Emergency Management Guide for Business and … Emergency Management Guide for Business & Industry...

Emergency ManagementGuide for Business and Emergency ManagementGuide for Business and Emergency Management

IndustryA Step-by-Step Approach to Emergency Planning, Response and Recovery for Companies of All Sizes

FEMA 141/October 1993

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 Cross

American Insurance Association

Building Owners and Managers Association International

Chemical Manufacturers Association

Fertilizer Institute

National Association of Manufacturers

National Commercial Builders Councilof the National Association of Home Builders

National Coordinating Council on Emergency Management

National Emergency Management Association

National Industrial Council — State Associations Group

New Jersey Business & Industry Association

Pacific Bell

Pennsylvania Emergency Management Agency

B U S I N E S S && I N D U S T R Y

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 & Rinehart

Washington, D.C.(202) 452-9419

Gregg BeattyRoy F. Weston, Inc.Rockville, Maryland

(301) 646-6855

INTRODUCTION

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? .......................................................................................................................11Review 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 .........................................................................................................................14List 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 .........................................................................................................................................................17Executive Summary ......................................................................................................................................17

Emergency Management Elements...............................................................................................................17

Emergency Response Procedures ..................................................................................................................18

Support Documents ......................................................................................................................................18

The Development Process ......................................................................................................................................19Identify 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 ..........................................................................................................................................................22Planning Considerations...............................................................................................................................22

Training Activities ........................................................................................................................................22

Employee Training ........................................................................................................................................23

Evaluate and Modify the Plan ................................................................................................................................24

SECTION 2: EMERGENCY MANAGEMENT CONSIDERATIONS

Direction and Control ................................................................................................................................................27Emergency Management Group (EMG) ......................................................................................................27

Incident Command System (ICS)................................................................................................................28

Emergency Operations Center (EOC) .........................................................................................................28

Planning Considerations...............................................................................................................................29

Security .........................................................................................................................................................29

Coordination of Outside Response...............................................................................................................29

Communications...........................................................................................................................................................31Contingency Planning ..................................................................................................................................31

Emergency Communications ........................................................................................................................31

Family Communications ...............................................................................................................................32

Notification...................................................................................................................................................32

Warning.........................................................................................................................................................32

Life Safety........................................................................................................................................................................33Evacuation Planning ....................................................................................................................................33

Evacuation Routes and Exits........................................................................................................................33

Assembly Areas and Accountability............................................................................................................34

Shelter ..........................................................................................................................................................34

Training and Information.............................................................................................................................34

Family Preparedness .....................................................................................................................................34

Property Protection ....................................................................................................................................................35Planning Considerations ..............................................................................................................................35

Protection Systems .......................................................................................................................................35

Mitigation.....................................................................................................................................................35

Facility Shutdown.........................................................................................................................................36

Records Preservation ....................................................................................................................................37

Community Outreach .................................................................................................................................................39Involving the Community............................................................................................................................39

Mutual Aid Agreements...............................................................................................................................39

Community Service......................................................................................................................................40

Public Information .......................................................................................................................................40

Media Relations............................................................................................................................................41

Recovery and Restoration ........................................................................................................................................43Planning Considerations ..............................................................................................................................43

Continuity of Management..........................................................................................................................43

Insurance ......................................................................................................................................................44

Employee Support.........................................................................................................................................44

Resuming Operations ...................................................................................................................................45

Administration and Logistics .................................................................................................................................47Administrative Actions................................................................................................................................47

Logistics ........................................................................................................................................................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 causingmore 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 injuriesand the evacuation of 40,000 people.

A blizzard shuts down much of the East Coast for days. More than 150 lives arelost and millions of dollars in damages incurred.

INTRODUCTION

Every year emergencies taketheir toll on business and industry— in lives and dollars. But some-thing can be done. Business andindustry can limit injuries anddamages and return more quicklyto normal operations if they planahead.

About This Guide

This guide provides step-by-step advice on how to create andmaintain a comprehensive emer-gency management program. Itcan be used by manufacturers, cor-porate offices, retailers, utilities orany organization where a sizablenumber of people work or gather.

Whether you operate from ahigh-rise building or an industrialcomplex; whether you own, rentor lease your property; whetheryou are a large or small company;the concepts in this guide willapply.

To begin, you need not havein-depth knowledge of emergencymanagement. What you need isthe authority to create a plan anda commitment from the chiefexecutive officer to make emer-gency management part of yourcorporate culture.

If you already have a plan, usethis guide as a resource to assessand update your plan.

The guide is organized as follows:

Section 1: 4 Steps in thePlanning Process — how to form aplanning team; how to conduct avulnerability analysis; how todevelop a plan; and how to imple-ment the plan. The informationcan be applied to virtually any typeof business or industry.

Section 2: Emergency ManagementConsiderations — how to buildsuch emergency management capabilities as life safety, propertyprotection, communications andcommunity outreach.

Section 3: Hazard-SpecificInformation — 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 un-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’sfinancial standing or public image.

PAGE 5

Obviously, numerous events canbe “emergencies,” including:

• Fire

• Hazardous materials incident

• Flood or flash flood

• Hurricane

• Tornado

• Winter storm

• Earthquake

• Communications failure

• Radiological accident

• Civil disturbance

• Loss of key supplier or customer

• Explosion

The term “disaster” has beenleft out of this document becauseit 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 EmergencyManagement

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 abilityto recover from financial losses,regulatory fines, loss of marketshare, damages to equipment or products or business interrup-tion.

• It reduces exposure to civil orcriminal liability in the event ofan incident.

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

• It may reduce your insurancepremiums.

PAGE 6

STEP 1

Establish a Planning Team

STEP 2

Analyze Capabilities and Hazards

STEP 3

Develop the Plan

STEP 4

Implement the Plan

4 STEPS IN THE PLANNING PROCESS

1SECTION

Here’s one example of a planning team.

Form the Team

The size of the planning teamwill depend on the facility’s opera-tions, requirements and resources.Usually involving a group of people is best because:

• It encourages participation andgets more people invested inthe process.

• It increases the amount of timeand energy participants are ableto give.

• It enhances the visibility andstature of the planning process.

• It provides for a broad perspec-tive on the issues.

Determine who can be anactive member and who can servein an advisory capacity. In mostcases, one or two people will bedoing the bulk of the work. Atthe very least, you should obtaininput from all functional areas.Remember:

• Upper management

• Line management

• Labor

• Human Resources

• Engineering and maintenance

• Safety, health and environmen-tal affairs

• Public information officer

• Security

• Community relations

• Sales and marketing

• Legal

• Finance and purchasing

Have participants appointed inwriting by upper management.

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 making the appointment.ESTABLISH

A PLANNING

TEAM

PAGE 9

S T E P 1

MANAGEMENT & PERSONNEL

Line ManagementLabor Representative

Human Resources

SUPPORT SERVICES

EngineeringLegal

Purchasing/ContractsFinance

MaintenanceComputer

Data Maintenance

EMERGENCY RESPONSE

Safety & HealthMedicalSecurity

Environmental Affairs

COMMUNICATIONS

Public RelationsPublic Information Officer

SAFETY OFFICER/PLANNING TEAM

➤

➤

➤

➤

➤ ➤

➤

➤

➤

➤

COMMUNITY

Emergency ManagerFire & Police

Other Response Organizations

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 Authority

Demonstrate management’scommitment and promote anatmosphere of cooperation by“authorizing” the planning groupto take the steps necessary todevelop a plan. The group shouldbe 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 MissionStatement

Have 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 struc-ture of the planning group

Review Internal Plansand Policies

Documents to look for include:

• Evacuation plan

• Fire protection plan

• Safety and health program

• Environmental policies

• Security procedures

• Insurance programs

• Finance and purchasing procedures

• Plant closing policy

• Employee manuals

• Hazardous materials plan

• Process safety assessment

• Risk management plan

• Capital improvement program

• Mutual aid agreements

Meet with OutsideGroups

Meet with government agen-cies, community organizations andutilities. Ask about potentialemergencies and about plans andavailable resources for respondingto 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

ANALYZE CAPABILITIES AND HAZARDS. This step

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 emer-gencies, one facility discovered thata dam — 50 miles away — posed athreat to its community. The facili-ty was able to plan accordingly.

Identify InternalResources andCapabilities

Resources and capabilities thatcould be needed in an emergencyinclude:

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

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

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

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

• Backup systems — arrange-ments with other facilities toprovide for:◆ Payroll◆ Communications◆ Production◆ Customer services ◆ Shipping and receiving◆ Information systems support◆ Emergency power◆ Recovery support

Identify Codes andRegulations

Identify applicable Federal,State and local regulations suchas:

• Occupational safety and healthregulations

• Environmental regulations

• Fire codes

• Seismic safety codes

• Transportation regulations

• Zoning regulations

• Corporate policies

Identify CriticalProducts, Servicesand Operations

You’ll need this information toassess the impact of potentialemergencies and to determine theneed for backup systems. Areas toreview include:

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

• Products and services providedby suppliers, especially solesource vendors

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

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

One way to increase responsecapabilities is to identify employeeskills (medical, engineering, communications, foreign lan-guage) that might be needed in anemergency.

