees were asked to rank their workplace preferences based on a set of three “workplace personas” (anchor, flex, and remote). The next step in the process was for managers to review all positions in their departments and assign a workplace persona, or personas, to each position, based on the defined requirements of role. The final step was for employees to select their workplace persona based on the persona(s) assigned to their role.

Our workplace modernization activities, however, did not end there. As we and other companies prepared for the new normal of a larger remote workforce, E-Train recognized there would be concerns to address and conflicts to resolve — and our goal was to ensure a smooth transition as overall workplace plans were finalized. To replace our previous Telecommuting Policy, we implemented a new Workplace Modernization Policy, which includes topics such as workplace persona guidelines, relocation approval process, business travel expense protocol, and how to formally request a workplace persona assignment change.

Additionally, to assist our employees with changes related to our return-to-office (RTO), we communicated workspace scheduling information and general tax expectations (for remote employees), and created two RTO Guides:

  • The RTO Guide for Managers was intended to help managers prepare for working with their teams in the new era of a “distributed environment.” The guide contains key details for managing successfully in a distributed environment, including tips for utilizing shared workspaces; how to determine when it may be most effective for a manager and their team to work in the office; and how a manager can partner with their team to establish best practices and facilitate a collaborative and engaging working environment — ensuring continued performance in line with our Core Value of Excellence. Managers were asked to maintain an inclusive, forward-thinking environment that values the person as a whole instead of focusing on only the work that they produce and were reminded to always place safety first.
  • The RTO Guide for Employees contained FAQs about workplace personas; tips and recommended etiquette for working in a shared workspace; how to determine when it may be most effective to work in the office; best practices to ensure success; and the importance of keeping safety our top priority.

With the reopening of our offices in April 2022, roughly 61% of office-based employees are working remotely (remote persona), 37% split their time between remote and at an Equitrans location (flex persona), and 2% are working in the office full-time (anchor persona). We expect our workplace modernization model to improve employee satisfaction and retention, expand our talent pool, and create additional flexibility for our employees, while promoting continued business execution.  

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Storage Integrity Management

To fulfill specific regulatory obligations by government agencies, Equitrans conducts annual audits and inspections required by the Pipeline and Hazardous Materials Safety Administration (PHMSA) and respective state agencies that oversee pipelines and related facilities. To reinforce the importance of public safety, in recent years PHMSA has conducted focused audits on Storage Integrity Management programs. These very intense, detailed audits emphasize both public safety and the environmental impacts of storage methane release. Among other benefits to the industry, this level of scrutiny provides an opportunity for natural gas pipeline operators to review, improve, and strengthen their programs.

Under PHMSA’s direction, Equitrans conducted numerous storage audits from 2018 through 2021 to gauge the strength of our Storage Integrity Management Plan (SIMP) and its adherence to published code. While there were no penalties assessed as a result of these audit activities, Equitrans did receive varying degrees of citations (i.e., Letters of Concern, Warning Letters, and Notices of Amendment) that required us to update our plans, policies, and procedures to enhance our SIMP.

In addition to addressing all cited deficiencies to improve the SIMP, Equitrans instituted the following enhancements to its storage operations:

  • Mitigation of risk by increasing the frequency of well-surveillance logging to every seven years, versus the previous schedule of every 15 years
  • Utilization of Remote Terminal Units on storage wells for 24-hour monitoring by gas control
  • Development and implementation of storage-specific procedures to standardize storage maintenance and operations activities across the Company
  • Dedicating personnel trained specifically for storage operations

As with all of Equitrans’ pipeline integrity programs, our primary focus is on safety — above all else — for our communities, employees, and pipeline facilities. The continued and enhanced safe operation of our storage assets is merely an extension of Equitrans’ overall commitment to safety.

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Protecting Our Critical Energy Infrastructure

With cyber-attacks on the rise in nearly every industry sector, including those related to oil/gas pipelines, there is a heightened need for teamwork and collaboration to protect our nation’s energy infrastructure. We recognize the important joint efforts of pipeline operators, government agencies, vendors, and industry groups in developing solutions to combat the complex challenges of an ever-changing cybersecurity landscape. The formation of this alliance is based on a common goal: keeping our critical infrastructure safe, secure, and reliable.

To ensure adequate resources and elevate the criticality of our industry’s cyber initiatives, Chief Executive Officers and Chief Information Officers from our nation’s major pipeline operators, as well as top leaders from various government agencies are aligned on this priority. In addition, with this level of attention and focus on cybersecurity, responsibility has gone beyond Information Technology personnel. To be truly effective, cybersecurity requires multi-disciplinary leadership involvement from other business functions, such as physical security, emergency management, facilities, legal, and supply chain.

As a natural gas pipeline operator, Equitrans Midstream transports roughly 10% of U.S. natural gas production every day, making it critical for us to know and understand the latest threat intelligence. With the knowledge gained through these industry and government relationships, we are better prepared to implement leading practices designed to counter evolving attack vectors.

At Equitrans Midstream, we believe forming a cybersecurity partnership has helped raise the security bar across the industry, resulting in a collective benefit that is beyond what any individual pipeline operator could achieve. By working together on cybersecurity initiatives, we are striving to make the natural gas pipeline sector more secure, while at the same time continuing to provide the critical energy resources on which our nation relies.

     – Carmine Fantini, CIO, Equitrans Midstream

The continued evolution of cybersecurity threats demands a holistic response from industry, government, and suppliers. Equitrans recognizes this reality, and we work diligently every day to enhance our strong public/private sector alliance — strengthening our capabilities to protect our critical energy infrastructure.

