In your company EMERGENCY RESPONSE PLAN, did you do a vulnerability assessment of you written plan?

Since major emergencies are rare events, knowledge of both technological (chemical or physical) and natural hazards can be broadened by consulting with fire departments, insurance companies, engineering consultants, and government departments.

Besides the major benefit of providing guidance during an emergency, developing the plan has other advantages. You may discover unrecognized hazardous conditions that would aggravate an emergency situation and you can work to eliminate them. The planning process may bring to light deficiencies, such as the lack of resources (equipment, trained personnel, supplies), or items that can be rectified before an emergency occurs. In addition an emergency plan promotes safety awareness and shows the organization's commitment to the safety of workers.

The lack of an emergency plan could lead to severe losses such as multiple casualties and possible financial collapse of the organization.

An attitude of "it can't happen here" may be present. People may not be willing to take the time and effort to examine the problem. However, emergency planning is an important part of company operation.

Since emergencies will occur, preplanning is necessary. An urgent need for rapid decisions, shortage of time, and lack of resources and trained personnel can lead to chaos during an emergency. Time and circumstances in an emergency mean that normal channels of authority and communication cannot be relied upon to function routinely. The stress of the situation can lead to poor judgment resulting in severe losses.

What is the overall objective of the plan?

An emergency plan specifies procedures for handling sudden or unexpected situations. The objective is to be prepared to:

• Prevent fatalities and injuries.
• Reduce damage to buildings, stock, and equipment.
• Protect the environment and the community.
• Accelerate the resumption of normal operations.

Development of the plan begins with a vulnerability assessment. The results of the study will show:

• How likely a situation is to occur.
• What means are available to stop or prevent the situation.
• What is necessary for a given situation.

From this analysis, appropriate emergency procedures can be established.

At the planning stage, it is important that several groups be asked to participate. Among these groups, the health and safety committee can provide valuable input and a means of wider worker involvement. Appropriate municipal officials should also be consulted since control may be exercised by the local government in major emergencies and additional resources may be available. Communication, training and periodic drills will ensure adequate performance if the plan must be carried out.

What is a vulnerability assessment?

Although emergencies by definition are sudden events, their occurrence can be predicted with some degree of certainty. The first step is to find which hazards pose a threat to any specific enterprise.

When a list of hazards is made, records of past incidents and occupational experience are not the only sources of valuable information. Since major emergencies are rare events, knowledge of both technological (chemical or physical) and natural hazards can be broadened by consulting with fire departments, insurance companies, engineering consultants, and government departments.

What are technological and natural hazards?

Examples of technological hazards are:

• Fire.
• Explosion.
• Building collapse.
• Major structural failure.
• Spills of flammable liquids.
• Accidental release of toxic substances.
• Deliberate release of hazardous biological agents, or toxic chemicals.
• Other terrorist activities.
• Exposure to ionizing radiation.
• Loss of electrical power.
• Loss of water supply.
• Loss of communications.

Areas where flammables, explosives, or chemicals are used or stored should be considered as the most likely place for a technological hazard emergency to occur.

The risk from natural hazards is not the same across Canada but the list would include:

• Floods.
• Earthquakes.
• Tornadoes.
• Other severe wind storms.
• Snow or ice storms.
• Severe extremes in temperature (cold or hot).
• Pandemic diseases like influenza.

The possibility of one event triggering others must be considered. An explosion may start a fire and cause structural failure while an earthquake might initiate many of the technological events listed above.

What is the series of events or decisions that should be considered?

Having identified the hazards, the possible major impacts of each should be itemized, such as:

• Sequential events (for example, a fire after an explosion).
• Evacuation.
• Casualties.
• Damage to plant infrastructure.
• Loss of vital records/documents.
• Damage to equipment.
• Disruption of work.

Based on these events, the required actions are determined. For example:

• Declare emergency.
• Sound the alert.
• Evacuate danger zone.
• Close main shutoffs.
• Call for external aid.
• Initiate rescue operations.
• Attend to casualties.
• Fight fire.