Identify ExternalResources

There are many externalresources that could be needed inan emergency. In some cases, for-mal agreements may be necessaryto define the facility’s relationshipwith the following:

• Local emergency managementoffice

• Fire Department

• Hazardous materials responseorganization

• Emergency medical services

• Hospitals

• Local and State police

• Community service organiza-tions

• Utilities

• Contractors

• Suppliers of emergency equipment

• Insurance carriers

PAGE 13

Do an InsuranceReview

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 trans-portation routes and airports

◆ Proximity to nuclear powerplants

•Technological — What couldresult from a process or systemfailure? Possibilities include:◆ Fire, explosion, hazardous

materials 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:◆ Poor training◆ Poor maintenance◆ Carelessness◆ Misconduct◆ Substance abuse◆ Fatigue

The next step is to assess thevulnerability of your facility —the probability and potentialimpact of each emergency. Usethe Vulnerability Analysis Chartin 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 occurin your community

Below are some other factors toconsider.

• Historical — What types ofemergencies have occurred inthe community, at this facilityand at other facilities in thearea?◆ Fires◆ Severe weather◆ Hazardous material spills◆ Transportation accidents◆ Earthquakes◆ Hurricanes◆ Tornadoes◆ Terrorism◆ Utility outages

• Physical — What types ofemergencies could result fromthe design or construction ofthe facility? Does the physicalfacility enhance safety?Consider:◆ The physical construction of

the facility◆ Hazardous processes or

byproducts◆ Facilities for storing com-

bustibles◆ Layout of equipment◆ Lighting◆ Evacuation routes and exits◆ Proximity of shelter areas

• Regulatory — What emergen-cies or hazards are you regulatedto deal with?

Analyze each potential emer-gency from beginning to end.Consider what could happen as aresult of:

◆ Prohibited access to the facility

◆ Loss of electric power◆ Communication lines down◆ Ruptured gas mains◆ Water damage◆ Smoke damage◆ Structural damage◆ Air or water contamination◆ Explosion◆ Building collapse◆ Trapped persons◆ Chemical release

Estimate Probability

In the Probability column, ratethe likelihood of each emergency’soccurrence. This is a subjectiveconsideration, but useful nonethe-less.

Use a simple scale of 1 to 5 with1 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 theVulnerability Analysis Chart. Usea 1 to 5 scale with 1 as the lowestimpact and 5 as the highest.

Assess the PotentialProperty Impact

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

• Cost to replace

• Cost to set up temporaryreplacement

• Cost to repair

PAGE 15

TYPE OF EMERGENCY ProbabilityHuman Impact

Property Impact

Business Impact

Internal Resources

External Resources Total

5 1High Impact Low Impact 5 1Weak Resources

StrongResources5 1

High Low

A bank’s vulnerability analysisconcluded that a “small” fire couldbe as catastrophic to the businessas 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 onto the next assessment. If theanswers are no, identify what canbe done to correct the problem.For example, you may need to:

• Develop additional emergencyprocedures

• Conduct additional training

• Acquire additional equipment

• Establish mutual aid agree-ments

• Establish agreements with specialized contractors

Add the Columns

Total 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 Impact

Consider the potential loss ofmarket share. Assign a rating inthe Business Impact column.Again, 1 is the lowest impact and5 is the highest. Assess theimpact of:

• Business interruption

• Employees unable to report towork

• Customers unable to reachfacility

• Company in violation of contractual agreements

• Imposition of fines and penalties or legal costs

• Interruption of critical supplies

• Interruption of product distribution

Assess Internal andExternal Resources

Next assess your resources andability to respond. Assign a scoreto 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 ableto respond to us for this emer-gency as quickly as we mayneed them, or will they haveother priority areas to serve?

When assessing resources, remem-ber that community emergencyworkers — police, paramedics, fire-fighters — will focus their responsewhere the need is greatest. Or theymay be victims themselves and be unable to respond immediately.That means response to your facili-ty may be delayed.

Your plan should include thefollowing basic components.

Executive Summary

The executive summary givesmanagement a brief overview of:

• The purpose of the plan

• The facility’s emergency management policy

• Authorities and responsibilitiesof key personnel

• The types of emergencies thatcould occur

• Where response operations willbe managed

EmergencyManagement Elements

This section of the plan brieflydescribes the facility’s approach tothe core elements of emergencymanagement, which are:

• Direction and control

• Communications

• Life safety

• Property protection

• Community outreach

• Recovery and restoration

• Administration and logistics

These 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 Documents

Documents 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 thatindicate:◆ Utility shutoffs◆ Water hydrants◆ Water main valves◆ Water lines◆ Gas main valves◆ Gas lines◆ Electrical cutoffs◆ Electrical substations◆ Storm drains◆ Sewer lines◆ Location of each building

(include name of building,street name and number)

◆ Floor plans◆ Alarm and enunciators◆ Fire extinguishers◆ Fire suppression systems◆ Exits◆ Stairways◆ Designated escape routes◆ Restricted areas◆ Hazardous materials (includ-

ing cleaning supplies andchemicals)

◆ High-value items

• Resource lists — lists of majorresources (equipment, supplies,services) that could be neededin 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 accessedby senior management, depart-ment heads, response personneland employees.

Determine what actions wouldbe 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

• Restoring operations

PAGE 18

Some facilities are required todevelop:

■ Emergency escape proceduresand routes

■ Procedures for employees whoperform or shut down critical oper-ations before an evacuation

■ Procedures to account for allemployees, visitors and contractorsafter an evacuation is completed

■ Rescue and medical duties forassigned 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 personnelshould know: 1. What is my role?2. Where should I go?

The following is guidance fordeveloping the plan.

Identify Challengesand PrioritizeActivities

Determine specific goals andmilestones. Make a list of tasks tobe performed, by whom and when.Determine how you will addressthe problem areas and resourceshortfalls that were identified inthe vulnerability analysis.

Write the Plan

Assign each member of theplanning group a section to write.Determine the most appropriateformat for each section.

Establish an aggressive timelinewith specific goals. Provideenough time for completion ofwork, but not so much as to allowassignments to linger. Establish aschedule for:

• First draft

• Review

• Second draft

• Tabletop exercise

• Final draft

• Printing

• Distribution

Establish a TrainingSchedule

Have one person or departmentresponsible for developing a train-ing schedule for your facility. Forspecific ideas about training, referto Step 4.

Coordinate withOutside Organizations

Meet 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 informationto offer.

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

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

• 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 identi-fication authorities will require toallow your key personnel into yourfacility during an emergency.

PAGE 19

THE DEVELOPMENT PROCESS

Your emergency planning priori-ties may be influenced by govern-ment regulation. To remain incompliance you may be requiredto 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 Approval

Arrange a briefing for the chiefexecutive officer and senior man-agement and obtain writtenapproval.

Distribute the Plan

Place the final plan in three-ring binders and number all copiesand pages. Each individual whoreceives a copy should be requiredto 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 numbersor 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 CorporateOffices

Communicate 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 personnel

Incorporate this informationinto your procedures.

Review, ConductTraining and Revise

Distribute the first draft togroup members for review. Reviseas 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 forbetter coordination. Stand-aloneplans, such as a Spill PreventionControl and Countermeasures(SPCC) plan, fire protection planor safety and health plan, shouldbe incorporated into one compre-hensive plan.

Emergency planning mustbecome part of the corporate culture.

Look for opportunities to buildawareness; to educate and trainpersonnel; to test procedures; toinvolve all levels of management,all departments and the communi-ty in the planning process; and tomake emergency managementpart of what personnel do on aday-to-day basis.

Test how completely the planhas 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 incorporatedinto the facility’s accounting,personnel and financial proce-dures?

• How can the facility’s processesfor evaluating employees anddefining job classifications bet-ter address emergency manage-ment responsibilities?

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

• What kinds of safety posters orother visible reminders wouldbe helpful?

• Do personnel know what theyshould do in an emergency?

• How can all levels of the orga-nization be involved in evaluat-ing and updating the plan?

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 Activities

Training can take many forms:

• Orientation and EducationSessions — These are regularlyscheduled discussion sessions toprovide information, answerquestions and identify needsand concerns.

• Tabletop Exercise — Membersof 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 — Theemergency management groupand response teams actuallyperform their emergencyresponse functions. This activ-ity generally involves morepeople and is more thoroughthan a tabletop exercise.

• Functional Drills — Thesedrills 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 sessionsto review procedures, technicaltraining in equipment use foremergency responders, evacuationdrills and full-scale exercises.Below are basic considerations fordeveloping a training plan.

PlanningConsiderations

Assign responsibility for devel-oping a training plan. Considerthe training and informationneeds for employees, contractors,visitors, managers and those withan emergency response role iden-tified in the plan.

