Emergency Preparedness and Response Learner Guide

EMERGENCY PREPAREDNESS AND
RESPONSE
Learner Guide
NAME OF ETP THE MADDY GROUP (PTY) LTD.
TITLE OF LEARNING EMERGENCY PREPAREDNESS AND

PROGRAMME/AWARD: RESPONSE
LEARNING FIELD: HEALTH SERVICES & SOCIAL SERVICES
SUB FIELD PREVENTATIVE HEALTH
LEVEL 1
NOTIONAL LEARNING TIME 10 HOURS

(HOURS):
DURATION: 2 DAYS
MONTH AND YEAR DEVELOPED: April 2020
YEAR DUE FOR REVIEW: March 2023

Contents
Glossary of terms.................................................................................................................................5
CHAPTER 1: IDENTIFY POTENTIAL EMERGENCIES............................................................7
Apply Knowledge Of Hazards And Standards To Identify Causes Of Potential Emergencies..........7
Seek Input Of Stakeholders...............................................................................................................8
Internal stakeholders......................................................................................................................9
External stakeholders.....................................................................................................................9
Identify & Liaise With Appropriate Specialist Advisers And Emergency Agencies To Identify Causes
Of Potential Emergencies................................................................................................................10
Communication strategies............................................................................................................12
Develop A Risk Register To Identify Potential Emergencies And Their Causes.............................12
Risk assessment methodologies...................................................................................................12
Consequences..............................................................................................................................13
Risk register table........................................................................................................................13
Competency check for Chapter 1.....................................................................................................14
Case Study 1.......................................................................................................................................14
Documentation................................................................................................................................15
Hazard identification.......................................................................................................................15
Discussion of findings.....................................................................................................................16
Seeking expert help.........................................................................................................................17
Developing a risk register............................................................................................................18
Activity 1............................................................................................................................................19
CHAPTER 2: IDENTIFY OPTIONS FOR INITIAL RESPONSE...............................................20

Categorise Major Types Of Emergencies........................................................................................20
Identify Actions Required To Contain Or Limit Potential Emergencies..........................................22
Identify Actions Required To Limit The Effect On Personnel, Property And Environment............23
Personnel.....................................................................................................................................23
Property.......................................................................................................................................24
Environment................................................................................................................................24
Identify Requirements For Liaison With Emergency Agencies.......................................................25
Key requirements to identify when liaising with emergency agencies include:...........................25
Prioritise Actions To Be Taken During Emergencies......................................................................26
Other priority areas......................................................................................................................26
Workflow specifics......................................................................................................................26
Facilities......................................................................................................................................27
Equipment...................................................................................................................................27
Priorities......................................................................................................................................27
2 |Emergency Preparedness and Response

Case Study 2.......................................................................................................................................28
Options for preventative measures...............................................................................................29
Activity 2............................................................................................................................................30
CHAPTER 3: PLAN INITIAL RESPONSE PROCEDURES.......................................................31

Procedures.......................................................................................................................................31
Identify Resources Available And Required For An Immediate Response......................................32
Internal resources.............................................................................................................................32
External resources........................................................................................................................32
Check Emergency Equipment To Ensure Serviceability, Accessibility, Cleanliness And Correct Location
.........................................................................................................................................................33
Document Actions Required For A Number Of Major Types Of Emergency, Taking Account Of
Standards, Current Industry Practice, Specialist Advice..................................................................34
Identifying actions required.........................................................................................................35
Example Of Emergency Response To Smoke Alarm..................................................................35
Identify Training Needs And Appropriate Providers.......................................................................35
Overarching principles.................................................................................................................36
Competency check for Chapter 3.................................................................................................37
Case Study 3.......................................................................................................................................38
Plan initial response procedures.......................................................................................................38
Activity 3............................................................................................................................................41
Plan initial response procedures.......................................................................................................41
CHAPTER 4: IMPLEMENT INITIAL RESPONSE PROCEDURES.........................................42

General process of implementation..................................................................................................42
Processes.....................................................................................................................................42
Procedures...................................................................................................................................42
General considerations.................................................................................................................42
Document And Display Actions For Initial Response.....................................................................43
Examples of Response appropriate to Threat Level.....................................................................44
Understand & Implement Own Role In Emergency Response........................................................45
Case Study 4.......................................................................................................................................46
Individual roles............................................................................................................................48
Activity 4............................................................................................................................................50
Implement initial response procedures.............................................................................................50

CHAPTER 5: CONTRIBUTE TO POST-EVENT ACTIVITIES.................................................51
Identify & Support Second Response Phase Personnel....................................................................51
Counselling..................................................................................................................................52
Make Contributions To Debriefing Processes.................................................................................53
Case Study 5.......................................................................................................................................54
Contribute to post-event activities...................................................................................................54
Activity 5............................................................................................................................................56
Contribute to post-event activities...................................................................................................56
CHAPTER 6: MONITOR EMERGENCY RESPONSE & ADDRESS DEFICIENCIES...........57

Monitor Responses To Emergencies................................................................................................57
Timelines and efficiencies...........................................................................................................58
Feedback from relevant stakeholders...........................................................................................58
Evidence to monitor efficiencies and timelines...............................................................................59
Document & Report Results Of Monitoring....................................................................................60
Confidentiality.............................................................................................................................61
Identify Areas For Organisational & Personal Improvement, And Make Recommendations..........61
Example recommendations from emergency response review report..........................................61
Procedure and process.................................................................................................................62
Priorities and Action Plan............................................................................................................62
Cost and budgeting......................................................................................................................62
Additional resources....................................................................................................................62
Monitoring and maintenance of systems..........................................................................................63
Case Study 6.......................................................................................................................................64
Emergency response is monitored and deficiencies addressed........................................................64
Activity 6............................................................................................................................................66
Emergency response is monitored and deficiencies addressed........................................................66
Glossary of terms
The criteria for this unit of competency include understanding certain OHS terms. Developing a glossary of
terms is a useful way to ensure you have the basic terminology correct. It is strongly recommended that
you develop your own glossary and add to it throughout this unit and the rest of your study. Some terms
relevant to this unit are defined below. Make sure that you are familiar with the Glossary of terms before
going any further. When they are first used, glossary terms are indicated in the learning guide with an
asterisk (*).

 Agency A commercial or other organisation providing some form of service.
 Assessment Portfolio A collection of valid, reliable, authentic, 9and current evidence.
 Contingency plans Planning for the unexpected.
 Emergency An unforeseen occurrence; a sudden and urgent occasion for action.
 Emergency authority; Designated organisation responsible for combating and/or controlling emergency
incidents.
 Evacuation plan/procedures; Exact instructions on what to do when an unplanned event presents a risk
to those involved.
 Evacuation point Assembly area for personnel during an emergency.
 First Receivers; Off-site emergency service providers, i.e. Hospitals, etc.
 First Responders; Emergency services, i.e. Fire Brigade, Ambulance.
 Hazmat; Hazardous materials.
 Medical treatment injury: Injury or condition requiring medical treatment, but no time lost from work.
 Mock emergency response: A simulation of the response required to combat an emergency.
 MSDS; Material Safety Data Sheet.
 Qualitative data; Is ‘non quantifiable’. It attempts to explain the ways people come to account for, act and
otherwise manage their day-to-day situations. With qualitative research, most analysis is done with words.
Some typical methods of qualitative data sources are observation, open-ended or unstructured interviews and
conversational analysis.
 Quantitative data: Can be measured or a number applied, and variables correlated (eg through use of
statistics). Some typical sources of quantitative data are injury statistics, measurements of airborne
contaminants and noise surveys. Questionnaires also give quantitative results.
 Recovery: The support of emergency affected communities and organisations in the reconstruction and
restoration of physical infrastructure, the environment and the community, psychological and emotional
wellbeing.
 Risk assessment; An assessment of the chance of an event happening.
 Risk management consultant; A trained and competent person with experience in risk management
applications.
 Risk register; A compilation of risks and their consequences.
 Scenario; Outline of a general situation; a plan to be followed or observed.
 Systemic; An overarching approach to safety that is embedded within the organisation’s business plan,
mission and vision statements. Relating to the way of organising and planning organisational systems that
relate and interact with each other.
 Systematic; Relating to the method used in carrying out tasks associated with systems using a planned
methodical and orderly procedure.
 Stakeholders: Those people or organisations who may be affected by, or perceive themselves to be
affected by, an activity or decision. In workplace OHS, stakeholders include:
o Managers.
o Supervisors.
o Health and safety and other employee representatives;
o OHS committees.
o Employees and contractors; and
o The community.
 Standards: A collection of data that is referred to as having a level of quality which is regarded as best
practice.
 Wardens: Someone charged with the care and supervision of a specific area during an emergency.

CHAPTER 1: IDENTIFY POTENTIAL EMERGENCIES
Emergencies can happen at any time, in any workplace and may threaten people, property and/or the
environment. Emergencies will often strike without warning, requiring well-planned responses that are
timely and effective. In some instances, an emergency will create additional hazards or hazards of greater
magnitude. People may die or be seriously injured, and property or infrastructure damage may prevent
access to the workplace or prevent work from being conducted. Depending on the severity an emergency, it
may bring unintended consequences for the people involved. Therefore, being able to identify potential
emergencies and plan for them is something that all organisations need to do.
Learning Outcome.
At the end of the chapter you will be able to;

 Apply knowledge of OHS hazards and standards to identify causes of potential emergencies.
 Seek input of stakeholders in identifying potential emergencies.
 Identify and liaise with appropriate specialist advisers and emergency agencies to identify causes
of potential emergencies.
 Develop a risk register to identify potential emergencies and their causes.
What is an Emergency?
An emergency is an extraordinary situation, present or imminent, in which there are serious and immediate
threats to human life, dignity and livelihoods.
Apply knowledge of hazards and standards to identify causes of potential emergencies

To better identify potential emergencies, information and knowledge needs to be sourced about what
hazards exist in the workplace that may contribute to a possible emergency.
Hazards are anything that may cause harm or injury to a person, have an adverse impact on property or
cause environmental harm. At many workplaces there are a variety of hazards, some of which may have
the potential to require emergency evacuation or create an emergency. Having a thorough knowledge of
which hazards may contribute to an emergency is therefore a critical component of the emergency response
planning process.
Relevant codes of practice, standards and guidance material should be accessed for potential hazards and to
assist in determining best practice approaches in emergencies. This information is required to:
 Identify hazards or potential hazards within the workplace and the methods to record those
hazards.
 Assess potential risks.
 Evaluate the effectiveness of hazard and risk controls and compliance to current standards.
 Identify areas for improvement; and
 Identify the potential for an emergency response
Using the following emergency situations as examples, it is possible to identify hazards and applicable
documentation that can identify best practice risk assessment and response activities
A distinction should be made between what hazards may contribute to making a potential emergency
worse and what may contribute to its cause. For example, non-functioning fire extinguishers may not be
the cause of a fire, but they may contribute to an inability to contain a fire when it is at a controllable level.
Emergency situations can and do take many forms, and each workplace needs to be aware of what they
could be and the likelihood of them happening. Possible emergencies include:
 Serious injury or illness.
 Vehicle collisions, rollovers, and explosions.
 People trapped in confined spaces.
 People trapped at heights.
 Cave-ins and entrapment.
 Earthquakes.
 Floods or inrush of water.
 Dust explosions.
 Spillage of dangerous chemicals or other hazardous substances.
 Emerge substances bring evacuation.
 Fires and explosions.
 Bomb threats.
 Security emergencies including armed robberies, intruders, and disturbed persons; and
 Sabotage and/or terrorist threat.
It is important that you seek out relevant information that will help you manage any situation that may
occur at your workplace. Remember that most of the documentation that you need may have already been

produced by specialist agencies, other organisations, and support groups across the country. Seek the input
of others to help locate the information if you are unsure where to find it. Some information sources you
may wish to contact are:
 Fire Department
 Local Council.
 Work safe.
 State Law Publisher.
Visiting the websites of the above agencies can greatly enhance your knowledge of hazardous situations
and relevant standards to identify causes and actions relating to potential emergencies.
Seek Input Of Stakeholders