The final consideration is a list and the location of resources needed:

• Medical supplies.
• Auxiliary communication equipment.
• Power generators.
• Respirators.
• Chemical and radiation detection equipment.
• Mobile equipment.
• Emergency protective clothing.
• Fire fighting equipment.
• Ambulance.
• Rescue equipment.
• Trained personnel.

What are the elements of the emergency plan?

The emergency plan includes:

• All possible emergencies, consequences, required actions, written procedures, and the resources available.
• Detailed lists of personnel including their home telephone numbers, their duties and responsibilities.
• Floor plans.
• Large scale maps showing evacuation routes and service conduits (such as gas and water lines).

Since a sizable document will likely result, the plan should provide staff members with written instructions about their particular emergency duties.

The following are examples of the parts of an emergency plan. These elements may not cover every situation in every workplace but serve they are provided as a general guideline when writing a workplace specific plan:

Objective

The objective is a brief summary of the purpose of the plan; that is, to reduce human injury and damage to property and environment in an emergency. It also specifies those staff members who may put the plan into action. The objective identifies clearly who these staff members are since the normal chain of command cannot always be available on short notice. At least one of them must be on the site at all times when the premises are occupied. The extent of authority of these personnel must be clearly indicated.

Organization

One individual should be appointed and trained to act as Emergency Co-ordinator as well as a "back-up" co-ordinator. However, personnel on site during an emergency are key in ensuring that prompt and efficient action is taken to minimize loss. In some cases it may be possible to recall off-duty employees to help, but the critical initial decisions usually must be made immediately.

Specific duties, responsibilities, authority, and resources must be clearly defined. Among the responsibilities that must be assigned are:

• Reporting the emergency.
• Activating the emergency plan.
• Assuming overall command.
• Establishing communication.
• Alerting staff.
• Ordering evacuation.
• Alerting external agencies.
• Confirming evacuation is complete.
• Alerting outside population of possible risk.
• Requesting external aid.
• Coordinating activities of various groups.
• Advising relatives of casualties.
• Providing medical aid.
• Ensuring emergency shut offs are closed.
• Sounding the all-clear.
• Advising media.

This list of responsibilities should be completed using the previously developed summary of countermeasures for each emergency situation. In organizations operating on reduced staff during some shifts, some personnel must assume extra responsibilities during emergencies. Sufficient alternates for each responsible position must be named to ensure that someone with authority is available onsite at all times.

External organizations that may be available to assist (with varying response times) include:

• Fire departments.
• Mobile rescue squads.
• Ambulance services.
• Police departments.
• Telephone companies.
• Hospitals.
• Utility companies.
• Industrial neighbours.
• Government agencies.

These organizations should be contacted in the planning stages to discuss each of their roles during an emergency. Mutual aid with other industrial facilities in the area should be explored.

Pre-planned coordination is necessary to avoid conflicting responsibilities. For example, the police, fire department, ambulance service, rescue squad, company fire brigade, and the first aid team may be on the scene simultaneously. A pre-determined chain of command in such a situation is required to avoid organizational difficulties. Under certain circumstances, an outside agency may assume command.

Possible problems in communication have been mentioned in several contexts. Efforts should be made to seek alternate means of communication during an emergency, especially between key personnel such as overall commander, on-scene commander, engineering, fire brigade, medical, rescue, and outside agencies. Depending on the size of the organization and physical layout of the premises, it may be advisable to plan for an emergency control centre with alternate communication facilities. All personnel with alerting or reporting responsibilities must be provided with a current list of telephone numbers and addresses of those people they may have to contact.

Procedures

Many factors determine what procedures are needed in an emergency, such as:

• Nature of emergency.
• Degree of emergency.
• Size of organization.
• Capabilities of the organization in an emergency situation.
• Immediacy of outside aid.
• Physical layout of the premises.

Common elements to be considered in all emergencies include pre-emergency preparation and provisions for alerting and evacuating staff, handling casualties, and for containing the danger.

Natural hazards, such as floods or severe storms, often provide prior warning. The plan should take advantage of such warnings with, for example, instructions on sand bagging, removal of equipment to needed locations, providing alternate sources of power, light or water, extra equipment, and relocation of personnel with special skills. Phased states of alert allow such measures to be initiated in an orderly manner.

