The Global Positioning System (GPS) carrier beat phase data collected by the TI4100 GPS receiver has been successfully utilized by the US Defense Mapping Agency in an algorithm which is designed to estimate individual absolute geodetic point positions from data collected over a few hours. The algorithm uses differenced data from one station and two to four GPS satellites at a series of epochs separated by 30 second intervals. The ‘precise’ GPS ephemerides and satellite clock states, held fixed in the estimation process, are those estimated by the Naval Surface Warfare Center (NSWC). Broadcast ephemerides and clock states are also utilized for comparative purposes. An outline of the data corrections applied, the mathematical model and the estimation algorithm are presented. Point positioning results and statistics are presented for a globally‐distributed set of stations which contributed to the CASA UNO experiment. Statistical assessment of 114 GPS point positions at 11 CASA UNO stations indicates that the overall standard deviation of a point position component, estimated from a few hours of data, is 73 centimeters. Solution of the long line geodetic inverse problem using repeated point positions such as these can potentially offer a new tool for those studying geodynamics on a global scale.
Emergency Preparedness and Response and Business Continuity Planning are integrated into ExxonMobil’s structured approach to managing safety, security, health and the environment commonly referred to as"Operations Integrity Management System". This paper describes ExxonMobil’s Emergency Preparedness and Response Model and Process, with emphasis on its ongoing application. ExxonMobil strives to prevent emergencies from occurring. However, when emergencies do occur, the Model and Process defines ExxonMobil’s approach to preparing for and responding to the event(s). Our philosophy remains the same for an emergency that directly impacts us or one indirectly impacting our industry: establishing objectives that minimize impact on people, the environment, assets, and reputation (PEAR). Our philosophy, objectives, tools, and processes are internal to the Model and Process, and integrate a tactical and strategic response. Internal and external resources ensure that our response is effective and scalable, on a 24/7 basis. Engaging these resources in training and exercises enhances response capability if a real emergency occurs. ExxonMobil’s Corporate Headquarters and Upstream, Downstream, and Chemical Companies have Emergency Support Groups (ESG) for each business unit. The ESG is focused on strategic support. Tactical support is derived from: Tier III Regional Response Teams (global coverage), U.S. based Tier II Strike Teams (personnel and equipment based), and numerous Tier I- Facility/Site Teams. ExxonMobil also contract with oil spill response organizations (e.g., Oil Spill Response, Marine Spill Response Corporation, and Marine Well Containment Company) for additional personnel and equipment. In the United States, use of the National Incident Management System’s Incident Command System (ICS) is required at the tactical level. ExxonMobil is in the process of implementing ICS, on a global basis, to improve preparedness and response. ExxonMobil has benefited from the Model, Process, Teams, and Resources. Benefits include: Networking; Lessons learned and applied; and Increased personal knowledge. Team synergy and immediacy of effective response activities during emergencies have also validated training and exercises. Emergency Preparedness and Response planning is essential for any organization. International and national laws and regulations mandate oil and gas companies to have emergency preparedness and response plans, resources, training, and exercises. The ExxonMobil Model and Process, which integrates strategy and tactics, provides an invaluable framework for preparing for and responding to emergencies.
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