Tài liệu Emergency Management Guide for Business and Industry pdf

...5 What Is Emergency Management?...6 Making the “Case” for Emergency Management ...6 SECTION 1: 4 STEPS IN THE PLANNING PROCESS STEP 1 - ESTABLISH A PLANNING TEAM Form the Team ...9 Es

A STEP-BY-STEP APPROACH TO EMERGENCY PLANNING,

RESPONSE AND RECOVERY FOR COMPANIES OF ALL SIZES

Sponsored by a Public-Private Partnership with the Federal Emergency Management Agency

Special thanks to the following organizations for supporting the development, promotion and

distribution of the Emergency Management Guide for Business & Industry:

American Red CrossAmerican Insurance AssociationBuilding Owners and Managers Association International

Chemical Manufacturers Association

Fertilizer InstituteNational Association of ManufacturersNational Commercial Builders Council

of the National Association of Home BuildersNational Coordinating Council on Emergency ManagementNational Emergency Management AssociationNational Industrial Council — State Associations GroupNew Jersey Business & Industry Association

Pacific BellPennsylvania Emergency Management Agency

E M E R G E N C Y M A N A G E M E N T G U I D E F O R

The Emergency Management Guide for Business & Industry was produced by the Federal Emergency Management Agency (FEMA) and supported by a number of private companies and associations representing business and industry.

The approaches described in this guide are recommendations, not regulations There are no reporting requirements, nor will following these principles ensure compliance with any Federal, State or local codes or regulations that may apply to your facility

FEMA is not a regulatory agency Specific regulatory issues should be addressed with the appropriate agencies such as the Occupational Safety and Health Administration (OSHA) and the Environmental Protection Agency (EPA).

Prepared under FEMA Contract EMW-90-C-3348 by:

Thomas WahleOgilvy Adams & RinehartWashington, D.C

(202) 452-9419

Gregg BeattyRoy F Weston, Inc

Rockville, Maryland(301) 646-6855

About This Guide 5

What Is an Emergency? 5

What Is Emergency Management? 6

Making the “Case” for Emergency Management 6

SECTION 1: 4 STEPS IN THE PLANNING PROCESS STEP 1 - ESTABLISH A PLANNING TEAM Form the Team 9

Establish Authority 10

Issue a Mission Statement 10

Establish a Schedule and Budget 10

STEP 2 - ANALYZE CAPABILITIES AND HAZARDS Where Do You Stand Right Now? 11

Review Internal Plans and Policies 11

Meet with Outside Groups 11

Identify Codes and Regulations 12

Identify Critical Products, Services and Operations 12

Identify Internal Resources and Capabilities 12

Identify External Resources 13

Do an Insurance Review 13

Conduct a Vulnerability Analysis 14

List Potential Emergencies 14

Estimate Probability 15

Assess the Potential Human Impact 15

Assess the Potential Property Impact 15

Assess the Potential Business Impact 16

Assess Internal and External Resources 16

Add the Columns 16

T A B L E O F C O N T E N T S

STEP 3 - DEVELOP THE PLAN

Plan Components 17

Executive Summary 17

Emergency Management Elements 17

Emergency Response Procedures 18

Support Documents 18

The Development Process 19

Identify Challenges and Prioritize Activities 19

Write the Plan 19

Establish a Training Schedule 19

Continue to Coordinate with Outside Organizations 19

Maintain Contact with other Corporate Offices 20

Review, Conduct Training and Revise 20

Seek Final Approval 20

Distribute the Plan 20

STEP 4 - IMPLEMENT THE PLAN Integrate the Plan into Company Operations 21

Conduct Training 22

Planning Considerations 22

Training Activities 22

Employee Training 23

Evaluate and Modify the Plan 24

SECTION 2: EMERGENCY MANAGEMENT CONSIDERATIONS Direction and Control 27

Emergency Management Group (EMG) 27

Incident Command System (ICS) 28

Emergency Operations Center (EOC) 28

Planning Considerations 29

Security 29

Coordination of Outside Response 29

Contingency Planning 31

Emergency Communications 31

Family Communications 32

Notification 32

Warning 32

Life Safety 33

Evacuation Planning 33

Evacuation Routes and Exits 33

Assembly Areas and Accountability 34

Shelter 34

Training and Information 34

Family Preparedness 34

Property Protection 35

Planning Considerations 35

Protection Systems 35

Mitigation 35

Facility Shutdown 36

Records Preservation 37

Community Outreach 39

Involving the Community 39

Mutual Aid Agreements 39

Community Service 40

Public Information 40

Media Relations 41

Recovery and Restoration 43

Planning Considerations 43

Continuity of Management 43

Insurance 44

Employee Support 44

Resuming Operations 45

Administration and Logistics 47

Administrative Actions 47

SECTION 3: HAZARD-SPECIFIC INFORMATION

Fire 51

Hazardous Materials Incidents 53

Floods and Flash floods 55

Hurricanes 57

Tornadoes 59

Severe Winter Storms 61

Earthquakes 63

Technological Emergencies 65

SECTION 4: INFORMATION SOURCES Additional Readings from FEMA 69

Ready-to-Print Brochures 71

Emergency Management Offices 73

APPENDIX

Vulnerability Analysis Chart

Training Drills and Exercises Chart

INTRODUCTION A hurricane blasts through South Florida causing

more than $25 billion in damages.

