Emergency Preparedness

© 2005 ECCI. All rights reserved.
1
© 2005 ECCI. All rights reserved. 2
The Incident Command System (ICS) is a standardized
approach to the command, control, and coordination of
emergency response.
Emergency services and rescue services are organizations

which ensure public safety and health by addressing
different emergencies
R. A. No. 10121
Section 1. Title. - This Act shall be known as the
"Philippine Disaster Risk Reduction and Management Act of 2010".

3
Engr. F. C. Ilagan/DOLE Accredited
There are three main emergency service functions:
• Law Enforcement —enforcing the law to preventing crime,

investigating crime, reaching out to the community and writing
reports.
• Fire Service — providing firefighters to deal with fire-related
emergencies. Also responsible for fire protection through
prevention measures.
• Ambulance Service (Emergency Medical Services) — providing
ambulances and staff to deal with medical emergencies
• Search & Rescue ; providing search and rescue personnel for a
wide variety of SAR disciplines. These are dedicated units that are
separate
from the fire department and EMS agency.

4
Other emergency services
Military — to provide specialist services, such as bomb disposal or to

supplement emergency services at times of major disaster,
civil dispute or high demand.
Coastguard — Provide coastal patrols with a security function at sea,
as well as involvement in search and rescue operations
Lifeboat — Dedicated providers of rescue lifeboat services, usually
at sea (such as the Phil, Coastguard)
Mountain rescue — to provide search and rescue in mountainous
areas, and sometimes in other wilderness environments.
Cave rescue — to rescue people injured, trapped, or lost during
caving explorations.
Mine rescue — specially trained and equipped to rescue miners
trapped by fires, explosions, cave-ins, toxic gas, flooding,
etc.

5
Technical rescue — other types of technical or heavy rescue,

but usually specific to a discipline (such
as swift water).
Search and rescue — can be discipline-specific, such as
urban, wildland, maritime, etc.
Wildland fire suppression — to suppress, detect and control

fires in forests and other wildland areas.
Bomb disposal — to render safe hazardous explosive

ordnance, such as terrorist devices or
unexploded wartime bombs. Blood/organ

6
Transplant supply — to provide organs or blood on an

emergency basis, such as the Phil.
National Red Cross
Emergency management — to provide and coordinate

resources during large-scale emergencies.
Amateur radio emergency communications — to provide

communications support to other
emergency services.

7
Why Emergency Response Teams?
 Local ordinances require that facilities must have an on-site

emergency response team
 On-site capability gives a fast and effective response.

Minimizes health and safety issues for employees and
surrounding community. Also limits damage to property and
interruption of business
R. A. No. 10121
Section 1. Title. - This Act shall be known as the
"Philippine Disaster Risk Reduction and Management Act of 2010".
8
Typical Emergency Response Team
Emergency
Director
Asst. Emergency
Director
Communication Evacuation Team Fire Fighting Facilities /Salvage Team Medical & Rescue
/ chemical & oil spill
Coordinators Team team Team
Adhoc Team Fire Brigade -First Aid Team

(Security Guads) -Rescuers
-Fire Extinguisher
-Fire Hose Operator
-Valve Man
-Nozzle Man
9
Typical Emergency Response Team
PM/AM/MANAGER
Incident Commander S.O.

Safety
Inspector/liason
PS/asst. Manager
Assistant
commander
Communication First Aid

Evacuation Fire Fighting
Team Rescue Team Medical Security
Team
Team Team
Fire Brigade
Traffic control
Adhoc Team -Fire Extinguisher
(Security Guads) -Fire Hose Operator
-Valve Man
-Nozzle Man
Emergency Response Team
How many ERT’s are needed?
Industry standards and averages vary from 1% to 20% of

your population that should be trained.
Tools
 Time & distance evaluation
 1800 employees, 5+ buildings
 1% - 3% of your population would be ERT members
 About 18 – 54 members
 A low-risk environment would look closer to 18 members
 A high-risk environment would look closer to 55 members

a company with 150 employees
with one or two buildings would train about 8%-10% of
their population or a team of about 12. With smaller
populations, smaller buildings, limited risks, etc., you
should consider at least 10 ERT members so
they can function as a team.
10 Steps for Developing the Emergency

Response Plan
1. Review performance objectives for the program.

