Health Management in The Oil and Gas Industry

Health management in
the oil and gas industry

A guide for the oil and gas industry
Health
THE GLOBAL OIL AND GAS

INDUSTRY ASSOCIATION
FOR ENVIRONMENTAL
AND SOCIAL ISSUES
www.ipieca.org
IOGP Report 343
Version Description Date
3.0 Major revision January 2019
2.0 New version October 2011
1.0 Initial release May 2003
© IPIECA-IOGP 2019. All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording or otherwise, without the prior consent of IPIECA/IOGP.
Photographs reproduced courtesy of the following: cover (top left): sasacvetkovic33/iStockphoto; (bottom left): Alija/iStockphoto;
(centre) & page 14: curraheeshutter/iStockphoto; (bottom right): Branislav Nenin/Shutterstock; page 5: think4photop/iStockphoto;
page 9: jeangill/iStockphoto; page 17: Cecilie_Arcurs/iStockphoto; page 23: michaeljung/Shutterstock.
This publication has been developed to support the implementation of IPIECA’s and IOGP’s mission and
vision. While every effort has been made to ensure the accuracy of the information, it is intended to pro-
vide general guidance only. It is not designed to provide legal or other advice, nor should it be relied upon
as a substitute for appropriate technical expertise or professional advice. All attempts have been made
to ensure the information is correct at of the date of publication. This publication does not constitute a
mandatory commitment which members of IPIECA or IOGP are obliged to adopt. The views and conclu-
sions expressed herein do not necessarily reflect the views of all IPIECA-IOGP members or the individuals,
companies and institutions that contributed to this publication.
While reasonable precautions have been taken to ensure that the information contained in this publica-
tion is accurate and timely, this publication is distributed without warranty of any kind, express or implied.
Neither IPIECA nor IOGP endorses or accepts responsibility for the content or availability of any website
referred to, or linked to, in this publication. The responsibility for the interpretation and use of this publi-
cation lies with the user and in no event will IPIECA, IOGP or any of their members past, present or future
regardless of their negligence, assume liability for any foreseeable or unforeseeable use made thereof,
which liability is hereby excluded. Consequently, such use is at the recipient’s own risk on the basis that
any use by the recipient constitutes agreement to the terms of this disclaimer. This disclaimer should be
construed in accordance with English law.
Health management in
the oil and gas industry
A guide for the oil and gas industry
The global oil and gas industry association for environmental and social issues
14th Floor, City Tower, 40 Basinghall Street, London EC2V 5DE, United Kingdom
Telephone: +44 (0)20 7633 2388 E-mail: [email protected] Website: www.ipieca.org
International Association of Oil & Gas Producers

London office
14th Floor, City Tower, 40 Basinghall Street, London EC2V 5DE, United Kingdom
Telephone: +44 (0)20 3763 9700 E-mail: [email protected] Website: www.iogp.org
Brussels office
Boulevard du Souverain 165, 4th Floor, B-1160 Brussels, Belgium
Telephone: +32 (0)2 566 9150 E-mail: [email protected] Website: www.iogp.org
Houston Office
19219 Katy Freeway, Suite 175, Houston, TX 77094, USA
Telephone: +1 (713) 261 0411 E-mail: [email protected] Website: www.iogp.org
Contents
Executive Summary 6 Section 4: Healthcare delivery 24

4.1 Medical Emergency Management 24
Section 1: Integrated Health Management Systems 10
Emergency healthcare outcomes 24
1.1 Operating Management System framework 10 Competence requirements per Tier 24
Leadership 10
4.2 Infrastructure and equipment requirements 25
Risk management 10
Remote healthcare technology for Tier 1 25
Continuous improvement 11
Medical equipment and pharmacy management 26
Implementation 11
Remote healthcare technology for Tier 2 and 3 26
1.2 Health reporting and medical record management 11
4.3 Complex Medical Emergencies 27
Legislative reporting 11
4.4 Medical Emergency Response Plans 28
Internal reporting 11
Impact of medical emergency on staff
Industry reporting 12
and organisation 28
Health and medical records management 12
Drills, review and revision 28
1.3 Contractor Health Management Systems 12
1.4 Competence 12 Abbreviations 29
1.5 CSR and Shared Value 13
Glossary 30
Section 2: Health Risk Assessment and Opportunities 15
Appendix 1: Main components of a health system 33
Health Risk Assessment and Planning 15
2.1 Ongoing assessment of workplace hazards 16 Appendix 2: Sewage and sanitation 35
2.2 Health Impact Assessment (HIA) 16
Appendix 3: Guidelines for medical evacuation
Section 3: Health Risk Mitigation and Management 18 by ground, air and water 38
3.1 Hierarchy of controls and mitigation categories 18
Appendix 4: Guidelines for medical kits 42
3.2 Fitness for Task 19
3.3 Health Surveillance 19
3.4 Worker welfare and wellbeing 19
3.5 Waste management, food and water safety 20
3.6 Occupational Health 20
3.7 Fatigue Risk Management 21
3.8 Drugs and alcohol misuse management 21
3.9 Local environmental, epidemiological and
security factors 21
3.10 Pandemic Planning & Infectious Disease
Outbreak Management 22
4 — Health management in the oil and gas industry

Scope
This document integrates the recommendations

that the IOGP-IPIECA Health Committee considers
essential for optimal health and human performance.
This is the third edition and supersedes the second
edition, published by IOGP-IPIECA in 2011. This guide
sets up an operational framework that builds on, and
refers to, other IOGP-IPIECA guides where appropriate
for more detail. The framework is presented primarily
from the perspective of projects and field operations
in upstream activities; however, the underlying
principles of health risk assessment and mitigation
are equally relevant to midstream and downstream
activities as well as office locations.

Executive Summary
The purpose of health services in the oil and gas sector is THE BOTTOM LINE - A BUSINESS CASE AND
to improve performance and wellbeing of workers and, in RETURN ON INVESTMENT FOR HEALTH SERVICES
doing so, to manage risks to health and safety.
Investing in the health and safety of staff is not only often
Safeguarding and improving the health and wellbeing of legislatively mandated, but is also the right thing to do and
staff – employed or contracted – is in the best interest of can provide a solid return on investment for a business. Fit
companies in the oil and gas industry. This ‘best interest’ for purpose health management systems which utilise a risk-
goes beyond compliance and corporate duty of care; it goes based management approach can avoid significant direct and
directly to the bottom line of a business. Effective leadership indirect costs whilst also adding additional business value.
around health and human performance brings significant
additional value, both to people and the business. The examples below describe two main mechanisms in
which health interventions contribute to a business’s overall
This focus on the purpose of health surfaces underpins the business performance. The direct impact on the bottom
main changes between this guide and its previous versions. line comes primarily from a reduction of a company’s costs
The content has been organised in such a way that it links stemming from production loss due to illness, medical bills
the different components of health services and how they and insurance premiums, in addition to the substantial
together deliver on the overall purpose. The content has expenses associated with substituting staff that must end
also been updated to reference other guidance published an assignment early due to poor health. Indirect positive
by IOGP-IPIECA and can be used as the starting point for impact on the bottom line comes from focussing on staff
organising health services. performance, health and wellbeing which all drive worker
engagement, which in turn is linked to overall business and
HEALTH IN THE ORGANISATIONAL CULTURE safety performance.
Worksite cultures vary. Some worksites see health An example of direct impact is the use of remote healthcare
requirements as a regulatory requirement only, and a technology that reduces the cost to operations by negating
hindrance to efficiency and profitability. Other organisations the need to rely on expensive standby medevac helicopters.
are intrinsically motivated to manage health, viewing In one seismic campaign, the direct cost savings were over
health management as a natural component of operating $3 million (US).
a business. Safety is now embedded in the culture of the Additionally, indirect cost from work interruptions and
oil and gas industry, and embedding health concerns in a scheduled delays can be reduced by introducing simple
similar way is the next step. It has been observed that sites health and wellbeing interventions. These interventions
with a well-developed health and safety culture show higher have been shown to improve project delivery and HSE
levels of worker engagement and enjoy more sustainable performance in projects and operational assets. In addition to
health, safety, and business performance outcomes avoiding cost, the right health interventions can contribute
compared to others. Instilling a culture of care takes time, directly to the bottom line, by increasing the healthy high
and is possible only with leadership commitment from line performance of staff by empowering people and the
to senior management, competent healthcare practitioners, business to thrive and perform at their best. Additionally,
and a mature health management system in place.

Executive Summary
Figure 1: Based on a study at Royal Dutch Shell

Higher employee engagement correlates with lower ratio of incidents in the workplace.
these types of programs can positively impact recruitment in total hours, was greater than 20%. Studies showing similar
and retention of staff, further reducing cost and improving returns on investment from health interventions were
performance. published by the Harvard Business Review and the Journal of
the American Medical Association.1, 2 The RAND Corporation
A series of interventions implemented in projects at one
put the ROI of $3.80 for every dollar spent by businesses on
company consistently improved business performance
disease management.3, 4
metrics: 30% above average hands on tools time (HoTT),
four times improvement quality in welding, 60% fewer Together these examples show the clear business
unsafe acts and conditions and a significant reduction in opportunity that good health management provides.
total recordable cases that, when combined with a reduction
1 Hemp, P. “Presenteeism: At Work—But Out of It”. Harvard Business Review. October 2004.
2 Stewart, WF et al. “Lost Productive Time and Cost Due to Common Pain Conditions in the US Workforce.” Journal of the American Medical Association 290 (18). 2003. p.2443-54.
10.1001/jama.290.18.2443.
3 Mattke S et al. “Workplace Wellness Programs Study: Final Report”. RAND Health Quarterly 3 (2).
4 Caloyeras et al. “Managing Manifest Diseases, But Not Health Risks, Saved PepsiCo Money Over Seven Years,” Health Affairs. 33 (1). 2014. p. 124–131.

