scholarly journals Chevron Thailand's use of ICS (Incident Command System) in assisting with the 2018 Thailand Cave Rescue Operation

2021 ◽  
Vol 2021 (1) ◽  
Author(s):  
Nipa Amornruji ◽  
Parinya Pholbud
Keyword(s):  
Asset Management ◽  
Large Scale ◽  
Site Response ◽  
Management Team ◽  
Incident Management ◽  
Rescue Operation ◽  
Team Members ◽  
Incident Command ◽  
Leading Role ◽  
Soccer Team

Abstract number: 1141175 Chevron Thailand commenced using a form of the Incident Management System (ICS) for response to emergency incidents and conducted ICS training and hosted a large scale oil spill response exercise in 2017 and 2018 to increase Crisis Management Team (CMT), Asset Management Team (AEMT) and On-site Response Team (ORT) competency and team readiness, including maintaining relationships with organizations that provide emergency response support i.e. Thai government agencies, association and contractors. On 23 June 2018, 12 members of a Thai boys soccer team along with their coach became trapped in a cave in northern Thailand when flood waters cut them off from the entrance. Chevron Thailand Management in Bangkok was contacted by the US Embassy Bangkok requesting Chevron Thailand to assist with providing personnel and resources for the rescue operations. Separately, the Thai Department of Disaster Prevention and Mitigation (DDPM) also called for industry support in the rescue mission. This paper will present details of how Chevron Thailand utilized their preparedness training using ICS in responding to risks within Chevron Thailand's operations to take a leading role in assisting the Royal Thai Governments rescue of the 13 trapped soccer team members. The paper will also show how collaboration with Government officials in Company training and exercise events lead to not only a good working relationship but also better knowledge of the capabilities that Chevron Thailand can bring to the table in responding to any emergency incident.

scholarly journals INCIDENT MANAGEMENT TEAM TRAINING AND EXERCISES: DEVELOPING THE TEAM

2008 ◽  
Vol 2008 (1) ◽  
pp. 227-228
Author(s):  
Christopher J. Hall
Keyword(s):  
Team Building ◽  
Team Training ◽  
Mass Casualty ◽  
Management Team ◽  
Incident Management ◽  
Team Members ◽  
High Expectations ◽  
Incident Command ◽  
Response Team ◽  
Critical Requirement

ABSTRACT Developing and training an Incident Management Team (IMT) is a critical requirement for companies involved in oil exploration, production, and transportation. Companies beginning operations in new areas face high expectations from the local regulatory community and may find it challenging to meet these goals. Training programs for IMT personnel that consist of reviewing regulations, forms, and position descriptions fall far short of preparing the IMT to effectively manage an incident. A more useful approach to IMT training begins in the classroom and quickly migrates to tabletop and “walk-through” training workshops. Walk-through training captures the pace of a drill without the participants feeling any pass / fail pressure. Designing courses in this format requires careful planning and preparation. Instructor staffing must be sufficient to monitor events and ensure training objectives are being met. Involving the regulatory agencies in training builds familiarization and enhances a coordinated response team. Company team members will find the regulatory community eager to participate in walk-through training. This team-building pays big dividends during exercises and actual events. Coordinating IMT training with Spill Response Team (SRT) training promotes communication and strengthens the overall understanding of operational limitations. Using the IMT for non-spill events, such as earthquake or mass casualty incidents, further broadens their understanding of other applications of the Incident Command System (ICS). Members gain an opportunity to fill different roles in their response organization and learn more about the team'S capabilities. This paper highlights the concepts of scenario-based Incident Management Team training and provides examples and suggestions for course material, length, and frequency. Examples involving non-spill incidents are also presented.

scholarly journals Large scale exercise in Norway – Exercise Frohavet 2019

2021 ◽  
Vol 2021 (1) ◽  
Author(s):  
Gry Eide Fiksdal ◽  
Cathrine Floen Fullwood
Keyword(s):  
Oil Spill ◽  
Large Scale ◽  
Situational Awareness ◽  
Lessons Learned ◽  
Management Team ◽  
Accurate Information ◽  
Incident Management ◽  
Incident Command ◽  
Extensive Evaluation ◽  
Exploration Well

