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Occupational Health and Safety Practitioner

Learning Guide

UNIT BSBOHS405B CONTRIBUTE TO THE IMPLEMENTATION

OF EMERGENCY PROCEDURES

January 2009

®

BSBOHS405B – CONTRIBUTE TO THE IMPLEMENTATION OF EMERGENCY PROCEDURES

Government of Western Australia Department of Commerce

Published by WorkSafe, PO Box 294, WEST PERTH WA 6872. Tel: Toll Free 1300 307 877. Email: [email protected]

Author: Combined Team Services, 92 King Road, Bunbury WA 6230, Australia www.ctsconsult.com.au

® www.worksafe.wa.gov.au/institute

The SafetyLine Institute material has been prepared and published as part of Western Australia’s contribution to national OHS skills development.

© 2009 State of Western Australia. All rights reserved. Details of copyright conditions are published at the SafetyLine Institute website. Before using this publication, note should be taken of the Disclaimer, which is published at the SafetyLine Institute website.

mailto:[email protected]�

http://www.worksafe.wa.gov.au/institute�


Contents

OVERVIEW.....................................................................................................................1

Assessment ...........................................................................................................2

Required readings and resources..........................................................................3

Further information ................................................................................................3

Your feedback........................................................................................................5

Glossary of terms...................................................................................................5

INTRODUCTION.............................................................................................................8

ELEMENT 1: IDENTIFY POTENTIAL EMERGENCIES..........................................14

1.1 Apply knowledge of hazards and standards to identify causes of potential emergencies ........................................................................................................15

1.2 Seek input of stakeholders ........................................................................18

1.3 Identify & liaise with appropriate specialist advisers and emergency agencies to identify causes of potential emergencies .........................................20

1.4 Develop a risk register to identify potential emergencies and their causes... ..................................................................................................................23

Case Study 1 .......................................................................................................28

Activity 1 ..............................................................................................................38

ELEMENT 2: IDENTIFY OPTIONS FOR INITIAL RESPONSE ..............................39

2.1 Categorise major types of emergencies ....................................................40

2.2 Identify actions required to contain or limit potential emergencies ............42

2.3 Identify actions required to limit the effect on personnel, property and environment .........................................................................................................43

2.4 Identify requirements for liaison with emergency agencies .......................47

2.5 Prioritise actions to be taken during emergencies.....................................48

Case Study 2 .......................................................................................................53

Activity 2 ..............................................................................................................57

ELEMENT 3: PLAN INITIAL RESPONSE PROCEDURES.....................................58

3.1 Identify resources available and required for an immediate response ......60

3.2 Check emergency equipment to ensure serviceability, accessibility, cleanliness and correct location...........................................................................61

3.3 Document actions required for a number of major types of emergency, taking account of standards, current industry practice, specialist advice ............63

3.4 Identify training needs and appropriate providers .....................................65


Case Study 3........................................................................................................70

Activity 3...............................................................................................................76

ELEMENT 4: IMPLEMENT INITIAL RESPONSE PROCEDURES .........................78

4.1 Document and display actions for initial response.....................................79

4.2 Understand & implement own role in emergency response ......................84

Case Study 4........................................................................................................86

Activity 4...............................................................................................................91

ELEMENT 5: CONTRIBUTE TO POST-EVENT ACTIVITIES .................................92

5.1 Identify & support second response phase personnel ...............................92

5.2 Make contributions to debriefing processes ..............................................95

Case Study 5........................................................................................................97

Activity 5.............................................................................................................100

ELEMENT 6: MONITOR EMERGENCY RESPONSE & ADDRESS DEFICIENCIES. .........................................................................................................101

6.1 Monitor responses to emergencies..........................................................102

6.2 Document & report results of monitoring .................................................106

6.3 Identify areas for organisational & personal improvement, and make recommendations...............................................................................................108

Case Study 6......................................................................................................114

Activity 6.............................................................................................................118

REFERENCES............................................................................................................119

ON-LINE UNIT TEST QUESTIONS ............................................................................120

INTEGRATED PROJECT ...........................................................................................121

ASSESSMENT............................................................................................................122

Assessment portfolio from learning guide ..........................................................122

Project review checklist......................................................................................124

Third party (manager/mentor) report..................................................................125

Skills Checklist ...................................................................................................130

Interview questions ............................................................................................132


JANUARY 2009 SAFETYLINE INSTITUTE PAGE 1

OVERVIEW

Welcome to the Unit of Competence BSBOHS405B – Contribute to the implementation of emergency procedures. The terms “OHS” “and “health and safety” are used in this guide even though the relevant legislation and guidance material in some jurisdictions uses “OSH”, “HS&E” and “safety and health”. Emergencies can be described as dangerous or life threatening situations requiring urgent responses to protect people, property or the environment. Many organisations have emergency response teams who bond together to ensure quality outcomes in the event of an emergency; other organisations need to rely on the ability of individuals to help them plan and implement strategies. This unit specifies the outcomes required to contribute to implementing planning and response procedures for emergencies. It addresses the underlying knowledge, processes and techniques necessary. This unit focuses on implementing procedures already developed for short-term emergency responses. It is less complex than the Diploma unit BSBOHS508 Participate in the Investigation of Incidents, which has greater scope both in the situations addressed and the timeframe for action. Contributions to the actions to control OHS risk are covered in BSBOHS404 Contribute to the Implementation of Strategies to Control OHS Risk. This unit of competence consists of six elements and 20 performance criteria, which are reflected in the format of this learning guide. Each section covers a competency element and each sub-section covers a required performance criterion. You can access a copy of the actual competency unit from the National Training Information Service at: www.ntis.gov.au

http://www.ntis.gov.au/�


PAGE 2 SAFETYLINE INSTITUTE JANUARY 2009

It is important that you read the Course Guide before commencing this learning guide, as it contains important information about learning and assessment. It is particularly important to read it if you feel you may already be able to provide evidence that you meet the performance criteria for this unit. You can access the Course Guide at: www.worksafe.wa.gov.au/institute

Assessment Assessment is the process of checking your competence to perform to the standard detailed in each element’s performance criteria. Activities at the end of each element of the learning guide are designed to enable you to collect evidence for assessment. They are also listed in the assessment section at the back of the guide. To demonstrate competence in this unit you must provide evidence of contributing to the implementation of planning and response procedures for emergencies. While there should be some access to a workplace, part of the assessment may be through simulated project activity, case studies or role play. This learning guide has been designed as a competency-based learning resource; it is designed to build your knowledge, skills and attitudes. Where possible, you should have an OHS practitioner as a mentor or coach to assist you to develop the practical skills to apply your knowledge. To be ready for assessment you will need to:

complete the activities at the end of each element;

complete the online test questions at the SafetyLine Institute for each element;

complete the Integrated Project and Summative Assessment; and

compile a supporting evidence portfolio to show you have the required knowledge and understanding, and the required skills and attributes.




When you have completed this learning guide you should contact a participating training provider, (see www.worksafe.wa.gov.au/institute ) who will, for a fee, be able to have your competency in this unit assessed by a qualified assessor and subject expert. This unit may be assessed alone or as part of an integrated assessment activity involving related units such as BSBOHS403 Identify Hazards and Assess OHS Risk and BSBOHS404 Contribute to the Implementation of Strategies to Control OHS Risk. When collecting material for your assessment portfolio, please ensure that you protect the confidentiality of colleagues, workers and other persons, and block out any sensitive information. If you have any doubts about confidentiality issues, contact the organisation concerned.

Required readings and resources The on-line Readings and Resources at the SafetyLine Institute website provides additional material to help you understand and complete the activities in this learning guide.

Further information SafetyLine Institute. Reading – Emergency Workplace

Evacuations.

Safe Work Australia (formerly ASCC). (2004c, 2004). Type of Occurrence Classification System. www.ascc.gov.au

Emergency Management Australia Act 2005.

Emergency Management Australia (Jan 2003). Critical Infrastructure Emergency Risk Management and Assurance:

Emergency Management Australia (2003). Preparing for the Unexpected.

Perisher Range Resorts, Environmental Management Systems. Emergency Preparedness and Response, Incident Investigation and Action.

Emergency Management Australia. Australian Emergency Manuals Series, Part III Emergency Management Practice Volume 3 – Guidelines, Guide 2 Community and Personal Support Services.

National OHS Strategy – 2002-2012. Safe Work Australia www.ascc.gov.au




Websites

Each OHS jurisdiction in Australia has an Internet site to allow easy access to relevant OHS legislation and information. Some useful websites for information on the implementation of planning and response procedures for emergencies include: Australia

www.worksafe.wa.gov.au − WorkSafe WA

www.safework.sa.gov.au - Safe Work South Australia

www.worksafe.vic.gov.au - WorkSafe Victorian

www.workcover.nsw.gov.au - NSW WorkCover Authority

www.dir.qld.gov.au − Queensland Workplace Health and Safety

www.wst.tas.gov.au - Workplace Standards Tasmania

www.worksafe.nt.gov.au - WorkSafe NT

www.ors.act.gov.au - ACT WorkCover

www.comcare.gov.au - Comcare

www.ascc.gov.au – Safe Work Australia

www.standards.org.au - Standards Australia

www.monash.edu.au/muarc - Monash University Accident Research Centre

www.abs.gov.au − Australian Bureau of Statistics

International www.cdc.gov/niosh/docs/chartbook − NIOSH, Epidemiology of

injuries, illness and fatalities in the US

www.osha.gov − OHSA (Occupational Safety & Health Administration), USA

www.cdc.gov − US Centre for Disease Control and Prevention

www.ccohs.ca − Canadian Centre for Occupational Health & Safety

www.hse.gov.uk − Health & Safety Executive

http://osha.europa.eu/en - European Agency for Safety and Health at Work

www.ilo.org − ILO − International Labour Organisation

www.ilo.org/dyn/cisdoc/index_htm - International Occupational Safety and Health Information Centre (CIS)

http://www.worksafe.wa.gov.au/�

http://www.safework.sa.gov.au/�

http://www.worksafe.vic.gov.au/�

http://www.workcover.nsw.gov.au/�

http://www.dir.qld.gov.au/�

http://www.wst.tas.gov.au/�

http://www.worksafe.nt.gov.au/�

http://www.ors.act.gov.au/�

http://www.comcare.gov.au/�

http://www.ascc.gov.au/�

http://www.standards.org.au/�

http://www.monash.edu.au/muarc�

http://www.abs.gov.au/�

http://www.cdc.gov/niosh/docs/chartbook�

http://www.osha.gov/�

http://www.cdc.gov/�

http://www.ccohs.ca/�

http://www.hse.gov.uk/�

http://osha.europa.eu/en�

http://www.ilo.org/�

http://www.ilo.org/dyn/cisdoc/index_htm�



Your feedback We are committed to continuous improvement. If you take the time to complete the on-line Feedback Form at the SafetyLine Institute website you will help us to maintain and improve our high standards. You can provide feedback at any time while you are completing this learning guide.

Glossary of terms The criteria for this unit of competency include understanding certain OHS terms. Developing a glossary of terms is a useful way to ensure you have the basic terminology correct. It is strongly recommended that you develop your own glossary and add to it throughout this unit and the rest of your study. Some terms relevant to this unit are defined below. Make sure that you are familiar with the Glossary of terms before going any further. When they are first used, glossary terms are indicated in the learning guide with an asterisk (*).

Agency A commercial or other organisation providing some form of service.

Assessment portfolio

A collection of valid, reliable, authentic and current evidence.

Contingency plans

Planning for the unexpected.

Emergency An unforeseen occurrence; a sudden and urgent occasion for action.

Emergency authority

Designated organisation responsible for combating and/or controlling emergency incidents.

Evacuation plan/procedures

Exact instructions on what to do when an unplanned event presents a risk to those involved.

Evacuation point

Assembly area for personnel during an emergency.



First Receivers Off-site emergency service providers, ie

Hospitals, etc.

First Responders Emergency services, ie Fire Brigade, Ambulance.

FESA

Fire and Emergency Services Authority.

Hazmat

Hazardous materials.

Medical treatment injury

Injury or condition requiring medical treatment, but no time lost from work.

Mock emergency response

A simulation of the response required to combat an emergency.

MSDS

Material Safety Data Sheet.

Qualitative data Is ‘non quantifiable’. It attempts to explain the ways people come to account for, take action and otherwise manage their day-to-day situations. With qualitative research, most analysis is done with words. Some typical methods of qualitative data sources are observation, open-ended or unstructured interviews and conversational analysis.

Quantitative data Can be measured or a number applied and variables correlated (eg through use of statistics). Some typical sources of quantitative data are injury statistics, measurements of airborne contaminants and noise surveys. Questionnaires also give quantitative results.

Recovery

The support of emergency affected communities and organisations in the reconstruction and restoration of physical infrastructure, the environment and the community, psychological and emotional wellbeing.

Risk assessment

An assessment of the chance of an event happening.

Risk management consultant

A trained and competent person with experience in risk management applications.

Risk register

A compilation of risks and their consequences.



Scenario

Outline of a general situation; a plan to be followed or observed.

Systemic An overarching approach to safety that is embedded within the organisation’s business plan, mission and vision statements. Relating to the way of organising and planning organisational systems that relate and interact with each other.

Systematic Relating to the method used in carrying out tasks associated with systems using a planned methodical and orderly procedure.

Stakeholders Those people or organisations who may be affected by, or perceive themselves to be affected by, an activity or decision. In workplace OHS, stakeholders include:

managers;

supervisors;

health and safety and other employee representatives;

OHS committees;

employees and contractors; and

the community.

Standards

A collection of data that is referred to as having a level of quality which is regarded as best practice.

Wardens

Someone charged with the care and supervision of a specific area during an emergency.



INTRODUCTION

Special instructions When completing the activities in this guide, you should clearly reference your work with full citations for any quotes or references, and include a list of all materials that provided background material for completion of the activity. Please read this unit in its entirety before commencing work on the activities, as some information links closely to other elements and you may find it easier to work with a number of activities. Activities may require extensive research and documentation. Your assessor will ensure you have gathered an appropriate amount of information for each activity.

Required knowledge and understanding In this learning guide, the activities at the end of each element aim to consolidate your learning. However, you will also need to acquire and demonstrate the necessary knowledge and understanding of associated workplace requirements. Therefore, you should include any relevant notes and supporting evidence in your assessment portfolio* and ensure that you can demonstrate knowledge of the following.

The legislative requirements, codes of practice, standards and guidance material for establishing, maintaining and implementing emergency* response procedures within the workplace. This would include defining emergencies, their levels, types and likely consequences together with the management of preparedness, prevention, response and recovery* and consultation with outside agencies.

Emergency response requirements including philosophies for emergencies, the structure of emergency responses and methods of providing evidence of effective management addressing compliance with OHS legislation.



How the characteristics and composition of the workforce can impact on risk and a systematic* approach; for example, contract workers, shift rosters and workers with special needs.

The role, responsibility and authority of emergency services personnel.

The principles of building compartmentation; identification and role of smoke and fire doors.

Emergency alerting systems and the signals and instructions for them in a workplace context.

Emergency response processes typically used in workplaces, including roles and responsibilities.

The priorities and limitations of workplace response to emergencies.

The situations when an evacuation is required and when evacuation is inappropriate and when procedure may need to be modified to suit particular situations.

The principles and priorities for evacuation, including checking and accounting procedures.

