| Most large corporations recognize the benefits to | | | | describe what must be done to respond to |
| emergency preparedness to protect their people | | | | industrial accidents and prevent further damage. |
| and property in the case of an industrial | | | | These step-by-step outlines should be developed |
| emergency. They don't want to lose important | | | | for any conceivable problem (such as flooding, |
| business by allowing interruptions in production and | | | | fires and explosions, natural disasters, structural |
| operations due to an industrial emergency. | | | | damages, etc.). |
| Effective emergency preparedness planning helps | | | | The team must ensure that the emergency |
| them identify potential hazards and conditions that | | | | preparedness plan include back-ups for major |
| might not have been recognized in the absence of | | | | systems that must continue to operate in spite of |
| planning and preparation. Industrial emergencies | | | | an industrial emergency. It is important to assure |
| are not only costly. They can be deadly. | | | | that alternate power sources are available and |
| A good emergency preparedness procedure will | | | | that there are alternatives for staffing that will |
| assure vulnerabilities are exposed and addressed. | | | | protect health and safety while operations |
| Just a few examples of the many possible | | | | continue. |
| vulnerabilities that could create or exacerbate an | | | | The plan should include steps to protect and retain |
| industrial emergency include inadequate | | | | important company records, and the team should |
| maintenance of or outdated equipment, insufficient | | | | identify any and all training necessary to prepare |
| training for personnel, inappropriate supplies, or | | | | staff to respond. |
| poor facility design. | | | | Finally, the plan should address emergency |
| By developing a comprehensive emergency | | | | shut-down and re-start procedures should it |
| preparedness plan, corporations can correct | | | | become necessary to suspend operations during |
| potential problems before an industrial emergency | | | | the industrial emergency. |
| occurs. Such planning can prevent losses of life | | | | The team will then present their |
| and property and can protect the corporation | | | | recommendations to management and most likely |
| from financial collapse. | | | | to staff as well. After a process of review and |
| Companies that follow these basic steps will be | | | | revision, the final emergency preparedness plan |
| more likely to prevent or survive an industrial | | | | will be adopted and put in place. |
| emergency. | | | | Emergency Preparedness Plan Implementation |
| The Emergency Preparedness Team | | | | After the plan is approved and adopted, it must |
| The company should set up a solid planning team | | | | be put in operation. Facility alterations, equipment |
| that includes both managers and staff with the | | | | configurations and replacements, emergency |
| appropriate set of skills and experience to conduct | | | | supply procurements, and a staff training program |
| the emergency preparedness process. | | | | will be undertaken. |
| The team should establish a schedule, assign roles | | | | Implementation should include establishing an |
| and responsibilities, and encourage wide | | | | emergency operations center and a way to |
| participation in the process to assure buy-in and | | | | ensure communications with state and local |
| participation at all levels in the event of an | | | | agencies that may be involved. |
| industrial emergency. | | | | When these efforts are complete, the company |
| The Emergency Preparedness Assessment | | | | should be in a position to address any potential |
| The first step in constructing an effective | | | | industrial emergency. |
| emergency preparedness plan is to assess | | | | If an industrial emergency does occur, the team |
| current conditions and capabilities, including | | | | will be responsible for assessing response |
| documenting the organization's current | | | | effectiveness after the fact and then making |
| preparedness assets (for example, describe what | | | | necessary modifications in the existing plan. |
| the company has available today to address | | | | The company should not hesitate to modify |
| power failures and how it handles them when | | | | current operating procedures to include health and |
| they occur). A complete inventory of equipment, | | | | safety measures that become part of the daily |
| supplies, and personnel would be included, as would | | | | routine. |
| a review of the facilities involved. | | | | After an industrial emergency, the corporation will |
| Emergency preparedness for an industrial | | | | have to assess damages and undertake needed |
| emergency should also involve communications | | | | repairs and reparations. Depending on the nature |
| with local emergency managers in the community, | | | | of the industry, community involvement and |
| such as floodplain oversight agencies, fire and | | | | participation may be necessary, and the company |
| police departments, and environmental agencies. | | | | should be prepared to work with community |
| This makes it easier to assess the possible impact | | | | leaders and affected citizens who may have been |
| of industrial emergencies on the community and | | | | impacted by the emergency. If the emergency |
| to arrange for immediate and cooperative | | | | preparedness plan has been successful, the |
| responses on the part of emergency responders. | | | | company's prompt, capable response should |
| Having gathered exhaustive information about the | | | | reassure the community that, despite the |
| facility, staff, and established procedures, the | | | | potential for industrial emergencies, the industry is |
| team will then develop a step-by-step outline to | | | | an asset to the community. |