2. Review hazard or threat scenarios identified during
the risk assessment.
3. Assess the availability and capabilities of resources for
incident stabilization including people, systems and
equipment available within your business and from
external sources.
4. Talk with public emergency services (e.g., fire, police
and emergency medical services) to determine their
response time to your facility, knowledge of your
facility and its hazards and their capabilities to
stabilize an emergency at your facility.

Response Plan
5. Determine if there are any regulations pertaining to

emergency planning at your facility; address
applicable regulations in the plan.
6. Develop protective actions for life safety (evacuation,

shelter, shelter-in-place, lockdown).
7. Develop hazard and threat-specific emergency

procedures using guidance from the resource links
(3rd party consultant)


Response Plan
8. Coordinate emergency planning with public

emergency services to stabilize incidents involving
the hazards at your facility.
9. Train personnel so they can fulfill their roles and

responsibilities.
10. Facilitate exercises to practice your plan.

© 2005 ECCI. All rights
20
reserved.
NAME 10 CRISIS SITUATIONS

21
reserved.
EMERGENCY
Event that is serious and life-threatening in nature, assumes priority over
other activities. An emergency, while dangerous, is generally of short
duration.
CRISIS
A crisis is the immanent risk of death or serious damage. It can threaten
you, people you care about, your organization, your property, your
reputation, and/or your future.
DISASTER
Event that is more widespread and dangerous then either an incident or
emergency. indeed, a disaster generally involves the widespread
destruction of property and/or loss of life. Usually a single organization or
entity cannot effectively countermand the effects of a disaster solely on its
own.

Crisis management is the process by which an
organization deals with a major event that threatens to
harm the organization, its stakeholders, or the general
public.

Crisis management is a situation-based
management system
I. Crisis prevention
II. Crisis assessment
III. Crisis handling and crisis termination.
The aim of crisis management is to be well prepared for

crisis, ensure a rapid and adequate response to the crisis,
maintaining clear lines of reporting and communication in the
event of crisis and agreeing rules for crisis termination

Type of Crisis
Natural Disaster
Natural disaster related crises, typically natural disasters,

are such environmental phenomena as earthquakes,
volcanic eruptions, floods, landslides, tsunamis, storms,
and droughts that threaten life.
Example: 2004 Indian Ocean earthquake (Tsunami)

Technological crisis
Technological crises are caused by human

application of science and technology.
Technological accidents inevitably occur when
technology becomes complex and coupled and
something goes wrong in the system as a whole
(Technological breakdowns).
Examples: Chernobyl disaster, Exxon Valdez oil spill

Confrontation crisis
Confrontation crisis occur when discontented

individuals and/or groups fight businesses,
government, and various interest groups to win
acceptance of their demands and expectations.
Example: boycott of Nike

Crisis of malevolence
An organization faces a crisis of malevolence when

opponents or miscreant individuals use criminal means or
other extreme tactics for the purpose of expressing
hostility or anger toward, or seeking gain from, a company,
country, or economic system, perhaps with the aim of
destabilizing or destroying it.
Example: 1982 Chicago Tylenol murders

Crises of skewed management values
Crises of skewed management values are caused when

managers favor short-term economic gain and neglect
broader social values and stakeholders other than
investors and disregard the interests of its other
stakeholders such as customers, employees, and the
community
Example: Dow Corning’s silicone-gel breast implant

Workplace violence
Crises occur when an employee or former employee

commits violence against other employees on
organizational grounds.
Example: DuPont’s Lycra

Rumors
False information about an organization or its products creates

crises hurting the organization’s reputation.
Example: Procter & Gamble's Logo controversy

Managing Crisis
1 Preparation and prevention
Is the stage where crisis handlers

begin preparing for averting the
crisis.
It was recognized that greatest

organizational challenge is
'speaking truth to power' to
predict truly worst-case
scenarios.