The evacuation order is of greatest importance in alerting staff. To avoid confusion, only one type of signal should be used for the evacuation order. Commonly used for this purpose are sirens, fire bells, whistles, flashing lights, paging system announcements, or word-of-mouth in noisy environments. The all-clear signal is less important since time is not such an urgent concern.

The following are "musts":

• Identify evacuation routes, alternate means of escape, make these known to all staff; keep the routes unobstructed.
• Specify safe locations for staff to gather for head counts to ensure that everyone has left the danger zone. Assign individuals to assist employees with disabilities.
• Carry out treatment of the injured and search for the missing simultaneously with efforts to contain the emergency.
• Provide alternate sources of medical aid when normal facilities may be in the danger zone.
• Ensure the safety of all staff (and/or the general public) first, then deal with the fire or other situation.

Testing and Revision

Completing a comprehensive plan for handling emergencies is a major step toward preventing disasters. However, it is difficult to predict all of the problems that may happen unless the plan is tested. Exercises and drills may be conducted to practice all or critical portions (such as evacuation) of the plan. A thorough and immediate review after each exercise, drill, or after an actual emergency will point out areas that require improvement. Knowledge of individual responsibilities can be evaluated through paper tests or interviews.

The plan should be revised when shortcomings have become known, and should be reviewed at least annually. Changes in plant infrastructure, processes, materials used, and key personnel are occasions for updating the plan.

It should be stressed that provision must be made for the training of both individuals and teams, if they are expected to perform adequately in an emergency. An annual full-scale exercise will help in maintaining a high level of proficiency.

Having identified the hazards, the possible major impacts of each should be itemized, such as:

• Sequential events (for example, a fire after an explosion).
• Evacuation.
• Casualties.
• Damage to plant infrastructure.
• Loss of vital records/documents.
• Damage to equipment.
• Disruption of work.

Based on these events, the required actions are determined. For example:

• Declare emergency.
• Sound the alert.
• Evacuate danger zone.
• Close main shutoffs.
• Call for external aid.
• Initiate rescue operations.
• Attend to casualties.
• Fight fire.

The final consideration is a list and the location of resources needed:

• Medical supplies.
• Auxiliary communication equipment.
• Power generators.
• Respirators.
• Chemical and radiation detection equipment.
• Mobile equipment.
• Emergency protective clothing.
• Fire fighting equipment.
• Ambulance.
• Rescue equipment.
• Trained personnel.

Your Company Emergency Response Plan Document Control should cover the following and in a major or minor incident ALL TEAM MEMBERS and an MUTUAL AID staff need to know about your PLAN:

• Reviews, Revisions, and Approvals
• Content Authority: Incident and Site Commanders and the Emergency Response Team
• Approved by: Site  Manager
• Rev #
• Issue date
• Reviewed annually and after each emergency event including near misses
• Emergency Management Program Manual Distribution who got a copy and when and when was it updated or reviewed and sent out
• Definitions and Acronyms does everyone really understand the language contained in your plan
• Emergency Management Program Introduction:
• Your company work site Description
• General Description of Operations
• Site Plan Identifying
• hazardous materials storage areas,
• hazardous processes,
• other hazards,
• preparedness supplies
• evacuation routes etc.

Purpose of Emergency Management Program:

• To ensure the effective management of potential accident and emergency situations including:
• Emergency prevention
• Emergency preparedness
• Emergency response
• Disaster Recovery / Business Continuity
• Overview of Emergency Management Program is it well defined and understood by employees and contractors on your site
• Roles, Responsibilities and Authorities

Emergency Management Program Coordinator: The Incident Commander of the Emergency Response Team has overall responsibility for emergency preparedness and response and for the ERT. The EMP Coordinator has the authority to implement this program within the limits of the program budget, subject to the organization's financial approval procedures.

