####### EMERGENCY PLANNING GUIDELINES FOR AMERICAN BUSINESSES ABROAD

######## Overseas Security Advisory Council

######### U.S. Department of State

[Emergency Planning Guidelines for American Businesses Abroad
Introduction
1](#emergency-planning-guidelines-for-american-businesses-abroad-introduction)

[Chapter I. Introduction 2](#chapter-i.-introduction)

[Chapter II. Crisis Management 3](#chapter-ii.-crisis-management)

[General 3](#general)

[Organization for Crisis Management
3](#organization-for-crisis-management)

[Functions of the Crisis Management Team
4](#functions-of-the-crisis-management-team)

[Responsibilities and Actions of the Crisis Management Team
5](#responsibilities-and-actions-of-the-crisis-management-team)

[Actions During a Crisis 7](#actions-during-a-crisis)

[Response to Acts of Terrorism 8](#response-to-acts-of-terrorism)

[Assessing a Hostage Situation 10](#assessing-a-hostage-situation)

[Crisis Actions Associated with Catastrophes And/or Disasters
12](#crisis-actions-associated-with-catastrophes-andor-disasters)

[Communications in a Crisis Situation
12](#communications-in-a-crisis-situation)

[Release of Information to the Public
13](#release-of-information-to-the-public)

[Crisis Management Evaluation 14](#crisis-management-evaluation)

[Business Recovery 14](#business-recovery)

[Chapter III. Communications 17](#chapter-iii.-communications)

[Chapter IV. Evacuation Planning 18](#chapter-iv.-evacuation-planning)

[General 18](#general-1)

[Organization 18](#organization)

[Preplanning 19](#preplanning)

[Evacuation Concept 20](#evacuation-concept)

[Evacuation Guidelines 21](#evacuation-guidelines)

[Chapter V. Criminal Acts, Civil Unrest, and Coups
23](#chapter-v.-criminal-acts-civil-unrest-and-coups)

[Overall Preparations 23](#overall-preparations)

[Criminal Acts 24](#criminal-acts)

[Coups and Civil Unrest 25](#coups-and-civil-unrest)

[War or Acts of War 26](#war-or-acts-of-war)

[Sabotage 27](#sabotage)

[Chapter VI. Natural Disasters 28](#chapter-vi.-natural-disasters)

[General 28](#general-2)

[Cyclones/Hurricanes/Typhoons 28](#cycloneshurricanestyphoons)

[Tornadoes 32](#tornadoes)

[Earthquakes 34](#earthquakes)

[Thunderstorms and Lightning 40](#thunderstorms-and-lightning)

[Selected Other Natural Disasters 41](#selected-other-natural-disasters)

[Chapter VII. Epidemic and Emergency Care
48](#chapter-vii.-epidemic-and-emergency-care)

[Introduction 48](#introduction)

[Epidemics 48](#epidemics)

[Emergency Care 49](#emergency-care)

[Chapter VIII. Planning for Industrial Accidents
53](#chapter-viii.-planning-for-industrial-accidents)

[Objectives 53](#objectives)

[Chemical Accidents 53](#chemical-accidents)

[Fires 60](#fires)

[Nuclear and Radiological Incidents
64](#nuclear-and-radiological-incidents)

[Chapter IX. Citizens Emergency Services
68](#chapter-ix.-citizens-emergency-services)

[Scope and Limitations 68](#scope-and-limitations)

[Duty Officer 68](#duty-officer)

[Citizens Emergency Center 69](#citizens-emergency-center)

[Chapter X. Guidelines for Emergency Management Exercises
72](#chapter-x.-guidelines-for-emergency-management-exercises)

[General 72](#general-3)

[Exercise Guidelines 72](#exercise-guidelines)

[Developing an Exercise Scenario 72](#developing-an-exercise-scenario)

[Summary 74](#summary)

[Chapter XI. Conclusion 76](#chapter-xi.-conclusion)

[Bibliography 77](#bibliography)

[Appendix I: Departure Kit 80](#appendix-i-departure-kit)

[Departure Kit 80](#departure-kit)

[Appendix II Warden Systems 82](#appendix-ii-warden-systems)

[Warden System 82](#warden-system)

[Appendix III Transportation 84](#appendix-iii-transportation)

[Transportation 84](#transportation)

#  

## Emergency Planning Guidelines for American Businesses Abroad Introduction

Disasters can strike randomly and unpredictably. To be prepared for a
wide variety of emergencies that can occur with little warning, American
private organizations abroad should be involved in planning for such
events. Any occurrence that causes a significant disruption to their
undertakings or adversely affects the safety of employees must be
regarded as an emergency or disaster. Adequate planning requires an
emergency action plan that prevents or minimizes the loss of life and or
limb, material damage, and loss of their functions and a post-disaster
plan that expedites recovery.

Effective planning for emergency preparedness will lessen the
vulnerability of American businesses to disasters and facilitate the
role of the U.S. Government in rendering assistance where possible to
all Americans and their families living abroad.

## Chapter I. Introduction

Since the beginning of time, people have encountered diverse
catastrophic events that have resulted in great pain and suffering, an
enormous loss of lives, and hundreds of billions of dollars in property
damage. An analysis of these catastrophes discloses certain generic
characteristics. Some, such as war, insurrection, and acts of terrorism,
are rooted in differences of political philosophies. Others, such as
criminal acts and industrial accidents, are the result of
behavioral/societal problems or human error. Still others, such as
earthquakes and violent storms and resulting floods, originate from
natural phenomena over which people have no control.