A fire at a food processing plant results in 25 deaths, a company out of

business and a small town devastated

A bombing in the World Trade Center results in six deaths, hundreds of injuries

and the evacuation of 40,000 people.

A blizzard shuts down much of the East Coast for days More than 150 lives are

lost and millions of dollars in damages incurred.

INTRODUCTION

Every year emergencies take

their toll on business and industry

— in lives and dollars But

some-thing can be done Business and

industry can limit injuries and

damages and return more quickly

to normal operations if they plan

ahead

About This Guide

This guide provides

step-by-step advice on how to create and

maintain a comprehensive

emer-gency management program It

can be used by manufacturers,

cor-porate offices, retailers, utilities or

any organization where a sizable

number of people work or gather

Whether you operate from a

high-rise building or an industrial

complex; whether you own, rent

or lease your property; whether

you are a large or small company;

the concepts in this guide will

apply

To begin, you need not have

in-depth knowledge of emergency

management What you need is

the authority to create a plan and

a commitment from the chief

executive officer to make

emer-gency management part of your

corporate culture

The guide is organized as follows:

Section 1: 4 Steps in the Planning Process — how to form a

planning team; how to conduct avulnerability analysis; how todevelop a plan; and how to imple-ment the plan The informationcan be applied to virtually any type

Section 3: Hazard-Specific Information — technical informa-

tion about specific hazards yourfacility may face

Section 4: Information Sources

— where to turn for additionalinformation

What Is an Emergency?

An emergency is any planned event that can causedeaths or significant injuries toemployees, customers or the public; or that can shut down yourbusiness, disrupt operations, causephysical or environmental damage, or threaten the facility’s

un-Obviously, numerous events can

be “emergencies,” including:

• Fire

• Hazardous materials incident

• Flood or flash flood

it lends itself to a preconceivednotion of a large-scale event, usu-ally a “natural disaster.” In fact,each event must be addressedwithin the context of the impact ithas on the company and the com-munity What might constitute anuisance to a large industrial facil-ity could be a “disaster” to a smallbusiness

What Is EmergencyManagement?

Emergency management is theprocess of preparing for, mitigat-ing, responding to and recoveringfrom an emergency

Emergency management is adynamic process Planning,though critical, is not the onlycomponent Training, conductingdrills, testing equipment and coor-dinating activities with the com-munity are other important func-tions

Making the “Case” for Emergency

Management

To be successful, emergency management requires upper management support The chiefexecutive sets the tone by autho-rizing planning to take place anddirecting senior management toget involved

When presenting the “case” foremergency management, avoiddwelling on the negative effects

of an emergency (e.g., deaths,fines, criminal prosecution) andemphasize the positive aspects ofpreparedness For example:

• It helps companies fulfill theirmoral responsibility to protectemployees, the community andthe environment

• It facilitates compliance withregulatory requirements ofFederal, State and local agencies

• It enhances a company’s ability

to recover from financial losses,regulatory fines, loss of marketshare, damages to equipment

or products or business tion

interrup-• It reduces exposure to civil orcriminal liability in the event of

an incident

• It enhances a company’s imageand credibility with employees,customers, suppliers and thecommunity

• It may reduce your insurancepremiums

PAGE 6

Here’s one example of a planning team.

Form the Team

The size of the planning team

will depend on the facility’s

opera-tions, requirements and resources

Usually involving a group of

people is best because:

• It encourages participation and

gets more people invested in

the process

• It increases the amount of time

and energy participants are able

to give

• It enhances the visibility and

stature of the planning process

• It provides for a broad

perspec-tive on the issues

Determine who can be an

active member and who can serve

in an advisory capacity In most

cases, one or two people will be

doing the bulk of the work At

the very least, you should obtain

input from all functional areas

• Engineering and maintenance

• Safety, health and

Their job descriptions couldalso reflect this assignment

ESTABLISH A PLANNING TEAM There must be an individual

or group in charge of developing the emergency management plan The

follow-ing is guidance for makfollow-ing the appointment.