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 evalu-ated and documented

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

Consider how to involve com-munity responders in trainingactivities.

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

CONDUCT TRAINING

• Evacuation Drill — Personnelwalk the evacuation route to adesignated area where proce-dures for accounting for all per-sonnel are tested. Participantsare asked to make notes as theygo along of what might becomea hazard during an emergency,e.g., stairways cluttered withdebris, 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 companyemergency response personnel,employees, management andcommunity response organizations.

Employee Training

General training for all employ-ees should address:

• Individual roles and responsi-bilities

• Information about threats, hazards and protective actions

• Notification, warning and com-munications procedures

• 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.

PAGE 23

JanuaryFe

bruary

Marc

h

April

May

June

July

August

SeptemberOctoberNove

mberDecember

MANAGEMENT ORIENTATION/REVIEW

EMPLOYEEORIENTATION/REVIEW

CONTRACTORORIENTATION/REVIEW

COMMUNITY/MEDIAORIENTATION/REVIEW

MANAGEMENTTABLETOP EXERCISE

RESPONSE TEAM TABLETOP EXERCISE

WALK-THROUGH DRILL

FUNCTIONALDRILLS

EVACUATIONDRILL

FULL-SCALEEXERCISE

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 personnelon 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 levelsof 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 changesin the physical layout of thefacility? Does it reflect newfacility processes?

• Are photographs and otherrecords of facility assets up todate?

• Is the facility attaining its train-ing objectives?

• Have the hazards in the facilitychanged?

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

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

• 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 sitebecomes 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

2SECTION

FUNCTION

PAGE 27

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 theirown fire team, emergency medicaltechnicians or hazardous materialsteam, while smaller organizationsmay need to rely on mutual aidagreements. They may also beable to consolidate positions orcombine responsibilities. Tenantsof office buildings or industrialparks may be part of an emergencymanagement program for theentire facility.

EmergencyManagement Group(EMG)

The EMG is the team responsi-ble for the big picture. It controlsall incident-related activities. The Incident Commander (IC)oversees the technical aspects ofthe response.

The EMG supports the IC byallocating resources and by inter-facing with the community, themedia, 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 con-trol of all aspects of the emer-gency. Other EMG membersshould be senior managers whohave the authority to:

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

• Order the evacuation or shutdown of the facility

• Interface with outside organiza-tions and the media

• Issue press releases

The 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

INCIDENTCOMMANDER

FACILITY MANAGER

AFFECTED AREA UNIT MANAGER/SUPT.

SAFETY OFFICER

SECURITY COORDINATOR

SAFETY & HEALTH COORDINATOR

ENVIRONMENTALCOORDINATOR

MAINTENANCECOORDINATOR

HUMAN RESOURCESCOORDINATOR

PLANNING & LOGISTICSCOORDINATOR

ENVIRONMENTALCOORDINATOR

EMERGENCY OPERATIONS GROUP (EOG)

➤➤

OPERATIONS OFFICER

EMERGENCY MEDICALTECHNICIANS TEAM

FIRE/HAZMAT(FIRE BRIGADE)

➤

➤

➤

➤

➤

➤

➤

➤

➤

➤

➤ ➤

PUBLIC RELATIONSCOORDINATOR➤

Incident CommandSystem (ICS)

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

The Incident Commander (IC)is responsible for front-line man-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).

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 authority to:

• Assume command• Assess the situation• Implement the emergency

management plan• Determine response strategies• Activate resources• Order an evacuation• Oversee all incident response

activities• Declare that the incident is “over”

Emergency OperationsCenter (EOC)

The EOC serves as a central-ized management center for emer-gency operations. Here, decisionsare made by the EMG based uponinformation provided by the ICand other personnel. Regardlessof size or process, every facilityshould designate an area wheredecision makers can gather duringan emergency.

The EOC should be located inan area of the facility not likely tobe involved in an incident, per-haps the security department, themanager’s office, a conferenceroom or the training center. Analternate EOC should be designat-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 EOCprocedures

■ Blueprints, maps, status boards

■ A list of EOC personnel and descriptions of their duties

■ Technical information and datafor 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 tothe spilled material and requiredhospitalization. It was determinedthat the person was able to enterthe hazardous area unprotectedbecause no one among a host ofmanagers and facility responderswas “in charge” at the scene.


To develop a direction andcontrol system:

• Define the duties of personnelwith an assigned role. Establishprocedures 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 successionto ensure continuous leader-ship, authority and responsibili-ty in key positions.

• Determine equipment and sup-ply needs for each responsefunction.

• At a minimum, assign all personnel responsibility for:◆Recognizing and reporting an

emergency◆Warning other employees in

the area◆Taking security and safety

measures◆Evacuating safely

• Provide training.

Security

Isolation of the incident scenemust begin when the emergency isdiscovered. If possible, the discov-erer should attempt to secure thescene and control access, but noone should be placed in physicaldanger to perform these functions.

Basic security measures include:

• Closing doors or windows

• Establishing temporary barrierswith furniture after people havesafely evacuated

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

• Closing file cabinets or deskdrawers

Only trained personnel shouldbe 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 proto-cols established between the facili-ty and outside response organiza-tions are implemented. The facili-ty’s IC provides the community’sIC a complete report on the situation.

The facility IC keeps track ofwhich organizations are on-siteand how the response is beingcoordinated. This helps increasepersonnel safety and accountabili-ty, and prevents duplication ofeffort.

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

COMMUNICATIONS

PAGE 31

FUNCTIONCOMMUNICATIONS. 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 facilityand the communications, bothvoice and data, used to supportthem.

• Consider the business impact ifyour communications wereinoperable. How would thisimpact your emergency opera-tions?

• Prioritize all facility communi-cations. Determine whichshould be restored first in anemergency.

• Establish procedures for restor-ing communications systems.

• Talk to your communicationsvendors about their emergencyresponse capabilities. Establishprocedures for restoring services.

• Determine needs for backupcommunications for each busi-ness function. Options includemessengers, telephones,portable microwave, amateurradios, point-to-point privatelines, satellite, high-frequencyradio.

EmergencyCommunications

Consider the functions yourfacility might need to perform inan emergency and the communi-cations systems needed to supportthem.

Consider communicationsbetween:

• Emergency responders

• Responders and the IncidentCommander (IC)

• The IC and the EmergencyOperations Center (EOC)

• 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:

• Messenger

• Telephone

• Two-way radio

• FAX machine

• Microwave

• Satellite

• Dial-up modems

• Local area networks

• Hand signals

FamilyCommunications

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 com-municate with their families incase they are separated fromone another or injured in anemergency.

• Arrange for an out-of-towncontact for all family membersto call in an emergency.

• Designate a place to meet fami-ly members in case they cannotget home in an emergency.

Notification

Establish procedures foremployees to report an emergency.Inform employees of procedures.Train personnel assigned specificnotification tasks.

Post emergency telephonenumbers near each telephone, onemployee bulletin boards and inother prominent locations.

Maintain an updated list ofaddresses and telephone and pagernumbers of key emergencyresponse personnel (from withinand outside the facility).

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

Determine government agen-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.

Prepare announcements thatcould be made over public addresssystems.

Warning

Establish 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 recogniz-able signal

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 notbe familiar with the facility’swarning system.

Test your facility’s warning system at least monthly.

Test communications often. Aresearch firm discovered in a drillthat its two-way radio system didnot work, limiting communica-tions between the EmergencyOperating Center (EOC) and theIncident Commander (IC) to a single telephone line. TheEmergency Management Grouphad failed to provide a backupradio for the EOC. Fortunately,this was discovered during training.

Test alarm systems monthly. Onecompany conducted its first test ofa sophisticated alarm system 21years after the system wasinstalled. Rather than alarm bells,the system played Christmasmusic.

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 evacuation. In the case offire, an immediate evacuation to apredetermined area away from thefacility may be necessary. In ahurricane, evacuation couldinvolve the entire community andtake place over a period of days.

To develop an evacuation poli-cy and procedure:

• Determine the conditionsunder which an evacuationwould be necessary.

• Establish a clear chain of com-mand. Identify personnel withthe authority to order an evacu-ation. Designate “evacuationwardens” to assist others in anevacuation and to account forpersonnel.

• Establish specific evacuationprocedures. Establish a systemfor accounting for personnel.Consider employees’ trans-portation needs for community-wide evacuations.

• Establish procedures for assist-ing persons with disabilities andthose who do not speakEnglish.

• Post evacuation procedures.

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

• Coordinate plans with the localemergency management office.

Evacuation Routes andExits

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

Install emergency lighting incase a power outage occurs duringan evacuation.

Ensure that evacuation routesand emergency exits are:

• Wide enough to accommodatethe number of evacuating personnel

• 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.

Assembly Areas andAccountability

Obtaining an accurate accountof personnel after a site evacua-tion requires planning and practice.

• Designate assembly areas wherepersonnel should gather afterevacuating.

• Take a head count after theevacuation. The names andlast known locations of person-nel not accounted for should bedetermined and given to theEOC. (Confusion in theassembly areas can lead tounnecessary and dangeroussearch and rescue operations.)