When assessing potential emergencies, it is critical to ensure that an appropriate range of stakeholders is
consulted. People from both within and outside of the organisation can help to identify potential situations
and the responses required.
Internal stakeholders
Stakeholders within the workplace will possess valuable information regarding hazards and emergency
situations. Internal stakeholders include, but are not limited to:
 Managers.
 Supervisors.
 OHS representatives and other employee representatives; and
 Employees.
Supervisors and those in charge of the workplace
Frontline managers and supervisors will have a good working knowledge of the workplace and the people
they manage. Consultation with them will provide a general picture of the interaction between potential
hazards, the environment and personnel that may result in an emergency response.
If an emergency response is to be evaluated for all foreseeable circumstances in each work area, it is
important to understand:
 Operational tasks.
 Competency levels.
 Reporting processes.
 Decision-making authority and legal obligations.
 Physical location; and
 Physical work environment.
Employees
Employees are an excellent source of relevant information concerning hazards that have the potential to
cause an emergency. Employees can provide a detailed picture of the circumstances and hazards directly
affecting their working environment.
OHS representatives
Worker-elected OHS representatives can provide an informed perspective, having received some training
for their role.
External stakeholders
The communities in which an organisation operates are also identified as stakeholders and need to be
consulted. Emergencies at a workplace may spread to the surrounding community, and therefore local

government should be made aware of potential dangers. Local government can also identify other major
community stakeholders in relation to emergency response and
help in ensuring potential workplace situations which may affect the community are identified and planned
for.
Consider, for example, gases or explosions which may affect other people and local industry. It is
important for other members of the community to know:
 What happens at your workplace?
 What are the potential situations that may impact them?
 What are the hazards they will face?
 What is planned for emergency response in the community?
 What are the protocols community members may need to follow in the event of an emergency?
Identify & Liaise with Appropriate Specialist Advisers And Emergency Agencies To
Identify Causes Of Potential Emergencies
Specialist advisers and emergency agencies should be identified and liaised with. They can assist in
identifying the causes of potential emergencies. These stakeholders may be from agencies and
consultancies in the local area, or alternatively may be located throughout the state, including the capital
cities. Specialist advisers may include:
 Internal or external safety advisers.
 Chemical experts.
 Engineers.
 Security consultants; and
 Emergency response consultants.
 Emergency agencies may include:
 Fire.
 Police.
 Ambulance.
 Government departments.
 Hazardous materials response teams (hazmat*); and
 OHS authorities.
Many workplaces may not have the resources, expertise or equipment to evaluate all potential workplace
emergencies. In some situations, reliance can and should be placed on outside specialist agencies and
individuals who possess specific skills and knowledge and/or who have authority. For example, police may
need to make and enforce decisions which are necessary for the wellbeing of all in a potential emergency.
Specialist agencies can supply the following support to emergency planners:
Police
 Traffic hazard information
 Site security protocols and arrangements

Fire Brigade
 Fire and explosion hazards
 Training requirements; fire fighting
 Confined space expertise
 Entrapment and extrication
 Fire doors and their use
 Building compartmentation
Ambulance and hospitals

 Medical emergency evacuation and hospitalisation
 Availability of services and support
 Training requirements; first aid
State Emergency Services
 Processes and procedures for evacuations
 Search and rescue considerations
 Integration with larger plans and schemes
Local Government
 Environment, building and health information
 Building Code requirements
Environmental Protection Authority

 Environmental and geographical considerations
 Waterways and groundwater information
 Flora and fauna
Water, electricity and gas utilities

 Gas supply and isolation
 Water supply, access, and constraints
 Power outages and power isolation
Training organisations and educational institutions

 Training plans and training needs analysis
 Currency of training
 Language and literacy
Government department of water

 Likelihood of flooding (i.e. every 10 years or 100-year)
 Potential water levels
Typically, the type of information collected from these agencies not only identifies needs but helps to build
the bigger picture for planning requirements. These include but are not limited to:
 Conditions or events that could bring about a major incident.
 The measures that need to be taken to limit the consequences.
 Arrangements for immediate notification of emergency services.
 The content and protocols for relaying such information.
 Responsibilities and accountabilities of site personnel.
 Emergency services support.
 Evacuation plans.
 Procedures and protocols for people with special needs.
 Communications in an emergency.
 Inventory of hazardous materials.
 Containment procedures for spillages.

 Access and egress issues; and
 Control points and procedures for utilities, such as gas and water.
A variety of other advisers and agencies are available to offer support for emergency planning. Safety
management consultants can be found in all states of Botswana and there are also state and federal
authorities with the responsibility for assisting in identifying the potential for an emergency response, from
a community to a state level.
Because Botswana has a large resource sector, it has produced a wide range of people who work within the
risk management industry. It is important that you identify and liaise with appropriate specialists and
emergency agencies during the consultation phase.
Communication strategies
Appropriate communication strategies are required when liaising with specialists. Some strategies to
ensure a positive relationship is built and maintained include ensuring:
 Contributions are sought from all internal and external
 Sources in developing and refining ideas and approaches to potential emergency response issues.
 Interpersonal styles and methods are adjusted to meet the organisation's social and cultural
environment (contacts are treated with integrity, respect and empathy);
 All employees are considered as part of the work team and encouraged to contribute, and their
responses and involvement valued as part of the process (organisational
 Policies and procedures should be supportive of this involvement); and
 Issues are identified, analysed, and evaluated as to their potential to cause an emergency response.
Develop a risk register to identify potential emergencies and their causes

As part of a systematic approach to identifying and assessing the potential for an emergency response, a
register of hazards should be developed for all situations that may result in serious or catastrophic damage
to people, property or the environment.
A risk register*, for the emergency event/s being planned for, needs to be comprehensive, current and
concise. Adequate time and resources should be allocated to collect the information required to cover all
possible scenarios. The register should be updated as new situations arise to ensure it remains
comprehensive and current. A risk register is a valuable tool providing the means to identify potential
emergencies and their causes.
Risk registers will:
 Identify the hazard or hazardous situation.
 Identify the location of that hazard.
 Identify a range of possible scenarios or circumstances under which the emergency may occur; and
 Rate or score the risk for priority action purposes.
When building a risk register for a natural disaster response, consider different possible scenarios for
hazard identification purposes. Once hazards and hazardous situations have been identified, a risk matrix
should be developed to determine the likelihood and consequences of an event occurring. The effective use
of the matrix is important and is usually best done in consultation with others.

Risk assessment methodologies
Once a hazard has been identified, the risk associated with the hazard needs to be assessed by considering
the likelihood and consequences. The consequences, in the context of an emergency response, may be
minor or catastrophic, requiring varying levels of emergency response which could include full site, or in
some cases community, evacuation. As new hazards are identified they need to be recorded and evaluated
and risks assessed by considering:
 Worst case scenario – consequences and its severity; and
 Likelihood or probability of it happening.
Consequences
Questions that should be asked as part of the process are ‘what ifs’ such as:
 What if it fell, burst, or leaked?
 What if a fire started?
 What if it stopped working?
 What if someone does that job when fatigued?
More reading about risk management can be obtained from the reading, Risk Management Process.
Risk register table

A risk register is normally laid out in a table format. On the following page is a suggested layout that will
assist you to identify the hazards, note several scenarios under which an emergency response may be
required and assess the risk of that emergency response occurring.
One approach to identifying potential emergencies is to systematically divide your workplace and its
operations into key areas and look for possible hazardous situations within each area. Division of the
workplace could be made along the following lines depending on workplace operations:
 Whole of operations.
 Parts of operations.
 Buildings and locations.
 External areas; and
 Departments.
The following table is an example of a simple risk register. You can develop it with headings that align
with your workplace.
Ref List of Emergency Scenario or Consequences Likelihood Risk

No hazards and Category circumstance Rating
location of the event
requiring and
emergency
response.
Prepared By: Date:

Reviewed By: Date:

Competency check for Chapter 1
Key issues for each performance criterion in Chapter 1 are as follows:
1.1 Apply knowledge of OHS hazards and standards to identify causes of potential emergencies:
 Ensure that sources of injury or harm can be identified.
 Relevant Botswana, international or industry specific standards are used as a benchmark.
1.2 Seek input of stakeholders in identifying potential emergencies:
 Consult with managers, supervisors, safety representatives, committees, employees, and other
factions in the community.
1.3 Identify and liaise with appropriate specialist advisers and emergency agencies to identify causes of
potential emergencies:
 Consult with internal and external advisers in safety, chemicals, engineering, security, and
emergency response.
 Consult with emergency agencies including police, fire, ambulance, Hazmat teams and
government agencies.
1.4 Develop a risk register to identify potential emergencies and their causes:
 Ensure risk registers contain a list of hazards, their locations, a range of possible scenarios under
which the emergency may occur, the outcomes of risk assessment and the control measures
required. The following case study gives an example of how to identify potential emergencies.
Several case studies will be provided throughout the learning guide to demonstrate how the
competency is applied in a real situation.
Case Study 1
You work for a small to medium-sized mining processing plant with 150 employees. The enterprise is
involved in the chemical flotation processing of copper, copper-lead and copper-nickel minerals.
You have been appointed to the emergency planning team by the organisation to identify hazards and
potential emergency situations that may occur in the workplace.
The team has been briefed to identify:
 What hazards or hazardous situations are present that may require an emergency response.
 Legislative and other documentation that will help with determining response actions; and
 Specialist advisers and emergency agencies that can help identify the hazards and determine their
extent. To do this the team will:
 Have a knowledge of OHS hazards, standards, codes of practice and guidelines particular to the
worksite and the emergency situations that may occur.
 Identify and liaise with internal and external stakeholders.
 Identify and liaise with specialists and emergency agencies regarding information and advice for
response purposes; and
 Develop a risk register that identifies potential emergencies and their causes.
To begin with you and the team need to identify the sources of injury or harm that could happen and the
most likely emergencies that could occur at the workplace. Different suggestions are offered by the team to
build this information and they include the following:

Documentation
Gain access to documents and personnel and conduct a physical review of the site in consultation with
others. Documents that are to be reviewed include:
 Previous hazards report or checklists.
 Accident/incident investigation reports.
 Previous risk assessments.
 Material safety data sheets.
 Product information.
 Chemical/hazardous substance registers.
 Training records; and
 Procedures manual for equipment and processes.
This information needs to be checked against current activities, chemicals, and procedures on the site. For
example, in the case of chemical storage, use and disposal:
 Is the MSDS information accurate and current (less than 12 months)?
 Does the storage of chemicals meet the relevant standard or code of practice; for example, the
National Code of Practice for the Control of Workplace Hazardous Substances, National Code of
Practice for the Labelling of Workplace Substances, and the National Code of Practice for the
Storage and Handling of Workplace Dangerous Goods?
 Is there a record of previous risk assessments concerning the storage or handling of the chemical/s?
Hazard identification
You systematically divide the worksite into zones and review:
 Daily activities, methods of work and skill levels of those involved.
 Roles and responsibilities of key people.
 Locations of potentially dangerous substances.
 Locations and descriptions of hazards and hazardous situations that have occurred or may have the
potential to occur.
 Access and egress both within the boundaries of the workplace and the interface with external road
systems.
 Housekeeping standards; and
 Emergency response equipment.
The focus is to identify potential emergencies and their causes. The following diagram shows the layout of
the processing plant. The areas have been colour coded in order to identify each zone that you and the team
will examine. There are pre-existing measures in place for site evacuation such as Emergency Assembly
Areas and these have been included on the site map.

EXAMPLE: Site Hazard Audit of Hazardous Substances Zone 1 Processing
Plant
HAZARDOUS SUBSTANCES Y N NA Comments
Name……………………………
Are hazardous substances being used?
If so - are all hazardous substances in a tidy safe state and adequately
contained and labelled according to the code of practice?
Is there a current materials safety? data sheet for all hazardous
substances used in the workplace?
Are suitable protective clothing and or gloves provided for use with
hazardous materials?
Where hazardous materials are used, is an emergency shower and eye
wash facilities to flush chemicals from the eyes provided?
Are personnel trained in or familiar with the use of and guidelines for
the use of the chemical?
Has the chemical been approved for use on site?
If required, have emergency services notified of the chemicals use?
Discussion of findings
From the findings of the audit you have discovered several hazardous situations that may require an
emergency response. These are:
 Heat exhaustion of operators.
 Training issues, including contractors on-site without inductions.
 Explosive levels of some gases extremely high.
 Poorly maintained equipment.
 Chemical handling hazards; and
 Blocked emergency exits.
A list of priorities needs to be made from the most serious and likely to the least serious and least likely
that may occur. A risk assessment needs to consider each situation.