Emergency Management Program Committee: The EMP Committee acts as a resource for, and provides support to the EMP Coordinator. The EMP Committee consists of:

• EMP Program Coordinator
• Worksite Manager
• Finance and Asset Manager
• Public Relations Manager
• Production Manager
• Warehouse / Distribution Manager
• Maintenance Manager
• Engineering Manager
• Environmental Coordinator
• H&S Coordinator 

Refer to the EMP Committee Terms of Reference procedure for detailed responsibilities

• EMP Document Structure
• Policy
• The Emergency Management Policy establishes the overall commitment to emergency prevention, preparedness, response, and recovery
• Prevention and Preparedness
• Emergency prevention & preparedness are addressed in applicable operating procedures and in applicable training programs
• Emergency preparedness is also addressed in the Emergency Preparedness and Response Manual, associated procedures, emergency equipment inspection checklists (sprinklers, spill kits, etc.) and in the ERT Procedure, which describes ERT activities including training, drills, and meetings
• Response
• Emergency response is addressed by the Emergency Response Plan (contained in the Emergency Preparedness and Response Manual) and in related Emergency Response Procedures
• Recovery and Business Continuity
• Disaster recovery and business restoration is addressed in the Disaster Recovery Manual, which discusses:
• Disaster Recovery Team
• Backup of Critical Information
• Critical equipment list
• Critical personnel list
• Alternative equipment & facilities etc.

Emergency Management Policy 

• The Company must be committed to maintaining Emergency Prevention, Preparedness, Response, and Disaster Recovery capabilities that address all actual and potential accident and emergency situations that may be related to its operations.
• Emergency Management Program Objectives, Targets & Performance Indicators. 
• Objectives:
• To eliminate all accidents and emergencies.
• To ensure effective response to all accidents and emergencies.
• To ensure prompt business restoration and business continuity
• Emergency Management Program Communications and Reporting
• Communications during an emergency are described in the Emergency Response Plan and Procedures and include:
• Initial Alert (internal and external)
• ERT Communications Systems (radios, cell phones and satellite phones)
• Regulatory reporting
• Internal reporting
• News media communications
• Communications with immediate neighbors and the public
• Communications with employees and their families

The EMP Coordinator is responsible for reporting to the Work site Manager the status of the Emergency Management Program and associated objectives and targets and other relevant performance indicators.

Emergency Contact Lists are maintained by the Manager of Human Resources and are located in the Emergency Response Plan

• Emergency Management Program Audit
• The EMP Coordinator is responsible to arrange an annual Emergency Management Program Audit, which will include an Emergency Preparedness audit based on CAN/CSA-Z731-03 or agency requirement in your industry like the AER, or BCOGC etc
• The EMP Committee will review the results of the audit and make recommendations for corrective and preventive actions and for improvements.
• Emergency Management Program Details
• Emergency Prevention
• Emergency Prevention is the responsibility of all personnel in the workplace including contractors and visitors.
• Emergency Prevention measures are integrated into operating procedures where applicable.
• Specific emergency prevention procedures include:
• hot work permit system
• workplace inspection procedures
• preventive maintenance procedures
• hazardous material storage procedures and facilities including:
• Safe Operating Procedures for production and maintenance
• Storage & Handling of Flammable & Combustible Liquids
• Storage & Handling of Combustible Materials
• Storage & Handling of Compressed Gases & Chemicals

Emergency Preparedness:

• Identification of Potential Accidents and Emergency Situations
• Potential accidents and emergency situations are identified in various ways including:
• Annual aspects review process
• Workplace inspections such as monthly housekeeping inspection; preventive maintenance inspections; crane, fork truck, hand tool, ladder, scaffold, and ladder inspections; annual fire department inspections; annual insurance company inspections; supervisor observations; worker observations; and others
• A Hazard Registry is maintained according to the Emergency Preparedness and Response Manual
• Emergency preparedness facilities, resources, and procedures:
• Emergency preparedness facilities, resources, and procedures are defined in the Emergency Preparedness and Response Manual.
• Interface with Municipal Response Organizations
• Mutual Aid Agreements
• Emergency Response Plan and Procedure Testing and Drills
• Emergency response procedures are tested on a regular basis according to a confidential, impromptu schedule at the discretion of the Manager of Emergency Response
• Refer to the Emergency Preparedness and Response Manual for details
• Emergency Response:
• Hazard Identification and Evaluation
• Refer to the Emergency Preparedness and Response Manual for details
• Includes natural disasters and events caused by human activities

Emergency Response Plan:

