Emergency Response Procedures for Buildings

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IFE /IMDEMM SeminarApril 20071

Emergency Response Procedures forBuildings: Concept and Practice

NM AdamFaculty of Engineering

UPM [email protected]


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Abstract

Buildings of high rise type is a vertical societycomprising of hotels, shopping complex, university,taxi stand, bus station etc. Emergency Responseand Planning comprises of two parts to manage anincident i.e. the response and management part(active) and the planning part (passive). Since

September 2001, there is a paradigm shift toencompass life safety and property safety. The needfor business continuity and safeguard reputation.2


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INTRODUCTION

Since 9 September 2001 collapse of World

Trade Center the definition of life safety hasnot changed but its rules has.

UBBL 1984 before practice 80% lifeprotection 20% property protection

Now fire safety professionals and buildinginsurers include disaster recovery andbusiness continuity plan.


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Example: Proton City

Structural protection was given equal

emphasis where the whole building includingthe roof structure was fully protected.

The lake was created for additional watersupply. External help from Bomba is small

(full team of 18 men and far away). ProtonCity has to develop its own ERT.


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Special Risks in Buildings

Car parks, plant rooms for boilers and airhandling equipment, communications andexchange rooms, switch gear rooms,standby generator plant (>72h), lift shaftsand motor rooms, escalator machineryspaces, water treatment and purification

plant, refrigeration and temperature controlrooms and incineration plants (Torrance,1998)


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Organizational assets

People

People People

World Class organization has


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CHANGE


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The more established the routines, the more

difficult to plan and implement change

To improve is to change but to be perfectis to change often

Sir Winston Churchill


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CHANGE

Organization cannot control external environment,but can control and manage response to the

changes by shifting the mind set

Organization that refuse to change face risk of beingleft behind e.g. Nokia

Change management is a process, but not the end

result.

Leader must see change management as essentialpart of growth and development


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PROTECTING INTEREST ANY TIME

People (Clients and personnel)

Image (reputation) Business disruption i.e. continuity of business

during and after emergency

Financial implication

(Can we absorb the loss?)


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PROTECTING ASSETS

Emergency Response Planning

Instruction and training on self protection Family preparedness information

Workplace emergency response team

Employee crisis information line or email Train un-train re-train


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Be Knowledgeable

Fire Services Act 1988: obligation of owner toprovide safe place to occupants and tenants

Implications to owners for performance based firesafety protection

OSHA 1994: ever improving conditions for workers,new trend in diseases, revision of standards

New types of buildings: green, LEO, sustainability,environmentally friendly


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ERP Formula

Management has to protect its people,

image, reduce disruption and businessimplication when preparing the plan.

The ERP plan is to help you manage theincident

To facilitate external help to help you


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Preparing ERP Plan

The designer (group) must think of worst

scenario e.g. long public holiday, watershortage, fire, explosion think 26 Decemberor 26 October.

Then think of ways to prevent the routes to

disaster


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Route to Disaster

Worst events considered

Routes to those events Time scale to lesser events

Size of lesser events if their development ishalted

Relative likelihood of events Consequence of each event

Identify ALARP


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Plant RISK evaluation

Quantity of hazardous materials (OSHA1984)

Location, properties of materials (MSDS)

Special fire fighting procedures

Special handling requirements

Risk assessment o possible events Amount of hazardous materials which could

be released, rate of release and its effects


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Know thy neighbours

Mutual aid group, so you can plan and

design refuge areas, wind socks Update contact listings: neighbours, hospital,

police, plumber, electrician, emergencyrequirements inventory list suppliers

Find out alternative routes, build a ring road ifnecessary


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New Features

Smart buildings require smart people toimplement intelligent entry into buildings forsecurity, bomba

Biometric identification

Too many cards/keys

Designate logical place of assembly, refugearea if necessary

Consider duplication of vital resources


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Protection of Resources

Destroyed plant can be rebuilt if and only if

skill and knowledge required have beenprotected from unforeseeable damage, backup services, confidential data

ERP must work at any time in all weather

conditions


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Types of Emergency for Buildings

Natural: landslides, flash floods, lightning,

tremor Manmade: chemical spill, communications

failure, radiological accident, terrorism,stampede, structural failure, building

collapse, static electricity


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Why Plan?

Safety or security?

Strategy is doing things right the first time Strategy should be comprehensive

Tactics practical and reliable

Like preparing for the Olympics Post disaster require counseling for trauma

cases


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SOP + IAP + ICS = ERP

SOP Standard operating procedure

IAP incident action plan (fire, flash floods etc) ICS incident command system

ERP emergency response planning

Basics is an overall strategic and tactical planfor saving lives, controlling hazards andmanaging risks


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ERP Development: First

ERP must be correct response to the incidentand not to the cause of the incident

Plan must be simple, clear, flexible andregularly tested against specificcircumstances.

All involved must understand their roles andfunctions to be built on routine arrangement,incorporated and integrated into corporateculture


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ERP Development: Second

Emergency plan must be built on routine

arrangement; those required to respond toany emergency to be involved in the planningprocess

Any emergency management arrangement

must be integrated into the organizationaland institutionalized as corporate culture


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ERP Development: Third

Effective planning must integrate the

activities of different departments within theorganization in order to achieve an efficientand timely response in case of emergency


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ERP Development: Fourth

It is vital to establish Interplant MutualAssistance Scheme (IMAS)

Must know members capabilities and

constraints


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TEST THE PLAN TABLE TOP FIRST


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Minimum ERP Components

Objectives, responsibility & authority,distribution of plan, emergency equipmentand supplies, location of data/information,assessment of hazards, general procedure,notification procedures, evacuation

procedure, containment procedure, specialprocedure, plant shut down, return to normaloperations, training, documentation


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Requirements of Leader

Be responsible for proper leadership forteam. Must delegate responsibility and learn

to trust the person in the front line facing thedanger

The overall strategic emergency plan musthave a clear mission statement from topmanagement to be incorporated at thebeginning of the plan and during appointmentof planning team


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MKN Directive 20

Systematic approach for interdisciplinarymanagement

Covers a wide area on land and populatedareas

Designate scope of work for each

organization


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MKN 20 Objectives

To reduce casualties and minimize damageto properties

To prevent disaster from spreading

To coordinate relief and rehabilitation tovictims

To preserve environment To immediately bring back the situation to

normalcy


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Planning

Setting up ERT to become ears, eyes and limbs oforganization

Get registered as Volunteer fire fighters- ERT Jacket Deputy President to lead

Training

Upgrading ERP Plan through drills and drills

Make sure IC becomes part of ERT team duringdrills

Upgrade maintenance


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Case Studies: Car Park

Car park 200,000 at Sungai Wang shoppingcomplex

CO level 20-25 ppm

Some discos has fresh air intake from carpark C) 35 ppm

WHO 9ppm for 24 hour exposure or 25 ppmfor 8 hour exposure


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Case Studies: Hospital

High risk: chemicals, temporary sleepingarea, patients hooked to gadgets, ICUtreatment, sanity cases

Takes 5 people to move one patient, refugearea more appropriate

Sloping floors, special beds


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Case Studies: hotel

Five star hotels are better equipped withcommitted staff and financial support. Some

hotel car parks are fitted with CO detector. Pay as you leave may become a disaster

itself. Relevant authorities should considerthis matter seriously.

Basement car park may become a hazard ifmaintenance not properly conducted. Foolproof labeling required.


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Thank you for giving me an opportunity toshare some experience with you

Emergency Response Procedures for Buildings

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