Catastrophic events frequently spawn conditions that may be even more
insidious than the catastrophes themselves. Among these conditions are
serious health hazards, such as polluted water and food supplies and
disrupted sanitation systems, which may cause the spread of diseases of
epidemic proportions. Effective emergency planning for such problems
will greatly reduce their impact on the community where the disaster
strikes.

People have only a limited ability to control or to prevent some of
these events and will never have the ability to prevent others, such as
earthquakes, violent storms, and volcanic eruptions. Although we are
unable to prevent such catastrophic events. We have learned and continue
to learn a great deal about them. The most valuable lesson learned about
natural phenomena is that the implementation of effective contingency
measures for emergencies will substantially lessen the loss of life,
serious injury, and property damage.

Preparing for emergencies is the focus of this booklet. It is essential
to prepare for both those emergencies over which we have limited control
and those over which we have no control. Application of preventive
measures is also important to survival from catastrophic events.
Contingency planning for emergencies should include the periods before,
during, and after the incident.

Human beings are inclined to react to events as they occur rather than
to try to anticipate or plan for them. This inclination could prove
costly because many disasters, such as lightning strikes, earthquakes,
and acts of terrorism, are not preceded by a warning and an
inappropriate spontaneous reaction could be fatal.

The guidelines presented in this booklet are intended to assist
representatives of U.S. corporations abroad to prepare judiciously for
emergencies. Planning and forethought are important, but so is
flexibility in execution. A static, inflexible emergency plan will
almost certainly result in a lack of preparedness and a poorly rated
crisis response.

Readers are reminded to supplement the guidelines with a knowledge of
the contingency plans in place and available through the government of
the country of residence and to be sure that the emergency plans adopted
are not in violation of local laws.

On the front of the National Archives Building in Washington, D.C., an
adage is inscribed-\"The Past Is Prologue.\" In the context of the
subject of this booklet, this adage should be regarded as axiomatic. In
the interest of safety for all concerns, family, employees and property,
you should never yield to the temptation to ignore contingency planning
for emergencies because of \"a feeling that it will not happen to me\"
or \"it can not happen here.\" Such an attitude may be costly.

## Chapter II. Crisis Management

### General

These Crisis Management Guidelines provide information on how to plan
for and respond to various emergency situations. They apply to
situations such as civil unrest, demonstrations, extortion, hijackings,
kidnappings, expatriate evacuations, nature, and environmental
disasters.

### Organization for Crisis Management

#### Department of State

The U.S. Department of State in Washington, D.C., and abroad can provide
assistance during the implementation of a crisis management plan at an
overseas location. The names of organizations, their functional
responsibilities, and their current telephone numbers are as follows:

-   Operations Center: The Operations Center, a 24-hour communications
    facility, monitors worldwide developments that may affect the
    protection of U.S. interests abroad. Normally, in the event of a
    crisis overseas that affects American citizens, the Operations
    Center will become the site for a Washington task force staffed by
    representatives from various government agencies that will support
    the U.S. response to the incident. The telephone number for the
    center is 202-647-1512.

-   Washington Task Force or Working Group: This task force is an ad hoc
    working group activated only when necessary to work closely with the
    U.S. Embassy in the country where the incident or problem exists.
    The telephone number for the specific task force can be obtained
    from Department of State Operations Center (202-647-1512).

-   U.S. Government International Disaster Response coordination is
    provided by the Office of U.S. Foreign Disaster Assistance (OFDA) of
    the Agency for International Development (AID). The OFDA Duty
    Officer telephone number, 202-647-8924, is manned 24 hours a day.
    (OFDA can also assist with opportunities in exploring corporate
    involvement with disaster relief overseas.)

-   Embassy Emergency Action Committee (EAC): Every U.S. diplomatic
    post, i.e. Embassies and Consulates, is required to have an EAC. The
    EAC includes, when they are represented at the post, representatives
    from the political, security, public affairs, defense,
    administration, consular, and economic sections and representatives
    of other U.S. Government agencies. The EAC is responsible for
    developing U.S. Government Crisis Management Plans (CMPs) and
    recommending appropriate actions to the Ambassadors at Embassies or
    Principal Officers at Consulates in the event of a crisis or
    emergency.

#### U.S. Business With Operations Abroad

A Crisis Management Team (CMT) should be established at the corporate
headquarters level and at all principal business or country sites,
depending on the corporate structure. The CMT should be composed of
managers from such departments as legal, security (assets protection and
risk management), finance human resources, personnel, and
public/government relations. In large corporations, local or country
CMTs should be structured to report to the corporate CMT regarding any
crisis and/or response. The local manager should appoint a senior
executive as the team\'s coordinator. Prior to the development of a
local crisis management plan (CMP), a senior company official should
contact the Regional Security Officer or Post Security Officer of the
nearest Embassy or Consulate for assistance and coordination. Each
embassy or consulate can provide advice to private American
organizations regarding emergency planning.

The CMT must operate within the guidelines of general authority set
forth by the corporation board of directors or Executive Committee. The
plan must resolve fixed issues in advance and deal only with variable
elements during the crisis.

The organizational structure of the local CMT will depend on the
corporate resources available. The organization should be chaired by a
senior company official who will be the Crisis Management Coordinator
(CMC). The local or country CMT should also include representation from
such departments or functions as administration, legal, security,
finance, personnel, communications, and public relations.

