The purpose of emergency planning is to provide the basis for systematic responses to emergencies that threaten an organization and the records and information necessary for continuing operations. The Special Event Planning map is used by mapping technicians in public safety, emergency management, public works, or planning departments to collect and maintain special event plans and publish special event maps.
The Attribute Assistant toolbar and a series of predefined methods to automatically populate attributes (ex.
The ArcGIS for Local Government geodatabase with content from the City of Naperville, Illinois. An updated SpecialEventPlanning.mxd that incorporates changes made to the information model. The source code for the Add-ins is now available on GitHub and is no longer included in the download.
In order to achieve its production objectives, the management of any aviation organization requires managing many business processes. Read More Safety Management System SAFAs Safety Management System (SMS) is a systematic approach to managing safety, including the necessary organizational structures, accountabilities, policies and procedures. Systematic – Safety management activities are in accordance with a pre-determined plan, and applied in a consistent manner throughout the organization. Pro-active – An approach that emphasizes hazard identification and risk control and mitigation, before events that affect safety occur.
The Risk Management Committee, chaired by the president of TEPCO as the chief risk management executive, plays a central role in assessing and evaluating risks that could have a particularly serious impact on business.
Risks specific to each risk management unit (head office departments, offices, and Group companies) are managed and addressed by each risk manager. TEPCO has also established an emergency framework, though consistent efforts are made to collect the necessary information for preventing the occurrence of risks, providing a stable supply of electricity, and delivering high quality services. TEPCO is constantly strengthening its response to emergencies and disasters by creating disaster response plans and internal manuals, and establishing a company-wide risk management system.
TEPCO has established a basic disaster prevention plan in place, which includes disaster response plans and internal manuals, to prevent power facility damage in the event of an emergency or disaster, and to mitigate the scale of damage or achieve quick recovery should a disaster occur.
We have materials and equipment necessary for recovery work stored in local depots throughout our service area and a cooperative framework with electric power companies in other regions to ensure timely recovery. In Japan, there is great concern about the impending possibility of a strong earthquake in Tokyo or the Tokai region.
In addition to the Great Hanshin-Awaji Earthquake, a number of accidents and disasters have impacted power supply in Japan in the past. An information liaison training involving all TEPCO offices and related companies is implemented every year, to coincide with the "disaster prevention and volunteer activity week" in January.
Typically, these events are celebrations and festivals, parades and athletic or recreational activities that are open to the public. Information on Emergency Plans including removal of disabled aircraft and handling of hazardous material is contained in a separate manual, the “SAFA Emergency Response Plan”. We set up emergency response centers at the Head Office and branch offices, and promptly enter system recovery mode.

Even in the face of disaster, however, electric power companies have a social responsibility to deliver a stable supply of electricity, and are therefore expected to be able to take a comprehensive approach against unexpected accidents or disasters.
For example, a crane ship's collision with a power transmission line in 2006 caused a large-scale power outage, and the Niigata-Chuetsu-Oki Earthquake of 2007 brought damage to a power station. It is held without prior notice, to simulate as real a situation as possible, and aims to enhance disaster response capacities through hands-on experience in gathering information and executing disaster response activities. Survival also means maintaining the competitive position and financial stability of an organization immediately following and continuing long after an emergency. The information used to generate special event maps are primarily obtained from details included on special event permit applications submitted to the local government.
The two manuals put together list all the responsibilities, accountabilities and resource allocation plans to manage Safety Risks and contain the effects of any adverse event. For its part, TEPCO routinely implements information liaison training, accident recovery training, and initial response training, as well as participates in national and local emergency drills. We have compiled an in-house manual on countermeasures derived from these incidents, and take the occasion of emergency drills to verify the effectiveness of those countermeasures and further improve our responses.
An emergency management plan is a unique, detailed guide for times of great stress and crisis. Read More Read More Risk Management Risk assessment process and operational risk management at SAFA. We also regard emergency drills as an opportunity to identify potential issues, and implement various training programs in order to dig out as many issues as possible.
No activity is undertaken unless all risks have been evaluated and eliminated or mitigated to level As Low As Reasonably Practicable (ALARP). However, if a plan is prepared well and maintained periodically, it should greatly enhance the organization’s ability to respond to most emergencies and reduce the potential loss.
The result of the planning process is a written records and information emergency management plan. Management approves this plan and provides the necessary authority, structure, policies, procedures, and resources to guide the organization through an emergency.
Refer to the sample emergency management plan in the sidebar as you read the following sections. The Components of an Emergency Management Plan Policy Statement Emergency plans should include the policy established in the development process. Responsibilities and Authority The policy statement will describe broad responsibilities of the key personnel. However, the plan must specifically list the positions designated to activate the plan as well as what conditions those designated positions are authorized to trigger the plan’s activation. Task Organization Organizational size may dictate that several teams be involved in plan activities. If several teams will be involved, each team and respective member responsibilities should be included in the plan. If citizen or corporate partners are included in the emergency process, list them in the plan.

Information Distribution Procedures The emergency plan should explain the methods [by which] employees would communicate if an emergency event occurs.
Define whether employees will use the telephone, cellular telephone, radio, or another method of communication. If the organization has a courier, define what information will be delivered,where it will be delivered, and how it will be delivered. For example, emergency or vital records and information may be transferred to the requestor via a special color-coded mail pouch. Preparedness Checklist The emergency plan must address specific emergencies and how to handle them. It must provide for both major and minor emergencies and should include both site-specific and community-wide events.
Organizations should have a checklist covering each emergency and the steps necessary to prepare for and control the emergency. These steps should be continuous or sequential from the preparedness phase to the response phase for each emergency addressed.
Examples of checklists to include are the vital records schedule and records recovery priority lists.
Additionally, disaster recovery procedures, disaster recovery services and resources, and salvage equipment and supply listings should be included. The plan should show when an emergency status is upgraded from one phase to the next phase. Recovery Checklist A recovery checklist should also show the continuing steps from the response phase to the recovery phase. The response checklist should indicate brief statements regarding particular activities that should be performed in the recovery phase. Training Programs Employees will not follow the plan properly if they have not been trained how to use it.
A training program outline should be included in the plan to document subjects in which employees have been trained and the frequency the training was administered.
If the resources to conduct training do not exist in-house, training should be outsourced to professionals. Testing Procedures The plan must include goals, objectives, and schedules for conducting exercises or simulations. Specific types of exercises to be used for the most likely emergencies should also be in the plan.

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