Managing Crisis
Containment and damage

control
The goal of crisis containment

and damage control is to limit
the reputational, financial,
safety, and other threats to firm
survival.

Managing Crisis
Business recovery
When crisis hits,

organizations must be able
to carry on with their
business in the midst of the
crisis while simultaneously
planning for how they will
recover from the damage the
crisis caused.

PRINCIPLE OF CRISIS MANAGEMENT
Here are the

Principles of Crisis
Management

I. Pre-Crisis Principle
1. Have a Plan
Crisis manager has to implement a disaster plan

before a disaster happens, and also to communicate that
plan to employee.

II. Crisis Principles
2. Hold a “de-escalation meeting” as soon as possible.

The sooner manager can get everyone together when
disaster strikes, the better.

II. Crisis Principle
3. Open communication is critical In the aftermath of a

crisis let employees know that it’s fine to talk about
what’s going on and provide them with the means to
do so. Set aside time for convention. It can be as a
large group or in smaller meetings.

4. Bring in the professionals.

In the aftermath of a crisis, management should provide
Help for people who need it. That means bringing crisis experts
On side to work with them and their staff Managers and owners
Participate in these conversations to demonstrate to the rest
Of the staff that communication about the event is okay, that
It’s expected safe and encourage.

5. Stop to reflect.
The instinct for a lot of companies is to return to business as
usual as quickly as possible. But that’s not Always the best
way to lead through a crisis. Ignoring it by staying busy will
just postpone the time when they’ll have to deal with it –
and the problems will only escalate time.

6. Have a plan for dealing with the media.

Managers have to tell employees how to respond if the media contact them.
List the do’s and don’ts. Tell employees to whom they should forward medias
Request s. Tell them what kinds of request and calls they might expect. For the
People who will be speaking with media, be clear about what should be
Discussed and what’s out of bound.

III. Post-crisis Principle
7. Keep your eyes open displaced anger and other employee productivity problems.
When crisis strikes., people are going to displaced their anger about it often on the
Company. Be prepared for outrage, this can happen especially in the case of industrial
accidents, or other situations where employees can find a way that may very well seem
irrational to you, to place blame for an incident onto the company itself.

III. Post-crisis Principles
8. Anniversaries are stressful. Be ready.

The effects of a major disaster on managers and employees can be
Long-lasting. Keep in mind that it’s not just in the few weeks after a
Crisis that employees can be affected emotionally health-wise and
Productivity standpoint. Sometimes you can see the effects years
Later. In particular, anniversaries are high-risk and stressful periods.

III. Post-crisis Principles
9.Don’t expect productivity to get back to normal for a while. It’s common for
companies affected by a crisis to see a pattern in productivity Levels; first, a dramatic
drop in productivity, followed by a spike back to close-to-normal levels, and then
another drop-off that takes a long time to creep back up to nearly-normal levels again.

Crisis Management Plan
Preparation and Preparation
 A crisis management plan (CMP) is
Goal: Prevent or lessen the negative
a reference tool, not a blueprint.
Outcome of a crisis and thereby protect
 It provide lists of key contract
The organization, stakeholders, and/or
information reminders of what
Industry from damage
typically should be done
- Php
in a crisis, and forms to be used to
- reputation loss
document the crisis response.
- identity altered
 A CMP is not a step-by-step guide
- fatality
to how to manage a crisis.

