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Objectives

• Identify fire elements.
• Define ignitable, flammable, combustible, and oxidizer.
• Identify safety principles to protect against fire and explosion.
• Specify safe handling procedures for potentially flammable or explosive materials.
• Recognize ignition sources.
• Identify proper storage of flammable and explosive materials.
• Update yourself on the latest development in crisis management planning to optimize your resources and time management during a crisis event
• Create, train and exercise an effective crisis management team (CMT) in your organization
• Describe the main components of an Emergency plan
• Explain the Incident Command Structure, ICS
• Describe the roles / responsibilities / competency of key personnel of an ICS
• Describe the minimum resources required for managing responses to an emergency situation;
• Coordinate with other emergency response team members
• Evaluate any Emergency Management Plan/procedure and recommend actions to improve it.

The Delegates

• Engineers, Supervisors, Fire-fighters , Operators , Law Enforcement, Security personnel , Maintaining Team , safety specialists .
• Managers who could face serious issues or crisis situations on behalf of their organisations, with particular guidance for PR and other corporate communications professionals

The Contents

• Introduction and course overview.
• Identifying the fire hazards :
• Potential sources of ignition could include:
• Naked flames: smokers materials, matches, pilot lights, gas/oil heaters, gas welding, cookers etc.
• Hot surfaces: heaters, engines, boilers, machinery, lighting, electrical equipment etc.
• Hot work: welding, grinding, flame cutting.
• Friction: drive belts, worn bearings etc.
• Sparks: static electricity, metal impact, grinding, electrical contacts/switches etc.
• Arson, for example, deliberate ignition.
• Potential sources of fuel: anything that burns is a potential fuel, examples include:
• Solids: textiles, wood, paper, card, plastics, rubber, PU foam, furniture, fixtures/fittings, packaging, waste materials etc.
• Liquids: solvents (petrol, white spirit, methylated spirits, paraffin, thinners etc), paints, varnish, adhesives etc.
• Gases: LPG, acetylene.
• Identifying people at risk :
• The likely speed of growth and spread of any fire, and associated heat and smoke. 
• The number of people in the area including employees, contractors, visitors, members of the public . 
• Arrangements for giving warning to people if a fire occurs.. 
• How they will make their escape.
• Evaluating the risks :
• Further control measures may:
• Act to reduce the possibility of ignition.
• Minimise the potential fuel load in the premises.
• Assist people to escape from the effects of a fire, should it occur.
• They may fall into a number of different categories, such as: 
• Fire safety management systems.
• Means of escape.
• Staff training.
• Fire warning systems.
• Means of fighting fire.
• If the risk is the possibility of a fast growing fire, potential control measures could include one or any combination of the following:
• Changing the process to use a slower burning fuel.
• Removing or reducing possible ignition sources.
• Moving the hazard to an area that affects the minimum number of people.
• Providing an additional exit/protected route to speed up the escape of the occupants.
• Providing a fire detection and alarm system to warn people of the fire in its early stages.
• Training staff to reduce the possibility of a fire occurring.
• Providing appropriate fire fighting equipment / fixed installation.
• Recording findings :
• Recording the significant findings of your risk assessment, together with details of any people that are at particular risk, where:
• A licence under an enactment is in force.
• An Alterations Notice under the Fire Safety Order requires it.
• You are an employer and have five or more employees.
• More importantly, the record must show whether the existing control measures are adequate and, if not, what further action is required to reduce the risk to an acceptable level.
• Reviewing and revising the risk assessment :
• A new work process may introduce additional fuels or ignition sources. 
• Changes to furniture layout or internal partitions could affect the ability for occupants to see a fire and escape in time. 
• Increasing the number of people may mean that a fire exit is now too small to cope with their escape within a safe period. 
• Occupying another floor of the building may mean that an electrical fire warning system is now necessary.
• Purpose of Crisis and Incident Management
• Incident control
• Crisis logistics
• Dealing with stress and trauma
• Emergency procedures
• Damage assessment and salvage
• Crisis Management Team (CMT) Selection
• Build enthusiasm for crisis management through awareness
• Make each executive want to be part of the team
• Work within the executive ranks to select the best team
• Sitting, Selection and Outfitting the Emergency Management Centre (EMC)
• What to look for in a good EMC and what to avoid
• How fancy does an EMC have to be?
• The EMC in a box
• The virtual EMC
• Executive and EMC security during a crisis
• Coordination with Public Authorities
• Example of national arrangements for responding to a disaster
• International response to a disaster
• Structure and Development of an Emergency Plan and Outline on Crisis Management
• Example of Emergency versus Crisis Management
• Assessing Risk
• Risk Assessment
• Structure of the Emergency Response Plan
• Types of Emergency
• Responsibilities and Action during Emergencies
• Activation
• Mobilization
• Roles and Responsibilities
• Action Checklists
• Syndicate Exercise – Emergency
• Developing Crisis Management Strategies
• Strategy – the options
• Insurance – why it won’t save you
• Protecting vital materials
• Emergency Response Process
• Team Briefing
• Facilitator Checklist
• Incident Action Plan
• Information Management (Boards..)
• Brain Storming – Effective meeting management
• Tim-outs
• Facing the Media in a Crisis
• The importance of the media and its agenda
• What to expect from the media
• How should we position media response
• Interviews – giving and declining
• Press conferences
• Crisis Management Plan Testing and Audit
• How to review the plan
• Plan audit
• How to develop, run and manage an exercise
• Audit and Review
• Defining Audit Procedures
• Audit Checklists
• Executing Audits
• Feedback and Continual Improvement
• Syndicate Exercise – Developing and Audit Protocol
• Course assessment.

 Notes:

• Great Discount for companies and governmental Organizations .
• All programs are held in five star hotels .
• All lecturers have sufficient knowledge and experience to implement the programs at an optimal level .
• Large package of services is offered to the participants .

The Discount

10% in case of Three P. (or more)