Document Layout
Emergency Mana
Emer
gement
gency Mana
Guide for Business and
Industry
A Step-by-Step Approach to Emergency Planning, Response
and Recovery for Companies of All Sizes
FEMA 141/October 1993
E M E R G E N C Y M A N A G E M E N T G U I D E F O R
B U S I N E S S & I N D U S T R Y
A STEP-BY-STEP APPROACH TO EMERGENCY PLANNING,
RESPONSE AND RECOVERY FOR COMPANIES OF ALL SIZES
Sponsored by a Public-Private Partnership with the Federal Emergency Management Agency
Special thanks to the following organizations for supporting the development, promotion and
distribution of the Emergency Management Guide for Business & Industry:
American Red Cross
American Insurance Association
Building Owners and Managers Association International
Chemical Manufacturers Association
Fertilizer Institute
National Association of Manufacturers
National Commercial Builders Council
of the National Association of Home Builders
National Coordinating Council on Emergency Management
National Emergency Management Association
National Industrial Council — State Associations Group
New Jersey Business & Industry Association
Pacific Bell
Pennsylvania Emergency Management Agency
The Emergency Management Guide for Business & Industry was produced by the Federal Emergency Management Agency
(FEMA) and supported by a number of private companies and associations representing business and industry.
The approaches described in this guide are recommendations, not regulations. There are no reporting requirements, nor will
following these principles ensure compliance with any Federal, State or local codes or regulations that may apply to your
facility.
FEMA is not a regulatory agency. Specific regulatory issues should be addressed with the appropriate agencies such as the
Occupational Safety and Health Administration (OSHA) and the Environmental Protection Agency (EPA).
Prepared under FEMA Contract EMW-90-C-3348 by:
Thomas Wahle
Gregg Beatty
Ogilvy Adams & Rinehart
Roy F. Weston, Inc.
Washington, D.C.
Rockville, Maryland
(202) 452-9419
(301) 646-6855
T A B L E
O F
C O N T E N T S
INTRODUCTION
About This Guide .........................................................................................................................................5
What Is an Emergency? .................................................................................................................................5
What Is Emergency Management?................................................................................................................6
Making the “Case” for Emergency Management ..........................................................................................6
SECTION 1: 4 STEPS IN THE PLANNING PROCESS
STEP 1 - ESTABLISH A PLANNING TEAM
Form the Team ..............................................................................................................................................9
Establish Authority .....................................................................................................................................10
Issue a Mission Statement ...........................................................................................................................10
Establish a Schedule and Budget.................................................................................................................10
STEP 2 - ANALYZE CAPABILITIES AND HAZARDS
Where Do You Stand Right Now? .......................................................................................................................11
Review Internal Plans and Policies.............................................................................................................11
Meet with Outside Groups..........................................................................................................................11
Identify Codes and Regulations ..................................................................................................................12
Identify Critical Products, Services and Operations...................................................................................12
Identify Internal Resources and Capabilities ..............................................................................................12
Identify External Resources.........................................................................................................................13
Do an Insurance Review .............................................................................................................................13
Conduct a Vulnerability Analysis .........................................................................................................................14
List Potential Emergencies............................................................................................................................14
Estimate Probability ......................................................................................................................................15
Assess the Potential Human Impact.............................................................................................................15
Assess the Potential Property Impact ...........................................................................................................15
Assess the Potential Business Impact ...........................................................................................................16
Assess Internal and External Resources........................................................................................................16
Add the Columns..........................................................................................................................................16
STEP 3 - DEVELOP THE PLAN
Plan Components .........................................................................................................................................................17
Executive Summary ......................................................................................................................................17
Emergency Management Elements...............................................................................................................17
Emergency Response Procedures ..................................................................................................................18
Support Documents ......................................................................................................................................18
The Development Process ......................................................................................................................................19
Identify Challenges and Prioritize Activities ...............................................................................................19
Write the Plan ..............................................................................................................................................19
Establish a Training Schedule .......................................................................................................................19
Continue to Coordinate with Outside Organizations ..................................................................................19
Maintain Contact with other Corporate Offices..........................................................................................20
Review, Conduct Training and Revise .........................................................................................................20
Seek Final Approval .....................................................................................................................................20
Distribute the Plan ........................................................................................................................................20
STEP 4 - IMPLEMENT THE PLAN
Integrate the Plan into Company Operations.................................................................................................21
Conduct Training..........................................................................................................................................................22
Planning Considerations...............................................................................................................................22
Training Activities ........................................................................................................................................22
Employee Training ........................................................................................................................................23
Evaluate and Modify the Plan ................................................................................................................................24
SECTION 2: EMERGENCY MANAGEMENT CONSIDERATIONS
Direction and Control ................................................................................................................................................27
Emergency Management Group (EMG) ......................................................................................................27
Incident Command System (ICS)................................................................................................................28
Emergency Operations Center (EOC) .........................................................................................................28
Planning Considerations...............................................................................................................................29
Security .........................................................................................................................................................29
Coordination of Outside Response ...............................................................................................................29
Communications...........................................................................................................................................................31
Contingency Planning ..................................................................................................................................31
Emergency Communications ........................................................................................................................31
Family Communications ...............................................................................................................................32
Notification...................................................................................................................................................32
Warning.........................................................................................................................................................32
Life Safety........................................................................................................................................................................33
Evacuation Planning ....................................................................................................................................33
Evacuation Routes and Exits........................................................................................................................33
Assembly Areas and Accountability............................................................................................................34
Shelter ..........................................................................................................................................................34
Training and Information.............................................................................................................................34
Family Preparedness .....................................................................................................................................34
Property Protection ....................................................................................................................................................35
Planning Considerations ..............................................................................................................................35
Protection Systems .......................................................................................................................................35
Mitigation.....................................................................................................................................................35
Facility Shutdown.........................................................................................................................................36
Records Preservation ....................................................................................................................................37
Community Outreach .................................................................................................................................................39
Involving the Community............................................................................................................................39
Mutual Aid Agreements...............................................................................................................................39
Community Service......................................................................................................................................40
Public Information .......................................................................................................................................40
Media Relations............................................................................................................................................41
Recovery and Restoration ........................................................................................................................................43
Planning Considerations ..............................................................................................................................43
Continuity of Management..........................................................................................................................43
Insurance ......................................................................................................................................................44
Employee Support.........................................................................................................................................44
Resuming Operations ...................................................................................................................................45
Administration and Logistics .................................................................................................................................47
Administrative Actions................................................................................................................................47
Logistics ........................................................................................................................................................47
SECTION 3: HAZARD-SPECIFIC INFORMATION
Fire ......................................................................................................................................................................................51
Hazardous Materials Incidents..............................................................................................................................53
Floods and Flash floods............................................................................................................................................55
Hurricanes .......................................................................................................................................................................57
Tornadoes........................................................................................................................................................................59
Severe Winter Storms ...............................................................................................................................................61
Earthquakes ...................................................................................................................................................................63
Technological Emergencies....................................................................................................................................65
SECTION 4: INFORMATION SOURCES
Additional Readings from FEMA ...........................................................................................................................69
Ready-to-Print Brochures..........................................................................................................................................71
Emergency Management Offices ..........................................................................................................................73
APPENDIX
Vulnerability Analysis Chart
Training Drills and Exercises Chart
INTRODUCTION. A hurricane blasts through South Florida causing
INTRODUCTION
more than $25 billion in damages.
A fire at a food processing plant results in 25 deaths, a company out of
business and a small town devastated.
A bombing in the World Trade Center results in six deaths, hundreds of injuries
and the evacuation of 40,000 people.
A blizzard shuts down much of the East Coast for days. More than 150 lives are
lost and millions of dollars in damages incurred.
Every year emergencies take
The guide is organized as follows:
their toll on business and industry
Section 1: 4 Steps in the
— in lives and dollars. But some-
thing can be done. Business and
Planning Process — how to form a
industry can limit injuries and
planning team; how to conduct a
damages and return more quickly
vulnerability analysis; how to
to normal operations if they plan
develop a plan; and how to imple-
ahead.
ment the plan. The information
can be applied to virtually any type
About This Guide
of business or industry.
This guide provides step-by-
Section 2: Emergency Management
step advice on how to create and
Considerations — how to build
maintain a comprehensive emer-
such emergency management
gency management program. It
capabilities as life safety, property
can be used by manufacturers, cor-
protection, communications and
porate offices, retailers, utilities or
community outreach.
any organization where a sizable
Section 3: Hazard-Specific
number of people work or gather.
Information — technical informa-
Whether you operate from a
tion about specific hazards your
high-rise building or an industrial
facility may face.
complex; whether you own, rent
Section 4: Information Sources
or lease your property; whether
— where to turn for additional
you are a large or small company;
information.
the concepts in this guide will
apply.
What Is an Emergency?
To begin, you need not have
An emergency is any un-
in-depth knowledge of emergency
planned event that can cause
management. What you need is
deaths or significant injuries to
the authority to create a plan and
employees, customers or the
a commitment from the chief
public; or that can shut down your
executive officer to make emer-
business, disrupt operations, cause
gency management part of your
physical or environmental
corporate culture.
damage, or threaten the facility’s
If you already have a plan, use
financial standing or public image.
this guide as a resource to assess
and update your plan.
PAGE 5
Obviously, numerous events can
Making the “Case”
be “emergencies,” including:
for Emergency
Management
• Fire
To be successful, emergency
• Hazardous materials incident
management requires upper
• Flood or flash flood
management support. The chief
• Hurricane
executive sets the tone by autho-
• Tornado
rizing planning to take place and
directing senior management to
• Winter storm
get involved.
• Earthquake
When presenting the “case” for
• Communications failure
emergency management, avoid
• Radiological accident
dwelling on the negative effects
of an emergency (e.g., deaths,
• Civil disturbance
fines, criminal prosecution) and
• Loss of key supplier or customer
emphasize the positive aspects of
• Explosion
preparedness. For example:
The term “disaster” has been
• It helps companies fulfill their
left out of this document because
moral responsibility to protect
it lends itself to a preconceived
employees, the community and
notion of a large-scale event, usu-
the environment.
ally a “natural disaster.” In fact,
• It facilitates compliance with
each event must be addressed
regulatory requirements of
within the context of the impact it
Federal, State and local agencies.
has on the company and the com-
• It enhances a company’s ability
munity. What might constitute a
to recover from financial losses,
nuisance to a large industrial facil-
regulatory fines, loss of market
ity could be a “disaster” to a small
share, damages to equipment
business.
or products or business interrup-
tion.
What Is Emergency
Management?
• It reduces exposure to civil or
criminal liability in the event of
Emergency management is the
an incident.
process of preparing for, mitigat-
ing, responding to and recovering
• It enhances a company’s image
from an emergency.
and credibility with employees,
customers, suppliers and the
Emergency management is a
community.
dynamic process. Planning,
though critical, is not the only
• It may reduce your insurance
component. Training, conducting
premiums.
drills, testing equipment and coor-
dinating activities with the com-
munity are other important func-
tions.
PAGE 6
SECTION
1
4 S T E P S I N T H E P L A N N I N G P R O C E S S
STEP 1
Establish a Planning Team
STEP 2
Analyze Capabilities and Hazards
STEP 3
Develop the Plan
STEP 4
Implement the Plan
ESTABLISH A PLANNING TEAM. There must be an individual
S T E P 1
or group in charge of developing the emergency management plan. The follow-
ESTABLISH
ing is guidance for making the appointment.
A PLANNING
TEAM
Form the Team
• Public information officer
The size of the planning team
• Security
will depend on the facility’s opera-
• Community relations
tions, requirements and resources.
• Sales and marketing
Usually involving a group of
people is best because:
• Legal
• It encourages participation and
• Finance and purchasing
gets more people invested in
Have participants appointed in
the process.
writing by upper management.
• It increases the amount of time
Their job descriptions could
and energy participants are able
also reflect this assignment.
