PUAWER005B OPERATE AS PART OF AN EMERGENCY CONTROL ORGANISATION LEARNER GUIDE Module One Respond To Emergency Reports, Signals And Warnings

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2 PUAWER005B OPERATE AS PART OF AN LEARNER GUIDE

3 THE CUNNING FAMILY TRUST AND THE PEACHEY FAMILY TRUST TRADING AS SAFE WORK RESOURCES PTY LTD ABN ( SAFE WORK RESOURCES ) The information, software, products, and services included in or available through the Safe Work Resources website, applications, documents or any other products may include inaccuracies, operational or typographical errors. Changes are periodically added to the information herein. Safe Work Resources and/or its associated companies/businesses may make improvements and/or changes in the Safe Work Resources website, applications, documents or any other products at any time. Advice received via the Safe Work Resources website, applications, documents or any other products is of a general nature and should not be relied upon for personal, medical, legal or financial decisions and you should consult an appropriate professional for specific advice tailored to your situation. Safe Work Resources and/or its associated companies/businesses make no representations about the suitability, reliability, availability, timeliness, and accuracy of the information, software, products, services and related graphics contained on the Safe Work Resources website, applications, documents or any other products for any purpose. To the maximum extent permitted by applicable law, all such information, software, products, services and related graphics are provided "as is" without guarantee, warranty or condition of any kind. Safe Work Resources and/or its associated companies/businesses hereby, to the maximum of extent permitted by applicable law, disclaim all guarantees, warranties and conditions with regard to this information, software, products, services and related graphics, including all implied warranties or conditions of merchantability, fitness for a particular purpose, title and non-infringement and to the extend guarantees, warranties and conditions are implied and cannot be excluded, Safe Work Resources limits its liability at Safe Work Resources option to the: replacement of the goods or the supply of equivalent goods; repair of the goods or payment of the cost of having the goods repaired; payment of the cost of replacing the goods or of acquiring equivalent goods; or resupplying the services or the costs of resupplying the services. To the maximum extent permitted by applicable law, in no event shall Safe Work Resources and/or its associated companies/businesses be liable for any direct, indirect, punitive, incidental, special, consequential losses or damages or any damages whatsoever including, without limitation, damages for injury or death, loss of use, data, profits, revenue, production, opportunity, goodwill or any similar loss whether or not in your reasonable contemplation, arising out of or in any way connected with the use or performance of the Safe Work Resources website, applications, documents or any other products with the delay or inability to use the Safe Work Resources website, applications, documents or any other products or related services, the provision of or failure to provide services, or for any information, software, products, services and related graphics obtained through the Safe Work Resources website, applications, documents or any other products or otherwise arising out of the use of the Safe Work Resources website, applications, documents or any other products whether based on contract, tort, negligence, strict liability or otherwise, even if Safe Work Resources or any of its associated companies/businesses has been advised of the possibility of damages. Because some states/jurisdictions do not allow the exclusion or limitation of liability for consequential or incidental damages, the above limitation may not apply to you. If you are dissatisfied with any portion of the Safe Work Resources website, applications, documents or any other products or related services or with any of these terms of use, your sole and exclusive remedy is to discontinue using the Safe Work Resources website, applications, documents or any other products or related services. Your use of the Safe Work Resources information, software, products & services is governed by the laws of the state of Victoria and you hereby agree to the exclusive jurisdiction of the courts of or in Victoria and courts of appeal therefrom. Page 2

4 TABLE OF CONTENTS Review Log... 4! Module Basis... 4! 1.1 Introduction... 5! Definition Of An Emergency... 5! Definition Of Workplace... 6! 1.2 Identify Reports, Signals And Warnings... 7! Types Of Emergency Reports, Signals And Warnings... 8! 1.3 Workplace Emergency Procedures... 9! Emergency Assessment And Reporting... 9! Monitor And Respond To Hazards And Situation Developments... 10! 1.4 Hazards And Risks... 11! Risk Management... 11! Identify Hazards And Developments And Take Appropriate Action... 12! 1.5 Make Arrangements For Assistance... 14! People Needing Assistance... 15! Provide Assistance... 16! 1.6 Identify And Attend Emergency Stations... 18! Emergency Station Procedures... 19! Emergency Communications Point... 19! 1.7 Identify Emergency Control Team Members... 20! Page 3

