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Emergency Management Guide For Bussiness and Industry PDF
Emergency Management Guide For Bussiness and Industry PDF
Special thanks to the following organizations for supporting the development, promotion and
distribution of the Emergency Management Guide for Business & Industry:
Fertilizer Institute
Pacific Bell
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).
INTRODUCTION
About This Guide .........................................................................................................................................5
What Is an Emergency? .................................................................................................................................5
What Is Emergency Management?................................................................................................................6
Making the “Case” for Emergency Management..........................................................................................6
Conduct Training..........................................................................................................................................................22
Planning Considerations...............................................................................................................................22
Training Activities ........................................................................................................................................22
Employee Training ........................................................................................................................................23
Life Safety........................................................................................................................................................................33
Evacuation Planning ....................................................................................................................................33
Evacuation Routes and Exits........................................................................................................................33
Assembly Areas and Accountability............................................................................................................34
Shelter ..........................................................................................................................................................34
Training and Information.............................................................................................................................34
Family Preparedness .....................................................................................................................................34
Hurricanes .......................................................................................................................................................................57
Tornadoes........................................................................................................................................................................59
Earthquakes ...................................................................................................................................................................63
Technological Emergencies....................................................................................................................................65
Ready-to-Print Brochures..........................................................................................................................................71
APPENDIX
Vulnerability Analysis Chart
PAGE 6
SECTION
STEP 1
Establish a Planning Team
STEP 2
Analyze Capabilities and Hazards
STEP 3
Develop the Plan
STEP 4
Implement the Plan
ESTABLISH A PLANNING TEAM. There must be an individual STEP 1
or group in charge of developing the emergency management plan. The follow- ESTABLISH
ing is guidance for making the appointment.
A PLANNING
TEAM
Emergency Manager
• It provides for a broad perspec-
Fire & Police
tive on the issues. Other Response Organizations
COMMUNICATIONS
➤
➤ MANAGEMENT & PERSONNEL
Public Information Officer
in an advisory capacity. In most Line Management
SAFETY OFFICER/ ➤ ➤
cases, one or two people will be PLANNING TEAM Labor Representative
doing the bulk of the work. At Human Resources
➤
➤
EMERGENCY RESPONSE
➤
PAGE 9
Establish Authority Establish a Schedule
Demonstrate management’s and Budget
commitment and promote an Establish a work schedule and
atmosphere of cooperation by planning deadlines. Timelines
“authorizing” the planning group can be modified as priorities
to take the steps necessary to become more clearly defined.
develop a plan. The group should Develop an initial budget for
be led by the chief executive or such things as research, printing,
the plant manager. seminars, consulting services and
Establish a clear line of authori- other expenses that may be neces-
ty between group members and sary during the development
the group leader, though not so process.
rigid as to prevent the free flow of
ideas.
Issue a Mission
Statement
Have the chief executive or
plant manager issue a mission
statement to demonstrate the
company’s commitment to emer-
gency management. The state-
ment should:
• Define the purpose of the plan
and indicate that it will involve
the entire organization
• Define the authority and struc-
ture of the planning group
PAGE 10
ANALYZE CAPABILITIES AND HAZARDS. This step STEP 2
entails gathering information about current capabilities and about possible
ANALYZE
hazards and emergencies, and then conducting a vulnerability analysis to
CAPABILITIES
determine the facility’s capabilities for handling emergencies.
AND HAZARDS
PAGE 11
Identify Codes and Identify Internal
Regulations Resources and
Identify applicable Federal, Capabilities
State and local regulations such Resources and capabilities that
as: could be needed in an emergency
• Occupational safety and health include:
regulations • Personnel — fire brigade, haz-
• Environmental regulations ardous materials response team,
emergency medical services,
• Fire codes security, emergency manage-
• Seismic safety codes ment group, evacuation team,
One way to increase response public information officer
• Transportation regulations
capabilities is to identify employee
• Zoning regulations • Equipment — fire protection
skills (medical, engineering,
and suppression equipment,
communications, foreign lan- • Corporate policies
communications equipment,
guage) that might be needed in an
first aid supplies, emergency
emergency. Identify Critical
supplies, warning systems,
Products, Services
emergency power equipment,
and Operations
decontamination equipment
You’ll need this information to
• Facilities — emergency operat-
assess the impact of potential
ing center, media briefing area,
emergencies and to determine the
shelter areas, first-aid stations,
need for backup systems. Areas to
sanitation facilities
review include:
• Organizational capabilities —
• Company products and services
training, evacuation plan,
and the facilities and equip-
employee support system
ment needed to produce them
• Backup systems — arrange-
• Products and services provided
ments with other facilities to
by suppliers, especially sole
provide for:
source vendors
◆ Payroll
• Lifeline services such as electri-
◆ Communications
cal power, water, sewer, gas,
◆ Production
telecommunications and trans-
◆ Customer services
portation
◆ Shipping and receiving
• Operations, equipment and ◆ Information systems support
personnel vital to the contin-
◆ Emergency power
ued functioning of the facility
◆ Recovery support
PAGE 12
Identify External Do an Insurance
Resources Review
There are many external Meet with insurance carriers to
resources that could be needed in review all policies. (See Section 2:
an emergency. In some cases, for- Recovery and Restoration.)