Here’s one example of a planning team.
to give.
• It enhances the visibility and
stature of the planning process.
COMMUNITY
• It provides for a broad perspec-
Emergency Manager
Fire & Police
tive on the issues.
Other Response Organizations
Determine who can be an
COMMUNICATIONS
®
active member and who can serve
®
Public Relations
®
MANAGEMENT & PERSONNEL
®
in an advisory capacity. In most
Public Information Officer
®
®
Line Management
SAFETY OFFICER/
cases, one or two people will be
Labor Representative
PLANNING TEAM
doing the bulk of the work. At
Human Resources
®
®
the very least, you should obtain
®
®
input from all functional areas.
EMERGENCY RESPONSE
SUPPORT SERVICES
Safety & Health
Remember:
Medical
Engineering
• Upper management
Security
Legal
Environmental Affairs
Purchasing/Contracts
• Line management
Finance
Maintenance
• Labor
Computer
Data Maintenance
• Human Resources
• Engineering and maintenance
• Safety, health and environmen-
tal affairs
PAGE 9
Establish Authority
Establish a Schedule
and Budget
Demonstrate management’s
commitment and promote an
Establish a work schedule and
atmosphere of cooperation by
planning deadlines. Timelines
“authorizing” the planning group
can be modified as priorities
to take the steps necessary to
become more clearly defined.
develop a plan. The group should
Develop an initial budget for
be led by the chief executive or
such things as research, printing,
the plant manager.
seminars, consulting services and
Establish a clear line of authori-
other expenses that may be neces-
ty between group members and
sary during the development
the group leader, though not so
process.
rigid as to prevent the free flow of
ideas.
Issue a Mission
Statement
Have the chief executive or
plant manager issue a mission
statement to demonstrate the
company’s commitment to emer-
gency management. The state-
ment should:
• Define the purpose of the plan
and indicate that it will involve
the entire organization
• Define the authority and struc-
ture of the planning group
PAGE 10
ANALYZE CAPABILITIES AND HAZARDS. This step
S T E P 2
entails gathering information about current capabilities and about possible
ANALYZE
hazards and emergencies, and then conducting a vulnerability analysis to
CAPABILITIES
determine the facility’s capabilities for handling emergencies.
AND HAZARDS
WHERE DO YOU STAND RIGHT NOW?
Review Internal Plans
Meet with Outside
and Policies
Groups
Documents to look for include:
Meet with government agen-
• Evacuation plan
cies, community organizations and
utilities. Ask about potential
• Fire protection plan
emergencies and about plans and
• Safety and health program
available resources for responding
• Environmental policies
to them. Sources of information
include:
• Security procedures
• Community emergency
• Insurance programs
management office
• Finance and purchasing
• Mayor or Community
procedures
Administrator’s office
• Plant closing policy
• Local Emergency Planning
• Employee manuals
Committee (LEPC)
While researching potential emer-
• Hazardous materials plan
• Fire Department
gencies, one facility discovered that
• Process safety assessment
a dam — 50 miles away — posed a
• Police Department
threat to its community. The facili-
• Risk management plan
• Emergency Medical Services
ty was able to plan accordingly.
• Capital improvement program
organizations
• Mutual aid agreements
• American Red Cross
• National Weather Service
• Public Works Department
• Planning Commission
• Telephone companies
• Electric utilities
• Neighboring businesses
PAGE 11
Identify Codes and
Identify Internal
Regulations
Resources and
Capabilities
Identify applicable Federal,
State and local regulations such
Resources and capabilities that
as:
could be needed in an emergency
include:
• Occupational safety and health
regulations
• Personnel — fire brigade, haz-
ardous materials response team,
• Environmental regulations
emergency medical services,
• Fire codes
security, emergency manage-
• Seismic safety codes
ment group, evacuation team,
One way to increase response
public information officer
• Transportation regulations
capabilities is to identify employee
• Equipment — fire protection
• Zoning regulations
skills (medical, engineering,
and suppression equipment,
communications, foreign lan-
• Corporate policies
communications equipment,
guage) that might be needed in an
first aid supplies, emergency
emergency.
Identify Critical
supplies, warning systems,
Products, Services
emergency power equipment,
and Operations
decontamination equipment
You’ll need this information to
• Facilities — emergency operat-
assess the impact of potential
ing center, media briefing area,
emergencies and to determine the
shelter areas, first-aid stations,
need for backup systems. Areas to
sanitation facilities
review include:
• Organizational capabilities —
• Company products and services
training, evacuation plan,
and the facilities and equip-
employee support system
ment needed to produce them
• Backup systems — arrange-
• Products and services provided
ments with other facilities to
by suppliers, especially sole
provide for:
source vendors
x Payroll
• Lifeline services such as electri-
x Communications
cal power, water, sewer, gas,
x Production
telecommunications and trans-
x Customer services
portation
x Shipping and receiving
• Operations, equipment and
x Information systems support
personnel vital to the contin-
x Emergency power
ued functioning of the facility
x Recovery support
PAGE 12
Identify External
Do an Insurance
Resources
Review
There are many external
Meet with insurance carriers to
resources that could be needed in
review all policies. (See Section 2:
an emergency. In some cases, for-
Recovery and Restoration.)
mal agreements may be necessary
to define the facility’s relationship
with the following:
• Local emergency management
office
• Fire Department
• Hazardous materials response
organization
• Emergency medical services
• Hospitals
• Local and State police
• Community service organiza-
tions
• Utilities
• Contractors
• Suppliers of emergency
equipment
• Insurance carriers
PAGE 13
CONDUCT A VULNERABILITY ANALYSIS
The next step is to assess the
• Geographic — What can hap-
vulnerability of your facility —
pen as a result of the facility’s
the probability and potential
location? Keep in mind:
impact of each emergency. Use
x Proximity to flood plains,
the Vulnerability Analysis Chart
seismic faults and dams
in the appendix section to guide
x Proximity to companies that
the process, which entails assign-
produce, store, use or trans-
ing probabilities, estimating
port hazardous materials
impact and assessing resources,
x Proximity to major trans-
using a numerical system. The
portation routes and airports
lower the score the better.
x Proximity to nuclear power
plants
List Potential
•Technological — What could
Emergencies
result from a process or system
failure? Possibilities include:
In the first column of the chart,
x
list all emergencies that could
Fire, explosion, hazardous
materials incident
affect your facility, including those
x Safety system failure
identified by your local emergency
x Telecommunications failure
management office. Consider
x
both:
Computer system failure
x Power failure
• Emergencies that could occur
x Heating/cooling system
within your facility
failure
• Emergencies that could occur
x Emergency notification
in your community
system failure
Below are some other factors to
• Human Error — What emer-
consider.
gencies can be caused by
employee error? Are employees
• Historical — What types of
trained to work safely? Do they
emergencies have occurred in
know what to do in an emer-
the community, at this facility
gency?
and at other facilities in the
area?
Human error is the single
x Fires
largest cause of workplace
x Severe weather
emergencies and can result
from:
x Hazardous material spills
x
x
Transportation accidents
Poor training
x
x
Earthquakes
Poor maintenance
x
x
Hurricanes
Carelessness
x
x
Tornadoes
Misconduct
x
x
Terrorism
Substance abuse
x
x
Utility outages
Fatigue
PAGE 14
• Physical — What types of
Estimate Probability
emergencies could result from
In the Probability column, rate
the design or construction of
the likelihood of each emergency’s
the facility? Does the physical
occurrence. This is a subjective
facility enhance safety?
consideration, but useful nonethe-
Consider:
less.
x The physical construction of
Use a simple scale of 1 to 5 with
the facility
1 as the lowest probability and 5 as
x Hazardous processes or
byproducts
the highest.
x Facilities for storing com-
bustibles
Assess the Potential
Human Impact
x Layout of equipment
x Lighting
Analyze the potential human
x Evacuation routes and exits
impact of each emergency — the
x Proximity of shelter areas
possibility of death or injury.
• Regulatory — What emergen-
Assign a rating in the Human
cies or hazards are you regulated
Impact column of the
to deal with?
Vulnerability Analysis Chart. Use
A bank’s vulnerability analysis
Analyze each potential emer-
a 1 to 5 scale with 1 as the lowest
concluded that a “small” fire could
gency from beginning to end.
impact and 5 as the highest.
be as catastrophic to the business
Consider what could happen as a
as a computer system failure.
result of:
Assess the Potential
The planning group discovered
Property Impact
that bank employees did not know
x Prohibited access to the
facility
Consider the potential property
how to use fire extinguishers, and
x Loss of electric power
for losses and damages. Again,
that the bank lacked any kind of
evacuation or emergency response
x Communication lines down
assign a rating in the Property
system.
x Ruptured gas mains
Impact column, 1 being the
lowest impact and 5 being the
x Water damage
highest. Consider:
x Smoke damage
x Structural damage
• Cost to replace
x Air or water contamination
• Cost to set up temporary
x Explosion
replacement
x Building collapse
• Cost to repair
x Trapped persons
x Chemical release
Human
Property
Business
Internal
External
TYPE OF EMERGENCY Probability
Impact
Impact
Impact
Resources
Resources
Total
High
Low
Weak
Strong
High Impact 5
1 Low Impact
Resources 5
1 Resources
5
1
PAGE 15
A full-page chart is located in the Appendix
Assess the Potential
If the answers are yes, move on
Business Impact
to the next assessment. If the
answers are no, identify what can
Consider the potential loss of
be done to correct the problem.
market share. Assign a rating in
For example, you may need to:
the Business Impact column.
Again, 1 is the lowest impact and
• Develop additional emergency
5 is the highest. Assess the
procedures
impact of:
• Conduct additional training
• Business interruption
• Acquire additional equipment
• Employees unable to report to
• Establish mutual aid agree-
work
ments
• Customers unable to reach
• Establish agreements with
facility
specialized contractors
• Company in violation of
contractual agreements
Add the Columns
• Imposition of fines and
Total the scores for each emer-
penalties or legal costs
gency. The lower the score the
• Interruption of critical supplies
better. While this is a subjective
rating, the comparisons will help
• Interruption of product
determine planning and resource
distribution
priorities — the subject of the
pages to follow.
Assess Internal and
External Resources
Next assess your resources and
When assessing resources, remem-
ability to respond. Assign a score
ber that community emergency
to your Internal Resources and
workers — police, paramedics, fire-
External Resources. The lower
fighters — will focus their response
the score the better.
where the need is greatest. Or they
To help you do this, consider
may be victims themselves and
each potential emergency from
be unable to respond immediately.
beginning to end and each
That means response to your facili-
resource that would be needed to
ty may be delayed.
respond. For each emergency ask
these questions:
• Do we have the needed
resources and capabilities to
respond?
• Will external resources be able
to respond to us for this emer-
gency as quickly as we may
need them, or will they have
other priority areas to serve?
PAGE 16
DEVELOP THE PLAN. You are now ready to develop an emergency
S T E P 3
management plan. This section describes how.
DEVELOP
THE
PLAN
PLAN COMPONENTS
Your plan should include the
Emergency
following basic components.
Management Elements
This section of the plan briefly
Executive Summary
describes the facility’s approach to
The executive summary gives
the core elements of emergency
management a brief overview of:
management, which are:
• The purpose of the plan
• Direction and control
• The facility’s emergency
• Communications
management policy
• Life safety
• Authorities and responsibilities
• Property protection
of key personnel
• Community outreach
• The types of emergencies that
• Recovery and restoration
could occur
• Administration and logistics
• Where response operations will
be managed
These elements, which are
described in detail in Section 2, are
the foundation for the emergency
procedures that your facility will
follow to protect personnel and
equipment and resume operations.
