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Resilience and Preparedness for Threats, Hazards, and Risks

Posted on Thu, Dec 12, 2013

Over the past decade, there has been an exponential increase in human and material losses from disaster and catastrophic events worldwide. These manmade and naturally occurring incidents have ranged in scope, severity, and impact. As a result, a heightened sense of vulnerability has spurred an urgency for resilience and preparedness within governments and corporations. However, efforts to prepare for, manage, or mitigate risks are often shelved by constrained resources, profit margins, politics, or alternative goals.

To manage workplace risks, each facility should be analyzed for potential threats, hazards, and risks. The 2011 Presidential Policy Directive-8 (PPD-8) called for the establishment of a “national preparedness goal” which “will be informed by the risk of specific threats and vulnerabilities and include concrete, measurable, and prioritized objectives to mitigate that risk.”

Site-specific threats, hazards, and risks with the potential to cause injury, damage facilities, or adversely affect the environment should be identified through assessments and incorporated in subsequent emergency planning procedures. These vulnerabilities may be presented in the form of unsafe acts, unsafe conditions, or operational or geographical proclivities. Once recognized and evaluated, hazards, threats and risks should be eliminated or controlled through procedural planning. A risk management program should include, but is not limited to, the following mitigation processes:

Threats, Hazards, and Risk RECOGNITION:

  • Comprehend the three main type of threats and hazard:
    • Natural Hazards- ex: tornado, wildfire, earthquake, hurricane
    • Technological Hazards- ex: power failure, hazardous release, infrastructure failure
    • Man-made incidents - ex: cyber attack, violence, chemical attack, explosive attack
  • Inspections, audits, and employees can reveal hidden risks
  • Consult with local or online sources that have pre-identified risk based on site operations and location
  • Eliminate potential threats and hazards by likelihood of incident and the significance of effects

Threats, Hazards, and Risk EVALUATION:

  • Evaluate accident probability for each process, procedure and handled material and its resulting level of potential severity if an accident were to occur
  • Evaluation should take into account the time, place, and conditions in which threats or hazards might occur
  • The probability and severity of a risk should determine the priority level for correcting the hazard. The higher the probability and severity of risk, the higher the emphasis should be on corrective action

TRP - Risk Assessment Chart(Image provided by Ready.gov: http://www.ready.gov/risk-assessment)

Threats, Hazards, and Risk ELIMINATION or CONTROL

  • Targeted effort should be made to isolate and eliminate the root cause
  • If root cause cannot be eliminated, changes in process and procedure should be made in order to reduce risk:
    • Implement risk reducing engineering controls, when applicable
    • Implement proactive administrative controls or work place practices
    • Establish process to identify inoperable or malfunctioning equipment and machinery through systematic inspections
    • Establish processes to minimize the effects of naturally occurring hazards
  • Ensure regulatory compliance

Threats, Hazards, and Risk COMMUNICATION

  • Apply the results of analysis through planning and exercises. Employees should be made aware of hazards associated with any workplace process, materials, or location.
  • Accident prevention signs should be posted to remind occupants of the presence of hazards
  • Establish and communicate emergency response plans to employees and appropriate emergency response teams. This includes up to date contact information and notification procedures
  • Calculate, specify, and communicate resource requirements and operational capacities for each targeted scenario to internal and external responders
  • Counteract onsite response deficiencies for each scenario by implementing coordinated interoperability communication

By analyzing threats, hazards, and risks, companies can implement processes, procedures, and mitigation efforts to reduce potential impacts of specific scenarios and maximize operational productivity.

For a free sample of an emergency procedures flow chart, click the image below:

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Tags: EHS, Resiliency, Safety, Workplace Safety, Hazard Identification

The Evolution of Emergency Management and Disaster Response

Posted on Mon, Dec 02, 2013

Historically, emergency management and preparedness has been a reactive science. The industry’s evolution has been the result of catastrophes, calamities, heightened risks, and newly identified threats that affect the population, economic stability, infrastructure, and national resilience. In recent history, disaster awareness through the 24/7-news cycle has intensified the concept of emergency management integration into our daily lives. Through continued awareness and dedicated mitigation advancements, the effects of future disasters can be limited.

Below is a sampling of key events that advanced emergency management and/or disaster response efforts:

Union Fire Company (1736): On a quest to improve fire fighting techniques, Benjamin Franklin organized and led this volunteer fire department to be a city-wide model of fire fighting best practices. Numerous Philadelphia fire companies modeled their operations after the Union Fire Company.