Seeking expert help
You and the other team members discuss the outcomes of your audit with supervisors, managers and OHS
representatives. There is uncertainty about what should be done regarding some of these hazards and a
resulting emergency and therefore you must seek some professional outside support from specialist
stakeholders and emergency agencies.
Chemical handling and emergency response experts as well as the local fire and emergency services are
contacted and attend meetings with the team to evaluate the information that has been gathered and inspect
the site. Under their guidance, the team has conducted further audits and obtained further documentation
that helps to build a better picture of the hazards and hazardous situations around the mineral processing
plant. Of and agreed priority with all stakeholders are the storage, use, disposal and transportation of
chemicals and in particular the chemical
Potassium Amyl Xanthate (PAX) used in the flotation and mineral separation process. Potential for an
emergency response from the use of this chemical has been based on reference to the:
 MSDS data, risk analysis.
 Previous incidents and accident reports.
 Lack of defined procedures and inadequate train reports.
 Operator fare ports.n the following page is a diagram of a scenario for an emergency response to a
chemical spill.
Developing a risk register

The results of the team’s consultation and site audits have provided the background information required to
compile a risk register for a range of possible emergencies that may occur. Under advice from the team you
compile a risk register that tables:

 Hazard reference number.
 Hazards and/or hazardous situations and their location.
 Category of emergency they would be allocated against.
 Scenario or circumstance requiring emergency response of that situation happening; and
 Risk rating.
Part of the register requires you to think about what circumstances (scenarios) may occur that have the
potential to require an emergency response. On the following page is a part of the register that you have
developed.
In consultation with the occupational health and safety representative you arrange a walk around the site
and observe and discuss with the OHS representative and other stakeholders (operators, supervisors):
 Work practices and procedures.
 Levels of training and safety awareness.
 Existing risk controls and their effectiveness; and
 Other safety concerns relating to hazards.
To record the information gathered you have a hazard identification checklist ready. The checklist has
headings that deal with aspects of the plant and includes:
 Emergency exits and emergency equipment (fire extinguishers, etc);
 Machine guarding.
 Housekeeping.
 Electrical safety.
 Manual handling.
 Hazardous substances.
 Sanitary facilities and drinking water.
 Climate and environmental conditions.
 Job observations such as job safety analysis.
 Noise and air quality; and
 Communication.
On the following page is an example of the hazard identification checklist you will use.

Activity 1
Keep a copy of this Activity for your Assessment Portfolio.
Identify potential emergency situations at your worksite.
By completing the following activities, you will demonstrate that you have:
 Identified those stakeholders who are important in the consultation process.
 Identified the agencies and advisers both internal and external important to your workplace.
 Sourced standards to assist with specific situations; and
 Developed a risk register applicable to the needs of your organisation.
Use Case Study 1 to provide the background for completion of these activities or relate these activities to a
situation of your own choosing.
1. For your workplace, provide a detailed list of stakeholders who would be involved in the
consultation process to identify potential emergency situations and why their input is required?
2. Identify the range of agencies and advisers that your workplace would use in the establishment of
an emergency site evacuation plan.
3. Source relevant Botswana, international and/or any industry standards that apply to your site, that
are relevant to hazards that exist in your workplace and that have the potential to cause an
emergency.
4. Build a comprehensive risk register for a site emergency response at your workplace.
CHAPTER 2: IDENTIFY OPTIONS FOR INITIAL RESPONSE

Learning Outcome.

 Categorise major types of emergencies.
 Actions required to contain, or limit potential emergencies are identified.
 Identify actions required to limit effect on personnel, property, and the environment.
 Identify requirements for liaison with emergency agencies.
 Prioritise actions to be taken during emergencies.
The work completed in Chapter 1 has helped you to build a list of hazards and their potential to cause an
emergency response. Now you will explore what options are available to limit the effect of an emergency
on people, property, and the environment. When identifying options for an initial emergency response,
internal and external capability and capacity needs to be evaluated
including:
 Current levels of trained personnel and their specialisation (eg management, wardens*, response
teams).
 Equipment requirements (e.g. replacement or maintenance schedule and testing requirements);
 Emergency response exercises (frequency and participation);
 Integration with external specialists such as ambulance services, fire and police; and
 Contact details for all relevant outside agencies.
Categorise Major Types of Emergencies

There are many different emergency situations that could occur in the workplace. Categorising the major
types of emergencies assists in implementing options for initial response. The types of emergencies which
could occur may include:
 Serious injury events.
 Medical emergencies such as heart attacks.
 Site or area evacuations.
 Fires and explosions.
 Hazardous substances and chemical spills.
 Explosions and bomb threats.
 Security emergencies, such as armed robbery, intruders, and disturbed persons.
 Loss of power or structural collapse.
 Natural disasters such as floods, storms, and bushfires.
 Traffic accidents.
 Landslides or wall collapses; and
 Confined space accidents.
Consider your workplace and the hazards and situations that you highlighted in the development of your
risk register (Activity 1). The control measures for initial response will be reflective of the potential
situation. Some of the factors that must be considered are the
geographical location and position of your worksite in relation to other hazardous worksites. For example:
 During violent weather is it possible that storm water may flood the area?
 Is your workplace located on a busy road that could result in dangers from out of control vehicles,
or explosions and gas leaks generated by trucks involved in accidents?
 Is your worksite located on a flight path or aircraft landing corridor, and has a risk assessment
occurred and been included in an emergency response plan?
Standard has been produced to allow emergencies to be grouped into categories. These categories will
determine the level of response appropriate to a given potential emergency. Not all emergencies will have a
stock standard response. For example, in the case of an injury, an evacuation of other personnel may not
occur in nearby work areas. Colour codes to help people instantly recognise the category of emergency
situations

This colour coding is universal, will be instantly recognised by specialists and outside agencies and will
assist you in your consultations with them.
Identify Actions Required To Contain Or Limit Potential Emergencies

After developing a risk register, sequential actions need to be developed to contain or limit the effect of the
potential emergency. The actions required by emergency response personnel and
others that may be involved in an emergency need to be clearly identified. Identification of ‘what, how and
when’ increases the effectiveness of the emergency response. Actions that may be required to limit or
contain predictable emergencies may be addressed by reviewing the capabilities at the worksite for
containment of:
 Fires.
 Explosions.
 Chemical or hazardous substance spillage.

 Serious injury.
 Gas leak; and
 Security or terrorist threat.
This will help identify the more specific actions that need to occur either to contain or limit potential
emergency situations. Using fires as an example, consider the following in relation to your workplace:
 Do we have the capacity to fight a fire, i.e. the equipment, trained personnel?
 If not, what alternative actions can be taken in the event of a fire occurring, ie involvement of fire
brigade, other outside agencies, etc.
 Do we have a defined process/procedure to report any fires and/or other emergencies?
 Are all personnel aware of their roles and responsibilities?
 Are process and procedures in place informing staff when to initiate use of fire isolation doors and:
o When they are to be activated.
o Who activates them; and?
o How are they activated?
 The application of principles such as compartmentation and options for high rise buildings and:
o installation of fire detection devices.
o installation of fire suppression devices; and
o appropriate equipment requirements.
It is important to be exhaustive in your questioning. The roles and responsibilities of each key person must
be documented. Levels of response and actions to be taken must be stated clearly and unambiguously. It is
vital that a systematic approach is taken when addressing the actions required to contain or limit potential
emergencies.
Identified actions need to be trialled/tested, evaluated, and modified for the best possible outcome to be
achieved. The dynamism of many workplaces requires those involved in implementing emergency
procedures to meet regularly to ensure the response plan remains current. Consultation and review of
actions are an ongoing component of effective emergency response systems.
Identify Actions Required to Limit The Effect On Personnel, Property And Environment
Appropriately resourced organisations with a dependable emergency response team will limit the effect of
damage or harm to people, property, and the environment. Emergency response roles need to address
actions to minimise catastrophe to personnel, property, and environment.
Personnel
The priority is always people and their safety. In an emergency, all personnel need to know what their role
is and where they should go. This requires a step-by-step list of actions that clearly identifies everyone’s
role in an emergency. Dissemination of this information is critical. Everyone on-site must be aware of the
role/s they will play in emergency response. Clarification and understanding of role responsibilities and
accountabilities is essential. Some of the ways this information can be communicated throughout the
workforce is via:
 Training (including mock emergency responses conducted on a regular basis);
 Inductions, induction testing.
 Maps.

 Procedures.
 Job descriptions; and
 Meetings.
Issues which must be addressed to limit the risk of injury and assist those involved to reach safety would
include the following.
 Ensuring emergency evacuation plans are visible and understood by all employees. This implies
adequate and repeated training at inductions, training, refreshers and mock evacuations.
 Ensuring cultural and ethnic profiles are appreciated by all stakeholders and identified. Are written
or verbal instructions understood?
 Identifying personnel with special needs. Are personnel able to see or hear the alarm if they have
sight or hearing impairment? Has a mentor been appointed to assist them during an evacuation?
 Establishing emergency assembly points and alternatives.
 Locating assembly points near large gas storage tanks would demonstrate a lack of understanding
of the term ‘safety’. The need to address the ‘what if’ scenarios are part of good contingency
planning.
 Ensuring procedures are in place to ensure a head count of all personnel is both possible and
accurate. What about visitors to site? What procedures are in place for their identification on-site
and their evacuation?
 Considering the ability of external emergency and other first responders* to navigate in unfamiliar
territory.
 Preparing an inventory/register and location map together with other relevant information on
gases, toxic substances and chemicals located on the site that may affect their containment
strategies and tactics.
Property
Actions and procedures need to be identified and communicated that limit the effect of potential
emergencies on property. This includes the following.
 Identification of the specific emergency:
 Fire
 Chemical spill.
 The level of response required:
o Total evacuation
o Isolation of hazard.
 Who to notify:
o Supervisor
o Fire Brigade.
 Contingency contacts:
o Alternative contacts identified and listed with contact details.
 What needs to be shut down to minimise potential adverse impact:
o Under what circumstances?
o Who is responsible?
 What procedures are there or need to be developed?
Other issues may involve ensuring control measures are in place such as storage of all hazardous and toxic
materials, which must conform to standards, eg bunding for fuel storage, separation of oxidising and fuel
gases, and flame proof cabinets.

Environment
Environmental issues need to be considered for containment methods, for example, to prevent:
 Toxic fumes escaping into the atmosphere and adversely affecting the surrounding community.
 Waterways being contaminated by toxic substances or oil; or
 Hazardous and toxic materials entering stormwater drains.
Are intervention systems and waste separators installed and do they meet the required standards?
Geographical location is also an issue. Consider how far away you are away from help arriving. What is
the timeframe for the arrival of emergency services (ambulance, fire brigade)? This will affect your
planning and response to secure the safety of personnel. Higher levels of training will be necessary if there
is a need for greater self-reliance.
A simple chart can be developed as a tool to help identify the level of impact and workplace vulnerability
for a potential emergency. It can also be used to assist in identifying the necessary resources. The chart
below uses a simple scale of 1 to 5 with one being the lowest impact.
When collecting information on emergencies that could affect your worksite, consider emergencies that
could happen:
 within your facility; and
 within your community
Assess the potential for human, property, and environmental impact. The higher the number, the greater the
possible impact. Once the potential for impact has been assessed, apply the
‘Hierarchy of Control’ to assist in defining what actions now need to be taken to minimise that impact.
Assistance from other internal and external sources may be required to do this. The ‘Hierarchy of Control’,
shown below, is used to control health and safety risks in the workplace. The most preferable option is at
the top of the list, with the least preferable option at the bottom. Often a combination of controls is used.
For example, personal protective equipment can be used as a temporary measure while awaiting
implementation of the higher options, such as elimination

 Elimination – removing the hazard altogether; this would be the most desirable option.
 Substitution – replacing a process or substance with a less hazardous one.
 Engineering – installing extra machinery or equipment to isolate the risk, for example
guards around conveyor belts.
 Administration – upgrading policies and procedures; training for safe work practices.
 Personal Protective Equipment (PPE) – for example, safety boots, ear plugs and safety
glasses.
Identify Requirements For Liaison With Emergency Agencies

The first contact you have with emergency agencies should not be when an emergency occurs. Liaison
between the workplace and emergency agencies is important and maximum effort should be used to ensure
that good communication exists and is effectively maintained. Keep emergency agencies informed of your
response plans.
Key requirements to identify when liaising with emergency agencies include:

 Capability and capacity of the first responder agencies.
 Response time for arrival at site.
 On-site resources to support response.
 Communication of worksite emergency response plan to emergency agencies; and
 How you can help them optimise the effectiveness of their services when responding to
emergencies.
The party responsible for implementation will implement the appropriate response procedure. Accordingly,
identified emergency agencies should be notified.
Prioritise Actions To Be Taken During Emergencies

In sections 2.2 and 2.3 we identified the actions required to limit the effect of potential emergencies. The
next step is to prioritise actions according to severity and level of response. Emergency response actions
need to reflect the hierarchy of priority:
Priority I Safety of all personnel within and outside the facility.

Priority 2 Containment where possible to limit property damage.
Priority 3 Containment and controls to limit environmental impact.
Many actions taken during an emergency response occur simultaneously. For example, while an
evacuation of personnel to emergency assembly points is occurring, the on-site emergency response team
will be contacting outside responders: fire brigade, ambulance and police, as relevant.
Other priority areas
Many emergency situations generate other hazards that can cause
further injury or harm. This injury or harm could affect the first
responders, personnel, or bystanders in the area, so there could be
the need for:
 Crowd control.
 First aid.
 Emergency evacuation of the area.
 Making the scene safe.