PAGE 17
Emergency Response
Support Documents
Procedures
Documents that could be
The procedures spell out how
needed in an emergency include:
the facility will respond to emer-
• Emergency call lists — lists
gencies. Whenever possible,
(wallet size if possible) of all
develop them as a series of check-
persons on and off site who
lists that can be quickly accessed
would be involved in respond-
by senior management, depart-
ing to an emergency, their
ment heads, response personnel
responsibilities and their 24-
and employees.
In an emergency, all personnel
hour telephone numbers
should know: 1. What is my role?
Determine what actions would
• Building and site maps that
2. Where should I go?
be necessary to:
indicate:
• Assess the situation
x Utility shutoffs
• Protect employees, customers,
x Water hydrants
visitors, equipment, vital
x Water main valves
records and other assets, partic-
x Water lines
Some facilities are required to
ularly during the first three days
x Gas main valves
develop:
x
• Get the business back up and
Gas lines
s Emergency escape procedures
x
running
Electrical cutoffs
and routes
x Electrical substations
Specific procedures might be
x Storm drains
s Procedures for employees who
needed for any number of situa-
x Sewer lines
perform or shut down critical oper-
tions such as bomb threats or tor-
x Location of each building
ations before an evacuation
nadoes, and for such functions as :
(include name of building,
s
• Warning employees and
Procedures to account for all
street name and number)
customers
employees, visitors and contractors
x Floor plans
after an evacuation is completed
• Communicating with personnel
x Alarm and enunciators
and community responders
x Fire extinguishers
s Rescue and medical duties for
x Fire suppression systems
assigned employees
• Conducting an evacuation and
x
accounting for all persons in
Exits
s
Procedures for reporting emer-
x
the facility
Stairways
gencies
x Designated escape routes
• Managing response activities
s Names of persons or depart-
x Restricted areas
• Activating and operating an
ments to be contacted for informa-
x Hazardous materials (includ-
emergency operations center
tion regarding the plan
ing cleaning supplies and
• Fighting fires
chemicals)
x High-value items
• Shutting down operations
• Resource lists — lists of major
• Protecting vital records
resources (equipment, supplies,
• Restoring operations
services) that could be needed
in an emergency; mutual aid
agreements with other compa-
nies and government agencies
PAGE 18
THE DEVELOPMENT PROCESS
The following is guidance for
Establish a Training
developing the plan.
Schedule
Have one person or department
Identify Challenges
responsible for developing a train-
and Prioritize
ing schedule for your facility. For
Activities
specific ideas about training, refer
Determine specific goals and
to Step 4.
Determine the needs of disabled
milestones. Make a list of tasks to
persons and non-English-speaking
be performed, by whom and when.
Coordinate with
personnel. For example, a blind
Determine how you will address
Outside Organizations
employee could be assigned a
the problem areas and resource
Meet periodically with local
partner in case an evacuation is
shortfalls that were identified in
government agencies and commu-
necessary.
the vulnerability analysis.
nity organizations. Inform appro-
The Americans with Disabilities
priate government agencies that
Act (ADA) defines a disabled
Write the Plan
you are creating an emergency
person as anyone who has a physi-
Assign each member of the
management plan. While their
cal or mental impairment that
planning group a section to write.
official approval may not be
substantially limits one or more
Determine the most appropriate
required, they will likely have
major life activities, such as see-
format for each section.
valuable insights and information
ing, hearing, walking, breathing,
to offer.
Establish an aggressive timeline
performing manual tasks, learn-
with specific goals. Provide
Determine State and local
ing, caring for oneself or working.
enough time for completion of
requirements for reporting emer-
work, but not so much as to allow
gencies, and incorporate them
assignments to linger. Establish a
into your procedures.
schedule for:
Determine protocols for turn-
• First draft
ing control of a response over to
outside agencies. Some details
• Review
that may need to be worked out
• Second draft
Your emergency planning priori-
are:
• Tabletop exercise
ties may be influenced by govern-
• Which gate or entrance will
ment regulation. To remain in
• Final draft
responding units use?
compliance you may be required
• Printing
• Where and to whom will they
to address specific emergency
• Distribution
report?
management functions that might
• How will they be identified?
otherwise be a lower priority
activity for that given year.
• How will facility personnel
communicate with outside
responders?
• Who will be in charge of
response activities?
Determine what kind of identi-
fication authorities will require to
allow your key personnel into your
facility during an emergency.
PAGE 19
Maintain Contact with
Seek Final Approval
Other Corporate
Arrange a briefing for the chief
Offices
executive officer and senior man-
Communicate with other
agement and obtain written
offices and divisions in your com-
approval.
pany to learn:
• Their emergency notification
Distribute the Plan
requirements
Place the final plan in three-
• The conditions where mutual
ring binders and number all copies
assistance would be necessary
and pages. Each individual who
receives a copy should be required
• How offices will support each
to sign for it and be responsible for
other in an emergency
posting subsequent changes.
Consolidate emergency plans for
• Names, telephone numbers and
better coordination. Stand-alone
Determine which sections of
pager numbers of key personnel
plans, such as a Spill Prevention
the plan would be appropriate to
Incorporate this information
Control and Countermeasures
show to government agencies
into your procedures.
(SPCC) plan, fire protection plan
(some sections may refer to corpo-
or safety and health plan, should
rate secrets or include private list-
Review, Conduct
be incorporated into one compre-
ings of names, telephone numbers
Training and Revise
hensive plan.
or radio frequencies).
Distribute the first draft to
Distribute the final plan to:
group members for review. Revise
• Chief executive and senior
as needed.
managers
For a second review, conduct a
• Key members of the company’s
tabletop exercise with manage-
emergency response organiza-
ment and personnel who have a
tion
key emergency management
responsibility. In a conference
• Company headquarters
room setting, describe an emer-
• Community emergency
gency scenario and have partici-
response agencies (appropriate
pants discuss their responsibilities
sections)
and how they would react to the
Have key personnel keep a
situation. Based on this discus-
copy of the plan in their homes.
sion, identify areas of confusion
Inform employees about the
and overlap, and modify the plan
plan and training schedule.
accordingly.
PAGE 20
IMPLEMENT THE PLAN. Implementation means more than simply
S T E P 4
exercising the plan during an emergency. It means acting on recommendations
IMPLEMENT
made during the vulnerability analysis, integrating the plan into company oper-
THE
ations, training employees and evaluating the plan.
PLAN
INTEGRATE THE PLAN INTO COMPANY OPERATIONS
Emergency planning must
• Are there opportunities for dis-
become part of the corporate
tributing emergency prepared-
culture.
ness information through cor-
Look for opportunities to build
porate newsletters, employee
awareness; to educate and train
manuals or employee mailings?
personnel; to test procedures; to
• What kinds of safety posters or
involve all levels of management,
other visible reminders would
all departments and the communi-
be helpful?
ty in the planning process; and to
• Do personnel know what they
make emergency management
should do in an emergency?
part of what personnel do on a
• How can all levels of the orga-
day-to-day basis.
nization be involved in evaluat-
Test how completely the plan
ing and updating the plan?
has been integrated by asking:
• How well does senior manage-
ment support the responsibili-
ties outlined in the plan?
• Have emergency planning con-
cepts been fully incorporated
into the facility’s accounting,
personnel and financial proce-
dures?
• How can the facility’s processes
for evaluating employees and
defining job classifications bet-
ter address emergency manage-
ment responsibilities?
PAGE 21
CONDUCT TRAINING
Everyone who works at or visits
Training Activities
the facility requires some form of
Training can take many forms:
training. This could include peri-
• Orientation and Education
odic employee discussion sessions
Sessions — These are regularly
to review procedures, technical
scheduled discussion sessions to
training in equipment use for
provide information, answer
emergency responders, evacuation
questions and identify needs
drills and full-scale exercises.
and concerns.
Below are basic considerations for
• Tabletop Exercise — Members
developing a training plan.
of the emergency management
group meet in a conference
Planning
room setting to discuss their
Considerations
responsibilities and how they
Assign responsibility for devel-
would react to emergency sce-
oping a training plan. Consider
narios. This is a cost-effective
the training and information
and efficient way to identify
needs for employees, contractors,
areas of overlap and confusion
visitors, managers and those with
before conducting more
an emergency response role iden-
demanding training activities.
tified in the plan.
• Walk-through Drill — The
Determine for a 12 month
emergency management group
period:
and response teams actually
• Who will be trained
perform their emergency
• Who will do the training
response functions. This activ-
ity generally involves more
• What training activities will be
people and is more thorough
used
than a tabletop exercise.
• When and where each session
• Functional Drills — These
will take place
drills test specific functions
• How the session will be evalu-
such as medical response, emer-
ated and documented
gency notifications, warning
Use the Training Drills and
and communications proce-
Exercises Chart in the appendix
dures and equipment, though
section to schedule training activ-
not necessarily at the same
ities or create one of your own.
time. Personnel are asked to
evaluate the systems and iden-
Consider how to involve com-
tify problem areas.
munity responders in training
activities.
Conduct reviews after each
training activity. Involve both
personnel and community respon-
ders in the evaluation process.
PAGE 22
• Evacuation Drill — Personnel
Employee Training
walk the evacuation route to a
General training for all employ-
designated area where proce-
ees should address:
dures for accounting for all per-
• Individual roles and responsi-
sonnel are tested. Participants
bilities
are asked to make notes as they
go along of what might become
• Information about threats,
a hazard during an emergency,
hazards and protective actions
e.g., stairways cluttered with
• Notification, warning and com-
debris, smoke in the hallways.
munications procedures
OSHA training requirements are
Plans are modified accordingly.
a minimum standard for many
• Means for locating family
• Full-scale Exercise — A real-
facilities that have a fire brigade,
members in an emergency
life emergency situation is
hazardous materials team, rescue
• Emergency response procedures
simulated as closely as possible.
team or emergency medical
This exercise involves company
• Evacuation, shelter and
response team.
emergency response personnel,
accountability procedures
employees, management and
• Location and use of common
community response organizations.
emergency equipment
• Emergency shutdown
procedures
The scenarios developed during
the vulnerability analysis can
serve as the basis for training
events.
January
February March
April
May
June
July
August
September October
November December
MANAGEMENT
ORIENTATION/REVIEW
EMPLOYEE
ORIENTATION/REVIEW
CONTRACTOR
ORIENTATION/REVIEW
COMMUNITY/MEDIA
ORIENTATION/REVIEW
MANAGEMENT
TABLETOP EXERCISE
RESPONSE TEAM
TABLETOP EXERCISE
WALK-THROUGH
DRILL
FUNCTIONAL
DRILLS
EVACUATION
DRILL
FULL-SCALE
EXERCISE
PAGE 23
A full-page chart is located in the Appendix
EVALUATE AND MODIFY THE PLAN
Conduct a formal audit of the
In addition to a yearly audit,
entire plan at least once a year.
evaluate and modify the plan at
Among the issues to consider are:
these times:
• How can you involve all levels
• After each training drill or
of management in evaluating
exercise
and updating the plan?
• After each emergency
When siting a new location, con-
• Are the problem areas and
• When personnel or their
duct a hazard analysis of the area.
resource shortfalls identified in
responsibilities change
Modify your plan when a new site
the vulnerability analysis being
becomes operable.
• When the layout or design of
sufficiently addressed?
the facility changes
• Does the plan reflect lessons
• When policies or procedures
learned from drills and actual
change
events?
Remember to brief personnel
• Do members of the emergency
on changes to the plan.
management group and emer-
gency response team under-
stand their respective responsi-
bilities? Have new members
been trained?
• Does the plan reflect changes
in the physical layout of the
facility? Does it reflect new
facility processes?
• Are photographs and other
records of facility assets up to
date?
• Is the facility attaining its train-
ing objectives?
• Have the hazards in the facility
changed?
• Are the names, titles and tele-
phone numbers in the plan
current?
• Are steps being taken to incor-
porate emergency management
into other facility processes?
• Have community agencies and
organizations been briefed on
the plan? Are they involved in
evaluating the plan?
