Central European Management Journal ISSN:2336-2693 | E-ISSN:2336-4890

Vol. 30 Iss. 3 (2022)

UPSTREAM ONSHORE OIL & GAS INDUSTRY (UOOGI) DISASTERS: A STUDY

ON BEHAVIOURAL RESPONSE OF OGI

Col. Avanindra Soni

School of Business, University of Petroleum and Energy Studies (UPES), Dehradun, India

Dr. Sunil Rai

School of Business, University of Petroleum and Energy Studies (UPES), Dehradun, India

Dr. Geeta Thakur

Manav Rachna University, Faridabad, India

Dr. Anurag Singh

School of Business, University of Petroleum and Energy Studies (UPES), Dehradun, India,
(Corresponding Author) Email: [email protected]
Abstract
Oil and Gas Industry (OGI) operates constitutes upstream, midstream and downstream
operations where upstream constitutes exploration and production (E&P) of oil and gas from the
depth of earth both onshore and offshore. Its activity matrix includes human resources, processes,
technology, heavy machines / equipments and hazardous chemicals/gases, making it highly prone
to disasters. OGI disasters studies brought out four causal factors- status of technology &
machines / equipments, management failures, environmental impacts and the human behaviour
response, an abstruse facet often responsible to enact a disaster as ascertained through the lenses
of deep investigations. This paper attempts to highlight the human behaviour facet (HBF) as role
player in Upstream Onshore Oil and Gas Industry (UOOGI) disasters. The behavioural facets
were ascertained through the studies on onshore disasters and policy documents, guidelines
SOPs and processes corroborated through the interviews of industry experts and thematic
analysis of data obtained. The research findings reveal human behaviour facet plays significant
role in UOOGI disaster.
KEYWORDS: Oil and Gas Industry (OGI); Disaster; Exploration & Production (E&P);
Upstream; Onshore; Human Behaviour Facets (HBF); Boundary Players (BP)
1. INTRODUCTION:
Oil and Natural Gas is a major industry in the energy market as the world’s primary fuel source
playing an influential role in the global economy. The processes and systems involved in the
exploration and production of the oil and gas are highly complex, hazardous, capital-intensive,
human resource centric and require state-of-the-art technology. The history of oil and gas
industry (OGI) goes along the history of modern world.
(Shaluf 2007) described majorly three types of disasters; natural, man-made and hybrid
disasters, having their unique characteristics with an omnipresent character Severity in all the
types of disasters. “Act of God” or natural disasters are those catastrophic events dictated by the
natural forces earthquake, cloudburst, hurricane, tsunami, tornado, avalanche, epidemics, lighting
strikes etc. The man-made or Socio-technical, (Richardson 1994) elaborated on their occurrence

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in different types of organizational situations viz; plant and factory failures (major accidents), oil
spills, Oil/gas well blow-outs, transportation failures, production failures, stadia or other public
place failures and warfare. The hybrid disasters are Compound acts of both human and natural
forces include extensive clearing of jungles leading to soil erosion and subsequently heavy rain
causing landslides, re-location of residential areas, factories etc at the base of an active volcano
or in an avalanche area floodplain or an oil spills destroying the flora, fauna and environment of
the affected area. The upstream onshore oil and gas industry (UOOGI) being land based is mainly
impacted by man-made or the hybrid disasters.
The post disaster investigations of UOOGI disasters have highlighted the role of human
error as a major contributor to operational disasters viz: fires, blowouts, release of toxic gases,
oil /Chemical spills, accidents involving radioactive substances, explosions, BLEVE, dust
explosions etc and non-operational disasters include terrorists attack, hostage crisis, bomb
threats/blast, strikes, sabotage and civil disturbances. (Statista 2021) in its report on OGI disasters
from years 2005 to 2015 highlighted 72% of global oil and gas production comes from the
onshore oil fields and only 28% from the offshore. Yet, studies on upstream onshore disasters
accorded least attention than the upstream offshore disasters.