Congressional Act of 1803: One of the first examples of the United States Federal government proactively addressing a local disaster.  The Act enabled the government to provide assistance to a New Hampshire town after an extensive fire.

American Red Cross (1881): Clarissa Harlowe Barton founded the volunteer organization, which has grown into one of the world’s largest volunteer networks. The organization promotes a cooperative effort to protect and enhance lives of individuals in the wake of personal and large scale disasters.

Flood Control Act (1917): Floods on the Mississippi, Ohio, and other rivers in the  northeast  led to the Flood Control Act of 1917, the first act aimed exclusively at controlling floods. In 1934, a version of the legislation increased the authority of the Army Corps of Engineers to design and build flood control projects.

Reconstruction Finance Corporation (RFC): On January 22, 1932, the US Congress established and authorized the agency to originate disaster loans for repair and reconstruction of certain public facilities following an earthquake, and later, other types of disasters. The 1953 RFC Liquidation Act terminated its lending powers in an effort to fulfill President Dwight Eisenhower’s vision of limiting government’s involvement in the economy. By 1957, its remaining functions had been transferred to other agencies.

Bureau of Public Road: In 1934, the agency was given the authority to provide funding for highways and bridges damaged by natural disasters.

Disaster Relief Act of 1950: Authorized the President of the United States to issue disaster declarations. As a result, the declaration permitted federal agencies to provide direct assistance to state and local governments in the wake of a disaster.

Federal Civil Defense Act of 1950: The threat of nuclear war and its subsequent radioactive fallout precipitated numerous defense legislations.  The Act provided the basic preparedness framework to minimize the effects of an attack on the civilian population and a plan to respond to the immediate emergency conditions created by the attack.2

Office of Emergency Preparedness (1960): As a result of a series of disasters (Hurricane Donna, Hurricane Carla, and a 7.3 Montana earthquake) the Kennedy administration established this agency to oversee the seemingly growing risk of natural disasters.

National Flood Insurance Act of 1968: The legislation was prompted by the unavailability or prohibitively expensive flood insurance coverage.  The Act resulted in the National Flood Insurance Program (NFIP).

Federal Emergency Management Agency( FEMA):  By 1970, over 100 federal agencies and thousands of state and local entities were involved in risk management and disaster response efforts.  The scattered, fragmented, and decentralized concept led to duplicated efforts, confusion, and political power struggles. FEMA was created to centralize efforts and minimize disorder.

Oil Pollution Act of 1990 (OPA90): In the wake of the Exxon Valdez oil spill, the law created comprehensive prevention, response, liability, and compensation policies for vessel and facilities that could cause oil pollution to U.S. navigable waters.

Federal Response Plan (1992):The plan aimed to provide a systematic process and structure for coordinated delivery of Federal assistance to address the effects of any major disaster or emergency declared under the Robert T. Stafford Disaster Relief and Emergency Assistance Act.3

September 11, 2001: FEMA activates the Federal Response Plan as a response to the worst terrorist attack on the United States. The attacks can be identified as one of history’s turning points for the rapid advancement and coordination of emergency management.

Homeland Security Act of 2002: Was established as a result of the September 11, 2001 attacks in effort to protect the United States from further terrorist attacks, reduce the nation’s vulnerability to terrorism, and minimize the damage from potential terrorist attacks and natural disasters.  

National Response Plan (2004): Developed out of the need to implement common incident management and response principles. The NRP replaced the Federal Response Plan.

National Response Framework (2008): Through stakeholder feedback, a series of disasters, and subsequent lessons learned, the framework was developed to enhance the principles of the National Response Plan. The changes incorporated the concept that an effective incident response is a shared responsibility of all level of governments, the private sector and NGOs, and individual citizens.4

The above timeline is just a sampling of the historical events that precipitated change in emergency management industry. Lesson learned from recent events like Hurricane Katrina and Sandy, massive wildfires, and the earthquake and subsequent tsunami and nuclear accident in Japan will continue to mold response protocols. As history can predict, the 21st century will provide a backdrop for additional improvements to emergency management policies, response efforts, and preparedness. Emergency-management-degree.org provides an informative infographic detailing various events of the past that have shaped our present, and a nod to anticipated potential threats that create the need for additional preparedness efforts.