PAGE 24
SECTION
2
EMERGENCY MANAGEMENT CONSIDERATIONS
This section describes the core operational considera-
tions of emergency management. They are:
• Direction and Control
• Communications
• Life Safety
• Property Protection
• Community Outreach
• Recovery and Restoration
• Administration and Logistics
DIRECTION AND CONTROL. Someone must be in charge in an emer-
FUNCTION
gency. The system for managing resources, analyzing information and making
DIRECTION
decisions in an emergency is called direction and control.
AND
The direction and control system described below assumes a facility of
CONTROL
sufficient size. Your facility may require a less sophisticated system, though
the principles described here will still apply.
The configuration of your sys-
The EMG is headed by the
tem will depend on many factors.
Emergency Director (ED), who
Larger industries may have their
should be the facility manager.
own fire team, emergency medical
The ED is in command and con-
technicians or hazardous materials
trol of all aspects of the emer-
team, while smaller organizations
gency. Other EMG members
may need to rely on mutual aid
should be senior managers who
agreements. They may also be
have the authority to:
able to consolidate positions or
• Determine the short- and long-
combine responsibilities. Tenants
term effects of an emergency
of office buildings or industrial
• Order the evacuation or
parks may be part of an emergency
shutdown of the facility
management program for the
entire facility.
• Interface with outside organiza-
tions and the media
Emergency
• Issue press releases
Management Group
The relationship between the
(EMG)
EMG and the IC is shown in
Figure 1: Relationship between the EMG
The EMG is the team responsi-
Figure 1.
and the IC.
ble for the big picture. It controls
all incident-related activities.
EMERGENCY MANAGEMENT GROUP (EMG)
The Incident Commander (IC)
FACILITY MANAGER
EMERGENCY OPERATIONS GROUP (EOG)
oversees the technical aspects of
the response.
EMERGENCY
INCIDENT
®
®
DIRECTOR
COMMANDER
The EMG supports the IC by
AFFECTED AREA UNIT
®
MANAGER/SUPT.
allocating resources and by inter-
® SAFETY OFFICER
®
facing with the community, the
SECURITY COORDINATOR
®
OPERATIONS OFFICER
media, outside response organiza-
SAFETY & HEALTH
®
COORDINATOR
®
®
tions and regulatory agencies.
ENVIRONMENTAL
®
COORDINATOR
EMERGENCY MEDICAL
FIRE/HAZMAT
TECHNICIANS TEAM
(FIRE BRIGADE)
MAINTENANCE
®
COORDINATOR
HUMAN RESOURCES
®
COORDINATOR
PLANNING & LOGISTICS
®
COORDINATOR
ENVIRONMENTAL
®
COORDINATOR
PUBLIC RELATIONS
®
COORDINATOR
PAGE 27
Incident Command
Emergency Operations
System (ICS)
Center (EOC)
The ICS was developed specifi-
The EOC serves as a central-
cally for the fire service, but its
ized management center for emer-
principles can be applied to all
gency operations. Here, decisions
emergencies. The ICS provides
are made by the EMG based upon
for coordinated response and a
information provided by the IC
In a hazardous materials accident,
clear chain of command and safe
and other personnel. Regardless
an off-site medic was exposed to
operations.
of size or process, every facility
the spilled material and required
The Incident Commander (IC)
should designate an area where
hospitalization. It was determined
is responsible for front-line man-
decision makers can gather during
that the person was able to enter
agement of the incident, for tacti-
an emergency.
the hazardous area unprotected
cal planning and execution, for
The EOC should be located in
because no one among a host of
determining whether outside assis-
an area of the facility not likely to
managers and facility responders
tance is needed and for relaying
be involved in an incident, per-
was “in charge” at the scene.
requests for internal resources or
haps the security department, the
outside assistance through the
manager’s office, a conference
Emergency Operations Center
room or the training center. An
(EOC).
alternate EOC should be designat-
EOC Resources:
The IC can be any employee,
ed in the event that the primary
s Communications equipment
but a member of management
location is not usable.
s A copy of the emergency
with the authority to make deci-
Each facility must determine its
management plan and EOC
sions is usually the best choice.
requirements for an EOC based
procedures
The IC must have the capabili-
upon the functions to be per-
s
ty and authority to:
formed and the number of people
Blueprints, maps, status boards
• Assume command
involved. Ideally, the EOC is a
s A list of EOC personnel and
dedicated area equipped with
descriptions of their duties
• Assess the situation
communications equipment, refer-
• Implement the emergency
s Technical information and data
ence materials, activity logs and
management plan
for advising responders
all the tools necessary to respond
• Determine response strategies
s Building security system
quickly and appropriately to an
• Activate resources
information
emergency.
• Order an evacuation
s Information and data manage-
• Oversee all incident response
ment capabilities
activities
s Telephone directories
• Declare that the incident is “over”
s Backup power, communica-
tions and lighting
s Emergency supplies
PAGE 28
Planning
Security
Considerations
Isolation of the incident scene
To develop a direction and
must begin when the emergency is
control system:
discovered. If possible, the discov-
• Define the duties of personnel
erer should attempt to secure the
with an assigned role. Establish
scene and control access, but no
procedures for each position.
one should be placed in physical
Prepare checklists for all proce-
danger to perform these functions.
dures.
Basic security measures include:
• Define procedures and respon-
• Closing doors or windows
sibilities for fire fighting, med-
• Establishing temporary barriers
ical and health, and engineer-
with furniture after people have
ing.
safely evacuated
• Determine lines of succession
• Dropping containment materi-
to ensure continuous leader-
als (sorbent pads, etc.) in the
ship, authority and responsibili-
path of leaking materials
ty in key positions.
• Closing file cabinets or desk
• Determine equipment and sup-
drawers
Keep detailed logs of actions
ply needs for each response
taken during an emergency.
function.
Only trained personnel should
be allowed to perform advanced
Describe what happened, deci-
• At a minimum, assign all
security measures. Access to the
sions made and any deviations
personnel responsibility for:
facility, the EOC and the incident
from policy. Log the time for
xRecognizing and reporting an
scene should be limited to persons
each event.
emergency
directly involved in the response.
xWarning other employees in
the area
Coordination of
xTaking security and safety
Outside Response
measures
In some cases, laws, codes, prior
xEvacuating safely
agreements or the very nature of
• Provide training.
the emergency require the IC to
turn operations over to an outside
response organization.
When this happens, the proto-
cols established between the facili-
ty and outside response organiza-
tions are implemented. The facili-
ty’s IC provides the community’s
IC a complete report on the
situation.
The facility IC keeps track of
which organizations are on-site
and how the response is being
coordinated. This helps increase
personnel safety and accountabili-
ty, and prevents duplication of
effort.
PAGE 29
C O M M U N I C AT I O N S .
Communications are essential to any
FUNCTION
business operation. A communications failure can be a disaster in itself,
COMMUNICATIONS
cutting off vital business activities.
Communications are needed to report emergencies, to warn personnel of the
danger, to keep families and off-duty employees informed about what’s happen-
ing at the facility to coordinate response actions and to keep in contact with
customers and suppliers.
Contingency Planning
Emergency
Plan for all possible contingen-
Communications
cies from a temporary or short-
Consider the functions your
term disruption to a total commu-
facility might need to perform in
nications failure.
an emergency and the communi-
• Consider the everyday func-
cations systems needed to support
tions performed by your facility
them.
and the communications, both
Consider communications
voice and data, used to support
between:
them.
• Emergency responders
• Consider the business impact if
• Responders and the Incident
your communications were
Commander (IC)
inoperable. How would this
• The IC and the Emergency
impact your emergency opera-
Operations Center (EOC)
tions?
• The IC and employees
• Prioritize all facility communi-
cations. Determine which
• The EOC and outside response
should be restored first in an
organizations
emergency.
• The EOC and neighboring
• Establish procedures for restor-
businesses
ing communications systems.
• The EOC and employees’
• Talk to your communications
families
vendors about their emergency
• The EOC and customers
response capabilities. Establish
• The EOC and media
procedures for restoring services.
• Determine needs for backup
communications for each busi-
ness function. Options include
messengers, telephones,
portable microwave, amateur
radios, point-to-point private
lines, satellite, high-frequency
radio.
PAGE 31
Methods of communication
Maintain an updated list of
include:
addresses and telephone and pager
• Messenger
numbers of key emergency
response personnel (from within
• Telephone
and outside the facility).
• Two-way radio
Listen for tornado, hurricane
• FAX machine
and other severe weather warnings
• Microwave
issued by the National Weather
• Satellite
Service.
• Dial-up modems
Determine government agen-
cies’ notification requirements in
• Local area networks
advance. Notification must be
• Hand signals
made immediately to local gov-
ernment agencies when an emer-
Family
gency has the potential to affect
Test communications often. A
Communications
public health and safety.
research firm discovered in a drill
In an emergency, personnel will
Prepare announcements that
that its two-way radio system did
need to know whether their fami-
could be made over public address
not work, limiting communica-
lies are okay. Taking care of one’s
systems.
tions between the Emergency
loved ones is always a first priority.
Operating Center (EOC) and the
Incident Commander (IC) to
Make plans for communicating
Warning
a single telephone line. The
with employees’ families in an
Establish a system for warning
Emergency Management Group
emergency.
personnel of an emergency. The
had failed to provide a backup
Also, encourage employees to:
system should:
radio for the EOC. Fortunately,
• Consider how they would com-
• Be audible or within view by all
this was discovered during
municate with their families in
people in the facility
training.
case they are separated from
• Have an auxiliary power supply
one another or injured in an
• Have a distinct and recogniz-
emergency.
able signal
• Arrange for an out-of-town
Make plans for warning persons
contact for all family members
Test alarm systems monthly. One
with disabilities. For instance, a
to call in an emergency.
company conducted its first test of
flashing strobe light can be used
a sophisticated alarm system 21
• Designate a place to meet fami-
to warn hearing-impaired people.
years after the system was
ly members in case they cannot
Familiarize personnel with
installed. Rather than alarm bells,
get home in an emergency.
procedures for responding when
the system played Christmas
the warning system is activated.
music.
Notification
Establish procedures for
Establish procedures for
warning customers, contractors,
employees to report an emergency.
visitors and others who may not
Inform employees of procedures.
be familiar with the facility’s
Train personnel assigned specific
warning system.
notification tasks.
Test your facility’s warning
Post emergency telephone
system at least monthly.
numbers near each telephone, on
employee bulletin boards and in
other prominent locations.
PAGE 32
LIFE SAFETY. Protecting the health and safety of everyone in the
FUNCTION
facility is the first priority during an emergency.
LIFE
SAFETY
Evacuation Planning
• Post evacuation procedures.
One common means of protec-
• Designate personnel to contin-
tion is evacuation. In the case of
ue or shut down critical opera-
fire, an immediate evacuation to a
tions while an evacuation is
Consider how you would access
predetermined area away from the
underway. They must be capa-
important personal information
facility may be necessary. In a
ble of recognizing when to
about employees (home phone,
hurricane, evacuation could
abandon the operation and
next-of-kin, medical) in an emer-
involve the entire community and
evacuate themselves.
gency. Storing information on
take place over a period of days.
computer disks or in sealed
• Coordinate plans with the local
envelopes are two options.
To develop an evacuation poli-
emergency management office.
cy and procedure:
• Determine the conditions
Evacuation Routes and
under which an evacuation
Exits
would be necessary.
Designate primary and sec-
• Establish a clear chain of com-
ondary evacuation routes and
mand. Identify personnel with
exits. Have them clearly marked
the authority to order an evacu-
and well lit. Post signs.
ation. Designate “evacuation
Install emergency lighting in
wardens” to assist others in an
case a power outage occurs during
evacuation and to account for
an evacuation.
personnel.