Executive Summary
HOW TO USE THIS GUIDE

Time saver: Read the executive summary and
This report is aimed at three distinct groups of staff: (Senior) Appendix 1
Business Managers, HSE and health managers or equivalent,
While the entire contents of this guide are relevant
and health professionals. Successfully delivering on the for those who are involved in the active management
purpose of health services will require wider employee of health-related activities, senior managers might
participation, but in this guide, it is assumed that this will only need a high-level understanding of the purpose,
occur as a result of the actions of the three categories of business case, and main components of what health
users. services bring to a company. The first two elements
are addressed in this executive summary. The main
1. (Senior) Business Managers: The people who influence components of a health system are summarised in
budgets and decide on project and asset strategies, but Appendix 1.
who are not involved in the actual running of Health
programmes, benefit from a broad understanding of the
opportunities that an integrated health strategy brings
to a business.
2. HSE and health managers or equivalent: Those people
responsible for the design and overall management of
health-related activities, as well as providing leadership
on health for their business stakeholders.
3. Health professionals: The implementers of health
programmes within the health strategies.
This report is organised into four sections: (1) Integrated
Health Management Systems, (2) Health Risk Assessment
and Opportunities, (3) Health Risk Mitigation and
Management, and (4) Healthcare Delivery.
Together, these four sections provide the narrative of
the Health System’s purpose: implementing a robust
Integrated Health Management System enables companies
to optimise health and wellbeing at their sites. The
Integrated Health Management System will identify health
risks and opportunities and act on these by introducing
preventive health strategies, delivered by competent
health professionals, who should also be able to respond to
medical emergencies should they occur.

Section 1
Integrated Health
Management
Systems

Section 1
Integrated Health Management Systems
An integrated health management system, properly 1.1 OPERATING MANAGEMENT SYSTEM

executed, enables a company to optimise health and FRAMEWORK
wellbeing at their sites and to organise the right mix of
professionals, equipment, and other resources to achieve A successful Operating Management System (OMS)
the desired health and business outcomes. Methods in this framework includes four fundamental components:
system include the assessment and management of health leadership, risk management, continuous improvement, and
risk, using both preventive and curative strategies, as well as implementation.
delivering on the opportunity to provide additional benefits
to the organisation by supporting the wellbeing and healthy Leadership
high performance of staff. Support and commitment are essential to achieve the
An integrated health management system can be part aspired health goals. Leadership decisions that fully
of a broader HSE management system, a ‘stand-alone’ incorporate health risks and opportunities will amplify the
system, or as part of the management system of other effectiveness of a health management system through:
areas (human resources, sustainability, etc.).5 For this reason, • leading by example and showing their care for the health
this guide will build upon IOGP-IPIECA 510 - Operating and wellbeing of staff and contractors in their daily
Management System framework for controlling risk and actions and activities
delivering high performance in the oil and gas industry,
referred to in this report as the OMS Framework. In the OMS • setting and clearly communicating policy and strategic
objectives
Framework, a health management system is designed “to
help companies define and achieve [health] performance • assigning responsibilities, providing resources, and setting
goals and stakeholder benefits, while managing the broad standards
and significant range of risks inherent in the oil and gas • planning and designing procedures
industry.”6 • meeting legal requirements
The activities that a health management system needs to • assuring quality through audit and management review
address include the following: Line managers are often the gatekeepers to facilitating
• health risk assessment and planning involvement in health and wellbeing activities and can
• health impact assessment directly influence culture around health and wellbeing. Thus,
targeting this group will be important for implementing
• industrial hygiene and control of workplace exposures health goals. Nevertheless, health leadership is not limited
• fitness for task assessment to (senior) managers; it can be demonstrated by everyone
• health surveillance in an organisation by contributing to a culture where the
• promotion of good worker health awareness of health risks and benefits are integrated into all
activities.
• control of food, water and sanitation issues and other
factors influencing worker welfare
Risk management
• public health interface
In the specific context of health management in the oil and
• management of ill-health in the workplace gas industry, risk can take many forms and may include:
• medical emergency management
• drugs and alcohol policy and programme • permanent disability and or mortality caused by work
related incidents
• medical records management and health reporting • acute or chronic illness and/or injury due to exposure to
• Health Performance Indicators (IOGP-IPIECA 393 – physical agents, noise, toxins or accidents
Health Performance Indicators – A guide for the oil and
gas industry) • illness due to exposure to psychological/mental pressure
related to workload and work environment
5 Throughout this document, health management is viewed as part of a broader Health Safety and Environment (HSE) strategy as this is the most common organisational mode.
However, the underlying concepts and practices can equally be applied if health management is the responsibility of another organisational unit.
6 IOGP-IPIECA 510 – Operating Management System framework for controlling risk and delivering high performance in the oil and gas industry.

Section 1
• accidents caused by fatigue stemming from excessive 1.2 HEALTH REPORTING AND MEDICAL RECORD
work hours, shift patterns and/or events outside work MANAGEMENT
• avoidable incidents due to disengagement from work
There is likely to be a legal requirement for reporting,
that could also be caused by non-work related factors
either by host or home country legislation, which must be
• non-work related illnesses that manifest in the work
complied with. Internal reporting to both local and corporate
environment
management is normally a routine requirement. Industry
• injury due to exposure to extreme environments (i.e., representative bodies may also request information.
adversely hot or cold climates)
• increased morbidity due to inability to effectively Legislative reporting
manage chronic medical conditions in remote locations
Legislative reporting is non-negotiable. The information
The above risks can be controlled and mitigated by requested, and the form of presentation, will be governed
technical, organisational, or operational barrier/control by the relevant health and safety laws applicable to the
elements. At the same time, when dealing with the operation. There is wide variation between countries as to
consequences of a health risk, the level of mitigation (care) the nature and amount of legislative reporting related to
needs to be as high as reasonably practicable. occupational illness and infectious disease. This information
may not be anonymous and could require the identification
The management system should therefore define and
of individual employees, in which case circulation of reporting
incorporate risk management and mitigation actions,
documents should be restricted, ideally to the health
competency requirements for personnel involved, and
department only.
specific tools for consistent implementation.
Internal reporting
Continuous improvement
All companies should require internal reporting of health
In the health management system, continuous
information. Occupational and work-related illness should be
improvement is a vital part of management review and can:
treated with the same importance as an accident or incident,
• protect and improve worker health using much of the same process for investigating the cause,
• prevent recurrence of accidents by adjusting controls and for improvement of controls. Still, occupational illness is
when appropriate poorly reported industry wide, and specific efforts should be
• optimise business performance and reputation made to ensure that instances are identified. The long latent
period for the development of occupational illness means
• identify prospective and emerging risks that many cases are reported a considerable period after the
• ensure cost-effectiveness onset of exposure, possibly after the individual has changed
Successful completion of the above depends on the ability job or location. Because of these delays in onset, it is essential
to learn from experience and then improve on performance to also track and record potentially harmful exposure data
accordingly. The OMS Framework describes in greater detail and other industrial hygiene (IH) information.
suggested steps for successful planning and execution, Anonymous reporting of grouped health data will identify
referred to as the “Plan, Do, Check, Act [PDCA]” cycle. The areas where targeted intervention may produce cost-
PDCA cycle is especially relevant to health topics as health effective health improvements. These can be related
risks are continuously changing and the way in which these to key performance indicators which are important to
risks are managed should evolve accordingly. quantify effectiveness of health programmes, justify health
expenditure and plan health provision. Good IH data
Implementation reporting will be helpful in tracking the effectiveness of
The actions of the individuals working within a health health risk mitigation strategies. For further guidance on the
management system are central to its success or failure. identification of appropriate health performance indicators,
Therefore, clear ownership, accountability, and competence see IOGP-IPIECA 393 - Health Performance Indicators.
need to be assigned and assured frequently. The PDCA Company corporate functions will normally require
approach described under ‘continuous improvement’ is a anonymous reporting of health data to map illness trends at
useful tool, both at the macro (organisation wide) as well as a global level to allow strategic planning of health services.
the micro (day-to-day activities) level. This information may be different from that required locally.
In assigning specific tasks to individuals it is important to
keep business continuity in mind to make the overall health
management system resilient to change.

Section 1
Industry reporting 1.3 CONTRACTOR HEALTH MANAGEMENT

Industry representative bodies may request health SYSTEMS
information that relates to initiatives that they are involved
Contractors are employed for a multitude of important tasks
in. These may be ongoing projects (e.g., HSE statistics)
and activities. It is essential to ensure that health risks of
which can be useful tools for industry benchmarking or may
contracted activities are identified early, and that the health
be a targeted piece of research. Participation in this type of
controls are in place to reduce any potential for harm.
reporting is essentially optional but may be a requirement of
membership of the body. Contractor health management is described in IOGP 423
- HSE Management – Guidelines for working together in
Health and medical records management a contract environment. The key outcome of a successful
contractor health management system should be to ensure
Good health monitoring, exposure data, and medical records
that adequate and competent resources are allocated
are essential not only for recording but for the protection of
that meet both company and statutory requirements and
patients, health professionals, and the company. Companies
demonstrates continuous improvement.
should develop standards for health and exposure records
management which comply with appropriate legislation,
corporate standards, and international best practice. 1.4 COMPETENCE
Health records are defined as any information pertaining to The scale and level of resource allocation and the
the medical or occupational assessment, care, treatment, competence required for the effective implementation of
surveillance or other intervention related to the health of a health management system varies depending on the
the individual. degree of risk that is being addressed as well as the size
Health records must be kept for each employee and should and complexity of the asset or project. As part of health
detail each assessment, medical contact, intervention management system design, the individual roles and the
or communication. They should be identifiable as appropriate level of competence for each role need to be
belonging to a specific individual and must be accurate, described carefully. Resources and a competence framework
contemporaneous and legible. They may be physical (hard for (HSE) management roles can often be managed by
copy) or electronic records. company policies and practices. For those roles providing
clinical services, such as first aiders, medics, nurses and
Records must be kept secure and accessible only to health doctors, as well as those providing industrial/occupational
department staff who must have signed a confidentiality hygiene support, certified diplomas and registration with
agreement as part their employment contract. To protect medical boards, or other professional accreditation bodies,
electronic health/medical records against data leaks can act as adequate surrogates of baseline competence.
and breaches, effective collaboration with IT specialists
is essential and compliance with relevant Data Privacy A significant challenge lies in the assessment and
regulations is mandatory. Identifiable health data may be maintenance of current medical competencies. The reality of
shared with other health professionals if either implied or clinical work in the oil and gas industry is that clinical practice
expressed consent is obtained from the involved individual. can be limited. For example, a medic on an offshore rig can
go months, or even years, without treating a severe injury.
Relevant data sufficient for reporting requirements Nevertheless, the expectation is that this same medic will be
should be maintained in the health records. To ensure able to act effectively when a severe injury does occur, or if
uniformity, a health coding system such as the World Health multiple casualties are involved in a remote location.
Organisation’s International Classification of Diseases7
will enable standardisation across different areas of the
business.
7 World Health Organization. International Classification of Diseases, 11th Revision (2018). https://icd.who.int/browse11/l-m/en