ESTABLISH

A PLANNING TEAM

PAGE 9

S T E P 1

MANAGEMENT & PERSONNEL

Line Management Labor Representative Human Resources

SUPPORT SERVICES

Engineering Legal Purchasing/Contracts Finance Maintenance Computer Data Maintenance

EMERGENCY RESPONSE

Safety & Health Medical Security Environmental Affairs

COMMUNICATIONS

Public Relations Public Information Officer

Establish a Scheduleand Budget

Establish a work schedule andplanning deadlines Timelinescan be modified as prioritiesbecome more clearly defined.Develop an initial budget forsuch things as research, printing,seminars, consulting services andother expenses that may be neces-sary during the developmentprocess

Establish AuthorityDemonstrate management’scommitment and promote anatmosphere of cooperation by

“authorizing” the planning group

to take the steps necessary todevelop a plan The group should

be led by the chief executive orthe plant manager

Establish a clear line of

authori-ty between group members andthe group leader, though not sorigid as to prevent the free flow ofideas

Issue a MissionStatementHave the chief executive orplant manager issue a missionstatement to demonstrate thecompany’s commitment to emer-gency management The state-ment should:

• Define the purpose of the planand indicate that it will involvethe entire organization

• Define the authority and ture of the planning group

struc-Review Internal Plans

and Policies

Documents to look for include:

• Evacuation plan

• Fire protection plan

• Safety and health program

• Hazardous materials plan

• Process safety assessment

• Risk management plan

• Capital improvement program

• Mutual aid agreements

Meet with OutsideGroups

Meet with government cies, community organizations andutilities Ask about potentialemergencies and about plans andavailable resources for responding

agen-to them Sources of informationinclude:

• Community emergency management office

• Mayor or CommunityAdministrator’s office

• Local Emergency PlanningCommittee (LEPC)

• Fire Department

• Police Department

• Emergency Medical Servicesorganizations

• American Red Cross

• National Weather Service

• Public Works Department

• Planning Commission

• Telephone companies

• Electric utilities

• Neighboring businesses

entails gathering information about current capabilities and about possible

hazards and emergencies, and then conducting a vulnerability analysis to

determine the facility’s capabilities for handling emergencies.

S T E P 2

ANALYZE CAPABILITIES AND HAZARDS

PAGE 11

WHERE DO YOU STAND RIGHT NOW?

While researching potential gencies, one facility discovered that

emer-a demer-am — 50 miles emer-awemer-ay — posed emer-athreat to its community The facili-

ty was able to plan accordingly

Identify InternalResources andCapabilitiesResources and capabilities thatcould be needed in an emergencyinclude:

• Personnel — fire brigade, ardous materials response team,emergency medical services,security, emergency manage-ment group, evacuation team,public information officer

haz-• Equipment — fire protectionand suppression equipment,communications equipment,first aid supplies, emergencysupplies, warning systems,emergency power equipment,decontamination equipment

• Facilities — emergency ing center, media briefing area,shelter areas, first-aid stations,sanitation facilities

operat-• Organizational capabilities —training, evacuation plan,employee support system

• Backup systems — ments with other facilities toprovide for:

arrange-◆Payroll

◆Communications

◆Production

◆Customer services

◆Shipping and receiving

◆Information systems support

• Occupational safety and healthregulations

• Company products and servicesand the facilities and equip-ment needed to produce them

• Products and services provided

by suppliers, especially solesource vendors

• Lifeline services such as cal power, water, sewer, gas,telecommunications and trans-portation

electri-• Operations, equipment andpersonnel vital to the contin-ued functioning of the facility

One way to increase response

capabilities is to identify employee

skills (medical, engineering,

communications, foreign

lan-guage) that might be needed in an

emergency

Identify External

Resources

There are many external

resources that could be needed in

an emergency In some cases,

for-mal agreements may be necessary

to define the facility’s relationship

with the following:

• Local emergency management

• Local and State police

• Community service

Meet with insurance carriers toreview all policies (See Section 2:

Recovery and Restoration.)

CONDUCT A VULNERABILITY ANALYSIS

• Geographic — What can

hap-pen as a result of the facility’slocation? Keep in mind:

◆Proximity to flood plains, seismic faults and dams

◆Proximity to companies thatproduce, store, use or trans-port hazardous materials

◆Proximity to major portation routes and airports

trans-◆Proximity to nuclear powerplants

•Technological — What could

result from a process or systemfailure? Possibilities include:

◆Fire, explosion, hazardousmaterials incident

◆Safety system failure

◆Telecommunications failure

◆Computer system failure

◆Power failure

◆Heating/cooling system failure

◆Emergency notification system failure

• Human Error — What

emer-gencies can be caused byemployee error? Are employeestrained to work safely? Do theyknow what to do in an emer-gency?

Human error is the singlelargest cause of workplaceemergencies and can resultfrom:

in the appendix section to guidethe process, which entails assign-ing probabilities, estimatingimpact and assessing resources,using a numerical system Thelower the score the better

List PotentialEmergencies

In the first column of the chart,list all emergencies that couldaffect your facility, including thoseidentified by your local emergencymanagement office Considerboth:

• Emergencies that could occurwithin your facility

• Emergencies that could occur

in your communityBelow are some other factors toconsider

• Historical — What types of

emergencies have occurred inthe community, at this facilityand at other facilities in thearea?

• Physical — What types of

emergencies could result from

the design or construction of

the facility? Does the physical

facility enhance safety?