Ensure that evacuation routes
• Establish specific evacuation
and emergency exits are:
procedures. Establish a system
• Wide enough to accommodate
for accounting for personnel.
the number of evacuating
Consider employees’ trans-
personnel
portation needs for community-
• Clear and unobstructed at all
wide evacuations.
times
• Establish procedures for assist-
• Unlikely to expose evacuating
ing persons with disabilities and
personnel to additional hazards
those who do not speak
English.
Have evacuation routes evalu-
ated by someone not in your
organization.
PAGE 33
Assembly Areas and
• Designate shelter managers, if
Accountability
appropriate.
Obtaining an accurate account
• Coordinate plans with local
of personnel after a site evacua-
authorities.
tion requires planning and
practice.
Training and
• Designate assembly areas where
Information
personnel should gather after
Train employees in evacuation,
evacuating.
shelter and other safety proce-
• Take a head count after the
dures. Conduct sessions at least
A gas explosion and fire in a nurs-
evacuation. The names and
annually or when:
ing home caused the evacuation
last known locations of person-
of all patients, most of whom were
• Employees are hired
nel not accounted for should be
disabled. Because the staff had
• Evacuation wardens, shelter
determined and given to the
trained for this scenario, all
managers and others with spe-
EOC. (Confusion in the
patients were evacuated safely.
cial assignments are designated
assembly areas can lead to
unnecessary and dangerous
• New equipment, materials or
search and rescue operations.)
processes are introduced
• Establish a method for account-
• Procedures are updated or
ing for non-employees such as
revised
Search and rescue should be con-
suppliers and customers.
• Exercises show that employee
ducted only by properly trained
• Establish procedures for further
performance must be improved
and equipped professionals. Death
evacuation in case the incident
Provide emergency information
or serious injury can occur when
expands. This may consist of
such as checklists and evacuation
untrained employees reenter a
sending employees home by
maps.
damaged or contaminated facility.
normal means or providing
Post evacuation maps in strate-
them with transportation to an
gic locations.
off-site location.
Consider the information needs
of customers and others who visit
Shelter
the facility.
In some emergencies, the best
means of protection is to take
Family Preparedness
shelter either within the facility or
Consider ways to help employ-
away from the facility in a public
ees prepare their families for emer-
building.
gencies. This will increase their
• Consider the conditions for
personal safety and help the facili-
taking shelter, e.g., tornado
ty get back up and running.
warning.
Those who are prepared at home
• Identify shelter space in the
will be better able to carry out
facility and in the community.
their responsibilities at work.
Establish procedures for send-
ing personnel to shelter.
• Determine needs for emergency
supplies such as water, food and
medical supplies.
PAGE 34
PROPERTY PROTECTION. Protecting facilities, equipment and vital
FUNCTION
records is essential to restoring operations once an emergency has occurred.
PROPERTY
PROTECTION
Planning
Protection Systems
Considerations
Determine needs for systems to
Establish procedures for:
detect abnormal situations, pro-
• Fighting fires
vide warning and protect property.
Consider:
• Containing material spills
• Fire protection systems
• Closing or barricading doors
and windows
• Lightning protection systems
• Shutting down equipment
• Water-level monitoring systems
• Covering or securing
• Overflow detection devices
equipment
• Automatic shutoffs
• Moving equipment to a safe
• Emergency power generation
location
systems
Identify sources of backup
Consult your property insurer
equipment, parts and supplies.
about special protective systems.
Designate personnel to autho-
rize, supervise and perform a facili-
Mitigation
ty shutdown. Train them to rec-
Consider ways to reduce the
ognize when to abandon the
effects of emergencies, such as mov-
effort.
ing or constructing facilities away
Obtain materials to carry out
from flood plains and fault zones.
protection procedures and keep
Also consider ways to reduce the
them on hand for use only in
chances of emergencies from
emergencies.
occurring, such as changing
processes or materials used to run
the business.
PAGE 35
Consider physical retrofitting
architect and your community’s
measures such as:
building and zoning offices for
• Upgrading facilities to with-
additional information.
stand the shaking of an earth-
quake or high winds
Facility Shutdown
• “Floodproofing” facilities by
Facility shutdown is generally a
constructing flood walls or
last resort but always a possibility.
other flood protection devices
Improper or disorganized shut-
(see Section 3 for additional
down can result in confusion,
information)
injury and property damage.
• Installing fire sprinkler systems
Some facilities require only
simple actions such as turning off
• Installing fire-resistant materi-
equipment, locking doors and
als and furnishing
activating alarms. Others require
• Installing storm shutters for all
complex shutdown procedures.
exterior windows and doors
Work with department heads to
There are also non-structural
establish shutdown procedures.
mitigation measures to consider,
Include information about when
including:
and how to shut off utilities.
• Installing fire-resistant materi-
Identify:
als and furnishing
• The conditions that could
• Securing light fixtures and
necessitate a shutdown
other items that could fall or
• Who can order a shutdown
shake loose in an emergency
• Who will carry out shutdown
• Moving heavy or breakable
procedures
objects to low shelves
• How a partial shutdown would
• Attaching cabinets and files to
affect other facility operations
low walls or bolting them
• The length of time required for
together
shutdown and restarting
• Placing Velcro strips under
Train personnel in shutdown
typewriters, tabletop computers
procedures. Post procedures.
and television monitors
• Moving work stations away
from large windows
• Installing curtains or blinds
that can be drawn over win-
dows to prevent glass from
shattering onto employees
• Anchoring water heaters and
bolting them to wall studs
Consult a structural engineer or
PAGE 36
Records Preservation
Next, establish procedures for
Vital records may include:
protecting and accessing vital
records. Among the many
• Financial and insurance infor-
approaches to consider are:
mation
• Labeling vital records
• Engineering plans and drawings
• Backing up computer systems
• Product lists and specifications
• Making copies of records
• Employee, customer and suppli-
er databases
• Storing tapes and disks in
insulated containers
• Formulas and trade secrets
• Storing data off-site where they
• Personnel files
would not likely be damaged by
Preserving vital records is
an event affecting your facility
essential to the quick restoration
• Increasing security of computer
of operations. Analyzing vital
facilities
records involves:
• Arranging for evacuation of
1. Classifying operations into
records to backup facilities
functional categories, e.g.,
finance, production, sales,
• Backing up systems handled by
administration
service bureaus
2. Determining essential functions
• Arranging for backup power
for keeping the business up and
running, such as finance, pro-
duction, sales, etc.
3. Identifying the minimum infor-
mation that must be readily
accessible to perform essential
functions, e.g., maintaining
customer collections may
require access to account state-
ments
4. Identifying the records that
contain the essential informa-
tion and where they are located
5. Identifying the equipment and
materials needed to access and
use the information
PAGE 37
COMMUNITY OUTREACH. Your facility’s relationship with the commu-
FUNCTION
nity will influence your ability to protect personnel and property and return to
COMMUNITY
normal operations.
OUTREACH
This section describes ways to involve outside organizations in the emergency
management plan.
Involving the
Look for common interests and
Community
concerns. Identify opportunities
Maintain a dialogue with com-
for sharing resources and informa-
munity leaders, first responders,
tion.
government agencies, community
Conduct confidence-building
organizations and utilities, includ-
activities such as facility tours.
ing:
Do a facility walk-through with
Mutual aid agreements can
address any number of activities or
• Appointed and elected leaders
community response groups.
resources that might be needed in
• Fire, police and emergency
Involve community fire, police
an emergency. For example:
medical services personnel
and emergency management per-
sonnel in drills and exercises.
s Providing for firefighting and
• Local Emergency Planning
HAZMAT response.
Committee (LEPC) members
Meet with your neighbors to
determine how you could assist
s Providing shelter space, emer-
• Emergency management
each other in an emergency.
gency storage, emergency supplies,
director
medical support.
• Public Works Department
Mutual Aid
s Businesses allowing neighbors
• American Red Cross
Agreements
to use their property to account
• Hospitals
To avoid confusion and conflict
for personnel after an evacuation.
• Telephone company
in an emergency, establish mutual
aid agreements with local response
• Electric utility
agencies and businesses.
• Neighborhood groups
These agreements should:
Have regular meetings with
• Define the type of assistance
community emergency personnel
to review emergency plans and
• Identify the chain of command
procedures. Talk about what
for activating the agreement
you’re doing to prepare for and
• Define communications
prevent emergencies. Explain
procedures
your concern for the community’s
Include these agencies in facili-
welfare.
ty training exercises whenever
Identify ways your facility could
possible.
help the community in a commu-
nity-wide emergency.
PAGE 39
Community Service
Public Information
In community-wide emergen-
When site emergencies expand
cies, business and industry are
beyond the facility, the communi-
often needed to assist the commu-
ty will want to know the nature of
nity with:
the incident, whether the public’s
• Personnel
safety or health is in danger, what
is being done to resolve the prob-
• Equipment
lem and what was done to prevent
• Shelter
the situation from happening.
• Training
Determine the audiences that
The community wants to know:
• Storage
may be affected by an emergency
and identify their information
s What does the facility do?
• Feeding facilities
needs. Include:
s What are the hazards?
• EOC facilities
• The public
s
• Food, clothing, building
What programs are in place to
• The media
materials
respond to emergencies?
• Employees and retirees
• Funding
s How could a site emergency
• Unions
affect the community?
• Transportation
• Contractors and suppliers
s
While there is no way to pre-
What assistance will be
dict what demands will be placed
• Customers
required from the community?
on your company’s resources, give
• Shareholders
some thought to how the commu-
• Emergency response
nity’s needs might influence your
organizations
corporate responsibilities in an
emergency. Also, consider the
• Regulatory agencies
opportunities for community ser-
• Appointed and elected officials
vice before an emergency occurs.
• Special interest groups
• Neighbors
PAGE 40
Media Relations
When providing information to
In an emergency, the media are
the media during an emergency:
the most important link to the
Do’s
public. Try to develop and main-
• Give all media equal access to
tain positive relations with media
information.
outlets in your area. Determine
• When appropriate, conduct
their particular needs and inter-
press briefings and interviews.
ests. Explain your plan for pro-
Give local and national media
Press releases about facility-gener-
tecting personnel and preventing
equal time.
ated emergencies should describe
emergencies.
• Try to observe media deadlines.
who is involved in the incident
Determine how you would
and what happened, including
• Escort media representatives to
communicate important public
when, where, why and how.
ensure safety.
information through the media in
an emergency.
• Keep records of information
released.
• Designate a trained spokes-
person and an alternate
• Provide press releases when
spokesperson
possible.
• Set up a media briefing area
Don’ts
• Do not speculate about the
• Establish security procedures
incident.
• Establish procedures for ensur-
• Do not permit unauthorized
ing that information is com-
personnel to release informa-
plete, accurate and approved
tion.
for public release
• Do not cover up facts or mis-
• Determine an appropriate and
lead the media.
useful way of communicating
technical information
• Do not place blame for the
incident.
• Prepare background informa-
tion about the facility
PAGE 41
RECOVERY AND RESTORATION. Business recovery and restoration,
FUNCTION
or business resumption, goes right to a facility’s bottom line: keeping people
RECOVERY
employed and the business running.
AND
RESTORATION
Planning
Continuity of
Considerations
Management
Consider making contractual
You can assume that not every
arrangements with vendors for
key person will be readily avail-
such post-emergency services as
able or physically at the facility
records preservation, equipment
after an emergency. Ensure that
repair, earthmoving or engineering.
recovery decisions can be made
Meet with your insurance carri-
without undue delay. Consult
ers to discuss your property and
your legal department regarding
business resumptions policies (see
laws and corporate bylaws govern-
the next page for guidelines).
ing continuity of management.
Determine critical operations
Establish procedures for:
and make plans for bringing those
• Assuring the chain of
systems back on-line. The process
command
may entail:
• Maintaining lines of succession
• Repairing or replacing
for key personnel
equipment
• Moving to alternate
• Relocating operations to an
headquarters
alternate location
Include these considerations in
• Contracting operations on a
all exercise scenarios.
temporary basis
Take photographs or videotape
the facility to document company
assets. Update these records regularly.
