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Emergency Procedures and First Aid      3.8





               The Need for Emergency Procedures


               Even though when control measures are in place, there are chances that still things may wrong.
               The organisation must develop and maintain procedures to deal with accidents and emergency
               situations in order to prevent and minimise the impacts arising from it.


               A workplace emergency is unforeseen that threatens the business operations. Such emergencies
               may include the following:


                   •   Fires
                   •   Toxic gas releases
                   •   Chemical spills
                   •   Radiological accidents
                   •   Explosions
                   •   Floods
                   •   Threats from terrorists
                   •   Workplace violence resulting physical harm and trauma


               Emergency Procedure Arrangements


               The organisation will have to make internal arrangements to deal with each emergency, these
               arrangements should include:


               Foreseeable emergencies

               It is advisable to see the foreseeable emergencies that could occur in your workplace and the
               potential  consequences  of  it.  This  helps  to  identify  what  could  cause  emergency  and  why
               procedures will have to be followed.


               Procedures for raising the alarm


               Make sure alarms are distinctive and unique and easily recognised by all the workers as a signal
               to evacuate the workplace or perform actions identified in your emergency plan. Use of emergency
               communication system – public address system. Such alarms should be able to be heard, seen
               and perceived by all the workers. Consider providing auxiliary power to alarm systems to manage
               power shut off.


















                 ENSIGN|                Unit IG1 – Element 3 – Managing Risks – Understanding People and Processes  58
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