A Global Effective Ebola Outbreak Preparedness and Response from an Oil and Gas Company Perspective

Abstract

The Company framework of workplace infectious disease control used for our global preparedness and response to the Ebola outbreak in West Africa is presented. Results and lessons learned are described from a global perspective; including their contribution in mitigating the Ebola outbreak risk for workers and disruption to Company's global operations (not just those in Ebola affected countries). Using the existing Company emergency support approach and integrating workplace infectious disease control aspects, headquarters interfaces were established for Ebola support to locations in West Africa and globally. Company management coordinated the support to sites while working with representatives from the medical, safety, security, law, human resources, and public and government affairs departments. The World Health Organization road map for Ebola was adapted for support to affiliates and for periodic reviews with operations in West Africa. Global scalable guidance measures included awareness, travel recommendations, site screening, case management and collaboration with industry, governments, international experts and health care providers. Early in 2014, Company disease surveillance system recognized the Ebola outbreak in West Africa. The management was engaged and a global coordinated response initiated. As a result, periodic communications across Company organizations and sites were organized. Emergency Support Groups (ESG) at headquarters and locations in West Africa were convened to monitor the outbreak, prevent workplace case occurrence and prepare for the response. The implementation of recommended measures was periodically reviewed, indicating effective execution and management of identified gaps. Targeted relocation of dependents and staff was arranged. The business continuity plans (BCP) for Company sites outside West Africa were revisited. Global guidance for travelers coming from or going to affected countries was issued. Guidelines for marine terminals receiving ships were developed. External interfaces with other International Oil Companies, expert community representatives such as the US Centers for Disease Control and local health authorities were instrumental in tailoring the Company approach for Ebola, including appropriate investments to help address community needs. Engagement of Company senior management was critical, as well as working with the business community, health experts and governments. Integrating an infectious disease control program within Company systems and processes was essential for a sustained and effective response. Considering Ebola and other infectious disease risks, using standardized measures built into Company organizations and levels is essential. ESGs and management engagement are necessary for adequate internal and external coordination. Leveraging existing tools such as BCP and disease outbreak management plans facilitates readiness and response. Workforce communications are fundamental for adequate workplace preparedness which is best verified through drills. External expert engagement is critical for technical knowledge and effective interface with country health systems.