The circumstances and actions that may block, damage or inhibit the function or use of emergency equipment.

The needs of emergency response agencies at the time of reporting an emergency and during their arrival and management of the event; and the principles of effective liaison with emergency services personnel including ensuring that there is no interference or hindrance to their action.

The method of use, including hazards and limitations, of relevant emergency equipment, including communications equipment.

Hazards arising from evacuation, and the precautions to be taken during an emergency.

Powers of safety representatives and other authorised OHS personnel to cease work immediately if an immediate danger to OHS exists.

Know the locations of emergency procedures, equipment and evacuation assembly areas.



As you work through the activities, include in your assessment portfolio relevant reports and memos and evidence of documents accessed, downloaded or collected. Remember to clearly reference your work with full citations for any quotes or references and include a list of all materials that provided background material for completion of an activity.

Required skills and attributes You need to show you have the necessary skills and attributes for this unit. To do this, you should include in your assessment portfolio as much evidence as possible to show you have:

culturally appropriate communication skills to relate to people from diverse backgrounds and people with diverse abilities across all levels of an organisation;

interpersonal skills to issue instructions in an authoritative manner during unusual circumstances;

literacy skills to prepare reports for a range of target groups;

observation skills to evaluate the impact that characteristics and composition of the workforce have on managing OHS;

organisational and time management skills to sequence tasks and meet timelines;

research and data analysis skills to assess resources required to systematically manage OHS and to analyse relevant workplace information and data;

research and data analysis skills to evaluate interactions between employees, their activities, equipment, environment and work systems; and

technology skills to access internal and external OHS data.



Emergency Response Planning (ERP) Before beginning to study this unit of competency, it is important to ask the question – why have emergency procedures? The answer to this question is to:

minimise the risk of injury or threat to people, property and the environment;

provide a systematic approach that identifies potential emergencies;

provide for effective coordination and management of emergency operations that reduce or minimise the potential for injury or impact on personnel, facilities and the environment; and

meet legal compliance.

Emergencies can take the form of:

serious injury or illness to an individual or a group of people;

vehicle collisions, rollovers and explosions;

people trapped in confined spaces;

people trapped at heights;

cave-ins and entrapment;

earthquakes;

floods or inrush of water;

failure of dam walls;

explosions of dust;

spillage of dangerous chemicals or other hazardous substances;

emergencies requiring evacuation;

fires and explosions;

bomb threats;

security emergencies such as armed robberies, intruders and disturbed persons; or

sabotage and/or terrorist threat.



It is generally accepted that emergency preparedness and response should be characterised by measurable goals, with efforts to identify key gaps between those goals and current capabilities. There should be a clear plan for closing those gaps and, once that has been achieved, for sustaining desired levels of preparedness and response capability and performance. The basic goal of emergency preparedness is the ability to respond swiftly with well-planned, well-coordinated and effective actions that save lives and property, mitigate the broader effects of a given emergency and set the stage for a quick, effective recovery. Therefore, implementation must include:

procedures to provide the most effective actions;

consideration of the competence of all stakeholders involved and their roles in the Emergency Response Plan; and

methodologies to highlight why certain actions must be taken in dangerous circumstances.

Implementation should aim to:

reduce the level of risk to lives, property and the environment;

control any incident and reduce its impact on the workplace; and

provide the basis for the training of all people who could be involved in an emergency at the workplace.

It is essential that you familiarise yourself with regulations, codes of practice, standards and guidance material that are relevant to emergency response at your workplace, as they will play an important part in emergency response planning.



An emergency plan should address:

the range of hazards and hazardous situations that may occur;

who should be in control of the situation;

the roles of others from within the organisation;

who could be affected by the occurrences both internally and externally;

the availability of resources to respond;

the timeframes it would take to get individual parts of the response in place;

the safety and wellbeing of those involved; and

the secondary responses required to support the initial response.

Remember – you can only put into practice the emergency response plan that has been drawn up. Unplanned emergency responses have the potential to increase the scale of the initial emergency.



Element 1: IDENTIFY POTENTIAL EMERGENCIES

Emergencies can happen at anytime, in any workplace and may threaten people, property and/or the environment. Emergencies will often strike without warning, requiring well-planned responses that are timely and effective. In some instances an emergency will create additional hazards or hazards of greater magnitude. People may die or be seriously injured and property or infrastructure damage may prevent access to the workplace or prevent work from being conducted. Depending on the severity an emergency, it may bring unintended consequences for the people involved. Therefore, being able to identify potential emergencies and plan for them is something that all organisations need to do. In order to complete the first element of this unit successfully, you need to demonstrate that you have satisfied the following performance criteria: 1.1 Apply knowledge of OHS hazards and standards to identify

causes of potential emergencies. 1.2 Seek input of stakeholders in identifying potential emergencies.

1.3 Identify and liaise with appropriate specialist advisers and

emergency agencies to identify causes of potential emergencies.

1.4 Develop a risk register to identify potential emergencies and

their causes.



1.1 APPLY KNOWLEDGE OF HAZARDS AND STANDARDS TO IDENTIFY CAUSES OF POTENTIAL EMERGENCIES

In order to better identify potential emergencies, information and knowledge needs to be sourced about what hazards exist in the workplace that may contribute to a possible emergency. Hazards are anything that may cause harm or injury to a person, have an adverse impact on property or cause environmental harm. At many workplaces there are a variety of hazards, some of which may have the potential to require emergency evacuation or create an emergency. Having a thorough knowledge of which hazards may contribute to an emergency is therefore a critical component of the emergency response planning process. Relevant codes of practice, standards and guidance material should be accessed for potential hazards and to assist in determining best practice approaches in emergencies. This information is required to:

identify hazards or potential hazards within the workplace and the methods to record those hazards;

assess potential risks;

evaluate the effectiveness of hazard and risk controls and compliance to current standards;

identify areas for improvement; and

identify the potential for an emergency response.



Using the following emergency situations as examples, it is possible to identify hazards and applicable documentation that can identify best practice risk assessment and response activities.

Standards and Guidance Notes for evacuation

Possible hazards AU/NZ Standard, and/or industry documents

Muster point is not protected from potential traffic hazards.

AS3745 – Emergency control organisation and procedures for buildings, structures and workplaces.

Evacuation documentation is incomplete and out-of-date.

Guide for Emergency Evacuations at the workplace – WorkSafe WA.

No procedures in place for evacuation.

GB012 – Community safety in multi-use dwellings.

Standards applicable to fire and explosions

Possible hazards AU/NZ Standard, and/or industry documents

Fire extinguishers may be unsuitable for the purpose.

AS2444 – Portable fire extinguishers and fire blankets, Selection and location.

Potential for toxic gases to be generated if chemicals are affected by fire.

ISO19703 – Generation and analysis of toxic gases in fires. NOHSC:2017 – Storage and handling of workplace dangerous goods.

A distinction should be made between what hazards may contribute to making a potential emergency worse and what may contribute to its cause. For example, non-functioning fire extinguishers may not be the cause of a fire but they may contribute to an inability to contain a fire when it is at a controllable level.



Emergency situations can and do take many forms, and each workplace needs to be aware of what they could be and the likelihood of them happening. Possible emergencies include:

serious injury or illness;

vehicle collisions, rollovers and explosions;

people trapped in confined spaces;

people trapped at heights;

cave-ins and entrapment;

earthquakes;

floods or inrush of water;

dust explosions;

spillage of dangerous chemicals or other hazardous substances;

emergencies requiring evacuation;


bomb threats;

security emergencies including armed robberies, intruders and disturbed persons; and

sabotage and/or terrorist threat. It is important that you seek out relevant information that will help you manage any situation that may occur at your workplace. Remember that most of the documentation that you need may have already been produced by specialist agencies, other organisations and support groups across the country. Seek the input of others to help locate the information if you are unsure where to find it. Some information sources you may wish to contact are:

fire department (FESA*);

local council;

WorkSafe;

Safe Work Australia; and

State Law Publisher. Visiting the websites of the above agencies can greatly enhance your knowledge of hazardous situations and relevant standards to identify causes and actions relating to potential emergencies.



1.2 SEEK INPUT OF STAKEHOLDERS When assessing potential emergencies, it is critical to ensure that an appropriate range of stakeholders is consulted. People from both within and outside of the organisation can help to identify potential situations and the responses required.

Internal stakeholders Stakeholders within the workplace will possess valuable information regarding hazards and emergency situations. Internal stakeholders include, but are not limited to:

managers;

supervisors;

OHS representatives and other employee representatives; and

employees.

Supervisors and those in charge of the workplace Frontline managers and supervisors will have a good working knowledge of the workplace and the people they manage. Consultation with them will provide a general picture of the interaction between potential hazards, the environment and personnel that may result in an emergency response. If an emergency response is to be evaluated for all foreseeable circumstances in each work area, it is important to have an understanding of:

operational tasks;

competency levels;

reporting processes;

decision-making authority and legal obligations;

physical location; and

physical work environment.



Employees Employees are an excellent source of relevant information concerning hazards that have the potential to cause an emergency. Employees can provide a detailed picture of the circumstances and hazards directly affecting their working environment.

OHS representatives Worker-elected OHS representatives can provide an informed perspective, having received some training for their role.

External stakeholders The communities in which an organisation operates are also identified as stakeholders and need to be consulted. Emergencies at a workplace may spread to the surrounding community, and therefore local government should be made aware of potential dangers. Local government can also identify other major community stakeholders in relation to emergency response and help in ensuring potential workplace situations which may affect the community are identified and planned for. Consider, for example, gases or explosions which may affect other people and local industry. It is important for other members of the community to know:

What happens at your workplace?

What are the potential situations that may impact them?

What are the hazards they will face?

What is planned for emergency response in the community?

What are the protocols community members may need to follow in the event of an emergency?



1.3 IDENTIFY & LIAISE WITH APPROPRIATE SPECIALIST ADVISERS AND EMERGENCY AGENCIES TO IDENTIFY CAUSES OF POTENTIAL EMERGENCIES

Specialist advisers and emergency agencies should be identified and liaised with. They can assist in identifying the causes of potential emergencies. These stakeholders may be from agencies and consultancies in the local area, or alternatively may be located throughout the state, including the capital cities. Specialist advisers may include:

internal or external safety advisers;

chemical experts;

engineers;

security consultants; and

emergency response consultants.

Emergency agencies may include:

fire; police; ambulance; government departments; hazardous materials response teams (Hazmat*); and OHS authorities.

Many workplaces may not have the resources, expertise or equipment to evaluate all potential workplace emergencies. In some situations, reliance can and should be placed on outside specialist agencies and individuals who possess specific skills and knowledge and/or who have particular authority. For example, police may need to make and enforce decisions which are necessary for the wellbeing of all in a potential emergency.



Specialist agencies can supply the following support to emergency planners:

Police

Traffic hazard information

Site security protocols and arrangements

Fire Brigade

Fire and explosion hazards

Training requirements; fire fighting

Confined space expertise

Entrapment and extrication

Fire doors and their use

Building compartmentation Ambulance and hospitals

Medical emergency evacuation and hospitalisation

Availability of services and support

Training requirements; first aid State Emergency Services

Processes and procedures for evacuations

Search and rescue considerations

Integration with larger plans and schemes

Local Government

Environment, building and health information

Building Code requirements WorkSafe

Laws, codes of practice and guidance material

Environmental Protection Authority

Environmental and geographical considerations

Waterways and groundwater information

Flora and fauna Water, electricity and gas utilities

Gas supply and isolation

Water supply, access and constraints

Power outages and power isolation



Telstra

Communication and contingency requirements Indigenous Affairs

Cultural issues, cultural sites and other information Training organisations and educational institutions

Training plans and training needs analysis

Currency of training

Language and literacy Government department of water

Likelihood of flooding (ie every 10 years or 100-year)

Potential water levels Typically, the type of information collected from these agencies not only identifies particular needs but helps to build the bigger picture for planning requirements. These include but are not limited to:

conditions or events that could bring about a major incident;

the measures that need to be taken to limit the consequences;

arrangements for immediate notification of emergency services;

the content and protocols for relaying such information;

responsibilities and accountabilities of site personnel;

emergency services support;

evacuation plans;

procedures and protocols for people with special needs;

communications in an emergency;

inventory of hazardous materials;

containment procedures for spillages;

access and egress issues; and

control points and procedures for utilities, such as gas and water.

A variety of other advisers and agencies are available to offer support for emergency planning. Safety management consultants can be found in all states of Australia and there are also state and federal authorities with the responsibility for assisting in identifying the potential for an emergency response; from a community to a state level.



Because Australia has a large resource sector, it has produced a wide range of people who work within the risk management industry. It is important that you identify and liaise with appropriate specialists and emergency agencies during the consultation phase.

Communication strategies Appropriate communication strategies are required when liaising with specialists. Some strategies to ensure a positive relationship is built and maintained include ensuring:

contributions are sought from all internal and external sources in developing and refining ideas and approaches to potential emergency response issues;

interpersonal styles and methods are adjusted to meet the

organisation's social and cultural environment (contacts are treated with integrity, respect and empathy);

all employees are considered as part of the work team and

encouraged to contribute and their responses and involvement valued as part of the process (organisational policies and procedures should be supportive of this involvement); and

issues are identified, analysed and evaluated as to their

potential to cause an emergency response.

1.4 DEVELOP A RISK REGISTER TO IDENTIFY POTENTIAL EMERGENCIES AND THEIR CAUSES

As part of a systematic approach to identifying and assessing the potential for an emergency response, a register of hazards should be developed for all situations that may result in serious or catastrophic damage to people, property or the environment. The unit BSBOHS403 – Identify hazards and assess OHS risks can assist you to learn more about the subject of hazard identification and risk assessment.



A risk register*, for the emergency event/s being planned for, needs to be comprehensive, current and concise. Adequate time and resources should be allocated to collect the information required to cover all possible scenarios. The register should be updated as new situations arise to ensure it remains comprehensive and current. A risk register is a valuable tool providing the means to identify potential emergencies and their causes. Risk registers will:

identify the hazard or hazardous situation;

identify the location of that hazard;

identify a range of possible scenarios or circumstances under which the emergency may occur; and

rate or score the risk for priority action purposes.

When building a risk register for a natural disaster response, consider different possible scenarios for hazard identification purposes. Once hazards and hazardous situations have been identified, a risk matrix should be developed to determine the likelihood and consequences of an event occurring. The effective use of the matrix is important and is usually best done in consultation with others.

Risk assessment methodologies Once a hazard has been identified, the risk associated with the hazard needs to be assessed by considering the likelihood and consequences. The consequences, in the context of an emergency response, may be minor or catastrophic, requiring varying levels of emergency response which could include full site, or in some cases community, evacuation.



As new hazards are identified they need to be recorded and evaluated and risks assessed by considering:

worst case scenario – consequences and its severity; and

likelihood or probability of it happening.

Consequences

Questions that should be asked as part of the process are ‘what ifs’ such as:

What if it fell, burst or leaked?

What if a fire started?

What if it stopped working?

What if someone does that job when fatigued? More reading on the subject of risk management can be obtained from the reading, Risk Management Process. Risk register table

A risk register is normally laid out in a table format. On the following page is a suggested layout that will assist you to identify the hazards, note a number of scenarios under which an emergency response may be required and assess the risk of that emergency response occurring. One approach to identifying potential emergencies is to systematically divide your workplace and its operations into key areas and look for possible hazardous situations within each area. Division of the workplace could be made along the following lines depending on workplace operations:

whole of operations;

parts of operations;

buildings and locations;

external areas; and

departments. The following table is an example of a simple risk register. You can develop it with headings that align with your workplace.