1. Reconstruction Finance Corporation (RFC)
2  Federal Civil Defense Act of 1950
3. Federal Response Plan
4. National Response Framework 
 

For a free download on the specifics of fire pre-planning, click the image below:

TRP Corp Fire Pre-Plans Pre Fire Plan

Tags: DHS, EHS, Emergency Preparedness, Incident Management, Emergency Response Planning, Department of Homeland Security

Best Practices of Stormwater Pollution Prevention Planning and the SWPPP

Posted on Mon, Nov 25, 2013

The purpose of a Stormwater Pollution Prevention Plan (SWPPP) is to identify potential stormwater pollution sources and guide facilities to reduce the potential for pollutants reaching nearby waterways.  Establishing procedures and controls is necessary to accomplish the following SWPPP objectives:

  1. Identify pollutants that may come in contact with stormwater.
  2. Establish measures to prevent pollutants from interacting with stormwater
  3. Establish controls to reduce or eliminate the potential for contaminated storm water being released to the environment.

The Environmental Protection Agency (EPA) defines control measures as “any Best Management Practice (BMP) or other method used to prevent or reduce the discharge of pollutants.” The SWPPP requires that companies identify and document which BMPs will be installed at the facilities. BMPs may include:

  • Schedules of implementation activities
  • Prohibited practices
  • Other management practices
  • Treatment requirements
  • Operating procedures
  • Practices to control industrial stormwater runoff, spillage or leaks, sludge, waste disposal or drainage from raw material storage.

Facilities are not required to have structural best management practices implemented prior to a permit application for permit coverage.  According to the requirements, a facility has one year from the time of submitting a permit application to implement structural best practices. However, the EPA recommends installing structural best management practices as soon as possible.

There are 3 main categories of BMPs. These include:

  • Non-structural BMPs: examples include, but are not limited to:
    • Optimize maintenance practices
    • Control spills and leaks
    • Manage wastes
    • Employee training programs
    • Optimize procedures and operations
  • Simple structural BMPs: examples include, but are not limited to:
    • Move significant materials and activities under cover
    • Store materials in weatherproof containers, shelters, or dumpsters
    • Use temporary shelters, like tarps, on a short-term basis only until permanent structures can be installed
  • Complex structural BMPs: examples include, but are not limited to:
    • Cover materials or operations with canopy or awning type structures
    • Provide curb or slopes designed to prevent stormwater run-on or runoff
    • Create stormwater ponds, sedimentary or wetland treatment systems

The following questions can assist in the evaluation of potential BMPs and implementation:

  • Are the BMPs appropriate for my facility size/industrial activity/significant material?
  • Are the BMPs the most cost effective to install?
  • Is there another BMP that is simpler/more cost-effective that achieves SWPPP goals?
  • Does the BMP require maintenance and is there adequate staffing for required activities?
  • Can BMPs prevent precipitation from coming in contact with operations and/or significant material?
  • Does the facility meet the criteria for ”No Exposure Exclusion”?

The content of the SWPPP will vary depending on site-specific conditions. According to The State of Washington’s Department of Ecology, the following BMPs common in SWPPPs:

Covered Storage:  Chemicals stored outside should be covered so that rainfall does not become contaminated by contact with the chemical containers. The SWPPP should include this as a standard practice at the facility and a map should identify the covered storage areas.

Equipment Maintenance:  The SWPPP should identify equipment that can spill or leak contaminants, such as petroleum products. Provide an inspection and maintenance schedule for each piece of equipment that is identified.

Employee Training:  The first line of defense will often be an onsite employee. With proper training, facility personnel can properly manage stormwater and protect it from contamination.

Site Maintenance:  Grading the site to provide even infiltration of rain and eliminating site debris will minimize contamination of stormwater.

Infiltration:  Infiltration of all or part of the stormwater is preferred. A grassy swale, infiltration trench, or a constructed wetland may provide adequate infiltration for all or most stormwater events. However, when stormwater has become contaminated with pollutants such as oil and grease, treatment may be required before infiltration.

Detention Pond:  At sites that discharge stormwater to surface water, a detention pond will typically be required to control turbidity. Careful attention to pond dimensions and design is necessary to accommodate major storms and provide adequate settling.