The human behavioural response plays vital role during an imminent danger or emergency
situation, the conduct of human interface at ground zero is governed by the behavioural learnings
imbibed by the person displaying responses of panic, numb, cool, composed, confident, escapist,
surrender to situation, no action, balanced or hyperactive (Bodhi et al., 2021). The behavioural
response/s will dictate the course of control and management of the disaster situation along with
other important factors of machines & equipment, technology and process compliances (Singh,
Anurag, Nagpal, E., & Mundi, H. S., 2020; Singh A., Singh H., Singh A., 2022; Bodhi et al.,
2022a; Singh, Anuraj, Singh, A., & Kumar, A., 2021; Singh, D., Singh, A., & Karki, S., 2021;
Singh, D., Singh, A., & Omar, A., 2022). The existence of human behavioural facet (HBF) acts
as a pivot in the core of all operations, technology management, running of machines &
equipments and processes compliances and influences the disaster dynamics, remains a subject
unexplored or thinly explored for UOOGI disasters.
2. RESEARCH GAP:
Based on the research reviews done by the researcher, it is observed that the HBF in the core of
disaster dynamics of UOOGI acts a prime causal factor, yet same has been found to be unexplored
or thinly researched in comparison the other industrial disasters. Oil & Gas, the global power
house are highly hazardous and disaster risk prone industry lacks the due concern for response of
human resources when faced with disasters, especially so in Upstream Onshore Sector. The
research study highlights HBF, a pivotal role player in the upstream OGI operations as well as
vital factor of disaster dynamics at UOOGI scenario completely neglected and lacks any
consideration for aspects of human behavioural response perspectives are enumerated as follows:
a) OGI manpower behavioural response lacks consideration as critical factor towards
smooth operations
b) Lack of literature special policies, guidelines or instructions on HBF for UOOGI
manpower from Government bodies, industry and organisations

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c) Non-adoption to a structured approach towards HBF modulation or upgradation

of personnel deployed in dangerous UOOGI operations.
d) Behavioural response of manpower at critical nodes of UOOGI operations not a
subject of concern for organisations or industry or its governing bodies
e) Response to OGI boundary players behaviour lacks attention

The objectives are as follows:-

i.To determine the impact of Human Behaviour Facet (HBF) in UOOGI disasters.
ii.To study the effectiveness of human behaviour facet (HBF).
iii.To highlight HBF towards disaster risk reduction (DRR) in UOOGI.
2. REVIEW OF LITERATURE:
OGI has seen many high profile disasters like devastating fire on Piper Alpha platform in year
1988 with loss of 167 lives (Paté Cornell, 1993) caused huge human (moral) cost and a big safety
failure leading to fatalities, physical injuries, and deep mental struggles (Marc Reid 2020), the
Exxon Valdez oil spill in 1989 (Coll, 2012; Plater, 2011), Shell’s Brent Spar incident in 1995
(Frynas, 2003; Sluyterman, 2007, 2010), and the recent Deepwater Horizon accident (Flournoy,
2011; Perrons, 2013) have brought marked change in the expectations placed upon oil & gas
companies with regards to safety, human interest and environmental concerns (Hofmeister, 2010;
Managi, Opaluch, Jin, & Grigalunas, 2005a; Mirvis, 2000). The technology has a significant role
in the success or failure of upstream OGI industry (Longwell, 2002; Mitchell, Marcel, & Mitchell,
2012). (Aguirre and Quarantelli 2008) stated disaster is a product of inappropriately managed
risk/s or a consequence of mingled behavioural responses and risks are a product of combination
of hazards and vulnerability, when the hazard striking in a low vulnerability area that will never
become a disaster. (Alkhaldi, M, Pathirage, C and Kulatunga 2017) expressed human error
constitutes the largest contributor 70% of all the accidents. (Darabont, Badea, and Trifu 2020)
opined the human error as the major cause of accidents and incidents in OGI and (Iqbal et al.
2021) pointed to the failures of barriers of human behaviour largely the cause of accident in
hydrocarbon industry or OGI. The offshore upstream OGI biggest disasters studied by (Singh et
al. 2010) Piper Alpha disaster (1988) with 167 fatalities and the complete destruction of the
offshore production platform, (Ismail et al. 2014) BP Deepwater Horizon blowout (2010) caused
one of the severest ever recorded oil spills (over 4.5 million barrels of crude oil) with 11 fatalities
in the US Gulf of Mexico. (Nwankwo et al. 2021) study in year 2017 reported 69% of oil industry
accidents reported in onshore location. Human Behavioural Facets (HBF) identified one of the
major causes of worst OGI disasters both in offshore and Onshore Upstream scenarios.
(Krakowska 2020) pointed to Crises and disasters drastically change the context of all individual
and collective actions, including information activities which disrupt the routines and therefore,
condition the information behaviours which become more dynamic, sometimes even chaotic
(Mishra, R., Rai, S., Thakur, G., Singh, A., & Shah, A. K., 2022; Maurya, P., Singh, A., & Salim,
M., 2022; Bodhi et al., 2022b; Bodhi, 2021). (Provitolo, Dubos-Paillard, and Müller 2011)
observed that at times of disasters or catastrophe human behaviour that stands apart from routine
behaviour and same is ascertainable both individually and collectively and is characterized as
Emergent Behaviour (Singh, A., Das, U., & Kumar, S., 2022; Singh, A., 2022; Singh H., Singh
A., Nagpal E., 2022; Thakur, G., Singh, A., Rai, S., & Mishra, R., 2022; Singh, H. K., & Singh,

