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. 2023 Jun 28;11:100090. doi: 10.1016/j.upstre.2023.100090

Table 1.

The Table describing hotspots with their pre-pandemic and post-pandemic situation along with applicable resilience strategies.

Sr.No. Hotspots Pre-COVID-19 Situation During-COVID-19 Situation Resilience Strategies
1 Seismic Survey Seismic surveys were carried out as planned to explore oil/gas reserves. Delay in seismic survey activities due to work restrictions. Not much impacted as this is not a continuous process. Technology upgrade
2 Mobilization of machinery to site Mobilization was done as required during the routine operations. Mobilization is affected due to reduced working and transportation restrictions.
  • 1.

    Collaboration with other facilities.

  • 2.

    Agility in terms of related operations and partnerships.
3 Production Production was done according to demand and import, as there was no significant variation.
  • 1.

    Production rate is reduced in response to the plunge in demand Still, the production can only be reduced to a minimum level.

  • 2.

    Import levels have gone up due to all-time low oil/gas prices
  • 1.

    Supply chain visibility (Use of SCADA/DELFI).

  • 2.

    Information Sharing.

  • 3.

    Restructuring of Supply Chain in terms of the number of units and locations.
4 Storage Storage management was better. The demand and production both were well aligned.
  • 1.

    The oil and gas storages have piled up as production cannot be reduced below a certain level while responding to a drastic drop in demand.

  • 2.

    The import has also added up to the storage problem.
  • 1.

    Strategic storage usage

  • 2.

    Pipelines can be used as temporary storages.

  • 3.

    Warehouse management.

  • 4.

    Restructuring of Supply Chain in terms of the number of units and locations.

  • 5.

    Supply chain visibility.
5 Transportation Transportation was evenly reliant on all modes based on region and requirements.
  • 1.

    The low availability of workers and the country-wide lockdown has affected modes of transportation. Pipeline transportation is the least affected.
  • 1.

    Pipelines can be used as temporary storages.

  • 2.

    Supply chain restructuring by employing multimode transportation.

  • 3.

    Flexibility in terms of readiness and disruption sensing ability.
6 Demand The fluctuations in demand were due to seasonal requirements. Demand has seen a sharp decline. Due to declined demand, production is piling up the storage. If demand surges/plunges:
  • 1.

    Production flexibility.

  • 2.

    Supply chain Agility.

  • 3.

    Supply chain visibility

  • 4.

    Use of Strategic stock
7 Imports Imports were done considering the demand and production of the platforms driven by RPR. Imports are rising to fulfil the surge in future demand and to take benefit of reduced oil/gas prices, which poses a threat of storage crisis.
  • 1.

    Supply chain restructuring according to production, import, and demand.

  • 2.

    Affordability and Accessibility.
8 Workforce
  • 1.

    Workers worked on offshore facilities for a cycle of 14 days.

  • 2.

    The working staff used to work in shifts and prescribed numbers, so workers had a balanced workload.
  • 1.

    Working cycle is around 45 days with increased salary having irregular working time.

  • 2.

    Increased working hours have affected productivity.

  • 3.

    Due to reduced staffing, maintenance operations are experiencing a setback.

  • 4.

    The pandemic has forced operators to reduce staffing to the minimum safe level.
  • 1.

    Redundant workforce

  • 2.

    Multiskilled workforce

  • 3.

    Collaboration

  • 4.

    Information Sharing (Risk and related knowledge sharing)

  • 5.

    Adaptive capability

  • 6.

    Development of Risk Management culture.
9 Maintenance Operations Maintenance and safety operations were carried out periodically. Reduced workforce and increased workload have made routine inspections less productive. Lack of regular maintenance operations may result in serious accidents
(leakages, blasts).
  • 1.

    Proper Tracking and monitoring of various processes using SCADA.

  • 2.

    Redundant workforce

  • 3.

    Information sharing

  • 4.

    Collaborative inspection.

  • 5.

    Development of Risk Management culture.
10 Economy Demand was compatible with production, also the revenue generated was better. The revenue reduced drastically due to a decrease in sales. The expenditure has increased due to the imposed restrictions in the working pattern.
  • 1.

    Assortment planning

  • 2.

    Dynamic pricing

  • 3.

    Substitute penetration in the market at the right time.
11 Flaring leading to GHG Emissions Flaring was under the prescribed limits of the environmental norms. Flaring has increased to get rid of excess production and to prevent accumulation in pipelines and terminals [37]. Technology Upgrade for reducing GHG emission
12 Social Contribution CSR activities were better as industry consistently achieved significant profits. Social contributions/investments have reduced as PAT for the oil/gas industries has gone down due to a fall in sales. Flexibility in Government guidelines