◆Evacuation routes and exits

◆Proximity of shelter areas

• Regulatory — What

emergen-cies or hazards are you regulated

to deal with?

Analyze each potential

emer-gency from beginning to end

Consider what could happen as a

result of:

◆Prohibited access to the

facility

◆Loss of electric power

◆Communication lines down

◆Ruptured gas mains

Use a simple scale of 1 to 5 with

1 as the lowest probability and 5 asthe highest

Assess the PotentialHuman Impact

Analyze the potential humanimpact of each emergency — thepossibility of death or injury

Assign a rating in the HumanImpact column of the

Vulnerability Analysis Chart Use

a 1 to 5 scale with 1 as the lowestimpact and 5 as the highest

Assess the PotentialProperty ImpactConsider the potential propertyfor losses and damages Again,assign a rating in the PropertyImpact column, 1 being the lowest impact and 5 being thehighest Consider:

be as catastrophic to the business

as a computer system failure The planning group discoveredthat bank employees did not knowhow to use fire extinguishers, andthat the bank lacked any kind ofevacuation or emergency responsesystem

A full-page chart is located in the Appendix

If the answers are yes, move on

to the next assessment If theanswers are no, identify what can

be done to correct the problem.For example, you may need to:

• Develop additional emergencyprocedures

• Conduct additional training

• Acquire additional equipment

• Establish mutual aid ments

agree-• Establish agreements with specialized contractors

Add the ColumnsTotal the scores for each emer-gency The lower the score thebetter While this is a subjectiverating, the comparisons will helpdetermine planning and resourcepriorities — the subject of thepages to follow

Assess the PotentialBusiness ImpactConsider the potential loss ofmarket share Assign a rating inthe Business Impact column

Again, 1 is the lowest impact and

5 is the highest Assess theimpact of:

• Imposition of fines and penalties or legal costs

• Interruption of critical supplies

• Interruption of product distribution

Assess Internal andExternal ResourcesNext assess your resources andability to respond Assign a score

to your Internal Resources andExternal Resources The lowerthe score the better

To help you do this, considereach potential emergency frombeginning to end and eachresource that would be needed torespond For each emergency askthese questions:

• Do we have the neededresources and capabilities torespond?

• Will external resources be able

to respond to us for this gency as quickly as we mayneed them, or will they haveother priority areas to serve?

emer-When assessing resources,

remem-ber that community emergency

workers — police, paramedics,

fire-fighters — will focus their response

where the need is greatest Or they

may be victims themselves and

be unable to respond immediately

That means response to your

facili-ty may be delayed

Your plan should include the

following basic components

Executive Summary

The executive summary gives

management a brief overview of:

• The purpose of the plan

• The facility’s emergency

• Direction and control

• Communications

• Life safety

• Property protection

• Community outreach

• Recovery and restoration

• Administration and logisticsThese elements, which aredescribed in detail in Section 2, arethe foundation for the emergencyprocedures that your facility willfollow to protect personnel andequipment and resume operations

DEVELOP THE PLAN You are now ready to develop an emergency

management plan This section describes how.

S T E P 3

DEVELOP THE PLAN

PAGE 17

PLAN COMPONENTS

Support DocumentsDocuments that could be needed in an emergency include:

• Emergency call lists — lists

(wallet size if possible) of allpersons on and off site whowould be involved in respond-ing to an emergency, theirresponsibilities and their 24-hour telephone numbers

• Building and site maps that

(includ-◆High-value items

• Resource lists — lists of major

resources (equipment, supplies,services) that could be needed

in an emergency; mutual aidagreements with other compa-nies and government agencies

Emergency ResponseProcedures

The procedures spell out howthe facility will respond to emer-gencies Whenever possible,develop them as a series of check-lists that can be quickly accessed

by senior management, ment heads, response personneland employees

depart-Determine what actions would

be necessary to:

• Assess the situation

• Protect employees, customers,visitors, equipment, vitalrecords and other assets, partic-ularly during the first three days

• Get the business back up andrunning

Specific procedures might beneeded for any number of situa-tions such as bomb threats or tor-nadoes, and for such functions as :

• Warning employees and customers

• Communicating with personneland community responders

• Conducting an evacuation andaccounting for all persons inthe facility

• Managing response activities

• Activating and operating anemergency operations center

• Fighting fires

• Shutting down operations

• Protecting vital records

■ Procedures for employees who

perform or shut down critical

oper-ations before an evacuation

■ Procedures to account for all

employees, visitors and contractors

after an evacuation is completed

■ Rescue and medical duties for

assigned employees

■ Procedures for reporting

emer-gencies

■ Names of persons or

depart-ments to be contacted for

informa-tion regarding the plan

In an emergency, all personnel

should know: 1 What is my role?