Section 1
To mitigate skill decay, continuous professional development Good social responsibility programmes will necessitate
programmes (for example, rotations in emergency rooms) to professional risk assessment, extensive dialogue and
maintain and grow clinical skills and competencies should management of stakeholder expectations and a good
form an integral part of a health management system. understanding of local context. Ultimately, corporate social
Ongoing training using online resources and the emerging responsibility may be seen as mitigation of social risk, as well
field of serious gaming – where relevant skills are practiced as forming the basis of the industry’s licence to operate. To
using game-based platforms – should be integrated into most companies it is just the right way of doing business.
the competence maintenance programmes for clinical
The UN’s Sustainable Development Goals (SDGs) are the
and IH staff. Additional assurance that effective care will
most widely used framework to inform social investment
be available when needed, can be provided by remote
programs. Together with the IFC and UNDP, IPIECA has
healthcare technology. ‘Over the shoulder’ coaching (such
developed a document on the relationship between the oil
as using telemedicine), combined with contemporaneous
and gas industry and the SDGs: “Mapping the Oil and Gas
online training in protocols and medical procedures, has the
industry to the Sustainable Development Goals: An Atlas”.
potential to dramatically improve medical competence just
Additionally, the International Standard ISO 26000:2010,
at the time it is most needed. This approach also has the
“Guidance on Social Responsibility”, provides globally relevant
advantage of reducing the level of baseline competence
guidance for organisations of all types based on international
required from first aiders and medics, as support from health
consensus among expert representatives of the main
professionals with advanced training is available in real time.
stakeholder groups. The ISO 26000:2010 Standard only
contains voluntary guidance on social responsibility and is
1.5 CSR AND SHARED VALUE therefore not used as a certification standard.
While this guide does not address directly how to implement

health programs as part of corporate social responsibility
(CSR) and Shared Value initiatives, it is important to note that
combining investment in health for the workforce can often
be done in parallel to improvement of community health.
Entering into sustainable partnerships with governments
and host communities to facilitate improvements in health
already form part of many company’s CSR programmes.
Such effective partnerships with stakeholders, based on
consultation and respect for host culture, can take many
forms but does not necessarily involve building expensive
facilities or infrastructure. Increasingly, corporate social
responsibility health projects are related to preventive health
care and should build on existing government or community
health programmes involving local capacity building.

Section 2
Health Risk
Assessment and
Opportunities

Section 2
Health Risk Assessment and Opportunities
HEALTH RISK ASSESSMENT AND PLANNING • Major injuries due to accidents, with or without delay to
treatment (see section four of this guide)
The purpose of a Health Risk Assessment (HRA) is to provide
the necessary information and understanding of health • Food borne illness outbreaks (See also: IOGP-IPIECA 397 -
A Guide to Food & Water Safety)
risk to prevent acute and chronic health effects to the
workers in that work location. These assessments will need • Fatigue (See also IOGP-IPIECA 492 - Assessing risks from
to be conducted throughout the life cycle (all phases) of operator fatigue, IOGP-IPIECA 536 - Fatigue in fly-in, fly-
business operations, including reassessment every one or out operations: Guidance document for the oil and gas
two years as required by changes in the work environment industry, and IOGP-IPIECA 488 - Performance indicators
or business operations. Individual health hazards should be for fatigue risk management systems)
identified, their interactions and risks to health evaluated, • Extreme heat or cold (See also: IOGP-IPIECA 398 - Health
and appropriate mitigation, control, and recovery measures aspects of work in extreme climates)
determined. • Dental emergencies
To assess risk, use reliable data and competencies to derive: • Infectious Diseases (See also: IOGP-IPIECA 559 -
Infectious disease outbreak management, IOGP-IPIECA
• The likelihood of an adverse event occurring (e.g., 382 - Managing Malaria: A guideline for the oil and
frequency of a particular type of injury or illness
occurring at the location, in the business, or in the gas industry, IOGP-IPIECA 481 - Vector-borne disease
industry) management programmes, and IOGP-IPIECA 394 -
Managing tuberculosis)
• The severity of the outcome (e.g., whether the hazard
will cause minor health effects, major health effects, or • Cardiovascular incidents (See also: IOGP-IPIECA 491 -
deaths) Prevention of heart attacks and other cardiovascular
diseases: A guide for managers, employees and company
Factors that affect the likelihood and severity of the health professionals)
outcome/injury/illness include:
• Psychological hazards and stress (See also: IOGP-IPIECA
• The nature of work activities performed at a site 495 - Managing psychosocial risks on expatriation in the
• Number of people on site oil and gas industry)
• Project duration • International travel (See also: IOGP-IPIECA 387 - Travel
Guide: A guide to health & safety for the oil & gas
• Transportation options and availability professional)
• Transportation infrastructure
The exposure to these and other risks should inform
• Location/access to external medical resources health management programming from fitness for task
• Geography requirements, to trainings for individual employees,
• Climate permit to work systems and medical emergency response
• Means of communication with internal and external requirements.
healthcare providers
For further detail on the HRA process, please refer to IOGP-
• Security IPIECA 384 - A roadmap to health risk assessment in the oil
• Characteristics of the working population (e.g., age and gas industry.
profile, gender mix, migrant status)
Following this approach will identify and rank the relevant
health risks associated with an operation and require input
from the business that owns the risks, health professionals
and other professionals such as industrial hygienists
depending on the legislation and/or the company
organisation. The list of identified risks/outcomes will often
include some or all of the following:

Section 2
Health Risk Assessment and Opportunities
2.1 ONGOING ASSESSMENT OF WORKPLACE The methodologies in which the actual exposures to these
HAZARDS hazards can be measured are rapidly developing and
expanding. Continuous (remote) monitoring of chemical
The exposure (over time) to various Health Hazards in the exposure is becoming easier with the introduction of more
work environment is what causes illness or injury to workers. advanced measurement devices. Moreover, devices for
For example, illness from exposure to a toxin or injury due to continuous monitoring (worn by a person in the workplace)
a fatigue-induced accident. Continuous (re)assessment of not only measure exposure but can also monitor for any
actual exposure to health hazards at work sites is essential acute health effect on a person by monitoring vital signs as
to managing the health risks of individual employees and well.
contractors as well as the HRA review process. In many
Other emerging technologies such as drones are
countries this ongoing assessment of health risk and
revolutionising the oil and gas industry in many ways and
exposures is mandated by law.
Industrial Hygiene can benefit from this as well. This is
Identification and control of these health hazards is part of similarly the case for the increasing need to use ‘big data’
industrial hygiene programmes, which include the following methodologies to digest larger data sets that come with
components: (1) hazard identification, (2) risk evaluation increased monitoring. These same data analytics tools can
relative to exposure to hazard, (3) hazard monitoring, (4) also be used to model the effect of health hazards more
control plan development, (5) employee training and control accurately.
plan implementation, and (6) evaluation of the effectiveness
Using the myriad methods for data gathering and analysis,
of controls.
Occupational Health programmes should complement
Workplace environmental health hazards include: industrial hygiene risk assessments to identify health
hazards, control and monitor worker exposure to health
• Chemical: dusts/fibres, fumes, mists/aerosols, gases, hazards, protect the health of employees, and prevent
vapours, smoke
occupational illnesses and injuries.
• Physical: noise, vibration, radiation (ionising and non-
ionising), temperature (heat or cold stress), illumination,
pressure, ventilation, Naturally Occurring Radioactive 2.2 HEALTH IMPACT ASSESSMENT (HIA)
Material (NORM), asbestos
A Health Impact Assessment is a systematic evaluation of the
• Biological: bacteria, viruses, fungi, moulds, parasites, potential for business activities, usually project development,
insects, and animals
to impact the health of the surrounding host community, i.e.,
• Ergonomic/human factors: repetitive motions and outside the fence line or work/project site. Detailed guidance
tasks, manual handling, fatigue, work station design/ on this important health assessment process can be found
operations, shift work in IOGP-IPIECA 548 - Health impact assessment - A guide for
• Psychosocial: workplace stress related to workload, the oil and gas industry.
organisational changes, conflict management, job
satisfaction, employee-job fit, fatigue, training, ageing
workforce, etc.

Section 3
Health Risk
Mitigation and
Management

Section 3
Health Risk Mitigation and Management
As described in the second part of this guide, each work Hierarchy of controls:8
location and person has their own unique health risks and 1. Eliminate the hazard
challenges. These can be influenced by the nature of the
2. Substitute the hazard
work, the baseline health status of a person, medical history
and health behaviour, personal protective measures, the 3. Isolate/separate the hazard
environment in which they are working and the presence 4. Use an engineering solution to manage (exposure to) the
of specific endemic diseases, amongst others. To deal with hazard
these risks, barriers can be put in place to mitigate the 5. Organise work to manage (exposure to) the hazard
occupational risk, as well as processes to manage it. For 6. Use procedures to manage (exposure to) the hazard
these barriers to be effective they need to be designed
and managed by competent staff. Effective barriers require 7. Use of personal protective equipment (PPE); as the
commitment from business and frontline leaders beyond last barrier, extra care should be taken to verify and
the HSE professionals, as well as the workers themselves. document the effectiveness of this barrier where used
Since most, if not all, barriers ultimately depend on human
actions for their effectiveness, the assessment and
3.1 HIERARCHY OF CONTROLS AND
implementation of barriers as above requires specialist input.
MITIGATION CATEGORIES For this reason, these assessments and implementation of
Once health risks have been adequately identified, there controls needs to be performed by competent staff, who are
are often numerous mitigation actions/barriers possible. specialised in one or more of the disciplines below and have
The hierarchy of controls can be used to choose the most a working knowledge of all of them.
effective barriers. The hierarchy ranks the barriers from most • Industrial hygiene – used to measure, manage and
to least effective. Determining which barrier is best suited control (common) hazards such as noise, chemicals,
to mitigate a risk follows an ALARP (as low as reasonably water quality, vibration, H2S operating exposure limit, etc.
practicable) determination to identify the highest feasible • Health - covering occupational, preventive, public, and
level of the barrier for a specific risk. environmental health from both the physical and mental
health perspectives.
• Human factors and human performance - the
field specialising in understanding the physical and
phycological factors of facility and process design that
influence human performance and their variability/
reliability, which in turn can degrade or impair barrier
performance.
The following paragraphs will discuss some specific and
common risk mitigation activities performed by professionals
in these disciplines.
8 National Institute for Occupational Safety and Health, Center for Disease Control and Prevention. ‘Hierarchy of Controls’.
https://www.cdc.gov/niosh/topics/hierarchy/default.html