#### Crisis Management Planning Guide

-   It is recommended that each corporate headquarters develop a CMP and
    a CMT to coordinate corporate crisis activities and decisions on
    which local or country plans are based. This coordination will
    create consistency and offer corporate security officers and other
    senior management officials an opportunity to address matters in the
    country plan that are specific to the country.

-   When the corporate CMT and/or headquarters approves the local CMP,
    the CMC should conduct drills of the various elements of the plan to
    ensure that they are realistic and can be implemented in real-life
    conditions.

-   The CMP, or portions thereof, should be both in English and in the
    local language so that all employees can contribute fully in
    implementing it in an emergency.

-   CMPs will differ from country to country. In some countries certain
    elements of the CMP may be unnecessary and/or inappropriate.

-   Sensitive elements of the CMP that cannot be shared with all
    employees should be appropriately marked with a company
    classification stating the level of sensitivity of the document and
    the distribution controls.

### Functions of the Crisis Management Team

#### Functions of the Corporate Crisis Management Team

-   The corporate CMT will manage any incidents directly affecting
    corporate headquarters (management, employees, and assets) and
    designated subsidiary companies. It will also act as the
    decision-making authority for the management of the incident by
    subsidiary local CMTs.

-   To ensure a consistent corporate response, the corporate CMT should
    consider the utility of dispatching a CMT representative to the
    location involved; that representative will thereafter assist in the
    activities of the local CMT. These representatives should be briefed
    on their terms of reference toward local officials and U.S.
    Government representatives.

-   The corporate CMT, under the direction of the CM Coordinator, should
    be responsible for developing and communicating to company business
    units and local CMTs the applicable procedures and practices to be
    used.

#### Functions of the Local Crisis Management Team

-   The local CMT will appoint the CMT members to develop the
    information needed and resources available. In making functional
    assignments, some responsibilities may require 24-hour coverage in
    certain situations. Alternates should be identified for each
    function. Neither members of the CMT nor their alternates should be
    personally involved in the incident being managed.

-   The team will formulate and develop detailed plans and procedures
    for handling emergency situations.

-   A crisis management center should be located within the company
    facility. It should have the necessary equipment available for rapid
    activation during an emergency. The equipment could include as a
    minimum, communications equipment, tape recorders, emergency plans
    and procedures, a log to record all actions taken during the crisis,
    necessary office equipment and supplies, and appropriate maps and
    building plans, as deemed necessary. Support personnel should be
    identified.

-   An assessment of the nature, degree, and likelihood of threats to
    corporate interests (personnel, facilities, information, and other
    assets) should be conducted to determine the vulnerability of
    company personnel, facilities, or assets to those threats.

-   The team will communicate the contents of the CMP to the appropriate
    employees.

-   The team will test the CMP on a regular basis to ensure that it is
    feasible and realistic. Whenever the plan is found deficient,
    immediate corrections should be made. The plan should contain the
    names and telephone numbers of key local government and U.S. Embassy
    or Consulate personnel and private organizations and individuals
    that the CMT should consider briefing or consulting with before,
    during, or directly after an emergency situation.

### Responsibilities and Actions of the Crisis Management Team

#### Responsibilities of the Corporate CMT

-   The corporate CMT will develop corporate strategies and policies.

-   The corporate CMT should be responsible for, and oversee, all
    actions of the local CMT.

-   To facilitate company communications, the corporate CMT may need to
    dispatch a representative to the location involved.

#### Responsibilities of the Local CMT

The members and alternates of the CMT should be assigned the
responsibilities that follow.

-   The Crisis Management Coordinator (CMC) is the person responsible
    for preparing and implementing the CMP. This person should speak
    English, receive proper training, possess the appropriate
    psychological makeup, and be known at the U.S. Embassy or Consulate.
    The CMC directs and supervises the members of the local CMT and is
    responsible for the following tasks:

    -   Preparing the CMP.

    -   Forwarding the CMP to the corporate CMC for review by the
        corporate CMT representing specific functional areas.

    -   Coordinating the CMP with the responsible regional security
        officer or the most appropriate official at the U.S. Embassy or
        Consulate.

    -   Reviewing the CMP on a semiannual basis to ensure that it is
        current.

    -   Training personnel who have CMP responsibilities.

    -   Practicing the CMP and evaluating CMT responses.

    -   Ensuring that all appropriate corporate company employees are
        aware of the CMP and its functions.

    -   Preparing a written report for senior management regarding the
        CMT\'s training and its subsequent evaluation.

    -   Coordinating the CMP with responsible officials of all
        in-country facilities or sites.

    -   Establishing liaison with the U.S. Embassy or Consulate security
        officer, local law enforcement, public emergency officials, and
        other corporate CMTs, if appropriate.

    -   Implementing the plan when directed by the senior company
        official or authorized designee.

-   Security/Incident Coordinator: The Security/ Incident Coordinator is
    responsible for briefing the CMT on the nature and degree of threat
    to company interests (personnel, facilities, information, and
    assets). This coordinator initiates investigations to validate
    threats and is authorized to convene the CMT when appropriate. He or
    she also provides security and is prepared to brief the CMT on
    physical protection of all assets during times of crisis;
    coordinates warden activities; and maintains law enforcement
    liaison.

-   Administration-Personnel/Medical Coordinator: This coordinator
    should make available personnel and medical records as well as
    essential services. He or she should also ensure that the consular
    officer at the embassy or consulate has a list of all U.S. citizens
    (including information on dependents), employed by the firm in
    advance of any crisis.