2 Where should I go?

The following is guidance for

developing the plan

Identify Challenges

and Prioritize

Activities

Determine specific goals and

milestones Make a list of tasks to

be performed, by whom and when

Determine how you will address

the problem areas and resource

shortfalls that were identified in

the vulnerability analysis

Write the Plan

Assign each member of the

planning group a section to write

Determine the most appropriate

format for each section

Establish an aggressive timeline

with specific goals Provide

enough time for completion of

work, but not so much as to allow

assignments to linger Establish a

Have one person or departmentresponsible for developing a train-ing schedule for your facility Forspecific ideas about training, refer

to Step 4

Coordinate withOutside OrganizationsMeet periodically with localgovernment agencies and commu-nity organizations Inform appro-priate government agencies thatyou are creating an emergencymanagement plan While theirofficial approval may not berequired, they will likely havevaluable insights and information

to offer

Determine State and localrequirements for reporting emer-gencies, and incorporate theminto your procedures

Determine protocols for ing control of a response over tooutside agencies Some detailsthat may need to be worked outare:

turn-• Which gate or entrance willresponding units use?

• Where and to whom will theyreport?

• How will they be identified?

• How will facility personnelcommunicate with outsideresponders?

• Who will be in charge ofresponse activities?

Determine what kind of fication authorities will require toallow your key personnel into yourfacility during an emergency

identi-PAGE 19

THE DEVELOPMENT PROCESS

Your emergency planning ties may be influenced by govern-ment regulation To remain incompliance you may be required

priori-to address specific emergencymanagement functions that mightotherwise be a lower priorityactivity for that given year

Determine the needs of disabledpersons and non-English-speakingpersonnel For example, a blindemployee could be assigned apartner in case an evacuation isnecessary

The Americans with DisabilitiesAct (ADA) defines a disabledperson as anyone who has a physi-cal or mental impairment thatsubstantially limits one or moremajor life activities, such as see-ing, hearing, walking, breathing,performing manual tasks, learn-ing, caring for oneself or working

Seek Final ApprovalArrange a briefing for the chiefexecutive officer and senior man-agement and obtain writtenapproval.

Distribute the PlanPlace the final plan in three-ring binders and number all copiesand pages Each individual whoreceives a copy should be required

to sign for it and be responsible forposting subsequent changes Determine which sections ofthe plan would be appropriate toshow to government agencies(some sections may refer to corpo-rate secrets or include private list-ings of names, telephone numbers

or radio frequencies)

Distribute the final plan to:

• Chief executive and seniormanagers

• Key members of the company’semergency response organiza-tion

• Company headquarters

• Community emergencyresponse agencies (appropriatesections)

Have key personnel keep acopy of the plan in their homes.Inform employees about theplan and training schedule

Maintain Contact withOther Corporate

OfficesCommunicate with otheroffices and divisions in your com-pany to learn:

• Their emergency notificationrequirements

• The conditions where mutualassistance would be necessary

• How offices will support eachother in an emergency

• Names, telephone numbers andpager numbers of key personnelIncorporate this informationinto your procedures

Review, ConductTraining and ReviseDistribute the first draft togroup members for review Revise

as needed

For a second review, conduct atabletop exercise with manage-ment and personnel who have akey emergency managementresponsibility In a conferenceroom setting, describe an emer-gency scenario and have partici-pants discuss their responsibilitiesand how they would react to thesituation Based on this discus-sion, identify areas of confusionand overlap, and modify the planaccordingly

Consolidate emergency plans for

better coordination Stand-alone

plans, such as a Spill Prevention

Control and Countermeasures

(SPCC) plan, fire protection plan

or safety and health plan, should

be incorporated into one

compre-hensive plan

Emergency planning must

become part of the corporate

culture

Look for opportunities to build

awareness; to educate and train

personnel; to test procedures; to

involve all levels of management,

all departments and the

communi-ty in the planning process; and to

make emergency management

part of what personnel do on a

day-to-day basis

Test how completely the plan

has been integrated by asking:

• How well does senior

manage-ment support the

responsibili-ties outlined in the plan?

• Have emergency planning

con-cepts been fully incorporated

into the facility’s accounting,

personnel and financial

proce-dures?

• How can the facility’s processes

for evaluating employees and

defining job classifications

bet-ter address emergency

manage-ment responsibilities?

• Are there opportunities for tributing emergency prepared-ness information through cor-porate newsletters, employeemanuals or employee mailings?

dis-• What kinds of safety posters orother visible reminders would

orga-IMPLEMENT THE PLAN Implementation means more than simply

exercising the plan during an emergency It means acting on recommendations

made during the vulnerability analysis, integrating the plan into company

oper-ations, training employees and evaluating the plan.