Ref No

List of hazards and location

EmergencyCategory

Scenario or circumstance of the event requiring and emergency response.

Consequences Likelihood Risk Rating

Prepared By: Date:

Reviewed By: Date:



Competency check for Element 1 Key issues for each performance criterion in Element 1 are as follows:

1.1 Apply knowledge of OHS hazards and standards to identify causes of potential emergencies:

Ensure that sources of injury or harm can be identified.

Relevant Australian, international or industry specific standards are used as a benchmark.

1.2 Seek input of stakeholders in identifying potential emergencies:

Consult with managers, supervisors, safety representatives, committees, employees and other factions in the community.

1.3 Identify and liaise with appropriate specialist advisers and emergency agencies to identify causes of potential emergencies:

Consult with internal and external advisers in safety, chemicals, engineering, security and emergency response.

Consult with emergency agencies including police, fire, ambulance, Hazmat teams and government agencies.

1.4 Develop a risk register to identify potential emergencies and their causes:

Ensure risk registers contain a list of hazards, their locations, a range of possible scenarios under which the emergency may occur, the outcomes of risk assessment and the control measures required.

The following case study gives an example of how to identify potential emergencies. A number of case studies will be provided throughout the learning guide to demonstrate how the competency is applied in a real situation.



Case Study 1

You work for a small to medium-sized mining processing plant with 150 employees. The enterprise is involved in the chemical flotation processing of copper, copper-lead and copper-nickel minerals. You have been appointed to the emergency planning team by the organisation to identify hazards and potential emergency situations that may occur in the workplace. The team has been briefed to identify:

what hazards or hazardous situations are present that may require an emergency response;

legislative and other documentation that will help with determining response actions; and

specialist advisers and emergency agencies that can help identify the hazards and determine their extent.

In order to do this the team will:

have a knowledge of OHS hazards, standards, codes of practice and guidelines particular to the worksite and the emergency situations that may occur;

identify and liaise with internal and external stakeholders; identify and liaise with specialists and emergency agencies

regarding information and advice for response purposes; and

develop a risk register that identifies potential emergencies and their causes.

To begin with you and the team need to identify the sources of injury or harm that could happen and the most likely emergencies that could occur at the workplace. Different suggestions are offered by the team in order to build this information and they include the following:



Documentation

Gain access to documents and personnel and conduct a physical review of the site in consultation with others. Documents that are to be reviewed include:

previous hazards reports or checklists;

accident/incident investigation reports;

previous risk assessments;

Material Safety Data Sheets;

product information;

chemical/hazardous substance registers;

training records; and

procedures manual for equipment and processes.

This information needs to be checked against current activities, chemicals and procedures on the site. For example, in the case of chemical storage, use and disposal:

Is the MSDS information accurate and current (less than 12 months)?

Does the storage of chemicals meet the relevant standard or code of practice; for example, the National Code of Practice for the Control of Workplace Hazardous Substances, National Code of Practice for the Labelling of Workplace Substances, and the National Code of Practice for the Storage and Handling of Workplace Dangerous Goods?

Is there a record of previous risk assessments concerning the storage or handling of the chemical/s?



Hazard identification

You systematically divide the worksite into zones and review:

daily activities, methods of work and skill levels of those involved;

roles and responsibilities of key people;

locations of potentially dangerous substances;

locations and descriptions of hazards and hazardous situations that have occurred or may have the potential to occur;

access and egress both within the boundaries of the workplace and the interface with external road systems;

housekeeping standards; and

emergency response equipment. The focus is to identify potential emergencies and their causes. The following diagram shows the layout of the Zaardam processing plant. The areas have been colour coded in order to identify each zone that you and the team will examine. There are pre-existing measures in place for site evacuation such as Emergency Assembly Areas and these have been included on the site map.



Zaardam Industries Mining Processing Plant

Main Processing Building Zone 1

Main Chemical Tank

Fuel

Warehouse Zone 2

Office and Administration Zone 3

Car Park

Assembly Area A

Assembly Area C

Assembly Area B



In consultation with the occupational health and safety representative you arrange a walk around the site and observe and discuss with the OHS representative and other stakeholders (operators, supervisors):

work practices and procedures;

levels of training and safety awareness;

existing risk controls and their effectiveness; and

other safety concerns relating to hazards. To record the information gathered you have a hazard identification checklist ready. The checklist has headings that deal with particular aspects of the plant and includes:

emergency exits and emergency equipment (fire extinguishers, etc);

machine guarding;

housekeeping;

electrical safety;

manual handling;

hazardous substances;

sanitary facilities and drinking water;

climate and environmental conditions;

job observations such as Job Safety Analysis ;

noise and air quality; and

communication. On the following page is an example of the hazard identification checklist you will use.



EXAMPLE: Site Hazard Audit of Hazardous Substances

Zone 1 Zaardam Processing Plant

HAZARDOUS SUBSTANCES Name…………………………… Are hazardous substances being used? If so - are all hazardous substances in a tidy safe state and adequately contained and labelled according to the code of practice? Is there a current materials safety data sheet for all hazardous substances used in the workplace? Are suitable protective clothing and or gloves provided for use with hazardous materials? Where hazardous materials are used, is an emergency shower and eye wash facilities to flush chemicals from the eyes provided? Are personnel trained in or familiar with the use of and guidelines for the use of the chemical? Has the chemical been approved for use on site? If required, have emergency services notified of the chemicals use?

Y

□

□

□

□

□

□

□

N

□

□

□

□

□

□

□

NA

□

□

□

□

□

□

□

Comments



Discussion of findings

From the findings of the audit you have discovered a number of hazardous situations that may require an emergency response. These are:

heat exhaustion of operators;

training issues, including contractors on-site without inductions;

explosive levels of some gases extremely high;

poorly maintained equipment;

chemical handling hazards; and

blocked emergency exits. A list of priorities needs to be made: from the most serious and likely to the least serious and least likely that may occur. A risk assessment needs to consider each situation.

Seeking expert help

You and the other team members discuss the outcomes of your audit with supervisors, managers and OHS representatives. There is uncertainty about what should be done regarding some of these hazards and a resulting emergency and therefore you must seek some professional outside support from specialist stakeholders and emergency agencies.

Chemical handling and emergency response experts as well as the local fire and emergency services are contacted and attend meetings with the team to evaluate the information that has been gathered and inspect the site. Under their guidance, the team has conducted further audits and obtained further documentation that helps to build a better picture of the hazards and hazardous situations around the mineral processing plant.

Of particular and agreed priority with all stakeholders are the storage, use, disposal and transportation of chemicals and in particular the chemical Potassium Amyl Xanthate (PAX) used in the flotation and mineral separation process. Potential for an emergency response from the use of this chemical has been based on reference to the:

MSDS data, risk analysis;

previous incidents and accident reports;

lack of defined procedures and inadequate training; and

operator fatigue. On the following page is a diagram of a scenario for an emergency response to a chemical spill.



Scenario for and emergency response ― Chemical spill

Main Processing Building Zone 1

Main Chemical Tank

Fuel

Warehouse Zone 2


Car Park

Assembly Area A

Assembly Area C

Assembly Area B

Area of Chemical Spillage

Area of Gas Dispersion



Developing a risk register

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

hazard reference number;

hazards and/or hazardous situations and their location;

category of emergency they would be allocated against;

scenario or circumstance requiring emergency response;

result of that situation happening; and

risk rating. Part of the register requires you to think about what circumstances (scenarios) may occur that have the potential to require an emergency response. On the following page is a part of the register that you have developed.



Ref No

List of hazards and location

Emergency Category

Scenario or circumstance of the event requiring and emergency response.

Consequences Likelihood Risk rating

001

Hazard – potassium amyl xanthate 5,000 litres. Location – Behind manufacturing building Zone 1 right-hand southern corner.

Danger of explosion due to low explosive levels during maintenance activities.

Death, injury or serious disease of all personnel in vicinity.

Likely

Extreme

002

Fatigued operators working long hours due to manpower issues.


Possible

High

003

Storage issues. Tank sometimes has large volumes of gas due to low liquid level.


Possible

Extreme

Prepared by: Name Date: dd/mm/yyyy

Reviewed by: Name Date: dd/mm/yyyy



Activity 1

Keep a copy of this Activity for your Assessment Portfolio.

Identify potential emergency situations at your worksite.

By completing the following activities you will demonstrate that you have:

identified those stakeholders who are important in the consultation process;

identified the agencies and advisers both internal and external important to your workplace;

sourced standards to assist with specific situations; and

developed a risk register applicable to the needs of your organisation.

Use Case Study 1 to provide the background for completion of these activities or relate these activities to a situation of your own choosing. 1. For your workplace, provide a detailed list of stakeholders who would be involved in the consultation process to identify potential emergency situations and why their input is required? 2. Identify the range of agencies and advisers that your workplace would use in the establishment of an emergency site evacuation plan. 3. Source relevant Australian, international and/or any industry standards that apply to your site, that are relevant to hazards that exist in your workplace and that have the potential to cause an emergency. 4. Build a comprehensive risk register for a site emergency response at your workplace.



Element 2: IDENTIFY OPTIONS FOR INITIAL RESPONSE

To complete the second element of this competency unit successfully, you will have to show that you have satisfied the following performance criteria: 2.1 Categorise major types of emergencies. 2.2 Actions required to contain or limit potential emergencies are identified.

2.3 Identify actions required to limit effect on personnel, property and the environment.

2.4 Identify requirements for liaison with emergency agencies.

2.5 Prioritise actions to be taken during emergencies.

The work completed in Element 1 has helped you to build a list of hazards and their potential to cause an emergency response. Now you will explore what options are available to limit the effect of an emergency on people, property and the environment. When identifying options for an initial emergency response, internal and external capability and capacity needs to be evaluated including:

current levels of trained personnel and their specialisation (eg management, wardens*, response teams);

equipment requirements (eg replacement or maintenance schedule and testing requirements);

emergency response exercises (frequency and participation);

integration with external specialists such as ambulance services, fire and police; and

contact details for all relevant outside agencies.



2.1 CATEGORISE MAJOR TYPES OF EMERGENCIES

There are many different emergency situations that could occur in the workplace. Categorising the major types of emergencies assists in implementing options for initial response. The types of emergencies which could occur may include:

serious injury events;

medical emergencies such as heart attacks;

site or area evacuations;


hazardous substances and chemical spills;

explosions and bomb threats;

security emergencies, such as armed robbery, intruders and disturbed persons;

loss of power or structural collapse;

natural disasters such as floods, storms and bushfires;

traffic accidents;

landslides or wall collapses; and

confined space accidents. Consider your workplace and the hazards and situations that you highlighted in the development of your risk register (Activity 1). The control measures for initial response will be reflective of the potential situation. Some of the factors that must be considered are the geographical location and position of your worksite in relation to other hazardous worksites. For example:

During violent weather is it possible that storm water may flood the area?

Is your workplace located on a busy road that could result in dangers from out of control vehicles, or explosions and gas leaks generated by trucks involved in accidents?

Is your worksite located on a flight path or aircraft landing corridor, and has a risk assessment occurred and been included in an emergency response plan?

An Australian Standard has been produced to allow emergencies to be grouped into categories. These categories will determine the level of response appropriate to a given potential emergency. Not all



emergencies will have a stock standard response. For example, in the case of an injury, an evacuation of other personnel may not occur in nearby work areas. AS 3745 specifies colour codes to help people instantly recognise the category of emergency situations.

Red = Fire and smoke and poisionous gas

Orange = Building evacuation

Yellow = Internal emergencies

– building systems failures – structural failures – services failures

Blue = Medical emergencies

Brown = External emergencies – Fire & smoke generated elsewhere

– Dangerous gases – Earthquakes

– Vehicle crashes

Purple = Bomb threat

Black = Personal threat – Aggression/confrontation

– Hold up – Hostage

– Personal threats

This colour coding is universal, will be instantly recognised by specialists and outside agencies and will assist you in your consultations with them.



2.2 IDENTIFY ACTIONS REQUIRED TO CONTAIN OR LIMIT POTENTIAL EMERGENCIES

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

fires;

explosions;

chemical or hazardous substance spillage;

serious injury;

gas leak; and

security or terrorist threat. This will help identify the more specific actions that need to occur either to contain or limit potential emergency situations. Using fires as an example, consider the following in relation to your workplace:

Do we have the capacity to fight a fire, ie the equipment, trained personnel?

If not, what alternative actions can be taken in the event of a fire occurring, ie involvement of fire brigade, other outside agencies, etc.

Do we have a defined process/procedure to report any fires and/or other emergencies?

Are all personnel aware of their roles and responsibilities?



Are process and procedures in place informing staff when to initiate use of fire isolation doors and:

when they are to be activated;

who activates them; and

how are they activated?

The application of principles such as compartmentation and options for high rise buildings and:

installation of fire detection devices;

installation of fire suppression devices; and

appropriate equipment requirements.

It is important to be exhaustive in your questioning. The roles and responsibilities of each key person must be documented. Levels of response and actions to be taken must be stated clearly and unambiguously. It is vital that a systematic approach is taken when addressing the actions required to contain or limit potential emergencies. Identified actions need to be trialled/tested, evaluated and modified for the best possible outcome to be achieved. The dynamism of many workplaces requires those involved in implementing emergency procedures to meet regularly to ensure the response plan remains current. Consultation and review of actions are an ongoing component of effective emergency response systems.

2.3 IDENTIFY ACTIONS REQUIRED TO LIMIT THE EFFECT ON PERSONNEL, PROPERTY AND ENVIRONMENT

Appropriately resourced organisations with a dependable emergency response team will limit the effect of damage or harm to people, property and the environment. Emergency response roles need to address actions to minimise catastrophe to personnel, property and environment.

Personnel

The first priority is always people and their safety. In an emergency, all personnel need to know what their role is and



where they should go. This requires a step-by-step list of actions that clearly identifies everyone’s role in an emergency. Dissemination of this information is critical. Everyone on-site must be aware of the role/s they will play in emergency response. Clarification and understanding of role responsibilities and accountabilities is essential. Some of the ways this information can be communicated throughout the workforce is via:

training (including mock emergency responses conducted on a regular basis);

inductions, induction testing;

maps;

procedures;

job descriptions; and

meetings. Issues which must be addressed to limit the risk of injury and assist those involved to reach safety would include the following.

Ensuring emergency evacuation plans are visible and understood by all employees. This implies adequate and repeated training at inductions, training, refreshers and mock evacuations.

Ensuring cultural and ethnic profiles are appreciated by all stakeholders and identified. Are written or verbal instructions understood?

Identifying personnel with special needs. Are personnel able to see or hear the alarm if they have sight or hearing impairment? Has a mentor been appointed to assist them during an evacuation?

Establishing emergency assembly points and alternatives. Locating assembly points near large gas storage tanks would demonstrate a lack of understanding of the term ‘safety’. The need to address the ‘what if’ scenarios are part of good contingency planning.

Ensuring procedures are in place to ensure a head count of all personnel is both possible and accurate. What about visitors to site? What procedures are in place for their identification on-site and their evacuation?



Considering the ability of external emergency and other first responders* to navigate in unfamiliar territory.