• Refer to the Emergency Preparedness and Response Manual for details
• Emergency Response Procedures
• Refer to the Emergency Preparedness and Response Manual.
• Disaster Recovery
• Administration
• Training
• Training includes:
• Employee awareness
• Employee response
• ERT response
• Contractors
• Training Drills
• Refer to the Emergency Preparedness and Response Manual for details
• Records
• Forms and Checklists

Emergency Preparedness and Response Manual

• Document Control
• Reviews, Revisions, and Approvals
• Content Authority: Incident Commander of the Emergency Response Team
• Approved by: Work site Manager
• Rev #
• Issue date
• Reviewed annually and after each emergency event including near misses
• Emergency Preparedness and Response Manual Distribution
• Emergency Preparedness
• Definitions and Acronyms
• Hazard Registry
• Emergency preparedness facilities, resources, and procedures include:
• Spill Kits & Supplies
• Alarms Systems
• Description of Alarms
• Inspection, Testing & Maintenance of Alarm Systems
• Sprinklers and Fire Suppression Systems
• Description of Fire Suppression Systems
• Inspection, Testing & Maintenance of Sprinklers
• Inspection, Testing & Maintenance of CO 2 Systems
• Emergency Response Team
• Emergency Training and Drills

Training

• As defined in the emergency preparedness & response training matrix
• Emergency Response Training
• Emergency Awareness Training
• Exercises and Drills
• Evacuation Drills
• Table Top Exercises
• CPR, Defibrillator, and other drills
• Synthetic Exercises
• Operational Exercises (Communications, Major – full scale exercises
• Equipment Inspection and Maintenance
• Emergency response equipment and supplies as defined in the equipment and supplies master list
• Communication Systems
• Interface with Municipal Response Organizations
• Mutual Aid Agreements
• Emergency Response Plan and Procedure Testing and Drills
• Emergency response procedures are tested on a regular basis according to a confidential, impromptu schedule at the discretion of the Manager of Emergency Response
• Critical Public Education and Information

Emergency Response Plan:

In standards like but not limited to CSA Z731-03 if notes and defines exactly what must happen at the scene of the emergency. These steps are controlled by the Incident Commander.

• Definitions and Acronyms
• Emergency Response
• Alarm initiated:
• An emergency may be annunciated by:
• activating any fire alarm pull station, which are located at each exit (this will initiate a your company worksite-wide evacuation and a response from the fire department)
• verbally calling for help
• Situation Assessment and Initial Response:
• The ERT Incident Commander is dispatched to all accidents and emergency situations

The ERT Incident Commander assesses the situation and determines a situation specific action plan by initiating the appropriate emergency response procedures for the situation such as:

• Evacuation
• Spill and Release Response
• Fire Response
• Medical Response
• Confined Space Rescue Response
• Severe Weather Response
• Bomb Threat Response
• Vehicle Accident Response
• Other Response
• ERT Incident Commander mobilizes the ERT and any other resources required including external resources
• The ERT Incident Commander completes required notification and reporting or delegates the duties as required to the Environmental Coordinator and / or H&S Coordinator.
• The Worksite Manager is responsible for communications with corporate offices.
• Incident Management
• Incident Command Centre
• The ERT Incident Commander establishes an incident command centre at a safe location near the scene of the event.
• Emergency Operations Centre
• If the situation requires, the Emergency Operations Centre is implemented
• Incident Commander
• The ERT Incident Commander assigns an Incident Commander, who will manage the response in cooperation with the ERT Incident Commander
• The ERT Incident Commander will support the Incident Commander and liaise with the Emergency Operations Centre and top management as required.
• Site Safety and Security
• Communication and Reporting
• General
• The ERT Incident Commander will complete all reporting as defined in associated procedures.
• Emergency Contact List
• Public Communications
• Notification and Reporting
• The ERT Incident Commander will review all emergency responses and determine if emergency plans and procedures require revision
• Restoring Normal Business Operations:
• Damage Assessment
• Declaring the End of the Emergency
• General
• the ERT Incident Commander will determine when the emergency situation has been mitigated and will declare a return to work order.
• the ERT Incident Commander is responsible to ensure that all environmental damage has been mitigated
• the Worksite Manager is responsible for declaring that all phases of an emergency situation have been completely managed including restoration and claims management based on input from the Emergency Program Committee
• Review and Debriefing
• The ERT Incident Commander is responsible to ensure that emergency events and near misses are reviewed
• Critical Incident Stress Management
• Claims Management
• The Finance and Asset Manager works with the Emergency Program Committee to ensure insurance and other claims are managed.

