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Ever wondered how a factory or processing plant goes about handling
an emergency such as a fire or chemical spill? That was the focus of initial
training recently begun at Imperial Sugar Company’s sugar refinery in Gra-
mercy, Louisiana.
OSHA (Occupational Health and Safety Administration) requires or-
ganizations that potentially have to respond to emergencies involving haz-
ardous materials. For this purpose a nationally recognized incident command
system or ICS is organised. It presents a systematic approach that uses a
standardized and unified command structure to safely mitigate emergencies.
Key elements of an incident command system include:
• standard terminology;
• modular organization;
• pre-designated incident facility;
• integrated communications;
• unified command structure;
• consolidated plan-of-action;
• comprehensive resource management.
Marc Holder, ICS trainer at the Gramercy plant, who has been an instruc-
tor for 20 years, first trained each of the Gramercy shift superintendents
(мастер, начальник смены) in the role of incident commander.
The incident commander is responsible for overall management during
an emergency. Specific duties include assessing the situation, establishing
immediate priorities and determining objectives and strategies to be followed.
Next to be trained are those who will staff the emergency operations
center (EOC), where operations, planning, logistics and administration of fi-
nances takes place.
Sydney Edmonston, also from Industrial Emergency Services, ex-
plained how the EOC might interact with the incident commander during an
actual emergency.
Consider, for example, a forklift that causes a chemical spill after run-
ning into large tanks of phosphoric acid or chlorine. The incident command
team on site might ask the EOC for a bulldozer to build earthen walls to pre-
vent further chemical leakage into a ditch that surrounds the plant.
The planning people on the EOC would give it to logistics. Logistics
would report back on what it would take to get the bulldozer and how much it
would cost. The finance people would determine how to pay for the bull-
dozer.
Long before an incident ever happens, the planning group would run
through different what-if scenarios, such as a fire that damages vital equip-
ment. The team would plan in advance how to get the equipment quickly re-
paired or replaced to ensure the plant is running again as soon as possible.
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