Preparing an inventory/register and location map together with other relevant information on gases, toxic substances and chemicals located on the site that may affect their containment strategies and tactics.

Property

Actions and procedures need to be identified and communicated that limit the effect of potential emergencies on property. This includes the following.

Identification of the specific emergency:

Fire

Chemical spill.

The level of response required:

Total evacuation

Isolation of hazard.

Who to notify:

Supervisor

Fire Brigade.

Contingency contacts:

Alternative contacts identified and listed with contact details.

What needs to be shut down to minimise potential adverse impact:

Under what circumstances?

Who is responsible?

What procedures are there or need to be developed?

Other issues may involve ensuring control measures are in place such as storage of all hazardous and toxic materials, which must conform to standards, eg bunding for fuel storage, separation of oxidising and fuel gases, and flame proof cabinets.



Environment

Environmental issues need to be considered for containment methods, for example, to prevent:

toxic fumes escaping into the atmosphere and adversely affecting the surrounding community;

waterways being contaminated by toxic substances or oil; or

hazardous and toxic materials entering stormwater drains. Are intervention systems and waste separators installed and do they meet the required standards? Geographical location is also an issue. Consider how far away you are away from help arriving. What is the timeframe for the arrival of emergency services (ambulance, fire brigade)? This will affect your planning and response to secure the safety of personnel. Higher levels of training will be necessary if there is a need for greater self-reliance.

A simple chart can be developed as a tool to help identify the level of impact and workplace vulnerability for a potential emergency. It can also be used to assist in identifying the necessary resources. The chart below uses a simple scale of 1 to 5 with one being the lowest impact.

Type of Emergency

Probability

Human Impact

Property Impact

Environment Impact

Internal Resources

External Resources

To

tal

High Low

5 1

High Impact Low Impact

5 1

Weak Strong Resources Resources 5 1

When collecting information on emergencies that could affect your worksite, consider emergencies that could happen:

within your facility; and

within your community.



Assess the potential for human, property and environmental impact. The higher the number, the greater the possible impact. Once the potential for impact has been assessed, apply the ‘Hierarchy of Control’ to assist in defining what actions now need to be taken to minimise that impact. Assistance from other internal and external sources may be required to do this. The ‘Hierarchy of Control’, shown below, is used to control health and safety risks in the workplace. The most preferable option is at the top of the list, with the least preferable option at the bottom. Often a combination of controls is used. For example, personal protective equipment can be used as a temporary measure while awaiting implementation of the higher options, such as elimination.

Elimination – removing the hazard altogether; this would be the most desirable option.

Substitution – replacing a process or substance with a less hazardous one.

Engineering – installing extra machinery or equipment to isolate the risk, for example guards around conveyor belts.

Administration – upgrading policies and procedures; training for safe work practices.

Personal Protective Equipment (PPE) – for example, safety boots, ear plugs and safety glasses.

2.4 IDENTIFY REQUIREMENTS FOR LIAISON WITH EMERGENCY AGENCIES

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



Key requirements to identify when liaising with emergency agencies include:

capability and capacity of the first responder agencies;

response time for arrival at site;

on-site resources to support response;

communication of worksite emergency response plan to emergency agencies; and

how you can help them optimise the effectiveness of their services when responding to emergencies.

The party responsible for implementation will implement the appropriate response procedure. Accordingly, identified emergency agencies should be notified.

2.5 PRIORITISE ACTIONS TO BE TAKEN DURING EMERGENCIES

In sections 2.2 and 2.3 we identified the actions required to limit the effect of potential emergencies. The next step is to prioritise actions according to severity and level of response. Emergency response actions need to reflect the hierarchy of priority: Priority I Safety of all personnel within and outside the facility. Priority 2 Containment where possible to limit property

damage. Priority 3 Containment and controls to limit environmental

impact. Many actions taken during an emergency response occur simultaneously. For example, while an evacuation of personnel to emergency assembly points is occurring, the on-site emergency response team will be contacting outside responders: fire brigade, ambulance and police, as relevant.



Other priority areas Many emergency situations generate other hazards that can cause further injury or harm. This injury or harm could affect the first responders, personnel or bystanders in the area, so there could be the need for:

crowd control; first aid; emergency evacuation of the area; making the scene safe; isolation of the scene; purging and/or ventilation of an area or confined space; establishing the ’method of recovery’; mobilisation of equipment; and managing the logistics of equipment and people in a small

area. These issues relate to circumstances that may inhibit the use of emergency equipment. A management structure needs to place consideration on daily workflow and how this may impact on access and use of both on-site equipment and access by emergency service personnel.

Workflow specifics When prioritising what actions to take during an emergency response, site specific requirements need to be considered. These would include the following.

Personnel/Human Resources

Have personnel been clearly informed of the roles and function they must immediately undertake and are they available to do so?

Have contingencies been considered for substitution or replacement of key personnel essential to the management and implementation of an emergency response?

Have effective procedures been established for emergency shutdown of equipment so as to hasten the evacuation of employees and personnel? Have time limits been put in place and monitored for this to occur and have contingency plans been put in place in a ‘what’ if scenario?



Have specific instructions, roles and responsibilities for muster and monitoring of assembly of personnel been implemented?

Have procedures been established for differing levels of response by key personnel (do we activate the fire and rescue crew for a security alert)?

Facilities

Are access and egress clearly defined, traffic flow prioritised and no-go areas established in the event of an emergency (eg are delivery trucks in the main access ways inhibiting emergency service access)?

Does storage of goods impede access to emergency appliances such as hoses, hydrants?

Have priorities been set for the assembly of all mobile equipment muster points?

Have right-of-way instructions been prioritised and clear instructions implemented?

How will identification and isolation of affected areas or equipment be identified and implemented?

Equipment

Has emergency equipment located on-site been managed effectively so that it meets the requirements to support the emergencies it was installed to address? Key issues are:

serviceability;

access;

readiness; and

maintenance.

Do appliances meet current worksite requirements? Has the capacity, age, application and suitability of appliances been assessed or reviewed?



Is there a maintenance program and procedures in place to address issues of maintaining serviceability and readiness, ie fire extinguishers up-to-date and mobile communication equipment ready to use?

Has testing of alerts and alarms been planned, programmed, implemented, monitored and reviewed?

Have compatibility issues of on-site services and that of incoming emergency services been addressed. For example, will their fire hoses fit available hydrants?

Has deployment of emergency equipment been supported by adequately trained on-site personnel?

Priorities Priority must be given to people. Specific procedures will be needed for situations such as bomb threats or cyclones, but generally most situations may require:

warning employees and other persons in the workplace;

communicating with personnel and external agencies;

conducting an evacuation and accounting for all persons in the facility;

rendering first aid;

managing response activities;

activating and operating an emergency response centre;

fighting fires;

containment of toxic or hazardous substances;

shutting down operations;

protecting vital records; and

restoring operations.

The actions required when implementing emergency procedures require effective and timely coordination. Those involved require a good working knowledge of the processes and techniques necessary to contribute to the implementation of procedures for responding to emergencies.



Competency check for Element 2 Key issues for each performance criterion in Element 2 are as follows: 2.1 Categorise major types of emergencies:

Decide which emergencies are most likely and categorise them.

2.2 Identify actions required to contain or limit potential

emergencies:

Knowing what has to be done, by whom and in what timeframes are vital in the rollout of effective emergency response.

2.3 Identify actions required to limit the effects on personnel;

property and the environment:

Knowing what has to be done, by whom and in what timeframes are vital in minimising further harm to people, property or the environment.

2.4 Identify requirements for liaison with emergency services:

Understanding what is expected from a legislative and industry viewpoint will help to identify which agencies should be consulted, apart from the obvious support roles played by them.

2.5 Prioritise actions to be taken during an emergency:

Knowing what to do and in what order, to minimise the possibility of further damage to people, property or the environment.



Identify options for an initial response

After working through the consultation process, the team now has a clearer picture of the hazards and situations that may occur to cause a potential emergency at Zaardam Industries. A chemical spill was one potential emergency situation identified. Questions that were asked when framing an appropriate response were:

What is the potential for this hazardous material to affect personnel on the site and other surrounding areas? The MSDS would clearly spell this out.

How do they evacuate and where should they go and by what route should they travel to reach safety?

How the emergency is communicated both internally and externally? Who would do this (supervisor)? What method will be used: siren, verbal?

What are the constrictions on the site for access and egress of personnel to do this safely? Are more doors required?

How can the damage to property and productivity be addressed?

Is the workplace equipped with the capability to contain this emergency to protect environmental impact? What is required (bunding; Hazmat; chemical neutraliser)?

How can the hierarchy of control be applied to address all of these issues?

The answers to these questions provide information to identify an appropriate level of emergency response to a potential chemical spill.

Case Study 2



Key Point 1 Remember that external agencies and specialists follow standards, codes of practice and guidance notes; therefore, if you use and understand them, the more likely you will be able to communicate effectively with the external agencies and specialists.

Consider AS 3745 and colour code the major types of emergencies that could happen at your workplace. In the scenario built around the Zaardam Industries chemical processing plant, storage, handling and explosion were identified as being at high risk of causing an emergency. Immediate action would need to be taken in the following order: 1. Notification and communication to initiate response. 2. Evacuation of all personnel. 3. Communication to outside and internal response teams. 4. Shutdown of equipment. 5. Containment measures deployed. Agencies such as fire, police, ambulance, government departments, hazardous materials response teams (Hazmat) and OHS authorities are some of the agencies that you should ensure are part of the response rollout.

Incident Code Immediate Action Contact

Personnel Facilities Environment

Spillage of Potassium Amyl Xanthate from main tank or burst pipe. More than 20 litres.

Red Immediate Evacuation to be initiated.

Supervisor on 444 or 000. Initiate Evacuation Signal. Contact Fire Brigade and Ambulance. Deploy Emergency Response Team.

Evacuate all personnel to Assembly Points A and C.

Initiate emergency shutdown procedures for all plant.

Deploy containment equipment to minimise spread of chemical.



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

Options for preventative measures

Prevention is a preferred option. Preventative measures using the hierarchy of control to limit the effect on personnel, property and the environment at Zaardam Industries in the case of a chemical spill could include some of the following: Isolation

Moving the storage tank to another location away from the buildings and personnel.

Engineering controls

Installing failsafe and lockout devices that prevent operator error when transferring chemicals.

Installing fire suppression devices and anti-static devices to key areas.

Bunding and other containment devices around the tank to prevent environmental impact if a spillage occurs. Having spill kits available.

Administrative controls

Training of personnel on procedures to handle the product.

Rostering personnel to reduce potential fatigue.

Having a trained emergency response team on-site.

Establishing no-go areas without authorisation (Entry Permits).

PPE Ensuring that Self Contained Breathing Apparatus (SBCA) and other Personal Protective Equipment (PPE) is readily available and accessible by personnel.



A review of Zaardam Industries’ internal plans, policies and procedures was necessary. Roles and responsibilities were allocated as part of any action plan. Generally, the questions that need to be asked are:

what has to be done;

by whom;

in what timeframes;

what equipment and containment devices are required; and

is it available or where can it be obtained?



Activity 2


Identify options for an initial response

By completing the following activities you will demonstrate that you can:

categorise the major types of emergencies that could happen at the workplace;

identify the actions required to contain or limit the extent of an emergency situation;

identify the actions required to limit the effect on personnel, property and the environment;

identify the requirements for liaison with emergency agencies; and

prioritise the actions to be taken during an emergency.

You can use the previous case study to provide the background for completion of these activities or you can relate these activities to a situation of your own choosing. 1. List the most likely emergencies that could happen at your

workplace. Ensure that they are colour coded and categorised.

2. Choose three emergency situations. One must include a building evacuation.

For each situation:

list the actions that need to be taken to contain or limit the emergency;

put them into priority order;

identify responding individuals, agencies and specialists;

list any standards, codes of practice or other documentation that supports the actions; and

write a brief description of how your planned actions will limit the effect on personnel, property and the environment.



Element 3: PLAN INITIAL RESPONSE PROCEDURES

To complete the third element of this competency unit successfully, you will have to show that you have satisfied the following performance criteria: 3.1 Identify resources available and required for immediate response. 3.2 Check emergency equipment to ensure serviceability, accessibility, cleanliness and correct location. 3.3 Document actions required for a number of major types of emergency, taking account of standards, current industry practice, specialist advice and input by emergency agencies. 3.4 Identify training needs and appropriate providers.

Ensuring preparedness provides a level of predictability during an emergency response.

Procedures Procedures spell out how an organisation will respond to an emergency. It is a documented approach that states method and actions that need to be taken in the event of any emergency response. Procedures need to be flexible enough to be effective when non-predictable emergencies occur. A good method is a systematic approach in the form of a series of checklists that can be quickly accessed by senior management, line managers, response personnel and employees. When planning initial emergency response procedures you should determine what actions would be necessary to:

identify the need to initiate an emergency response;

protect employees, customers, visitors, contractors, vital records and other assets; and

restore the facility back to operational status.



Specific procedures might be needed for situations such as a robbery, bomb threat or severe storm. These procedures would address such functions as:

warning employees and others on the worksite;

communicating with key personnel and emergency agencies;

conducting an evacuation and being able to account for all personnel;

managing response activities;

activating and operating an emergency command and control centre;

fighting fires;

shutting down operations;

protecting vital records; and

restoring operations. Documents that are most likely to be needed in an emergency response include:

Hazard register.

Emergency call list of all persons on and off the site who will be involved in responding to the emergency. It would contain their responsibilities and out-of-hours contact details.

Building and site maps that indicate:

alarms and enunciators;

communications;

utility shut-offs;

water hydrants and mains;

gas valves and lines;

electrical cut-offs and mains supply;

drains and sewers;

building identification and specific locations;

floor plans;

fire fighting appliances;

exits and stairways;

escape routes and egress procedure;

assembly, command and control and first aid points;

hazardous materials and clean up kits; and

high value items.



3.1 IDENTIFY RESOURCES AVAILABLE AND REQUIRED FOR AN IMMEDIATE RESPONSE

The resources and capabilities that would be needed in a potential emergency response need to be systematically identified and include:

Internal resources Personnel Fire response team; hazardous materials response team; emergency medical services; security; emergency management group; clean up crews; evacuation team; public information officer. Equipment Fire protection and suppression equipment; communication equipment; first aid supplies; emergency supplies; warning systems; emergency power equipment; decontamination equipment; emergency transportation; torches; and evacuation equipment for those with disabilities. Facilities Emergency command and control centre; first aid stations; muster points; shelter areas; media briefing areas; people with special needs; and sanitation facilities. Organisational capability Evacuation plan; employee support system; and training. Backup systems Arrangements made with other facilities to provide for:

payroll;

communications;

production;

customer services;

shipping and receiving;

information support systems;

emergency power; and

recovery support.



External resources Identify which external stakeholders and emergency agencies could be needed for an emergency response. A register should be developed which includes their contact details and for which potential emergencies they would need to be contacted. External stakeholders and agencies would include: Stakeholders

local government;

Environmental Protection Agency*;

surrounding premises and residents; and

statutory authorities. Emergency agencies

local emergency management office;

hazardous materials response organisation; and

emergency services (fire; ambulance; police). Backup

fire fighting;

medical transport; and

communication with surrounding community. A checklist that addresses all identifiable resources is required; as is a site audit to ensure that they are available.