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A., n.d.)..
Fuller and Vassie 2001 featured in the poor safety culture and the organisational climate as
important causal factors for the accidents in OGI. (Crichton 2005) brought out attitude towards
teamwork and leadership as the prime causal factors for disasters amongst drilling teams in
UOOGI (Nwankwo et al. 2021) found that 90% of accidents occurred amongst boundary
player (outsourced manpower of contractors’ work environment) with highest numbers during
drilling, work-over and Well Services operations of UOOGI.
Skalle, Aamodt, and Laumann 2014 highlighted the upstream OGI complex nature of
operations which adversely affect the manpower response towards effective conduct the safe
operations. (Ismail et al. 2014) elaborated further on the upstream OGI perils of operations and
work environment as the main causal factors adding to severity of accidents or disasters.
(Leach 1994) highlighted the aspect of clinically abnormal behaviour affecting the organisational
responses during a disaster. Eid et al. 2012 described the positive organizational behaviour (POB)
as an asset and highlighted the importance of production management values, attitudes, and
behaviour are linked to the safety climate and safety outcomes for a safety critical organizations
(SCOs) viz; OGI.
In addition, the flaws in the crew resource management influenced by the inadequate supervision,
the failure to address the challenges of boundary players and the supervisory violations further
enhance the disaster potential as it had happened in Deep Water Horizon Gulf of Mexico Apr
2010 where an unreported accident of a blow-out preventer led to Upstream OGI history’s biggest
disaster.
3. RESEARCH METHODOLOGY:
3.1. Mixed method of research: The mixed method of research used with exploratory
sequential qualitative approach.
1

Document
Analysis
G

D B
A

3 C 2
Literature Experts
Survey Views

F E

Fig 1. Inter-Relationship between Document Analysis, Experts View & Literature Survey
Where-
A= Circle 1∩ 2 ∩ 3
B= Circle 1∩ 2 Check through examples

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C= Circle 2∩ 3 ∩ 1

D= Circle 3∩1
E = Only experts supported with theory
F = Only papers localization
G = Only documents – refers with (Focussed . . .)
Mixed method of research: The mixed method of research used with exploratory sequential
quantitative and qualitative approach.