-   Legal Advisor: The Legal Advisor is responsible for assessing the
    corporate liabilities and risks (criminal and civil) as well as
    personal liability of CMT members for CMP actions.

-   Financial Coordinator: The Financial Coordinator should establish
    bank sources for funds in the country involved and be familiar with
    currency requirements and how funds can be provided on short notice.

-   Public Relations Coordinator: This coordinator should develop and
    maintain conventional media relationships for crisis situations,
    including contact with host government press agencies, as well as
    the Public Affairs Officer at the U.S. Foreign Service post. He or
    she is responsible for employee communications during crisis periods
    and for assistance to an affected employee and/or his or her family,
    if appropriate.

-   Business Unit Manager: This individual represents the operating
    component or business unit that is the victim of the incident.

### Actions During a Crisis

When a crisis situation or local condition that may have an adverse
impact on the safety or security of the company\'s personnel or assets
develops, consideration should be given to the following actions:

-   Convene the CMT.

-   Verify the threat.

-   Advise the corporate CMT of the crisis and anticipated actions of
    the local CMT.

-   Assess the crisis, including possible outcomes. In civil unrest
    situations, for example, the crisis may threaten many company
    assets. As one asset is protected, another may become vulnerable. A
    desired goal of crisis management is to develop and plan responses
    so that the asset under attack is protected yet other assets are not
    placed in jeopardy.

-   Obtain executive profile information files, if appropriate.

-   In kidnap or hostage situations, activate and dispatch to crisis
    location the local negotiating team; be prepared to implement a
    negotiated agreement.

-   Determine company options and goals in responding to the crisis.

-   Delegate duties not in the CMP to be performed by CMT members.

-   Maintain liaison with the corporate security structure, advising
    them of the problem and action to be taken.

-   Advise the regional security officer, or other appropriate official
    at the U.S. Embassy or Consulate of the actions being taken.

-   Report local CMT actions to corporate CMT organization and update
    those reports as necessary.

-   Notify host government and law enforcement agency at the appropriate
    level.

-   Establish liaison locally as deemed appropriate (other American or
    friendly company, chamber of commerce, etc.).

-   Schedule further CMT meetings to handle or monitor crisis as deemed
    necessary.

-   Provide the location and telephone number of the CMT crisis
    management center and the alternative off-site location to
    appropriate personnel.

-   In the event of hostage release, be prepared for evacuation,
    debriefing, and rehabilitation.

### Response to Acts of Terrorism

#### Key Local Contacts

The local CMT should maintain a list of all CMT members and 24-hour
telephone numbers. In addition, the CMP should list all U.S. Embassy or
Consulate and host government agencies and security contacts (names,
titles, addresses, and 24-hour telephone numbers) who would respond to
acts of terrorism such as bombings, seizures of owned facilities,
assassinations or attempted assassinations, assaults on personnel and/or
dependents, kidnapings or attempted kidnapings, and hostage takings. The
following are suggested contacts at the U.S. Embassy or Consulate:

-   Ambassador or Principal Officer.

-   Deputy Chief of Mission.

-   Economic Officer.

-   Administrative Officer.

-   Commercial Officer.

-   Regional Security Officer or Post Security Officer.

-   Consular Officer.

Suggested contacts with the host government, depending on circumstances,
might be the following:

-   Head of State.

-   Minister of Interior.

-   Government intelligence agency.

-   Chief of Police.

-   Senior police official responsible for area in which company
    facilities and residences are situated.

-   Senior official responsible for airport security.

-   Senior official responsible for investigations.

-   Senior official responsible for responding to acts of terrorism.

#### Company Response

Upon receipt of a terrorist threat, action against company personnel,
dependents, or facilities, the following action should be taken:

-   The local Security/Incident Coordinator should notify the corporate
    security department by telephone, telex, or telegram.

-   The local company senior executive should immediately notify the
    respective corporate management of an emergency situation who, along
    with corporate security, will notify the corporate CMT of the
    emergency.

-   The local CMT should immediately begin efforts to confirm the
    incident and evaluate the emergency.

#### Reports

The swift passing of information about an emergency incident is vital to
allow the correct functioning of the corporate CMT and to permit the
corporation to respond to its responsibilities. The report should
include:

-   Nature and circumstances of threat or incident, including date,
    time, and location.

-   Nature of threat or attack and injuries and damages sustained.

-   Full data concerning affected employees, including names and
    addresses of next of kin in the order that they or other interested
    parties should be notified.

-   Report on contacts and assistance offers to next of kin and if the
    person resides or is located in the immediate area.

-   If kidnapping and/or hostage taking occurs, provide:

-   Location, number, and identity of victims.

-   Number and identity of terrorists involved, organization(s), weapons
    used, or other descriptive information.

-   Terrorist demands or claims.

-   Local assessment of the situation, including effect on business
    operations.

-   Report injuries, if any.

-   Initial actions taken by host government to respond to terrorist
    threat and/or incident if company personnel, dependents, and
    facilities are threatened or subjects of a terrorist attack;
    describe the local company\'s preliminary effort in arranging
    enhanced security, medical assistance, etc., with host country
    officials (police, foreign ministry, etc.).

-   Precautionary measures taken for other employees at the location of
    the incident and elsewhere in the host country.

-   Telephone number and the name of the U.S. Embassy (consulate)
    officer monitoring the incident.

-   Statement on whether police are involved or whether media coverage
    has occurred.

-   Name of person sending message along with complete address,
    telephone number, and telex number for future contacts.