 

For a free download of Best Practices for Designing a Crisis Management Program, click the image below:

TRP Corp - Emergency Response Planning Crisis Management

Tags: NPDES, EHS, Regulatory Compliance, Flood Preparedness, Chemical Industry

EHS Planning Alignment with the 2013 National Preparedness Report

Posted on Mon, Jul 08, 2013

The terrorist attacks on September 11, 2001 desensitized America’s sense of security and initiated a heightened urgency for companies to prepare for an alternate “business as usual” world. Over the past decade, key formative events have continued to emphasize corporate preparedness. Highly publicized risks of potential terrorist attacks, site-specific threats, severe weather events, and mass shootings, coupled with countless examples of long-term recovery efforts, continue to demonstrate the need for corporate preparedness and crisis/disaster response initiatives.

The publication of the 2013 Department of Homeland Security’s National Preparedness Report  (NPR) represents an opportunity for both the private and public sectors to reflect on progress made in strengthening preparedness and identify lingering gaps.  The NPR provides a national perspective on critical preparedness trends to use to identify priorities, allocate resources, and communicate with stakeholders about issues of shared concern.

The report presents eight key preparedness trends that reach across multiple fronts, including all levels of government, private and nonprofit sectors, faith-based organizations, communities, and individuals. While the overall preparedness level continues to improve, some areas within the core capabilities still presents challenges. Companies should utilize the list of eight key preparedness trends to analyze and improve their internal preparedness levels.

  1. Identify preparedness challenges: “The Nation has made important progress in the national areas for improvement identified in the 2012 NPR, but challenges remain.” (2013 NPR). NPR identifies the following areas that continue to challenge preparedness measures:
    1. Cyber security
    2. Recovery-focused core capabilities
    3. Preparedness integration for the disabled
  2. Strengthen infrastructure: Identify and reinforce failing critical infrastructure is a newly identified national area for improvement.
  3. Identify partnerships: Enhance the maturing the role of public-private partnerships is a newly identified national area for improvement.
  4. Exercise coordinated response: “Sandy response and recovery efforts highlighted strengths in the Nation’s ability to expedite resources, develop innovative solutions to meet survivors’ needs, and work with nongovernmental partners. However, challenges remain with the Federal Government’s ability to coordinate efforts when surging resources are necessary to respond to disasters.” (2013 NPR)
  5. High priority threats require high response capability: “States and territories continue to report the highest capability levels in those areas frequently cited as high priority. Interstate mutual aid plays a limited role in augmenting the capabilities of states and territories.” (2013 NPR)
  6. Identify external resources and confirm capabilities:” In areas where current capability continues to lag, many states and territories do not expect to build additional capacity and intend to rely on Federal assets to close existing gaps.” (2013 NPR)
  7. Allocate budgets for preparedness planning and mitigation: “Whole community partners continue to use preparedness assistance programs to maintain capability strengths and address identified gaps, while key Federal sponsors are identifying strategies to improve program effectiveness and efficiency.” (2013 NPR)
  8. Institute business continuity measures: “Resilience initiatives are improving the Nation’s ability to measure how well communities can prepare for and adapt to changing conditions, and withstand and recover rapidly from disruptions.” (2013 NPR)

The report also highlights continued progress in enhancing the five mission areas of Prevention, Protection, Mitigation, Response, and Recovery. For companies, the evolution of accessible technology has created the ability to find, create, share, and provide information across a wide base. Companies should utilize available technology to create an integrated, all-hazards planning system that address routine, medium, and worst-case emergency scenarios.

Implementing the National Incident Management System (NIMS) allows multiple stakeholders to utilize shared language and principals.  In 2012, FEMA identified over 900,000 completions of introductory NIMS and Incident Command System courses. Operational coordination through the implementation of the NIMS can sync and streamline preparedness, response, and recovery efforts.

TRP Corp Emergency Response Planning Exercises

Tags: EHS, Business Continuity key points, Emergency Preparedness, Emergency Management Program, Workplace Safety

Applying Lessons Learned to Corporate Disaster Preparedness Planning

Posted on Thu, Apr 11, 2013

Each disaster has unique effects on company operations, employees, and facilities. Preparedness levels, response capabilities, and experience vary among companies and industries. However, regardless of distinctive contrasts, utilizing a “lessons learned” approach, in conjunction with a corporate-level commitment to improve preparedness, can result in improved response capabilities and lesser impact from disasters.  Response evaluations should be conducted annually (at a minimum), and incorporate specific suggested lessons learned from employees, industry counterparts, and responders.

Incorporating lessons learned into preparedness planning and operational procedures is an effective way to improve a company’s disaster management ability. At the site-level, managers can evaluate the effectiveness of the responses and identify areas that need improvement through post-incident critiques and mitigation recommendations from employees and responders.  