Section 3
3.2 FITNESS FOR TASK 3.4 WORKER WELFARE AND WELLBEING

In the oil and gas industry, there are many tasks in which The welfare and wellbeing of all workers has a significant
the health of an individual could have an impact on the impact on their work engagement. Higher engagement
safety of a task being conducted, could worsen a pre- levels, in turn, have shown to be positively correlated with
existing condition the individual may have, or lead to new worker health and overall HSE performance, making ‘worker
illnesses due to pre-existing vulnerabilities. Any individual welfare’ an effective health risk mitigation activity. Safety
who is unable to complete a task safely places themselves performance, working efficiency, and effectiveness have all
and others at risk. It is not surprising, therefore, that over been shown to be positively affected by increasing worker
the years, many employers have sought to reduce this risk welfare. Moreover, these factors together are important
through a ‘fitness to task’ assessment process. determinants of overall asset performance or project delivery
and can influence the business performance and thus the
For the purposes of this document, this assessment relates
bottom line.
to the process of assuring to the greatest extent possible
that an individual’s health allows him/her to complete a task Addressing good welfare arrangements should be achieved
safely and without unacceptable risk to themselves, their by evaluating the quality, comfort, and appropriateness
employing company or a third party. of worker accommodation9 (including food and sanitary
facilities) from design to maintenance and on-going
This type of assessment is most frequently used before an
management until facility end of life/replacement.
employee or contractor starts his/her job (pre-placement)
Optimising access to quality healthcare, providing
but is equally important to assess the changes in fitness
recreational facilities, internet connections that have the
after a period of illness (return to work assessment). Similarly,
capacity to allow workers to call home, instituting site-specific
these types of assessment can be useful, prior to travelling
worker welfare committees, seeking input from workers for
to a high risk or remote location (fitness for assignment/
fair grievance resolutions, and assuring that work rosters
travel) where the consequences of illness or injury might be
balance work and leisure time are some additional methods
more severe due to limitations in care provision.
of welfare arrangements for a workforce.
For more detail see IOGP-IPIECA 470 - Fitness to work.
In addition to the above, other factors to consider
Guidance for company and contractor health, HSE and HR
when designing worker welfare facilities and well-being
professionals.
programmes are gender, religious and other beliefs, culture,
language, and dietary norms.
3.3 HEALTH SURVEILLANCE Besides physical health, there is a strong need to address
Health surveillance is closely linked to fitness for task and workers psychological health and wellbeing. The pressures
is used as a tool to assess the continued fitness of staff for people are exposed to and the volatility of the oil and gas
their tasks. It can be conducted to monitor changes over industry increasingly tests the resilience of staff to deal with
time in the health of employees who are exposed to one or this. Therefore, providing staff with strategies and access to
more specific health hazards such as noise and exposure to psychological support systems to improve their resilience
benzene, for example. This surveillance functions both as an and mental and psychological performance, has proven to be
early indicator of developing occupational illness, as well as a an effective way to address these challenges, allowing them
tool to monitor the effectiveness of control measures, such to perform at their best.
as PPE.
9 See IOGP guides 541 - Temporary onshore accommodation - Selecting the camp type and 542 - Temporary onshore accommodation - Design, layout, accommodation,
facilities and services, which lay out guidance in more detail

Section 3
3.5 WASTE MANAGEMENT, FOOD AND WATER An occupational health-care facility may be set up to provide
SAFETY the following:
In extremely remote settings, food and water safety can

• infectious diseases surveillance of employees hired
locally or from outside the region
present unique challenges in field operations. During
construction phases, groups of workers often live in • immunisations
temporary, mobile camps where kitchen facilities are • evaluation of health aspects of catering, living
continuously built and dismantled leading to significant risk accommodation, waste disposal and water testing
to workers of both morbidity and mortality from microbial, • support for evaluation and management of occupational
chemical, and physical contamination of the food and health risks
water supply. In addition, there is substantial company • arrangements for first-aid and training
reputational risk associated with insufficient food and water
safety planning. Food and water-related illnesses can often • conforming to local occupational health legislation
be extensive and have the potential to shut an operation • briefing new arrivals on local health risks
down. Besides maintaining drinking water quality, effective • fitness for task, rehabilitation and return to work
wastewater management is vital to maintaining food and assessments
drinking water safety. Details on sewage treatment and • case management, health surveillance, health risk
sanitation activities can be found in Appendix 2. awareness and training
For further guidance on how to organise a food and water • support for human resources employment policies and
safety management programme see IOGP-IPIECA 397 - A procedures
Guide to Food & Water Safety. Requirements and standards • support for initiatives around welfare
for food and water safety need to be included in tenders
from all suppliers of goods and services pertaining to food In some locations it may be sufficient to appoint a local
and water. The standards should benefit all personnel on doctor as an occupational health practitioner for the
site, including contractors. workforce, whilst in other locations it may be necessary to
bring in expatriate medical staff to provide occupational
health support. Whenever possible a nurse, medic, or doctor
3.6 OCCUPATIONAL HEALTH should be able to provide occupational health services as
well as medical emergency response (see next section).
Once occupational exposures have been identified through
the risk assessment, specific programmes, services, policies Clinical health surveillance/infectious diseases surveillance
and procedures should be designed and implemented, should be the responsibility of a doctor who has knowledge
using recognised techniques and tools, to eliminate/control of preventive health care, ideally in the relevant occupational
and monitor the exposures to risks to health. The purpose health setting. A clinical nurse working directly under the
of occupational health interventions is to promote and supervision of such a doctor can carry out some of the
maintain the highest degree of physical, mental, and social procedures.
well-being of workers – in all occupations – by preventing Legislation regarding immunisations and their administration
poor health, controlling risks, and adapting work to people. varies from country to country. Usually, a nurse may give
Access to occupational health should be ensured for immunisations provided that they are acting under the
the entire workforce (depending on local legislation, this written direction of a doctor who has assessed the nurse’s
might need to be provided by each employer to their own competence to immunise and deal competently with any
employees). adverse reactions.
Occupational health programmes should complement Evaluation of the health, hygiene and welfare aspects
health risk assessment and ongoing assessment of of catering, living accommodation, waste disposal and
workplace hazards to identify health hazards, control worker water testing should only be done by a doctor, nurse or
exposure, protect the health of employees, and prevent other occupational health professional that has sufficient
occupational illnesses and injuries. knowledge and experience to perform the task in a
competent manner; similarly, support for the evaluation
should only be performed an experienced and competent
health professional.

Section 3
Support for the evaluation and management of IPIECA 575 - Oil and gas contractor drug and alcohol testing
occupational health risks should only be performed by guidelines provides guidance on implementation of these
a health professional that has sufficient knowledge and types of programmes.
experience to perform the task in a competent manner.
3.9 LOCAL ENVIRONMENTAL, EPIDEMIOLOGICAL
3.7 FATIGUE RISK MANAGEMENT AND SECURITY FACTORS
Fatigue is one of the largest risk factors in the oil and gas When assessing health risk and planning for work activities,
industry, playing a role in a significant number of incidents there is a myriad of external factors that influence the health
and near misses. Fatigue impairs human performance in a and wellbeing of staff.
manner similar to alcohol.10 An organisation or entity should
therefore establish a Fatigue Risk Management System Extreme cold and heat are increasingly common work
(FRMS), i.e., a risk-based plan or system of controls that environments for oil and gas operations. Dealing with these
identifies, monitors and manages fatigue risk with the aim risks by managing exposure through work programmes,
of ensuring that, as far as reasonably practicable, employees including hour control, work-rest regimes, appropriate
are performing with an adequate level of alertness. shelter, and the provision of PPE are effective ways to address
this challenge. More detail about how to manage these
An FRMS should be risk- and evidence-based, but grounded environmental factors and their impact on health can be
by operational experience and practicalities and integrated found in IOGP-IPIECA 398 - Health aspects of work in extreme
into existing corporate safety and health management climates.
systems.
Often in relation to the environmental circumstances,
The four principles that underpin an effective FRMS11 are: different infectious disease patterns will be seen. Malaria is a
1. The FRMS should be customised to the operation for well-known example of this, however many more location-
which it is developed. specific health risks are present. Local health risks could
2. The FRMS should be based on assessed risk and include illnesses such as tuberculosis, which has been
evidence. re-emerging over the last two decades and has become
increasingly resistant to existing treatment (see IPIECA-IOGP
3. The FRMS should be built on the principle of shared
394 - Managing tuberculosis) and the increasing challenge
responsibility.
of managing latent tuberculosis in local workers, especially in
4. The FRMS should be integrated into existing HIV endemic areas.
management systems.
Barriers ranging from vaccinations to health screenings and
See IOGP-IPIECA 626 - Managing Fatigue in the workplace bed nets are important measures to put in to place and more
for more detail. opportunities can be identified based on the Health Risk
Assessment.
3.8 DRUGS AND ALCOHOL MISUSE Lastly, the effectiveness of a health management programme
MANAGEMENT cannot be separated from the risk associated with corporate
and local security risks. The effectiveness of any health
Substances of misuse include alcohol, illicit drugs, management system can be severely undermined if the
inappropriate use of over-the-counter and prescription security factors affecting it are not considered. Cybersecurity
medicines and other substances that have the potential to risk around private medical files is increasingly challenging
impair health, behavior, judgement or job performance. It is and has the potential for severe personal and corporate
recognised that safety, company reputation, and financial consequences. Fines for data privacy breaches, for example,
performance can be put at risk by a person or persons can cost a business a significant portion of their revenue. At
whose judgement has been impaired by substance misuse. the local level, the physical security questions also need to be
Consequently, dealing with misuse issues requires a well- addressed directly with local security management staff. For
defined policy and programme that ranges from identifying example, where access to a local hospital can be prevented
the issues to testing and consequence management. IOGP- or delayed due to security risk, mitigation in the form of an
increased remote health care capability can be a solution.
10
Sleep Health Foundation. ‘Fatigue as an Occupational Hazard‘. Blacktown. 2013.
https://www.sleephealthfoundation.org.au/public-information/fact-sheets-a-z/fatigue-as-an-occupational-hazard.html. (Accessed 16 August 2018).
11
Energy Institute. ‘Managing fatigue using a fatigue risk management plan (FRMP)’. London, 2014. (Accessed 16 August 2018).