3.2 CHECK EMERGENCY EQUIPMENT TO ENSURE SERVICEABILITY, ACCESSIBILITY, CLEANLINESS AND CORRECT LOCATION

All emergency equipment, resources and plans need to be in good working condition and readily available for use at any time for any potential emergency.



Equipment required for use during an emergency could include the following.

Key personnel identification (helmets with role designation, eg chief warden, first aid officers; high visibility vests).

First aid gear (mobile first aid kit or kits; stretchers).

Fire appliances (hoses and extinguishers).

Chemical containment devices (spillage kits including absorbent mats, and portable containment berms/bunding).

MSDS information for responders (central register or inventory required).

Atmospheric testing equipment.

Portable signage (traffic control, and warning and/or danger tape).

Safety harnesses.

Personal protective equipment.

Fire extinguishers and blankets.

Electrical isolation equipment.

Fire and rescue tools (eg self-contained breathing apparatus (SCBA), torches and evacuation equipment for the disabled).

Emergency vehicles.

All equipment that is identified for use in emergency situations must be kept in good service and be readily available at any time, night or day. Most organisations will use registers and checklists to ensure that equipment is serviced and in good condition.

A critical point in all planning is that regular audits are undertaken in all areas to note the condition and serviceability of emergency response equipment.

An equipment checklist schedule should include:

a register of what is on-site, its location and purpose or function;

specification of each item;

maintenance and service schedules; and

those authorised to use it.



A copy or source of the associated standards applicable to the type, installation and location of the equipment should be readily available and accessible. Reference should also be made to the personnel who have been allocated the task of using the equipment in an emergency. Records should be kept and updated during training sessions of equipment faults and repair/replacement. Debriefing of relevant personnel would form an important part of the information network process into how well the equipment functions, its actual ease of accessibility in relation to the site and how effectively it meets the emergency responses needs. External specialists can provide a fresh insight, updated information about equipment upgrades and industry changes. Ensuring equipment and resources are in a state of readiness forms a key element to emergency preparedness. Dealing with equipment failure and/or lack of resources due to poor preparedness has the potential to affect timely and considered decisions by key personnel during an emergency response.

3.3 DOCUMENT ACTIONS REQUIRED FOR A NUMBER OF MAJOR TYPES OF EMERGENCY, TAKING ACCOUNT OF STANDARDS, CURRENT INDUSTRY PRACTICE, SPECIALIST ADVICE

While emergency preparedness may not be able to deal with all potential emergencies, there are categories of predictable major emergencies that can be prepared for with documented action plans. These include:

fire;

medical emergency;

chemical spills; and

gas leaks.



Action plans for the above form part of a procedural and systematic approach for each possible identified emergency and cover generalities such as:

level of response;

who is to be contacted;

sequence of any evacuation;

allocation of personnel; and

actions to be taken to contain any hazards. To meet minimum requirements referral to the following sources is necessary:

Relevant Australian and New Zealand Standards. Relevant OHS regulations, codes of practice and guidance

material, eg (if applicable) codes of practice dealing with hazardous substances.

Other similar industries are a good source of information

relating to current practices and the actions taken by them for emergencies that may be common to your worksite and theirs.

Specialist advisers such as fire safety services need to be

consulted and actions formulated and agreed to.

Identifying actions required To address Australian and industry standards, codes and specialist advice, documentary procedures need to be developed for the type of emergencies at the worksite. For example, AS 3745 Emergency Control Organisation and Procedures for Buildings contains information on:

general guidelines;

responsibilities of emergency control organisation personnel;

alerting and signalling building occupants;

evacuation procedures for building occupants;

occupants with special needs;

critical operations shutdown;

accountability procedures for emergency evacuation;

resources and responsibilities list; and

communications. (Extract University of Adelaide ERP)



EXAMPLE OF EMERGENCY RESPONSE TO SMOKE ALARM Alerting and signalling building occupants Level Red – fire and smoke detected

Alert all staff.

Activate alarm – ie break glass on fire alarm box in the corridor next to main door.

Do not attempt to fight fire. Signal to evacuate

Would contain what all people on the site are to do immediately.

What alternatives if unable to exit?

Who is responsible? Once evacuated

Where to assemble and alternatives.

Who to report to.

Instructions once there.

All clear signal, if any.

3.4 IDENTIFY TRAINING NEEDS AND APPROPRIATE PROVIDERS

There is a clear need for all those involved in implementing emergency procedures to be appropriately trained and resourced in order to respond in a timely and effective manner. This can include:

general training in emergency evacuation;

specific actions to be taken by key personnel in and emergency; and

ongoing monitoring of hazards and site resources. The safety and wellbeing of response personnel is critical. The better trained and prepared response personnel are, the more likely they are to provide an effective and safe response which minimises the danger to people, property and the surrounding environment.



Overarching principles When addressing and/or conducting a training needs analysis to meet the organisation’s emergency response requirements, consideration needs to be given to the principles and practices involved in training, learning and development of personnel. The analysis should include the following.

Identifying training goals and objectives. These need to match specific gaps identified in the knowledge and skill of personnel in the areas of emergency response roles and equipment usage.

Considering multi-skilling for contingency planning. Opportunities should be made available to relevant personnel to ensure overlap of roles in the case of absenteeism or injury.

Identifying and approving resources and timelines for training activities, in accordance with organisational requirements.

Using feedback from individuals or teams to identify and implement improvements in future training arrangements.

Assessing and recording outcomes and performance of individuals/teams to determine the effectiveness of training programs and the need for additional or updated training.

Documenting and maintaining records and reports of competency according to organisational requirements.

Specific emergency training of personnel may include:

use of fire fighting appliances including fire hoses and extinguishers;

use of breathing apparatus;

emergency first aid;

using communication systems;

emergency retrieval; and

basic traffic control.



Choosing appropriate providers to deliver training is essential for emergency response effectiveness. In many cases, it may be that one provider cannot adequately provide the full range of services required. Maintaining effective liaison with similar industries can assist with recommendations of alternative training providers. Nationally recognised training that provides assessment and accreditation to a national standard is recommended. Government agencies regulate recognised training organisations and the quality of training delivered. This ensures a level of compliance to national and industry standards. A skills audit of your personnel should be conducted and a register developed. This will identify:

who is currently trained;

how current that training is;

what areas that training covered (qualifications);

their current work location (for large sites or buildings); and

who provided the training. Site training can be expensive, and careful budgeting based on identified outcomes requires consultation and investigation. Training of personnel needs to meet the specific needs of the worksite. A specialist adviser may be required to assist in developing a training plan based on the training needs for your site. An example of a training plan for emergency response is on the following page.



Emergency Response Training

Register Last Update By whom

Approval Date

By whom

Date entered into system

Zaardam Mining Corporation

Organisation training checklist

Type of Training Required

Date of Training

Training Provider

Renewal Date

Current Location of Person

follow-up query, comments or action

Name



Competency check for Element 3 Key issues for each performance criterion in Element 3 are as follows: 3.1 Identify resources available and required for immediate response:

Understanding exactly what resources are needed in the event of an unplanned situation happening.

3.2 Check emergency equipment to ensure serviceability, accessibility,

cleanliness and correct location:

Having and using checklists and other methods to ensure equipment is serviced and available.

3.3 Document actions required for a number of types of major types of

emergency, taking account of standards, current industry practice, specialist advice and input by emergency agencies:

Consulting with a range of sources to ensure appropriate methods of documenting the event are used.

3.4 Identify training needs and appropriate providers:

Understanding exactly what training needs are critical to the success of emergency response and identifying competent training providers to supply the training.



Plan initial response procedures

Planning the initial response procedures at Zaardam Industries requires the identification of the equipment and resources to be used in emergency situations. These need to be identified and their function understood. It has been ascertained that in the case of a major chemical spill the following minimum requirements will be needed:

Facilities Siren and actuation devices

Assembly areas

Communication equipment

Building designations

Maps and evacuation procedures.

Site equipment Fire suppression devices and fire control appliances

Emergency breathing apparatus

Chemical containment devices

First aid kits.

Personnel Trained emergency response team

First aid personnel

Area wardens

Command and control personnel allocated.

Documentation Procedures for communication and reporting on hand

Roles and responsibilities defined and documented with contact details

Hazardous materials register available

Checklists for actions taken and list of personnel on the site available.

Case Study 3



External Agencies Emergency contact list and external services contact list

Police, EPA, Fire Brigade, ambulance.

Monthly audits are conducted for all on-site emergency equipment to ensure serviceability, accessibility, cleanliness and location. This is to ensure a constant state of readiness. All items should appear on an audit checklist as well as on the site map. These maps are to be located around the site with the stated procedure for evacuation. This needs to be communicated to all workers on the site, to ensure they are aware of the location of emergency equipment and the procedures for emergency response. A Zaardam Industries site map showing assembly areas, emergency equipment etc is on the following page.



Main

Processing

Building Zone 1

Main Chemical Tank

Fuel

Warehouse Zone 2


Car Park

Assembly Area A

Assembly Area C

Assembly Area B

Hydrants Siren Actuator First Aid Station

Alternative

Control Communications SCBA

Zaardam Industries Site Map

Spill Kit

Spill Kit

Chemical Containment



Key Point

Having checklists and procedures to ensure resources are allocated for emergency use are vital to the success of an initial response. Imagine if the first aid kits were missing or critical components or vehicles would not start.

It is important to maintain and carry out effective checks of equipment and machinery, and to keep access and egress ways clear.

Once the resources have been identified, then capabilities to use the equipment and understand different roles during an emergency response needs to occur. The different level of response to a given emergency also needs to be established. This will determine what equipment is required and who has been assigned the responsibility for its use. In the case of a chemical spill at Zaardam Industries, it has been defined that greater than 20 litres of spillage will immediately require an emergency evacuation by all personnel on the site. The following is a Procedure for Evacuation which has been developed for use at the Zaardam Industries site.

Signal: 3 x 5 second burst On hearing this signal IMMEDIATELY

1. Switch off machines and equipment. 2. Remaining as a group, proceed to designated Assembly Area. 3. Follow designated route. 4. Report ANYONE missing to the Assembly Area Warden.

DO NOT

1. Re-enter the building unless instructed to do so by those responsible. 2. Return to rescue another person. 3. Bring any personal belongings located elsewhere in building.



The following training needs analysis has been developed for personnel at Zaardam. In response to the training needs analysis, the following training matrix has been developed for individual staff members at Zaardam.

Names

Procedure/ Requirement

Training Need

John

Sm

ith

Noe

l Nor

ma

n Jo

e Jo

hnso

n E

rica

Min

ton

Don

Con

tos

ERP Fire extinguisher use X X X X X

PRO23E Senior First Aid X X

ERP ERP induction X X X X X

PRO61F Confined space entry X X

PRO62R Rope rescue course X X

ERP Warden training X X X X

ERP Muster point attendee X X X X X

ERP Emergency response course X X X X X

POR63N Working at heights X X X X X

PRO65B Atmospheric testing X X X X X

Training requirement

Names Source of training

Duration Frequency

Fire extinguisher use

All employees Safety Fire-fighters Pty Ltd

2 hours Yearly

Senior first aid 75% of all employees

St John Ambulance

2 days 3 yearly

ERP knowledge and induction

All employees Internal 2 hours Yearly

Confined space entry

Shift supervisors; relief supervisors; managers

Confined Space Pty Ltd

1 Day 3 yearly



Key Point 2 Understanding exactly what training is required for whom and in what timeframes is critical. It is important to budget and allocate finances for the costs involved for a comprehensive induction, training and refresher training program. When planning and allocating costs for a training program, remember to allow for items like staff turnover. The training and development of staff and contractors to handle emergency situations cannot be underestimated.

The following are activities that relate to this case study. Please contextualise for your workplace.



Activity 3


Plan initial response procedures

By completing the following activities you will demonstrate that you:

understand what resources are needed in the event of an emergency;

use checklists and other methods to ensure equipment is serviceable and available;

consult with a range of sources to ensure appropriate methods of documenting actions for emergencies are effective; and

identify training needs and training providers necessary for successful emergency response.

You can use the previous case study to provide the background for completion of these activities or you can relate these activities to a situation relevant to your workplace. 1. Identify the resources that are required to respond to a possible emergency situation that you have identified. For your response to this task, use a table similar to the one below.

Equipment/resource Response purpose Emergency type



2. Produce an Emergency Response Equipment servicing schedule for the equipment you identified at Point 1 of this activity. Use a table to summarise your schedule and ensure the table includes the following as a minimum.

Equipment

Servicing frequency

Cleaning procedures

Accessibility and placement for emergency access

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



Element 4: IMPLEMENT INITIAL RESPONSE PROCEDURES

Effective emergency response depends on a systematic approach to planning, the implementation of written procedures and regular training. To complete the fourth element of this unit of competency unit successfully, you will have to show you have satisfied the following performance criteria: 4.1 Document and display actions for initial response. 4.2 Understand and implement own role in emergency response.

General process of implementation The overarching plan requires the allocation of physical and human resources in the following areas.

Adequately trained and inducted staff at all levels of the organisation.

Appropriate resources are on hand or available from external agencies.

Processes

Key personnel notified of an emergency response event.

Emergency threat evaluation occurs.

Levels of response action is identified.

Appropriate alert response signal is initiated.

Emergency services notified as appropriate.

Operational staff notified.

Roles clearly understood.

Action statements for each key person.

Contingencies.

Containment actions.

Procedures

Appropriate procedures to be followed by key personnel on the site need to be identified and clear and concise instructions given to all key personnel of their role in emergency response implementation.



General considerations

Areas that need to be addressed in the lead up to and implementation of emergency response, include the following.

1) Allocations of duties for the roles required by emergency control

personnel. 2) Ensuring that all visitors are accounted for by implementing and

maintaining a visitors’ logbook which can be collected by the responsible emergency control personnel.

3) Ensuring that each and every building is clearly identified under a designated system.

4) That each and every building has an evacuation map, with instruction, available for easy reference.

5) All staff and visitors to the site know where they are in relation to that map and their nearest assembly point.

6) All inductions to the site include evacuation protocols with particular emphasis on following the designated procedure and the allocated routes for egress from the facility.

4.1 DOCUMENT AND DISPLAY ACTIONS FOR INITIAL RESPONSE

Actions required for any emergency response should be communicated to all staff, contractors and visitors at the worksite. External emergency services and community stakeholders also require this information. Therefore, actions for initial response should be clearly documented and displayed at appropriate places throughout the workplace and distributed to relevant agencies. Inductions and updates for all personnel are essential in communicating the procedures to be followed during an emergency response. Inductions ensure all personnel on-site are aware of:

procedures established for evacuation;

established processes for exit of personnel from the facilities;

map locations and location point for assembly;

alternative assembly points;

roles and responsibilities of all personnel as documented, eg area wardens; fire fighting teams;

notification process and procedures; and

actionable items for each area, eg emergency equipment shutdown.



OHS regulations and the duty of care require evacuation procedures to be documented and displayed and that: a) there is an evacuation procedure to be followed in the event of fire and

other emergency; b) where practicable that the evacuation procedure is clearly and prominently

displayed; c) where practicable, a diagram showing the location of exits and the position

of the diagram in relation to the exits; d) where practicable, that the evacuation procedure is practised at

reasonable intervals, and e) people who are required to help fight fires are trained and provided with

appropriate personal protective equipment. Regulations also require that access and exit points from the workplace are, at all times, kept free of obstructions and that there is safe access to the workplace for emergency services in the event of an emergency. All personnel with designated roles within the initial response phase must have defined duties which are documented and communicated. This would include documented procedures that they would carry out in the case of an emergency. Some of these may include:

procedures as laid down in a prepared checklist;

responsibilities and procedures for fire fighting, first aid and engineering;

a command structure to ensure continuous leadership, authority and responsibilities for key positions.