PAGE 43
Insurance
• Am I covered for lost income
Most companies discover that
in the event of business inter-
they are not properly insured only
ruption because of a loss? Do I
after they have suffered a loss.
have enough coverage? For
Lack of appropriate insurance can
how long is coverage provided?
be financially devastating.
How long is my coverage for
Discuss the following topics with
lost income if my business is
your insurance advisor to deter-
closed by order of a civil
mine your individual needs.
authority?
• How will my property be
• To what extent am I covered
valued?
for reduced income due to cus-
tomers’ not all immediately
• Does my policy cover the cost
coming back once the business
of required upgrades to code?
reopens?
• How much insurance am I
• How will my emergency man-
After a site emergency, assess the
required to carry to avoid
agement program affect my
impact of the event on business
becoming a co-insurer?
rates?
neighbors and the community
• What perils or causes of loss
and take appropriate action.
does my policy cover?
How you handle this issue will
Employee Support
have long-lasting consequences.
• What are my deductibles?
Since employees who will rely
• What does my policy require
on you for support after an emer-
me to do in the event of a loss?
gency are your most valuable
• What types of records and
asset, consider the range of ser-
documentation will my insur-
vices that you could provide or
ance company want to see?
arrange for, including:
Are records in a safe place
x Cash advances
where they can be obtained
x Salary continuation
after an emergency?
x Flexible work hours
• To what extent am I covered
x Reduced work hours
for loss due to interruption of
x Crisis counseling
power? Is coverage provided
x Care packages
for both on- and off-premises
x Day care
power interruption?
PAGE 44
Resuming Operations
• Conduct salvage operations.
Immediately after an emergency,
Segregate damaged from
take steps to resume operations.
undamaged property. Keep
damaged goods on hand until
• Establish a recovery team, if
an insurance adjuster has
necessary. Establish priorities
visited the premises, but you
for resuming operations.
can move material outside if
• Continue to ensure the safety
it’s seriously in the way and
of personnel on the property.
exposure to the elements won’t
Assess remaining hazards.
make matters worse.
Maintain security at the
• Take an inventory of damaged
incident scene.
goods. This is usually done
• Conduct an employee briefing.
with the adjuster, or the
• Keep detailed records. Consider
adjuster’s salvor if there is any
audio recording all decisions.
appreciable amount of goods
Take photographs of or video-
or value. If you release goods
tape the damage.
to the salvor, obtain a signed
inventory stating the quantity
• Account for all damage-related
and type of goods being
costs. Establish special job
removed.
order numbers and charge
codes for purchases and repair
• Restore equipment and proper-
work.
ty. For major repair work,
review restoration plans with
• Follow notification procedures.
the insurance adjuster and
Notify employees’ families
appropriate government agencies.
about the status of personnel
on the property. Notify off-
• Assess the value of damaged
duty personnel about work sta-
property. Assess the impact of
tus. Notify insurance carriers
business interruption.
and appropriate government
• Maintain contact with cus-
agencies.
tomers and suppliers.
• Protect undamaged property.
Close up building openings.
Remove smoke, water and
debris. Protect equipment
against moisture. Restore
sprinkler systems. Physically
secure the property. Restore
power.
• Conduct an investigation.
Coordinate actions with appro-
priate government agencies.
PAGE 45
ADMINISTRATION AND LOGISTICS. Maintain complete and accu-
FUNCTION
rate records at all times to ensure a more efficient emergency response and
ADMINISTRATION
recovery. Certain records may also be required by regulation or by your insur-
AND
ance carriers or prove invaluable in the case of legal action after an incident.
LOGISTICS
Administrative
Logistics
Actions
Before an emergency, logistics
Administrative actions prior to
may entail:
an emergency include:
• Acquiring equipment
• Establishing a written emer-
• Stockpiling supplies
gency management plan
• Designating emergency
• Maintaining training records
facilities
• Maintaining all written
• Establishing training facilities
communications
Emergency funding can be critical
• Establishing mutual aid
• Documenting drills and exer-
immediately following an emer-
agreements
cises and their critiques
gency. Consider the need for pre-
• Preparing a resource inventory
approved purchase requisitions
• Involving community
and whether special funding
emergency response organiza-
During an emergency, logistics
authorities may be necessary.
tions in planning activities
may entail the provision of:
Administrative actions during
• Providing utility maps to
and after an emergency include:
emergency responders
• Maintaining telephone logs
• Providing material safety data
sheets to employees
• Keeping a detailed record of
events
• Moving backup equipment in
place
• Maintaining a record of injuries
and follow-up actions
• Repairing parts
• Accounting for personnel
• Arranging for medical support,
food and transportation
• Coordinating notification of
family members
• Arranging for shelter facilities
• Issuing press releases
• Providing for backup power
• Maintaining sampling records
• Providing for backup communi-
cations
• Managing finances
• Coordinating personnel
services
• Documenting incident
investigations and recovery
operations
PAGE 47
SECTION
3
H A Z A R D - S P E C I F I C I N F O R M AT I O N
This section provides information about some of the
most common hazards:
• Fire
• Hazardous Materials Incidents
• Floods and Flash Floods
• Hurricanes
• Tornadoes
• Severe Winter Storms
• Earthquakes
• Technological Emergencies
FIRE.
Fire is the most common of all the hazards. Every year fires cause
HAZARDS
thousands of deaths and injuries and billions of dollars in property damage.
FIRE
Planning
• Conduct evacuation drills.
Considerations
Post maps of evacuation routes
Consider the following when
in prominent places. Keep
developing your plan:
evacuation routes including
stairways and doorways clear of
• Meet with the fire department
debris.
to talk about the community’s
fire response capabilities. Talk
• Assign fire wardens for each
about your operations. Identify
area to monitor shutdown and
processes and materials that
evacuation procedures.
could cause or fuel a fire, or
• Establish procedures for the
contaminate the environment
safe handling and storage of
in a fire.
flammable liquids and gases.
• Have your facility inspected for
Establish procedures to prevent
fire hazards. Ask about fire
the accumulation of com-
codes and regulations.
bustible materials.
• Ask your insurance carrier to
• Provide for the safe disposal of
recommend fire prevention and
smoking materials.
protection measures. Your car-
• Establish a preventive mainte-
rier may also offer training.
nance schedule to keep equip-
• Distribute fire safety informa-
ment operating safely.
tion to employees: how to pre-
• Place fire extinguishers in
vent fires in the workplace,
appropriate locations.
how to contain a fire, how to
• Train employees in use of fire
evacuate the facility, where to
extinguishers.
report a fire.
• Instruct personnel to use the
stairs — not elevators — in a
fire. Instruct them to crawl on
their hands and knees when
escaping a hot or smoke-filled
area.
PAGE 51
• Install smoke detectors. Check
Option 2 — All personnel are
smoke detectors once a month,
trained in fire extinguisher use.
change batteries at least once a
Personnel in the immediate
area of a fire attempt to control
year.
it. If they cannot, the fire
• Establish a system for warning
alarm is sounded and all per-
personnel of a fire. Consider
sonnel evacuate.
installing a fire alarm with
Option 3 — Only designated
automatic notification to the
personnel are trained in fire
extinguisher use.
fire department.
Option 4 — A fire team is
• Consider installing a sprinkler
trained to fight incipient-stage
system, fire hoses and fire-resis-
fires that can be controlled
tant walls and doors.
without protective equipment
or breathing apparatus. Beyond
• Ensure that key personnel are
this level fire, the team evacu-
familiar with all fire safety
ates.
systems.
Option 5 — A fire team is
• Identify and mark all utility
trained and equipped to fight
shutoffs so that electrical
structural fires using protective
equipment and breathing appa-
power, gas or water can be shut
ratus.
off quickly by fire wardens or
responding personnel.
• Determine the level of response
your facility will take if a fire
occurs. Among the options
are:
Option 1 — Immediate evacu-
ation of all personnel on alarm.
PAGE 52
HAZARDOUS MATERIALS INCIDENTS. Hazardous
HAZARDS
materials are substances that are either flammable or combustible, explosive,
HAZARDOUS
toxic, noxious, corrosive, oxidizable, an irritant or radioactive.
MATERIALS
INCIDENTS
A hazardous material spill or
about the quantities and health
release can pose a risk to life,
effects of materials used at the
health or property. An incident
facility, and to promptly notify
can result in the evacuation of a
local and State officials whenever
few people, a section of a facility
a significant release of hazardous
or an entire neighborhood.
materials occurs.
There are a number of Federal
In addition to on-site hazards,
laws that regulate hazardous mate-
you should be aware of the poten-
rials, including: the Superfund
tial for an off-site incident affect-
Amendments and Reauthorization
ing your operations. You should
Act of 1986 (SARA), the
also be aware of hazardous materi-
Resource Conservation and
als used in facility processes and in
Recovery Act of 1976 (RCRA),
the construction of the physical
the Hazardous Materials
plant.
Transportation Act (HMTA), the
Detailed definitions as well as
Occupational Safety and Health
lists of hazardous materials can be
Act (OSHA), the Toxic
obtained from the Environmental
Substances Control Act (TSCA)
Protection Agency (EPA) and the
and the Clean Air Act.
Occupational Safety and Health
Title III of SARA regulates the
Administration (OSHA).
packaging, labeling, handling,
storage and transportation of haz-
ardous materials. The law requires
facilities to furnish information
PAGE 53
Planning
• Identify other facilities in your
Considerations
area that use hazardous materi-
Consider the following when
als. Determine whether an
developing your plan:
incident could affect your
facility.
• Identify and label all hazardous
materials stored, handled, pro-
• Identify highways, railroads and
duced and disposed of by your
waterways near your facility
facility. Follow government
used for the transportation of
regulations that apply to your
hazardous materials. Determine
facility. Obtain material safety
how a transportation accident
data sheets (MSDS) for all haz-
near your facility could affect
ardous materials at your location.
your operations.
• Ask the local fire department
for assistance in developing
appropriate response proce-
dures.
• Train employees to recognize
and report hazardous material
spills and releases. Train
employees in proper handling
and storage.
• Establish a hazardous material
response plan:
xEstablish procedures to notify
management and emergency
response organizations of an
incident.
xEstablish procedures to warn
employees of an incident.
xEstablish evacuation
procedures.
xDepending on your opera-
tions, organize and train an
emergency response team to
confine and control hazardous
material spills in accordance
with applicable regulations.
PAGE 54
FLOODS AND FLASH FLOODS. Floods are the most common
HAZARDS
and widespread of all natural disasters. Most communities in the United
FLOODS
States can experience some degree of flooding after spring rains, heavy thun-
AND FLASH
derstorms or winter snow thaws.
FLOODS
Most floods develop slowly over
• Inspect areas in your facility
a period of days. Flash floods,
subject to flooding. Identify
however, are like walls of water
records and equipment that can
that develop in a matter of min-
be moved to a higher location.
utes. Flash floods can be caused
Make plans to move records
by intense storms or dam failure.
and equipment in case of flood.
• Purchase a NOAA Weather
Planning
Radio with a warning alarm
Considerations
tone and battery backup.
Consider the following when
Listen for flood watches and
preparing for floods:
warnings.
• Ask your local emergency man-
Flood Watch — Flooding is possible.
agement office whether your
Stay tuned to NOAA radio. Be pre-
facility is located in a flood
pared to evacuate. Tune to local radio
plain. Learn the history of
and television stations for additional
flooding in your area. Learn
information.
the elevation of your facility in
Flood Warning — Flooding is
relation to steams, rivers and
already occurring or will occur soon.
dams.