### Assessing a Hostage Situation

As the terrorist act unfolds, the CMT, in conjunction with the host
country and embassy or consulate officials, will continue to review the
following:

#### Immediate Situation

-   Threats by terrorists.

-   Need for extra security measures, security arrangements for the
    hostage family, special communications arrangements, and
    supplemental personnel and equipment.

#### Terrorists

-   What is known about the terrorists? What are their goals,
    philosophies, and tactics?

-   What are pressure points on terrorists? Local political parties,
    state supporters, religious groups, the logical sympathizers, or
    international organizations?

#### Host Government

-   What is host government policy regarding terrorist demands?

-   What are host government capabilities to negotiate with terrorists?

-   What are host country laws regarding negotiating and paying ransom
    to terrorists?

#### Hostages and Other Victims

-   What is their significance to the terrorists?

-   Are health and personnel records available on hostages?

-   Do hostages have any capability to assist in achieving their own
    release?

-   Is psychiatric expertise available?

-   Are aircraft available for negotiators, psychiatrists, medical
    staff, security, etc.?

-   What on-site intelligence resources are available?

-   If there are victims, what arrangements should be made for treatment
    of the injured or disposition of remains and personal property?

#### Action Options

-   Should senior U.S. Government officials or corporate senior
    executives be encouraged to intervene with the host government?

-   Consider the most senior level at which contact with the host
    government should be established.

-   Critical negotiating issues with the hostages include:

-   The potential crucial threat to the life of the hostage.

-   The corporation has the authority to negotiate release.

-   The company will cooperate with law enforcement officials.

-   It must be recognized that these are extremely sensitive issues and
    corporations should consider, in advance, responses to possible
    hostage negotiations.

-   What company resources should be deployed to the scene of the
    incident? If no CMT exists locally in that country, should a
    negotiating team be deployed?

-   What immediate assistance should the company provide to the families
    of the hostages and other victims?

-   What security measures need to be taken to protect other senior
    employees of the company or its assets?

-   In the event of a hostage taking, some type of communication can be
    anticipated in the form of a letter, a telephone call, an audio tape
    or videotape, or possibly a hand-delivered message or tape to the
    office or home of the hostage. If legal, and/or appropriate to do
    so, place a recorder on the appropriate telephones at home and
    office of the hostage and monitor them around the clock in the early
    stages of the incident. Also assign someone, if the police do not,
    to establish effective liaison with the appropriate post office to
    ensure that all mail directed to the hostage\'s home is immediately
    delivered, regardless of the time of day or night. Handle the
    contents of such mail with great care to ensure that it is not
    unduly handled, to protect latent fingerprints and other evidence.

-   The authorities, especially in crisis situations, monitor telephones
    in many foreign countries regularly. It is necessary, therefore, not
    to expect privacy of such telephone conversations. If sensitive
    calls must be made, go to a public telephone or use an encryption
    device on your telephone.

-   In any crisis situation requiring negotiations or dialogue with
    terrorists or hostage takers, it is imperative that the CMT member
    responsible for conducting the dialogue not have ultimate
    decision-making authority and should make that fact clearly
    understood to the terrorists or hostage takers. This strategy
    provides negotiators with a credible delaying tactic because they
    can explain that they will do the best that they can but that they
    must take up the problem with their boss, etc. The top-ranking
    executive, either at the local or headquarters site, should never be
    the CMT member cast in the role of the negotiator.

### Crisis Actions Associated with Catastrophes And/or Disasters

As soon as possible after a catastrophe and/or disaster occurs,
corporate headquarters should be notified. The corporate CMT should
consider the following.

-   The team should confirm that the appropriate officials at corporate
    headquarters have been informed in accordance with the CMP.

-   Appropriate CMT should designate telephone numbers to be used for
    the crisis period (equipped with recording equipment) and then make
    arrangements for 24-hour manning of the telephone.

-   Establish communication with appropriate U.S. and host government
    entities.

The initial report should provide as much of the following information
as possible to Corporate Headquarters:

-   Caller\'s name (spelled out) and job title.

-   Facility location (city and country).

-   Date, time, severity, and location of crisis.

-   Nature of crisis.

-   Number of people affected (killed, injured, and evacuated).

-   Extent of damage to company facilities.

-   Effect on business operations.

-   Host government involvement.

-   Telephone, FAX, and telex number for future contacts.

-   Alternative communications channel.

-   Nature and extent of assistance requested from corporate
    headquarters.

Initiate those portions of CMP associated with disasters and/or
catastrophes.

### Communications in a Crisis Situation

Reliable communication is a key factor in the successful management of
any crisis. To ensure that adequate communications are available in
emergency circumstances, three basic capabilities should be considered:

-   A local communications net with employees and authorities to include
    an employee warden system.

-   A national link to locations in the country where other facilities
    are located and national authorities are headquartered.

-   An international link to the company\'s corporate headquarters.

For additional information regarding communications, see Chapter III of
this booklet.

### Release of Information to the Public

Coordination between the company spokesperson at the scene, the local
CMT, and the corporate CMT is essential. Guidance from the corporate CMT
should be requested on any policy consideration or interpretation. All
releases to the media should pass through and be cleared by the CMT.
Clear communications and coordination for media releases are vital
during a crisis. Misinformation or failure to consider all factors
before commenting to the media can jeopardize security and the
objectives of the corporation.

#### Responsibilities of the Spokesperson

-   The local media spokesperson will require expeditious means of
    communication with the local and corporate CMTs and access to
    accurate, current information.