On the following pages are examples of documented action statements and a specific action statement developed for personnel to follow in response to various threats.



Examples of Response appropriate to Threat Level

Example 1

Location ― Multi-storey complex

Documented Action Statements IF AN EARTHQUAKE OCCURS

Take shelter under table or desk or within one of the stairwells. Stay clear of glass windows and glass wall partitions.

Only evacuate to Assembly Area A if directed by your Floor Warden. Do not run outdoors as falling debris, electrical wires, window cleaner’s equipment/platform, movement of motor vehicles etc may be extremely hazardous.



Example 2

Location ― Multi-storey complex

Documented Action Statements IF THE CENTRE EXPERIENCES A POWER FAILURE:

Ascertain the extent of the power failure and advise management on your floor, who will advise the nominated Chief Warden.

As far as is practicable continue business as usual with the expectation that power will be restored shortly.

If you feel any ill-effect because of the power outage, advise your manager who will arrange evacuation to the ground floor or foyer.

If power is not restored within 60 minutes, the chief warden will request staff and visitors to evacuate via a nearest stairwell. This will be done with the help of the public announcement system.

You should secure all departmental money and relevant assets before leaving your workplace and take personal valuables with you.

The building will be secured as per attachments (ERP) or until power is restored.

You should report back immediately during normal working hours if it is apparent that the power is restored.

You can see in the examples how the Who, How, When, Where has been addressed.



Example 3

Location ― single storey industrial workshop

Specific Action Statements

ZONE WARDEN

Earthquake

Instructions After the initial shock wave has receded and having followed the general instructions (Appendix A) for earthquake:

Proceed to your designated Zone.

Ascertain the extent of damage to building facilities stability. If in any doubt AT ALL do not enter under any circumstances. Refer to the Chief Warden and await emergency response rescue specialists.

If damage is deemed minimal, upon entering the building, ascertain internal damage to further determine if it is safe to proceed. If not, report to Chief Warden.

If safe, proceed to assist casualties, if any, to evacuate.

If no casualties, instruct all people to evacuate the building immediately providing precise instructions on egress routes and assembly points.

Request assistance sent if required.

Minimise danger to both injured and self as required.

Report status to Chief Warden and proceed as directed.



Relationship of stress to task performance

An emergency can be highly stressful and details may be lost and important instructions can be easily overlooked. Therefore, an important aspect to documentation is simplicity. Following overcomplicated instructions in a high stress environment is not appropriate.

4.2 UNDERSTAND & IMPLEMENT OWN ROLE IN EMERGENCY RESPONSE

Your role to this point has involved contributing to the implementation of emergency procedures by; 1. Identifying potential emergencies and developing a risk register; 2. Identifying options for an initial response that categorise the actions

required to limit the effect of the emergency; 3. Assisting with the planning of the initial response procedures and

identifying the resource, equipment and appropriate training requirements; and

4. Distributing to the worksite, information on the required actions for an emergency response.

In addition to your direct involvement in the emergency response, your role may extend to that of trouble shooter, observer or evaluator of the emergency response. The observation, recording and, when required, intervention as the response unfolds is an essential requirement for implementing an emergency response. Your role in an emergency needs to be defined, clearly identified and documented, and communicated to others prior to the event. Regardless of what your role is, your actions or inactions could make a significant difference to the success of an emergency response. Be proactive and vigilant in knowing what is expected of you and what your responsibilities and accountabilities are during an emergency response. To evaluate the effectiveness of your role you should, along with all other personnel, be involved in regular pre-emergency response training which includes practicing your role during an emergency. Succession planning is also a critical component of preparedness. Ensure any emergency response plans include contingency plans* for key personnel changes and unavailability. Take into account the structure and organisation of the workforce such as shift work and leave, and consider possible injury to staff during an emergency response.



Competency check for Element 4 Key issues for each performance criterion in Element 4 are as follows: Document and display actions for initial response:

The activities required by individuals and groups are clearly identified and displayed in prominent places.

4.2 Understand and implement own role in an emergency response:

Understand what is expected of you and be able to conduct yourself competently during an emergency.



Case Study 4

To this point, Zaardam Industries have:

identified the hazards that may cause a potential emergency response; consulted with stakeholders, specialists and emergency services on

risks; developed a risk register; explored options for initial response; categorised levels of emergencies; identified resource requirements; ensured serviceability of equipment; identified actions that would be required in an emergency; and identified training requirements.

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

Specific overall considerations

Actions need to be defined. Areas covered would include:

Facilities – apply standards and codes of practice for emergency response planning;

Personnel – provide training and induction in accordance with the response plan;

Procedures – establish procedures and administrative controls; and Communication – establish communication planning for internal and

external specialists. A master file for accumulating all emergency response documentation has been developed at Zaardam Industries. A designated person is in control of document maintenance. Updates are added as part of the regular site audit procedures and emergency equipment maintenance schedules.



The following key elements for the implementation of an emergency response at Zaardam Industries have been developed.

Site layout diagrams

Building nomenclature

Map nomenclature, emergency contacts, fire extinguishers

Map locations.

Sirens

Siren actuation location

Actuation procedure

Level of response signals

Termination of response signal.

Emergency organisational structure

Command and control points and their alternatives

Signed first aid post

Signed assembly areas.

Emergency control personnel

Communications

Wardens

General responsibilities of control personnel.

Standing emergency procedures

Fire

Earthquake

Bomb or hazardous substance threat

Adverse weather event, cyclone, flood, etc

Power failure

Critical vehicular incident

Building structural collapse.

Additional key points

Alternative escape routes

Mobility of impaired persons

Fire fighting

Search and rescue

Locating suspect items.



Lifts and escalators (where appropriate)

Emergency fire fighting power generator activation

Personal belongings.

Management and control

Mock evacuations

Statutory investigations

Post emergency reports

Evaluation, review and documentation

Emergency telephone index

Current visitors’ log

Personnel rosters and current locations.

Individual roles

1) Chief Warden Personnel lists

Special needs list

Emergency phone numbers

Evacuation checklist returns

Equipment shutdown status returns

General procedures plans:

Action Sheet 1 FIRE

Action Sheet 2 BOMB THREAT

Action Sheet 3 EARTHQUAKE, etc.

2) Deputy Chief Warden Instructions

Personnel list

Equipment list.

3) Receptionist

Instructions

Checklist

General evacuation procedure and initiation

Bomb threat checklist.

4) Assembly Area Warden Instructions

General evacuation instruction

Personnel list

Special needs list.



5) Zone Warden Instructions

Action sheets – threat specific

Action sheet for fire-affected areas.

6) Supervisors/team leaders

Instructions – general evacuation

Action plans

Section staff list.

7) Unassigned staff Action plan for all emergencies.

8) First Aid Wardens

First aid action sheet

Instructions

Emergency phone numbers.

9) Specialist staff

Fire crews

Chemical spillage team

Other….

Key Point 1

The ‘action plan’ of what to do in an emergency situation is an important document and is normally prominently displayed on noticeboards and at other ‘conspicuous’ places in the workplace. This document should be known and understood by all staff and contractors who work at the site. Inductions for new starters must identify the ERP, its application and its availability so that it may be read and understood. For those working in hazardous environments, it is even more essential that it is read and understood.

Questions raised and answered by staff at Zaardam Industries when developing the ERP documentation were:

1. Where would you display the Emergency Evacuation Plan in the workplace?

2. How would Zaardam Industries ensure that the documents were always the latest versions?

3. Are actions identified both complete and in the right sequence?



4. Has the equipment and appropriate resources such as emergency response personnel, first aid and other agencies been included in initial response procedures?

The following are examples of emergency response instructions for different personnel at Zaardam.

Key Point 2

Your own role in an emergency response must be known. It doesn’t matter what role it is, it does matter how you handle yourself in that role. Your level of authority and range of responsibilities must be known and understood and you must be competent at the duties assigned to you.



Activity 4


Implement initial response procedures


have documented the actions for an initial response, and know where to display them in the workplace; and

understand and accept your own role in an emergency situation.

You can use the above case study to provide the background for completion of these activities or you can relate these activities to a situation of your own choosing.

Complete the following activities.

1. Identify the initial actions that need to be taken for the most likely situation

that you have identified for your workplace. This will need to be laid out in a manner similar to the case study example.

2. Draw a simple diagram of your workplace and identify on the diagram the

locations where ERP ‘action lists’ would be situated.

3. Discuss emergency response with your manager or your assessor and identify the role that you would play in the three emergency situations identified previously. Document what your role, responsibilities and competency levels would be.



Element 5: CONTRIBUTE TO POST-EVENT ACTIVITIES

When the initial response phase of the emergency has been undertaken by emergency teams such as fire fighting or medical evacuation, a secondary response phase will be required. To complete the fifth element of this unit of competency successfully, you will have to show that you have satisfied the following performance criteria: 5.1 Identify and support other personnel in the second response phase. 5.2 Make contributions to debriefing processes.

5.1 IDENTIFY & SUPPORT SECOND RESPONSE PHASE PERSONNEL

Many emergency responses require the need for secondary responses such as:

ongoing medical attention;

containment of personnel in evacuation areas;

support and/or counselling for those involved;

finding alternative buildings for employees;

notification of family members; and

transport of people. Sometimes those who provide these services are not part of your regular workforce. They may be external medical services or specialists brought in for the situation. In almost all cases, some level of support would be required at the site. This could include either physical resources such as an area to work, communications or support personnel to assist them. A good emergency response plan will have identified as much of the secondary support as possible and have the roles identified, their capability assessed and their on-site support requirements met.



People who play a secondary role in emergencies provide an important service that supports those more directly involved. Some second response personnel may include:

ambulance officers; counselling/support for those involved and/or affected personnel; Hazchem specialists; security such as police required for securing the site; Environmental Protection Authority personnel; and traffic controllers.

Consideration needs to be given to arrival times for the delivery of such services, which directly impact on those immediately affected by the emergency.

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

Traffic In any emergency traffic can be a hazard; for example, emergency access across footpaths may occur. The key issue is the direction, redirection and isolation of vehicular traffic. In many cases, it is likely that traffic control will initially be handled by site employees until police arrive. Key staff training in basic traffic management is an essential part of the training plan. In other situations, allocated traffic wardens may need to support police in maintaining unimpeded access for emergency vehicles, preventing risk to commuter traffic and restricting non essential vehicles coming on-site.

Counselling Any ongoing emotional aspects of an emergency will need to be considered and addressed. While professional counselling services may be part of a longer term post-event strategy, emotional support at the secondary phase may also be required. The need for emotional reassurance of personnel affected by an emergency assists in containing panic and maintaining an organised approach to the emergency.



Recognising and addressing distress that may occur would involve allocating staff in supportive roles. Their roles may vary and be determined by circumstances. In many cases, just providing affected personnel with the presence of another human being to whom they can talk about their experience can be enough to calm them and prepare them for what they need to do next.

Support of affected personnel Containing personnel within a defined emergency assembly area needs to be managed and supported. Allocating and tasking key personnel to this role is important. Assembly Area Wardens managing the safety of evacuated personnel require additional support to maintain the wellbeing of those in their charge and ensure that no-one leaves the designated area for any reason throughout the emergency, or until required to do so. It therefore follows that evacuated personnel are more likely to remain within an assembly area if their immediate physical needs can be provided for. Aspects that require identification include the following.

Is there enough shade from hot sunlight or is the area chosen a hot barren one? Are portable shade devices required as part of the equipment identified to support the personal needs of those affected?

Is water readily available? If not, how will it be obtained, from where and by whom? Does it have to be brought in from off-site because the water has been cut off as part of the emergency?

Are hygiene/toilet facilities accessible? Are portable toilet facilities required?

Has the support required by people with special needs been identified? An example could be a pregnant staff member. Is seating required?

In the case of a protracted emergency, is food available? Lunches etc may have been left behind in the building. You may be in an isolated mine site so food supplies may not be directly available. Is information collected that identifies and supports special dietary requirements such as diabetes, vegetarians, or cultural/religious dietary requirements?

Has cultural and religious diversity been taken into account? For example, sensitivity to and facility for religious obligation and observance. How can this be identified and supported?



Is electricity available to run support equipment if required? Is a back up generator required? What support is required to ensure not only that the equipment is available but there is a competent operator available to run it?

Has communication equipment been provided to support evacuated personnel to contact their family?

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

5.2 MAKE CONTRIBUTIONS TO DEBRIEFING PROCESSES

Contributing to post-event activities helps to rethink the way emergencies are handled and responsibilities allocated, and to build stronger and better plans for the future. This process should be seen as a continuous improvement exercise and not a blame-laying exercise. Your contribution will involve making observations and collecting relevant information on what went well and what needs improving. The following questions will help focus your observations and information collection. 1. Were the principles and priorities for evacuation met, including checking

and accounting procedures of personnel? 2. Were the needs of emergency response agencies met including information

on arrival and response times? 3. Were there any circumstances that inhibited the function of any emergency

equipment? 4. Was hazard management effective?



5. Were there circumstances where the evacuation processes may need to be

modified? Notes on the above should be taken as soon as possible and used during the debriefing process. A checklist or similar method will assist in recording these observations, for example:

Actions required

Actions taken

By whom Response time from initiation

Comment

Emergency shut down of main press

Yes Joe Baggins 4 minutes Need to shorten time or other alternatives

Contact Fire Brigade

Yes Sandra Saffron

2 minutes Too long. Away from desk.

These contributions will also be useful as part of a more structured review of events to support a formal review and future recommendations.

Competency check for Element 5 Key issues for each performance criterion in Element 5 are as follows. 5.1 Identify and support other personnel in the second response phase:

Those people involved in providing a secondary response or ongoing control of site activities are known and identified.

5.2 Make contributions to debriefing processes:

Debriefing information is supplied for the process of continuous improvement.



Case Study 5

Contribute to post-event activities

Personnel at Zaardam Industries have been involved in the development of an Emergency Response Plan and to date it has been built to suit the primary response phase. There is now a need to identify and source personnel and agencies for the secondary response phase. During a recent mock emergency drill involving a chemical spill and subsequent explosion, two areas for improvement were identified, which were:

after the drill it was reported to the Command and Control personnel that site traffic hampered access for emergency vehicles; and

ambulance officers required extra support to deal with casualties.

To address the above issues for future responses, personnel trained in traffic management have been assigned the task of traffic control, and they have been issued with the appropriate equipment including high visibility jackets and traffic signs. Due to the volume of surrounding traffic, it has been decided that police would also be called to manage this situation more effectively. The traffic wardens would remain to assist the police as required It was also identified that extra assistance was required for ambulance officers. Volunteers have been obtained from the assembly area and they are to act in a supportive role to ambulance officers, and the Area Warden would be informed of their whereabouts.

Key Point 1

It is vital that the same level of planning and organising goes into the development of the second response phase of the plan as for the initial response. Looking after people is the number one priority, followed by property and the environment. Secondary responses can make a significant contribution to the overall success of an emergency response.



As part of contributing to post-event activities, information needs to be collected about:

what happened; who was involved; and the sequence of events.