Incident Command Team
IT Disaster Recovery Team Crisis Communication Team
Crisis Management Team
Business Continuity Team Incident Response Team

Crisis Management team or CM
is the overall coordination of an organization's

response to a crisis, in an effective, timely
manner, with the goal of avoiding or minimizing
damage to the organization's profitability,
reputation, or ability to operate
Disaster Recovery or DR
is the ability of an organization to provide

critical Information Technology (IT) and
telecommunications capabilities and services,
after it is disrupted by an incident, emergency
or disaster.
Crisis Communication Team
is the gathering, coordination and timely

dissemination of crisis-related information
and opinion to interested parties to protect
and defend an organization in facing a public
challenge to its reputation
. Assure availability of the means of

communication during a disruptive event.
. Facilitate structured communication with
emergency responder
. Record vital information about the incident,
action taken and decision made.
An incident response team or emergency response team
(ERT)
is a group of people who prepare for and respond to any

emergency incident, such as a natural disaster or an
interruption of business operations. Incident response teams
are common in corporations as well as in public service
organizations. This team is generally composed of specific
members designated before an incident occurs, although
under certain circumstances the team may be an ad hoc group
of willing volunteers.
Business Continuity Team
Responsible for media response following and incident:

. A communication strategy
. Prepare interface with the media
Guideline or template for drafting a statement to the media: and
. Appropriate spokesperson
To be prepared is half victory

Crisis communication
The effort taken by an organization to communicate

with the public and stakeholders when an unexpected
event occurs that could have a negative impact on the
organization’s reputation.
This can also refer to the efforts to inform employees

or the public of a potential hazard which could have a
catastrophic impact.

Who are my
audience and how
could I reach them?

Internal Audiences: Why are internal audiences
the most important?
• Employees are the ambassador to customer

• An ill-informed employee is a disgruntled employee
• Disgruntledness is contagious
• Stockholders can ruin our retirement fund
• Contractor, vendors and suppliers fuel our operation
• Distribution get our products to the consumer

Internal Communication Tips
o What do employee want to hear?

• My job is safe
• My benefits are secure
• The company will be prosperous forever
o But in the real world

• No job is safe
• No benefit are secure
• No company will be prosperous forever

Using Social Media in a Crisis
• Opponent can and will use social

media to discredit and damaged
reputations.
• To succeed in a 21st Century

communication crisis, one must
understand social media capabilities
and limitations.

Using Social Media in a Crisis
• Keep friendly tone

• DO NOT SCREAM
• Pitch at the level of audience
• Be consistent in your response across platforms
o Which platforms are right for your organization?
o Where do your customer go to hear messages?
o Have you built social media systems for communicating
during “normal” times that can be leveraged during a crisis?
• Use the same content across all platforms with sight
stakeholders specific modifications
• Always get information cleared by crisis manager prior
to publishing online

Key Messages Development
• Talk about “what is, ”not about,” what isn’t”
o In everyday speech, people often focus convention on what

they don’t have or don’t know or what hasn’t happened yet.
o Spokespersons must focus on what they know to be true.

Key Message Development
• For example, an organizational building has burned down and a reporter is
asking you what happened.
- Typically an “un-messaged” spokesperson will say,” we don’t know

the caused of the fire yet. We don’t know how much was damaged.
We don’t know when we’ll be operational again.
- A messaged spokesperson will say All our people are safe. We

have a well rehearsed, fire-safety plan that we execute very
well. We’re proud of the way our people acted during this
emergency.
• Prove your messages
o Only messages that can be proven have value

o Every messages must be supported by one or more
proofs, each of which can be used as elaboration of the
message during an interview

Engr. F. reserved.
C. Ilagan/DOLE Accredited
• Create only messages that are relevant to your audiences
o Again, this seems obvious but it is misapplied even at the highest levels
o Many presidential candidates have lost elections because their campaigns
discussed issues that were more relevant to the candidates than to the voters

Holding Statements
• When very few if any hard facts
are known the organization may
choose to release a “holding
statement” to the news media
• To be effective, a holding
statement must focus on what the
organization knows, rather than
the more typical, what the
organizer doesn’t know. Some
facts will be available, even at the
earliest stages. Some facts are
always true.

