Corporate Disasters

Apr 1, 1997 12:00 PM, By DR. STEPHENIE SLAHOR

Your firm may have never faced the harsh reality and aftermath of a fire or explosion, but other firms have. Their lessons learned can help you prevent disasters. Gerald Scannell, vice president for corporate safety affairs for Johnson and Johnson Corp., has studied corporate disasters, and he makes the following observations and recommendations.

Scannell says start with a hazard analysis that involves a systematic approach to identifying, evaluating and controlling processes involving highly hazardous chemicals. The plant's management structure must be evaluated. There must be corrective action recommended, and an emergency response coordination process must be developed. Such an analysis should focus on:

* human factors; * redundancy of critical instrumentation; * proper classification of hazardous locations; * control over introduction of emission sources into hazardous locations; * training of operators and maintenance personnel; * development of standard operating procedures and hazcom training; and * assignment of responsibility to personnel to identify and correct hazardous conditions.

We all bet our lives on technology every day, but technology is no substitute for redundancy and worst-case analysis, says Scannell.

Commitments from management and the budget must exist to help safeguard people and property. The buck may stop at the top, but the bucks flow from the top, too, and management must set the tone for safe working conditions dedicated to details, says Scannell.

Disaster plans are vital, but Scannell points out, Even if you have it all on paper in a 100-page manual on a shelf, the manual can burn up with everyone else unless disaster planning is integrated into the overall safety program. He offers the following points for a disaster plan:

* Pre-plan. Make sure a disaster plan is in writing and that it identifies team leaders and alternates who take over in case of emergency for every area in the facility. Establish a clear chain of command according to job description, not names, in case someone is absent on the day of the disaster. Brief local emergency forces about your plan.

* If a disaster occurs, the building will likely be inaccessible. Some people need to carry first aid supplies and employee lists. Do not let employees leave. Keep them on site in a safe, designated area.

* All evacuated people requiring medical treatment should be grouped into red (worst injuries), yellow (less serious) and green (minor injuries) zones. Emergency medical technicians and other responders will identify those who need immediate medical treatment, but grouping can get help to the most injured quickly.

* Safety equipment must be ready, accessible and clean. Emergency team leaders must be trained in the use of such equipment on a regular basis.

* In the building, mark all valves and record them. When a valve is changed, it must be recorded immediately. All utility shut-offs should be visible and accessible. A master list should be available outside the plant wall for emergency personnel.

* Disaster drills should involve local hospitals, the emergency planning committee, fire/paramedic departments, law enforcement agencies and volunteers recruited to play injured victims.

Redundancy is critical in the emergency plan, says Scannell. Backup personnel should be identified to become familiar with the plan. Every department in the plan needs a team leader who will be responsible for making employee lists to account for everyone. The lists need to be coordinated with personnel directors to account for absences, vacations and employee sick leave. He adds, Preparation must start from the first day of employment and include familiarization with the evacuation plan.

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© 2008 Penton Media Inc.

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