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Managing the logistics of continual change: travel and the new normal for Marine and Energy businesses

Planning and managing travel to offshore locations is complex under normal circumstances. Moving the right highly-specialist people to the right crew rotation port or heliport takes logistics professionals with a military-style approach to scenario planning.

Add a global pandemic and an almost worldwide shut-down of international air travel to the equation, and circumstances are acutely compounded. In most cases, workers in the marine and energy sectors are essential. Their safe operation of vessels and rigs ensures lights stay on, and that nations around the world receive the cargo and goods they need. 

ATPI's Gary Pearce shares his perspective on 'keeping the lights on' when it comes to mission critical travel during COVID-19.

"Keeping the marine and energy sector moving is not an optional operation. Global commerce has to continue. As the spread of COVID-19 has forced much of the world into lockdown, and international borders to close, there are momentous challenges being overcome every day to ensure that essential workers in the sector can get where they need to, and safely".

Gary Pearce, chief commercial officer ATPI Marine and Energy.

Content of this whitepaper

  1. Immediate impact: It’s fair to say that the speed at which lockdowns happened around the world – with varying degrees of severity – took most organisations, and governments, by surprise.
  2. Detail and delivery: The finer details are absolutely crucial. Not only do we have to plan how to get a crew safely to their required location, and meet social distancing and quarantine restrictions of the nations where they are travelling, we also have to ensure we keep everyone who comes into contact with them safe too.
  3. Lockdown logistics: Lockdown restrictions around the world vary. From some destinations where restaurants are open at reduced capacity, to those where leaving home is not permitted outside of a medical emergency.
  4. Protocols and processes: To keep crew safe, most marine and energy companies implemented their own quarantine and coronavirus testing procedures ahead of global lockdown.
  5. Competitors cooperating: Competitor marine and energy organisations have people needing to travel to and from many of the same destinations worldwide.
  6. Continuous change: It goes without saying that responding to a global lockdown situation is not without significant challenges for any business that requires extensive international travel for its operations to work.
  7. New normals: There is no rulebook or past experience on the same scale of COVID-19 to apply to modelling how travel in the marine and energy sector might look for the long term.

 

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