ABSTRACT « October 8th at 1630 hours: Equinor reports loss of well control on the exploration well «Staalull». Large amounts of crude oil flow continuously from the seabed at the depth of 1200 feet. An oil spill from the exploration well has a potential for landfall within five days. The oil characteristics are unknown. Equinor is unable to control the well and needs to start planning for a relief well. This may take several months. » This is a potential scenario for a major oil spill and the exercise planned for the Norwegian coast, October 2019. Approximately 600 responders were involved. The intention was to test Equinor and NOFO (The Norwegian Clean Seas Association for Operating Companies) and their ability to handle a long-lasting oil spill in a safe and secure manner – within all barriers. The exercise involved Equinor CMT (Crisis Management Team), IMT (Incident Management Team), NOFO, offshore and nearshore vessels, aircraft, digital SCAT (Shoreline Cleanup and Assessment Technique) surveys and beach cleaning operations at different locations onshore. The main goal of the exercise was interaction and communication within and between the different response organisations. The intermediate objectives were 1) establish a common situational awareness and 2) communicate accurate information at the right time to affected parties. The exercise took place at seven different locations in Norway and establishment and maintenance of situational awareness throughout the response organisation was crucial to the effective handling of the incident. This required effective communication and information sharing throughout all levels. The incident management is based on the Incident Command System (ICS), but modified to align with Norwegian conditions. During the exercise we performed an extensive evaluation of all the organisations; with feedback to and from the personnel involved. The result of the evaluation, lessons learned, and implementation of improvements within the organisations involved, will improve the Norwegian industry's ability to manage long-lasting oils spills in the future.

scholarly journals Assistance of the USA to refugees during the Korean War (1950 – 1953)

2018 ◽  
pp. 82-90
Author(s):  
Volodymyr Yushkevych
Keyword(s):  
United States ◽  
Large Scale ◽  
Armed Forces ◽  
The United States ◽  
Rescue Operation ◽  
Active Involvement ◽  
The North ◽  
Leading Role ◽  
Non Governmental Organizations ◽  
The Usa

The article reveals a set of measures taken by the United States of America to assist “the refugees of war” in the context of local conflict in the Korean Peninsula. It is underlined that securing assistance to hundreds of thousands of Korean refugees has become a unique experience for the United States and the international community in providing financial support, assistance programs, combat operations, and organized troop deployment. Particular attention was paid to the decisions and actions of the US Armed Forces Command aimed at avoiding panic among refugees from the North, evacuating civilians, setting up and operating Refugee Camps. The unprecedented scale of the Hungnam rescue operation carried out during the offensive of the Chinese and North Korean troops in December 1950 is examined. The first exampled experience was the work of the United Nations Civil Aid Command in Korea, whose field teams distributed clothing, supplies, consumer goods and large-scale vaccinations against smallpox and typhoid during the second half of 1950. In addition, it reviewed the work of UNCURK, which was to help rebuild the country. As part of the program, Korean refugees received rice, used clothing and shoes, and medical equipment. At the same time, the establishment and activities of the UNKRA, to whom the United States has been the major donor, have played a leading role in assisting the forced migrants. The relief programs subsequently became a significant factor in the Westernization and economic revival of the Republic of Korea. It has been shown that in the context of the military conflict in Korea, US assistance to refugees was provided not only through a profile UN agency but also through the active involvement of US military structures and non-governmental organizations. The role of volunteer organizations and private initiatives of the American public in support of the Korean Refugee was noted.