Section 3
3.10 PANDEMIC PLANNING & INFECTIOUS

DISEASE OUTBREAK MANAGEMENT
Some (emerging) diseases pose a risk to operations at
a regional or global level. Large scale outbreaks such as
SARS (2003), Ebola (2014-2015) and Zika (since 2016),
are recent examples. These outbreaks can quickly outstrip
the resources available within an organisation or country.
Infectious diseases are likely to continue to re-emerge and
therefore disease outbreak programmes (e.g., Pandemic
Plan or Infectious Disease Outbreak Management Plan)
need to be developed as a precaution. Business Continuity
Planning (BCP) and Community Engagement Plans are
important elements of these programmes. As part of these
plans, it is important to recognise that outbreaks can pose
a significant emotional and psychological challenge to
those affected. Planning for this and providing adequate
psychological support should be integrated in the overall
contingency planning.
The annual flu epidemic similarly has the potential to be
disruptive to business, and the right health campaign, with
appropriate planning, can minimise both the risk and the
negative effects.

Section 4
Healthcare delivery

Section 4
Healthcare delivery
Whereas effective hazard identification and risk Tier 2: Delivering advanced life-saving health
management can help prevent most negative health interventions
consequences, occasionally emergency medical care and
Patient outcomes can be improved by providing more
response structures are still needed.
advanced intervention (chest tubes, intravenous lines, etc.)
Delivery of healthcare services is determined by the and medication. The required competence level for these
identified health risks and the likely medical (emergency) interventions is higher than that for Tier 1 and will almost
scenarios. Further adaptation is based on the capability of always require a health professional on site with advanced life
local medical resources/infrastructure and local laws and support skills. The use of remote healthcare technology can
regulations. Medical emergencies and multiple casualty support the delivery of this care by linking the on-site medic
scenarios constitute the most significant risk and are or in some cases even first aiders, to a medical specialist
addressed in this section. who can steer the treatment to improve the outcome. Tier
2 responses are most effective when provided as soon as
possible after the start of the emergency.
4.1 MEDICAL EMERGENCY MANAGEMENT
A medical emergency is a situation in which, due to an acute Tier 3: Providing hospital level care
illness or injury, there is an immediate risk to a person’s As with Tier 1 and 2, Tier 3 is focussed on stabilisation of
life or long-term health. The provision and organisation of the patient, but also on starting recovery by addressing
resources dedicated to medical emergency response, should the underlying cause of the emergency. For example, Tier
aim to achieve the best health outcomes in relation to time. 3 would be surgery for appendicitis or a plaster cast for a
To manage medical emergencies, each location should broken arm. Ideally this level of care is provided at a hospital
develop a site-specific Medical Emergency Response Plan or advanced care clinic. In cases where this level of care is
(MERP). This should consider the potential for individual not available locally, or transportation to a providing facility
and multiple casualties, describing the response to various are not always available, remote healthcare technology
medical emergency scenarios based on the health risk or telemedicine can assist in decision making on when to
and local medical resources assessments, with allocated access a hospital and manage the case in place if needed.
availability of capable resources. The MERP should consider Tier 4: Definitive care
specific needs related to the work activities and the general
medical capability available in the country/location in which In some emergencies, individuals will require specialised
these activities are carried out, as well as any collaboration care (such as neurosurgery or cardiac stenting) that is not
with local health authorities. always available in local clinics or hospitals. Under these
circumstances, secondary and tertiary level hospitals need
Emergency healthcare outcomes to be identified that can fulfil this role. These Tier 4 facilities
might be far away and possibly in a different country from
The overall purpose of a medical emergency response plan
the site of the emergency, depending on their remoteness
is to have arrangements in place to positively influence the
and the locally available Tier 3 services. Identification of these
outcome of potential health emergencies that could result
facilities and medical transportation should be assessed and
in permanent disability and loss of life. To do this, several
documented in the MERP.
consecutive tiers make up an emergency response.
Tier 1: The first response - basic life-saving support Competence requirements per Tier
During the initial moments (within 4 minutes) after an The four tiers described above require different levels of
accident or medical emergency has happened, there are competence to be effective and efficient. There are generally
often a few, relatively simple, potentially life-saving first aid three groups of medical emergency responders that are
interventions that can be done such as CPR, stemming required for a full medical emergency response. The exact
severe bleeding, etc. These interventions are only useful level of competence as well as the positioning of these groups
if done immediately, and can be delivered by trained first is dependent on the nature, location, scale, and duration of
aiders. Once the Tier 2 responder is with the patient, the first the work activity and the resources available at site.
aider can continue to support them in delivering Tier 2 level It is important to note that on-site health staff may have
of care. this function only as part of their role. Medical emergencies

Section 4
Healthcare delivery
will constitute a minority of their work and consequently Level 3: Advanced health professionals
the health professionals that are on site should also be
Tier 3 and 4 responses should be delivered by medical
competent in hazard identification, risk mitigation, health
and health specialists — personnel who have undertaken
system management, preventive care and welfare, as
postgraduate medical/health training and obtained further
described in the introduction of this guide.
appropriate qualifications, and whose competence has been
Level 1: First aiders certified by a diploma or a degree granted by an appropriate
specialist medical/health college. They work as specialists
First aid is the immediate application of Tier 1 treatment in hospitals and would be expected to assess, diagnose and
following an injury or sudden illness, using facilities and treat specialised and complex medical conditions.
materials available at that moment and that location, to
sustain life, prevent deterioration of an existing condition
and promote recovery. 4.2 INFRASTRUCTURE AND EQUIPMENT
The content and duration of training courses and the titles
REQUIREMENTS
given to trained first-aiders vary widely from country to To be able to deliver the desired outcomes the right
country and even between training institutions within the combination of competence, facilities, medical and
same country. Assessment of a first-aider’s qualifications will communication equipment, medication and transportation is
require scrutiny of their training, experience, and references. required. Below is a short description about these equipment
First aiders should carry a valid recognised certificate of first- requirements per Tier, with some additional information on
aid training which should meet internationally recognised the opportunity to use remote healthcare technology in the
standards. accompanying boxes. The last part of this section focuses on
The number of first-aiders and their level of competence will pharmacy management.
depend on both the size of the exposed workforce and the
Tier 1: At the incident site
degree of risk. Thus, a two-man team operating in a remote
or high-risk location may require one member to have basic In the event of an incident, first aid needs to be provided as
first-aid capability and the other to have more advanced soon as possible and therefore should always be accessible
skills related to the health risks of the work activities, e.g., use at, or very near, the site of the emergency. A seriously ill or
of electrical equipment. In contrast, a team of 25, operating injured patient should not be moved immediately, unless the
close to high-quality medical facilities with good means of environment in which the incident happened is unsafe, e.g.,
communication and evacuation, may require only one basic when there is a nearby fire or H2S exposure.
first-aider. In addition, certain countries may have national
Medical equipment that should be readily available (within
guidelines stipulating the numbers of first-aiders required for
minutes) includes Automated External Defibrillators (AEDs)
a given numbers of workers.
and first aid boxes (see appendix 4).
Level 2: Health professionals When specific hazards have been identified that would
These are individuals whose primary job is healthcare and require immediate medical treatment, for example
medical emergency response at the (remote) site who cover Hydrofluoric acid (HF) exposure requiring calcium gluconate,
Tier 2 response. In some cases, at remote locations they can this should be added to the equipment/medication available
also provide Tier 3 response depending on the on-site/near- to the Tier 1 responder. The first aider fulfilling this role should
site medical arrangements, such as remote, topside medical be provided with adequate training to obtain competence in
support. handling this equipment and/or medication.
They have specialised training in emergency care, are

accredited by a professional organisation that complies Remote healthcare technology for Tier 1
with international standards, and are usually employed and
experienced in remote field operations to manage medical The increasing availability of real-time audio and
emergencies with topside support from an experienced video connections makes it possible to establish a
emergency doctor. connection between the first aiders and a health
professional who can advise on and oversee treatment
Depending on the size of the site, these health professionals of a patient.
may be assigned to a specific role, e.g., ambulance medic or
project/asset medic.

Section 4
Healthcare delivery
Tier 2: At the incident site and in an on-site health assessments can be found in IOGP-IPIECA 588 - Medical
facility facilities assessment: checklist for health professionals in the
oil and gas industry.
The attending health professional(s) will decide when it is
safe to move the patient to a location or facility where care Medical equipment and pharmacy management
can be provided in a more controlled environment and
where additional medical equipment and medication is A systematic approach to the management of medical
present. This could be a sick bay on a ship or a site clinic at a equipment should be taken to minimise the risks associated
larger asset. with its use. This should include the purchasing, leasing,
deployment, maintenance, repair, and disposal of medical
equipment. It is essential that whenever an item of medical
Remote healthcare technology for Tier 2 and 3 equipment is used, it is:
Tier 2 and 3 responders will be able to provide more • suitable for (and only used for) its intended purpose
advanced treatments such as chest drains, sutures or • used in accordance with manufacturers’ instructions
thrombolysis, as well as more advanced diagnostics, • properly understood by the professional user, i.e., staff
than Tier 1 personnel. The diagnostics in particular should be appropriately trained and competent
are needed to more accurately predict the risk
and benefits of a treatment such as thrombolysis • maintained in a safe and reliable condition
(treatment for some heart attacks) and to be able to • recorded on a database
make an appropriate treatment plan. This planning • selected and acquired in accordance with the company’s
includes the question of moving a patient from a recommendations
remote location or not. Remote healthcare allows • disposed of appropriately at the end of its useful life
for these decisions to be made with support of a
team of medical professionals who are offsite. Lab A complete description of the requirements of a
results, ECGs (electrocardiography), stethoscope comprehensive medical equipment management system is
examinations, ultrasound examination, and even beyond the scope of this guideline document. See Medicines
EEG (electroencephalography) based brain scans to and Healthcare products Regulatory Agency (MHRA) website
diagnose strokes are available in portable form (often for more information on this subject12 (See Appendix 4 for
linked to a smart phone) and able to be transmitted additional detail).
real time. Using this type of technology will bring Pharmaceutical inventory management
part of a hospital’s abilities to the patient, when the
patient is too far away from a hospital or too unstable Pharmaceutical and inventory management is, in principle,
to move. the same in remote locations as in medical facilities in
more accessible locations, though logistics and cold chain
management may be more challenging in remote ones.
Tier 3: External clinic/hospital or on-site health facility/
A cold chain is a temperature-controlled supply chain, which
clinic
aims at maintaining the product at a given temperature
Whenever possible, the Tier 3 response should be provided range, thus extending and assuring the shelf life of
by a hospital and only in exceptional situations, such as pharmaceutical drugs and vaccines.
extreme remoteness of the operational site, can it be
One common temperature range for a cold chain in
replaced by an advanced on-site clinic, equipped with
the pharmaceutical industry is from 2° to 8°C, but the
remote healthcare technology.
specific temperature (and time at temperature) tolerances
Assessing a hospital’s capability in terms of competence depend on the actual drug or vaccine being transported.
and equipment/facilities available, should be undertaken Remoteness, hot climate and customs delays pose well-
prior to operations commencing and when appropriate the known risks in relation to keeping the cold chain unbroken.
hospital needs to be aware of any specific hazards related to
the operations. More information on undertaking hospital
12
Medicines and Healthcare products Regulatory Agency (MHRA), United Kingdom Department of Health and Social Care.
https://www.gov.uk/government/organisations/medicines-and-healthcare-products-regulatory-agency