3.2. Survey: The survey includes the identification and study of the documents
concerning management of OGI disaster included orders, policies, guidelines, regulations issued
by Government, Ministry Petroleum and Gas (MoP&G) and NDMA and disaster management
plans (DMP) and emergency response plans (ERP) / Standard Operating Procedures (SOP) of
upstream oil industry organisations with a view to ascertain the human behaviour facets during
the disaster occurrence in upstream onshore oil industry in Indian context. After the documents
survey, a questionnaire was prepared for conducting interview of OGI experts drawn from the
different stream of UOOGI operations for further obtaining the inputs on HBFOR aspects from
the exerts who had personally dealt with UOOGI disasters during professional life with OGI.
3.2.1. Sample: A questionnaire was evolved with focus on behavioural facets and
organisational response as a core of research study, same was shared with the interviewee,
representing entire spectrum of serving and retired senior level management officials including
Indian Maharatna PSU Corporate Board members. The interview schedule continued for almost
2 months, twelve senior level management Officials drawn from different streams of OGI
operations and directly been associated with the UOOGI including ONGC Ltd Crisis
Management Team.
3.2.2. Tools: The following tools were utilized for the sampling: -
a) Documents: These included orders, policies, guidelines and regulations issued by
government departments, Ministry Petroleum and Gas (MoP&G) and NDMA, Disaster
Management Plans (DMP) and ERP/SoP of upstream oil industry organisations were studied for
this research, also included few case studies on upstream onshore disaster with a view to identify
the human behaviour facets of manpower intensive UOOGI in Indian context.
a. Interview: For ascertaining the significance of human behavioural facet and
organisational response in managing disasters in UOOGI, a pool of senior officials representing
top echelon of Indian Oil and Gas Industry was made for conducting their interviews towards
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collection of vital data straight from the officials having rich experience in serving at oil fields at
various capacity and levels and exposure of managing the disasters. The selection of officials was
executed with special consideration to covering Indian OGI upstream entire operational matrix
as well as board of directors managing Indian Oil Industry. The interviews were conducted based
on a questionnaire having 19 pre-defined questions on a standard time schedule of 45-60 minutes
with moderation to ensuring interaction remain focused on requirements of the research study.
3.2.3. Statistical techniques: The techniques utilized are mentioned as follows:-
a) Document analysis
b) Thematic analysis:
4. FINDINGS
4.1. Documents Analysis. The documents studied for ascertaining the facets of human
behaviour facet for managing the disasters in UOOGI comprised the policies, guidelines,
instructions and regulations etc issued by Govt of India, Ministry of Oil & Natural Gas (MoPNG),
Petroleum and Gas Regulatory Board (PNGRB), Oil Industry Safety Directorate (OISD),
Director General Hydro-Carbons (DGH), Corporate Disaster Management Plans (C-DMP) of the
Indian Upstream Oil Companies at Asset and Basin levels, Standard Operating Procedures (SoP)
for managing disaster situations at field installations of surface and drilling facilities at GGS,
CTF, GCS, GCP, ETP, Processing plants, Pipelines and drilling rig sites, news reports (Print &
Elec Media) and inputs from social media. The detailed analysis of these documents are covered
in the succeeding para.
Table 1.1.
DOCUMENT ANALYSIS: SUMMARY

Types of Documents
Ser Reports/Policies/Guidelines/Act Ser Regulatory Ser Disaster
Management Plans
HPC Report. It was first attempt Corporate DMP of
OISD
to deal with disasters by drawing- NoC. National Oil
Regulations.
up a systematic, comprehensive Companies (NoC) in
Being a technical
and holistic approach paper upstream segment
organisation with
through a committee constituted viz; ONGC Ltd and
regulatory status
in August 1999 with original Oil India Ltd (OIL)
does not cover
1. mandate to deal with the natural 1. 1. have their respective
the aspects of
disasters only. It’s most important DMP at Corporate
behavioral
recommendations: “Measures for level, same activated
response facets
intensive training for building up for L3 disasters, are
of human
of human resources to improve very exhaustive
resources for
disaster awareness and documents with
DM.
capabilities” construed as an instructions to deal
effort towards human behaviour with all kinds of

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Mandates of NDMA.
Basin/Asset/Plant
(a) NDMA Act-2005. It mainly DMP. It covers in
covers the legal and institutional detail about the
framework for the effective behavioural facets
management of disasters of key personnel in
PNGRB. Its
dealing with the
(b) NDMG-2007. Guidelines regulations do
boundary players
stress on the chemical safety incl not cover the
viz; local
OGI for risk reduction, E&P activities as
authorities,
preparedness, environment and 2. well as also does 2.
community in the
sensitive to the special not refer to the
operational areas,
requirements the vulnerable facet of human
farmers on whose
groups and communities in of behavioural
land oil
managing the petroleum/OG response.
2. wells/clusters are
industry disasters.
situated, local PS,
(c) NDPM-2009. This document school principal,
lays emphasis on the facets of medical
human behavioural responses for establishment etc.
managing the disasters
(d) NDMP-2017. Stresses on DGH. An ERP. The
multi-pronged approach for advisory body to installation level
disaster risk reduction and MoPNG on DMP covers the
mitigation however does not upstream mechanics of
3. operational 3. handling likely
incorporate behavioural issue for
DM activities and emergency
policy situations dealt by
formulation for the last man
dealing with the deployed at a critical
hydrocarbon work platform and