HOLDING STATEMENTS
• Any holding statements must say: “the organization’s priorities are the safety
of our customers and employees and the maintenance of our ability to fully
serve our customers.
• If the following statements are true and applicable, they must also be included
in any statement.
o All of our employees are safe
o All of our employees are accounted for
o We have extensive, detailed and comprehensive emergency and business
continuity plans in place
o Our employees executed our emergency plan in an outstanding fashion
o We are proud of the way our people acted in this incidents

Preparing an Initial “Holding” Statement
The public information staff assigned to preparing materials should

prepare an initial holding statement at the onset of the incident.

1. Tell the most important information in the lead paragraph.
2. Answer four of the five "Ws"--Who, What, Where, and When.
Explain WHAT the incident is.
Identify WHO is involved in the incident as well as the resources
and equipment involved.
Tell WHERE and WHEN the incident occurred.
Explain WHAT action the city is taking to mitigate or respond to the
incident.
Do not explain WHY the event occurred unless complete information is
available and has been approved.

sample copy FOR “holding” press release
• The violent act that occurred at the City of ______city hall/facility/property has activated a
comprehensive emergency response. City officials have diligently prepared for incidents of this nature.
• The incident was contained within one facility, and although investigations and related follow-up activities
will continue for several days or weeks, all other city facilities are in full operation.
• The City’s top priority is the safety and security of our citizens, businesses, visitors, and employees.
The following emergency personnel and agencies responded to this incident:

______________________________________________________________________
We know of the following fatalities/injuries. State and federal privacy laws limit our ability to provide any
additional information:
______________________________________________________________________
The following facilities were affected:

______________________________________________________________________
______________________________________________________________________

Team leader & alternate
CRISIS COMMUNICATIONS
TEAM Primary external
spokesperson & alternate
Technical adviser for

complex matters
Legal counsel
Internal
spokesperson/alternate
Team public relations

specialist/alternate
Primary public relations

adviser/alternate
Responsibilities: Team Leader and Primary Spokesperson
Approves crisis communication plan.
Verifies that there is a potential crisis Responsibilities: Alternate Team Leader and
Primary Spokesperson
Consult with public relations specialist and
public relations adviser
Attend all meetings of
Chairs crisis team meetings. Makes all policy
decisions.
the crisis
communication team.
With advice and council of crisis team,
approves key messages, Q and A and other
internal and external written materials. In primary
Works with public relations specialist and
spokesperson’s
public relation adviser to prepare for absence, acts as team
external spokesperson role
leader and primary
May act as internal spokesperson. spokesperson.
Determines who should receive personal
briefing before public disclosure of elements If primary spokesperson
of the crisis. For example, should local
mayors, majors donors be notified.
is present, offers advice
and counsel.

Attend crisis team meetings,
offer advice and counsel.
If the nature of the crisis

requires that a technical act
Responsibilities: Technical Adviser as a spokespersons, he or she
acts as an external
spokesperson.
Work with the public

relations specialist and public
relations adviser to prepare
for external spokesperson
role.

Attend all meeting of
the crisis
communication
team. Responsibilities: Team Legal Council
Advises crisis team

on the legal aspect of
any crisis situation.
Help find ways that

crisis team can legally
accomplished its
objectives.