-   If the crisis is extended in duration, an alternate spokesperson
    should also be appointed.

-   The spokesperson should have a designated work location to
    facilitate receipt and dissemination of updated information. The
    corporate spokesperson should consider having available a briefing
    room equipped with telephone jacks and telephones that can be made
    available to the media at briefings.

-   The spokesperson should deal only with accredited media
    representatives.

-   The spokesperson should have access to officials and experts who can
    provide background information on all aspects of the specific event.

-   The spokesperson should issue factual information at periodic
    briefings.

-   All press inquiries should be referred to the authorized
    spokesperson. No comment should be made unless it is authorized by
    the CMT.

#### Handling Media Interests

-   Regular coordination with corporate headquarters and the corporate
    CMT concerning statements to be made to the press is absolutely
    essential.

-   The spokesperson should not act as the terrorist\'s \"messenger\" to
    the public.

-   Live interviews with participants and the use of minicameras at or
    near the site of the incident should be discouraged.

-   Prudence by the press regarding actions that might frighten the
    terrorists or promote their cause should be urged.

-   The counterproductive aspects of reporting on any operational
    activities of the police, military, or their counterterrorism forces
    should be emphasized.

-   Caution with press interviews of unknown or amateur \"experts\" on
    terrorists\' motivation or background should be urged.

### Crisis Management Evaluation

Following a completed action or crisis incident, a critical review or
evaluation of the crisis management work should be conducted. A review
should be conducted of the CMP and the CMT planning and assessment
procedures and how CMT personnel responded to the crisis.

Methods used for evaluation could include:

-   CMT personnel critique of the entire event.

-   Post-event written reports by all CMT participants.

-   Interviews with the victim(s) and/or family(ies).

-   Final evaluation report, with recommendations for changes in the
    current CMP, if needed.

-   Local CMT report to the corporate CMT of final details of the
    incident and analysis of the team\'s operation.

### Business Recovery

An integral part of a corporate CMP is the organized recovery phase.
Recovery plans should address the following:

-   Loss of key personnel due to a disaster or accident.

-   Temporary replacements for affected management personnel.

-   Development of damage assessment.

-   Assistance or time off for personnel so that their personal losses
    (family members injured), homes or vehicles can be properly handled.

-   Replacement of critical materials and equipment.

-   Availability of business records. (Prior planning is required so
    that the appropriate records have been copied and/or stored at a
    secure or other location.)

-   Development of computer disaster recovery plans to include company
    minicomputers and personal computers.

#### General U.S. Policy

U.S. policy is firmly committed to resisting terrorist blackmail. The
U.S. Government will not pay ransom for the release of hostages. It will
not support the freeing of prisoners from incarceration in response to
terrorist demands. Concessions to terrorist blackmail would merely
invite further demands. The U.S. Government actively encourages other
governments to adopt a similar position. While the U.S. Government will
not negotiate with terrorists on the substance of their demands, it does
not rule out contact and dialogue with hostage takers if such action
will promote the safe release of hostages.

In terrorist incidents abroad, the U.S. Government looks to the host
government to exercise its responsibility under international law to
protect all persons within its territories and to bring about the safe
release of hostages. In some cases, the U.S. Government may be able to
provide foreign governments the services of terrorism experts and other
specialized assistance, military equipment, and personnel.

#### Specific Policy Guidance

In the event U.S. citizens are taken hostage abroad, the U.S. Embassy
will convey U.S. policy to the host government. The embassy will
encourage the host government to resolve any terrorist incident in a
manner that, while safeguarding the lives of the hostages, does not
permit the terrorist to achieve their objectives. The host government
will be reminded of its obligation to bring the terrorists to justice.

International cooperation to combat terrorism is essential because all
governments, regardless of philosophy, are vulnerable.

#### Use of Force

If the host government asks for advice from the U.S. Government
regarding the use of force to resolve an incident, a response will
probably be as follows:

-   The ultimate decision regarding a strategy for dealing with
    terrorists and the successful termination of an incident must remain
    with the host government.

-   The U.S. Government believes it is inappropriate to provide advice
    because it would not be party to negotiations or negotiating
    strategy.

In most hostage situations, including hijackings, experience has shown
that there is a greater likelihood of a peaceful solution when using a
strategy designed to buy time and wear down the terrorists. In many
cases, such a strategy will achieve a positive outcome without
substantive concessions on the part of the targeted government. If the
host government concludes, however, that there may be a greater risk
from waiting and talking, assault may be the only alternative course of
action.

#### Humanitarian Appeals

Although there is only a limited chance of successfully appealing to the
terrorists\' humanitarian instincts, indirect appeals may have a
positive influence and may cause terrorists to be concerned about
alienating key support groups, sympathetic governments, or world
opinion. Appeals to the following groups or individuals may prove to be
valuable:

-   The United Nations Secretary General.

-   Third World countries considered friendly to the terrorists.

-   The dean of the local diplomatic corps.

-   Spouses and children of hostages asking for the return of their
    family members.

-   The terrorists\' leaders or supporter (who may profess innocence to
    involvement with the specific incident).

-   Religious leaders.

## Chapter III. Communications

To ensure that adequate communications are available during emergency
circumstances at overseas locations, three basic capabilities should
exist: a local link with employees and authorities, a national link to
locations within the country where company operations or other national
authorities exist, and an international link to the company\'s corporate
headquarters. In addition, through the Emergency Action Committee of the
U.S. Embassy, arrangements may sometimes be made with local Voice of
America radio relay stations to broadcast simple emergency and
evacuation advice when appropriate and within the local broadcast area,
which may cover several countries.