A detailed study of various documents sourced-in from the government, viz; Ministry of
Petroleum & Natural Gas (MoPNG) viz; OISD, PNGRB & DGH, various documents of National
Disaster Management Authority (NDMA): the core national agency addressing all dimensions of
disasters in the country, disaster management literature of national OGI companies (Corporate-
DMP, work centres DMP and ERP of different kinds of O&G installations) was executed for this
research study. During the course of study, it was found that the vital aspect of human behavioural
facet has been tangentially addressed rather overlooked. UOOGI, a hazardous and manpower
intensive industry is highly vulnerable to emergency situations which may become disastrous are
heavily dependent on the behavioural responses of its human resources. The behavioural
responses of the last man or the body of workmen exposed to an emergency situation will decide
the fate of the scenario of a disaster or smooth outcome. The OGI history is replete with the
instances where minor incidents have become huge disasters both at onshore and offshore
upstream scenario due to human error or behavioural syndrome. The onshore examples include
the well blow-out accidents of ONGC Well No-19 at Parsarlapudi (AP) in year 1995 and OIL
Well No-5 of Baghjan Oil Field, (Assam) in year 2020. The erratic behavioural responses
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(includes acts of omission or commission, attitude, non-compliance etc) have resulted in loss to
life, infrastructure, machines, environment and ecology. OGI has not accorded due attention to
the vital aspect of human behavioural facet, which regulates the organisational response for
managing the disaster in UOOGI is a cause of concern. The study of human behavioural facet
needs to be accorded special consideration for the effective organisational response for managing
the disasters in UOOGI.
4.2. Thematic Analysis. The transcripts of interviews were prepared and executed with
qualitative and quantitative valuation with a view to ascertain the themes for evolving the
parameters. The undermentioned themes have emerged from the transcripts of the interview.
Themes. The themes emerged from the interview transcripts are discussed as follows:-
4.2.1. Morale of People: More than 80% interviewee felt that the morale of the people in
OGI is very high as people are happy with job profiles and contents, duly well compensated, the
work culture and platforms accorded, professional entitlements, fringe benefits and the social
dynamics appropriately addressed with meeting of life needs even at the remotest parts during
the various phases of upstream activities. In addition to integral human resources, all those
associated with OGI companies are also well compensated which their keeps morale at very high
level.
4.2.2. Reactions of People: On the question of behavioural response facet of upstream business
organisations human resources, about 75% respondents vehemently supported the requirement
for addressing the very important role played by the facet of human behavioural responses
specially amongst frontline job profiles viz; people working on drilling rig, surface installations,
logging, cementing and engineering teams, where dangers are imminent due work eco-system
filled with heavy machines, highly technical environment dealing with hazardous materials,
procedures and equipments and sometimes in hostile areas (NE region or Southern region, where
umbrella of insurgency and Naxalites looms over). The nine out of twelve respondents shared
that more than 70% manmade disasters in OGI occur due to human error or failure and reasserted
that the incorporation of human behaviour facet as a major factor towards preparing UOOGI
manpower as robust, agile, calm and balanced human machines who do not panic or commit error
during dangerous situations thus preventing potential disaster, ensuring business continuity and
production supply chain.
4.2.3. Behavioural Perspectives (Integrated HR and Boundary Players: More than
80% respondents highlighted the need for maintaining close coordination with integrated HR and
boundary players in UOOGI organisation at operational areas. As this coordination will facilitate
smooth and successful upstream activities of exploration and production at far-flung areas of NE
or semi-urban and literate terrain of Southern and semi-urban and well-off terrain in Western
regions of the country. The good coordination with local community and other boundary players
will support OGI during any crisis. The genuine CSR activities and personal bonding go a long
way in establishing a symbiotic culture and coordination with the boundary players (public in
operational areas, Police, Civil Administration, head/incharge of forest, revenue, medical,
principal / heads of educational institutions and Village heads (Sarpanch/Gaon-Burha) are very
important resources.
4.2.4. Need for emphasizing HBFOR in UOOGI: Around 91% interviewee strongly