Take precautions at once. Be pre-
• Review the community’s emer-
pared to go to higher ground. If
gency plan. Learn the commu-
advised, evacuate immediately.
nity’s evacuation routes. Know
• Ask your insurance carrier for
where to find higher ground in
information about flood insur-
case of a flood.
ance. Regular property and
• Establish warning and evacua-
casualty insurance does not
tion procedures for the facility.
cover flooding.
Make plans for assisting
employees who may need trans-
portation.
PAGE 55
• Consider the feasibility of
2. Contingent floodproofing
floodproofing your facility.
measures are also taken before
There are three basic types of
a flood but require some addi-
methods.
tional action when flooding
1. Permanent floodproofing mea-
occurs. These measures
sures are taken before a flood
include:
occurs and require no human
xInstalling watertight barriers
intervention when flood waters
called flood shields to prevent
the passage of water through
rise. They include:
doors, windows, ventilation
xFilling windows, doors or
shafts or other openings
other openings with water-
xInstalling permanent water-
resistant materials such as
tight doors
concrete blocks or bricks.
This approach assumes the
xConstructing movable flood-
structure is strong enough to
walls
withstand flood waters.
xInstalling permanent pumps
to remove flood waters
xInstalling check valves to
prevent water from entering
3. Emergency floodproofing mea-
where utility and sewer lines
sures are generally less expen-
enter the facility.
sive than those listed above,
xReinforcing walls to resist
though they require substantial
water pressure. Sealing walls
advance warning and do not
to prevent or reduce seepage.
satisfy the minimum require-
xBuilding watertight walls
ments for watertight flood-
around equipment or work
areas within the facility that
proofing as set forth by the
are particularly susceptible to
National Flood Insurance
flood damage.
Program (NFIP). They
xConstructing floodwalls or
include:
levees outside the facility to
x Building walls with sandbags
keep flood waters away.
x Constructing a double row of
xElevating the facility on walls,
walls with boards and posts to
columns or compacted fill.
create a “crib,” then filling the
This approach is most applica-
crib with soil
ble to new construction,
though many types of build-
x Constructing a single wall by
stacking small beams or planks
ings can be elevated.
on top of each other
• Consider the need for backup
systems:
xPortable pumps to remove
flood water
xAlternate power sources such
as generators or gasoline-pow-
ered pumps
xBattery-powered emergency
lighting
• Participate in community flood
control projects.
PAGE 56
HURRICANES. Hurricanes are severe tropical storms with sustained
HAZARDS
winds of 74 miles per hour or greater. Hurricane winds can reach 160 miles per
HURRICANES
hour and extend inland for hundreds of miles.
Hurricanes bring torrential
Hurricane Watch — A hurricane is
rains and a storm surge of ocean
possible within 24 to 36 hours. Stay
water that crashes into land as the
tuned for additional advisories. Tune
storm approaches. Hurricanes
to local radio and television stations
also spawn tornadoes.
for additional information. An evacua-
Hurricane advisories are issued
tion may be necessary.
by the National Weather Service
Hurricane Warning — A hurricane
as soon as a hurricane appears to
will hit land within 24 hours. Take
be a threat. The hurricane season
precautions at once. If advised, evac-
lasts from June through November.
uate immediately.
• Survey your facility. Make
Planning
plans to protect outside equip-
Considerations
ment and structures.
The following are considera-
• Make plans to protect windows.
tions when preparing for hurri-
Permanent storm shutters offer
canes:
the best protection. Covering
• Ask your local emergency man-
windows with 5/8” marine ply-
agement office about communi-
wood is a second option.
ty evacuation plans.
• Consider the need for backup
• Establish facility shutdown pro-
systems:
cedures. Establish warning and
xPortable pumps to remove
evacuation procedures. Make
flood water
plans for assisting employees
xAlternate power sources such
who may need transportation.
as generators or gasoline-pow-
ered pumps
• Make plans for communicating
xBattery-powered emergency
with employees’ families before
lighting
and after a hurricane.
• Prepare to move records, com-
• Purchase a NOAA Weather
puters and other items within
Radio with a warning alarm
your facility or to another location.
tone and battery backup.
Listen for hurricane watches
and warnings.
PAGE 57
TORNADOES. Tornadoes are incredibly violent local storms that
HAZARDS
extend to the ground with whirling winds that can reach 300 mph.
TORNADOES
Spawned from powerful thun-
Tornado Watch — Tornadoes are
derstorms, tornadoes can uproot
likely. Be ready to take shelter. Stay
trees and buildings and turn harm-
tuned to radio and television stations
less objects into deadly missiles in
for additional information.
a matter of seconds. Damage
Tornado Warning — A tornado has
paths can be in excess of one mile
been sighted in the area or is indicat-
wide and 50 miles long.
ed by radar. Take shelter immediately.
Tornadoes can occur in any
• Establish procedures to inform
state but occur more frequently in
personnel when tornado warn-
the Midwest, Southeast and
ings are posted. Consider the
Southwest. They occur with little
need for spotters to be responsi-
or no warning.
ble for looking out for
approaching storms.
Planning
• Work with a structural engineer
Considerations
or architect to designate shelter
The following are considera-
areas in your facility. Ask your
tions when planning for torna-
local emergency management
does:
office or National Weather
• Ask your local emergency man-
Service office for guidance.
agement office about the com-
• Consider the amount of space
munity’s tornado warning system.
you will need. Adults require
• Purchase a NOAA Weather
about six square feet of space;
Radio with a warning alarm
nursing home and hospital
tone and battery backup.
patients require more.
Listen for tornado watches and
• The best protection in a torna-
warnings.
do is usually an underground
area. If an underground area is
not available, consider:
PAGE 59
xSmall interior rooms on the
lowest floor and without
windows
xHallways on the lowest floor
away from doors and windows
xRooms constructed with rein-
forced concrete, brick or block
with no windows and a heavy
concrete floor or roof system
overhead
xProtected areas away from
doors and windows
Note: Auditoriums, cafeterias
and gymnasiums that are covered
with a flat, wide-span roof are not
considered safe.
• Make plans for evacuating per-
sonnel away from lightweight
modular offices or mobile
home-size buildings. These
structures offer no protection
from tornadoes.
• Conduct tornado drills.
• Once in the shelter, personnel
should protect their heads with
their arms and crouch down.
PAGE 60
SEVERE WINTER STORMS. Severe winter storms bring heavy
HAZARDS
snow, ice, strong winds and freezing rain. Winter storms can prevent employ-
SEVERE WINTER
ees and customers from reaching the facility, leading to a temporary shutdown
STORMS
until roads are cleared. Heavy snow and ice can also cause structural damage
and power outages.
Planning
• Establish procedures for facility
Considerations
shutdown and early release of
Following are considerations
employees.
for preparing for winter storms:
• Store food, water, blankets, bat-
• Listen to NOAA Weather
tery-powered radios with extra
Radio and local radio and tele-
batteries and other emergency
vision stations for weather
supplies for employees who
information:
become stranded at the facility.
Winter Storm Watch — Severe win-
• Provide a backup power source
ter weather is possible.
for critical operations.
Winter Storm Warning — Severe
• Arrange for snow and ice
winter weather is expected.
removal from parking lots,
walkways, loading docks, etc.
Blizzard Warning — Severe winter
weather with sustained winds of at
least 35 mph is expected.
Traveler’s Advisory — Severe win-
ter conditions may make driving diffi-
cult or dangerous.
PAGE 61
EARTHQUAKES. Earthquakes occur most frequently west of the
HAZARDS
Rocky Mountains, although historically the most violent earthquakes have
EARTHQUAKES
occurred in the central United States. Earthquakes occur suddenly and without
warning.
Earthquakes can seriously dam-
• Follow safety codes when con-
age buildings and their contents;
structing a facility or making
disrupt gas, electric and telephone
major renovations.
services; and trigger landslides,
• Inspect non-structural systems
avalanches, flash floods, fires and
such as air conditioning, com-
huge ocean waves called tsunamis.
munications and pollution con-
Aftershocks can occur for weeks
trol systems. Assess the poten-
following an earthquake.
tial for damage. Prioritize mea-
In many buildings, the greatest
sures to prevent damages.
danger to people in an earthquake
• Inspect your facility for any
is when equipment and non-struc-
item that could fall, spill, break
tural elements such as ceilings,
or move during an earthquake.
partitions, windows and lighting
Take steps to reduce these hazards:
fixtures shake loose.
xMove large and heavy objects
to lower shelves or the floor.
Planning
Hang heavy items away from
Considerations
where people work.
Following are guidelines for
xSecure shelves, filing cabinets,
tall furniture, desktop equip-
preparing for earthquakes:
ment, computers, printers,
• Assess your facility’s vulnerabil-
copiers and light fixtures.
ity to earthquakes. Ask local
xSecure fixed equipment and
government agencies for seis-
heavy machinery to the floor.
mic information for your area.
Larger equipment can be
placed on casters and attached
• Have your facility inspected by
to tethers which attach to the
a structural engineer. Develop
wall.
and prioritize strengthening
xAdd bracing to suspended
measures. These may include:
ceilings, if necessary.
xAdding steel bracing to frames
xInstall safety glass where
appropriate.
xAdding sheer walls to frames
xSecure large utility and
xStrengthening columns and
building foundations
process piping.
xReplacing unreinforced brick
filler walls
PAGE 63
• Keep copies of design drawings
• Conduct earthquake drills.
of the facility to be used in
Provide personnel with the fol-
assessing the facility’s safety
lowing safety information:
after an earthquake.
xIn an earthquake, if indoors,
• Review processes for handling
stay there. Take cover under a
sturdy piece of furniture or
and storing hazardous materials.
counter, or brace yourself
Have incompatible chemicals
against an inside wall. Protect
stored separately.
your head and neck.
• Ask your insurance carrier
xIf outdoors, move into the
about earthquake insurance
open, away from buildings,
street lights and utility wires.
and mitigation techniques.
xAfter an earthquake, stay
• Establish procedures to deter-
away from windows, skylights
mine whether an evacuation is
and items that could fall. Do
necessary after an earthquake.
not use the elevators.
• Designate areas in the facility
xUse stairways to leave the
building if it is determined
away from exterior walls and
that a building evacuation is
windows where occupants
necessary.
should gather after an earth-
quake if an evacuation is not
necessary.
PAGE 64
TECHNOLOGICAL EMERGENCIES. Technological emer-
HAZARDS
gencies include any interruption or loss of a utility service, power source, life
TECHNOLOGICAL
support system, information system or equipment needed to keep the business
EMERGENCIES
in operation.
Planning
• Establish procedures for restor-
Considerations
ing systems. Determine need
The following are suggestions
for backup systems.
for planning for technological
• Establish preventive mainte-
emergencies:
nance schedules for all systems
• Identify all critical operations,
and equipment.
including:
xUtilities including electric
power, gas, water, hydraulics,
compressed air, municipal and
internal sewer systems, waste-
water treatment services
xSecurity and alarm systems,
elevators, lighting, life support
systems, heating, ventilation
and air conditioning systems,
electrical distribution system.
xManufacturing equipment,
pollution control equipment
xCommunication systems, both
data and voice computer net-
works
xTransportation systems
including air, highway, rail-
road and waterway
• Determine the impact of
service disruption.
• Ensure that key safety and
maintenance personnel are
thoroughly familiar with all
building systems.
PAGE 65
SECTION
4
I N F O R M AT I O N S O U R C E S
This section provides information sources:
• Additional Readings from FEMA
• Ready-to-Print Brochures
• Emergency Management Offices
ADDITIONAL READINGS FROM FEMA. The following
SOURCES
publications can be obtained from FEMA by writing to: FEMA, Publications, P.O.
ADDITIONAL
Box 2012, Jessup, MD 20794-2012.
READINGS
FROM FEMA
• Building Performance:
Hurricane Andrew in Florida
(FIA 22) — Technical guid-
ance for enhancing the perfor-
mance of buildings in hurri-
canes.