S T E P 4

IMPLEMENT THE PLAN

PAGE 21

INTEGRATE THE PLAN INTO COMPANY OPERATIONS

Training ActivitiesTraining can take many forms:

• Orientation and Education Sessions — These are regularly

scheduled discussion sessions toprovide information, answerquestions and identify needsand concerns

• Tabletop Exercise — Members

of the emergency managementgroup meet in a conferenceroom setting to discuss theirresponsibilities and how theywould react to emergency sce-narios This is a cost-effectiveand efficient way to identifyareas of overlap and confusionbefore conducting moredemanding training activities

• Walk-through Drill — The

emergency management groupand response teams actuallyperform their emergencyresponse functions This activ-ity generally involves morepeople and is more thoroughthan a tabletop exercise

• Functional Drills — These

drills test specific functionssuch as medical response, emer-gency notifications, warningand communications proce-dures and equipment, thoughnot necessarily at the sametime Personnel are asked toevaluate the systems and iden-tify problem areas

Everyone who works at or visitsthe facility requires some form oftraining This could include peri-odic employee discussion sessions

to review procedures, technicaltraining in equipment use foremergency responders, evacuationdrills and full-scale exercises

Below are basic considerations fordeveloping a training plan

PlanningConsiderationsAssign responsibility for devel-oping a training plan Considerthe training and informationneeds for employees, contractors,visitors, managers and those with

an emergency response role tified in the plan

iden-Determine for a 12 month period:

• Who will be trained

• Who will do the training

• What training activities will beused

• When and where each sessionwill take place

• How the session will be ated and documented

evalu-Use the Training Drills andExercises Chart in the appendixsection to schedule training activ-ities or create one of your own

Consider how to involve munity responders in trainingactivities

com-Conduct reviews after eachtraining activity Involve bothpersonnel and community respon-ders in the evaluation process

CONDUCT TRAINING

• Evacuation Drill — Personnel

walk the evacuation route to a

designated area where

proce-dures for accounting for all

per-sonnel are tested Participants

are asked to make notes as they

go along of what might become

a hazard during an emergency,

e.g., stairways cluttered with

debris, smoke in the hallways

Plans are modified accordingly

• Full-scale Exercise — A

real-life emergency situation is

simulated as closely as possible

This exercise involves company

emergency response personnel,

employees, management and

community response organizations

Employee TrainingGeneral training for all employ-ees should address:

• Individual roles and bilities

responsi-• Information about threats, hazards and protective actions

• Notification, warning and munications procedures

com-• Means for locating familymembers in an emergency

• Emergency response procedures

• Evacuation, shelter andaccountability procedures

• Location and use of commonemergency equipment

• Emergency shutdown procedures

The scenarios developed duringthe vulnerability analysis canserve as the basis for trainingevents

OSHA training requirements are

a minimum standard for manyfacilities that have a fire brigade,hazardous materials team, rescueteam or emergency medicalresponse team

A full-page chart is located in the Appendix

In addition to a yearly audit,evaluate and modify the plan atthese times:

• After each training drill orexercise

• After each emergency

• When personnel or theirresponsibilities change

• When the layout or design ofthe facility changes

• When policies or procedureschange

Remember to brief personnel

on changes to the plan

Conduct a formal audit of theentire plan at least once a year

Among the issues to consider are:

• How can you involve all levels

of management in evaluatingand updating the plan?

• Are the problem areas andresource shortfalls identified inthe vulnerability analysis beingsufficiently addressed?

• Does the plan reflect lessonslearned from drills and actualevents?

• Do members of the emergencymanagement group and emer-gency response team under-stand their respective responsi-bilities? Have new membersbeen trained?

• Does the plan reflect changes

in the physical layout of thefacility? Does it reflect newfacility processes?

• Are photographs and otherrecords of facility assets up todate?

• Is the facility attaining its ing objectives?

train-• Have the hazards in the facilitychanged?

• Are the names, titles and phone numbers in the plan current?

tele-• Are steps being taken to porate emergency managementinto other facility processes?

incor-• Have community agencies andorganizations been briefed onthe plan? Are they involved inevaluating the plan?

When siting a new location,

con-duct a hazard analysis of the area

Modify your plan when a new site

becomes operable

EVALUATE AND MODIFY THE PLAN

This section describes the core operational

considera-tions of emergency management They are:

• Direction and Control

• Communications

• Life Safety

• Property Protection

• Community Outreach

• Recovery and Restoration

• Administration and Logistics

EMERGENCY MANAGEMENT CONSIDERATIONS

2

SECTION

DIRECTION AND CONTROL Someone must be in charge in an

emer-gency The system for managing resources, analyzing information and making

decisions in an emergency is called direction and control

The direction and control system described below assumes a facility of

sufficient size Your facility may require a less sophisticated system, though

the principles described here will still apply.