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opined that there is strong need for evolving a framework for human behaviour facet of
organisational response (HBFOR) towards managing the disaster for UOOGI organisation. OGI
being a manpower centric industry employing diverse human resources for executing the wide
spectrum operational tasks, which are performed by highly technical & trained personnel to
unskilled & least trained category of manpower with a single goal yet exposed to same degree of
danger. Any act or error of omission or commission may prove disastrous for all involved. In
such dire consequence set-up of UOOGI operations, human behaviour facet is the common
denominator acts as facilitating / preventing a disaster or emergency situation at work platform.
If all parameters of machine, technology, processes and emergency remain same, human
behavioural facets stands-out as the only variable, also mutable for effectively dealing with the
emergency / crisis situation. The respondents stressed the need for studying HBFOR which
deserves prime place in UOOGI.
4.2.5. Training: To include the following sub-themes:-
(a) Necessity for DM Training: Eight out of twelve respondents (about 70%) strongly
recommended the necessity for imparting disaster management (DM) training to maximum
number of those employees directly involved in upstream processes and 50% of non-core from
the Security, Engineering streams for effective handling the emergency situations. The DM
training must include the curriculum on behavioural facets for psychological strengthening,
developing robust and calm personality prepared to suppress the element of human error
syndrome during an emergency situations.
(b) Nature of Training: The nature of DM-training according to 70% respondents suggested a
distribution of 30:70 classroom (theoretical) and demonstration /simulator based live training
respectively. The theoretical training prepare the candidates for reasoning and analytical
understanding for factors causing accident or emergency or disaster situations. The demonstration
and live scenario based experience on simulator will infuse the damage quotient analysis and
ignite the decision making process in candidates’ personality for preventing ill-famed human
error syndrome.
(c) Factors need to be included in Training: More than 60% interviewee felt the factor as
mentioned below are essential for DM-Training:-
(i) Awareness and compliance to processes and protocols at work place
(ii) PPE protocol and strict adherence to safety rules
(iv) Update on maintenance schedules of machines, equipments etc
(v) Timeliness and punctuality of work schedules
(d) Training philosophy: More than 91% respondents shared that the training philosophy in
general for the operational, process and other aspects are highly appropriate and good in oil
industry. However, the disaster management training should be imparted to all the members of
Crisis Management Teams (deployed at 4-major operational centres) for Onshore emergencies at
Vadodara (West), Rajahmundry (South) & Sibsagar (NE) and at Mumbai for Offshore, a section
of the fire department people and few from the middle management across all the operational
streams at Disaster Management Training facility of at ONGC at Narsapur for live well fire
disasters.
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(e) Attitude to Disaster Management (DM) Training. Eight out of twelve interviewee (about
68%) shared their experience on attitudinal response of organisational manpower as (i) almost all
of those (90%) trainers had positive attitude towards DM-training and felt themselves as special
(i) 60-70% skilled trainee reportedly found keen towards DM-training and rest believed it as a
waste of time (iii) member of Crisis Management Team (CMT), a specialised Group attending
DM-Training found to be highly motivated and bore very positive attitude for training (iv) more
than 60% of the non-technical candidates attending DM-training found motivated for new
learning and bore very positive attitude. Occupational Safety and Health Administration (OSHA),
Washington, USA accords huge emphasis attitude as a behavioural response factor in accident
prevention.
(f) Required values, attitudes need to be imbibed in training. A reasonable number of
respondents (60%) feel that the disaster or emergency training must be imparted to maximum
possible numbers of regular as well as outsourced employees across all streams who are directly
associated with hazardous operations of upstream activities. The affected people must be
imparted with the necessities for insulating themselves to able to save on lives and facilities (if
possible). More than 50% felt that in addition to theoretical/verbal lessons training should be
based on live demonstrations highlighting the loss and gains.
(g) Follow-up on DM training imparted. Eight out of twelve (83%) respondents shared
follow-up on DM-training within upstream organisations was not much encouraged. As a large
sizeable section of different stream HoD / Incharge (60-75%) found non-interested and it waste
of time and terming it as non-productive exercise. Even more than 70% trainees too felt the
follow-up exercise taxing on them as same was felt a burden on their routine.
(h) Requirements of Changes in Training. The participants unanimously felt the need for
training to safeguard against disaster at operational areas especially at fields on drilling and work-
over rigs and oil & gas well / fields and process installations GGS/GCS/GCP/CTF where any
complacency may lead to fatal accident/disaster. The training modalities need to more focussed
with minimum time spends and maximum learning imperatives not affecting production
operations, routine schedules and barest relocations.
7. DISCUSSION
The analysis of the above themes and the inferences of the experts drawn from different streams
of upstream business from Indian UOOGI shared their experiences and commented on the
exposures of disaster challenges at Onshore and offshore deployments while serving in remote
and difficult terrains of NE region, challenging hot weather conditions of Southern & Western
India as well deep inside high seas and in abroad. More than 90 percent the experts were
convinced with the vital role played by human behavioural responses during challenging
situations. They recognised the significance of human interface in the UOOGI eco-system as a
veto power where others ie machines, equipments, materials and technology are the silent or
semi-silent partners. About eighty percent respondents firmly expressed the need for
incorporating human behavioral facet as a game-changing factor in the management of a
disastrous happening. VP Mahawar, ex Director-Onshore ONGC and an international expert on
OGI Crisis Management categorically mentioned that around ninety percent of disasters in
UOOGI are of human induced, he further added that about seventy percent of these are