• Establish a method for account-ing for non-employees such assuppliers and customers.

• Establish procedures for furtherevacuation in case the incidentexpands. This may consist ofsending employees home bynormal means or providingthem with transportation to anoff-site location.

Shelter

In some emergencies, the bestmeans of protection is to takeshelter either within the facility oraway from the facility in a publicbuilding.

• Consider the conditions fortaking shelter, e.g., tornadowarning.

• Identify shelter space in thefacility and in the community.Establish procedures for send-ing personnel to shelter.

• Determine needs for emergencysupplies such as water, food andmedical supplies.

• Designate shelter managers, ifappropriate.

• Coordinate plans with localauthorities.

Training andInformation

Train employees in evacuation,shelter and other safety proce-dures. Conduct sessions at leastannually or when:

• Employees are hired

• Evacuation wardens, sheltermanagers and others with spe-cial assignments are designated

• New equipment, materials orprocesses are introduced

• Procedures are updated orrevised

• Exercises show that employeeperformance must be improved

Provide emergency informationsuch as checklists and evacuationmaps.

Post evacuation maps in strate-gic locations.

Consider the information needsof customers and others who visitthe facility.

Family Preparedness

Consider ways to help employ-ees prepare their families for emer-gencies. This will increase theirpersonal safety and help the facili-ty get back up and running.Those who are prepared at homewill be better able to carry outtheir responsibilities at work.

Search and rescue should be con-ducted only by properly trainedand equipped professionals. Deathor serious injury can occur whenuntrained employees reenter adamaged or contaminated facility.

A gas explosion and fire in a nurs-ing home caused the evacuationof all patients, most of whom weredisabled. Because the staff hadtrained for this scenario, allpatients were evacuated safely.


Establish procedures for:

• Fighting fires

• Containing material spills

• Closing or barricading doorsand windows

• Shutting down equipment

• Covering or securing equipment

• Moving equipment to a safelocation

Identify sources of backupequipment, parts and supplies.

Designate personnel to autho-rize, supervise and perform a facili-ty shutdown. Train them to rec-ognize when to abandon theeffort.

Obtain materials to carry outprotection procedures and keepthem on hand for use only inemergencies.

Protection Systems

Determine needs for systems todetect abnormal situations, pro-vide warning and protect property.Consider:

• Fire protection systems

• Lightning protection systems

• Water-level monitoring systems

• Overflow detection devices

• Automatic shutoffs

• Emergency power generationsystems

Consult your property insurerabout special protective systems.

Mitigation

Consider ways to reduce theeffects of emergencies, such as mov-ing or constructing facilities awayfrom flood plains and fault zones.Also consider ways to reduce thechances of emergencies fromoccurring, such as changingprocesses or materials used to runthe business.

PROPERTY PROTECTION. Protecting facilities, equipment and vital

records is essential to restoring operations once an emergency has occurred. PROPERTY

PROTECTION

PAGE 35

FUNCTION

Consider physical retrofittingmeasures such as:

• Upgrading facilities to with-stand the shaking of an earth-quake or high winds

• “Floodproofing” facilities byconstructing flood walls orother flood protection devices(see Section 3 for additionalinformation)

• Installing fire sprinkler systems

• Installing fire-resistant materi-als and furnishing

• Installing storm shutters for allexterior windows and doors

There are also non-structuralmitigation measures to consider,including:

• Installing fire-resistant materi-als and furnishing

• Securing light fixtures andother items that could fall orshake loose in an emergency

• Moving heavy or breakableobjects to low shelves

• Attaching cabinets and files tolow walls or bolting themtogether

• Placing Velcro strips undertypewriters, tabletop computersand television monitors

• Moving work stations awayfrom large windows

• Installing curtains or blindsthat can be drawn over win-dows to prevent glass fromshattering onto employees

• Anchoring water heaters andbolting them to wall studs

Consult a structural engineer or

architect and your community’sbuilding and zoning offices foradditional information.

Facility Shutdown

Facility shutdown is generally alast resort but always a possibility.Improper or disorganized shut-down can result in confusion,injury and property damage.

Some facilities require onlysimple actions such as turning offequipment, locking doors andactivating alarms. Others requirecomplex shutdown procedures.

Work with department heads toestablish shutdown procedures.Include information about whenand how to shut off utilities.Identify:

• The conditions that couldnecessitate a shutdown

• Who can order a shutdown

• Who will carry out shutdownprocedures

• How a partial shutdown wouldaffect other facility operations

• The length of time required forshutdown and restarting

Train personnel in shutdownprocedures. Post procedures.

Records Preservation

Vital records may include:

• Financial and insurance infor-mation

• Engineering plans and drawings

• Product lists and specifications

• Employee, customer and suppli-er databases

• Formulas and trade secrets

• Personnel files

Preserving vital records isessential to the quick restorationof operations. Analyzing vitalrecords involves:

1. Classifying operations intofunctional categories, e.g.,finance, production, sales,administration

2. Determining essential functionsfor keeping the business up andrunning, such as finance, pro-duction, sales, etc.

3. Identifying the minimum infor-mation that must be readilyaccessible to perform essentialfunctions, e.g., maintainingcustomer collections mayrequire access to account state-ments

4. Identifying the records thatcontain the essential informa-tion and where they are located

5. Identifying the equipment andmaterials needed to access anduse the information

Next, establish procedures forprotecting and accessing vitalrecords. Among the manyapproaches to consider are:

• Labeling vital records

• Backing up computer systems

• Making copies of records

• Storing tapes and disks in insulated containers

• Storing data off-site where theywould not likely be damaged byan event affecting your facility

• Increasing security of computerfacilities

• Arranging for evacuation ofrecords to backup facilities

• Backing up systems handled byservice bureaus

• Arranging for backup power

COMMUNITY

OUTREACH

PAGE 39

FUNCTION

Involving theCommunity

Maintain a dialogue with com-munity leaders, first responders,government agencies, communityorganizations and utilities, includ-ing:

• Appointed and elected leaders

• Fire, police and emergencymedical services personnel

• Local Emergency PlanningCommittee (LEPC) members

• Emergency management director

• Public Works Department

• American Red Cross

• Hospitals

• Telephone company

• Electric utility

• Neighborhood groups

Have regular meetings withcommunity emergency personnelto review emergency plans andprocedures. Talk about whatyou’re doing to prepare for andprevent emergencies. Explainyour concern for the community’swelfare.

Identify ways your facility couldhelp the community in a commu-nity-wide emergency.

Look for common interests andconcerns. Identify opportunitiesfor sharing resources and informa-tion.

Conduct confidence-buildingactivities such as facility tours.Do a facility walk-through withcommunity response groups.

Involve community fire, policeand emergency management per-sonnel in drills and exercises.

Meet with your neighbors todetermine how you could assisteach other in an emergency.

Mutual AidAgreements

To avoid confusion and conflictin an emergency, establish mutualaid agreements with local responseagencies and businesses.

These agreements should:

• Define the type of assistance

• Identify the chain of commandfor activating the agreement

• Define communications procedures

Include these agencies in facili-ty training exercises wheneverpossible.

COMMUNITY OUTREACH. Your facility’s relationship with the commu-

nity will influence your ability to protect personnel and property and return to

normal operations.

This section describes ways to involve outside organizations in the emergency

management plan.

Mutual aid agreements canaddress any number of activities orresources that might be needed inan emergency. For example:

■ Providing for firefighting andHAZMAT response.

■ Providing shelter space, emer-gency storage, emergency supplies,medical support.

■ Businesses allowing neighborsto use their property to accountfor personnel after an evacuation.

Community Service

In community-wide emergen-cies, business and industry areoften needed to assist the commu-nity with:

• Personnel

• Equipment

• Shelter

• Training

• Storage

• Feeding facilities

• EOC facilities

• Food, clothing, building materials

• Funding

• Transportation

While there is no way to pre-dict what demands will be placedon your company’s resources, givesome thought to how the commu-nity’s needs might influence yourcorporate responsibilities in anemergency. Also, consider theopportunities for community ser-vice before an emergency occurs.

Public Information

When site emergencies expandbeyond the facility, the communi-ty will want to know the nature ofthe incident, whether the public’ssafety or health is in danger, whatis being done to resolve the prob-lem and what was done to preventthe situation from happening.

Determine the audiences thatmay be affected by an emergencyand identify their informationneeds. Include:

• The public

• The media

• Employees and retirees

• Unions

• Contractors and suppliers

• Customers

• Shareholders

• Emergency response organizations

• Regulatory agencies

• Appointed and elected officials

• Special interest groups

• Neighbors

The community wants to know:

■ What does the facility do?

■ What are the hazards?

■ What programs are in place torespond to emergencies?

■ How could a site emergencyaffect the community?

■ What assistance will berequired from the community?