5 REVIEW LOG Version Number Date Updated Details of Updates Version 3 Released October, 2011 Version 4H Supersedes previous version. Released March, 2013 Content updated to reflect: Harmonisation of OHS/WHS legislation and regulations. Document template updated. MODULE BASIS This module is based on the unit of competency PUAWER005B Operate As Part Of An Emergency Control Organisation: Element 1 Respond to emergency reports, signals and warnings. 1.1 Emergency reports, signals and warnings are identified and appropriate action is taken. 1.2 Emergency situations and possible further development are assessed and relevant action is taken according to workplace emergency procedures. 1.3 Arrangements are made for people who may require assistance. 1.4 Emergency stations are attended and operated according to workplace emergency procedures. 1.5 Suitable identification is worn according to workplace emergency procedures and relevant standards. Page 4

6 1.1 INTRODUCTION This course is based upon the unit of competency PUAWER005B: Operate As Part Of An Emergency Control Organisation. The aim of these materials is to provide you with an understanding of how to implement an emergency response as it is specified, either in the workplace procedures or by a person at a higher level of management within the emergency control organisation. You will be working within the command, control and coordinated structure of the emergency control organisation DEFINITION OF AN EMERGENCY An emergency is any unexpected event which has the potential to cause harm or injury to people or the environment, or which could impact the financial viability of the organisation. Emergencies identified by the workplace hazard analysis could include: Animal or livestock emergencies. Bomb threat. Building invasion/armed invasion. Chemical, biological and radiological. Civil disorder. Criminal acts. Cyclones, including storm surge. Deliberate self-harm. Earthquake. Failure of utilities. Fire. Flood. Hazardous substances incidents. Hostage situations. Industrial accident. Letter bomb. Medical emergency. Severe weather/storm damage. Structural instability. Terrorism. Transport accident. Toxic emission. Veterinary emergencies. Wildfire. Page 5

7 1.1.2 DEFINITION OF WORKPLACE Workplaces include buildings and structures. For this unit, reference has been made to the Australian Standard AS : Planning for emergencies in facilities, which defines a workplace as: Any place where work is, or is to be, performed by a) A person engaged for work for gain or reward, or on a voluntary basis; b) A person conducting a business or undertaking; or c) As defined by the relevant Commonwealth, State and Territory occupational health and safety statuses for the definition of workplace. Page 6

8 1.2 IDENTIFY REPORTS, SIGNALS AND WARNINGS The Emergency Control Organisation (ECO) has the responsibility to ensure the business premises are able to respond appropriately to emergencies within the workplace. All personnel/workers must therefore be aware of emergency procedures for their workplace. These procedures should be clearly outlined, covering the requirements and actions necessary should an emergency situation arise. Page 7

9 1.2.1 TYPES OF EMERGENCY REPORTS, SIGNALS AND WARNINGS Part of the workplace emergency procedures will outline the use of communications systems, involving reports, alarms, signals and warnings to alert people to the danger or threat. These could include: Communication System Audible Alarm Visual Alarms Pagers Mobile Phones Public Announcements s Screen Alerts Stench Alarms Messenger Description Loud enough to be heard over any noise. Could include pulsing lights or sign boards. Both audible and vibrating pagers can be used. Can only be used with some types of emergencies. They would never be used in a suspected bomb threat. Can be coded to avoid panic or may be open announcements. Should only be used if you are sure they will be received promptly. Should only be used if you are sure they will be received immediately. An alarm accompanied by a distinct odour is primarily used in mining and related industries, not commonly used within business premises. In large organisations this may not be practical but can be used in smaller businesses or in situations where discretion is required. Once the signal or report of an emergency has been received, appropriate action needs to be taken by all personnel/workers, in accordance with organisational requirements. Your role, as a member of the emergency control team, will normally include reporting to a particular location to receive further information and instruction about the type of emergency and the ECO s planned response. Page 8