The configuration of your

sys-tem will depend on many factors

Larger industries may have their

own fire team, emergency medical

technicians or hazardous materials

team, while smaller organizations

may need to rely on mutual aid

agreements They may also be

able to consolidate positions or

combine responsibilities Tenants

of office buildings or industrial

parks may be part of an emergency

management program for the

entire facility

Emergency

Management Group

(EMG)

The EMG is the team

responsi-ble for the big picture It controls

all incident-related activities

The Incident Commander (IC)

oversees the technical aspects of

the response

The EMG supports the IC by

allocating resources and by

inter-facing with the community, the

media, outside response

organiza-tions and regulatory agencies

The EMG is headed by theEmergency Director (ED), whoshould be the facility manager

The ED is in command and trol of all aspects of the emer-gency Other EMG membersshould be senior managers whohave the authority to:

con-• Determine the short- and term effects of an emergency

long-• Order the evacuation or shutdown of the facility

• Interface with outside tions and the media

organiza-• Issue press releasesThe relationship between theEMG and the IC is shown inFigure 1

DIRECTION AND CONTROL

Figure 1: Relationship between the EMGand the IC

EMERGENCY MANAGEMENT GROUP (EMG)

EMERGENCY DIRECTOR

INCIDENT COMMANDER

FACILITY MANAGER

AFFECTED AREA UNIT MANAGER/SUPT.

SAFETY OFFICER SECURITY COORDINATOR

SAFETY & HEALTH COORDINATOR ENVIRONMENTAL COORDINATOR MAINTENANCE COORDINATOR HUMAN RESOURCES COORDINATOR PLANNING & LOGISTICS COORDINATOR

EMERGENCY OPERATIONS GROUP (EOG)

➤

➤

OPERATIONS OFFICER

EMERGENCY MEDICAL TECHNICIANS TEAM

FIRE/HAZMAT (FIRE BRIGADE)

PAGE 28

Incident CommandSystem (ICS)

The ICS was developed cally for the fire service, but itsprinciples can be applied to allemergencies The ICS providesfor coordinated response and aclear chain of command and safeoperations

specifi-The Incident Commander (IC)

is responsible for front-line agement of the incident, for tacti-cal planning and execution, fordetermining whether outside assis-tance is needed and for relayingrequests for internal resources oroutside assistance through theEmergency Operations Center(EOC)

man-The IC can be any employee,but a member of managementwith the authority to make deci-sions is usually the best choice

The IC must have the

capabili-ty and authoricapabili-ty to:

• Assume command

• Assess the situation

• Implement the emergencymanagement plan

• Determine response strategies

The EOC serves as a ized management center for emer-gency operations Here, decisionsare made by the EMG based uponinformation provided by the ICand other personnel Regardless

central-of size or process, every facilityshould designate an area wheredecision makers can gather during

an emergency

The EOC should be located in

an area of the facility not likely to

be involved in an incident, haps the security department, themanager’s office, a conferenceroom or the training center Analternate EOC should be designat-

per-ed in the event that the primarylocation is not usable

Each facility must determine itsrequirements for an EOC basedupon the functions to be per-formed and the number of peopleinvolved Ideally, the EOC is adedicated area equipped withcommunications equipment, refer-ence materials, activity logs andall the tools necessary to respondquickly and appropriately to anemergency

EOC Resources:

■ Communications equipment

■ A copy of the emergency

management plan and EOC

procedures

■ Blueprints, maps, status boards

■ A list of EOC personnel and

descriptions of their duties

■Technical information and data

for advising responders

■Building security system

information

■ Information and data

manage-ment capabilities

■ Telephone directories

■ Backup power,

communica-tions and lighting

■ Emergency supplies

In a hazardous materials accident,

an off-site medic was exposed to

the spilled material and required

hospitalization It was determined

that the person was able to enter

the hazardous area unprotected

because no one among a host of

managers and facility responders

was “in charge” at the scene

Considerations

To develop a direction and

control system:

• Define the duties of personnel

with an assigned role Establish

procedures for each position

Prepare checklists for all

proce-dures

• Define procedures and

respon-sibilities for fire fighting,

med-ical and health, and

engineer-ing

• Determine lines of succession

to ensure continuous

leader-ship, authority and

responsibili-ty in key positions

• Determine equipment and

sup-ply needs for each response

function

• At a minimum, assign all

personnel responsibility for:

◆Recognizing and reporting an

Basic security measures include:

• Closing doors or windows

• Establishing temporary barrierswith furniture after people havesafely evacuated

• Dropping containment als (sorbent pads, etc.) in thepath of leaking materials

materi-• Closing file cabinets or deskdrawers

Only trained personnel should

be allowed to perform advancedsecurity measures Access to thefacility, the EOC and the incidentscene should be limited to personsdirectly involved in the response

Coordination ofOutside Response

In some cases, laws, codes, prioragreements or the very nature ofthe emergency require the IC toturn operations over to an outsideresponse organization

When this happens, the cols established between the facili-

proto-ty and outside response tions are implemented The facili-ty’s IC provides the community’s

organiza-IC a complete report on the situation

The facility IC keeps track ofwhich organizations are on-siteand how the response is beingcoordinated This helps increase

Keep detailed logs of actionstaken during an emergency.Describe what happened, deci-sions made and any deviationsfrom policy Log the time foreach event

PAGE 31

FUNCTION

C O M M U N I C AT I O N S Communications are essential to any

business operation A communications failure can be a disaster in itself,

cutting off vital business activities.