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contributed by the human acts of omission / commission. SK Moitra, former Director Onshore of
ONGC Ltd strongly mentioned the need to accord human behavioural facets due importance for
upstream disaster management as well as preventing safety lapses. The experts recommended the
following:-
1) Human error, an extension of mutated behavioural response when faced with a challenging
situation or display of acute blankness at a critical operational situation and no support
forthcoming to a person in the midst of the complexities.
2) OGI Experts felt worthy to ensure UOOGI core operational manpower imparted specialised
DM-training.
3) HBFOR be accorded due merit towards disaster management initiative not only in UOOGI but
other fora too as an awareness campaign and included as a guideline for the disaster management
doctrines.
4) More than ninety two percent experts opined the contribution of human behavioural facet needs
to be further explored as it is a pivotal player in the management of disaster dynamics.
THEMATIC RESPONSES OF DOMAIN EXPERTS

EXPERT'S VIEWS

Morale

People's Reactions 23% 19%

Behavioural perspectives
18%
Need for Employng
HBFOR 21%
Training 19%

Figure-2: UOOGI Experts views on the Role & Significance of Human Behaviour
Responses for managing the disasters
8. SUGGESTIONS
The study of the researches by the researchers, live experiences of serving with the UOOGI in
different regions of Indian OGI and exposure to near disaster situations, the thematic analysis and
the views of the experts from OGI has categorically brought out the significance of HBFOR, a
vital player in preventing or facilitating a disaster. Few recommendations are made towards
enhancing the behavioural facets of human capital and adding to the disaster worthiness of the
OGI organisations particularly in upstream business. These are as mentioned the succeeding para.
1) Intervention to Improve Mental Health.
(a) Physical fitness parameter- toughening of individuals’ body stature for addressing
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physical load exertions of challenging pre/during disaster scenario

(b) Mental and psychological conditioning- build robust mind set-up facilitating individuals
able to sustain unforeseen challenges and taking sane decisions.
(c) Right appraisals, merit based assignments and professional approach- these evolve
tension free, motivated, calm professional remaining balanced during challenging situations.
(d) Individuals conditioned to voluntary accept dealing with disastrous situations as part of
their professional responsibilities and ready for supreme worst happening.
2) Imbibing Culture.
(a) Grooming of employees on induction and prior to deployment
(b) Enunciating Team-work culture
(c) Establishing cordial interaction with vertical, horizontal & lateral organisations/HQ/
establishments in local area and upwards
(d) Assertiveness boldness and innovativeness in Leadership
3) Developing a System.
(a) Strict compliance to protocols and procedures
(b) Punctuality in execution and submissions of inputs
(c) Separate cadre induction for HSE personnel in the industry for transparency, objective
and just reporting, assessment and auditing of vulnerabilities
(d) Actions on lessons learnt from previous accidents / disasters
(e) Regular updating and relook of SoP and DMPs
4) Technological Upgradation.
(a) Induction of new technology
(b) Replacement and Induction of new machines and equipment
(c) Training orientation of manpower to new technology
(d) Reliance on automation / replacing Human interface at critical areas/points
(e) Inducting AI enabled equipments, machines and technology
5) Upgradation of Training.
(a) Reliance on Web enabled training and self-study
(b) Simulator based live DM-training incorporating HBFOR interventions for managing
disaster
(c) Innovative approach for conducting mock-drills ensuring realism, participation and
lessons learnt.