mal agreements may be necessary
to define the facility’s relationship
with the following:
• Local emergency management
office
• Fire Department
• Hazardous materials response
organization
• Emergency medical services
• Hospitals
• Local and State police
• Community service organiza-
tions
• Utilities
• Contractors
• Suppliers of emergency
equipment
• Insurance carriers
PAGE 13
CONDUCT A VULNERABILITY ANALYSIS
◆ Power failure
• Emergencies that could occur
◆ Heating/cooling system
within your facility
failure
• Emergencies that could occur ◆ Emergency notification
in your community system failure
Below are some other factors to • Human Error — What emer-
consider. gencies can be caused by
• Historical — What types of employee error? Are employees
emergencies have occurred in trained to work safely? Do they
the community, at this facility know what to do in an emer-
and at other facilities in the gency?
area? Human error is the single
◆ Fires largest cause of workplace
◆ Severe weather emergencies and can result
◆ Hazardous material spills from:
◆ Transportation accidents ◆ Poor training
◆ Hurricanes ◆ Carelessness
◆ Tornadoes ◆ Misconduct
PAGE 14
• Physical — What types of Estimate Probability
emergencies could result from In the Probability column, rate
the design or construction of the likelihood of each emergency’s
the facility? Does the physical occurrence. This is a subjective
facility enhance safety? consideration, but useful nonethe-
Consider: less.
◆ The physical construction of
Use a simple scale of 1 to 5 with
the facility
1 as the lowest probability and 5 as
◆ Hazardous processes or
byproducts the highest.
◆ Facilities for storing com-
bustibles Assess the Potential
◆ Layout of equipment
Human Impact
◆ Lighting Analyze the potential human
◆ Evacuation routes and exits impact of each emergency — the
◆ Proximity of shelter areas possibility of death or injury.
• Regulatory — What emergen- Assign a rating in the Human
cies or hazards are you regulated Impact column of the
to deal with? Vulnerability Analysis Chart. Use A bank’s vulnerability analysis
Analyze each potential emer- a 1 to 5 scale with 1 as the lowest concluded that a “small” fire could
gency from beginning to end. impact and 5 as the highest. be as catastrophic to the business
Consider what could happen as a as a computer system failure.
result of: Assess the Potential The planning group discovered
Property Impact that bank employees did not know
◆ Prohibited access to the
facility Consider the potential property how to use fire extinguishers, and
◆ Loss of electric power for losses and damages. Again, that the bank lacked any kind of
◆ Communication lines down assign a rating in the Property evacuation or emergency response
◆ Ruptured gas mains Impact column, 1 being the system.
◆ Water damage lowest impact and 5 being the
◆ Smoke damage
highest. Consider:
◆ Structural damage • Cost to replace
◆ Air or water contamination • Cost to set up temporary
◆ Explosion replacement
◆ Building collapse
• Cost to repair
◆ Trapped persons
◆ Chemical release
PAGE 16
DEVELOP THE PLAN. You are now ready to develop an emergency STEP 3
management plan. This section describes how.
DEVELOP
THE
PLAN
PLAN COMPONENTS
PAGE 17
Emergency Response Support Documents
Procedures Documents that could be
The procedures spell out how needed in an emergency include:
the facility will respond to emer- • Emergency call lists — lists
gencies. Whenever possible, (wallet size if possible) of all
develop them as a series of check- persons on and off site who
lists that can be quickly accessed would be involved in respond-
by senior management, depart- ing to an emergency, their
ment heads, response personnel responsibilities and their 24-
and employees. hour telephone numbers
In an emergency, all personnel
should know: 1. What is my role? Determine what actions would • Building and site maps that
2. Where should I go? be necessary to: indicate:
• Assess the situation ◆ Utility shutoffs
■ Rescue and medical duties for and community responders ◆ Fire extinguishers
PAGE 18
THE DEVELOPMENT PROCESS
PAGE 19
Maintain Contact with Seek Final Approval
Other Corporate Arrange a briefing for the chief
Offices
executive officer and senior man-
Communicate with other agement and obtain written
offices and divisions in your com- approval.
pany to learn:
• Their emergency notification Distribute the Plan
requirements Place the final plan in three-
• The conditions where mutual ring binders and number all copies
assistance would be necessary and pages. Each individual who
• How offices will support each receives a copy should be required
other in an emergency to sign for it and be responsible for
posting subsequent changes.
Consolidate emergency plans for • Names, telephone numbers and
better coordination. Stand-alone pager numbers of key personnel Determine which sections of
plans, such as a Spill Prevention the plan would be appropriate to
Incorporate this information show to government agencies
Control and Countermeasures
into your procedures. (some sections may refer to corpo-
(SPCC) plan, fire protection plan
or safety and health plan, should rate secrets or include private list-
Review, Conduct ings of names, telephone numbers
be incorporated into one compre-
Training and Revise or radio frequencies).
hensive plan.
Distribute the first draft to Distribute the final plan to:
group members for review. Revise
as needed. • Chief executive and senior
managers
For a second review, conduct a
tabletop exercise with manage- • Key members of the company’s
ment and personnel who have a emergency response organiza-
key emergency management tion
responsibility. In a conference • Company headquarters
room setting, describe an emer- • Community emergency
gency scenario and have partici- response agencies (appropriate
pants discuss their responsibilities sections)
and how they would react to the
Have key personnel keep a
situation. Based on this discus-
copy of the plan in their homes.
sion, identify areas of confusion
and overlap, and modify the plan Inform employees about the
accordingly. plan and training schedule.