 Isolation of the scene.
 Purging and/or ventilation of an area or confined space.
 Establishing the ’method of recovery’;
 Mobilisation of equipment; and
 Managing the logistics of equipment and people in a small area.
These issues relate to circumstances that may inhibit the use of emergency equipment. A management
structure needs to place consideration on daily workflow and how this may impact on access and use of
both on-site equipment and access by emergency service personnel.
Workflow specifics
When prioritising what actions to take during an emergency response, site specific requirements need to be
considered. These would include the following.
Personnel/Human Resources
 Have personnel been clearly informed of the roles and function they must immediately undertake
and are they available to do so?
 Have contingencies been considered for substitution or replacement of key personnel essential to
the management and implementation of an emergency response?
 Have effective procedures been established for emergency shutdown of equipment so as to hasten
the evacuation of employees and personnel? Have time limits been put in place and monitored for
this to occur and have contingency plans been put in place in a ‘what’ if scenario?
 Have specific instructions, roles and responsibilities for muster and monitoring of assembly of
personnel been implemented?
 Have procedures been established for differing levels of response by key personnel (do we activate
the fire and rescue crew for a security alert)?
Facilities
 Are access and egress clearly defined, traffic flow prioritised, and no-go areas established in the
event of an emergency (eg are delivery trucks in the main access ways inhibiting emergency
service access)?
 Does storage of goods impede access to emergency appliances such as hoses, hydrants?
 Have priorities been set for the assembly of all mobile equipment muster points?
 Have right-of-way instructions been prioritised and clear instructions implemented?
 How will identification and isolation of affected areas or equipment be identified and
implemented?
Equipment
 Has emergency equipment located on-site been managed effectively so that it meets the
requirements to support the emergencies it was installed to address? Key issues are:
 Serviceability.
 Access.
 Readiness; and
 Maintenance.
 Do appliances meet current worksite requirements? Has the capacity, age, application and
suitability of appliances been assessed or reviewed?
 Is there a maintenance program and procedures in place to address issues of maintaining
serviceability and readiness, i.e. fire extinguishers up-to-date and mobile communication
equipment ready to use?
 Has testing of alerts and alarms been planned, programmed, implemented, monitored and
reviewed?

 Have compatibility issues of on-site services and that of incoming emergency services been
addressed. For example, will their fire hoses fit available hydrants?
 Has deployment of emergency equipment been supported by adequately trained on-site
personnel?
Priorities
Priority must be given to people. Specific procedures will be needed for situations such as bomb threats or
cyclones, but generally most situations may require:
 Warning employees and other persons in the workplace.
 Communicating with personnel and external agencies.
 Conducting an evacuation and accounting for all persons in the facility.
 Rendering first aid.
 Managing response activities.
 Activating and operating an emergency response centre.
 Fighting fires.
 Containment of toxic or hazardous substances.
 Shutting down operations.
 Protecting vital records; and
 Restoring operations.
The actions required when implementing emergency procedures require effective and timely
coordination. Those involved require a good working knowledge of the processes and techniques
necessary to contribute to the implementation of procedures for responding to emergencies.

2.1 Categorise major types of emergencies:
 Decide which emergencies are most likely and categorise them.
2.2 Identify actions required to contain or limit potential emergencies:
 Knowing what must be done, by whom and in what timeframes are vital in the rollout of
effective emergency response.
2.3 Identify actions required to limit the effects on personnel, property and the environment:
 Knowing what must be done, by whom and in what timeframes are vital in minimising further
harm to people, property or the environment.
2.4 Identify requirements for liaison with emergency services:
 Understanding what is expected from a legislative and industry viewpoint will help to identify
which agencies should be consulted, apart from the obvious support roles played by them.
2.5 Prioritise actions to be taken during an emergency:
 Knowing what to do and in what order, to minimise the possibility of further damage to
people, property, or the environment.
Case Study 2
Identify options for an initial response
After working through the consultation process, the team now has a clearer picture of the hazards and
situations that may occur to cause a potential emergency at Zaardam Industries. A chemical spill was one
potential emergency identified.
Questions that were asked when framing an appropriate response

were:

 What is the potential for this hazardous material to affect personnel on the site and other
surrounding areas? The MSDS would clearly spell this out.
 How do they evacuate and where should they go and by what route should they travel to reach
safety?
 How the emergency is communicated both internally and externally? Who would do this
(supervisor)? What method will be used: siren, verbal?
 What are the constrictions on the site for access and egress of personnel to do this safely? Are
more doors required?
 How can the damage to property and productivity be addressed?
 Is the workplace equipped with the capability to contain this emergency to protect
environmental impact? What is required (bunding; Hazmat; chemical neutraliser)?
 How can the hierarchy of control be applied to address all of these issues? The answers to
these questions provide information to identify an appropriate level of emergency response to a
potential chemical spill.
Key Point 1
Remember that external agencies and specialists follow standards, codes of practice and guidance
notes; therefore, if you use and understand them, the more likely you will be able to communicate
effectively with the external agencies and specialists.
Ccolour code the major types of emergencies that could happen at your workplace. In the scenario built
around the Zaardam Industries chemical processing plant, storage, handling, and explosion were identified
as being at high risk of causing an emergency. Immediate action would need to be taken in the following
order:
1. Notification and communication to initiate response.
2. Evacuation of all personnel.
3. Communication to outside and internal response teams.
4. Shutdown of equipment.
5. Containment measures deployed.
Agencies such as fire, police, ambulance, government departments, hazardous materials response teams
(Hazmat) and OHS authorities are some of the agencies that you should ensure are part of the response
rollout.

Actions required for containing or limiting potential for emergencies need to be matched by the capability
of the site, together with outside agencies. This would include both internal and external specialists being
contacted to identify specific actions, site capability and ensuring that the roles and responsibilities of all
involved are developed and documented so that actions are clearly identified and sequenced.
Options for preventative measures

Prevention is a preferred option. Preventative measures using the hierarchy of control to limit the effect on
personnel, property, and the environment at Zaardam Industries in the case of a chemical spill could
include some of the following:
Isolation
 Moving the storage tank to another location away from the buildings and personnel.
Engineering controls
 Installing failsafe and lockout devices that prevent operator error when transferring chemicals.
 Installing fire suppression devices and anti-static devices to key areas.
 Bunding and other containment devices around the tank to prevent environmental impact if a
spillage occurs. Having spill kits available.
Administrative controls
 Training of personnel on procedures to handle the product.
 Rostering personnel to reduce potential fatigue.
 Having a trained emergency response team on-site.
 Establishing no-go areas without authorisation (Entry Permits).
PPE
Ensuring that Self Contained Breathing Apparatus (SBCA) and other Personal Protective Equipment (PPE)
is readily available and accessible by personnel.
A review of Zaardam Industries’ internal plans, policies and procedures was necessary. Roles and
responsibilities were allocated as part of any action plan. Generally, the questions that need to be asked are:
 What must be done.
 By whom.
 In what timeframes.
 What equipment and containment devices are required; and
 Is it available or where can it be obtained?
Activity 2
Identify options for an initial response
By completing the following activities, you will demonstrate that you can:
 Categorise the major types of emergencies that could happen at the workplace.
 Identify the actions required to contain or limit the extent of an emergency.
 Identify the actions required to limit the effect on personnel, property and the environment.
 Identify the requirements for liaison with emergency agencies; and
 Prioritise the actions to be taken during an emergency.
You can use the previous case study to provide the background for completion of these activities or you
can relate these activities to a situation of your own choosing.
1. List the most likely emergencies that could happen at your workplace. Ensure that they are colour
coded and categorised.
2. Choose three emergency situations. One must include a building evacuation.

For each situation:
 list the actions that need to be taken to contain or limit the emergency.
 put them into priority order.
 identify responding individuals, agencies, and specialists.
 list any standards, codes of practice or other documentation that supports the actions; and
 write a brief description of how your planned actions will limit the effect on personnel,
property, and the environment.
CHAPTER 3: PLAN INITIAL RESPONSE PROCEDURES

Learning Outcome.
At the end of the chapter you will be able to.
 Identify resources available and required for immediate response.
 Check emergency equipment to ensure serviceability, accessibility, cleanliness, and correct
location.
 Document actions required for several major types of emergency, taking account of standards,
current industry practice, specialist advice and input by emergency agencies.
 Identify training needs and appropriate providers. Ensuring preparedness provides a level of
predictability during an emergency response.
Procedures
Procedures spell out how an organisation will respond to an emergency. It is a documented approach that
states method and actions that need to be taken in the event of any emergency
response. Procedures need to be flexible enough to be effective when non-predictable emergencies occur.
A good method is a systematic approach in the form of a series of checklists that can be quickly accessed
by senior management, line managers, response personnel and employees. When planning initial
emergency response procedures, you should
determine what actions would be necessary to:
 Identify the need to initiate an emergency response.
 Protect employees, customers, visitors, contractors, vital
 Records and other assets; and
 Restore the facility back to operational status.
Specific procedures might be needed for situations such as a robbery, bomb threat or severe storm. These
procedures would address such functions as:
 Warning employees and others on the worksite.
 Communicating with key personnel and emergency agencies.
 Conducting an evacuation and being able to account for all personnel.
 Managing response activities.
 Activating and operating an emergency command and control centre.
 Fighting fires.
 Shutting down operations.
 Protecting vital records; and
 Restoring operations.
 Documents that are most likely to be needed in an emergency response include:
 Hazard register.

 Emergency call list of all persons on and off the site who will be involved in responding to the
emergency. It would contain their responsibilities and out-of-hours contact details.
 Building and site maps that indicate:
 Alarms and enunciators.
 Communications.
 Utility shut offs.
 Water hydrants and mains.
 Gas valves and lines.
 Electrical cut-offs and mains supply.
 Drains and sewers.
 Building identification and specific locations.
 Floor plans.
 Firefighting appliances.
 Exits and stairways.
 Escape routes and egress procedure.
 Assembly, command and control and first aid points.
 Hazardous materials and clean up kits; and
 High value items.
Identify Resources Available and Required For An Immediate Response

The resources and capabilities that would be needed in a potential emergency response need to be
systematically identified and include:
Internal resources
Personnel
Fire response team; hazardous materials response team; emergency medical services; security; emergency
management group; clean-up crews; evacuation team; public information officer.
Equipment
Fire protection and suppression equipment; communication equipment; first aid supplies; emergency
supplies; warning systems; emergency power equipment; decontamination equipment; emergency
transportation; torches; and evacuation equipment for those with disabilities.
Facilities
Emergency command and control centre; first aid stations; muster points; shelter areas; media briefing
areas; people with special needs; and sanitation facilities.
Organisational capability
Evacuation plan; employee support system; and training.
Backup systems
Arrangements made with other facilities to provide for:
 Payroll.
 Communications.
 Production.
 Customer services.
 Shipping and receiving.
 Information support systems.
 Emergency power; and
 Recovery support.

External resources
Identify which external stakeholders and emergency agencies could be needed for an emergency response.
A register should be developed which includes their contact details and for which potential emergencies
they would need to be contacted. External stakeholders and agencies would include:
Stakeholders
 Local government.
 Environmental protection agency*;
 Surrounding premises and residents; and
 Statutory authorities.
Emergency agencies
 Local emergency management office.
 Hazardous materials response organisation; and
 Emergency services (fire; ambulance; police).
Backup
 Firefighting.
 Medical transport; and
 Communication with surrounding community.
A checklist that addresses all identifiable resources is required as is a site audit to ensure that they are
available.
Check Emergency Equipment To Ensure Serviceability, Accessibility, Cleanliness And

Correct Location
All emergency equipment, resources and plans need to be in good working condition and readily available
for use at any time for any potential emergency.
Equipment required for use during an emergency could include the

following.
 Key personnel identification (helmets with role designation, eg chief warden, first aid officers;
high visibility vests).
 First aid gear (mobile first aid kit or kits; stretchers).
 Fire appliances (hoses and extinguishers).
 Chemical containment devices (spillage kits including absorbent mats, and portable
containment berms/bunding).
 MSDS information for responders (central register or inventory required).
 Atmospheric testing equipment.
 Portable signage (traffic control, and warning and/or danger tape).
 Safety harnesses.
 Personal protective equipment.
 Fire extinguishers and blankets.
 Electrical isolation equipment.
 Fire and rescue tools (eg self-contained breathing apparatus (SCBA), torches and evacuation
equipment for the disabled).

