Iceberg Monitoring Service for Offshore Oil Rig Safety by Spaceborne Radar Technologies and Drift Modeling

2013 ◽  
Author(s):  
N. Longépé ◽  
F. Mercier ◽  
E. Greiner ◽  
M. Sutton ◽  
F. Lefèvre ◽  
...  
2013 ◽  
Author(s):  
N. Longépé ◽  
F. Mercier ◽  
E. Greiner ◽  
M. Sutton ◽  
F. Lefèvre ◽  
...  

2021 ◽  
Vol 12 (1) ◽  
Author(s):  
Chad R. Wells ◽  
Jeffrey P. Townsend ◽  
Abhishek Pandey ◽  
Seyed M. Moghadas ◽  
Gary Krieger ◽  
...  

AbstractFor COVID-19, it is vital to understand if quarantines shorter than 14 days can be equally effective with judiciously deployed testing. Here, we develop a mathematical model that quantifies the probability of post-quarantine transmission incorporating testing into travel quarantine, quarantine of traced contacts with an unknown time of infection, and quarantine of cases with a known time of exposure. We find that testing on exit (or entry and exit) can reduce the duration of a 14-day quarantine by 50%, while testing on entry shortens quarantine by at most one day. In a real-world test of our theory applied to offshore oil rig employees, 47 positives were obtained with testing on entry and exit to quarantine, of which 16 had tested negative at entry; preventing an expected nine offshore transmission events that each could have led to outbreaks. We show that appropriately timed testing can make shorter quarantines effective.


Author(s):  
Chad R. Wells ◽  
Jeffrey P. Townsend ◽  
Abhishek Pandey ◽  
Seyed M. Moghadas ◽  
Gary Krieger ◽  
...  

AbstractAs economic woes of the COVID-19 pandemic deepen, strategies are being formulated to avoid the need for prolonged stay-at-home orders, while implementing risk-based quarantine, testing, contact tracing and surveillance protocols. Given limited resources and the significant economic, public health, and operational challenges of the current 14-day quarantine recommendation, it is vital to understand if shorter but equally effective quarantine and testing strategies can be deployed. To quantify the probability of post-quarantine transmission upon isolation of a positive test, we developed a mathematical model in which we varied quarantine duration and the timing of molecular tests for three scenarios of entry into quarantine. Specifically, we consider travel quarantine, quarantine of traced contacts with an unknown time if infection, and quarantine of cases with a known time of exposure. With a one-day delay between test and result, we found that testing on exit (or entry and exit) can reduce the duration of a 14-day quarantine by 50%, while testing on entry shortened quarantine by at most one day. Testing on exit more effectively reduces post-quarantine transmission than testing upon entry. Furthermore, we identified the optimal testing date within quarantines of varying duration, finding that testing on exit was most effective for quarantines lasting up to seven days. As a real-world validation of these principles, we analyzed the results of 4,040 SARS CoV-2 RT-PCR tests administered to offshore oil rig employees. Among the 47 positives obtained with a testing on entry and exit strategy, 16 cases that previously tested negative at entry were identified, with no further cases detected among employees following quarantine exit. Moreover, this strategy successfully prevented an expected nine offshore transmission events stemming from cases who had tested negative on the entry test, each one a serious concern for initiating rapid spread and a disabling outbreak in the close quarters of an offshore rig. This successful outcome highlights that appropriately timed testing can make shorter quarantines more effective, thereby minimizing economic impacts, disruptions to operational integrity, and COVID-related public health risks.


2011 ◽  
Vol 6 (5) ◽  
pp. 482-485 ◽  
Author(s):  
Michael C. Lynch ◽  

TheMacondo oil rig explosion and subsequent oil spill was the worst disaster in the US offshore oil industry since 1969. Although some worried that it reflected the greater challenges of deepwater drilling for which the industry was not prepared, investigations have shown that a variety of decisions made, primarily during the drilling of the well, caused the blowout and explosion. Apparently, a corporate culture of cost cutting led to many of these decisions, and it suggests that human failures, both in senior levels where culture is set, and at the lower levels where it affects operations, are the primary challenges that need to be overcome to reduce the likelihood of future disaster.


Sign in / Sign up

Export Citation Format

Share Document