Section 4
Healthcare delivery
Some common ways to achieve an unbroken cold chain resources are most likely to be sourced through collaboration
include the use of refrigerated trucks, specialised packaging with the local hospitals, and local emergency agencies
and temperature data loggers, as well as carrying out a (e.g., police, fire department, civil defence, and ambulance
thorough analysis, including taking measurements and services).
maintaining documentation.
The capabilities of these partners may also be overwhelmed
At some geographical locations, the type and availability of during these crises. A number of large industry players have
controlled drugs, as well as the definition of what constitutes chosen to work together with the local health authorities and
a ‘controlled drug’, may vary. However, whilst this is ‘business upgrade local hospitals’ capability through the companies’
as usual’ for most companies, local legislation related to social investment programmes. In addition to improving
controlled drugs must be respected to ensure that the their ER plans, such demonstrations of corporate social
correct procedures are in place for the receipt, storage, responsibility (CSR) have been shown to help enhance
record keeping, and disposal of such drugs. the companies’ reputation in their communities and host
countries. In some countries, different companies working
It is important to ensure that labelling, instruction leaflets
in the same area formed mutual aid arrangements, with
and procedures relating to pharmaceuticals match the
the aim of lending each other assistance during a disaster.
language competence of the staff handling the medication.
Further information on multiple casualty planning can be
All pharmaceuticals on site should be stored securely with
found in IOGP-IPIECA 578 - Multiple casualty planning and
regular periodic checks of stock. It may be better to have a
preparation.
good standard inventory which is well known to staff than to
add on more advanced drugs with which staff are unfamiliar. Medical evacuation
Medical services are often supplied by medical service When Tier 3/4 level facilities are not available locally or in
providers or contractor companies. Where this is the case, country, and remote healthcare technology cannot deliver
the operator company must include pharmaceutical- the required care to the patient, a medical evacuation
related issues in their risk assessment and follow-up, e.g., (medevac) to an appropriate medical facility may be required.
non-availability of controlled drugs or motion sickness A medevac may be undertaken using various transportation
medication. modes (e.g., helicopter, boat, off- road vehicle, or a crew
change flight). The term “medevac” is not restricted to those
4.3 COMPLEX MEDICAL EMERGENCIES where air transportation is used, or to those where a health
professional provides medical support during transfer.
Occasionally, more complex medical emergencies will occur
The scenarios that could lead to a medevac need to
that involve multiple people or require transfer over a longer
be identified and arrangements put in place before an
distance – a medical evacuation. The medical emergency
emergency occurs, to avoid unnecessary delays. Medevacs
may also be the increased risk posed by an outbreak of an
can have negative consequences on the health of a patient
infectious disease threatening the work site.
and the benefits of moving the patient need to be carefully
Multiple casualties weighed against the disadvantages (see Appendix 3 for more
detail).
Major industrial accidents are sudden, unexpected industrial
events with significant impact to people, the environment
and infrastructure. These catastrophic societal events
commonly result from major chemical releases, nuclear
emissions, fires, and explosions resulting in multiple
casualties and loss of lives in a way that overwhelms the
day-to-day medical resources available at the workplace.
It is unlikely that the worksite will possess all the medical
resources necessary for handling major accidents. Additional

Section 4
Healthcare delivery
4.4 MEDICAL EMERGENCY RESPONSE PLANS Impact of medical emergency on staff and
organisation
Based on the identified hazards and risks (occupational
and environmental), combined with the available resources Depending on the nature of a medical emergency, there can
and local circumstances, a Medical Emergency Response be long term physical and psychological consequences for
Plan (MERP) should be created that integrates the different those directly affected by the emergency, those responding
components of the response to achieve the desired to it and those who witnessed it. It is important to provide
outcomes. supporting resources to those who need them, for example
by establishing an Employee Assistance Programme (EAP),
The medical emergency response plan should: and providing workplace support to accommodate the
• be risk, scenario, and location-based (e.g., pandemic, return to work of the injured or ill person. For responders and
food-borne illness outbreak, infectious diseases such as witnesses, Critical Incident Stress Management (CISM) has
varicella and influenza-like illnesses), and should include been proven to be an effective tool to manage the risk of
multiple casualty planning long term psychological effects.
• identify the designated health/medical providers Drills, review and revision
(whether part of the company or contractors) involved in
the plan, together with their capabilities and limitations Once the MERP has been developed it should be practiced
(these providers could be under the direct control regularly and should include testing of all logistical support
of the company or a third party; if the latter, a formal required (such as communications and transport). The
agreement on the level of medical support should be results of drills should be reviewed, and the plan revised if
made) necessary.
• determine the likely evacuation route(s) and means The extent of resource deployment during drills should be
of transport from the incident location to the place of predetermined by management and company-designated
medical care—particular attention is required regarding healthcare professionals. This should include scenario
transportation limitations (e.g., distances, mode of planning, as well as simulated events addressing triage
transport, weather limitations, etc.) and consideration for multiple casualty situation, followed by a thorough
should be given to requirements for local authority/ debriefing.
government authorisation prior to evacuation out of the
country A debriefing should be conducted after each drill or
real-life use of the MERP so that the company can make
• include contact details for key personnel improvements if necessary.
• include contact information for all individuals who are
covered by the MERP—such persons should be advised Finally, the MERP should be audited and revised if necessary,
that they must have a valid passport and appropriate at least annually and following any significant change in
visa in case evacuation out of the country is required circumstances, e.g., type of operation, location or health-care
resources.
To be effective, the MERP should be:
Where suitable, contractor companies should develop their
• developed systematically before the start of any activity own MERP, compatible with that of the client company.
• communicated effectively and be well understood Alternatively, the company may include contractors in its
• designed so that important actions are taken in parallel own MERP but this must be formally established prior to
(different actions should be taken at the same time) and the start of operations, particularly for medical evacuation,
not in series (actions should not be taken one after the access to medical facilities and billing.
other)
• integrated into the company’s general emergency
response plans
• under the responsibility of line management
• organised in collaboration with both company and client
health-care professionals where subcontractors are
involved
• tested and reviewed regularly through structured drills

Abbreviations
AED: Automated External Defibrillator

ALARP: as low as reasonably practicable
CSR: Corporate Social Responsibility
ECG: Electrocardiography
EEG: Electroencephalography
FRMS: Fatigue Risk Management System
HRA: Health Risk Assessment
HSE: Health, Safety & Environment
IH: industrial hygiene
ISO: International Organisation for Standardisation
MERP: Medical Emergency Response Plan
MHRA: Medicines and Healthcare products Regulatory
Agency
OMS Framework: Operating Management System
framework
PDCA: ‘Plan-Do-Check-Act’
WHO: World Health Organization

Glossary
Clinical governance The systematic approach to maintaining and improving the quality of patient care within a
health system.
First responder A term used to refer to the first person to arrive at an emergency scene.
First-aiders An individual trained to provide the initial care for an illness or injury, usually to a sick or
injured person, until definitive medical treatment can be accessed.
Fitness for Task Specified assessment of a person’s fitness to perform specific tasks that have been identified
assessment as carrying risks that could harm the health of themselves, others or the integrity and safety
of operations.
Health management A process that applies a disciplined and systematic approach to managing health in company
system activities.
Health records Any information pertaining to the medical or occupational assessment, care, treatment,
surveillance or other intervention related to the health of the individual.
Health-care system A complex of facilities, organisations and trained personnel engaged in providing health care
within a geographical area.
Hierarchy of controls Controlling exposures to occupational hazards is the fundamental method of protecting
workers. Traditionally, a hierarchy of controls has been used as a means of determining how
to implement feasible and effective control solutions.
Industrial/occupational Is the science of anticipation, recognition, evaluation, prevention and control of hazards
hygiene arising in or from the workplace, and which could impair the health and well-being of workers,
and considering the possible impact on the surrounding communities and the general
environment. Occupational hygiene uses science and engineering to prevent ill health caused
by the environment in which people work and has an important interphase with health.
Medical emergency A site-specific emergency response plan for dealing with injury or illness to a worker.
response plan (MERP)
Medevac Medical evacuation.
Occupational disease Any illness associated with a particular occupation or industry.