PAGE 20
IMPLEMENT THE PLAN. Implementation means more than simply STEP 4
exercising the plan during an emergency. It means acting on recommendations
IMPLEMENT
made during the vulnerability analysis, integrating the plan into company oper-
THE
ations, training employees and evaluating the plan.
PLAN
PAGE 21
CONDUCT TRAINING
PAGE 22
• Evacuation Drill — Personnel Employee Training
walk the evacuation route to a General training for all employ-
designated area where proce- ees should address:
dures for accounting for all per-
• Individual roles and responsi-
sonnel are tested. Participants
bilities
are asked to make notes as they
go along of what might become • Information about threats,
a hazard during an emergency, hazards and protective actions
e.g., stairways cluttered with • Notification, warning and com-
debris, smoke in the hallways. munications procedures OSHA training requirements are
Plans are modified accordingly. a minimum standard for many
• Means for locating family
facilities that have a fire brigade,
• Full-scale Exercise — A real- members in an emergency
hazardous materials team, rescue
life emergency situation is
• Emergency response procedures team or emergency medical
simulated as closely as possible.
This exercise involves company • Evacuation, shelter and response team.
emergency response personnel, accountability procedures
employees, management and • Location and use of common
community response organizations. emergency equipment
• Emergency shutdown
procedures
The scenarios developed during
the vulnerability analysis can
serve as the basis for training
events.
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MANAGEMENT
ORIENTATION/REVIEW
EMPLOYEE
ORIENTATION/REVIEW
CONTRACTOR
ORIENTATION/REVIEW
COMMUNITY/MEDIA
ORIENTATION/REVIEW
MANAGEMENT
TABLETOP EXERCISE
RESPONSE TEAM
TABLETOP EXERCISE
WALK-THROUGH
DRILL
FUNCTIONAL
DRILLS
EVACUATION
DRILL
FULL-SCALE
EXERCISE
PAGE 24
SECTION
ENVIRONMENTAL
➤ COORDINATOR EMERGENCY MEDICAL FIRE/HAZMAT
TECHNICIANS TEAM (FIRE BRIGADE)
MAINTENANCE
➤ COORDINATOR
HUMAN RESOURCES
➤ COORDINATOR
ENVIRONMENTAL
➤ COORDINATOR
PUBLIC RELATIONS
➤ COORDINATOR
PAGE 27
Incident Command Emergency Operations
System (ICS) Center (EOC)
The ICS was developed specifi- The EOC serves as a central-
cally for the fire service, but its ized management center for emer-
principles can be applied to all gency operations. Here, decisions
emergencies. The ICS provides are made by the EMG based upon
for coordinated response and a information provided by the IC
In a hazardous materials accident, clear chain of command and safe and other personnel. Regardless
an off-site medic was exposed to operations. of size or process, every facility
the spilled material and required should designate an area where
The Incident Commander (IC)
hospitalization. It was determined decision makers can gather during
is responsible for front-line man-
that the person was able to enter an emergency.
agement of the incident, for tacti-
the hazardous area unprotected
cal planning and execution, for The EOC should be located in
because no one among a host of
determining whether outside assis- an area of the facility not likely to
managers and facility responders
tance is needed and for relaying be involved in an incident, per-
was “in charge” at the scene.
requests for internal resources or haps the security department, the
outside assistance through the manager’s office, a conference
Emergency Operations Center room or the training center. An
(EOC). alternate EOC should be designat-
EOC Resources:
The IC can be any employee, ed in the event that the primary
■ Communications equipment but a member of management location is not usable.
■ A copy of the emergency with the authority to make deci- Each facility must determine its
management plan and EOC sions is usually the best choice. requirements for an EOC based
procedures The IC must have the capabili- upon the functions to be per-
■ Blueprints, maps, status boards ty and authority to: formed and the number of people
• Assume command involved. Ideally, the EOC is a
■ A list of EOC personnel and
dedicated area equipped with
descriptions of their duties • Assess the situation
communications equipment, refer-
■ Technical information and data • Implement the emergency
ence materials, activity logs and
for advising responders management plan
all the tools necessary to respond
• Determine response strategies quickly and appropriately to an
■ Building security system
information
• Activate resources emergency.
• Order an evacuation
■ Information and data manage-
• Oversee all incident response
ment capabilities
activities
■ Telephone directories
• Declare that the incident is “over”
■ Backup power, communica-
tions and lighting
■ Emergency supplies
PAGE 28
Planning Security
Considerations Isolation of the incident scene
To develop a direction and must begin when the emergency is
control system: discovered. If possible, the discov-
• Define the duties of personnel erer should attempt to secure the
with an assigned role. Establish scene and control access, but no
procedures for each position. one should be placed in physical
Prepare checklists for all proce- danger to perform these functions.
dures. Basic security measures include:
• Define procedures and respon- • Closing doors or windows
sibilities for fire fighting, med- • Establishing temporary barriers
ical and health, and engineer- with furniture after people have
ing. safely evacuated
• Determine lines of succession • Dropping containment materi-
to ensure continuous leader- als (sorbent pads, etc.) in the
ship, authority and responsibili- path of leaking materials
ty in key positions.
• Closing file cabinets or desk
• Determine equipment and sup- drawers Keep detailed logs of actions
ply needs for each response
Only trained personnel should taken during an emergency.
function.
be allowed to perform advanced Describe what happened, deci-
• At a minimum, assign all security measures. Access to the sions made and any deviations
personnel responsibility for: facility, the EOC and the incident from policy. Log the time for
◆ Recognizing and reporting an scene should be limited to persons each event.
emergency directly involved in the response.
