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- W2494271010 abstract "This chapter discusses how offshore safety management is changing, and what developments could plausibly occur over the next few years. It is useful to draw a distinction between management and leadership, and to examine how improved leadership could have prevented, or at least made less serious, many of the accidents that occured earlier. In principle, a management system will, to a certain extent, run itself, regardless of the specific individuals involved. Leadership, on the other hand, is highly dependent on the personality of the person in charge. Leaders need to make difficult decisions, often under considerable time pressure—all the while realizing that they are the officers in charge of troops who may at any time be facing the equivalent of enemy fire. Leaders must lead. Further, in the case of oil spill, the industry needs to be able to respond quickly and effectively. The Deepwater Horizon incident demonstrated that such a response capability was not in place—it took the industry three months to cap the leak from the damaged wellhead and to direct the flow of oil to a safe location. Marine well containment systems are being developed by a not-for-profit organization that is sponsored by many of the large oil companies, including ExxonMobil. The system uses two ships that are in normal tanker service in the Gulf of Mexico. The ships are designed such that, in the event of an emergency, they can go to port, have the capture equipment installed on them, and then move to the location of the leaking oil well. Oil will be stored on the ships—which have been converted to FPSOs—and transferred to shuttle tankers, as needed." @default.
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- W2494271010 date "2012-01-01" @default.
- W2494271010 modified "2023-10-17" @default.
- W2494271010 title "Offshore safety developments" @default.
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- W2494271010 doi "https://doi.org/10.1016/b978-1-4377-3524-6.00008-3" @default.
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