Media Relations

In an emergency, the media arethe most important link to thepublic. Try to develop and main-tain positive relations with mediaoutlets in your area. Determinetheir particular needs and inter-ests. Explain your plan for pro-tecting personnel and preventingemergencies.

Determine how you wouldcommunicate important publicinformation through the media inan emergency.

• Designate a trained spokes-person and an alternatespokesperson

• Set up a media briefing area

• Establish security procedures

• Establish procedures for ensur-ing that information is com-plete, accurate and approvedfor public release

• Determine an appropriate anduseful way of communicatingtechnical information

• Prepare background informa-tion about the facility

When providing information tothe media during an emergency:

Do’s• Give all media equal access to

information.

• When appropriate, conductpress briefings and interviews.Give local and national mediaequal time.

• Try to observe media deadlines.

• Escort media representatives toensure safety.

• Keep records of informationreleased.

• Provide press releases whenpossible.

Don’ts• Do not speculate about the

incident.

• Do not permit unauthorizedpersonnel to release informa-tion.

• Do not cover up facts or mis-lead the media.

• Do not place blame for theincident.

Press releases about facility-gener-ated emergencies should describewho is involved in the incidentand what happened, includingwhen, where, why and how.

FUNCTION


Consider making contractualarrangements with vendors forsuch post-emergency services asrecords preservation, equipmentrepair, earthmoving or engineering.

Meet with your insurance carri-ers to discuss your property andbusiness resumptions policies (seethe next page for guidelines).

Determine critical operationsand make plans for bringing thosesystems back on-line. The processmay entail:

• Repairing or replacing equipment

• Relocating operations to analternate location

• Contracting operations on atemporary basis

Take photographs or videotapethe facility to document companyassets. Update these records regularly.

Continuity ofManagement

You can assume that not everykey person will be readily avail-able or physically at the facilityafter an emergency. Ensure thatrecovery decisions can be madewithout undue delay. Consultyour legal department regardinglaws and corporate bylaws govern-ing continuity of management.

Establish procedures for:

• Assuring the chain of command

• Maintaining lines of successionfor key personnel

• Moving to alternate headquarters

Include these considerations inall exercise scenarios.

RECOVERY AND RESTORATION. Business recovery and restoration,

or business resumption, goes right to a facility’s bottom line: keeping people

employed and the business running.RECOVERY

AND

RESTORATION

PAGE 43

Insurance

Most companies discover thatthey are not properly insured onlyafter they have suffered a loss.Lack of appropriate insurance canbe financially devastating.Discuss the following topics withyour insurance advisor to deter-mine your individual needs.

• How will my property be valued?

• Does my policy cover the cost of required upgrades to code?

• How much insurance am Irequired to carry to avoidbecoming a co-insurer?

• What perils or causes of lossdoes my policy cover?

• What are my deductibles?

• What does my policy requireme to do in the event of a loss?

• What types of records and documentation will my insur-ance company want to see?Are records in a safe placewhere they can be obtainedafter an emergency?

• To what extent am I coveredfor loss due to interruption ofpower? Is coverage provided for both on- and off-premisespower interruption?

• Am I covered for lost incomein the event of business inter-ruption because of a loss? Do Ihave enough coverage? Forhow long is coverage provided?How long is my coverage forlost income if my business isclosed by order of a civilauthority?

• To what extent am I coveredfor reduced income due to cus-tomers’ not all immediatelycoming back once the businessreopens?

• How will my emergency man-agement program affect myrates?

Employee Support

Since employees who will relyon you for support after an emer-gency are your most valuableasset, consider the range of ser-vices that you could provide orarrange for, including:

◆ Cash advances ◆ Salary continuation ◆ Flexible work hours ◆ Reduced work hours ◆ Crisis counseling ◆ Care packages ◆ Day care

After a site emergency, assess theimpact of the event on businessneighbors and the communityand take appropriate action.How you handle this issue willhave long-lasting consequences.

Resuming Operations

Immediately after an emergency,take steps to resume operations.

• Establish a recovery team, if necessary. Establish prioritiesfor resuming operations.

• Continue to ensure the safety of personnel on the property.Assess remaining hazards.Maintain security at the incident scene.

• Conduct an employee briefing.

• Keep detailed records. Consideraudio recording all decisions.Take photographs of or video-tape the damage.

• Account for all damage-relatedcosts. Establish special joborder numbers and chargecodes for purchases and repairwork.

• Follow notification procedures.Notify employees’ familiesabout the status of personnelon the property. Notify off-duty personnel about work sta-tus. Notify insurance carriersand appropriate government agencies.

• Protect undamaged property.Close up building openings.Remove smoke, water anddebris. Protect equipmentagainst moisture. Restoresprinkler systems. Physicallysecure the property. Restorepower.

• Conduct an investigation.Coordinate actions with appro-priate government agencies.

• Conduct salvage operations.Segregate damaged fromundamaged property. Keepdamaged goods on hand untilan insurance adjuster has visited the premises, but youcan move material outside if it’s seriously in the way andexposure to the elements won’tmake matters worse.

• Take an inventory of damagedgoods. This is usually donewith the adjuster, or theadjuster’s salvor if there is anyappreciable amount of goods or value. If you release goods to the salvor, obtain a signedinventory stating the quantityand type of goods beingremoved.

• Restore equipment and proper-ty. For major repair work,review restoration plans withthe insurance adjuster andappropriate government agencies.

• Assess the value of damagedproperty. Assess the impact ofbusiness interruption.

• Maintain contact with cus-tomers and suppliers.

ADMINISTRATION

AND

LOGISTICS

PAGE 47

FUNCTION

AdministrativeActions

Administrative actions prior toan emergency include:

• Establishing a written emer-gency management plan

• Maintaining training records

• Maintaining all written communications

• Documenting drills and exer-cises and their critiques

• Involving community emergency response organiza-tions in planning activities

Administrative actions duringand after an emergency include:

• Maintaining telephone logs

• Keeping a detailed record ofevents

• Maintaining a record of injuriesand follow-up actions

• Accounting for personnel

• Coordinating notification offamily members

• Issuing press releases

• Maintaining sampling records

• Managing finances

• Coordinating personnel services

• Documenting incident investigations and recoveryoperations

Logistics

Before an emergency, logisticsmay entail:

• Acquiring equipment

• Stockpiling supplies

• Designating emergency facilities

• Establishing training facilities

• Establishing mutual aid agreements

• Preparing a resource inventory

During an emergency, logisticsmay entail the provision of:

• Providing utility maps to emergency responders

• Providing material safety datasheets to employees

• Moving backup equipment inplace

• Repairing parts

• Arranging for medical support,food and transportation

• Arranging for shelter facilities

• Providing for backup power

• Providing for backup communi-cations

ADMINISTRATION AND LOGISTICS. Maintain complete and accu-

rate records at all times to ensure a more efficient emergency response and

recovery. Certain records may also be required by regulation or by your insur-

ance carriers or prove invaluable in the case of legal action after an incident.

Emergency funding can be criticalimmediately following an emer-gency. Consider the need for pre-approved purchase requisitionsand whether special fundingauthorities may be necessary.

This section provides information about some of the

most common hazards:

• Fire

• Hazardous Materials Incidents

• Floods and Flash Floods

• Hurricanes

• Tornadoes

• Severe Winter Storms

• Earthquakes

• Technological Emergencies

HAZARD-SPECIFIC INFORMATION

3SECTION

HAZARDS


Consider the following whendeveloping your plan:

• Meet with the fire departmentto talk about the community’sfire response capabilities. Talkabout your operations. Identifyprocesses and materials thatcould cause or fuel a fire, orcontaminate the environmentin a fire.

• Have your facility inspected forfire hazards. Ask about firecodes and regulations.

• Ask your insurance carrier torecommend fire prevention andprotection measures. Your car-rier may also offer training.

• Distribute fire safety informa-tion to employees: how to pre-vent fires in the workplace,how to contain a fire, how toevacuate the facility, where toreport a fire.

• Instruct personnel to use thestairs — not elevators — in afire. Instruct them to crawl ontheir hands and knees whenescaping a hot or smoke-filledarea.

• Conduct evacuation drills.Post maps of evacuation routesin prominent places. Keepevacuation routes includingstairways and doorways clear ofdebris.

• Assign fire wardens for eacharea to monitor shutdown andevacuation procedures.

• Establish procedures for the safe handling and storage offlammable liquids and gases.Establish procedures to preventthe accumulation of com-bustible materials.

• Provide for the safe disposal ofsmoking materials.

• Establish a preventive mainte-nance schedule to keep equip-ment operating safely.

• Place fire extinguishers inappropriate locations.

• Train employees in use of fireextinguishers.

PAGE 51

FIRE. Fire is the most common of all the hazards. Every year fires cause

thousands of deaths and injuries and billions of dollars in property damage.FIRE

• Install smoke detectors. Checksmoke detectors once a month,change batteries at least once ayear.

• Establish a system for warningpersonnel of a fire. Considerinstalling a fire alarm withautomatic notification to thefire department.