Attend all meeting of the
crisis communication Responsibilities: Internal Spokesperson/Alternate
team.
Participate in the
development of internal
messaging
Delivers approved key

messages to employee,
physician, volunteers and
donor

Ensures that crisis plan is current and accurate.
Responsibilities: Team public
Consult with public relations adviser. relations specialist
Alerts and convenes crisis team.
Attend all meetings of the crisis communication

Responsibilities: Team
team.
public relations
Gathers information for use by crisis team. specialist/alternate
Works with public relations adviser to drafts key

messages , Q & A and other internal and external
written materials.
Works with public relation adviser to prepare

spokesperson. In the absence of primary
public relations specialist,
Plans and execute pre-public disclosure to key act as the primary public
people (if necessary) relation specialist
Ensure proper execution of crisis communication
plan.
Drafts crisis communication plan.
At the first sign of potential crisis, consult

Primary public relations adviser
with public relations specialist. Make
recommendation for the next step.
Attends all meeting of the crisis

communication team.
Drafts key messages, Q & A and other

internal and external written materials.
Works with public relations specialist to

prepare spokesperson
Provide on going advice and council

© 2005 ECCI. All rights reserved. 86
Severe
Weather

Fire

Earthquake

Bomb Treat

Engr.
© 2003F. C. Ilagan/DOLE
ECCI. Accredited
All rights reserved.

Emergency Preparedness

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Emergency Preparedness

Uploaded by

Copyright:

Available Formats

© 2005 ECCI. All rights reserved.

Emergency services and rescue services are organizations

© 2005 ECCI. All rights reserved.

• Law Enforcement —enforcing the law to preventing crime,

© 2005 ECCI. All rights reserved.

Military — to provide specialist services, such as bomb disposal or to

© 2005 ECCI. All rights reserved.

Technical rescue — other types of technical or heavy rescue,

Wildland fire suppression — to suppress, detect and control

Bomb disposal — to render safe hazardous explosive

© 2005 ECCI. All rights reserved.

Transplant supply — to provide organs or blood on an

Emergency management — to provide and coordinate

Amateur radio emergency communications — to provide

© 2005 ECCI. All rights reserved.

 Local ordinances require that facilities must have an on-site

 On-site capability gives a fast and effective response.

Adhoc Team Fire Brigade -First Aid Team

Incident Commander S.O.

Communication First Aid

How many ERT’s are needed?

Industry standards and averages vary from 1% to 20% of

Engr. F. C. Ilagan/DOLE Accredited

10 Steps for Developing the Emergency

1. Review performance objectives for the program.

10 Steps for Developing the Emergency

5. Determine if there are any regulations pertaining to

6. Develop protective actions for life safety (evacuation,

7. Develop hazard and threat-specific emergency

Engr. F. C. Ilagan/DOLE Accredited

10 Steps for Developing the Emergency

8. Coordinate emergency planning with public

9. Train personnel so they can fulfill their roles and

10. Facilitate exercises to practice your plan.

Engr. F. C. Ilagan/DOLE Accredited

© 2005 ECCI. All rights

Engr. F. C. Ilagan/DOLE Accredited

Engr. F. C. Ilagan/DOLE Accredited

The aim of crisis management is to be well prepared for

Engr. F. C. Ilagan/DOLE Accredited

Natural disaster related crises, typically natural disasters,

Example: 2004 Indian Ocean earthquake (Tsunami)

Engr. F. C. Ilagan/DOLE Accredited

Technological crises are caused by human

Examples: Chernobyl disaster, Exxon Valdez oil spill

Engr. F. C. Ilagan/DOLE Accredited

Confrontation crisis occur when discontented

Example: boycott of Nike

Engr. F. C. Ilagan/DOLE Accredited

An organization faces a crisis of malevolence when

Example: 1982 Chicago Tylenol murders

Engr. F. C. Ilagan/DOLE Accredited

Crises of skewed management values are caused when

Example: Dow Corning’s silicone-gel breast implant

Engr. F. C. Ilagan/DOLE Accredited

Crises occur when an employee or former employee

Example: DuPont’s Lycra

Engr. F. C. Ilagan/DOLE Accredited

False information about an organization or its products creates

Example: Procter & Gamble's Logo controversy

Engr. F. C. Ilagan/DOLE Accredited

1 Preparation and prevention

Is the stage where crisis handlers

It was recognized that greatest