The following are communication options available to companies and their
employees:

-   The local and/or government telephone system available for
    intracity, national, and international calls until it is disrupted
    by natural or man-made disaster.

-   Local telex system, if available, able to handle intracity,
    national, and international message traffic until the system is
    disrupted.

-   Facsimile capability, if available, for local, national, and
    international use (requires operational telephone system).

-   In high-threat countries without reliable telephone systems, linkage
    of one or two firms with the nonsecure U.S. Embassy very high
    frequency (VHF) radio network, may be possible in some limited
    cases.

-   The company\'s radio networks, VHF (local), high frequency
    (national), and shortwave (national and international).

-   Local commercial radio broadcasts.

-   Electronic mail capability (if available) for local, national, and
    international use.

-   Company-owned and company- operated satellite system.

-   Company-owned and company- operated telephone encryption system,
    independent of country\'s system, used in conjunction with the
    company\'s satellite communications program.

-   Company-operated courier or messenger service providing local,
    national, and international surface and/or air service.

-   Direct communication with the U.S. Embassy or a friendly country
    embassy.

-   Note: All modes of communication should support an emergency
    notification system that includes each U.S. citizen employee and his
    or her family.

## Chapter IV. Evacuation Planning

### General

An evacuation plan is designed to cope with those situations that could
require an evacuation of private sector expatriate employees and/or
their dependents, which removes them from the specific and/or general
source of risk or threat, to an out-of-country location. It outlines
procedures to ensure an orderly, safe, and expeditious evacuation of
expatriate employees and their dependents.

There are circumstances in which it is obvious that a U.S. corporation
operating abroad must consider sending employees and dependents out,
such as times of serious terrorist threat, insurrection, or other civil
disorder or when a natural disaster or other event poses serious hazard
to their safety or so overburdens the country\'s ability to protect,
feed, and house its citizens that departure is the best course of
action.

Occasionally, there are other signs of hazard, such as gradual, almost
imperceptible decline in services, shortages in goods or services,
capital flight, increased government travel restrictions, decreased
internal security, and declines in the attitudes of established
contacts. Country managers should be alert to these changes and
continuously evaluate the local conditions for signs of deterioration so
that they can consider a gradual and orderly evacuation.

If the U.S. Government were to sponsor an evacuation of Americans from a
given country, it would be coordinated and controlled by the U.S.
Department of State. It is noted that the Chief of Mission of the U.S.
Embassy cannot order private American citizens to depart, but must
inform them of impending danger and may offer evacuation assistance from
the U.S. Government when necessary. However, it is also considered
prudent for companies operating overseas to develop evacuation plans.
Evacuation should only occur when authorized by the company senior
manager in country, or appropriate headquarters manager. Any evacuation
ordered by a company senior manager should be coordinated with the Chief
of Mission of the U.S. Embassy. Past experience indicates that both
companies and employees in foreign locations show a reluctance to
develop, maintain, or implement evacuation plans. This reluctance stems
from a false sense of security developed through the absence of personal
threats and the lack of access to uncensored news reports.

The fundamental factors in conducting a safe and efficient evacuation in
a destabilized overseas environment are thorough prior planning,
continuous and comprehensive analysis of potential security threats, and
timely decision making concerning the evacuation itself. Effective
management of these factors should facilitate the evacuation process of
expatriates in a timely and orderly fashion.

### Organization

An evacuation organization is comprised of in-country management that is
responsible for making evacuation decisions on the scene and
communicating them to the remainder of the employee contingent. The
senior manager is usually assisted by an Expatriate Evacuation Committee
(EEC).

The purpose of the EEC is to refine, tailor, and coordinate the
evacuation plan to ensure that it is functional. The EEC coordinates
implementation of the plan. Liaison and coordination between the EEC and
the local or corporate crisis management team, if one exists, should be
required. If a local CMT exists the EEC should function within the
overall framework or the CMT.

The EEC should meet on a semiannual basis to review current events and
trends and to assess the next 6-month period. The evacuation plan should
be reviewed at these intervals, and minutes of the meetings should be
prepared and maintained on file. A deteriorating political climate would
indicate more frequent meetings.

### Preplanning

-   · Employees and their families should register with the appropriate
    U.S. diplomatic post, i.e. embassy or consulate, or if none is
    present in the host country, with the embassy\'s representative.

-   The EEC should maintain liaison with the U.S. Embassy or Consulate,
    as applicable, and the American private sector mini-council,
    sponsored by the Overseas Security Advisory Council, if it exists in
    that area.

-   Evacuation plans should be communicated to employees, and a test of
    the employee notification system should be conducted periodically.

-   The EEC should determine that adequate information and personnel
    files are available.

-   If appropriate, local staging areas and embarkation points for
    assembly of personnel and their families should be identified.
    Preliminary security plans for the sites should be developed. As a
    general rule, it is preferable to assemble evacuees at a secure
    staging location other than the embarkation point and then to move
    them to embarkation points in groups, sized to the transport
    capacity and on a schedule calculated to minimize the exposure of
    evacuees and the means of transport at the embarkation point.

-   The EEC should be in contact with representatives of other companies
    so that rumors of evacuations can be verified.

-   Primary and alternate modes of travel should be identified. Contacts
    and commitments from carriers and agents should be maintained.
    Preliminary arrangements should be made to have local nationals
    available to drive to and translate at airports, roadblocks,
    checkpoints, etc.