• Building Performance:
Hurricane Iniki in Hawaii
• Principal Threats Facing
(FIA 23) — Technical guid-
Communities and Local
ance for reducing hurricane and
Emergency Management
flood damage.
Coordinators (FEMA 191) —
• Answers to Questions About
Statistics and analyses of natur-
Substantially Damaged
al disasters and man-made
Buildings (FEMA 213) —
threats in the U.S.
Information about regulations
• Floodproofing Non-Residential
and policies of the National
Structures (FEMA 102) —
Flood Insurance Program
Technical information for
regarding substantially damaged
building owners, designers and
buildings (25 pages).
contractors on floodproofing
• Design Guidelines for Flood
techniques (200 pages).
Damage Reduction (FEMA 15)
• Non-Residential Flood-
— A study on land use, water-
proofing — Requirements and
shed management, design and
Certification for Buildings
construction practices in flood-
Located in Flood Hazard Areas
prone areas.
in Accordance with the
• Comprehensive Earthquake
National Flood Insurance
Preparedness Planning
Program (FIA-TB-3) —
Guidelines: Corporate (FEMA
Planning and engineering con-
71) — Earthquake planning
siderations for floodproofing
guidance for corporate safety
new commercial buildings.
officers and managers.
PAGE 69
READY-TO-PRINT BROCHURE MECHANICALS FOR
SOURCES
YOUR EMPLOYEE SAFETY PROGRAM. You can provide
READY-TO-PRINT
your employees and customers with life-saving information from FEMA and the
BROCHURES
American Red Cross. Available at no charge is ready-to-print artwork for a
series of brochures on disaster preparedness and family safety.
Select any of the brochures
• Your Family Disaster Supplies
below, and you’ll receive camera-
Kit — A checklist of emergency
ready materials, printing instruc-
supplies for the home and car.
tions and ideas for adding your
• Helping Children Cope With
own logo or sponsor message.
Disaster — Practical advice on
Write to: Camera-ready Requests,
how to help children deal with
Community & Family Preparedness
the stress of disaster.
Program, 500 C Street, SW
Washington, DC 20472.
• Your Family Disaster Plan —
A 4-step plan for individuals
and families on how to prepare
for any type of disaster.
• Emergency Preparedness
Checklist — An action check-
list on home safety, evacuation
and disaster preparedness.
PAGE 71
EMERGENCY MANAGEMENT OFFICES
SOURCES
EMERGENCY
MANAGEMENT
OFFICES
FEMA Headquarters
State Emergency
Federal Emergency
Management Agencies
Management Agency, 500 C
(FEMA region numbers are in
Street, SW, Washington, DC
parentheses.)
20472, (202)646-2500.
Alabama (4)
Alabama Emergency Management
FEMA Regional
Agency
Offices
5898 S. County Rd.41 Drawer 2160
• Region 1: Boston
Clanton, AL 35045-5160
(617)223-9540
(205)280-2201
• Region 2: New York
Alaska (10)
Department of Military &
(212)225-7209
Veteran Affairs
• Region 3: Philadelphia
P.O. Box 5750
(215)931-5500
Camp Denali, AK 99595-5750
(907)428-7000
• Region 4: Atlanta
(404)853-4200
Arizona (9)
• Region 5: Chicago
Arizona Division of Emergency
(312)408-5500
Services
• Region 6: Denton, TX
National Guard Bldg.
(817)898-5104
5636 E. McDowell Rd.
Phoenix, AZ 85008
• Region 7: Kansas City, MO
(602)231-6245
(816)283-7061
Arkansas (6)
• Region 8: Denver
Office of Emergency Services
(303)235-1813
P.O. Box 758
• Region 9: San Francisco
Conway, AR 72032
(501)321-5601
(415)923-7100
California (9)
• Region 10: Bothell, WA
Office of Emergency Services
(206)487-4604
2800 Meadowview Rd.
Sacramento, CA 95823
(916)262-1816
PAGE 73
Colorado (8)
Indiana (5)
Colorado Office of Emergency
Indiana Emergency Management
Management
Agency
Camp George West
State Office Bldg., Room E-208
Golden, CO 80401
302 W. Washington St.
(303)273-1622
Indianapolis, IN 46204
(317)232-3980
Connecticut (1)
Connecticut Office of Emergency
Iowa (7)
Management
Iowa Emergency Management
360 Broad St.
Division
Hartford, CT 06105
Hoover State Office Bldg.
(203)566-3180
Level A, Room 29
Des Moines, IA 50319
Delaware (3)
(515)281-3231
Division of Emergency Planning
and Operations
Kansas (7)
P.O. Box 527
Division of Emergency Preparedness
Delaware City, DE 19706
2800 S.W. Topeka Blvd
(302) 326-6000
T o p e k a , K S 6 6 6 1 1 - 1 4 0 1
District of Columbia (3)
(913)274-1401
Office of Emergency Preparedness
200 14th St., NW, 8th Floor
Kentucky (4)
Washington, DC 20009
Kentucky Disaster and Emergency
(202)727-3159
Services
100 Minutemen Pkwy
Florida (4)
Frankfort, KY 40601-6168
Division of Emergency
(502)564-8682
Management
2555 Shumar Oak Blvd.
Louisiana (6)
Tallahassee, FL 32399-2100
Office of Emergency Preparedness
(904)413-9969
Department of Public Safety
LA Military Dept.
Georgia (4)
P.O. Box 44217
Georgia Emergency Management
Capitol Station
Agency
Baton Rouge, LA 70804
P.O. Box 18055
(504)342-5470
Atlanta, GA 30316-0055
(404)635-7001
Maine (1)
Maine Emergency Management
Hawaii (9)
Agency
State Civil Defense
72 State House Station
3949 Diamond Head Rd.
Augusta, ME 04333-0072
Honolulu, HI 96816-4495
(207)287-4080
(808)733-4300
Maryland (3)
Idaho (10)
Maryland Emergency
Bureau of Disaster Services
Management and Civil Defense
650 W. State St.
Agency
Boise, ID 83720
Two Sudbrook Ln., East
(208)334-2336
Pikesville, MD 21208
Illinois (5)
(410)486-4422
Illinois Emergency Management
Agency
110 E. Adams St.
Springfield, IL 62706
(217)782-2700
PAGE 74
Massachusetts (1)
New Hampshire (1)
Massachusetts Emergency
Governor’s Office of Emergency
Management Agency
Management
P.O. Box 1496
State Office Park South
Framingham, MA 01701-0317
107 Pleasant St.
(508)820-2000
Concord, NH 03301-3809
(603)271-2231
Michigan (5)
Emergency Management Division
New Jersey (2)
Michigan State Police
Office of Emergency Management
300 S. Washington Sq.
P.O. Box 7068
Suite 300
W. Trenton, NJ 08628-0068
Lansing, MI 48913
(609)538-6050
(517)366-6198
New Mexico (6)
Minnesota (5)
Emergency Planning and
Division of Emergency Services
Coordination
Department of Public Safety
Department of Public Safety
State Capitol, B-5
4491 Cerrillos Rd.
St. Paul, MN 55155
P.O. Box 1628
(612)296-0450
Santa Fe, NM 87504-1628
(505)827-9222
Mississippi (4)
Mississippi Emergency
New York (2)
Management Agency
State Emergency Management
P.O. Box 4501, Fondren Station
Office
Jackson, MS 39296
Bldg. #22, Suite 101
(601)352-9100
Albany, NY 12226-2251
Missouri (7)
(518)457-2222
State Emergency Management
Agency
North Carolina
P.O. Box 116
Division of Emergency
Jefferson City, MO 65102
Management
(573)526-9101
116 West Jones St.
Raleigh, NC 27603-1335
Montana (8)
(919)733-5406
Emergency Management
Specialist
North Dakota (8)
Disaster and Emergency Services
North Dakota Division of
P.O. Box 4789
Emergency Management
Helena, MT 59604-4789
P.O. Box 5511
(406)444-6911
Bismarck, ND 58502-5511
(701) 328-3300
Nebraska
Nebraska Civil Defense Agency
Ohio (5)
National Guard Center
Ohio Emergency Management
1300 Military Road
Agency
Lincoln, NE 68508-1090
2825 W. Dublin Granville Rd.
(402)471-7410
Columbus, OH 43235-2206
(614)889-7150
Nevada (9)
Nevada Division of Emergency
Oklahoma (6)
Services
Oklahoma Civil Defense
2525 S. Carson St.
P.O. Box 53365
Carson City, NV 89710
Oklahoma City, OK 73152-3365
(702) 687-4240
(405)521-2481
PAGE 75
Oregon (10)
Utah (8)
Emergency Management Division
Division of Comprehensive
Oregon State Executive
Emergency Management
Department
Sate Office Bldg., Room 1110
595 Cottage St., NE
Salt Lake City, UT 84114
Salem, OR 97310
(801)538-3400
(503)378-2911
Vermont (1)
Pennsylvania (3)
Vermont Emergency Management
Pennsylvania Emergency
Agency
Management Agency
Dept. of Public Safety
P.O. Box 3321
Waterbury State Complex
Harrisburg, PA 17105-3321
103 S. Main St.
(717) 651-2007
Waterbury, VT 05671-2101
(802)244-8271
Puerto Rico (2)
State Civil Defense
Virgin Islands (2)
Commonwealth of Puerto Rico
Territorial Emergency Management
P.O. Box 5127
Agency
San Juan, PR 00906
A & Q Building # 2c Estate Content
(809)724-0124
St Thomas, VI 00820
(809)773-2244
Rhode Island (1)
Rhode Island Emergency
Virginia (3)
Management Agency
Department of Emergency
675 New London Avenue
Services
Cranston, RI 02920
P.O. Box 40955
(401) 946-9996
Richmond, VA 23225-6491
(804)674-2497
South Carolina (4)
South Carolina Emergency
Washington (10)
Management Division
Division of Emergency
1429 Senate St., Rutledge Bldg.
Management
Columbia, SC 29201-3782
4220 E. Martin Way, MS-PT 11
(803)734-8020
Olympia, WA 98504-0955
(360) 923-4505
South Dakota (8)
Division of Emergency and
West Virginia (3)
Disaster Services
West Virginia Office of
State Capitol, 500 East Capitol
Emergency Services
Pierre, SD 57501
State Capitol Complex
(605)773-3231
Room EB80
Charleston, WV 25305-0360
Tennessee (4)
(304)558-5380
Tennessee Emergency
Management Agency
Wisconsin (5)
3041 Sidco Dr. P.O. 41502
Division of Emergency
Nashville, TN 37204-1502
Government
(615)741-6528
2400 Wright St. P.O. Box 7865
Madison, WI 53707
Texas (6)
(608) 242-3232
Division of Emergency
Management
Wyoming (8)
P.O. Box 4087
Wyoming Emergency
Austin, TX 78773-0001
Management Agency
(512)424-2000
P.O. Box 1709
Cheyenne, WY 82003
(307)777-7566
PAGE 76
T
otal
Strong
Resources
External
Resources
51
eak
W
Internal
Resources
Resources
Impact
Business
Low Impact
Property
Impact
51
Human
Impact
The lower the score the better
High Impact
ulnerability Analysis Chart
V
Low
51
Probability
High
TYPE OF EMERGENCY
December
November
October
September
August
July
June
May
April
March
raining Drills and Exercises
T
February
January
DRILL
TION
DRILL
DRILLS
EMPLOYEE
ACUA
EXERCISE
FULL-SCALE
TION/REVIEW
TION/REVIEW
CONTRACTOR
TION/REVIEW
TION/REVIEW
FUNCTIONAL
EV
MANAGEMENT
A
A
A
A
MANAGEMENT
ALK-THROUGH
RESPONSE TEAM
W
COMMUNITY/MEDIA
T
ABLETOP EXERCISE
T
ABLETOP EXERCISE
ORIENT
ORIENT
ORIENT
ORIENT