10 1.3 WORKPLACE EMERGENCY PROCEDURES Every organisation will need to develop specific procedures for the emergency situations that are likely to occur at the facility. This requires the establishment of an Emergency Planning Committee (EPC), which is financed, supported and given the authority to make plans for how the business will respond in an emergency. This committee should be made up of senior members of the Emergency Control Organisation (ECO) plus other junior staff if required. Once the EPC has determined the most likely or the highest impact emergencies, it will work with the ECO to develop response plans EMERGENCY ASSESSMENT AND REPORTING In order to implement an emergency response, the ECO will be required to: Page 9

11 Assessing the situation involves identifying the type of threat or hazard, as well as monitoring the possible further development of the situation. Once these factors are known, the appropriate response activities can be undertaken according to the emergency management plan. Dissemination procedures are used to report the emergency and the required response to all members of the emergency control organisation. Each member must know and understand how these emergency assessments and reports will be made and how to respond to them. Training exercises should be conducted regularly to ensure members of the emergency control organisation are aware of the requirements MONITOR AND RESPOND TO HAZARDS AND SITUATION DEVELOPMENTS Emergency situations are never static and hazardous conditions can vary greatly. This means that further developments i.e. deterioration in the situation (or better still, an improvement) are always possible. In an ever-changing environment you must be able to monitor the developing situation and respond in accordance with emergency procedures for the workplace and for your organisation. Page 10

12 1.4 HAZARDS AND RISKS A hazard is a thing or situation that causes injury, harm or damage. A risk is the chance of a hazard hurting you or somebody else or causing some damage. If you can remove or at least control a hazard you can reduce the risk involved. This process is known as risk management RISK MANAGEMENT Risk management is the process of reducing or managing the risks when working with a hazard or in a hazardous situation. A dynamic risk assessment (DRA) can be used in emergency situations, which are constantly changing. A DRA involves the following six steps: 1. Hazard Identification. 2. Risk Assessment, i.e. who is at risk? 3. Risk Control, i.e. how can the risk be controlled? 4. Risk Elimination, i.e. how can the risk be eliminated? 5. Decision Benefits, i.e. weighing up the pros and cons of the decision. 6. Action versus No Action, i.e. deciding whether action should be taken. Page 11

13 1.4.2 IDENTIFY HAZARDS AND DEVELOPMENTS AND TAKE APPROPRIATE ACTION Hazards need to be identified so that you can include hazard control measure in your work plan. Following an accident, there may be a range of hazards at the scene. For most workplace emergencies, potential hazards and developments that need to be monitored and responded to include: Hazard/Development Air Contamination Danger Of Explosion Environmental Impact Injury Or Loss Of Life Damage To Property Loss Of Communications Loss Of Containment Loss Of Emergency Resources Reactions Of People Risk Of Increased Threatening Behaviour Appropriate Response For example smoke or gas contamination. Monitor and make note of any changes. You may not be able to monitor for some gases without specialist equipment. This can occur with a variety of situations and not only fire. If there is any hint of an explosion, you should evacuate away from the area, not through it. Damage to the environment should be contained. If this is not possible, make a note of the impacted area for remedial work to be undertaken. Always administer first aid where possible, following all safety and organisational procedures. Also, at the first opportunity, write down all details, no matter how trivial, about how the situation changed and all factors leading to the injury or death. Limit the spread of the damage if possible, and keep people away from the area. Stick with the plans and procedures for communication loss. Move people if it is safe to do so. Attempt to re-establish communications. Fall back and continue to respond as required by your organisation s procedures. Fall back, moving out of harm s way if possible. Since people react differently to emergencies, it is necessary for you to monitor everyone in area to ensure they are coping with the situation. It is stay in place scenarios where the most extreme reactions will normally occur, as there is often nothing to distract people and keep them busy. Where possible, assign tasks to those people you believe could potentially be difficult. Threatening behaviour is a situation where stay in place or lockdown is the best option. If necessary initiate a more widespread lockdown. Page 12