The following topics and guidelines can be used to conduct post incident critiques, and potentially identify mitigation measures that will improve the effectiveness of disaster planning:

Discovery

  • Was the incident or impending threat discovered in a timely manner? How? By whom?
  • Could it have been detected earlier? How?
  • Are any instruments or procedures available, which might aid in earlier discovery of the incident?

Initial Assessment

  • Was the problem or potential threat assessed correctly?
  • What means were used for this assessment?
  • What information is necessary to assist in the circumstantial evaluation?
  • What sources of information were available on potential variables (winds, water currents, flooded streets, etc)?
  • Was the information provided adequate for an effective response, or was more information necessary?

Notification

  • Were proper procedures followed in notifying on site personnel, management, responders or contractors, and/or government agencies?
  • Were notifications prompt? If so, why, how and who? If not, why not?
  • Were contact numbers up to date?

Response Mobilization

  • Were appropriate steps taken to mobilize countermeasures to the incident or potential threat?
  • Was mobilization prompt? Could the response time improve? How?
  • Were employees and responders mobilized effectively?
  • Was it appropriate to mobilize site-specific resources and was this promptly initiated?
  • Are mobilization communication techniques appropriate? If not, why?

Response Strategy

  • Was the response plan available for reference?
  • Were response procedures flexible to unexpected events?
  • Does the plan and associated procedures utilize site-specific information regarding the environmental, community, sensitivities, etc?
  • Was the initial strategy for the response to this incident effective?
  • How did the strategy evolve and change during the incident and how were these changes implemented?
trp corp - disaster preparedness

Response Resources

  • What resources were mobilized to counteract or respond to the incident?
  • Were these resources contracted or onsite?
  • Were resources effective for handling the incident?
  • Were additional resources necessary?
  • How did resource utilization evolve with the incident? Why?
  • Were resources used effectively?
  • What additional resources would have been useful?
  • Do we have adequate knowledge of resource availability?

Command Structure

  • Who was initially in charge of the response?
  • How was the command structure set up?
  • Was this different than in the response plan? Why?
  • How did the command structure change with time? Why?
  • What changes would have been useful?
  • Was there adequate real time monitoring of the incident?
  • Were communications adequate?
  • Was support from response teams and/or department managers adequate? Prompt?
  • Should additional procedures be developed to handle such incidents?
  • Is current preparedness planning and training effective?

Government Agency Relations

  • What roles of the various government agencies were involved?
  • Was there a single point of contact for communications?
  • How can communications to the agencies be improved?
  • Were government agencies adequately informed at all stages?
  • Are any changes needed in preparedness or procedures to manage government relations?
  • Should there be advance planning of response criteria, aimed at specific local environmentally or sensitive areas?

Public Relations

  • How was interaction with the media handled? With the public?
  • What problems were encountered?
  • What was the public reaction to the response?
  • How can the communication efforts be improved?
  • Is social media being used and are there procedures in place to control the information?

Synonymous industry-specific companies and trained incident responders should communicate and discuss response planning efforts, and effective and ineffective response measures. With lessons learned from varied experiences to a variety of incidents, companies can assemble and utilize accumulated knowledge to create a broader, more effective scope of preparedness and response planning.

For tips and best practices on designing a crisis management program, download Tips for Effective Exercises.

Exercises - TRP Corp

Tags: EHS, Emergency Management Program, Disaster Recovery, Disaster Response

2013 Conferences Aim to Advance EHS Professional Development

Posted on Thu, Feb 28, 2013

Environmental management emerged as a profession in the 1970s, following the creation of the U.S. Environmental Protection Agency (EPA). As companies began limiting waste to prevent pollution, environmental engineer positions were created to adapt existing manufacturing systems. With the passage of the Occupational Safety and Health Act of 1970, workplace safety and occupational health requirements established the need for dedicated environmental, health, and safety (EHS) personnel.

Over time, companies developed systematic ways of complying with environmental, health and safety regulations. In the 1990s, the advancements in data technology management allowed organizations to analyze operations. Companies began documenting key environmental and safety statistics, and examining the possibilities for improvement.  This environmental, health and safety program oversight created a new management role under the realm of EHS. The newly appointed leaders, who began their careers in one of the three sub-disciplines, started to create systems to drive EHS progress across all operations.