Glossary
Occupational health Occupational health deals with all aspects of health and safety in the workplace and has
a strong focus on primary prevention of hazards. The health of the workers has several
determinants, including risk factors at the workplace leading to cancers, accidents,
musculoskeletal diseases, respiratory diseases, hearing loss, circulatory diseases, stress
related disorders and communicable diseases and others.13
Occupational health The potential to cause harm to health. Health hazards may be biological, chemical, physical,
hazard ergonomic, or psychological in nature.
Occupational health A service established in or near a place of employment for the purposes of:
service • protecting the workers against any health hazard which may arise out of their work or the
conditions in which it is carried out
• contributing towards the workers’ physical and mental adjustment, in particular by the
adaptation of the work to the workers and their assignment to jobs for which they are
suited
• contributing to the establishment and maintenance of the highest possible degree of
physical and mental well-being of the workers
Remote Healthcare Healthcare delivered in remote locations that cannot assure access to Tier 3 level care
(technology) in any or all situations, using technology specifically designed to bring advanced medical
capabilities to these remote locations.
Strategic health Systematic, cooperative planning throughout the project life cycle to maintain the health of
management the workforce and promote lasting improvements in the health of the host community.
13
World Health Organization. ‘Occupational Health’. http://www.who.int/topics/occupational_health/en/

Appendix 1:
Main components
of a health system
For an overview of the opportunities that

health management provides to businesses,
please read Appendix 1 in combination with
the Executive Summary. Together, these
highlight the main components required to
deliver health services in an organisation.

Appendix 1
Main components of a health system
Managing Health Services Health Risk Mitigation and Management

• Based on the Operating Management System (IOMS; • Following the hierarchy of controls methodology,
OGP 510 - Operating Management System Framework major risk mitigation activities are: (1) fitness for task
for controlling risk and delivering high performance assessment, (2) health surveillance, (3) worker welfare
in the oil and gas industry) an integrated health and wellbeing, (4) waste water management, food
management system should enable a company to and water safety, (4) occupational health, (5) Fatigue
optimise health and wellbeing at their sites and to Risk Management, (6) Drugs and alcohol misuse
organise the right mix of professionals, equipment and management, amongst others.
other resources in order to achieve the desired health
and business outcomes.
• Mitigation of health risk is not exclusively the task of
health professionals, and requires active involvement of
• Outcomes depend on: (1) Leadership, (2) Risk all staff and collaboration with other parts of the business
Management, (3) Continuous Improvement and (4) such as HR and Real Estate.
Implementation and should address the scope of work,
competence requirements, reporting, assurance and Healthcare Delivery
data privacy/records management. • Response to (acute) injury and illness relies on a tiered
response involving first aiders, health professionals
Health Risk Assessment and Opportunities embedded in the business and external medical services
• The purpose of a Health Risk Assessment (HRA) is to such as hospitals and clinics.
provide the necessary information and understanding of
health risk to prevent acute and chronic health effects to
• In remote locations the reliance on imbedded staff
increases and becomes more high risk. This risk can be
the workers in that work location. mitigated by using remote healthcare technology.
• Major risks include: injuries, illness, food born illness
• The effectiveness of the Medical Emergency Response
outbreaks, fatigue, extreme heat/cold, psychological (MER) system depends on the competence of staff, the
hazards and stress, infectious disease, etc. These risks available medical resources, the flexibility of the plan
change over time and need to be frequently reassessed to deal with large and small emergencies. Frequent
by competent staff. drills on diverse scenarios are essential to assure this
effectiveness.

Appendix 2:
Sewage and
sanitation

Appendix 2
Sewage and sanitation
Sanitation Sullage
Disease-causing organisms, including viruses, bacteria, and Wastewater from kitchens, bathrooms, and laundries is
eggs or larvae of parasites may all be present in human called sullage. It can contain disease-causing organisms, but
faeces. These microorganisms may enter the body through its main health hazard is when it collects in poorly drained
faecal-contaminated food, water, eating and cooking places and causes pools of organically polluted water that
utensils, and by contact with other contaminated objects. may serve as breeding places for Culex and Anopheles
mosquitoes. The former transmits some viruses as well as the
Diarrhoea, cholera, and typhoid are spread in this way and
parasitic disease lymphatic filariasis, the latter malaria.
are major causes of sickness and death. Some fly species
and cockroaches are attracted to, or breed, in faeces.
Solid waste
High fly densities will increase the risk of transmission of
trachoma and Shigella dysentery. Intestinal worm infections Rats, dogs, cats, birds, and other animals may be carriers of
(hookworm, whipworm, and others) are transmitted through disease-causing organisms and are attracted to discarded
contact with soil that has been contaminated with faeces, food, clothing, medical dressings, and other components of
and may spread rapidly where open defecation occurs and solid waste. Small rainwater collections in solid waste such as
people walk barefoot. discarded car tyres or oil drums may serve as breeding places
for mosquitoes.
Facilities for disposing of excreta must be designed and built
to avoid contamination of water sources that will be used Medical waste from field site clinics may present a specific
for drinking-water. Any successful measure for managing challenge and could typically contain the following
human excreta includes the principles of separation, categories of waste: infectious waste; pathological waste;
containment and destruction. Whatever form of sanitary sharp objects (i.e., syringes, blades, broken glass, etc.);
facilities and sewage system is designed and built, they must pharmaceutical waste; chemical waste; waste with high heavy
fulfil these three functions to minimise health risks. metal content; and pressurised containers. The safe and
appropriate disposal of medical waste is critical to preventing
To ensure a sustainable solution, it is important to take into
or minimising the risk of transmitting microorganisms
account local custom as well as the availability of water.
causing potential infections and other hazards as described
Some field operations may need to have several solutions in
above.
the same camp, e.g., simple screened cubicles with concrete
slabs and pour-flush toilets, as well as Western-style water
Storage, collection, treatment and disposal of sullage
closets/toilets. Hand washing facilities should always include
and solid waste
hot and cold water, liquid soap, disposable towels and foot-
pedal operated or other non-touch, lidded disposal units. Management of health risks related to storage, collection,
Posters or other information on the importance of hand treatment and disposal of sullage and solid waste will depend
washing should be available. on the source, quantity and nature of wastewater and solid
waste as well as soil, topography, climate and other factors
Communal facilities should be of a sufficient number and be
that may determine which options are possible.
regularly cleaned by staff who are adequately trained and
equipped. Clean sanitary facilities help to encourage proper Legislation controlling the handling, collection and disposal
use of the facilities; dirty sanitary facilities inevitably lead to of medical waste is extensive and varies by country. Sharp
carelessness and unsanitary defaecation practices in and items, such as hypodermic needles and syringes, cannulas
around them. Routine inspection by supervisors is necessary and surgical blades, should be disposed of in dedicated,
to ensure that cleaning standards are maintained. sealed after-use containers. Contaminated consumables
such as bandages, gauzes, plasters, cotton tampons, surgical
Sanitary facilities should be sited no more than 50 metres
dressings and gloves, must be stored separately from non-
from users’ living quarters, to encourage their use, but
medical waste and should be disposed of separately as
sufficiently far away (at least 6 metres) to reduce problems
per local laws and regulations, or incinerated. It should be
from odours and pests, as is the case with sewage facilities.

Appendix 2
Sewage and sanitation
compulsory for all personnel handling medical waste to use

appropriate PPE, such as gloves (disposable and one-time
use), face masks (covering the mouth and nose), visor/
protection glasses (for eye protection), and long-sleeve
coveralls.
A complete description of the treatment and disposal
of sullage and solid waste is beyond the scope of this
document.
For further information on the topics in this section, see the
references below:
• Water supply and sanitation assessment and
programme design14, 15
• Solid waste management16
• Surface water and waste water drainage17, 18
• Management of medical waste.19
14
Wisner, B and Adams, J (eds.). Environmental health in emergencies and disasters: a practical guide. World Health Organization Publications: Geneva, 2002.
15
The Sphere Project, Humanitarian Charter and Minimum Standards in Humanitarian Response, 3rd edn. Practical Action Publishing: Bourton-on-Dunsmore, 2013.
16
United Nations Human Settlements Programme. Solid waste management in low income housing projects: the scope for community participation. UN-Habitat Publications:
Nairobi, 1989.
17
World Health Organization. Surface water drainage for low-income communities. World Health Organization Publications: Geneva, 1991.
18
Davis J and Lambert R. Engineering in emergencies: A practical guide for relief workers, 2nd Edn. RedR/IT Publications: London, 2002.
19
Reed R and Dean PT. “Recommended methods for the disposal of sanitary wastes from temporary field medical facilities” Disasters 18(4). 1994. p.355-67.