Developing a Case-based Emergency Response System with Adaptive Case Management

2020 ◽  
Vol 0 (0) ◽  
Author(s):  
Abobakr Y. Shahrah ◽  
Majed A. Al-Mashari
Keyword(s):  
Case Management ◽  
Emergency Response ◽  
Large Scale ◽  
The United States ◽  
Incident Management ◽  
National Incident Management System ◽  
Incident Command ◽  
Emergency Response System ◽  
Response System ◽  
Case Based

AbstractThe emergency responses required during large-scale crises or disasters are extremely knowledge-intensive processes and are usually characterized by a high degree of unpredictability and unrepeatability. An emergency response is mission- and time-critical, unstructured, very dynamic, and it is very difficult to predefine or even to anticipate all possible response scenarios. Therefore, designing and implementing a software system to support such a response system is highly complicated and challenging. This research aims to investigate and discuss how Adaptive Case Management (ACM) can be leveraged in the design and implementation of a case-based emergency response system. In particular, this research considers the best practices of the National Incident Management System (NIMS), which is an essential part of the National Response Framework (NRF) developed in the United States. As a proof-of-concept, a prototype demonstration has been carried out on a leading commercial ACM platform. In addition, a walkthrough scenario is discussed to elaborate how ACM can support emergency response activities in real settings using the Incident Command System (ICS) organizational structure. The key benefit of this research is to guide the development and implementation of cased-based emergency response systems with a flexible and agile approach.

Incident Management Approaches above the Incident Management Team Level in Australia

2015 ◽  
Vol 12 (1) ◽  
Author(s):  
Roshan Bhakta Bhandari ◽  
Christine Owen ◽  
Cain Trist
Keyword(s):  
Emergency Management ◽  
Large Scale ◽  
Management Strategies ◽  
State Level ◽  
Management Team ◽  
Incident Management ◽  
Stakeholder Relationships ◽  
Management Objectives ◽  
South Wales ◽  
Management Approaches

AbstractThis paper discusses incident management strategies widely used above the incident management team (IMT) level in the four Australian States namely, Victoria, New South Wales, Tasmania and Queensland. It begins with an overview of how incident management approaches above the IMT might differ from the local IMT level. By exploring this difference, this paper provides an insight into how emergency management personnel working above or beyond the local IMT level often deal with large scale multiple emergency events and require an understanding of broader problems that they might confront in the future. Then, it provides an outline of how strategic emergency management objectives are addressed in the state level arrangements in aforementioned jurisdictions. Specifically, this includes response orientations, state level emergency management facilities, long term thinking, the management of stakeholder relationships, leadership, and organisational adaptation and capacity building. Later, some of the challenges associated with incident management above the IMT level are discussed. Finally, the paper concludes by discussing the implications of this study to the emergency management sector.

Comprehensive Oil Spill Response Planning: Going Beyond “What” your Going to do

2003 ◽  
Vol 2003 (1) ◽  
pp. 603-606
Author(s):  
Jerry A. Hubbard ◽  
William W. Whitson
Keyword(s):  
Oil Spill ◽  
Coast Guard ◽  
Management Team ◽  
Hazardous Substances ◽  
Incident Management ◽  
Management Planning ◽  
Incident Command ◽  
Response Planning ◽  
Oil Spill Response ◽  
Response Group

ABSTRACT A review of the law and responsibilities for oil spill response reveals a need for taking oil spill response incident management planning beyond just describing what will be done, to a new level that describes specifically who will do it. Facilitating the development of an effective management team in the first 24–48 hours of a spill is critical to setting the response operations in a positive motion, and ultimate success. The development of a draft Incident Command System (ICS) structure to meet the expectations of a Type II incident and pre-identification of personnel for specific assignments will enable a more cohesive personnel qualification process, training and exercises focused on general incident management, and ultimately a better prepared cadre of response personnel. The vision for Coast Guard District Thirteen is a District Response Group that is organized into a defined and pre-approved ICS structure, with these expectations set. The National Oil and Hazardous Substances Pollution Contingency Plan requires the Coast Guard to form District Response Groups. By definition, this is all personnel and every asset the Coast Guard has within each District. However, this does not speak to the qualifications of these personnel, or address the tasking some units may receive, both of which are known. In the early hours of a major spill, confusion reigns and calls for help are made. This can be a call for help that is specific, such as the number of beach monitors, OPS Section Chiefs, or Check-in Recorders that are needed, or the more likely request is to send whoever is available. The latter is not likely to enable success if well intentioned but inexperienced management personnel show up. If we know who is available within the Coast Guard district, then we know our strengths. Therefore, we also know our weaknesses, and can identify gaps. By identifying our ICS structure, we can examine our resources, needs, and expectations; and have a plan that works while remaining flexible. There is no need to assemble a management team on the fly in the first 24 hours of a spill.