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Culture Change Belongs to All of Us

Our goal is to create a workforce culture that is not only aligned with our values, but also inspires employees to be their best selves. Based on the findings of our initial culture assessment conducted in 2020, we implemented several culture enhancing initiatives that were aligned with our mission, vision, and strategy — including redesigning our employee recognition program, introducing 360-degree management assessments and coaching, and launching an on-demand learning platform.

In 2021, we conducted our second culture survey, which had a 78% participation rate and highlighted significant, double-digit percentile increases across all 48 culture survey questions. In conjunction with our Culture Champions Group, we attribute these culture score improvements to the many action items we implemented since conducting our previous assessment.

The survey platform we utilize measures organizations across four areas: Mission, Consistency, Involvement, and Adaptability. While we were encouraged by the results, we also recognize there are areas that require continued focus to improve our culture. Below are a few key highlights from our recent survey:

Leveraging Our Strengths

  • We are very strong in the areas of teamwork and agreement — illustrating strong coordination across departments, the elimination of silos, and alignment with our Core Values, which highlights a strong sense of right and wrong.
  • We had positive shifts in how we use our Core Values to guide our decisions & the perceptions of leaders who demonstrate these values.
  • We scored near the 95th percentile on most of the safety aspects, something we are very proud of as we continue to elevate our strong safety culture.

Taking Action

Based on the opportunities for improvement, we are implementing several action items that are linked to three primary focus areas:

  • Customer Focus: The best way to define Customer Focus is with a question — “When we get a request from a fellow employee, do we treat that request as if it came from a customer?” The success of our Company depends on all employees — from maintaining safe operations, ensuring system reliability, and designing system enhancements to closing our books, scheduling projects, running payroll, and managing our legal and regulatory concerns. As we strive to be a reliable partner inside and out, in 2022 we added customer service to our Core Value of Collaboration; and we are implementing initiatives to improve our internal customer service and ensure the timely exchange of information requests.
  • Strategic Direction & Intent: Employees understand the importance of connecting the dots between our strategy and their day-to-day work. Based on survey feedback, we will continue to publish our quarterly Strategic Priorities Update and schedule all-employee meetings to communicate progress on our Company’s annual priorities and objectives, which helps employees to align their individual objectives. Achieving our Company goals takes teamwork, collaboration, and individual contributions by everyone.
  • Capability Development: As people leaders, we want to take a more active role in the development of our employees, helping them to understand and explore opportunities for advancement. To support our managers, we rolled out training during 2022 to assist managers in having effective career conversations with employees, encouraging an open dialogue on opportunities for growth and skill development. We also updated our Core Value of Excellence to include employee capability development — reinforcing the importance of helping to improve the capabilities of our employees as a competitive advantage. 

At Equitrans, culture change belongs to all of us, and each employee plays a vital role in achieving our vision of becoming the premier midstream company in North America. Our employees’ continued commitment to E-Train’s success is demonstrated by staying the course — effectively managing our business and running our operations safely, efficiently, and responsibly.

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Philanthropy and Volunteerism

Equitrans Midstream supports the development of a sustainable workforce, which we believe is a key element for the long-term success of our Company and our communities. Preparing local students to compete in the workforce is a funding priority of the Equitrans Midstream Foundation — connecting students now with the tools they need to make positive social and economic contributions in the future. Through our E-Train On-Track committee, we also support employee volunteerism and encourage employees to donate their time in support of community-based educational initiatives. 

The Education Partnership is a local non-profit organization that distributes school and classroom supplies at no cost to students and teachers in need. When the organization approached us with an opportunity to provide assistance and support for Pennsylvania schools, ranging from pre-K through grade 12, we enthusiastically volunteered both our funding and time. In 2021, through a $32,000 grant to The Education Partnership’s Adopt-a-School program, the Equitrans Midstream Foundation purchased essential school supplies for students in three southwestern Pennsylvania schools. Using our Volunteer Paid-Time-Off Program, these funds were amplified by Equitrans employees who volunteered their time to assemble more than 1,230 Power Tools Homework Kits for distribution to the students. A team of employees then attended assemblies at one of the participating high schools to conduct mini-educational sessions to discuss jobs and careers in the energy industry.

During the past two years, the Foundation has awarded $50,000 to The Education Partnership. By combining proposed funding opportunities with employee volunteerism, Equitrans can provide a greater level of community support, while at the same time encouraging employee involvement and increasing overall engagement. Our work with The Education Partnership is one example of Equitrans’ commitment to the communities in which we live and work — delivering positive impacts through both financial support and employee volunteerism. 

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Emergency Response and Preparedness

In August 2021, flammable vapors from a tank vent ignited during a late afternoon electrical storm at the Equitrans Twilight Compressor Station, a natural gas gathering facility located in Washington County, Pennsylvania. Upon notification of the incident, the Equitrans crisis team quickly convened — no injuries were reported, and no significant damage occurred. 

As part of our response, Equitrans technicians were immediately dispatched and, once on site, began to implement necessary safety procedures, including the closing of appropriate valves to isolate the tank. In addition, the local volunteer fire department was on site to assist with appropriate fire safety protocols.

Equitrans’ emergency procedures and closing of valves successfully allowed the flame to self-extinguish, and within a short time the tank was fully isolated. The Pennsylvania Department of Environmental Protection was notified, and, as a courtesy, local township officials and the Pennsylvania Public Utility Commission received notification of the incident.

Working together with the crisis team, our operations, safety, and compliance teams determined that the ignition occurred as a result of a lightning strike that ignited vapors from a malfunctioning tank vent. After reviewing and understanding the cause of the incident, operations worked with engineering to identify and inspect similar tank vents, as well as tank grounding, to minimize the risk of similar incidents from occurring in the future.

For more information on Equitrans Emergency Response and Preparedness, please visit: Public Safety and Emergency Response.

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