 Emergency vehicles.
All equipment that is identified for use in emergency situations must be kept in good service and be readily
available at any time, night, or day. Most organisations will use registers and checklists to ensure that
equipment is serviced and in good condition.
A critical point in all planning is that regular audits are undertaken in all areas to note the condition
and serviceability of emergency response equipment
An equipment checklist schedule should include:

 A register of what is on-site, its location and purpose or function.
 Specification of each item;
 Maintenance and service schedules; and
 Those authorised to use it
A copy or source of the associated standards applicable to the type, installation and location of the
equipment should be readily available and accessible. Reference should also be made to the personnel who
have been allocated the task of using the equipment in an emergency. Records should be kept and updated
during training sessions of equipment faults and repair/replacement. Debriefing of relevant personnel
would form an important part of the information network process into how well the equipment functions,
its actual ease of accessibility in relation to the site and how effectively it meets the emergency responses
needs.
External specialists can provide a fresh insight, updated information about equipment upgrades and
industry changes. Ensuring equipment and resources are in a state of readiness forms a key chapter to
emergency preparedness. Dealing with equipment failure and/or lack of resources due to poor preparedness
has the potential to affect timely and considered decisions by key personnel during an emergency response.
Document Actions Required For A Number Of Major Types Of Emergency, Taking

Account Of Standards, Current Industry Practice, Specialist Advice
While emergency preparedness may not be able to deal with all potential emergencies, there are categories
of predictable major emergencies that can be prepared for with documented action plans. These include:
 Fire;
 Medical emergency;
 Chemical spills; and
 Gas leaks.
Action plans for the above form part of a procedural and systematic approach for each possible identified
emergency and cover generalities such as:
 Level of response;
 Who is to be contacted;
 Sequence of any evacuation;
 Allocation of personnel; and
 Actions to be taken to contain any hazards.

To meet minimum requirements referral to the following sources is necessary:
 Relevant OHS regulations, codes of practice and guidance material, eg (if applicable) codes of
practice dealing with hazardous substances.
 Other similar industries are a good source of information relating to current practices and the
actions taken by them for emergencies that may be common to your worksite and theirs.
 Specialist advisers such as fire safety services need to be consulted and actions formulated and
agreed to.
Identifying actions required
To address Botswana and industry standards, codes and specialist advice, documentary procedures need to
be developed for the type of emergencies at the worksite. For example, AS 3745 Emergency Control
Organisation and Procedures for Buildings contains information on:
 General guidelines.
 Responsibilities of emergency control organisation personnel.
 Alerting and signalling building occupants.
 Evacuation procedures for building occupants;
 Occupants with special needs.
 Critical operations shutdown.
 Accountability procedures for emergency evacuation.
 Resources and responsibilities list; and
 Communications.
Example Of Emergency Response To Smoke Alarm

Alerting and signalling building occupants
Level Red – fire and smoke detected
 Alert all staff.
 Activate alarm – ie break glass on fire alarm box in the corridor next to main door.
 Do not attempt to fight fire.
Signal to evacuate
 Would contain what all people on the site are to do immediately.
 What alternatives if unable to exit?
 Who is responsible?
Once evacuated
 Where to assemble and alternatives.
 Who to report to?
 Instructions once there.
 All clear signal, if any.
Identify Training Needs and Appropriate Providers

There is a clear need for all those involved in implementing emergency procedures to be appropriately
trained and resourced to respond in a timely and effective manner. This can include:
 General training in emergency evacuation.
 Specific actions to be taken by key personnel in and emergency; and
 Ongoing monitoring of hazards and site resources.
The safety and wellbeing of response personnel is critical. The better trained and prepared response
personnel are, the more likely they are to provide an effective and safe response which
minimises the danger to people, property and the surrounding environment.

Overarching principles
When addressing and/or conducting a training needs analysis to meet the organisation’s emergency
response requirements, consideration needs to be given to the principles and practices involved in training,
learning and development of personnel. The analysis should include the following.
 Identifying training goals and objectives. These need to match specific gaps identified in the
knowledge and skill of personnel in the areas of emergency response roles and equipment
usage.
 Considering multi-skilling for contingency planning. Opportunities should be made available
to relevant personnel to ensure overlap of roles in the case of absenteeism or injury.
 Identifying and approving resources and timelines for training activities, in accordance with
organisational requirements.
 Using feedback from individuals or teams to identify and implement improvements in future
training arrangements.
 Assessing and recording outcomes and performance of individuals/teams to determine the
effectiveness of training programs and the need for additional or updated training.
 Documenting and maintaining records and reports of competency according to organisational
requirements. Specific emergency training of personnel may include:
 Use of firefighting appliances including fire hoses and extinguishers.
 Use of breathing apparatus.
 Emergency first aid.
 Using communication systems.
 Emergency retrieval; and
 Basic traffic control.
Choosing appropriate providers to deliver training is essential for emergency response effectiveness. In
many cases, it may be that one provider cannot adequately provide the full range of services required.
Maintaining effective liaison with similar industries can assist with recommendations of alternative
training providers. Nationally recognised training that provides assessment and accreditation to a national
standard is recommended. Government agencies regulate recognised training organisations and the quality
of training delivered. This ensures a level of compliance to national and industry standards.
A skills audit of your personnel should be conducted and a register developed. This will identify:
 Who is currently trained;
 How current that training is;
 What areas that training covered (qualifications);
 Their current work location (for large sites or buildings); and
 Who provided the training.
Site training can be expensive, and careful budgeting based on identified outcomes requires consultation
and investigation. Training of personnel needs to meet the specific needs of the worksite. A specialist
adviser may be required to assist in developing a training plan based on the training needs for your site. An
example of a training plan for emergency response is on the following page.

3.1 Identify resources available and required for immediate response:
 Understanding exactly what resources are needed in the event of an unplanned situation
happening.
3.2 Check emergency equipment to ensure serviceability, accessibility, cleanliness and correct location:
 Having and using checklists and other methods to ensure equipment is serviced and available.
3.3 Document actions required for a number of types of major types of emergency, taking account of
standards, current industry practice, specialist advice and input by emergency agencies:
 Consulting with a range of sources to ensure appropriate methods of documenting the event
are used.
3.4 Identify training needs and appropriate providers:
 Understanding exactly what training needs are critical to the success of emergency response
and identifying competent training providers to supply the training.

Case Study 3
Plan initial response procedures
Planning the initial response procedures at Zaardam Industries requires the identification of the
equipment and resources to be used in emergency situations. These need to be identified and their function
understood. It has been ascertained that in the case of a major chemical spill the following minimum
requirements will be needed:
Facilities
 Siren and actuation devices
 Assembly areas
 Communication equipment
 Building designations
 Maps and evacuation procedures.
Site equipment
 Fire suppression devices and fire control appliances
 Emergency breathing apparatus
 Chemical containment devices
 First aid kits.
Personnel
 Trained emergency response team
 First aid personnel
 Area wardens
 Command and control personnel allocated.
Documentation
 Procedures for communication and reporting on hand
 Roles and responsibilities defined and documented with contact details
 Hazardous materials register available
 Checklists for actions taken and list of personnel on the site available.
External Agencies
 Emergency contact list and external services contact list
 Police, EPA, Fire Brigade, ambulance.
Monthly audits are conducted for all on-site emergency equipment to ensure serviceability, accessibility,
cleanliness and location. This is to ensure a constant state of readiness. All items should appear on an audit
checklist as well as on the site map.
These maps are to be located around the site with the stated procedure for evacuation. This needs to be
communicated to all workers on the site, to ensure they are aware of the location of emergency equipment
and the procedures for emergency response.
A Zaardam Industries site map showing assembly areas, emergency equipment etc is on the following
page.

Key Point
Having checklists and procedures to ensure resources are allocated for emergency use are vital to
the success of an initial response. Imagine if the first aid kits were missing or critical components
or vehicles would not start. It is important to maintain and carry out effective checks of equipment
and machinery, and to keep access and egress ways clear.
Once the resources have been identified, then capabilities to use the equipment and understand different
roles during an emergency response needs to occur. The different level of response to a given emergency
also needs to be established.
This will determine what equipment is required and who has been assigned the responsibility for its use. In
the case of a chemical spill at Zaardam Industries, it has been defined that greater than 20 litres of spillage
will immediately require an emergency evacuation by all personnel on the site. The following is a
Procedure for Evacuation which has been developed for use at the Zaardam Industries site.
Signal: 3 x 5 second burst

On hearing this signal IMMEDIATELY
1. Switch off machines and equipment.
2. Remaining as a group, proceed to designated Assembly Area.
3. Follow designated route.
4. Report ANYONE missing to the Assembly Area Warden.
DO NOT
1. Re-enter the building unless instructed to do so by those responsible.
2. Return to rescue another person.
3. Bring any personal belongings located elsewhere in building.
The following training needs analysis has been developed for personnel at Zaardam.

In response to the training needs analysis, the following training matrix has been developed for individual
staff members at Zaardam.
Key Point 2
Understanding exactly what training is required for whom and in what timeframes is critical. It is
important to budget and allocate finances for the costs involved for a comprehensive induction,
training and refresher training program. When planning and allocating costs for a training program,
remember to allow for items like staff turnover. The training and development of staff and
contractors to handle emergency situations cannot be underestimated
The following are activities that relate to this case study. Please contextualise for your workplace.

Activity 3
Plan initial response procedures
By completing the following activities, you will demonstrate that you:
 Understand what resources are needed in the event of an emergency.
 Use checklists and other methods to ensure equipment is serviceable and available.
 Consult with a range of sources to ensure appropriate methods of documenting actions for
emergencies are effective; and
 Identify training needs and training providers necessary for successful emergency response.
You can use the previous case study to provide the background for completion of these activities or you
can relate these activities to a situation relevant to your workplace.
1. Identify the resources that are required to respond to a possible emergency that you have identified. For
your response to this task, use a table like the one below.
Equipment/resource Response purpose Emergency type
2. Produce an Emergency Response Equipment servicing schedule for the equipment you identified at
Point 1 of this activity. Use a table to summarise your schedule and ensure the table includes the following
as a minimum
Equipment Servicing Cleaning Accessibility and

frequency procedures placement
for emergency access
3. The documentation of events during an emergency provides an invaluable resource for debriefing and
continuous improvement. Create action plans for three different emergency types (colour codes) to suit
your workplace.
Describe how you would ensure that appropriate documentation and/or other means of capturing key
aspects would be used throughout the event. Training plans and a training matrix play an important role in
the planning and organising of activities for emergency response. You should have collated enough
information at this point to build an effective training plan/matrix for your workplace. Build a training
plan/matrix, ensuring it covers all the training requirements that you have identified
CHAPTER 4: IMPLEMENT INITIAL RESPONSE PROCEDURES

Effective emergency response depends on a systematic approach to planning, the implementation of
written procedures and regular training.
Learning Outcome.
 Document and display actions for initial response.

 Describe and implement own role in emergency response.

General process of implementation
The overarching plan requires the allocation of physical and human resources in the following areas.
 Adequately trained and inducted staff at all levels of the organisation.
 Appropriate resources are on hand or available from external agencies.
Processes
 Key personnel notified of an emergency response event.
 Emergency threat evaluation occurs.
 Levels of response action is identified.
 Appropriate alert response signal is initiated.
 Emergency services notified as appropriate.
 Operational staff notified.
 Roles clearly understood.
 Action statements for each key person.
 Contingencies.
 Containment actions.
Procedures
Appropriate procedures to be followed by key personnel on the site need to be identified and clear and
concise instructions given to all key personnel of their role in emergency response implementation.
General considerations
Areas that need to be addressed in the lead up to and implementation of emergency response, include the
following.
1) Allocations of duties for the roles required by emergency control personnel.
2) Ensuring that all visitors are accounted for by implementing and maintaining a visitors’ logbook
which can be collected by the responsible emergency control personnel.
3) Ensuring that each and every building is clearly identified under a designated system.
4) That each and every building has an evacuation map, with instruction, available for easy reference.
5) All staff and visitors to the site know where they are in relation to that map and their nearest
assembly point.
6) All inductions to the site include evacuation protocols with emphasis on following the designated
procedure and the allocated routes for egress from the facility.
Document And Display Actions For Initial Response

Actions required for any emergency response should be communicated to all staff, contractors, and visitors
at the worksite. External emergency services and community stakeholders also require this information.
Therefore, actions for initial response should be clearly documented and displayed at appropriate places
throughout the workplace and distributed to relevant agencies. Inductions and updates for all personnel are
essential in communicating the procedures to be followed during an emergency response. Inductions
ensure all personnel on-site are aware of:
 Procedures established for evacuation.
 Established processes for exit of personnel from the facilities.
 Map locations and location point for assembly.
 Alternative assembly points.
 Roles and responsibilities of all personnel as documented, eg area wardens; firefighting teams.
 Notification process and procedures; and
 Actionable items for each area, eg emergency equipment shutdown.

