Resilience in emergency management: Learning from COVID-19 in oil and gas platforms

Cantelmi, R.; Steen, Riana; Gravio, Giulio Di; Patriarca, Riccardo

doi:10.1016/j.ijdrr.2022.103026

Cited by 24 publications

(12 citation statements)

References 50 publications

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“…Bouncing back to normal operation is the goal of the recovery process, both in the conventional approach and resilience‐based one. However, it differs in its transformation process in terms of the duration of the recovery process and the efficiency of the recovery operation (Cantelmi et al, 2022; Lengnick‐Hall & Beck, 2009; p. 57; Vugrin et al, 2011). In our case, restorative capacity was acquired through established networks, coordination structure, continuous monitoring, and the skills and competence of the actors involved.…”

Section: Results' Discussion and Implicationsmentioning

confidence: 99%

“…Bouncing back to normal operation is the goal of the recovery process, both in the conventional approach and resilience-based one. However, it differs in its transformation process in terms of the duration of the recovery process and the efficiency of the recovery operation (Cantelmi et al, 2022;Lengnick-Hall & Beck, 2009;p. 57;Vugrin et al, 2011).…”

Section: Resilience In the Restorative Stage Of Emsmentioning

confidence: 99%

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“Samhandling”: On the nuances of resilience through case study research in emergency response operations

Steen

Haakonsen

Patriarca

2022

Contingencies & Crisis Mgmt

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Standard emergency‐management procedures offer guidance on how organizations can improve their handling of all types of emergencies. However, such a generalization undermines uncertainties and oversimplifies the complexity of real work practices during an emergency response operation (ERO). The handling of the COVID‐19 pandemic highlights how uncertainty and escalating consequences reinforce the need for resilience in EROs. To illustrate the key elements of our suggested approach and its practical implications, we discuss the issues in light of a case study related to a COVID‐19 outbreak on a floating oil rig in the North Sea. The analysis reveals several instances of creative problem solving, and individual and collective efforts beyond the scope of the standard procedures. It also underlines how the shortcomings of resource allocation and over‐planning might lead to inflexibility, thus harming EROs' efficiency. Our analysis highlights that the key to resilient EROs lies in robust coordination, the ability to improvise, transparency, and trusting communication between the actors involved. Greater focus on network building—proactively maintained through regular training and exercise activities—strengthens resilience in emergency‐management systems. All these traits link to the Norwegian term “samhandling,” a notion which is here proposed to summarize and connect these resilience capacities.

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Section: Results' Discussion and Implicationsmentioning

confidence: 99%

Section: Resilience In the Restorative Stage Of Emsmentioning

confidence: 99%

“Samhandling”: On the nuances of resilience through case study research in emergency response operations

Steen

Haakonsen

Patriarca

2022

Contingencies & Crisis Mgmt

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“…The main contents of disaster response include evacuation, search, rescue, and emergency medical assistance, which help to save lives and protect wellbeing and property. The purpose of disaster recovery is to return to normal conditions after a disaster (Cantelmi et al 2022;Gerber 2007). Emotional, physical, and nancial support should be provided to assist victims during reconstruction and help them return to their normal way of life.…”

Section: Disaster Managementmentioning

confidence: 99%

Development of Disaster Response Strategies for Multi-Disasters

Tsai

Chan

2023

Preprint

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The purpose of this research is to develop a disaster response strategy that can be used when more than one disaster happens at the same time. When different types of disasters occur at the same time, disaster response operations will become extremely complex. It is difficult for responders to directly perform response operations based on a single standard operation procedure. This research used flooding events that occurred in Taiwan during the COVID pandemic as an example case to develop the response strategies. The standard operating procedures before and after the pandemic were first reviewed. The authors also joined the response operations to have close observations on how responders execute response operations under restrictions of the pandemic. User interviews were then conducted to collect feedback from four responders. Finally, the multi-disaster response strategies, coined as OPERATE, was developed based on results of procedure review, field observations, and user interviews. OPERATE was developed for disaster response teams to smoothly execute response operations when multiple disasters occur simultaneously. It includes seven perspectives: simplified operation, flexible procedures, adjustable environment, personalized reminder, positive attitude, well-developed decision support tool, and preparatory education. OPERATE is developed to reduce the impact of multi-disasters on response teams, including the impact of the disaster itself and orders issued by other government departments in response to other disasters. Following the developed strategies, disaster response teams are expected to conduct stable and efficient operations in the context of multiple disasters.

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“…In the same context, research by Steen et al (2023) and Cantelmi et al (2022) indicates that ER operations' uncertain nature necessitates emergent problem solving. This requires mindful behaviour, with support at the strategic level (leaders) to continuously assess the existing status of the system.…”

Section: Preparedness and Bottom-up Strategy Formationmentioning

confidence: 99%

Business continuity and resilience management: A conceptual framework

Steen,

Haug,

Patriarca

2023

Contingencies & Crisis Mgmt

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The overall objective of business continuity management (BCM) systems is to provide guidance and analytical subcomponents on how to assess and manage risk and sustain operations when facing a disruptive event. Current BCM practices largely follow a standard structure for formal planning processes and risk‐assessment activities. An underlying assumption in standard practices is that systems can be decomposed in subsystems in a meaningful way, as they are tractable and data are available to predict the system's future functionality. However, the reality is much more complex in our volatile world. Standard BCM approaches do not pay adequate attention to the treatment of uncertainties. Thus, they fall short of addressing the complexity of operations involved with emergencies and crisis. Lack of focus on uncertainty hampers the ability of BCM systems to provide sufficient support for decision making in highly uncertain situations. Dealing with such situations necessitates a shift from a defensive risk‐management approach, grounded on an illusion of control and accountability, to a proactive stance based on resilience thinking. Responding to this call, we use concepts from the resilience engineering (RE) field and link them to different components of a BCM system. We develop a novel BCM framework and identify a set of resilience influence factors to enhance resilience in BCM systems. We use a case‐example, hosted by a leading organization in a second‐line emergency response operation in Norway to reflect on the application of a suggested BCM framework.

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Resilience in emergency management: Learning from COVID-19 in oil and gas platforms

Cited by 24 publications

References 50 publications

“Samhandling”: On the nuances of resilience through case study research in emergency response operations

“Samhandling”: On the nuances of resilience through case study research in emergency response operations

Development of Disaster Response Strategies for Multi-Disasters

Business continuity and resilience management: A conceptual framework

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