14 Hazard/Development Release Of Hazardous Materials Risk Of Cross-Infection Or Contamination Spread Of Hazard/Incident Area Structural Collapse Threat From Adjoining/Neighbouring Areas Vapours, Fumes, Gases Appropriate Response Hazardous material release could include fluids, solids or gases. Could require a change of tactic or a re-evaluation of the risks involved. Response will depend on the type of infection or contamination. Response depends on the nature of the hazard. Any threat of structural collapse will require immediate evacuation of the area. This is a very real threat in many office buildings and workplaces. Be aware of what other businesses around you are doing and the possible threats they pose and take action accordingly. These could require a change in tactic. Normally if fire is not present, it may be best to use a stay in place strategy and attempt to lock out the vapours with wet towels. This will depend on the type of vapours, fumes or gases involved within the workplace. Page 13

15 1.5 MAKE ARRANGEMENTS FOR ASSISTANCE In a workplace emergency some people, for whatever reason, may require assistance in responding to alarms, following instructions, or even evacuating the premises. Page 14

16 1.5.1 PEOPLE NEEDING ASSISTANCE You may need to make arrangements for giving additional assistance to people such as: Babies and children visiting the workplace. People who are injured. Pregnant women. People with limited mobility or other disabilities such as intellectual, sight, hearing or sensory impairment. People who may not understand directions and instructions due to cultural or language barriers. People who react badly to stressful situations, or have emotional issues such as anxiety attacks. Other people who may not be able to comprehend instructions or emergency procedures. The elderly. Page 15

17 1.5.2 PROVIDE ASSISTANCE As a member of an ECO it is vital that you are able to relate to people all people regardless of their personality, background or abilities. You may have to deal with people who don t speak English or who can t understand what you are telling them. Some people may have a physical or intellectual disability. Others may be panicky and find it difficult to comprehend the situation or respond to your instructions. Being aware of these differences and possible difficulties will help you in providing assistance and support during the emergency. If you are not able to communicate effectively and offer support and understanding, accidents, oversights or miscommunications may occur. The safety of everyone involved, including yours, could then be compromised. Once you have identified which people may need assistance, you need to implement measures, in conjunction with the EPC, to accommodate individual needs. Page 16

18 Some ways to do this could include: Nominate specific wardens or assistants for particular people or groups, e.g. the receptionist is responsible for ensuring all visitors have left the building. Use additional evacuation equipment if available, e.g. stairway evacuation devices for use by people with limited mobility who would normally use the elevators. Use multi-sense alarms, e.g. flashing lights as well as audio alarms. Implement a buddy system to pair able-bodied people with those who need assistance. In each workplace it is necessary for the EPC to develop strategies and procedures for giving assistance to those members of the premises who need them, based on the available resources and possible threats. Page 17

19 1.6 IDENTIFY AND ATTEND EMERGENCY STATIONS When a situation arises, workplace procedures may dictate that all personnel/workers onsite plus members of the ECO need to report to an emergency station for further instruction or equipment. Examples of emergency stations include: Page 18

20 1.6.1 EMERGENCY STATION PROCEDURES At the designated emergency station you may be required to: Don specific clothing or Personal Protective Equipment (PPE). Collect equipment such as fire extinguishers or stairwell evacuation devices. Receive further instructions EMERGENCY COMMUNICATIONS POINT If your emergency station also functions as a communications point, you will need to connect to the emergency control organisation system. This could involve: Dialling specific numbers. Contacting designated people (phone trees). Logging into computer systems for further information. Emergency response for all personnel/workers depends upon the workplace procedures. This is one reason why regular training in emergency response requirements is necessary. Page 19