References:

• Response Procedures (and work instructions)
• Reporting procedures
• Inspection and maintenance procedures Etc.
• Records

Response procedures will include a variety of procedures that can be combined to respond to different situations. They will include procedures such as:

• Evacuation
• Spill Response
• Oil skimmer deployment work instruction
• Containment boom deployment work instruction
• Acid neutralization work instruction
• Etc.
• Fire Response
• Foam cannon field maintenance
• Etc.
• Medical Response
• Bomb Threat
• Flood Response
• Severe Weather Response
• Workplace Violence Response
• Etc. - as appropriate for the organization

 The term “procedure” is used to mean a document that addresses a broader subject matter with a more general level of detail. The term “work instruction” is used to mean a document that addresses a more specific (narrower) task in complete detail – step by step. Many procedures will be supported by one or more work instructions that provide more detail where required on the topics discussed in the procedure – this approach makes the procedures easier to follow by keeping the detail that not everyone needs to know separated.

Guidelines are less prescriptive than procedures and work instructions – they give “boundaries” or conditions that must be met and the results that must be achieved, but they do not totally limit the methods that may be used to achieve those results. This list is not in any particular order. It is intended to emphasize that a Spill Procedure cannot possibly cover all the information that is needed to respond to a spill.

Procedures, work instructions, documents and sources of information that may be required to respond to a Spill to the River of flammable product during ship loading:

1. Records of quantities on board the ship or in the tank that is feeding the ship
2. Spill Response Procedure
3. Fire Response Procedures
4. Notification procedure(s)
5. Communication Procedures (including radio frequency requirements, etc.)
6. Checklists for any of the procedures / work instructions noted in this list
7. Decontamination Work Instruction
8. Site security procedures (including security clearance requirements for responders)
9. All Provincial or State OH&S Procedures and Work Instructions (e.g. heat or cold stress, ergonomics, critical stress management, etc.)
10. Boat and Motor Operating Work Instruction
11. Floating Boom Deployment Work Instruction
12. Floating Skimmer Operation and Field Maintenance Work Instruction
13. Pump Operation and Field Maintenance Work Instruction
14. Portable Generator / Compressor Operation and Field Maintenance Work Instruction
15. Waste disposal Work Instruction
16. Ministry of Environment Waste Classification Work Instruction
17. Ministry of Natural Resources maps, water levels information, river flow and current information
18. Weather information including wind directions and speeds
19. Dispersion Models
20. Public Protection (scene security) Work Instruction
21. Ship Evacuation Procedure
22. Community Evacuation Procedures (including shelters and food, water, medical needs)
23. Community Drinking Water Supply Response Procedure
24. Chemical Compatibility Guidelines (P.P.E., Pumps, hoses, waste containers)
25. Respirator Selection Guidelines
26. SCBA Fill Work Instruction
27. MSDS's now SDS ( Safety Data Sheets) based upon the new GHS system
28. Fish and Wildlife management guidelines
29. SCUBA Diving Work Instruction (repairs?)
30. Water Safety Work Instruction
31. Water Rescue Work Instruction
32. Confined Space Entry Work Instruction
33. Water Sampling and Analysis Work Instruction
34. Mutual Aid Procedures
35. News Media Procedures
36. Public Communication Procedures
37. Contact List
38. ICC procedure & checklists
39. EOC procedure & checklists
40. Debriefing Work Instruction
41. Safety Briefing Work Instruction
42. Site Orientation Work Instruction
43. ERG 2016
44. Training records for responders to ensure assignments are appropriate (i.e. who has confined space entry training.
45. NFPA Guidelines (e.g. for application of fire suppressant)
46. Dispersion Models
47. Helicopter Work Instruction
48. Vacuum Truck Procedures
49. Worker Compensation Procedures
50. TDG and WHMIS 2015/GHS information