OHS regulations and the duty of care require evacuation procedures to be documented and displayed and
that:
a) There is an evacuation procedure to be followed in the event of fire and other emergency.
b) Where practicable that the evacuation procedure is clearly and prominently displayed.
c) Where practicable, a diagram showing the location of exits and the position of the diagram in
relation to the exits;
d) Where practicable, that the evacuation procedure is practised at reasonable intervals, and
e) People who are required to help fight fires are trained and provided with appropriate personal
protective equipment.
Regulations also require that access and exit points from the workplace are, always, kept free of
obstructions and that there is safe access to the workplace for emergency services in the event of an
emergency. All personnel with designated roles within the initial response phase must have defined duties
which are documented and communicated. This would include documented procedures that they would
carry out in the case of an emergency. Some of these may include:
 Procedures as laid down in a prepared checklist.
 Responsibilities and procedures for firefighting, first aid and engineering;
 A command structure to ensure continuous leadership, authority and responsibilities for key
positions.
On the following pages are examples of documented action statements and a specific action statement
developed for personnel to follow in response to various threats.
Examples of Response appropriate to Threat Level

Example 1
Location ― Multi-storey complex

Documented Action Statements
IF AN EARTHQUAKE OCCURS
 Take shelter under table or desk or within one of the stairwells. Stay clear of glass windows
and glass wall partitions.
 Only evacuate to Assembly Area A if directed by your Floor Warden.
Do not run outdoors as falling debris, electrical wires, window cleaner’s equipment/platform,
movement of motor vehicles etc may be extremely hazardous.
Example 2
Location ― Multi-storey complex
Documented Action Statements
IF THE CENTRE EXPERIENCES A POWER FAILURE:
 Ascertain the extent of the power failure and advise management on your floor, who will

advise the nominated Chief Warden.
 As far as is practicable continue business as usual with the expectation that power will be
restored shortly.
 If you feel any ill-effect because of the power outage, advise your manager who will
arrange evacuation to the ground floor or foyer.
 If power is not restored within 60 minutes, the chief warden will request staff and visitors
to evacuate via a nearest stairwell. This will be done
 with the help of the public announcement system.
 You should secure all departmental money and relevant assets before leaving your
workplace and take personal valuables with you.
 The building will be secured as per attachments (ERP) or until power is restored.
 You should report back immediately during normal working hours if it is apparent that the
power is restored.
You can see in the examples how the Who, How, When, Where has been addressed.
Example 3
Location ― single storey industrial workshop
Specific Action Statements
ZONE WARDEN
Earthquake
Instructions
After the initial shock wave has receded and having followed the general instructions (Appendix A)
for earthquake:
 Proceed to your designated Zone.
 Ascertain the extent of damage to building facilities stability. If in any doubt AT ALL do
not enter under any circumstances. Refer to the Chief Warden and await emergency
response rescue specialists.
 If damage is deemed minimal, upon entering the building, ascertain internal damage to
further determine if it is safe to proceed. If not,
 report to Chief Warden.
 If safe, proceed to assist casualties, if any, to evacuate.
 If no casualties, instruct all people to evacuate the building immediately providing precise
instructions on egress routes and assembly points.
 Request assistance sent if required.
 Minimise danger to both injured and self as required.
 Report status to Chief Warden and proceed as directed.

Relationship of stress to task performance
An emergency can be highly stressful and details may be lost and important instructions can be easily
overlooked. Therefore, an important aspect to documentation is simplicity. Following overcomplicated
instructions in a high stress environment is not appropriate.
Understand & Implement Own Role In Emergency Response

Your role to this point has involved contributing to the implementation of emergency procedures by;
1. Identifying potential emergencies and developing a risk register;
2. Identifying options for an initial response that categorise the actions required to limit the effect of
the emergency;
3. Assisting with the planning of the initial response procedures and identifying the resource,
equipment and appropriate training requirements; and
4. Distributing to the worksite, information on the required actions for an emergency response.
In addition to your direct involvement in the emergency response, your role may extend to that of trouble
shooter, observer or evaluator of the emergency response. The observation, recording and, when required,
intervention as the response unfolds is an essential requirement for implementing an emergency response.
Your role in an emergency needs to be defined, clearly identified and documented, and communicated to
others prior to the event. Regardless of what your role is, your actions or inactions could make a significant
difference to the success of an emergency response. Be proactive and vigilant in knowing what is expected
of you and what your responsibilities and accountabilities are during an emergency response.
To evaluate the effectiveness of your role you should, along with all other personnel, be involved in regular
pre-emergency response training which includes practicing your role during an emergency. Succession
planning is also a critical component of preparedness. Ensure any emergency response plans include
contingency plans* for key personnel changes and unavailability. Consider the structure and organisation
of the workforce such as shift work and leave and consider possible injury to staff during an emergency
response.

Document and display actions for initial response:
 The activities required by individuals and groups are clearly identified and displayed in prominent
places.
o Understand and implement own role in an emergency response:
 Understand what is expected of you and be able to conduct yourself competently during an
emergency.
Case Study 4
To this point, Zaardam Industries have:
 Identified the hazards that may cause a potential emergency response.
 Consulted with stakeholders, specialists, and emergency services on risks.
 Developed a risk register.
 Explored options for initial response.
 Categorised levels of emergencies.
 Identified resource requirements.
 Ensured serviceability of equipment.

 Identified actions that would be required in an emergency; and
 Identified training requirements.
The next step is to communicate to all stakeholders clearly and concisely how to implement an emergency
response if it should occur. Effective preparedness and training is a major contributor to the success of
implementation. Communication, both oral and written/visual, is required. Procedures and action plans
need to be developed across all areas and communicated with both internal and external stakeholders.
Specific overall considerations

Actions need to be defined. Areas covered would include:
 Facilities – apply standards and codes of practice for emergency response planning.
 Personnel – provide training and induction in accordance with the response plan;
 Procedures – establish procedures and administrative controls; and
 Communication – establish communication planning for internal and external specialists.
A master file for accumulating all emergency response documentation has been developed at Zaardam
Industries. A designated person is in control of document maintenance. Updates are added as part of the
regular site audit procedures and emergency equipment maintenance schedules.
The following key chapters for the implementation of an emergency response at Zaardam Industries have
been developed.
Site layout diagrams

 Building nomenclature
 Map nomenclature, emergency contacts, fire extinguishers
 Map locations.
Sirens
 Siren actuation location
 Actuation procedure
 Level of response signals
 Termination of response signal.
Emergency organisational structure
 Command and control points and their alternatives
 Signed first aid post
 Signed assembly areas.
Emergency control personnel
 Communications
 Wardens
 General responsibilities of control personnel.
Standing emergency procedures
 Fire
 Earthquake
 Bomb or hazardous substance threat
 Adverse weather event, cyclone, flood, etc
 Power failure
 Critical vehicular incident
 Building structural collapse.
Additional key points
 Alternative escape routes
 Mobility of impaired persons

 Fire fighting
 Search and rescue
 Locating suspect items.
 Lifts and escalators (where appropriate)
 Emergency fire fighting power generator activation
 Personal belongings.
Management and control
 Mock evacuations
 Statutory investigations
 Post emergency reports
 Evaluation, review and documentation
 Emergency telephone index
 Current visitors’ log
 Personnel rosters and current locations.
Individual roles
1) Chief Warden
 Personnel lists
 Special needs list
 Emergency phone numbers
 Evacuation checklist returns
 Equipment shutdown status returns
 General procedures plans:
 Action Sheet 1 FIRE
 Action Sheet 2 BOMB THREAT
 Action Sheet 3 EARTHQUAKE, etc.
2) Deputy Chief Warden

 Instructions
 Personnel list
 Equipment list.
3) Receptionist
 Instructions
 Checklist
 General evacuation procedure and initiation
 Bomb threat checklist.
4) Assembly Area Warden
 Instructions
 General evacuation instruction
 Personnel list
 Special needs list.
5) Zone Warden
 Instructions
 Action sheets – threat specific
 Action sheet for fire-affected areas.
6) Supervisors/team leaders
 Instructions – general evacuation
 Action plans

 Section staff list.
7) Unassigned staff
 Action plan for all emergencies.
8) First Aid Wardens
 First aid action sheet
 Instructions
 Emergency phone numbers.
9) Specialist staff
 Fire crews
 Chemical spillage team
 Other….
Key Point 1
The ‘action plan’ of what to do in an emergency is an important document and is normally
prominently displayed on noticeboards and at other ‘conspicuous’ places in the workplace. This
document should be known and understood by all staff and contractors who work at the site.
Inductions for new starters must identify the ERP, its application, and its availability so that it may
be read and understood. For those working in hazardous environments, it is even more essential
that it is read and understood
Questions raised and answered by staff at Zaardam Industries when developing the ERP documentation
were:
1. Where would you display the Emergency Evacuation Plan in the workplace?
2. How would Zaardam Industries ensure that the documents were always the latest versions?
3. Are actions identified both complete and in the right sequence?
4. Has the equipment and appropriate resources such as emergency response personnel, first aid and
other agencies been included in initial response procedures? The following are examples of
emergency response instructions for different personnel at Zaardam.

Key Point 2
Your own role in an emergency response must be known. It doesn’t matter what role it is, it does
matter how you handle yourself in that role. Your level of authority and range of responsibilities
must be known and understood, and you must be competent at the duties assigned to you.
Activity 4
Implement initial response procedures
By completing the following activities you will demonstrate that you:
 Have documented the actions for an initial response, and know where to display them in the
workplace; and
 Understand and accept your own role in an emergency. You can use the above case study to
provide the background for completion of these activities or you can relate these activities to a
situation of your own choosing.
Complete the following activities.

1. Identify the initial actions that need to be taken for the most likely situation that you have
identified for your workplace. This will need to be laid out in a manner similar to the case
study example.
2. Draw a simple diagram of your workplace and identify on the diagram the locations where
ERP ‘action lists’ would be situated.
3. Discuss emergency response with your manager or your assessor and identify the role that
you would play in the three emergency situations identified previously. Document what
your role, responsibilities and competency levels would be.

CHAPTER 5: CONTRIBUTE TO POST-EVENT ACTIVITIES
When the initial response phase of the emergency has been undertaken by emergency teams such as
firefighting or medical evacuation, a secondary response phase will be required.
Learning Outcome.
 Identify and support other personnel in the second response phase.
 Make contributions to debriefing processes.
Identify & Support Second Response Phase Personnel

Many emergency responses require the need for secondary responses such as:
 Ongoing medical attention.
 Containment of personnel in evacuation areas.
 Support and/or counselling for those involved.
 Finding alternative buildings for employees.
 Notification of family members; and
 Transport of people.
Sometimes those who provide these services are not part of your regular workforce. They may be external
medical services or specialists brought in for the situation. In almost all cases, some level of support would
be required at the site.
This could include either physical resources such as an area to work, communications or support personnel
to assist them. A good emergency response plan will have identified as much of the secondary support as
possible and have the roles identified, their capability assessed, and their on-site support requirements met.
People who play a secondary role in emergencies provide an important service that supports those more
directly involved. Some second response personnel may include:
 Ambulance officers.
 Counselling/support for those involved and/or affected personnel.
 Hazchem specialists.
 Security such as police required for securing the site.
 Environmental protection authority personnel; and
 Traffic controllers.
Consideration needs to be given to arrival times for the delivery of such services, which directly impact on
those immediately affected by the emergency.
First aid/medical personnel

The role of designated first aid attendants is critical for the provision of appropriate support and attention
to those who may be injured in the emergency. First aid may continue to be administered by site-based
personnel while the emergency services work with more demanding cases. The support needs of both
internal and external providers of first aid/medical
services will need to be identified and planned for.

Traffic
In any emergency traffic can be a hazard; for example, emergency access across footpaths may occur. The
key issue is the direction, redirection and isolation of vehicular traffic. In many cases, it is likely that traffic
control will initially be handled by site employees until police arrive. Key staff training in basic traffic
management is an essential part of the training plan. In other situations, allocated traffic wardens may need
to support police in maintaining unimpeded access for emergency vehicles, preventing risk to commuter
traffic and restricting non-essential vehicles coming on-site.
Counselling
Any ongoing emotional aspects of an emergency will need to be considered and addressed. While
professional counselling services may be part of a longer-term post-event strategy, emotional support at the
secondary phase may also be required. The need for emotional reassurance of personnel affected by an
emergency assists in containing panic and maintaining an organised approach to the emergency.
Recognising and addressing distress that may occur would involve allocating staff in supportive roles.
Their roles may vary and be determined by circumstances. In many cases, just providing affected personnel
with the presence of another human being to whom they can talk about their experience can be enough to
calm them and prepare them for what they need to do next.
Support of affected personnel

Containing personnel within a defined emergency assembly area needs to be managed and supported.
Allocating and tasking key personnel to this role is important. Assembly Area Wardens managing the
safety of evacuated personnel require additional support to maintain the wellbeing of those in their charge
and ensure that no-one leaves the designated area for any reason throughout the emergency, or until
required to do so.
It therefore follows that evacuated personnel are more likely to remain within an assembly area if their
immediate physical needs can be provided for. Aspects that require identification include the following.
 Is there enough shade from hot sunlight or is the area chosen a hot barren one? Are portable shade
devices required as part of the equipment identified to support the personal needs of those
affected?
 Is water readily available? If not, how will it be obtained, from where and by whom? Does it have
to be brought in from off-site because the water has been cut off as part of the emergency?
 Are hygiene/toilet facilities accessible? Are portable toilet facilities required?
 Has the support required by people with special needs been identified? An example could be a
pregnant staff member. Is seating required?
 In the case of a protracted emergency, is food available? Lunches etc may have been left behind in
the building. You may be in an isolated mine site so food supplies may not be directly available. Is
information collected that identifies and supports special dietary requirements such as diabetes,
vegetarians, or cultural/religious dietary requirements?
 Has cultural and religious diversity been taken into account? For example, sensitivity to and
facility for religious obligation and observance. How can this be identified and supported?
 Is electricity available to run support equipment if required? Is a back up generator required? What
support is required to ensure not only that the equipment is available but there is a competent
operator available to run it?
 Has communication equipment been provided to support evacuated personnel to contact their
family?