No More Heroes: Entrepreneurial Learning in the SME Management Team

2010 ◽  
Vol 24 (6) ◽  
pp. 429-441 ◽  
Author(s):  
Ian McKeown
Keyword(s):  
Conceptual Framework ◽  
Management Team ◽  
Power Structures ◽  
Entrepreneurial Learning ◽  
Team Members ◽  
Emotional Commitment

Entrepreneurship is increasingly viewed as a plural rather than singular endeavour. This paper develops a conceptual framework of team-based entrepreneurial learning, challenging the myth of the entrepreneurial ‘Lone Ranger’ and revealing the significance of power structures in the SME management team in mediating what is and is not learnt. Entrepreneurial learning in this context is complex and often messy, involving co-participation in the development of opportunities, which, however, is frequently fractured and dysfunctional, with team members struggling to challenge existing practices and strongly affected by issues such as legitimacy of engagement, changing identity, emotional commitment, leadership, trust and conflict.

Designing an Emergency Management Simulation Testbed to Investigate Incident Management Team Performance

2020 ◽  
Vol 64 (1) ◽  
pp. 1881-1885
Author(s):  
Changwon Son ◽  
Farzan Sasangohar ◽  
S. Camille Peres ◽  
Jukrin Moon
Keyword(s):  
Emergency Management ◽  
Team Performance ◽  
Real Life ◽  
Management Team ◽  
Future Research ◽  
Incident Management ◽  
Emergency Operations ◽  
Management Domain ◽  
Qualitative Approaches ◽  
Complex Phenomena

Investigating real-life disasters and crises has been challenging due to accompanying difficulties and risks posed by these complex phenomena. Previous research in the emergency management domain has largely relied on qualitative approaches to describe the event after it occurred. To facilitate investigations for more generalizable findings, this paper documents ongoing efforts to design an emergency management simulation testbed called Team Emergency Operations Simulation (TEOS) in which an incident management team (IMT) is situated. First, we describe the design process based on our previous work. Next, we present the overall description of TEOS including representative roles, tasks, and team environments. We also propose measures of team performance of the IMT and propose future research that can be realized through TEOS.

scholarly journals The Revitalization of the Historic Centre of the Town Slany

2014 ◽  
Vol 12 ◽  
pp. 3-11
Author(s):  
Zuzana Pešková
Keyword(s):  
Regional Policy ◽  
Large Scale ◽  
Test Theory ◽  
Team Members ◽  
Practical Design ◽  
Historic Centre ◽  
Reconstruction Project ◽  
One Year ◽  
The Town ◽  
Large Scale Project

In 2006, the town council of Slany decided to respond to the new trend of regional policy in the Central Bohemia region and focused on the revitalization of the historic core of the town. The large-scale project was assigned to a team of professionals (teachers and graduates of the Faculty of Civil Engineering of the Czech Technical University in Prague), led by Professor Sykora. Team members are to deal with issues of historical centre. The project presented a challenge to test theory, principles and procedures in practical design. The projected area featured Masaryk Square and 22 adjacent streets defined by the existing town walls. The reconstruction project of Vinarickeho Street was the first part of the overall project of revitalization of the historic core of the town chosen to implement. This reconstruction was one of the most technically, organizationally and financially complex works that have been undertaken in Slany recently. Construction started in November 2010 and lasted one year. Although this is a project of smaller scope, thanks to its complexity, sensitive approach and craftsmanship it brought the creators the price Construction of the Year 2012 in the Central Bohemia region and advanced to the second round in the competition Construction of the Year 2012 in Czech Republic.

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