• Consider installing a sprinklersystem, fire hoses and fire-resis-tant walls and doors.

• Ensure that key personnel arefamiliar with all fire safety systems.

• Identify and mark all utilityshutoffs so that electricalpower, gas or water can be shutoff quickly by fire wardens orresponding personnel.

• Determine the level of responseyour facility will take if a fireoccurs. Among the optionsare:Option 1 — Immediate evacu-ation of all personnel on alarm.

Option 2 — All personnel aretrained in fire extinguisher use.Personnel in the immediatearea of a fire attempt to controlit. If they cannot, the firealarm is sounded and all per-sonnel evacuate.Option 3 — Only designatedpersonnel are trained in fireextinguisher use.Option 4 — A fire team istrained to fight incipient-stagefires that can be controlledwithout protective equipmentor breathing apparatus. Beyondthis level fire, the team evacu-ates.Option 5 — A fire team istrained and equipped to fightstructural fires using protectiveequipment and breathing appa-ratus.

A hazardous material spill orrelease can pose a risk to life,health or property. An incidentcan result in the evacuation of afew people, a section of a facilityor an entire neighborhood.

There are a number of Federallaws that regulate hazardous mate-rials, including: the SuperfundAmendments and ReauthorizationAct of 1986 (SARA), theResource Conservation andRecovery Act of 1976 (RCRA),the Hazardous MaterialsTransportation Act (HMTA), theOccupational Safety and HealthAct (OSHA), the ToxicSubstances Control Act (TSCA)and the Clean Air Act.

Title III of SARA regulates thepackaging, labeling, handling,storage and transportation of haz-ardous materials. The law requiresfacilities to furnish information

about the quantities and healtheffects of materials used at thefacility, and to promptly notifylocal and State officials whenevera significant release of hazardousmaterials occurs.

In addition to on-site hazards,you should be aware of the poten-tial for an off-site incident affect-ing your operations. You shouldalso be aware of hazardous materi-als used in facility processes and inthe construction of the physicalplant.

Detailed definitions as well aslists of hazardous materials can beobtained from the EnvironmentalProtection Agency (EPA) and theOccupational Safety and HealthAdministration (OSHA).

HAZARDOUS MATERIALS INCIDENTS. Hazardous

materials are substances that are either flammable or combustible, explosive,

toxic, noxious, corrosive, oxidizable, an irritant or radioactive.HAZARDOUS

MATERIALS

INCIDENTS

PAGE 53

HAZARDS


Consider the following whendeveloping your plan:

• Identify and label all hazardousmaterials stored, handled, pro-duced and disposed of by yourfacility. Follow governmentregulations that apply to yourfacility. Obtain material safetydata sheets (MSDS) for all haz-ardous materials at your location.

• Ask the local fire departmentfor assistance in developingappropriate response proce-dures.

• Train employees to recognizeand report hazardous materialspills and releases. Trainemployees in proper handlingand storage.

• Establish a hazardous materialresponse plan:◆Establish procedures to notify

management and emergencyresponse organizations of an incident.

◆Establish procedures to warnemployees of an incident.

◆Establish evacuation procedures.

◆Depending on your opera-tions, organize and train anemergency response team toconfine and control hazardousmaterial spills in accordancewith applicable regulations.

• Identify other facilities in yourarea that use hazardous materi-als. Determine whether an incident could affect your facility.

• Identify highways, railroads andwaterways near your facilityused for the transportation ofhazardous materials. Determinehow a transportation accidentnear your facility could affectyour operations.

PAGE 54

Most floods develop slowly overa period of days. Flash floods,however, are like walls of waterthat develop in a matter of min-utes. Flash floods can be causedby intense storms or dam failure.


Consider the following whenpreparing for floods:

• Ask your local emergency man-agement office whether yourfacility is located in a floodplain. Learn the history offlooding in your area. Learnthe elevation of your facility inrelation to steams, rivers anddams.

• Review the community’s emer-gency plan. Learn the commu-nity’s evacuation routes. Knowwhere to find higher ground incase of a flood.

• Establish warning and evacua-tion procedures for the facility.Make plans for assistingemployees who may need trans-portation.

• Inspect areas in your facilitysubject to flooding. Identifyrecords and equipment that canbe moved to a higher location.Make plans to move recordsand equipment in case of flood.

• Purchase a NOAA WeatherRadio with a warning alarmtone and battery backup.Listen for flood watches andwarnings.

Flood Watch — Flooding is possible.Stay tuned to NOAA radio. Be pre-pared to evacuate. Tune to local radioand television stations for additionalinformation.

Flood Warning — Flooding isalready occurring or will occur soon.Take precautions at once. Be pre-pared to go to higher ground. Ifadvised, evacuate immediately.

• Ask your insurance carrier forinformation about flood insur-ance. Regular property andcasualty insurance does notcover flooding.

FLOODS

AND FLASH

FLOODS

PAGE 55

HAZARDSFLOODS AND FLASH FLOODS. Floods are the most common

and widespread of all natural disasters. Most communities in the United

States can experience some degree of flooding after spring rains, heavy thun-

derstorms or winter snow thaws.

• Consider the feasibility offloodproofing your facility.There are three basic types ofmethods.

1. Permanent floodproofing mea-sures are taken before a floodoccurs and require no humanintervention when flood watersrise. They include:◆Filling windows, doors or

other openings with water-resistant materials such asconcrete blocks or bricks.This approach assumes thestructure is strong enough towithstand flood waters.

◆Installing check valves to prevent water from enteringwhere utility and sewer linesenter the facility.

◆Reinforcing walls to resist water pressure. Sealing wallsto prevent or reduce seepage.

◆Building watertight walls around equipment or workareas within the facility thatare particularly susceptible toflood damage.

◆Constructing floodwalls orlevees outside the facility tokeep flood waters away.

◆Elevating the facility on walls,columns or compacted fill.This approach is most applica-ble to new construction,though many types of build-ings can be elevated.

2. Contingent floodproofing measures are also taken beforea flood but require some addi-tional action when floodingoccurs. These measuresinclude:◆Installing watertight barriers

called flood shields to preventthe passage of water through doors, windows, ventilationshafts or other openings

◆Installing permanent water-tight doors

◆Constructing movable flood-walls

◆Installing permanent pumpsto remove flood waters

3. Emergency floodproofing mea-sures are generally less expen-sive than those listed above,though they require substantialadvance warning and do notsatisfy the minimum require-ments for watertight flood-proofing as set forth by theNational Flood InsuranceProgram (NFIP). Theyinclude:◆Building walls with sandbags◆Constructing a double row of

walls with boards and posts tocreate a “crib,” then filling thecrib with soil

◆Constructing a single wall bystacking small beams or plankson top of each other

• Consider the need for backupsystems:◆Portable pumps to remove

flood water◆Alternate power sources such

as generators or gasoline-pow-ered pumps

◆Battery-powered emergencylighting

• Participate in community floodcontrol projects.

Hurricanes bring torrentialrains and a storm surge of oceanwater that crashes into land as thestorm approaches. Hurricanesalso spawn tornadoes.

Hurricane advisories are issuedby the National Weather Serviceas soon as a hurricane appears tobe a threat. The hurricane seasonlasts from June through November.


The following are considera-tions when preparing for hurri-canes:

• Ask your local emergency man-agement office about communi-ty evacuation plans.

• Establish facility shutdown pro-cedures. Establish warning andevacuation procedures. Makeplans for assisting employeeswho may need transportation.

• Make plans for communicatingwith employees’ families beforeand after a hurricane.

• Purchase a NOAA WeatherRadio with a warning alarmtone and battery backup.Listen for hurricane watchesand warnings.

Hurricane Watch — A hurricane ispossible within 24 to 36 hours. Staytuned for additional advisories. Tuneto local radio and television stationsfor additional information. An evacua-tion may be necessary.

Hurricane Warning — A hurricanewill hit land within 24 hours. Takeprecautions at once. If advised, evac-uate immediately.

• Survey your facility. Makeplans to protect outside equip-ment and structures.

• Make plans to protect windows.Permanent storm shutters offerthe best protection. Coveringwindows with 5/8” marine ply-wood is a second option.

• Consider the need for backupsystems:◆Portable pumps to remove

flood water◆Alternate power sources such

as generators or gasoline-pow-ered pumps

◆Battery-powered emergencylighting

• Prepare to move records, com-puters and other items withinyour facility or to another location.

HURRICANES. Hurricanes are severe tropical storms with sustained

winds of 74 miles per hour or greater. Hurricane winds can reach 160 miles per

hour and extend inland for hundreds of miles. HURRICANES

PAGE 57

HAZARDS

Spawned from powerful thun-derstorms, tornadoes can uproottrees and buildings and turn harm-less objects into deadly missiles ina matter of seconds. Damagepaths can be in excess of one milewide and 50 miles long.

Tornadoes can occur in anystate but occur more frequently inthe Midwest, Southeast andSouthwest. They occur with littleor no warning.