◆ Warning other employees in
the area
Coordination of
◆ Taking security and safety
Outside Response
measures
◆ Evacuating safely In some cases, laws, codes, prior
• Provide training. agreements or the very nature of
the emergency require the IC to
turn operations over to an outside
response 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’s
IC a complete report on the
situation.
The facility IC keeps track of
which organizations are on-site
and how the response is being
coordinated. This helps increase
personnel safety and accountabili-
ty, and prevents duplication of
effort.
PAGE 29
C O M MU NICAT IONS. Communications are essential to any FUNCTION
business operation. A communications failure can be a disaster in itself,
COMMUNICATIONS
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.
PAGE 31
Methods of communication Maintain an updated list of
include: addresses and telephone and pager
• Messenger numbers of key emergency
response personnel (from within
• Telephone
and outside the facility).
• Two-way radio
Listen for tornado, hurricane
• FAX machine and other severe weather warnings
• Microwave issued by the National Weather
• Satellite Service.
SAFETY
PAGE 33
Assembly Areas and • Designate shelter managers, if
Accountability appropriate.
Obtaining an accurate account • Coordinate plans with local
of personnel after a site evacua- authorities.
tion requires planning and
practice. Training and
• Designate assembly areas where Information
personnel should gather after Train employees in evacuation,
evacuating. shelter and other safety proce-
• Take a head count after the dures. Conduct sessions at least
A gas explosion and fire in a nurs-
evacuation. The names and annually or when:
ing home caused the evacuation
of all patients, most of whom were last known locations of person- • Employees are hired
disabled. Because the staff had nel not accounted for should be • Evacuation wardens, shelter
trained for this scenario, all determined and given to the managers and others with spe-
patients were evacuated safely. EOC. (Confusion in the cial assignments are designated
assembly areas can lead to
unnecessary and dangerous • New equipment, materials or
search and rescue operations.) processes are introduced
PAGE 34
PROPERTY PROTECTION. Protecting facilities, equipment and vital FUNCTION
records is essential to restoring operations once an emergency has occurred.
PROPERTY
PROTECTION
PAGE 35
Consider physical retrofitting architect and your community’s
measures such as: building and zoning offices for
• Upgrading facilities to with- additional information.
stand the shaking of an earth-
quake or high winds Facility Shutdown
• “Floodproofing” facilities by Facility shutdown is generally a
constructing flood walls or last resort but always a possibility.
other flood protection devices Improper or disorganized shut-
(see Section 3 for additional down can result in confusion,
information) injury and property damage.
• Installing fire sprinkler systems Some facilities require only
simple actions such as turning off
• Installing fire-resistant materi-
equipment, locking doors and
als and furnishing
activating alarms. Others require
• Installing storm shutters for all complex shutdown procedures.
exterior windows and doors
Work with department heads to
There are also non-structural establish shutdown procedures.
mitigation measures to consider, Include information about when
including: and how to shut off utilities.
• Installing fire-resistant materi- Identify:
als and furnishing • The conditions that could
• Securing light fixtures and necessitate a shutdown
other items that could fall or • Who can order a shutdown
shake loose in an emergency
• Who will carry out shutdown
• Moving heavy or breakable procedures
objects to low shelves
• How a partial shutdown would
• Attaching cabinets and files to affect other facility operations
low walls or bolting them
• The length of time required for
together
shutdown and restarting
• Placing Velcro strips under
Train personnel in shutdown
typewriters, tabletop computers
procedures. Post procedures.
and television monitors
• Moving work stations away
from large windows
• Installing curtains or blinds
that can be drawn over win-
dows to prevent glass from
shattering onto employees
• Anchoring water heaters and
bolting them to wall studs
Consult a structural engineer or
PAGE 36
Records Preservation Next, establish procedures for
Vital records may include: protecting and accessing vital
records. Among the many
• Financial and insurance infor-
approaches to consider are:
mation
• Labeling vital records
• Engineering plans and drawings
• Backing up computer systems
• Product lists and specifications
• Making copies of records
• Employee, customer and suppli-
er databases • Storing tapes and disks in
insulated containers
• Formulas and trade secrets
• Storing data off-site where they
• Personnel files
would not likely be damaged by
Preserving vital records is an event affecting your facility
essential to the quick restoration
• Increasing security of computer
of operations. Analyzing vital
facilities
records involves:
• Arranging for evacuation of
1. Classifying operations into
records to backup facilities
functional categories, e.g.,
finance, production, sales, • Backing up systems handled by
administration service bureaus
2. Determining essential functions • Arranging for backup power
for keeping the business up and
running, such as finance, pro-
duction, sales, etc.
3. Identifying the minimum infor-
mation that must be readily
accessible to perform essential
functions, e.g., maintaining
customer collections may
require access to account state-
ments
4. Identifying the records that
contain the essential informa-
tion and where they are located
5. Identifying the equipment and
materials needed to access and
use the information
PAGE 37
COMMUNITY OUTREACH. Your facility’s relationship with the commu- FUNCTION
nity will influence your ability to protect personnel and property and return to
COMMUNITY
normal operations.
OUTREACH
This section describes ways to involve outside organizations in the emergency
management plan.