Zaardam Industries management places high priority on these aspects. To capture this information, the Zaardam Industries OHS adviser has developed tools to assist in collecting and documenting raw information from people on the site. The OHS adviser was identified as the most suitable person for the role as it required specific knowledge of site procedures, current hazards and risk control measures. It was also decided that contributions to post-event activities should be made by everyone involved as soon as possible after an event. A post-event evaluation tool, as below, was distributed to all team members involved in the mock emergency event. Key Point 2

Providing contributions to the debriefing process are critical. The debriefing process should be seen as a continuous improvement exercise that clearly outlines what could be handled better in the future. The process may mean parts of the emergency response will need to be upgraded and new versions disseminated. It may also call for more intensive training of those involved in some parts of the process. Whatever the findings of the debriefing process, it provides an opportunity to do better in the future.



POST-EMERGENCY INCIDENT EVALUATION Team Member Name (s):

Priority

Description of event/incident Sequence of events What went wrong? Proposed action Costs and limitations Signature(s): Date this form completed:



Activity 5


Contribute to post-event activities


understand what is involved in providing a secondary response and/or ongoing control of site activities once the main event has passed; and

can identify the range of information that needs to be gathered, and the obstacles that may prevent this information from being gathered in a timely manner for the process of continuous improvement.

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

Undertake the following activities:

1. Determine the secondary response needs for three main emergency situations. Ensure you clearly state what the resources would be and the likely amount of time they would require.

2. Describe how your emergency response plan may have to be upgraded

because of new information that needs to be added. 3. Produce a strategy document that outlines the process you would use in

your workplace to:

identify the range of information needed to be obtained for debriefing needs; and

how you would overcome any obstacles in getting this information from people who may be off-site.



Element 6: MONITOR EMERGENCY RESPONSE & ADDRESS DEFICIENCIES

In other parts of this unit, the importance of having a systematic approach to gathering information has been stressed. This approach continues in reviewing emergency event activities. You may ask why we need to do this if the response was adequate. The answer is

To have an Emergency Event is unfortunate To have an Emergency Event and learn nothing from it is unforgivable

(Adapted from Flight Digest 2004)

The process of monitoring provides the collection of as much raw data and information as possible. This collected information allows a comparison or review to be made between the initial preparation for an emergency response and how well the emergency response actually performed. Approached in an organised and timely way, it provides the best opportunity to gather information while it is still fresh in people’s minds. Having checklists and questionnaires to capture vital information can form part of essential tools in this systematic process. The purpose of evaluating any emergency response and identifying arising deficiencies is to:

avoid similar events in the future;

identify what is working;

identify what is not working; and

identify and address deficiencies in emergency response implementation to better prepare for future potential emergency events.

To complete the sixth and final element of this unit of competence successfully, you will have to show that you have satisfied the following performance criteria. 6.1 Monitor responses to emergencies for efficiency and timeliness, in consultation with stakeholders and, as appropriate, specialist advisers and agencies.



6.2 Document, and promptly and appropriately report results of monitoring to managers and key personnel. 6.3 Identify areas for organisational and personal improvement and make recommendations for improvement in response to analysis of response taken.

It is essential to adopt a continuous improvement approach when evaluating and reviewing an emergency event. Action plans should be developed that address deployment of identified improvements and modifications.

6.1 MONITOR RESPONSES TO EMERGENCIES Before any review can occur, factors that have influenced the efficiency of the response need to be identified and documented. These factors would include:

timelines for response;

coordination of response personnel;

support for first and second response phase;

equipment availability, serviceability and maintenance;

adequacy of training of emergency response teams;

efficiency of emergency shut down;

roles and responsibilities of key personnel;

documentation, maps and procedures;

hazard limiting measures;

communication; and

recovery to normal operations.

Timelines and efficiencies Aspects to consider may include the following.

Effectiveness of response to evacuation

Did everyone follow the plan? Did everyone know what the plan was? Was there any confusion about individual responsibilities? Did everybody egress with minimum difficulty? Was emergency shut down of equipment effected with minimum

delay? Were key personnel easily identified? Were appropriate emergency services notified within a minimum

timeframe?

Access to emergency equipment

Available (location, or located on map)?



Serviceable?

Accessible?

Effective?

Useable (trained in its use)?

Communication

Available and accessible?

Procedures adequately communicated?

Was critical information available for transmission?

Timely and immediate?

Human and physical resources capability

Adequate in quantity and availability?

Training appropriate?

Accessible?

Sufficient for the task?

Appropriate to the needs of all personnel?

Feedback from relevant stakeholders When reviewing the effectiveness of an emergency response, you will need to include internal personnel, external responders, eg fire fighters, ambulance services and identified specialist advisers. They can all provide relevant and accurate information on their involvement in the emergency response. Possible sources of information and advice would include:

managers;

supervisors;

health and safety and other employee representatives;

OHS committee;

employees; and

the community. Specialist advisers and attending agencies include, but are not limited to:

Fire and Emergency Services (FESA);

State Emergency Services (SES);

Police;

Ambulance;

Government departments;

Hazard (Hazmat) response teams;

OH&S authorities; and

Consultants.



Failing to conduct a prompt review without consultation with the relevant expertise would result in any information gathering and review process being flawed and of lesser value as a process for improvement. A review process needs to be conducted with all relevant parties as soon as possible after the occurrence of an emergency response. Gathering of information needs to occur immediately after the emergency response to obtain the most accurate information while it is still fresh in everyone’s memory. This information will then form the basis for the review process.

Evidence to monitor efficiencies and timelines Contributions for evaluation need to focus on some of the following. Who

Eye witnesses.

Consultants and other experts who may assist in the gathering of data.

Site personnel.

Key personnel involved in the managing the response.

Rescue teams, if applicable.

External emergency response personnel:

Fire;

Ambulance; and

Police. How

Verbal or recorded conversations based on defined guidelines.

Written questionnaires.

Photographs.

Supplementary reports generated both internally and externally. On the following page is a model you could use when collecting information after an emergency response.



Model for Information Gathering

Collect information to find the WHAT the WHERE and the WHO were involved in the emergency response as sources to provide feedback.

Report all findings and disseminate the key learnings to interested parties.

Analyse the findings to find out HOW and WHY of the initiating incident.

Draw conclusions from the findings and develop a corrective action plan.

Monitor, evaluate and address timelines and efficiencies to ensure prompt and timely information collection, analysis, communication and reporting at all stages. All stages to be documented against organisational procedures.



6.2 DOCUMENT & REPORT RESULTS OF MONITORING

The information gathered provides supporting evidence for the compilation of a review report. Reports represent a systematic method of presenting relevant information to others. They need to be structured, accurate and concise. The report should contain:

background information;

times, dates and sequence of event; and

issues arising from the evidence. The report should be considered essential to the future safe and effective operations of the organisation. A distribution list to key personnel and other stakeholders would include:

managers;

supervisors;

OHS representatives;

OHS committees;

other internal and external stakeholders;

specialist advisers; and

emergency services. Managers, supervisors and other key personnel need an opportunity to review preliminary reports to assess:

organisational preparedness under their control;

the effectiveness of organisation policy and procedures;

any changes that may affect operational processes;

effects on work flow;

human resource and personnel management practices; and

meeting the legislative requirements. External emergency services need an opportunity to review preliminary reports to assess:

their preparedness;

capability, and

effectiveness.



The requirement for keeping these key people and organisations informed is so that they can critically reflect on current practices and comment and decide on any future changes. Post-event reporting also provides communication to all parties and fosters a team approach to addressing any future potential emergency response. Consideration also has to be given to regulatory reporting requirements. This may involve reporting to one or more agencies including:

WorkSafe;

WorkCover; and

Environmental Protection Authority.

Confidentiality

Some information may be of a sensitive or commercial nature or may name individuals. Therefore, distribution of documentation must have the necessary organisational approvals and be authorised at an appropriate level. Sound understanding is required of the organisation’s:

policies;

procedures;

processes; and

lawful requirements. Document control protocols regarding authorised access, version control and circulation lists also need to be followed. Also required would be a detailed understanding of the explicit legal requirements applicable to Equal Opportunity legislation, federal and state anti-discrimination laws and privacy legislation.



6.3 IDENTIFY AREAS FOR ORGANISATIONAL & PERSONAL IMPROVEMENT, AND MAKE RECOMMENDATIONS

After feedback has been received on the preliminary report, a formal process of identifying and making recommendations for improvement to the emergency response plan needs to occur. A consultative approach is required in order for any systematic changes to occur. This process will have at least four parts: 1. Identify areas for improvement. 2. Identify priorities. 3. Develop a budgeted action plan. 4. Ensure planned monitoring and review occurs.

A forum for this to occur could be via an emergency response management committee or joint task force comprising internal and external stakeholders. Whatever form the consultative process takes, all relevant parties, internal and external, must be involved. The outcome of this process is recommendations for actions. These recommendations would cover a range of organisational issues and would contain specific statements for improvements to, or development of, the organisation’s:

site policies, procedures and process;

physical resources;

training; and

environmental impact. Following is an example of recommendations in an improvement report:

Example recommendations from emergency response review report

Recommendation 2.5 From the review it has been established that the site requires an Organisational Policy, Procedure and Process for registration of outside parties, visitors and salespersons coming on to the worksite. This needs to be developed and implemented.



2.5.1 It is recommended that required action be taken on the following:

Develop a worksite access policy, and procedures for that policy.

Establish processes to support that policy.

Identify the responsible party for action.

The policy be reviewed for ratification at the next Senior Management Meeting on (Date, establishes timeline).

New Policy ― Visitors to site

1. No visitor shall enter the site for any reason without making an appointment.

2. All visitors must record their presence on the site with appropriate personnel and sign in.

3. All visitors will be accompanied by a member of staff at all time while on-site.

4. Failure to do so will result in the offending individual being escorted off-site.

Procedure and process

All persons entering the site must report to front desk and sign in. A visitors’ log is available and must be signed. The receptionist is responsible for communication of the site

requirements to the visitor and shall also communicate with the relevant personnel of the visitor’s presence.

If site access throughout the plant is required, then an induction is will be needed.

A checklist of PPE requirements is to be displayed and provided. The finer procedural details and processes would then be developed as a pilot for further review.

Priorities and Action Plan

Once these recommendations have been determined and accepted they will then be prioritised and an action plan developed. The action plan would address and include:

What is the order of priorities and why they are priorities (eg based on critical injury issues, level of risk, legal obligations)?

Who will undertake the action, when it should be done by? How will it be done, by what process, when will progress be monitored

and reviewed? What physical and financial resources are required to complete the

task?



Areas for improved emergency response may entail addressing policy, procedures or processes as part of this refinement. This could mean developing new organisational policies or amending existing ones.

Cost and budgeting When instigating an action plan, costs need to be identified and budgeted for. This is an integral component of all plans. Change can be costly and take time, so it is important that the identified actions are carried out according to the scope of the priorities and actioned according to an action plan. Consequential or ongoing costs of any changes also need to be considered. For example, if new and updated breathing apparatus is to be hired or purchased, further funding would be needed to train potential users in the use of the new equipment.

Additional resources Improvements may require additional resources such as:

specific training in chemical handling from an external specialist;

upgrading of fire fighting appliances requiring specialist advice;

disabled access specialists to improve site conditions;

cultural advisers to assist with cross-cultural communications; and

additional secretarial services.

On the following page is an example of an OHS Action Plan template.



OH&S ACTION PLAN

Issue to be addressed Action required Responsible

person Reporting

to Resources required

Approved budget

allocation amount

Date completed

Hose at vehicle wash down area is a trip hazard as it is left lying on the ground after use.

Purchase hose reel to put hose away after use

Fred Jones

Julie Wright

Hose reel purchase – stores Labour to erect – ½ hr

$61.00 $46.00

6/4/06 6/4/06



Monitoring and maintenance of systems Assisting in the implementation of an emergency response not only ensures that deficiencies are identified and addressed but also involves monitoring, which may take the form of ensuring:

first aid kits are in a state of readiness for an emergency;

communications are kept in a condition of readiness (charged and operational);

inspection and upkeep of fire extinguishers and other fire fighting appliances is undertaken;

risk register is up-to-date and accurate;

emergency contact lists are current; and

times on-site and locations of all employees are known, documented and current.

This may entail:

a review and appraisal of external service providers, first aid supply or extinguisher service contract, and monitoring that the services delivered are both adequate and timely;

liaison with first responder/receivers;

involvement of OHS representatives about worksite inspections and their frequency; and

liaison with the OHS committee to report actions and outcomes.

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



Competency check for Element 6 Key issues for each performance criterion in Element 6 are as follows:

6.1 Monitor responses to emergencies for efficiency and timeliness, in consultation with stakeholders and, as appropriate, specialist advisers and agencies:

Understanding that emergency response needs to be monitored for efficiency and timeliness, and identifying who can provide input into determining this.

6.2 Document, and promptly and appropriately report results of monitoring to managers and key personnel:

Effective documentation for use by others is generated in a timely manner.

6.3 Identify areas for organisational and personal improvement and make recommendations for improvement in response to analysis of response taken:

Areas for improvement are recognised and recommendations produced.



Case Study 6

Emergency response is monitored and deficiencies addressed

You have been delegated by Zaardam Industries to review the effectiveness of a recent emergency response and are meeting with all the relevant stakeholders, experts and specialist advisers to identify response efficiency and effectiveness. As the incident involved a spillage of a large amount of hazardous material onto the ground, with an amount finding its way over your property boundary, you have had to gather a range of people to review the effectiveness and timeliness of response procedures. Eyewitness accounts suggest that the spillage was not detected for some hours. A strategy for addressing the issues raised needs to be established. An emergency planning committee has been established at management level to assess emergency response outcomes. The committee comprises key personnel, specialist advisers, emergency services and government agencies to analyse and evaluate the effectiveness of the emergency response. The following process is established at Zaardam Industries to meet the legislative, industry and site requirements.



Version Control Date of change Originator Authorised Data Entry Date

No 2 16/10/06 JW TS 20/10/06

Ongoing schedule of review and

evaluation of action plan.

Adoption of report and

development of Action

Plan.

Draft report to key

personnel for

comment.

Present information

at initial post event

meeting.

Use developed documents to capture

information.

Central register of all minutes and documents generated.

Zaardam Industries Emergency Response Review Process



To review timelines and efficiencies, Zaardam Industries emergency review committee established key performance indicators to measure response effectiveness. These included:

timelines and efficiencies of response personnel;

deployment and management of the process;

adequacy and capability of equipment and personnel on the site; and

adequacies of the procedures and associated documentation. To improve future effectiveness, the results of the review process need to be documented and recommendations developed. Issues highlighted during the meeting process included:

no procedures in place for shutting down critical equipment;

inadequate response time as there was no method of detecting that the spillage had occurred;

lack of training in spillage containment and cleanup;

no designated emergency response team leader, as both team leaders were on leave; and

some employees did not know what assembly areas to go to.

Key Point 1

When working through the debrief process it is important that the emergency event is broken down into a sequence of events that match the actual rollout of events as they took place. By doing this, the debrief can be kept on track and each item discussed so that all relevant information is captured.

Jumping from subject to subject and event to event may allow valuable information to be lost.

The findings and results of such meetings need to be collated and disseminated to management and other key personnel in the form of a draft report, which contains not only the identified emergency response deficiencies but also:

What are the priority actions that need to be taken?