21 1.7 IDENTIFY EMERGENCY CONTROL TEAM MEMBERS It is essential that members of the ECO clearly identify themselves so people in the workplace are aware of who has the authority to order particular actions. Emergency control team members may wear specific types of identification such as: Helmets. Caps. Hats. Tabards, vests, other distinctive or distinguishing clothing. On these items, each of the positions within the emergency control organisation will be identified by a specific colour in accordance with the relevant Australian Standards (including AS 3745). Page 20

22 These colours include: White used by the chief warden, deputy chief warden and communications officer. Yellow used by the floor or area wardens. They will have wardens reporting to them. Red used by the wardens. White cross on green background used by first aid officers. The coloured identification item should also clearly state the person s title. Where the title is for a particular area, the building or floor number may also be included, e.g. warden in building 2, floor 5. Page 21

23 PUAWER005B OPERATE AS PART OF AN LEARNER GUIDE Module Three Anticipate Further Developments And Assist With Post-Initial Response

24 THE CUNNING FAMILY TRUST AND THE PEACHEY FAMILY TRUST TRADING AS SAFE WORK RESOURCES PTY LTD ABN ( SAFE WORK RESOURCES ) The information, software, products, and services included in or available through the Safe Work Resources website, applications, documents or any other products may include inaccuracies, operational or typographical errors. Changes are periodically added to the information herein. Safe Work Resources and/or its associated companies/businesses may make improvements and/or changes in the Safe Work Resources website, applications, documents or any other products at any time. Advice received via the Safe Work Resources website, applications, documents or any other products is of a general nature and should not be relied upon for personal, medical, legal or financial decisions and you should consult an appropriate professional for specific advice tailored to your situation. Safe Work Resources and/or its associated companies/businesses make no representations about the suitability, reliability, availability, timeliness, and accuracy of the information, software, products, services and related graphics contained on the Safe Work Resources website, applications, documents or any other products for any purpose. To the maximum extent permitted by applicable law, all such information, software, products, services and related graphics are provided "as is" without guarantee, warranty or condition of any kind. Safe Work Resources and/or its associated companies/businesses hereby, to the maximum of extent permitted by applicable law, disclaim all guarantees, warranties and conditions with regard to this information, software, products, services and related graphics, including all implied warranties or conditions of merchantability, fitness for a particular purpose, title and non-infringement and to the extend guarantees, warranties and conditions are implied and cannot be excluded, Safe Work Resources limits its liability at Safe Work Resources option to the: replacement of the goods or the supply of equivalent goods; repair of the goods or payment of the cost of having the goods repaired; payment of the cost of replacing the goods or of acquiring equivalent goods; or resupplying the services or the costs of resupplying the services. To the maximum extent permitted by applicable law, in no event shall Safe Work Resources and/or its associated companies/businesses be liable for any direct, indirect, punitive, incidental, special, consequential losses or damages or any damages whatsoever including, without limitation, damages for injury or death, loss of use, data, profits, revenue, production, opportunity, goodwill or any similar loss whether or not in your reasonable contemplation, arising out of or in any way connected with the use or performance of the Safe Work Resources website, applications, documents or any other products with the delay or inability to use the Safe Work Resources website, applications, documents or any other products or related services, the provision of or failure to provide services, or for any information, software, products, services and related graphics obtained through the Safe Work Resources website, applications, documents or any other products or otherwise arising out of the use of the Safe Work Resources website, applications, documents or any other products whether based on contract, tort, negligence, strict liability or otherwise, even if Safe Work Resources or any of its associated companies/businesses has been advised of the possibility of damages. Because some states/jurisdictions do not allow the exclusion or limitation of liability for consequential or incidental damages, the above limitation may not apply to you. If you are dissatisfied with any portion of the Safe Work Resources website, applications, documents or any other products or related services or with any of these terms of use, your sole and exclusive remedy is to discontinue using the Safe Work Resources website, applications, documents or any other products or related services. Your use of the Safe Work Resources information, software, products & services is governed by the laws of the state of Victoria and you hereby agree to the exclusive jurisdiction of the courts of or in Victoria and courts of appeal therefrom. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 2