PAGE 39
Community Service Public Information
In community-wide emergen- When site emergencies expand
cies, business and industry are beyond the facility, the communi-
often needed to assist the commu- ty will want to know the nature of
nity with: the incident, whether the public’s
• Personnel safety or health is in danger, what
is being done to resolve the prob-
• Equipment
lem and what was done to prevent
• Shelter the situation from happening.
• Training Determine the audiences that
The community wants to know: • Storage may be affected by an emergency
What does the facility do? and identify their information
■ • Feeding facilities
needs. Include:
■ What are the hazards? • EOC facilities
• The public
■ What programs are in place to • Food, clothing, building
• The media
respond to emergencies? materials
• Employees and retirees
■ How could a site emergency • Funding
• Unions
affect the community? • Transportation
• Contractors and suppliers
■ What assistance will be While there is no way to pre-
required from the community? dict what demands will be placed • Customers
on your company’s resources, give • Shareholders
some thought to how the commu-
• Emergency response
nity’s needs might influence your
organizations
corporate responsibilities in an
emergency. Also, consider the • Regulatory agencies
opportunities for community ser- • Appointed and elected officials
vice before an emergency occurs. • Special interest groups
• Neighbors
PAGE 40
Media Relations When providing information to
In an emergency, the media are the media during an emergency:
the most important link to the Do’s
public. Try to develop and main- • Give all media equal access to
tain positive relations with media information.
outlets in your area. Determine • When appropriate, conduct
their particular needs and inter- press briefings and interviews.
ests. Explain your plan for pro- Give local and national media Press releases about facility-gener-
tecting personnel and preventing equal time. ated emergencies should describe
emergencies. who is involved in the incident
• Try to observe media deadlines.
Determine how you would and what happened, including
• Escort media representatives to
communicate important public when, where, why and how.
ensure safety.
information through the media in
an emergency. • Keep records of information
released.
• Designate a trained spokes-
person and an alternate • Provide press releases when
spokesperson possible.
• Set up a media briefing area Don’ts
• Do not speculate about the
• Establish security procedures
incident.
• Establish procedures for ensur-
• Do not permit unauthorized
ing that information is com-
personnel to release informa-
plete, accurate and approved
tion.
for public release
• Do not cover up facts or mis-
• Determine an appropriate and
lead the media.
useful way of communicating
technical information • Do not place blame for the
incident.
• Prepare background informa-
tion about the facility
PAGE 41
RECOVERY AND RESTORATION. Business recovery and restoration, FUNCTION
or business resumption, goes right to a facility’s bottom line: keeping people
RECOVERY
employed and the business running.
AND
RESTORATION
Planning Continuity of
Considerations Management
Consider making contractual You can assume that not every
arrangements with vendors for key person will be readily avail-
such post-emergency services as able or physically at the facility
records preservation, equipment after an emergency. Ensure that
repair, earthmoving or engineering. recovery decisions can be made
Meet with your insurance carri- without undue delay. Consult
ers to discuss your property and your legal department regarding
business resumptions policies (see laws and corporate bylaws govern-
the next page for guidelines). ing continuity of management.
Determine critical operations Establish procedures for:
and make plans for bringing those • Assuring the chain of
systems back on-line. The process command
may entail: • Maintaining lines of succession
• Repairing or replacing for key personnel
equipment • Moving to alternate
• Relocating operations to an headquarters
alternate location Include these considerations in
• Contracting operations on a all exercise scenarios.
temporary basis
Take photographs or videotape
the facility to document company
assets. Update these records regularly.
PAGE 43
Insurance • Am I covered for lost income
Most companies discover that in the event of business inter-
they are not properly insured only ruption because of a loss? Do I
after they have suffered a loss. have enough coverage? For
Lack of appropriate insurance can how long is coverage provided?
be financially devastating. How long is my coverage for
Discuss the following topics with lost income if my business is
your insurance advisor to deter- closed by order of a civil
mine your individual needs. authority?
• How will my property be • To what extent am I covered
valued? for reduced income due to cus-
tomers’ not all immediately
• Does my policy cover the cost
coming back once the business
of required upgrades to code?
reopens?
• How much insurance am I
After a site emergency, assess the • How will my emergency man-
required to carry to avoid
impact of the event on business agement program affect my
becoming a co-insurer?
neighbors and the community rates?
and take appropriate action. • What perils or causes of loss
How you handle this issue will does my policy cover? Employee Support
have long-lasting consequences. • What are my deductibles? Since employees who will rely
• What does my policy require on you for support after an emer-
me to do in the event of a loss? gency are your most valuable
• What types of records and asset, consider the range of ser-
documentation will my insur- vices that you could provide or
ance company want to see? arrange for, including:
Are records in a safe place ◆ Cash advances
power interruption?
PAGE 44
Resuming Operations • Conduct salvage operations.
Immediately after an emergency, Segregate damaged from
take steps to resume operations. undamaged property. Keep
damaged goods on hand until
• Establish a recovery team, if
an insurance adjuster has
necessary. Establish priorities
visited the premises, but you
for resuming operations.
can move material outside if
• Continue to ensure the safety it’s seriously in the way and
of personnel on the property. exposure to the elements won’t
Assess remaining hazards. make matters worse.
