SARS Response and Experiences Post the 2003 Outbreak and the Effect on Moving Rotating Staff to Offshore Operations

Abstract

TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractThe Severe Acute Respiratory Syndrome (SARS) in 2003 is an emerging disease that spread rapidly worldwide. Remote and offshore operations appeared particularly at risk for various reasons. Medical teams were not prepared for the management of outbreaks. The density of population made close contact transmission possible. Remoteness resulted in misinterpreted information, weak and delayed adapted support, and improbable medical evacuation.As a result, companies immediately set travel policies and screening procedures to decrease the probability of having someone on site presenting early signs of SARS. In cooperation with site management, alert level policies were implemented to plan responses adapted to pre-defined thresholds of risk. Information and training focused on prompt detection and isolation of cases, strict infection control in medical facilities, and the tracing and quarantine of contacts. Specific SARS management kits were elaborated to address the treatment of suspect cases, the organisation of isolation and the protection of medical teams. Medical evacuation of cases became a challenge due to medical transportation issues, operational limitations and international administrative constraints. Information dissemination services and email alerts were set up via a SARS dedicated web site in order to provide compiled data and operational information to medical directors. This paper will review the experiences of companies tackling the SARS outbreak in remote settings. In the absence of a vaccine, robust diagnostic tests and specific treatment, this medical issue appeared initially to have no medical, but only operational answers. Options chosen in terms of staff management, treatment abilities and evacuation capacities will be discussed. In conclusion, the importance of appropriate communication and accurate information will be analysed to help corporations make appropriate decisions in such challenging circumstances.

A review of the role of digitalization in health risk management in extractive industries – a study motivated by COVID-19

“…Remote operations and hazardous working conditions (e.g. offshore platforms) in EI sectors have raised many limitations of HRM (Guibert, 2009; Schneider et al , 2015; Mette et al , 2018). On-site medical teams may lack sufficient knowledge and support from onshore health-care systems to address EIDs (Guibert, 2009; Mette et al , 2018).…”

“…offshore platforms) in EI sectors have raised many limitations of HRM (Guibert, 2009; Schneider et al , 2015; Mette et al , 2018). On-site medical teams may lack sufficient knowledge and support from onshore health-care systems to address EIDs (Guibert, 2009; Mette et al , 2018). Offshore working conditions, which are often characterized by high-density populations, allow close-contact transmission.…”