Raising the alarm

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Equipment is useless without well-trained staff who know how to deploy it.

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The UAE will be hoping to avoid a repeat of the Pontoon 300 spill in 1998.

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Mohammed Meghani, assistant general manager of business development at Kuwait based NAPESCO.

Taking precautions

In seeking to prevent a spill, Self explains that it is first critical to undertake environmental impact and risk assessment studies so that the company knows where likely spills may occur, how to minimise any risk, and the short-term and long-term effects should there be a spill. Second is to have a thorough contingency plan for all eventualities so that anyone at the site of the spill can turn to the corresponding page and follow a ‘things to do' check-list.

"The single most important aspect of preparedness is generally thought to be the oil spill contingency plan or emergency response plan. This should be updated regularly and minor and major exercises should be undertaken as well as a comprehensive training programme for employees.

Most companies think that preparedness for an incident is solely about having equipment, but equipment is useless without personnel who know how to use it and deploy it, and the training of personnel is too often overlooked," explains Alex Spence, general manager of SEACOR Environmental Services Middle East.

"I think we need to promote institutional strengthening and capacity building within companies. This needs to start with training, putting the right
procedures in place and then ensuring that companies are able to disseminate the required information throughout all levels and make sure that all staff have the appropriate level of awareness and skills," declares Mahmood.

Despite vast improvements in the preparedness of many companies in the industry, shortfalls are still readily identifiable. Whilst operating companies may be better prepared, service companies that work alongside them are often unaware of the policies and plans, thus creating a loop-hole in the system.

"The onus is often on major oil companies and shipping merchants to respond to spills, but this needs to change. Responsibility must rest with the whole line of companies working in the sector - both upstream and downstream, those involved in logistics, handling and servicing. We need better communication and cooperation down the whole supply-chain and between industry and government," says Mahmood.

The buck stops here

In the dire emergency that is an oil spill, particularly at sea, time is of the utmost essence, thus lacking an adequate plan of attack and equipment can cost dearly. Examples abound of worryingly tardy responses, for example, the Pontoon 300 spill in January 1998.

Whilst under tow off the coast of the UAE, a barge ran into trouble, sank and it is estimated that it released 8000 tonnes of crude oil into the sea in the process. Oil eventually swept inshore - affecting beaches in five of the emirates and afflicting vegetation.

It was the hesitation of the UAE's government that causes alarm, with delays of seven weeks due to the barge not being registered or insured and no National Contingency Plan being in place to outline the chains of command and operational procedures.

Alongside this, the government's Federal Environment Agency had no equipment or expertise to deal with the spill, making them reliant on ADNOC's facilities.

Improvements in the UAE's government response have doubtless been made since the case of Pontoon, with the signing of various international protocols including the Kuwait Convention for all countries bordering the Gulf and arrangements assigning spheres of responsibility in the case of a spill.

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