Maintain security at the
• Take an inventory of damaged
incident scene.
goods. This is usually done
• Conduct an employee briefing. with the adjuster, or the
• Keep detailed records. Consider adjuster’s salvor if there is any
audio recording all decisions. appreciable amount of goods
Take photographs of or video- or value. If you release goods
tape the damage. to the salvor, obtain a signed
inventory stating the quantity
• Account for all damage-related
and type of goods being
costs. Establish special job
removed.
order numbers and charge
codes for purchases and repair • Restore equipment and proper-
work. ty. For major repair work,
review restoration plans with
• Follow notification procedures.
the insurance adjuster and
Notify employees’ families
appropriate government agencies.
about the status of personnel
on the property. Notify off- • Assess the value of damaged
duty personnel about work sta- property. Assess the impact of
tus. Notify insurance carriers business interruption.
and appropriate government • Maintain contact with cus-
agencies. tomers and suppliers.
• Protect undamaged property.
Close up building openings.
Remove smoke, water and
debris. Protect equipment
against moisture. Restore
sprinkler systems. Physically
secure the property. Restore
power.
• Conduct an investigation.
Coordinate actions with appro-
priate government agencies.
PAGE 45
ADMINISTRATION AND LOGISTICS. Maintain complete and accu- FUNCTION
rate records at all times to ensure a more efficient emergency response and ADMINISTRATION
recovery. Certain records may also be required by regulation or by your insur-
AND
ance carriers or prove invaluable in the case of legal action after an incident.
LOGISTICS
Administrative Logistics
Actions Before an emergency, logistics
Administrative actions prior to may entail:
an emergency include: • Acquiring equipment
• Establishing a written emer- • Stockpiling supplies
gency management plan
• Designating emergency
• Maintaining training records facilities
• Maintaining all written • Establishing training facilities
communications Emergency funding can be critical
• Establishing mutual aid immediately following an emer-
• Documenting drills and exer- agreements
cises and their critiques gency. Consider the need for pre-
• Preparing a resource inventory approved purchase requisitions
• Involving community
During an emergency, logistics and whether special funding
emergency response organiza-
may entail the provision of: authorities may be necessary.
tions in planning activities
Administrative actions during • Providing utility maps to
and after an emergency include: emergency responders
HAZARD-SPECIFIC INFORMATION
PAGE 51
• Install smoke detectors. Check Option 2 — All personnel are
smoke detectors once a month, trained in fire extinguisher use.
change batteries at least once a Personnel in the immediate
area of a fire attempt to control
year.
it. If they cannot, the fire
• Establish a system for warning alarm is sounded and all per-
personnel of a fire. Consider sonnel evacuate.
installing a fire alarm with Option 3 — Only designated
automatic notification to the personnel are trained in fire
fire department. extinguisher use.
Option 4 — A fire team is
• Consider installing a sprinkler trained to fight incipient-stage
system, fire hoses and fire-resis- fires that can be controlled
tant walls and doors. without protective equipment
or breathing apparatus. Beyond
• Ensure that key personnel are this level fire, the team evacu-
familiar with all fire safety ates.
systems. Option 5 — A fire team is
• Identify and mark all utility trained and equipped to fight
shutoffs so that electrical structural fires using protective
equipment and breathing appa-
power, gas or water can be shut
ratus.
off quickly by fire wardens or
responding personnel.
• Determine the level of response
your facility will take if a fire
occurs. Among the options
are:
Option 1 — Immediate evacu-
ation of all personnel on alarm.
PAGE 52
HAZARDOUS MATERIALS INCIDENTS. Hazardous HAZARDS
materials are substances that are either flammable or combustible, explosive,
HAZARDOUS
toxic, noxious, corrosive, oxidizable, an irritant or radioactive.
MATERIALS
INCIDENTS
PAGE 53
Planning • Identify other facilities in your
Considerations area that use hazardous materi-
Consider the following when als. Determine whether an
developing your plan: incident could affect your
facility.
• Identify and label all hazardous
materials stored, handled, pro- • Identify highways, railroads and
duced and disposed of by your waterways near your facility
facility. Follow government used for the transportation of
regulations that apply to your hazardous materials. Determine
facility. Obtain material safety how a transportation accident
data sheets (MSDS) for all haz- near your facility could affect
ardous materials at your location. your operations.
• Ask the local fire department
for assistance in developing
appropriate response proce-
dures.
• Train employees to recognize
and report hazardous material
spills and releases. Train
employees in proper handling
and storage.
• Establish a hazardous material
response plan:
◆ Establish procedures to notify
management and emergency
response organizations of an
incident.
◆ Establish procedures to warn
employees of an incident.
◆ Establish evacuation
procedures.
◆ Depending on your opera-
tions, organize and train an
emergency response team to
confine and control hazardous
material spills in accordance
with applicable regulations.
PAGE 54
FLOODS AND FLASH FLOODS. Floods are the most common HAZARDS
and widespread of all natural disasters. Most communities in the United
FLOODS
States can experience some degree of flooding after spring rains, heavy thun-
AND FLASH
derstorms or winter snow thaws.
FLOODS
PAGE 55
• Consider the feasibility of 2. Contingent floodproofing
floodproofing your facility. measures are also taken before
There are three basic types of a flood but require some addi-
methods. tional action when flooding
1. Permanent floodproofing mea- occurs. These measures
sures are taken before a flood include:
occurs and require no human ◆ Installing watertight barriers
PAGE 56
HURRICANES. Hurricanes are severe tropical storms with sustained HAZARDS
winds of 74 miles per hour or greater. Hurricane winds can reach 160 miles per
HURRICANES
hour and extend inland for hundreds of miles.