Wherever possible, the roles of secondary response personnel need to be identified and integrated into the
overall implementation of an emergency response. It may not always be possible to support every
contingency due to lack of onsite resources or the unpredictable nature of the event. However, identifying
the most obvious scenarios and the general roles of those involved will help identify what support may be
required in the second phase of emergency response.
Make Contributions To Debriefing Processes

Contributing to post-event activities helps to rethink the way emergencies are handled and responsibilities
allocated, and to build stronger and better plans. This process should be a continuous improvement
exercise and not a blame-laying exercise. Your contribution will involve making observations and
collecting relevant information on what went well and what needs improving. The following questions will
help focus your observations and information collection.
1. Were the principles and priorities for evacuation met, including checking and accounting
procedures of personnel?
2. Were the needs of emergency response agencies met including information on arrival and
response times?
3. Were there any circumstances that inhibited the function of any emergency equipment?
4. Was hazard management effective?
5. Were there circumstances where the evacuation processes may need to be modified?
Notes on the above should be taken as soon as possible and used during the debriefing process. A checklist
or similar method will assist in recording these observations, for example:
These contributions will also be useful as part of a more structured review of events to support a formal
review and future recommendations.

Key issues for each performance criterion in Chapter 5 are as follows.
o Identify and support other personnel in the second response phase:
 Those people involved in providing a secondary response or ongoing control of site activities are
known and identified.
o Make contributions to debriefing processes:
 Debriefing information is supplied for the process of continuous improvement.

Case Study 5
Contribute to post-event activities
Personnel at Zaardam Industries have been involved in the development of an Emergency Response Plan
and to date it has been built to suit the primary response phase. There is now a need to identify and source
personnel and agencies for the secondary response phase. During a recent mock emergency drill involving
a chemical spill and subsequent explosion, two areas for improvement were identified, which were:
 After the drill it was reported to the Command and Control personnel that site traffic hampered
access for emergency vehicles; and
 Ambulance officers required extra support to deal with casualties.
To address the above issues for future responses, personnel trained in traffic management have been
assigned the task of traffic control, and they have been issued with the appropriate equipment including
high visibility jackets and traffic signs. Due to the volume of surrounding traffic, it has been decided that
police would also be called to manage this situation more effectively. The traffic wardens would remain to
assist the police as required
It was also identified that extra assistance was required for ambulance officers. Volunteers have been
obtained from the assembly area and they are to act in a supportive role to ambulance officers, and the
Area Warden would be informed of their whereabouts.
Key Point 1
It is vital that the same level of planning and organising goes into the development of the second
response phase of the plan as for the initial response. Looking after people is the number one
priority, followed by property and the environment. Secondary responses can make a significant
contribution to the overall success of an emergency response.
As part of contributing to post-event activities, information needs to be
collected about:
 What happened.
 Who was involved; and?
 The sequence of events.
Zaardam Industries management places high priority on these aspects. To capture this information, the
Zaardam Industries OHS adviser has developed tools to assist in collecting and documenting raw
information from people on the site. The OHS adviser was identified as the most suitable person for the
role as it required specific knowledge of site procedures, current hazards and risk control measures. It was
also decided that contributions to post-event activities should be made by everyone involved as soon as
possible after an event. A post-event evaluation tool, as below, was distributed to all team members
involved in the mock emergency event.
Key Point 2
Providing contributions to the debriefing process are critical. The debriefing process should be a
continuous improvement exercise that clearly outlines what could be handled better in the future.
The process may mean parts of the emergency response will need to be upgraded and new versions
disseminated. It may also call for more intensive training of those involved in some parts of the
process. Whatever the findings of the debriefing process, it provides an opportunity to do better in
the future.

POST-EMERGENCY INCIDENT EVALUATION
Team Member Name (s): Priority
Description of event/incident
Sequence of events
What went wrong?
Proposed action
Costs and limitations
Signature(s):
Date this form completed:
Activity 5
Contribute to post-event activities
By completing the following activities, you will demonstrate that you:
 Understand what is involved in providing a secondary response and/or ongoing control of site
activities once the main event has passed; and
 Can identify the range of information that needs to be gathered, and the obstacles that may prevent
this information from being gathered in a timely manner for the process of continuous
improvement.

You can choose one of the previous case studies to provide the background for completion of these
activities, or you may relate these activities to a workplace of your own choosing.
Undertake the following activities:

1. Determine the secondary response needs for three main emergency situations. Ensure you clearly
state what the resources would be and the likely amount of time they would require.
2. Describe how your emergency response plan may have to be upgraded because of new information
that needs to be added.
3. Produce a strategy document that outlines the process you would use in your workplace to:
 Identify the range of information needed to be obtained for debriefing needs; and
 How you would overcome any obstacles in getting this information from people who may be
off-site.
CHAPTER 6: MONITOR EMERGENCY RESPONSE & ADDRESS DEFICIENCIES

Learning Outcome.
 Monitor responses to emergencies for efficiency and timeliness, in consultation with stakeholders
and, as appropriate, specialist advisers and agencies.
 Document, and promptly and appropriately report results of monitoring to managers and key
personnel.
 Identify areas for organisational and personal improvement and make recommendations for
improvement in response to analysis of response taken.
In other parts of this module, the importance of having a systematic approach to gathering information has
been stressed. This approach continues in reviewing emergency event activities. You may ask why we
need to do this if the response was adequate.

The answer is
To have an Emergency Event is unfortunate
To have an Emergency Event and learn nothing from it is unforgivable
(Adapted from Flight Digest 2004)
The process of monitoring provides the collection of as much raw data and information as possible. This
collected information allows a comparison or review to be made between the initial preparation for an
emergency response and how well the emergency response performed. Approached in an organised and
timely way, it provides the best opportunity to gather information while it is still fresh in people’s minds.
Having checklists and questionnaires to capture vital information can form part of essential tools in this
systematic process.
The purpose of evaluating any emergency response and identifying arising deficiencies is to:
 Avoid similar events in the future.
 Identify what is working.
 Identify what is not working; and
 Identify and address deficiencies in emergency response implementation to better prepare for
future potential emergency events.
It is essential to adopt a continuous improvement approach when evaluating and reviewing an emergency
event. Action plans should be developed that address deployment of identified improvements and
modifications.
Monitor Responses to Emergencies
Before any review can occur, factors that have influenced the efficiency of the response need to be
identified and documented. These factors would include:
 Timelines for response.
 Coordination of response personnel.
 Support for first and second response phase.
 Equipment availability, serviceability, and maintenance.
 Adequacy of training of emergency response teams.
 Efficiency of emergency shut down.
 Roles and responsibilities of key personnel.
 Documentation, maps, and procedures.
 Hazard limiting measures.
 Communication; and
 Recovery to normal operations.
Timelines and efficiencies
Aspects to consider may include the following.
 Effectiveness of response to evacuation
 Did everyone follow the plan?
 Did everyone know what the plan was?
 Was there any confusion about individual responsibilities?
 Did everybody egress with minimum difficulty?
 Was emergency shut down of equipment effected with minimum delay?
 Were key personnel easily identified?
 Were appropriate emergency services notified within a minimum timeframe?
 Access to emergency equipment
 Available (location, or located on map)?
 Serviceable?
 Accessible?
 Effective?
 Useable (trained in its use)?

Communication
 Available and accessible?
 Procedures adequately communicated?
 Was critical information available for transmission?
 Timely and immediate?
Human and physical resources capability
 Adequate in quantity and availability?
 Training appropriate?
 Accessible?
 Sufficient for the task?
 Appropriate to the needs of all personnel?
Feedback from relevant stakeholders

When reviewing the effectiveness of an emergency response, you will need to include internal personnel,
external responders, eg fire fighters, ambulance services and identified specialist advisers. They can all
provide relevant and accurate information on their involvement in the emergency response. Possible
sources of information and advice would include:
 Managers.
 Supervisors.
 Health and safety and another employee representative.
 OHS committee.
 Employees; and
 The community.
Specialist advisers and attending agencies include, but are not limited to:
 Fire and Emergency Services (FESA);
 State Emergency Services (SES);
 Police.
 Ambulance.
 Government departments.
 Hazard (Hazmat) response teams.
 OH&S authorities; and
 Consultants.
Failing to conduct a prompt review without consultation with the relevant expertise would result in any
information gathering and review process being flawed and of lesser value as a process for improvement.
A review process needs to be conducted with all relevant parties as soon as possible after the occurrence of
an emergency response. Gathering of information needs to occur immediately after the emergency
response to obtain the most accurate information while it is still fresh in everyone’s memory. This
information will then form the basis for the review process.
Evidence to monitor efficiencies and timelines

Contributions for evaluation need to focus on some of the following.
Who
 Eyewitnesses.
 Consultants and other experts who may assist in the gathering of data.
 Site personnel.
 Key personnel involved in the managing the response.
 Rescue teams, if applicable.
 External emergency response personnel:
 Fire.

 Ambulance; and
 Police.
How
 Verbal or recorded conversations based on defined guidelines.
 Written questionnaires.
 Photographs.
 Supplementary reports generated both internally and externally.
On the following page is a model you could use when collecting information after an emergency response.
Document & Report Results Of Monitoring
The information gathered provides supporting evidence for the compilation of a review report. Reports
represent a systematic method of presenting relevant information to others. They need to be structured,
accurate and concise. The report should contain:
 Background information.
 Times, dates and sequence of event; and
 Issues arising from the evidence.
The report should be considered essential to the future safe and effective operations of the organisation.
A distribution list to key personnel and other stakeholders would include:

 Managers.
 Supervisors.
 OHS representatives.
 OHS committees.
 Other internal and external stakeholders.
 Specialist advisers; and
 Emergency services.
Managers, supervisors and other key personnel need an opportunity to review preliminary reports to assess:
 Organisational preparedness under their control.
 The effectiveness of organisation policy and procedures.

 Any changes that may affect operational processes.
 Effects on work flow.
 Human resource and personnel management practices; and
 Meeting the legislative requirements.
External emergency services need an opportunity to review preliminary reports to assess:

 Their preparedness.
 Capability, and
 Effectiveness.
The requirement for keeping these key people and organisations informed is so that they can critically
reflect on current practices and comment and decide on any future changes. Post-event reporting also
provides communication to all parties and fosters a team approach to addressing any future potential
emergency response. Consideration also must be given to regulatory reporting requirements. This may
involve reporting to one or more agencies including:
 WorkSafe.
 Work Cover; and
 Environmental Protection Authority.
Confidentiality
Some information may be of a sensitive or commercial nature or may name individuals. Therefore,
distribution of documentation must have the necessary organisational approvals and be authorised at an
appropriate level. Sound understanding is required of the organisation’s:
 Policies.
 Procedures.
 Processes; and
 Lawful requirements.
Document control protocols regarding authorised access, version control and circulation lists also need to
be followed. Also required would be a detailed understanding of the explicit legal
requirements applicable to Equal Opportunity legislation, federal and state anti-discrimination laws and
privacy legislation.
Identify Areas For Organisational & Personal Improvement, And Make Recommendations
After feedback has been received on the preliminary report, a formal process of identifying and making
recommendations for improvement to the emergency response plan needs to occur. A consultative
approach is required for any systematic changes to occur.
This process will have at least four parts:
1. Identify areas for improvement.
2. Identify priorities.
3. Develop a budgeted action plan.
4. Ensure planned monitoring and review occurs.
A forum for this to occur could be via an emergency response management committee or joint task force
comprising internal and external stakeholders. Whatever form the consultative process takes, all relevant
parties, internal and external, must be involved.