Communications are needed to report emergencies, to warn personnel of the

danger, to keep families and off-duty employees informed about what’s

happen-ing at the facility to coordinate response actions and to keep in contact with

customers and suppliers.

Contingency Planning

Plan for all possible

contingen-cies from a temporary or

short-term disruption to a total

commu-nications failure

• Consider the everyday

func-tions performed by your facility

and the communications, both

voice and data, used to support

them

• Consider the business impact if

your communications were

inoperable How would this

impact your emergency

opera-tions?

• Prioritize all facility

communi-cations Determine which

should be restored first in an

emergency

• Establish procedures for

restor-ing communications systems

• Talk to your communications

vendors about their emergency

response capabilities Establish

procedures for restoring services

• Determine needs for backup

communications for each

busi-ness function Options include

messengers, telephones,

portable microwave, amateur

radios, point-to-point private

lines, satellite, high-frequency

radio

EmergencyCommunicationsConsider the functions yourfacility might need to perform in

an emergency and the cations systems needed to supportthem

communi-Consider communicationsbetween:

• The IC and employees

• The EOC and outside responseorganizations

• The EOC and neighboringbusinesses

• The EOC and employees’

families

• The EOC and customers

• The EOC and media

Methods of communicationinclude:

In an emergency, personnel willneed to know whether their fami-lies are okay Taking care of one’sloved ones is always a first priority

Make plans for communicatingwith employees’ families in anemergency

Also, encourage employees to:

• Consider how they would municate with their families incase they are separated fromone another or injured in anemergency

com-• Arrange for an out-of-towncontact for all family members

to call in an emergency

• Designate a place to meet

fami-ly members in case they cannotget home in an emergency

NotificationEstablish procedures foremployees to report an emergency

Inform employees of procedures

Train personnel assigned specificnotification tasks

Post emergency telephone

Maintain an updated list ofaddresses and telephone and pagernumbers of key emergency

response personnel (from withinand outside the facility)

Listen for tornado, hurricaneand other severe weather warningsissued by the National WeatherService

Determine government cies’ notification requirements inadvance Notification must bemade immediately to local gov-ernment agencies when an emer-gency has the potential to affectpublic health and safety

agen-Prepare announcements thatcould be made over public addresssystems

WarningEstablish a system for warningpersonnel of an emergency Thesystem should:

• Be audible or within view by allpeople in the facility

• Have an auxiliary power supply

• Have a distinct and able signal

recogniz-Make plans for warning personswith disabilities For instance, aflashing strobe light can be used

to warn hearing-impaired people.Familiarize personnel with procedures for responding whenthe warning system is activated Establish procedures for warning customers, contractors,visitors and others who may not

be familiar with the facility’swarning system

Test your facility’s warning

Test communications often A

research firm discovered in a drill

that its two-way radio system did

not work, limiting

communica-tions between the Emergency

Operating Center (EOC) and the

Incident Commander (IC) to

a single telephone line The

Emergency Management Group

had failed to provide a backup

radio for the EOC Fortunately,

this was discovered during

training

Test alarm systems monthly One

company conducted its first test of

a sophisticated alarm system 21

years after the system was

installed Rather than alarm bells,

the system played Christmas

music

LIFE SAFETY Protecting the health and safety of everyone in the

facility is the first priority during an emergency.

LIFE SAFETY

PAGE 33

FUNCTION

Evacuation Planning

One common means of

protec-tion is evacuaprotec-tion In the case of

fire, an immediate evacuation to a

predetermined area away from the

facility may be necessary In a

hurricane, evacuation could

involve the entire community and

take place over a period of days

To develop an evacuation

poli-cy and procedure:

• Determine the conditions

under which an evacuation

would be necessary

• Establish a clear chain of

com-mand Identify personnel with

the authority to order an

evacu-ation Designate “evacuation

wardens” to assist others in an

evacuation and to account for

personnel

• Establish specific evacuation

procedures Establish a system

for accounting for personnel

Consider employees’

trans-portation needs for

community-wide evacuations

• Establish procedures for

assist-ing persons with disabilities and

those who do not speak

English

• Post evacuation procedures

• Designate personnel to

contin-ue or shut down critical tions while an evacuation isunderway They must be capa-ble of recognizing when toabandon the operation andevacuate themselves

opera-• Coordinate plans with the localemergency management office

Evacuation Routes andExits

Designate primary and ondary evacuation routes andexits Have them clearly markedand well lit Post signs

sec-Install emergency lighting incase a power outage occurs during

• Clear and unobstructed at alltimes

• Unlikely to expose evacuatingpersonnel to additional hazards Have evacuation routes evalu-ated by someone not in your organization

Consider how you would accessimportant personal informationabout employees (home phone,next-of-kin, medical) in an emer-gency Storing information oncomputer disks or in sealedenvelopes are two options