PAGE 57
TORNADOES. Tornadoes are incredibly violent local storms that HAZARDS
extend to the ground with whirling winds that can reach 300 mph.
TORNADOES
PAGE 59
◆ Small interior rooms on the
lowest floor and without
windows
◆ Hallways on the lowest floor
away from doors and windows
◆ Rooms constructed with rein-
forced concrete, brick or block
with no windows and a heavy
concrete floor or roof system
overhead
◆ Protected areas away from
doors and windows
Note: Auditoriums, cafeterias
and gymnasiums that are covered
with a flat, wide-span roof are not
considered safe.
• Make plans for evacuating per-
sonnel away from lightweight
modular offices or mobile
home-size buildings. These
structures offer no protection
from tornadoes.
• Conduct tornado drills.
• Once in the shelter, personnel
should protect their heads with
their arms and crouch down.
PAGE 60
SEVERE WINTER STORMS. Severe winter storms bring heavy HAZARDS
snow, ice, strong winds and freezing rain. Winter storms can prevent employ-
SEVERE WINTER
ees and customers from reaching the facility, leading to a temporary shutdown
STORMS
until roads are cleared. Heavy snow and ice can also cause structural damage
and power outages.
PAGE 61
EARTHQUAKES. Earthquakes occur most frequently west of the HAZARDS
Rocky Mountains, although historically the most violent earthquakes have
EARTHQUAKES
occurred in the central United States. Earthquakes occur suddenly and without
warning.
PAGE 63
• Keep copies of design drawings • Conduct earthquake drills.
of the facility to be used in Provide personnel with the fol-
assessing the facility’s safety lowing safety information:
after an earthquake. ◆ In an earthquake, if indoors,
PAGE 64
TECHNOLOGICAL EMERGENCIES. Technological emer- HAZARDS
gencies include any interruption or loss of a utility service, power source, life
TECHNOLOGICAL
support system, information system or equipment needed to keep the business
EMERGENCIES
in operation.
PAGE 65
SECTION
INFORMATION SOURCES
FROM FEMA
• 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
• Principal Threats Facing (FIA 23) — Technical guid-
Communities and Local ance for reducing hurricane and
Emergency Management flood damage.
Coordinators (FEMA 191) — • Answers to Questions About
Statistics and analyses of natur- Substantially Damaged
al disasters and man-made Buildings (FEMA 213) —
threats in the U.S. Information about regulations
• Floodproofing Non-Residential and policies of the National
Structures (FEMA 102) — Flood Insurance Program
Technical information for regarding substantially damaged
building owners, designers and buildings (25 pages).
contractors on floodproofing • Design Guidelines for Flood
techniques (200 pages). Damage Reduction (FEMA 15)
• Non-Residential Flood- — A study on land use, water-
proofing — Requirements and shed management, design and
Certification for Buildings construction practices in flood-
Located in Flood Hazard Areas prone areas.
in Accordance with the • Comprehensive Earthquake
National Flood Insurance Preparedness Planning
Program (FIA-TB-3) — Guidelines: Corporate (FEMA
Planning and engineering con- 71) — Earthquake planning
siderations for floodproofing guidance for corporate safety
new commercial buildings. officers and managers.
PAGE 69
READY-TO-PRINT BROCHURE MECHANICALS FOR SOURCES
YOUR EMPLOYEE SAFETY PROGRAM. You can provide
READY-TO-PRINT
your employees and customers with life-saving information from FEMA and the
BROCHURES
American Red Cross. Available at no charge is ready-to-print artwork for a
series of brochures on disaster preparedness and family safety.
PAGE 71
EMERGENCY MANAGEMENT OFFICES SOURCES
EMERGENCY
MANAGEMENT
OFFICES
PAGE 73
Colorado (8) Indiana (5)
Colorado Office of Emergency Indiana Emergency Management
Management Agency
Camp George West State Office Bldg., Room E-208
Golden, CO 80401 302 W. Washington St.
(303)273-1622 Indianapolis, IN 46204
(317)232-3980
Connecticut (1)
Connecticut Office of Emergency Iowa (7)
Management Iowa Emergency Management
360 Broad St. Division
Hartford, CT 06105 Hoover State Office Bldg.
(203)566-3180 Level A, Room 29
Des Moines, IA 50319
Delaware (3)
(515)281-3231
Division of Emergency Planning
and Operations Kansas (7)
P.O. Box 527 Division of Emergency Preparedness
Delaware City, DE 19706 2800 S.W. Topeka Blvd
(302) 326-6000 Top eka ,KS 66611-1401
District of Columbia (3)
(913)274-1401
Office of Emergency Preparedness
200 14th St., NW, 8th Floor Kentucky (4)
Washington, DC 20009 Kentucky Disaster and Emergency
(202)727-3159 Services
100 Minutemen Pkwy
Florida (4)
Frankfort, KY 40601-6168
Division of Emergency
(502)564-8682
Management
2555 Shumar Oak Blvd. Louisiana (6)
Tallahassee, FL 32399-2100 Office of Emergency Preparedness
(904)413-9969 Department of Public Safety
LA Military Dept.