25 TABLE OF CONTENTS Review Log... 4! Module Basis... 4! 3.1 Emergency Planning committee... 5! Contribute To Planning Process... 7! 3.2 Assess Emergency Developments... 8! Report Developments... 9! Implement Further Response... 9! 3.3 Complete Evacuation... 10! Prepare Post-Initial Response... 10! Advise Or Assist In Recovery/Restoration Activities... 11! Participate In De-Briefing Sessions... 11! Request Emergency Services Assistance... 12! Assist With Welfare Provision... 12! Restrict Access And Provide Ongoing Security... 13! Supply Emergency Equipment... 13! 3.4 Conduct Post-Initial Response Activities... 14! Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 3

26 REVIEW LOG Version Number Date Updated Details of Updates Version 3 Released October, 2011 Version 4H Supersedes previous version. Released March, 2013 Content updated to reflect: Harmonisation of OHS/WHS legislation and regulations. Document template updated. MODULE BASIS This module is based on the unit of competency PUAWER005B Operate As Part Of An Emergency Control Organisation: Element 3 Anticipate the further development of emergencies. Element 4 Assist with post initial response. 3.1 Emergency responses are based on the emergency management plan, taking into account the current situation and possible further development. 3.2 Possible further development of emergency situations is continually assessed, reported to the relevant person and acted on according to workplace emergency procedures. 4.1 Emergency evacuation or alternative action is completed before any post initial response activities are undertaken. 4.2 Post initial response activities are conducted under the control of the relevant person and are consistent with the workplace emergency plan. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 4

27 3.1 EMERGENCY PLANNING COMMITTEE The group responsible for developing the organisation s emergency response procedures is the Emergency Planning Committee (EPC). The EPC must be formed from people within the business or organisation. In a building containing multiple businesses, people from each business should be on the planning committee. The EPC is responsible for: Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 5

28 At the first meeting of the EPC, the members of the committee should: Examine the building to identify hazards. Read the current policies, plans and procedures. Decide if the current policies, plans and procedures are adequate. Create a plan for re-writing any policies, plans and procedures that are inadequate. Write a mission statement. Discuss the needs of the contingency and strategic plans. Decide who will be doing what on the committee. When first establishing the emergency planning committee, the group should meet at least once a month until the decisions made at the first meeting are completed. The EPC is then required to meet at least once a year. The main thing to remember with the EPC is to plan for your organisation s response only. The EPC CANNOT plan the responses of other organisations. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 6

29 3.1.1 CONTRIBUTE TO PLANNING PROCESS While planning and procedures are developed by the EPC, it is a good idea for all members of the Emergency Control Organisation (ECO) to contribute to the planning process. Planning for emergency responses will take into account past situations as well as the most recent situation and further developments that may have occurred. There may be ways to improve the safety and effectiveness of the response as a whole or of individual activities within the plan. If, after reading the documents and plans that have been developed by the EPC, you have any suggestions for improvements, you will need to approach your chain of command with your ideas (e.g. supervisor, chief warden, deputy chief warden, or other senior personnel/workers within the workplace). Responding in accordance with the emergency management plan requires you to know what is in the plan, and how to implement the actions. Regular training should be conducted to establish and maintain this knowledge. Developing situations or consequences from the current situation must form part of your decision-making processes. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 7

30 3.2 ASSESS EMERGENCY DEVELOPMENTS An emergency situation will change constantly. In order for the ECO to implement the appropriate actions and responses, you need to continually assess and monitor the situation, looking for developments and trying to anticipate what will happen next. This can be done through: Your own observation. The observations of others. Communications with others. Collective experiences in similar situations. Educated guesses. Instincts. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 8