The following are considera-tions when planning for torna-does:

• Ask your local emergency man-agement office about the com-munity’s tornado warning system.

• Purchase a NOAA WeatherRadio with a warning alarmtone and battery backup.Listen for tornado watches andwarnings.

Tornado Watch — Tornadoes arelikely. Be ready to take shelter. Stay tuned to radio and television stationsfor additional information.

Tornado Warning — A tornado hasbeen sighted in the area or is indicat-ed by radar. Take shelter immediately.

• Establish procedures to informpersonnel when tornado warn-ings are posted. Consider theneed for spotters to be responsi-ble for looking out forapproaching storms.

• Work with a structural engineeror architect to designate shelterareas in your facility. Ask yourlocal emergency managementoffice or National WeatherService office for guidance.

• Consider the amount of spaceyou will need. Adults requireabout six square feet of space;nursing home and hospitalpatients require more.

• The best protection in a torna-do is usually an undergroundarea. If an underground area isnot available, consider:

TORNADOES. Tornadoes are incredibly violent local storms that

extend to the ground with whirling winds that can reach 300 mph. TORNADOES

PAGE 59

HAZARDS

◆Small interior rooms on thelowest floor and without windows

◆Hallways on the lowest flooraway from doors and windows

◆Rooms constructed with rein-forced concrete, brick or blockwith no windows and a heavyconcrete floor or roof systemoverhead

◆Protected areas away fromdoors and windows

Note: Auditoriums, cafeteriasand gymnasiums that are coveredwith a flat, wide-span roof are notconsidered safe.

• Make plans for evacuating per-sonnel away from lightweightmodular offices or mobilehome-size buildings. Thesestructures offer no protectionfrom tornadoes.

• Conduct tornado drills.

• Once in the shelter, personnelshould protect their heads withtheir arms and crouch down.


Following are considerationsfor preparing for winter storms:

• Listen to NOAA WeatherRadio and local radio and tele-vision stations for weatherinformation:

Winter Storm Watch — Severe win-ter weather is possible.

Winter Storm Warning — Severewinter weather is expected.

Blizzard Warning — Severe winterweather with sustained winds of atleast 35 mph is expected.

Traveler’s Advisory — Severe win-ter conditions may make driving diffi-cult or dangerous.

• Establish procedures for facilityshutdown and early release ofemployees.

• Store food, water, blankets, bat-tery-powered radios with extrabatteries and other emergencysupplies for employees whobecome stranded at the facility.

• Provide a backup power sourcefor critical operations.

• Arrange for snow and iceremoval from parking lots,walkways, loading docks, etc.

SEVERE WINTER

STORMS

PAGE 61

HAZARDSSEVERE WINTER STORMS. Severe winter storms bring heavy

snow, ice, strong winds and freezing rain. Winter storms can prevent employ-

ees and customers from reaching the facility, leading to a temporary shutdown

until roads are cleared. Heavy snow and ice can also cause structural damage

and power outages.

Earthquakes can seriously dam-age buildings and their contents;disrupt gas, electric and telephoneservices; and trigger landslides,avalanches, flash floods, fires andhuge ocean waves called tsunamis.Aftershocks can occur for weeksfollowing an earthquake.

In many buildings, the greatestdanger to people in an earthquakeis when equipment and non-struc-tural elements such as ceilings,partitions, windows and lightingfixtures shake loose.


Following are guidelines forpreparing for earthquakes:

• Assess your facility’s vulnerabil-ity to earthquakes. Ask localgovernment agencies for seis-mic information for your area.

• Have your facility inspected bya structural engineer. Developand prioritize strengtheningmeasures. These may include:◆Adding steel bracing to frames◆Adding sheer walls to frames ◆Strengthening columns and

building foundations ◆Replacing unreinforced brick

filler walls

• Follow safety codes when con-structing a facility or makingmajor renovations.

• Inspect non-structural systemssuch as air conditioning, com-munications and pollution con-trol systems. Assess the poten-tial for damage. Prioritize mea-sures to prevent damages.

• Inspect your facility for anyitem that could fall, spill, breakor move during an earthquake.Take steps to reduce these hazards:◆Move large and heavy objects

to lower shelves or the floor.Hang heavy items away fromwhere people work.

◆Secure shelves, filing cabinets,tall furniture, desktop equip-ment, computers, printers,copiers and light fixtures.

◆Secure fixed equipment andheavy machinery to the floor.Larger equipment can beplaced on casters and attachedto tethers which attach to thewall.

◆Add bracing to suspendedceilings, if necessary.

◆Install safety glass whereappropriate.

◆Secure large utility andprocess piping.

EARTHQUAKES. Earthquakes occur most frequently west of the

Rocky Mountains, although historically the most violent earthquakes have

occurred in the central United States. Earthquakes occur suddenly and without

warning.

EARTHQUAKES

PAGE 63

HAZARDS

• Keep copies of design drawingsof the facility to be used inassessing the facility’s safetyafter an earthquake.

• Review processes for handlingand storing hazardous materials.Have incompatible chemicalsstored separately.

• Ask your insurance carrierabout earthquake insuranceand mitigation techniques.

• Establish procedures to deter-mine whether an evacuation isnecessary after an earthquake.

• Designate areas in the facilityaway from exterior walls andwindows where occupantsshould gather after an earth-quake if an evacuation is notnecessary.

• Conduct earthquake drills.Provide personnel with the fol-lowing safety information: ◆In an earthquake, if indoors,

stay there. Take cover under asturdy piece of furniture orcounter, or brace yourselfagainst an inside wall. Protectyour head and neck.

◆If outdoors, move into theopen, away from buildings,street lights and utility wires.

◆After an earthquake, stayaway from windows, skylightsand items that could fall. Donot use the elevators.

◆Use stairways to leave thebuilding if it is determinedthat a building evacuation isnecessary.

PAGE 64

HAZARDS


The following are suggestionsfor planning for technologicalemergencies:

• Identify all critical operations,including:◆Utilities including electric

power, gas, water, hydraulics,compressed air, municipal andinternal sewer systems, waste-water treatment services

◆Security and alarm systems,elevators, lighting, life support systems, heating, ventilationand air conditioning systems,electrical distribution system.

◆Manufacturing equipment,pollution control equipment

◆Communication systems, bothdata and voice computer net-works

◆Transportation systemsincluding air, highway, rail-road and waterway

• Determine the impact of service disruption.

• Ensure that key safety andmaintenance personnel arethoroughly familiar with allbuilding systems.

• Establish procedures for restor-ing systems. Determine needfor backup systems.

• Establish preventive mainte-nance schedules for all systemsand equipment.

TECHNOLOGICAL EMERGENCIES. Technological emer-

gencies include any interruption or loss of a utility service, power source, life

support system, information system or equipment needed to keep the business

in operation.

TECHNOLOGICAL

EMERGENCIES

PAGE 65

This section provides information sources:

• Additional Readings from FEMA

• Ready-to-Print Brochures

• Emergency Management Offices

INFORMATION SOURCES

4SECTION

ADDITIONAL

READINGS

FROM FEMA

PAGE 69

SOURCES

• Principal Threats FacingCommunities and LocalEmergency ManagementCoordinators (FEMA 191) —Statistics and analyses of natur-al disasters and man-madethreats in the U.S.

• Floodproofing Non-ResidentialStructures (FEMA 102) —Technical information forbuilding owners, designers andcontractors on floodproofingtechniques (200 pages).

• Non-Residential Flood-proofing — Requirements andCertification for BuildingsLocated in Flood Hazard Areasin Accordance with theNational Flood InsuranceProgram (FIA-TB-3) —Planning and engineering con-siderations for floodproofingnew commercial buildings.

• Building Performance:Hurricane Andrew in Florida(FIA 22) — Technical guid-ance for enhancing the perfor-mance of buildings in hurri-canes.

• Building Performance:Hurricane Iniki in Hawaii (FIA 23) — Technical guid-ance for reducing hurricane andflood damage.

• Answers to Questions AboutSubstantially DamagedBuildings (FEMA 213) —Information about regulationsand policies of the NationalFlood Insurance Programregarding substantially damagedbuildings (25 pages).

• Design Guidelines for FloodDamage Reduction (FEMA 15)— A study on land use, water-shed management, design andconstruction practices in flood-prone areas.

• Comprehensive EarthquakePreparedness PlanningGuidelines: Corporate (FEMA71) — Earthquake planningguidance for corporate safetyofficers and managers.

ADDITIONAL READINGS FROM FEMA. The following

publications can be obtained from FEMA by writing to: FEMA, Publications, P.O.

Box 2012, Jessup, MD 20794-2012.

Select any of the brochuresbelow, and you’ll receive camera-ready materials, printing instruc-tions and ideas for adding yourown logo or sponsor message.Write to: Camera-ready Requests,Community & Family Preparedness Program, 500 C Street, SWWashington, DC 20472.

• Your Family Disaster Plan — A 4-step plan for individualsand families on how to preparefor any type of disaster.

• Emergency PreparednessChecklist — An action check-list on home safety, evacuationand disaster preparedness.