Georgia (4)
P.O. Box 44217
Georgia Emergency Management
Capitol Station
Agency
Baton Rouge, LA 70804
P.O. Box 18055
(504)342-5470
Atlanta, GA 30316-0055
(404)635-7001 Maine (1)
Maine Emergency Management
Hawaii (9)
Agency
State Civil Defense
72 State House Station
3949 Diamond Head Rd.
Augusta, ME 04333-0072
Honolulu, HI 96816-4495
(207)287-4080
(808)733-4300
Maryland (3)
Idaho (10)
Maryland Emergency
Bureau of Disaster Services
Management and Civil Defense
650 W. State St.
Agency
Boise, ID 83720
Two Sudbrook Ln., East
(208)334-2336
Pikesville, MD 21208
Illinois (5) (410)486-4422
Illinois Emergency Management
Agency
110 E. Adams St.
Springfield, IL 62706
PAGE 74
(217)782-2700
Massachusetts (1) New Hampshire (1)
Massachusetts Emergency Governor’s Office of Emergency
Management Agency Management
P.O. Box 1496 State Office Park South
Framingham, MA 01701-0317 107 Pleasant St.
(508)820-2000 Concord, NH 03301-3809
(603)271-2231
Michigan (5)
Emergency Management Division New Jersey (2)
Michigan State Police Office of Emergency Management
300 S. Washington Sq. P.O. Box 7068
Suite 300 W. Trenton, NJ 08628-0068
Lansing, MI 48913 (609)538-6050
(517)366-6198
New Mexico (6)
Minnesota (5) Emergency Planning and
Division of Emergency Services Coordination
Department of Public Safety Department of Public Safety
State Capitol, B-5 4491 Cerrillos Rd.
St. Paul, MN 55155 P.O. Box 1628
(612)296-0450 Santa Fe, NM 87504-1628
(505)827-9222
Mississippi (4)
Mississippi Emergency New York (2)
Management Agency State Emergency Management
P.O. Box 4501, Fondren Station Office
Jackson, MS 39296 Bldg. #22, Suite 101
(601)352-9100
Albany, NY 12226-2251
Missouri (7)
(518)457-2222
State Emergency Management
Agency North Carolina
P.O. Box 116 Division of Emergency
Jefferson City, MO 65102 Management
(573)526-9101 116 West Jones St.
Raleigh, NC 27603-1335
Montana (8)
(919)733-5406
Emergency Management
Specialist North Dakota (8)
Disaster and Emergency Services North Dakota Division of
P.O. Box 4789 Emergency Management
Helena, MT 59604-4789 P.O. Box 5511
(406)444-6911 Bismarck, ND 58502-5511
(701) 328-3300
Nebraska
Nebraska Civil Defense Agency Ohio (5)
National Guard Center Ohio Emergency Management
1300 Military Road Agency
Lincoln, NE 68508-1090 2825 W. Dublin Granville Rd.
(402)471-7410 Columbus, OH 43235-2206
(614)889-7150
Nevada (9)
Nevada Division of Emergency Oklahoma (6)
Services Oklahoma Civil Defense
2525 S. Carson St. P.O. Box 53365
Carson City, NV 89710 Oklahoma City, OK 73152-3365
(702) 687-4240 (405)521-2481
PAGE 75
Oregon (10) Utah (8)
Emergency Management Division Division of Comprehensive
Oregon State Executive Emergency Management
Department Sate Office Bldg., Room 1110
595 Cottage St., NE Salt Lake City, UT 84114
Salem, OR 97310 (801)538-3400
(503)378-2911
Vermont (1)
Pennsylvania (3) Vermont Emergency Management
Pennsylvania Emergency Agency
Management Agency Dept. of Public Safety
P.O. Box 3321 Waterbury State Complex
Harrisburg, PA 17105-3321 103 S. Main St.
(717) 651-2007 Waterbury, VT 05671-2101
(802)244-8271
Puerto Rico (2)
State Civil Defense Virgin Islands (2)
Commonwealth of Puerto Rico Territorial Emergency Management
P.O. Box 5127 Agency
San Juan, PR 00906 A & Q Building # 2c Estate Content
(809)724-0124 St Thomas, VI 00820
(809)773-2244
Rhode Island (1)
Rhode Island Emergency Virginia (3)
Management Agency Department of Emergency
675 New London Avenue Services
Cranston, RI 02920 P.O. Box 40955
(401) 946-9996 Richmond, VA 23225-6491
(804)674-2497
South Carolina (4)
South Carolina Emergency Washington (10)
Management Division Division of Emergency
1429 Senate St., Rutledge Bldg. Management
Columbia, SC 29201-3782 4220 E. Martin Way, MS-PT 11
(803)734-8020 Olympia, WA 98504-0955
(360) 923-4505
South Dakota (8)
Division of Emergency and West Virginia (3)
Disaster Services West Virginia Office of
State Capitol, 500 East Capitol Emergency Services
Pierre, SD 57501 State Capitol Complex
(605)773-3231 Room EB80
Charleston, WV 25305-0360
Tennessee (4)
(304)558-5380
Tennessee Emergency
Management Agency Wisconsin (5)
3041 Sidco Dr. P.O. 41502 Division of Emergency
Nashville, TN 37204-1502 Government
(615)741-6528 2400 Wright St. P.O. Box 7865
Madison, WI 53707
Texas (6)
(608) 242-3232
Division of Emergency
Management Wyoming (8)
P.O. Box 4087 Wyoming Emergency
Austin, TX 78773-0001 Management Agency
(512)424-2000 P.O. Box 1709
Cheyenne, WY 82003
(307)777-7566
PAGE 76
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WALK-THROUGH
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EVACUATION
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EXERCISE