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Peter N. Lodal Eastman Chemical Company Tennessee Operations.

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Presentation on theme: "Peter N. Lodal Eastman Chemical Company Tennessee Operations."— Presentation transcript:

1 Peter N. Lodal Eastman Chemical Company Tennessee Operations

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20 Before the Burner is Lit (Planning) Get to know your emergency responders – Internal—Full time and part time (ERT) staff – External—Mutual aid and municipal responders Identify credible scenarios – PHA/Hazard Identification Process 20

21 Before the Burner is Lit (Planning) Review of past incidents – Yours – Others—”50 Incidents That Define Process Safety” from CCPS is an excellent resource for incident review information Exercises and Drills – “Ride-Along” on non-emergency runs – Joint inspections Emergency Preplans 21

22 Tabletop Exercise Tabletop exercises are most useful in training personnel on responsibilities, use of available planning materials, and procedures. Most commonly done in a conference room setting, allowing free discussion and sharing of ideas and sources of information. 22

23 Tabletop Exercise Example Emergency Control Center Preparedness Scenario: A major fire at the local power company’s #1 substation has cut all electric power to your area of town. There is no lighting anywhere in the vicinity of the plant, and no computer servers or wireless networks are available as a result of the outage. No estimate for restoration has been given. 23

24 Tabletop Exercise Example Questions to be answered/discussed during the exercise: 1.Can you access the list of on call personnel and their phone numbers? (Consider both weekday on call and weekend call duty for both division personnel and any additional groups you may need to contact) 2.Are your control centers equipped with back-up power and lights, and if so, how long should they last? 3.If there is a back-up power source (e.g., generator), is it checked on a regular basis? 4.Are there adequate flashlights and batteries available? 5.How will your people access the plant in the event of a power outage? 24

25 Functional Drill Functional drills test one or more components of an emergency response system in isolation (without involving other elements). Most useful for testing communication systems, warning systems, or specific aspects of specialized response (e.g., hazardous materials response). 25

26 Full Scale Exercise The most complete, complex, and expensive of exercises. All elements of the organization participate, including outside responders. Requires a great deal of coordination and planning. 26

27 Before the Burner is Lit (Planning) Eisenhower on Planning “In preparing for battle I have always found that plans are useless, but planning is indispensable. “ Dwight D. Eisenhower ( ) 27

28 Emergency Preplans Emergency preplans provide on-site emergency responders critical information during the first minutes of an emergency. They are also excellent documents for training and tabletop exercises. Emergency preplans may be generated for: 1.All high-hazard chemicals on a site above certain threshold quantities (e.g., RMP chemicals) 2.Other high-hazard chemicals present but below threshold quantities 3.Other chemicals, per mutual agreement between operations and emergency response personnel (e.g, those with unique properties) 28

29 Key Preplan Elements Location – Building or plant number – Physical location on site (GPS coordinates, etc.) – Process identification – Building contact (typically the control room) – Building Floor Plan, if applicable Map of Critical Emergency Response Items – Firewater connections – Locations and destinations for drains 29

30 Key Preplan Elements Chemical Hazards – Table of chemicals specific to the area – Properties of chemicals, noting anything unusual or non-obvious Evacuation / Traffic Control Issues Worst Case Scenario and More Probable Incidents Critical Equipment, with location in the facility marked on map Example Preplan 30

31 Resource Assessment Resource Assessment – People Who is available Who is available Who is on-call Who is on-call Where to go if additional help is needed Where to go if additional help is needed – Equipment – Physical Facilities Temporary Havens Temporary Havens Evacuation Routes Evacuation Routes Communications equipment Communications equipment 31

32 Review of Emergency Information Review of Emergency Information – Emergency Preplans – Modeling results (if applicable) – Go Team/For Hire Contractor availability (if incident is in a remote location) – Review the IC system, and identify key players 32

33 Into the Fire (Response) The Federal Incident Command System Eastman ICS

34 Into the Fire (Response) The Incident Command (IC) System – Know who the Incident Commander is IC is NOT necessarily the highest ranking person at the site Can become a tug-of-war between law enforcement and emergency response when external responders are used If off-site responders are used, you MAY lose control of your site

35 Into the Fire (Response) This is the point where leadership becomes critical: – Know your role within the IC system—you probably will not be the one “in charge”, but you can play a vital role in the successful execution of the response IF your leadership qualities are recognized, accepted and properly exercised.

36 Into the Fire (Response) Oftentimes, the role of technical personnel in emergency response fall into the logistical and/or communications sectors – The IC will know far more than you about tactical response to the emergency – What the IC needs is help with things he either doesn’t have the expertise to do, or simply doesn’t have time to do

37 Into the Fire (Response) – You will need to do things like: Keep senior management’s “hands off the hose” Acquire additional resources – Contractors – Cranes Completely unexpected, “off-the-wall” tasks: – Order Dog Food – Marshal the Boy Scouts – Land Balloons

38 The Great Balloon Race July 26, 2003

39 July 26, 2003 Balloon Landings

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45 Radio Transmission: “Mr. Potato Head is Down!”

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61 Into the Fire (Response) “One way of looking at this might be that for 42 years, I've been making small, regular deposits in this bank of experience: education and training. And on January 15, 2009 the balance was sufficient so that I could make a very large withdrawal." Chesley Sullenberger (Purdue Boilermaker!)

62 Cooling Down (Recovery) Incident Critique – Do as soon as practical, with emergency responders fully engaged Incident Investigation – Provide support, documentation and relevant evidence to lead investigators – Coordinate with other key areas Legal Public Affairs/External Communications Other Employees/Internal Communications 62

63 Cooling Down (Recovery) Cleanup – Site security, especially if transitioning from external IC structure – Preservation of physical evidence Internal External (regulatory agencies) – Determination of minimum criteria for return-to- service. – Planning for change 63

64 Final Thoughts “It is worth discussing radical changes, not in the expectation that they will be adopted promptly but for two other reasons: One is to construct an ideal goal, so that incremental changes can be judged by whether they move the institutional structure toward or away from that ideal. 64

65 Final Thoughts “The other reason is very different. It is so that if a crisis requiring or facilitating radical change does arise, alternatives will be available that have been carefully developed and fully explored.” Milton Friedman ( ) 65

66 Additional Resources Guidelines for Technical Planning for On-Site Emergencies” CCPS (1995) Federal Incident Command (IC) System – “Small is Beautiful” E.F. Schumacher (1973) “The 50 Incidents that Define Process Safety” CCPS (2008) 66

67 67 Thank you for your attention, and the opportunity to present


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