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THEMES
100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
Morale of Stake Role played by HBFOR Human Error Influence Lack of attention to Close Cordination (HR) Need for evolving
Holders (Manmade Disasters) HBFOR in preparations with Bounary Players HBFOR Frame Work

Figure-3: Role of Human Behavioural Responses, their significance in managing disaster

scenario and how these responses regulate the same

TRAINING NEEDS & CHALLENGES

120%
100%
80%
60%
40%
20%
0%

Figure-3: Suggested Training Needs for Preparing the UOOGI Human Resources for against a
likely Disaster
9. CONCLUSION
Upstream Onshore Oil and Gas Industry (UOOGI) is a major source of energy, drives the power
of engines for running the industries across the globe and also supports the domestic consumption
of natural gas for cooking/heating etc of very huge population in addition to running all sorts of
vehicles etc. More than 72% production of the crude oil and natural gas is produced from
upstream onshore fields across the world. Indian Upstream OGI operations are predominantly
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executed by Government of India Companies or Public Sector Undertaking (PSU); ONGC & Oil
India Limited. OGI operations are highly prone to disasters, dealings in hazardous substances,
heavy machines, complex technology and large manpower oriented operations where human
error / failure or non-compliance to safety guidelines or a combination of all make an ideal recipe
for disaster leading to loss of life, property, production losses, precious infrastructure, cost of
various compensations as well huge organisational reputation.
The human resources have their inherent backgrounds, upbringings and culture which
interplay in evolving their behavioural matrices and shows up in an emergency or challenging
situations of a crisis or disaster. There is a requirement to infuse a standard behavioural approach
and practices amongst all the manpower (including boundary players) involved with the highly
hazardous and risk prone OGI processes with a view to inflict nil or minimum losses on human
life and property / infrastructure if disaster of any kind strikes an UOOGI establishment. Human
Behaviour Facet (HBF) plays vital role in regulating the organisational response (OR). HBF-OR,
thus emerges as an important aspect and needs focused approach across industry for ensuring
prevention of OGI disaster in upstream onshore fields, needs attention by all involved parties not
to pay more emphasis on extraction of natural resource and revenue generation with least
attention towards behavioural perspectives of integral manpower, management of boundary
players, concern for the environment and ecology and compliances to safety mandates.
9.1. Characteristics of UOOGI
1) UOOGI scenario constitutes two major acts exploration and production (E&P) extracting
the crude oil and gas from the reservoirs below the surface of the earth at onshore and offshore
sites.
2) Upstream segment is an integrated ecosystem of human, technical and technological
entities, controlled and managed through human interface, act of error, omission or commission
are the human behavioural responses lead to disaster of unforeseen proportions causing human
fatalities, damage to infrastructure, machines, materials, property, ecology & environment and
the production losses.
3) The primary causal factors triggering an UOOGI disaster are the inadequacies on the
process compliances; attitudinal approach, poor safety compliances, non-adherence to protocols,
are the human behavioural facets response in addition to failures of machines and equipment due
to aging and obsolete technology.
9.2. Challenges: Indian UOOGI: The regional considerations often dictate the functioning
of UOOGI operations through their direct or indirect interventions within OGI organisations and
affect the organisational responses. The unique feature are highlighted as follows:-
1) North Eastern (Assam, Tripura, Meghalaya, Nagaland, Arunachal Pradesh, Mizoram)-
the region is affected by the remoteness of area, humble and rural population, area lacks smooth
connectivity, threat of insurgency and trans-border militancy looms large over the OGI upstream
operations
2) Western Region (includes states of Gujarat, Maharashtra) - is a well-developed and highly
industrialised territory interspersed with urbanised population and the area is having great
connectivity affording speedy travels across territory with smart population

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3) The Southern region is again affected by the isolation, rural population, high literacy and good
connectivity.
The factors stated above impact the behavioural responses of the boundary players on the
occurrence of a disaster in an upstream onshore site and the same is governed by the intensities
of imminent threat from the disaster. (Leach 1994) highlighted the aspect of clinically abnormal
behaviour affecting organisational responses during a disaster.
The history of oil and gas industry (OGI) goes along the history of modern world. (Adam
2019) views OGI is a highly disaster prone industry having a mix of complex technology, heavy
machines / equipment’s, inflammable substances, products and manpower based eco-system and
works in three prominent sectors; Upstream, Midstream and Downstream both on land ( Onshore)
and on seas or oceans (Offshore).
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