Why they are priorities (eg critical injury issues; legal obligations)?

Who will undertake the action?

When it should be done by?

What are the costs and timeframes?



A circulation list of key personnel, stakeholders and specialists was generated and the report circulated with a timeframe given for response.

Key Point 2

The information generated in such a report may be confidential and sensitive and therefore a distribution list will need to be produced so issues can be discussed with relevant people. Management may want time to evaluate what needs to be done and set an action plan of their own to rollout the proposed recommendations.

Depending on legislative requirements and other circumstances there may be issues in the report that are subject to debate as to exactly what will be done about them.

Consider the reactions that any report may generate.

Maintain close links with important people in your organisation to ensure information is presented in an acceptable manner.

At the close of the comment period, a meeting was called of the emergency response committee for consideration of all comments on the draft report.

A revised final report was generated and presented at a following meeting to be ratified.

An action plan was then developed to address deficiencies so that the required changes could be implemented.

A schedule of review meetings was arranged to assess progress of the action plan.

All documents, minutes, reports, revised procedures and other associated documentation was placed on the Zaardam Industries business system to ensure compliance to statutory and site requirements.



Activity 6


Emergency response is monitored and deficiencies addressed

By completing the following activities you will demonstrate that you have:

an understanding that emergency response requires monitoring to ensure efficiency and timeliness and can recall those who can provide input into this process;

produced an effective report; and

identify areas for improvement and make recommendations.

You can use the previous case study to provide the background for completion of the following activities, or you can relate these activities to a workplace of your own choosing.

Producing reports and recommendations for improvement provides the catalyst for change in organisations. Produce a report for the management of your organisation outlining your recommendations and implementation strategies for the issues highlighted in this case study or for issues that have been highlighted at your workplace. Ensure the report:

addresses all key issues;

provides practical and achievable solutions to the issues;

shows how the recommendations will be implemented;

indicates who would need to be kept informed of them and why;

indicates timelines for completion of activities; and

highlights the planned efficiencies that will be gained.



REFERENCES

Australian Standard AS 3745, 1995: Emergency Control Organisation and Procedures for Buildings. CCH Australia Limited: Planning Occupational Health & Safety: A guide to OHS risk management. (2006) 7th edition. Commission for Occupational Safety and Health (WA): Guidance Note Preparing for Emergency Evacuations at the Workplace. Retrieved from www.worksafe.wa.gov.au Emergency Management Australia (Jan 2003): Critical Infrastructure. Emergency Risk Management and Assurance: Retrieved from www.ema.gov.au Safe Work Australia (formerly ASCC). (2004c, 2004). Type of Occurrence Classification System. Retrieved 29th July 2005, from www.ascc.gov.au OR-OSHA, Standards and Technical Resources Section: Expecting the unexpected – What to consider in planning for workplace emergencies. Retrieved from www.orosha.org/standards/publications.html Taylor, G.A., Easter, K.M. and Jegmeu, R.P. (2003) Enhancing Safety – A Workplace Guide 1, 4th ed., Perth, WestOne Services. US Department of Labour Occupational Safety and Health Administration: How to Plan for Workplace Emergencies and Evacuations. Retrieved from www.osha.gov



On-line unit test questions

As a final Activity, check your understanding of contributing to the implementation of emergency procedures by answering the on-line test questions for the unit, which you can access at the SafetyLine Institute: www.worksafe.wa.gov.au/institute The test questions have been taken from the Readings for this unit as well as from this learning guide. Keep a copy of your student record in your Assessment Portfolio as evidence you have correctly answered the on-line test questions. Please note that you may be further questioned about the test questions during your Assessment Interview.




Integrated project

Keep a copy of this Project for your Assessment Portfolio. By completing the Activities, you have undertaken the actions necessary to demonstrate you can contribute to the implementation of emergency procedures. While each Activity has to be individually identifiable for assessment purposes, you should also present them in a way that provides an integrated report for your workplace and demonstrates that you can contribute to the implementation of planning and response procedures for emergencies. This will give you the opportunity to check that you have provided evidence that you have:

the required knowledge and understanding; and

the required skills and abilities, as outlined in the Introduction to this unit.

You need to ensure that you integrate the individual activities into a presentation or report that clearly shows how you contribute to the implementation of emergency procedures. You may wish to compile your activities, produce cover pages and brief explanations as to how all of the activities combine to show you have the competence to be involved in the implementation of emergency procedures.

You should ensure that you integrate evidence of the required knowledge and skills into your report.

Summative presentation In addition to the above written report, you are required to make an oral presentation to a workgroup (or a simulated workgroup) or to your management. You may select the format and approach that you consider most appropriate to your workgroup. This may require a simple PowerPoint or some handouts to be produced that will assist you to present your finished work, but you should take account of the Project Review Checklist that will be used to assess you.



ASSESSMENT

Assessment portfolio from learning guide For BSBOHS405B – Contribute to the implementation of emergency procedures Note to participant Any documentation provided as evidence must be prepared by you to a satisfactory standard and be in accordance with workplace procedures. When collecting material for your assessment portfolio, please ensure that the confidentiality of colleagues, workers and other persons is protected, and block out any sensitive information. If you have any doubts regarding confidentiality issues, contact the organisation concerned. Participant’s name: _______________________________

Date: _______________________________

the box when you complete an activity from the Learning

Guide. Add the material from the activity to your assessment portfolio.

Activity 1

Activity 2

Activity 3

Activity 4



Assessment portfolio from learning guide (cont.)

Activity 5

Activity 6

On-line test questions

Integrated project and presentation

Note: Attach a copy of this document to your assessment portfolio so that your assessor can see you have completed all the activities. Assessor’s signature:

Date:



Project review checklist For BSBOHS405B – Contribute to the implementation of emergency procedures Participant’s name: _______________________________

Date: _______________________________

the box if the learner has completed the following:

Presented a written report or compilation of all activities to be presented.

Given an oral presentation to a workgroup or management detailing how competency has been gained in this unit and explained how the following knowledge underpins this process:

Evidence (copy of front page) you have accessed relevant regulations, codes of practice, standards and guidance material.

How language and literacy of the workgroup can have an effect on emergency response planning and implementation.

How part-time, casual and contract workers, shift rosters and geographical locations impact on emergency response.

Principles of building compartmentation; identification and role of smoke and fire doors.

Understanding of emergency alerting systems, signals and instructions commonly used in workplaces.

Principles and priorities for evacuation, including checking and accounting procedures.

Location of emergency procedures, equipment and evacuation assembly areas.

Understanding of information needs of emergency response agencies at time of reporting emergency, arrival or response and during management of emergency.

Understanding of priorities of workplace response to emergencies and hazards and precautions during an emergency, including during an evacuation.

Knowledge of principles of effective liaison with emergency service personnel including.

Assessor’s Signature: _________________________________ Date: ___________________________



Third party (manager/mentor) report For BSBOHS405B – Contribute to the implementation of emergency procedures. Note to participant Where possible you should have an OHS practitioner as a mentor to assist in developing your practical skills and applying your knowledge. Your manager is also an important source of feedback on your competence, although from a different perspective.

The assessor will arrange to meet with you and your mentor, coach or manager to discuss completion of the third party report. The third party report will support integrated assessment of this unit.

The mentor, coach or manager is required to provide the Assessor with any relevant information. This report will be forwarded by the Assessor to the candidate for inclusion in their assessment portfolio.

The following list of questions is provided as the basis for a checklist for you and your mentor, coach or manager. Where you have both mentor and manager, separate forms should be completed.

The checklist has been designed to reflect the performance criteria and to collect information about your demonstration of competence in the workplace. The assessor may use additional questions to address any need for supplementary evidence to support your competence.

Checklist

Did the candidate satisfactorily Yes No 1.1 Apply internal and external policy, procedures standards and codes of practice to identify hazards and other causes for potential emergencies?

1.2 Seek the input of stakeholders, key personnel and OHS specialist in identifying potential emergencies?

Element 1. Identify potential emergencies

1.3 Liaise with appropriate outside specialist and emergency agencies to assist in identifying causes of potential emergencies?



1.4 Develop a risk register to identify potential emergencies and their causes?

Comments:

2.1 Categorise major types of emergencies?

2.2 Identify actions required to contain or limit potential emergencies?

2.3 Identify actions required to limit the effect on personnel, property and the environment?

2.4 Identify liaison requirements, protocols and procedures for contacting emergency agencies?

Element 2. Identify options for initial response

2.5 Prioritise actions to be taken during emergencies?

Comments:



Did the candidate satisfactorily Yes No

3.1 Identify resources required and available for immediate response?

3.2 Check emergency response equipment to ensure serviceability, accessibility, cleanliness and correct location?

3.3 Document actions required for a number of major types of emergencies, taking account of standards, current industry practice, specialist advice and input by emergency agencies?

Element 3 Plan initial response procedures

3.4 Identify training needs and appropriate providers?

Comments:

4.1 Document and display action plans for initial response?

Element 4 Implement initial response procedures

4.2 Identify and implement own role in emergency response?

Comments:



5.1 Identify and support other personnel in second response phase?

Element 5 Contribute to post event activities

5.2 Contribute to debriefing process?

Comments:

Did the candidate satisfactorily Yes No 6.1 Monitor, in consultation, responses to emergencies for efficiencies and timelines?

6.2 Document and promptly report results of monitoring to mangers and key stakeholders?

Element 6 Monitor and address deficiencies in emergency response

6.3 Identify areas for improvement in response and make recommendations?

Comments:



Comments: further comments by assessor (if required)

Keep a record of the following

Name of person completing checklist:

Background/ experience in topic (if any)

Date:

Relationship to person being assessed (tick)

Mentor/coach for

Months

Manager for

Months

Other Months

(explain)

Team Manager’s/Mentor’s Signature:________________________________ Assessor’s Signature: ___________________________________________ Date:_________________________________________________________



Skills Checklist For BSBOHS405B – Contribute to the implementation of emergency procedures.

Candidate’s name

Assessor’s name

Work activity Implementing emergency procedures

Unit of competency BSBOHS405B – Contribute to the implementation of emergency procedures

Location

Instructions:

The candidate contributes to the implementation of planning and response procedures for emergencies (may be simulated).

During the development of this competency, did the candidate demonstrate or provide evidence of the following abilities:

Yes No

Culturally appropriate communication skills to relate to people from diverse backgrounds and people with diverse abilities across all levels of an organisation?

Interpersonal skills to issue instructions in an authoritative manner during unusual circumstances?

Literacy skills to prepare reports for a range of target groups?

Observation skills to evaluate the impact characteristics and composition of the workforce have on managing OHS?

Organisational and time management skills to sequence tasks and meet timelines?



During the development of this competency, did the candidate demonstrate or provide evidence of the following abilities:

Yes No

Research and data analysis skills to assess resources required to systematically manage OHS?

Technology skills to access internal and external OHS data?

The candidate’s overall performance met the standard:

Yes No

Comments/observations:

Assessor’s signature

Candidate’s signature

Date of assessment



Interview questions For BSBOHS405B – Contribute to the implementation of emergency procedures.

Note to participant

The questions listed below cover the performance criteria for this unit and support your required knowledge and skills. The Assessor can add to or modify these questions to suit the particular context.

Candidate’s name

Assessor’s name

Work activity

Emergency response implementation

Unit of Competence BSBOHS405B – Contribute to the implementation of emergency procedures

Location

Instructions: The candidate is required to provide verbal answers (using examples where possible) to the following questions that will be asked by the assessor. It is suggested that the interview should be a ‘conversation’. The interviewer should be prepared to insert their own questions to explore weaknesses or other issues that arise during the ‘conversation’.

Did the candidate satisfactorily answer the following questions:

Yes No

Element 1 In your workplace have you been involved in emergency response planning?

Do you work as part of a team or is your role fairly autonomous in the OHS area?

Do you think you have enough time to do what is required? How can this be improved?

Does your role include applying knowledge related to hazard identification and control procedures?

What information outside the workplace have you accessed to assist you in this whole process?

What sources of data from inside the workplace did you access to assist you in identifying potential for emergency responses?

Who did you assist or who assisted you in interpreting the information obtained?



Was access to relevant information difficult? If so what aspects were they and how did you overcome the problems?

Was a risk register used in any site assessment and is there a risk management plan in place?

Have you been able to identify any need for required changes to the hazard and risk register?

What specialist advisers or external agencies have you contacted regarding identifying potential emergencies on the site?

Are there any particular hazards relating to this site that require special considerations?

Element 2 What are the current Emergency Response

Options available for this site? Are there options for differing levels of response on the

site and how are they prioritised? If not, what needs to be done?

Are there any personnel that may require special consideration in an emergency?

Who do you consult with internally to address these issues?

Is communication adequate and how do you think it may be improved?

What is the cultural mix on the site?

Does regular consultation and input occur with outside agencies?

What was the decision-making process for deciding who was, who was not, involved from outside agencies?

What forms of communication occur within the organisation to inform all personnel and keep them updated on their roles and responsibilities in an emergency? What role do you play in this process?

Element 3. What resources are available for an emergency response

What level of planning are you involved with for emergency response procedures on the site?

Is there a register of equipment on the site and how is the equipment inspected and maintained?

Have you been involved in an emergency response and how did it go?

What outside specialists are available and used to assist in supporting the ERP?

Are you happy with the level of communication with outside agencies and specialists?



What are the levels of training for emergency response personnel? How is the training recorded and training updated?

Who does the company use and what type of training occurs?

Element 4. What documentation exists to implement an

emergency response? What site information is provided such as maps, etc?

Do key personnel have access to the current plan?

How do you know?

Is there document control to ensure that only the latest version is available?

What role do you play in updating and/or communicating updates within the organisation?

Are you satisfied with how this occurs?

What role and responsibility have you been allocated in the plan?

What do you see as priorities in that role?

Element 5. What role do you have in second response phase of the emergency?

In the role that you have been given in the ERP, what do you see as the most important actions that you can do in the second phase of the response?

What should you do if the designated command and control personnel are absent?

How are other issues such as first aid addressed?

Are procedures in place to record the movement of personnel on and off the site? Who does it?

What about amenities for the evacuees, how are they addressed?

Do you think all those involved are adequately supported or do you think some areas need more focus? How would you communicate this?

What assistance do you think you can provide in those areas identified?

How do you identify and access the required equipment needed?

Are there any specific tools that you use to document what, where, when, how the emergency occurred?

Is this important to do at the time do you think?

If so, what benefit could it provide?

What do think are the best sources to find out what has happened and when would you do it?



Element 6. What is your involvement in identifying and fixing any deficiencies when they occur?

Is there a process to get feedback from the external emergency agencies regarding response times, sequencing, access, etc?

Is there any performance criteria in time of response used to assess how well the ERP worked?

What other performance measures could be used?

Who is involved in talking with the site personnel about the emergency?

How is documentation gathered from an emergency response collated and stored?

Is there a process to review the information and what role could you play in this?

Have you written any reports to the company on any safety-related matters?

Did they include some analysis, recommendations timelines, etc for action?

Has the organisation proved responsive to improvements based on these recommendations?

How were improvements prioritised?

How often does the management team meet to discuss issues such as ERP?

General Questions Did you encounter any problems in applying or

developing emergency responses strategies?

What would you change in your approach next time round?

The candidate’s required knowledge was satisfactory:

Yes No

Notes/Comments:

Assessor’s Signature

Candidate’s Signature

Date of Assessment