Emergency Response Plans: A New Area of Emphasis for Employers
There have been so many troubling and thought-provoking headlines in the last few weeks it is easy to disregard the employment issues that were brought to light by recent events. However, the terrorist attacks on the Pentagon and World Trade Center highlight some critical issues for employers that are specific to the kinds of occurrences the terrorist attacks represent. To the extent employers have adopted an "it won't happen here" attitude with regard to workplace violence, terrorism or other emergency situations, recent events show they must discard this view and take a new look at their emergency response preparedness.
For the workplace, adequate emergency preparedness means more than taking steps such as conducting fire drills or placing safety signs and emergency numbers in places visible to employees. Emergency preparedness means that the employer has taken the time, first, to assess all the safety and risk factors unique to the employer's particular business environment; second, that the employer has developed a comprehensive program to address safety and risk factors; and, finally, that the employer has both communicated the program to employees and solicited the employees' assistance in making the program work smoothly when needed.
Usually, a complete emergency response and preparedness program will include a written analysis of all workplace hazards and the implementation of protective measures to help protect employees from injury. A complete program will include training for employees on risk and injury prevention; the development of an emergency exit plan; "drills" for emergency responses by employees; and periodic testing of safety equipment, fire and robbery alarms, security cameras, etc. Many employers do a good job with these emergency preparedness elements.
However, some of the elements of a complete emergency response and preparedness program may not be obvious to many employers, and are therefore often overlooked. For example, a comprehensive emergency response program will answer questions such as the following:
Who in our organization has authority to speak to members of the press on behalf of the employee if something newsworthy occurs, and what information should be disclosed or, rather, kept private?
Where should employees assemble in the event the business office becomes inhabitable as a result of an occurrence?
To whom should employees report if employees are forced to suddenly vacate the employer's business?
Which employees are charged with the responsibility of contacting co-workers with instructions on returning to work following an occurrence?
What are the employer's pay policies in the event an occurrence stops production or service at the workplace?
What company property requires protection in the event of an emergency, and which employees are charged with the responsibility of carrying out protective procedures?
What should a single employee do if confronted by a person the employee believes may harm him or her?
What areas of the company's facilities are "safe" in the event a dangerous situation arises?
Who in the organization should interface with employees' family members in the event an employee is seriously injured or killed in a workplace incident?
When situations such as the recent terrorist attacks occur, these elements of an emergency response and preparedness plan become just as critical as the measures an employer takes to protect employees from common hazards and risk factors in the workplace.
After Oklahoma City bombing on April 19, 1995, a terrific job was done organizing a group of employees whose job it was to call co-workers with information; setting a meeting place to help federal personnel account for employees and identify missing employees; and developing and implementing a plan to protect federal employees and their personal property from further injury and destruction. In the face of the confusion, fear and grief that surrounded the events of April 19th, the organized and humane manner in which these matters were addressed helped facilitate the healing process that needed to occur before employees could return to work at the federal courthouse and become productive.
It takes a little time and effort to develop and maintain a truly effective emergency response and preparedness plan, but, after the events of April 19th and September 11th, we really cannot ignore the fact that such a plan is just as necessary as our annual budgeting process.
BankersOnline is a free service made possible by the generous support of our
advertisers and sponsors. Advertisers and sponsors are not responsible for site content. Please help us keep BankersOnline FREE to all
banking professionals. Support our advertisers and sponsors by clicking
through to learn more about their products and services.
Print Friendly
Version!
Email This Article!
Discuss NOW!