Today, EHS professionals are leading corporate efforts toward sustainability. Building on  decades of experience, EHS leaders are striving to meet this challenge while continuing to reduce the number of incidents across an enterprise. Through ongoing communication, collaboration and education, EHS professional can continue to advance preparedness and response, while fostering sustainability.

Below is a list of 2013 conferences for EHS professionals that can assist in enhancing company programs. (The list reflects statements from the conference presenters and should not be considered a TRP  endorsement.). Conferences include:

Spillcon 2013, the Asia-Pacific Oil Spill Preparedness Conference: April 8-12, 2013 (Cairns, Australia) - A key international platform, presented by the Australian Maritime Safety Authority and the Australian Institute of Petroleum, for discussing and sharing experiences on how to prevent and respond to oil spills and will focus on the delivery and exchange of practical and real-life information and dialogue. Spillcon 2013 operates in cooperation with the International Oil Spill Conference (IOSC) in the United States, and Interspill in Europe, each responsible for hosting an event once in a three-year cycle.

Continuity Insights Management Conference: April 22-24, 2013 (San Diego, CA) - A business continuity focused conference for senior-level managers offering a comprehensive educational programming, numerous networking opportunities, a review of the latest technologies and practices, additional certification and post-conference workshops, and much more.

CPM East (Continuity, Response Recovery): May 14-15, 2013 (Washington, D.C.) - A forum created to bring together government, the private sector, and first responders to share best practices for disaster recovery. Attendees are typically those responsible for preparing and planning for emergencies and operational disruptions. The conference offers opportunities and resources that encourage prevention, mitigation, and response collaboration between the private sector and federal, state and local governments.

The World Conference on Disaster Management: June 23-26, 2013 (Toronto, Canada) - Provides the opportunity to gain valuable education, training and best practices from world renowned experts regarding mitigation, preparing for, responding to, and recovering from emergencies and disasters. The 2013 WCDM conference sessions include topics covering business continuity, emergency management, crisis communications, and resilience.

Volunteer Protection Programs Participants’ Association: (VPPPA): August 26-29, 2013 (Nashville, TN) - Encourages and provides opportunities for EHS professionals to network, learn, and advance as leaders in occupational safety and health issues. Participants range from safety and health managers, employee safety team members, industrial hygienists, union representatives, consultants, environmental health specialists, and human resource managers Government agency representatives from the Occupational Safety and Health Administration (OSHA) and Department of Energy (DOE) are also available for networking and education. In addition to the national conference, all VPPPA chapters host annual chapter conferences.

NAEM EHS Management Forum: October 23-25, 2013 (Montreal, Quebec, Canada) - The EHS Management Forum is the largest annual NAEM gathering for environmental, health and safety (EHS) and sustainability decision-makers. Peer-led interactive sessions and keynote presentations showcases best practices in EHS and sustainability management.

National Safety Council Congress and Expo: September 28 - October 4, 2013 (Chicago, IL) - In 2012, the National Safety Council celebrated one hundred years of safety commitment and progress as it marked a century since the first Safety Congress in 1912. This non-profit organization’s mission is to save lives by preventing injuries and deaths at work, in homes and communities and on the road through leadership, research, education and advocacy. For more than 100 years, professionals have turned to this event for industry-leading technology, education, networking opportunities. Attendees represent safety professionals from numerous industries including manufacturing, construction, petrochemical and utilities.

IAEM-USA 60th Annual Conference & EMEX 2013: October 25 - 30, 2013 (Reno, NV) - Partnering conference of the International Association of Emergency Managers (IAEM) and Emergency Management and Homeland Security (EMEX) that provides a forum for current trends and topics, information about the latest tools and technology in emergency management and homeland security, and advances IAEM-USA committee work. Sessions encourage stakeholders at all levels of government, the private sector, public health, and related professions to exchange ideas on collaborating to protect lives and property from disaster.  More than 2,500 participants are expected to attend this 61st conference.

Clean Gulf: November 12-14, 2013 (Tampa, FL) - Opportunity for companies, regulatory agencies, and associations involved in exploration, production, shipping, transportation or storage of petroleum, petrochemicals or hazardous materials to view the latest products, services and technologies, as well as hear about the latest trends and developments in the oil spill response industry. This event is co-located with the Deepwater Prevention & Response Conference.

For tips and best practices on designing a crisis management program, download Best Practices for Crisis Management.

TRP Corp - Emergency Response Planning Crisis Management

Tags: Conference, EHS, Training and Exercises, Event Preparedness