• Your Family Disaster SuppliesKit — A checklist of emergencysupplies for the home and car.

• Helping Children Cope WithDisaster — Practical advice onhow to help children deal withthe stress of disaster.

READY-TO-PRINT

BROCHURES

PAGE 71

SOURCESREADY-TO-PRINT BROCHURE MECHANICALS FOR

YOUR EMPLOYEE SAFETY PROGRAM. You can provide

your employees and customers with life-saving information from FEMA and the

American Red Cross. Available at no charge is ready-to-print artwork for a

series of brochures on disaster preparedness and family safety.

EMERGENCY MANAGEMENT OFFICES

EMERGENCY

MANAGEMENT

OFFICES

PAGE 73

SOURCES

FEMA Headquarters

Federal EmergencyManagement Agency, 500 CStreet, SW, Washington, DC20472, (202)646-2500.

FEMA RegionalOffices

• Region 1: Boston (617)223-9540

• Region 2: New York (212)225-7209

• Region 3: Philadelphia (215)931-5500

• Region 4: Atlanta (404)853-4200

• Region 5: Chicago (312)408-5500

• Region 6: Denton, TX (817)898-5104

• Region 7: Kansas City, MO(816)283-7061

• Region 8: Denver (303)235-1813

• Region 9: San Francisco (415)923-7100

• Region 10: Bothell, WA (206)487-4604

State EmergencyManagement Agencies

(FEMA region numbers are inparentheses.)

Alabama (4)Alabama Emergency ManagementAgency5898 S. County Rd.41 Drawer 2160Clanton, AL 35045-5160(205)280-2201

Alaska (10)Department of Military & Veteran AffairsP.O. Box 5750Camp Denali, AK 99595-5750(907)428-7000

Arizona (9)Arizona Division of EmergencyServicesNational Guard Bldg.5636 E. McDowell Rd.Phoenix, AZ 85008(602)231-6245

Arkansas (6)Office of Emergency ServicesP.O. Box 758Conway, AR 72032(501)321-5601

California (9)Office of Emergency Services2800 Meadowview Rd.Sacramento, CA 95823(916)262-1816

Colorado (8)Colorado Office of EmergencyManagementCamp George WestGolden, CO 80401(303)273-1622

Connecticut (1) Connecticut Office of EmergencyManagement360 Broad St.Hartford, CT 06105(203)566-3180

Delaware (3)Division of Emergency Planningand OperationsP.O. Box 527Delaware City, DE 19706(302) 326-6000

District of Columbia (3)Office of Emergency Preparedness200 14th St., NW, 8th FloorWashington, DC 20009(202)727-3159

Florida (4)Division of EmergencyManagement2555 Shumar Oak Blvd.Tallahassee, FL 32399-2100(904)413-9969

Georgia (4)Georgia Emergency ManagementAgencyP.O. Box 18055Atlanta, GA 30316-0055(404)635-7001

Hawaii (9)State Civil Defense3949 Diamond Head Rd.Honolulu, HI 96816-4495(808)733-4300

Idaho (10)Bureau of Disaster Services650 W. State St.Boise, ID 83720(208)334-2336

Illinois (5)Illinois Emergency ManagementAgency110 E. Adams St.Springfield, IL 62706(217)782-2700

Indiana (5)Indiana Emergency ManagementAgencyState Office Bldg., Room E-208302 W. Washington St.Indianapolis, IN 46204(317)232-3980

Iowa (7)Iowa Emergency ManagementDivisionHoover State Office Bldg.Level A, Room 29Des Moines, IA 50319(515)281-3231

Kansas (7)Division of Emergency Preparedness2800 S.W. Topeka BlvdT o p e k a , K S 6 6 6 1 1 - 1 4 0 1

(913)274-1401

Kentucky (4)Kentucky Disaster and EmergencyServices100 Minutemen PkwyFrankfort, KY 40601-6168(502)564-8682

Louisiana (6)Office of Emergency PreparednessDepartment of Public SafetyLA Military Dept.P.O. Box 44217 Capitol StationBaton Rouge, LA 70804(504)342-5470

Maine (1)Maine Emergency ManagementAgency 72 State House StationAugusta, ME 04333-0072(207)287-4080

Maryland (3)Maryland EmergencyManagement and Civil DefenseAgencyTwo Sudbrook Ln., EastPikesville, MD 21208(410)486-4422

PAGE 74

Massachusetts (1)Massachusetts EmergencyManagement AgencyP.O. Box 1496Framingham, MA 01701-0317(508)820-2000

Michigan (5)Emergency Management DivisionMichigan State Police300 S. Washington Sq.Suite 300Lansing, MI 48913(517)366-6198

Minnesota (5)Division of Emergency ServicesDepartment of Public SafetyState Capitol, B-5St. Paul, MN 55155(612)296-0450

Mississippi (4)Mississippi EmergencyManagement AgencyP.O. Box 4501, Fondren StationJackson, MS 39296(601)352-9100

Missouri (7)State Emergency ManagementAgencyP.O. Box 116Jefferson City, MO 65102(573)526-9101

Montana (8)Emergency ManagementSpecialistDisaster and Emergency ServicesP.O. Box 4789Helena, MT 59604-4789(406)444-6911

NebraskaNebraska Civil Defense AgencyNational Guard Center1300 Military RoadLincoln, NE 68508-1090(402)471-7410

Nevada (9)Nevada Division of EmergencyServices2525 S. Carson St.Carson City, NV 89710(702) 687-4240

New Hampshire (1)Governor’s Office of EmergencyManagementState Office Park South107 Pleasant St.Concord, NH 03301-3809(603)271-2231

New Jersey (2)Office of Emergency ManagementP.O. Box 7068W. Trenton, NJ 08628-0068(609)538-6050

New Mexico (6)Emergency Planning andCoordinationDepartment of Public Safety4491 Cerrillos Rd.P.O. Box 1628Santa Fe, NM 87504-1628(505)827-9222

New York (2)State Emergency ManagementOfficeBldg. #22, Suite 101

Albany, NY 12226-2251(518)457-2222

North CarolinaDivision of EmergencyManagement116 West Jones St.Raleigh, NC 27603-1335(919)733-5406

North Dakota (8)North Dakota Division ofEmergency ManagementP.O. Box 5511Bismarck, ND 58502-5511(701) 328-3300

Ohio (5)Ohio Emergency ManagementAgency2825 W. Dublin Granville Rd.Columbus, OH 43235-2206(614)889-7150

Oklahoma (6)Oklahoma Civil Defense P.O. Box 53365Oklahoma City, OK 73152-3365(405)521-2481

Oregon (10)Emergency Management DivisionOregon State ExecutiveDepartment595 Cottage St., NESalem, OR 97310(503)378-2911

Pennsylvania (3)Pennsylvania EmergencyManagement AgencyP.O. Box 3321Harrisburg, PA 17105-3321(717) 651-2007

Puerto Rico (2)State Civil DefenseCommonwealth of Puerto RicoP.O. Box 5127San Juan, PR 00906(809)724-0124

Rhode Island (1)Rhode Island EmergencyManagement Agency675 New London AvenueCranston, RI 02920(401) 946-9996

South Carolina (4)South Carolina EmergencyManagement Division1429 Senate St., Rutledge Bldg.Columbia, SC 29201-3782(803)734-8020

South Dakota (8)Division of Emergency andDisaster ServicesState Capitol, 500 East CapitolPierre, SD 57501(605)773-3231

Tennessee (4)Tennessee EmergencyManagement Agency3041 Sidco Dr. P.O. 41502 Nashville, TN 37204-1502(615)741-6528

Texas (6)Division of EmergencyManagementP.O. Box 4087Austin, TX 78773-0001(512)424-2000

Utah (8)Division of ComprehensiveEmergency ManagementSate Office Bldg., Room 1110Salt Lake City, UT 84114(801)538-3400

Vermont (1)Vermont Emergency ManagementAgencyDept. of Public SafetyWaterbury State Complex103 S. Main St.Waterbury, VT 05671-2101(802)244-8271

Virgin Islands (2)Territorial Emergency ManagementAgencyA & Q Building # 2c Estate ContentSt Thomas, VI 00820(809)773-2244

Virginia (3)Department of EmergencyServicesP.O. Box 40955Richmond, VA 23225-6491(804)674-2497

Washington (10)Division of EmergencyManagement4220 E. Martin Way, MS-PT 11Olympia, WA 98504-0955(360) 923-4505

West Virginia (3)West Virginia Office ofEmergency ServicesState Capitol ComplexRoom EB80Charleston, WV 25305-0360(304)558-5380

Wisconsin (5)Division of EmergencyGovernment2400 Wright St. P.O. Box 7865Madison, WI 53707(608) 242-3232

Wyoming (8)Wyoming EmergencyManagement AgencyP.O. Box 1709Cheyenne, WY 82003(307)777-7566

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Emergency Management Guide for Business and … Emergency Management Guide for Business & Industry...

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