The outcome of this process is recommendations for actions. These recommendations would cover a range
of organisational issues and would contain specific statements for improvements to, or development of, the
organisation’s:
 Site policies, procedures and process.
 Physical resources.
 Training; and
 Environmental impact.
Following is an example of recommendations in an improvement report:
Example recommendations from emergency response review report

Recommendation
From the review it has been established that the site requires an Organisational Policy, Procedure and
Process for registration of outside parties, visitors and salespersons coming on to the worksite. This needs
to be developed and implemented.
It is recommended that required action be taken on the following:

 Develop a worksite access policy, and procedures for that policy.
 Establish processes to support that policy.
 Identify the responsible party for action.
 The policy be reviewed for ratification at the next Senior Management Meeting on (Date,
establishes timeline).
New Policy ― Visitors to site
1. No visitor shall enter the site for any reason without making an appointment.
2. All visitors must record their presence on the site with appropriate personnel and sign in.
3. All visitors will be accompanied by a member of staff at all time while on-site.
4. Failure to do so will result in the offending individual being escorted offsite.
Procedure and process
 All persons entering the site must report to front desk and sign in.
 A visitors’ log is available and must be signed.
 The receptionist is responsible for communication of the site requirements to the visitor and shall
also communicate with the relevant personnel of the visitor’s presence.
 If site access throughout the plant is required, then an induction is will be needed.
 A checklist of PPE requirements is to be displayed and provided. The finer procedural details and
processes would then be developed as a pilot for further review.
Priorities and Action Plan
Once these recommendations have been determined and accepted, they will then be prioritised and an
action plan developed. The action plan would address and include:
 What is the order of priorities and why they are priorities (eg based on critical injury issues, level
of risk, legal obligations)?
 Who will undertake the action, when it should be done by?
 How will it be done, by what process, when will progress be monitored and reviewed?
 What physical and financial resources are required to complete the task?
Areas for improved emergency response may entail addressing policy, procedures or processes as part of
this refinement. This could mean developing new organisational policies or amending existing ones.
Cost and budgeting

When instigating an action plan, costs need to be identified and budgeted for. This is an integral
component of all plans. Change can be costly and take time, so it is important that the identified

actions are carried out according to the scope of the priorities and actioned according to an action plan.
Consequential or ongoing costs of any changes also need to be considered. For example, if new and
updated breathing apparatus is to be hired or purchased, further funding would be needed to train potential
users in the use of the new equipment.
Additional resources
Improvements may require additional resources such as:
 Specific training in chemical handling from an external specialist.
 Upgrading of firefighting appliances requiring specialist advice.
 Disabled access specialists to improve site conditions.
 Cultural advisers to assist with cross-cultural communications; and
 Additional secretarial services.
On the following page is an example of an OHS Action Plan template.
Monitoring and maintenance of systems

Assisting in the implementation of an emergency response not only ensures that deficiencies are identified
and addressed but also involves monitoring, which may take the form of ensuring:
 First aid kits are in a state of readiness for an emergency.
 Communications are kept in a condition of readiness (charged and operational);
 Inspection and upkeep of fire extinguishers and other firefighting appliances is undertaken.
 Risk register is up-to-date and accurate.
 Emergency contact lists are current; and
 Times on-site and locations of all employees are known, documented and current.
This may entail:

 A review and appraisal of external service providers, first aid supply or extinguisher service
contract, and monitoring that the services delivered are both adequate and timely.
 Liaison with first responder/receivers.
 Involvement of OHS representatives about worksite inspections and their frequency; and
 Liaison with the OHS committee to report actions and outcomes.

An integrated approach to ongoing monitoring could be achieved by integration with monthly site
inspection procedures. Reviewing and developing an action plan ensures that the implementation of
recommendations occurs and that the plan can be followed by all stakeholders. The action plan assists in
identifying, reviewing, remedying and assessing the effectiveness of any emergency response and shows
the organisation’s intent and commitment to providing a safe working environment.
The review process provides everyone with a documented history and an accumulation of learning that has
resulted from an emergency event. Finishing off with an action plan ensures actions will be taken and
provides a systematic method for implementation.

1. Monitor responses to emergencies for efficiency and timeliness, in consultation with stakeholders
and, as appropriate, specialist advisers and agencies:
a. Understanding that emergency response needs to be monitored for efficiency and
timeliness and identifying who can provide input into determining this.
2. Document, and promptly and appropriately report results of monitoring to managers and key
personnel:
a. Effective documentation for use by others is generated in a timely manner.
3. Identify areas for organisational and personal improvement and make recommendations for
improvement in response to analysis of response taken:
a. Areas for improvement are recognised and recommendations produced.
Case Study 6
Emergency response is monitored, and deficiencies addressed
You have been delegated by Zaardam Industries to review the effectiveness of a recent emergency response
and are meeting with all the relevant stakeholders, experts and specialist advisers to identify response
efficiency and effectiveness.
As the incident involved a spillage of a large amount of hazardous material onto the ground, with an
amount finding its way over your property boundary, you have had to gather a range of people to review
the effectiveness and timeliness of response procedures. Eyewitness accounts suggest that the spillage was
not detected for some hours. A strategy for addressing the issues raised needs to be established.
An emergency planning committee has been established at management level to assess emergency
response outcomes. The committee comprises key personnel, specialist advisers, emergency services and
government agencies to analyse and evaluate the effectiveness of the emergency response. The following
process is established at Zaardam Industries to meet the
legislative, industry and site requirements.

To review timelines and efficiencies, Zaardam Industries emergency review committee established key
performance indicators to measure response effectiveness. These included:
 Timelines and efficiencies of response personnel.
 Deployment and management of the process.
 Adequacy and capability of equipment and personnel on the site; and
 Adequacies of the procedures and associated documentation.
To improve future effectiveness, the results of the review process need to be documented and
recommendations developed. Issues highlighted during the meeting process included:
 No procedures in place for shutting down critical equipment.
 Inadequate response time as there was no method of detecting that the spillage had occurred.
 Lack of training in spillage containment and clean-up.
 No designated emergency response team leader, as both team leaders were on leave; and
 Some employees did not know what assembly areas to go to.
Key Point 1
When working through the debrief process it is important that the emergency event is broken down
into a sequence of events that match the actual rollout of events as they took place. By doing this,
the debrief can be kept on track and each item discussed so that all relevant information is captured.
Jumping from subject to subject and event to event may allow valuable information to be lost.
The findings and results of such meetings need to be collated and disseminated to management and other
key personnel in the form of a draft report, which contains not only the identified emergency response
deficiencies but also:
 What are the priority actions that need to be taken?

 Why they are priorities (eg critical injury issues; legal obligations)?
 Who will undertake the action?
 When it should be done by?
 What are the costs and timeframes?
A circulation list of key personnel, stakeholders and specialists was generated, and the report circulated
with a timeframe given for response
Key Point 2
The information generated in such a report may be confidential and sensitive and therefore a
distribution list will need to be produced so issues can be discussed with relevant people.
Management may want time to evaluate what needs to be done and set an action plan of their own
to rollout the proposed recommendations. Depending on legislative requirements and other
circumstances there may be issues in the report that are subject to debate as to exactly what will be
done about them. Consider the reactions that any report may generate. Maintain close links with
important people in your organisation to ensure information is presented in an acceptable manner
At the close of the comment period, a meeting was called of the emergency response committee for
consideration of all comments on the draft report. A revised final report was generated and presented at a
following meeting to be ratified.
An action plan was then developed to address deficiencies so that the required changes could be
implemented. A schedule of review meetings was arranged to assess progress of the action plan. All
documents, minutes, reports, revised procedures, and other associated documentation was placed on the
Zaardam Industries business system to ensure compliance to statutory and site requirements.
Activity 6
Emergency response is monitored, and deficiencies addressed
By completing the following activities, you will demonstrate that you have:
 An understanding that emergency response requires monitoring to ensure efficiency and timeliness
and can recall those who can provide input into this process.
 Produced an effective report; and
 Identify areas for improvement and make recommendations.
You can use the previous case study to provide the background for completion of the following activities,
or you can relate these activities to a workplace of your own choosing. Producing reports and
recommendations for improvement provides the catalyst for change in organisations.
Produce a report for the management of your organisation outlining your recommendations and
implementation strategies for the issues highlighted in this case study or for issues that have been
highlighted at your workplace. Ensure the report:
 Addresses all key issues.
 Provides practical and achievable solutions to the issues.
 Shows how the recommendations will be implemented.
 Indicates who would need to be kept informed of them and why.
 Indicates timelines for completion of activities; and
 Highlights the planned efficiencies that will be gained.

REFERENCES
1. Building an Emergency Plan: A Guide for Museums and Other Cultural Institutions [PDF: 3.05
MB / 281 pp.] (Getty Conservation Institute, 2012)
2. Collections Theft Response Procedures (Getty Conservation Institute)
3. Disaster Mitigation Planning Assistance Website (Michigan State University Libraries)
4. A Primer on Disaster Preparedness, Management and Response: Paper-Based
Materials (Smithsonian Institution, National Archives and Records Administration, Library of
Congress, National Park Service, 2013)

5. Disaster Preparation, Response and Recovery of Treasures (Nebraska State Historical Society
6. Richard D. Smith; (Mar 1992); Disaster Recovery: Problems and Procedures
7. Working with Emergency Responders [PDF: 2.43 MB / 5 p.] (Heritage Preservation)
8. www.osha.gov − OHSA (Occupational Safety & Health Administration), USA
9. www.hse.gov.uk − Health & Safety Executive
10. http://osha.europa.eu/en - European Agency for Safety and Health at Work
11. www.ilo.org − ILO − International Labor Organization
12. www.ilo.org/dyn/cisdoc/index_htm - International Occupational Safety and Health Information
Centre (CIS)

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EMERGENCY PREPAREDNESS AND

NAME OF ETP THE MADDY GROUP (PTY) LTD.

TITLE OF LEARNING EMERGENCY PREPAREDNESS AND

LEARNING FIELD: HEALTH SERVICES & SOCIAL SERVICES

SUB FIELD PREVENTATIVE HEALTH

NOTIONAL LEARNING TIME 10 HOURS

MONTH AND YEAR DEVELOPED: April 2020

YEAR DUE FOR REVIEW: March 2023

CHAPTER 2: IDENTIFY OPTIONS FOR INITIAL RESPONSE...............................................20

2 |Emergency Preparedness and Response

CHAPTER 3: PLAN INITIAL RESPONSE PROCEDURES.......................................................31

CHAPTER 4: IMPLEMENT INITIAL RESPONSE PROCEDURES.........................................42

3 |Emergency Preparedness and Response

CHAPTER 6: MONITOR EMERGENCY RESPONSE & ADDRESS DEFICIENCIES...........57

4 |Emergency Preparedness and Response

5 |Emergency Preparedness and Response

6 |Emergency Preparedness and Response

Apply knowledge of hazards and standards to identify causes of potential emergencies

7 |Emergency Preparedness and Response

Seek Input Of Stakeholders

8 |Emergency Preparedness and Response

Specialist agencies can supply the following support to emergency planners:

9 |Emergency Preparedness and Response

Ambulance and hospitals

Environmental Protection Authority

Water, electricity and gas utilities

Training organisations and educational institutions

Government department of water

10 |Emergency Preparedness and Response

Develop a risk register to identify potential emergencies and their causes

11 |Emergency Preparedness and Response

Risk register table

Ref List of Emergency Scenario or Consequences Likelihood Risk

Prepared By: Date:

12 |Emergency Preparedness and Response

13 |Emergency Preparedness and Response

14 |Emergency Preparedness and Response

15 |Emergency Preparedness and Response

Developing a risk register

16 |Emergency Preparedness and Response

17 |Emergency Preparedness and Response

CHAPTER 2: IDENTIFY OPTIONS FOR INITIAL RESPONSE

18 |Emergency Preparedness and Response

Categorise Major Types of Emergencies

19 |Emergency Preparedness and Response

Identify Actions Required To Contain Or Limit Potential Emergencies

20 |Emergency Preparedness and Response

21 |Emergency Preparedness and Response

22 |Emergency Preparedness and Response

23 |Emergency Preparedness and Response

Identify Requirements For Liaison With Emergency Agencies

Key requirements to identify when liaising with emergency agencies include:

Prioritise Actions To Be Taken During Emergencies

Priority I Safety of all personnel within and outside the facility.

24 |Emergency Preparedness and Response

25 |Emergency Preparedness and Response

Competency check for Chapter 2

Questions that were asked when framing an appropriate response

26 |Emergency Preparedness and Response

27 |Emergency Preparedness and Response

Options for preventative measures

28 |Emergency Preparedness and Response

CHAPTER 3: PLAN INITIAL RESPONSE PROCEDURES