31 3.2.1 REPORT DEVELOPMENTS As noted throughout this course, communication with members of the ECO, as well as all other workplace personnel/workers, must be maintained throughout the emergency. This will provide everyone with information on the current situation and a clear picture of how it is developing. If you believe a situation is developing that requires different response tactics or additional actions from yourself or others, speak with your supervisor, chief warden or another person in your chain of command IMPLEMENT FURTHER RESPONSE Acting within the bounds of the situation and the workplace procedures is essential. If you encounter a situation that is not covered by emergency procedures or plans, speak with your chief warden and always work with the intention of protecting life. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 9

32 3.3 COMPLETE EVACUATION Once the evacuation has been completed and all people are located within the designated assembly area, ECO members will need to undertake post-initial response activities PREPARE POST-INITIAL RESPONSE Your ECO may be required to undertake post-initial emergency response activities. These activities may require you to: Advise or assist in recovery/restoration activities. Participate in de-briefing sessions. Request emergency services assistance. Assist with welfare provision. Restrict access and provide ongoing security. Supply emergency equipment. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 10

33 ADVISE OR ASSIST IN RECOVERY/RESTORATION ACTIVITIES Once the emergency situation has been resolved, ECO members still have an active role in recovery activities. This could involve helping with clean-up operations and assisting in other ways with authorised restoration of the workplace to normal activity. You will need to follow your instructions and be prepared to assist in whatever manner is required. You may also simply be required to offer advice on how to recovery activities could be undertaken, or on ways the workplace response could be improved or changed PARTICIPATE IN DE-BRIEFING SESSIONS De-briefs come in two forms: Post-Incident Technical De-Brief This is an activity that allows you to raise any problems or issues you encountered and dealt with during the emergency response. Discussions about equipment requirements, issues or failures may also take place. It is the forum for changing or updating any plans that have not worked as expected. It is also the place to air any grievances that have arisen. Psychological De-Brief This gives you a chance to speak about your experiences. In dealing with the emergency as a member of the ECO, you may find you push your personal feelings and reactions to one side to help you respond to the situation professionally and competently. The de-brief is an opportunity for you to say you need help dealing with the psychological or emotional impacts of the situation. This is particularly important in incidents where a death has occurred. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 11

34 REQUEST EMERGENCY SERVICES ASSISTANCE As a member of the public you will not be able to order the attendance of specialist response teams, but you can advise the chief warden (or deputy) of the need for specialist teams or skills. The chief warden will then brief the emergency responders when they arrive, and co-ordinate with other emergency organisations if required ASSIST WITH WELFARE PROVISION Once emergency service personnel/workers are onsite you will need to assist with the provision of welfare services such as food, water, shelter and warmth for the evacuees. In long term situations (i.e. more than 1 hour) you may need to relocate these welfare services to another area and move the move the evacuees to a new location. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 12

35 RESTRICT ACCESS AND PROVIDE ONGOING SECURITY Everyone who is not an emergency services worker must be kept out of the area. In addition, ongoing security will be needed to keep evacuees contained and to keep members of the public away from the situation SUPPLY EMERGENCY EQUIPMENT You may be required to source or supply emergency equipment to members of the ECO team, or to emergency services personnel/workers. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 13

36 3.4 CONDUCT POST-INITIAL RESPONSE ACTIVITIES All post-initial response activities must be conducted under the control of an authorised person who may be either a more senior member of your emergency control team or someone from emergency services. Any actions required by the members of the ECO must meet the needs of the workplace and be within the boundaries of the workplace emergency plans and procedures. If you are asked to undertake any activity outside of these procedures you will need to seek verification and approval from a supervisor or senior ECO member. Post-initial response activities can have an impact on the ability of personnel/workers to carry out emergency actions. They can also affect how the business recovers from the emergency. By ensuring your actions are consistent with the workplace emergency and recovery plans, you are helping to return the business to a state of normality as safely and effectively as possible. Make sure your actions always have the end goal of preserving life, limiting damage and promoting recovery. Module Three Anticipate Further Developments And Assist With Post-Initial Response Page 14