Appendix 3:
Guidelines for medical
evacuation by ground,
air and water

Appendix 3
Guidelines for medical evacuation by ground, air and water
General requirements for transportation • stretchers (which should meet company safety
regulations, be securely fastened, and should have a
• All methods of transportation should be approved
patient restraining harness that can be easily released)
for use according to defined company standards and
audited on a regular basis. • automated external defibrillator (AED) or defibrillator/
monitor
• The vehicle (ground vehicle, boat, or aircraft) must be
compliant with local law, meet local and company safety • PPE and methods for safe disposal of clinical waste
regulations, and undergo regular maintenance. • fully equipped ‘trauma bag’ that contains required
• The vehicle must be ergonomically suitable for stretcher medication, fluids, bandages and other medical
recovery work, allowing ease of access for the stretcher equipment (see also Appendix 4)
as well as the patient escort and equipment.
Medical evacuation by ground transport
• Secure storage space for the required equipment and
material should be provided.
Ground vehicle standards for medical transport
• A suitable and approved power supply for medical
Recommendations in addition to the general requirements
equipment within the vehicle should be provided.
listed above:
• Adequate interior and exterior lighting and climate
control should be available. • Vehicles should be suitable for stretcher recovery work,
doors should open fully to allow free and unrestricted
• The vehicle operator should be made aware of patient
access, and all seats should be fitted with seat belts.
injury or illness, advise on adverse travel conditions and
Harnesses should be provided to make patients secure.
agree to undertake the transport.
• The patient escort must be able to communicate with • The stretcher should be securely fastened to a vehicle
anchor point and preferably have locking wheels. It
the vehicle operator, either directly or via a headset link.
should be possible to load the vehicle with the patient’s
• An adequate level of communication between the head towards the front.
patient and the patient escort should be maintained
throughout the evacuation. • Seating for the patient escort should be available at the
patient’s head.
• The patient escort and/or the vehicle operator must be
• The vehicle should be staffed with a minimum of two
able to communicate with external support.
people—a driver and a patient escort.
• The patient escort must have sufficient space to provide
• The driver should hold a current driving licence
care and resuscitation.
appropriate for the class and size of the vehicle with a
valid appropriate medical assessment.
General requirements for medical equipment
All medical supplies and equipment dedicated for use within
• The patient escort should be a doctor, nurse, paramedic
or first-aider as defined by company procedures.
the vehicle should be readily accessible, inventoried, and
checked. Note that all electrical medical equipment should Medical evacuation by air transport
have a self-contained power supply.
Medical evacuation by air is a complex and costly process
The following should be available: that may require prior company approval. Feasibility of
• oxygen provided via a variable flowmeter and evacuation by air depends upon:
appropriate masks: • access to an appropriate medical facility that has agreed
• rebreatheable bag masks are necessary if 100% to receive the patient
oxygen is required • an appropriate landing zone and transport to the medical
• normally, a minimum of 3 litres of oxygen is required facility
per patient per minute, however in case of trauma,
10–15 litres are required per minute
• clinical condition of the patient
• weather conditions
• suction equipment • availability and type of aircraft
• a mechanism for adequate delivery of intravenous fluids • landing and flyover clearances
• splints (vacuum and traction) • visa and travel documents clearance
• spinal immobilisation equipment and vacuum mattress
Appendix 3
In general, family members will not be allowed to travel In such cases, special authorisation by the airline and/or pilot
with the patient. Medical evacuation by air is normally is required.
contraindicated in the following circumstances:
Medical evacuation by scheduled commercial aircraft
• cardiovascular instability imposes additional requirements:
• non-drained gaseous effusion (pneumothorax, intestinal • The airline must consent to carry the patient by
occlusion) approving a medical clearance form.
• recent surgical procedures • The medical clearance form is to be completed and
Medical evacuation by air normally requires a patient escort. submitted to the airline as soon as the need for medical
Standards for patient escorts include the following: evacuation by this means is determined (at least 48 hours
of advance notice may be required).
• Depending on the complexity and severity of the
medical case and the journey time, more than one • If necessary, oxygen should be requested from the airline
patient escort may be required. (up to 180 litres of oxygen is required per person per hour).
• Should a doctor, nurse, or paramedic be required, they • Suction equipment should be available.
should have received training in, and be familiar with, the • Conveniently placed hangers or hooks should be
aviation environment and impact on patient physiology available to support the provision of intravenous fluids in
in flight. flight.
• In some cases a family member, friend, or colleague Light fixed-wing aircraft and helicopters
may be sufficient. This should be determined by the
company-approved health professional in association In certain circumstances it may be necessary to use light
with the carrier. fixed-wing aircraft or helicopters. Consideration should be
• The patient escort must carry sufficient medications to given to:
provide for the anticipated needs of the patient during • pressurisation of the aircraft
the flight, including additional quantities in case of
unexpected delays.
• stretcher accessibility
• pilot awareness concerning the extent of the injury or
• The patient escort must ensure that all medical illness, and agreement to undertake the transport
equipment has been approved for use on the aircraft
concerned. In addition, an approved and dedicated • airline and/or pilot clearance of the equipment
power supply for medical equipment should be available. • in-flight communication between the pilot and the
patient escort
• The patient escort should travel in seating adjacent to
the patient. Air ambulances
Consideration should be given to connecting flights, transit Air ambulances may be used to transport patients who:
time, and the requirement of commercial carriers.
• are seriously ill/injured or have unstable conditions
Commercial aircraft • would not be accepted by a commercial flight
Both scheduled and chartered commercial aircraft can • have urgent conditions in locations where commercial
be utilised for seated and stretcher patient transport. flights are not available.
Commercial flights are the first choice for stable patients
Aircraft standards
needing to be flown long distances. For stretcher patients
an airline-approved stretcher is necessary; note that this can In certain types of aircraft (e.g., helicopters), consideration
limit the availability of commercial aircraft for rapid patient should be given to problems associated with:
movement.
• noise (hearing protection, communication between
Medical evacuation by commercial aircraft is usually patient escort and patient);
contraindicated in the following circumstances: • vibration
• contagious diseases • temperature (in helicopters space blankets are highly
recommended)
• agitation
• nauseating odours • air sickness
• incontinence • psychological distress due to travel conditions
• ongoing intensive medical care • use of certain medical equipment (e.g., defibrillator).

Appendix 3
Medical evacuation by water transport

All watercraft which may be used for evacuation need
to be able to accommodate a stretcher case in a safe,
comfortable, and secure manner.
Watercraft standards for medical transport

Additional recommendations include the following:
• The craft must be ergonomically suitable for stretcher
recovery work and should be equipped with an
appropriate sheltering area or cabin to protect the
patient lying on the stretcher as well as the medical
escort and equipment.
• It must be equipped with appropriate life jackets for all
on board including the patient, and be compliant with
local water transport safety regulations.
• The position of the stretcher should allow the patient to
be aligned along the long axis of the watercraft.
• Special precautions should be taken when using
electrical equipment (e.g., automatic external
defibrillator) in a wet environment to avoid electrocution
of any personnel.
• The craft should have a power supply for powering
medical equipment.
• It should carry a vacuum mattress for spinal cases and
other cases needing immobilisation.
• These stretchers must be securely fixed to the
watercraft.

Appendix 4:
Guidelines for
medical kits

Appendix 4
Guidelines for medical kits
Tier 1 first-aid kit • Stethoscope

• Contents list • Oro-pharyngeal airway
• Cardiopulmonary resuscitation card • Laryngeal mask
• Individually wrapped sterile adhesive dressings • Pulse oximeter
• Sterile eye pads • Bag, mask and valve set (Ambu bag)
• Surgical tape • Oxygen, tubing, manometer
• Triangular bandages • Foot operated suction unit with catheters
• Safety pins • Laryngoscope with blades, bulbs and batteries
• Medium and large sterile unmedicated dressings • Endotracheal tubes
• Alcohol-free cleaning wipes • Intravenous giving sets
• Surgical gloves • Intravenous cannulae
• Scissors • Intravenous fluids
• Pocket mask • Intramuscular injection needles and syringes
• Burns packet (e.g., Water-Jel™ or equivalent) • Medication as approved by the supervising health
professional (with manufacturer’s prescribing
• Bag for clinical waste.
information)
Access to an AED and eye wash facility is recommended.
• Rehydration sachets
Tier 2 medical kit • Patient identity tags
(in addition to Tier 1) • Injury and treatment summary charts and report forms
• Guidance leaflet • Large torch with batteries
• Butterfly closures • Container for contaminated needles and sharps
• Crepe bandages • Thermometer
• Splints (inflatable or vacuum) • Glucometer
• Thermometer (digital) • Splints
• Forceps • Nasopharyngeal airways
• Pocket light • PPE
• Saline solution • Spinal immobilisation equipment
• Burn blanket (space blanket) • AED +/– 12 lead capability
• Tourniquet • Nebulizer capability
• Suture set • Capnography device
• Sphygmomanometer

This page is intentionally blank
IPIECA is the global oil and gas industry association for environmental and social issues. It
develops, shares and promotes good practices and knowledge to help the industry
improve its environmental and social performance, and is the industry’s principal channel
of communication with the United Nations.
Through its member-led working groups and executive leadership, IPIECA brings together
the collective expertise of oil and gas companies and associations. Its unique position
within the industry enables its members to respond effectively to key environmental and
social issues.
IOGP represents the upstream oil and gas industry before international organizations
including the International Maritime Organization, the United Nations Environment
Programme (UNEP) Regional Seas Conventions and other groups under the UN umbrella.
At the regional level, IOGP is the industry representative to the European Commission and
Parliament and the OSPAR Commission for the North East Atlantic. Equally important is
IOGP’s role in promulgating best practices, particularly in the areas of health, safety, the
environment and social responsibility.
IPIECA
14th Floor, City Tower
40 Basinghall Street
London EC2V 5DE
United Kingdom
Telephone: +44 (0) 20 7633 2388

Email: [email protected]
IOGP
14th Floor, City Tower
40 Basinghall Street
London EC2V 5DE
United Kingdom
Tel: +44 (0)20 3763 9700

E-mail: [email protected]
© IPIECA-IOGP 2019 All rights reserved.

Health Management in The Oil and Gas Industry

Uploaded by

Copyright:

Available Formats

Health Management in The Oil and Gas Industry

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Health Management in The Oil and Gas Industry

Uploaded by

Copyright:

Available Formats

Health management in

the oil and gas industry

THE GLOBAL OIL AND GAS

Version Description Date

3.0 Major revision January 2019

2.0 New version October 2011

1.0 Initial release May 2003

© IPIECA-IOGP 2019. All rights reserved.

International Association of Oil & Gas Producers

Executive Summary 6 Section 4: Healthcare delivery 24

4 — Health management in the oil and gas industry

This document integrates the recommendations

5 — Health management in the oil and gas industry

6 — Health management in the oil and gas industry

Figure 1: Based on a study at Royal Dutch Shell

7 — Health management in the oil and gas industry

HOW TO USE THIS GUIDE

8 — Health management in the oil and gas industry

9 — Health management in the oil and gas industry

Integrated Health Management Systems

An integrated health management system, properly 1.1 OPERATING MANAGEMENT SYSTEM

10 — Health management in the oil and gas industry

11 — Health management in the oil and gas industry

Industry reporting 1.3 CONTRACTOR HEALTH MANAGEMENT

12 — Health management in the oil and gas industry

While this guide does not address directly how to implement

13 — Health management in the oil and gas industry

14 — Health management in the oil and gas industry

Health Risk Assessment and Opportunities

15 — Health management in the oil and gas industry

16 — Health management in the oil and gas industry

17 — Health management in the oil and gas industry

Health Risk Mitigation and Management

18 — Health management in the oil and gas industry

3.2 FITNESS FOR TASK 3.4 WORKER WELFARE AND WELLBEING

19 — Health management in the oil and gas industry

In extremely remote settings, food and water safety can

20 — Health management in the oil and gas industry

21 — Health management in the oil and gas industry

3.10 PANDEMIC PLANNING & INFECTIOUS

22 — Health management in the oil and gas industry

23 — Health management in the oil and gas industry

24 — Health management in the oil and gas industry

They have specialised training in emergency care, are

25 — Health management in the oil and gas industry

26 — Health management in the oil and gas industry

27 — Health management in the oil and gas industry

28 — Health management in the oil and gas industry

AED: Automated External Defibrillator

29 — Health management in the oil and gas industry

Medevac Medical evacuation.

Occupational disease Any illness associated with a particular occupation or industry.

30 — Health management in the oil and gas industry

31 — Health management in the oil and gas industry

For an overview of the opportunities that

32 — Health management in the oil and gas industry

Main components of a health system

Managing Health Services Health Risk Mitigation and Management

33 — Health management in the oil and gas industry