-   The EEC should consider an agreement with other multinational
    companies in the area to assist one another in evacuation and should
    also consolidate the use of transportation equipment.

-   The EEC should distribute copies of the evacuation plan (only
    necessary portions) to employees.

-   The EEC should designate authorized persons to issue return-to-work
    instructions.

-   In the event of any emergency, personnel should be directed to stay
    away from the area of trouble or potential trouble and to advise all
    other personnel accordingly. During major disturbances, all
    personnel should be advised to return to their living quarters and
    to remain there until they receive further advice.

-   No personnel should be allowed unilaterally to attempt either to
    travel internally or to leave the country without authorization and
    direction.

-   The success of evacuating personnel is enhanced greatly by having
    advance warning so that most personnel can be withdrawn by
    commercial airline. The time required and the procedures necessary
    to obtain exit visas should be determined.

-   Local laws should be observed at all times unless the situation
    results in a total breakdown of authority.

-   An evacuation of personnel under hostile conditions from local
    authorities and/or the general public is usually not advisable. The
    risk of harm to personnel is greater when trying to move about the
    country than when maintaining a low profile and staying indoors.
    Waiting for the situation to stabilize generally is far less risky
    than traveling about.

-   The decision to evacuate personnel under hostile conditions should
    be taken only when the risk of staying put becomes greater than the
    risk of being exposed. These conditions could arise during a period
    of civil disorder, a military uprising, or outside military
    intervention. If a hostile evacuation is necessary, it is hoped that
    all dependents and nonessential personnel will already have been
    withdrawn by commercial airline. This action presumes that some
    advance warning of worsening conditions within the country or of
    military action from outside the country will have been received and
    acted upon. Should an emergency arise suddenly without advance
    warning to withdraw nonessential personnel, and if the circumstances
    dictate an evacuation under hostile conditions, companies will have
    to rely on support from outside sources. The safety of all personnel
    and dependents is of the utmost importance. In no case should any
    action be taken if that action puts the personnel and dependents in
    more jeopardy than they are in already.

-   Additional transportation information is noted in Appendix III and
    provides planning guidelines for the emergency movement of employees
    and dependents for which a corporation has responsibilities.

### Evacuation Concept

The purpose of the evacuation procedures is to establish a set of
contingency plans for the withdrawal or evacuation of staff and
dependents from the host country.

The evacuation process usually evolves in three phases. A special phase,
which does not involve evacuation from the country, will also need to be
implemented. Guidelines for each phase follow this section.

-   Phase I-Alert Stage, a warning to companies and individuals of host
    country instability.

-   Phase II-Limited Action, increased preparation for evacuation
    includes those preparations made under conditions of increased
    tension or instability that could lead to partial or complete
    evacuation of expatriate employees and their dependents.

-   Phase III-Evacuation Phase, final preparation and/or evacuation
    includes those preparations made under conditions in which the
    decision to evacuate is imminent or has already been made.
    Withdrawal and cessation of business is imminent or underway.

-   Stand Fast-Could be implemented in the event that evacuation is not
    considered prudent. Under this concept, employees and their
    dependents would remain in their quarters (or other designated
    location) for an extended period of time until tensions abate.

-   Making the decision to initiate each of the phases or stand fast is
    the responsibility of the senior manager in coordination with the
    EEC.

### Evacuation Guidelines

#### Phase I-Alert Stage

-   This is a period during which routine collection and assessment of
    information about local and international events are in progress.

-   Documents should be identified or set aside for possible future
    destruction.

-   Potential staging areas for assembling employees and their
    dependents should be reviewed and/or selected.

-   The senior manager should consider meeting periodically with the
    expatriate employees to review current events and trends. It is
    important to develop a procedure to deal with rumors that have a
    tendency to emerge with the onset of any crisis situation. Left
    unattended, rumors can have a demoralizing effect. The best
    countermeasures are to have an open line of communication designed
    to address rumors and a set of clear evacuation instructions.

-   Evacuation priorities should be established and individually
    assigned. The following categories should be considered:

-   First priority-dependents.

-   Second priority-individuals other than key expatriate employees.

-   Third priority-key expatriate employees.

-   Alternate routes to the international airports, seaports, or land
    borders should be established and checked for traversability under
    emergency conditions.

#### Phase II-Limited Action, Increased Preparation for Evacuation

-   This phase should be initiated when, in the judgment of the senior
    manager, a situation has reached a level of tension or instability
    that could lead to partial or complete evacuation of expatriate
    employees and their dependents. The earlier an evacuation decision
    can be made, the more likely it can be effected in a calm, secure,
    and less politically sensitive atmosphere.

-   The contents of departure kits (described in the next section)
    should be examined and reviewed.

-   An inventory of household effects should be prepared in duplicate,
    one to accompany the employee and his or her dependents and one to
    be left behind with an appropriate corporate representative. The
    possibility of having to secure or abandon personal property prior
    to evacuations should be addressed.

-   Normal work routines should continue; however, certain preparatory
    actions, such as obtaining required clearances, conducting
    programmed document destruction to begin on the order of the senior
    manager, etc., should be undertaken, if appropriate.

#### Phase III-Evacuation Phase, Final Preparation and/or Evacuation

-   This phase should be initiated when, in the judgment of the senior
    manager, the situation has deteriorated to the point that the
    decision to evacuate is imminent or has already been made. At this
    point, the company home office should arrange for the services of
    other companies and outside commercial resources necessary to
    support and coordinate the evacuation process. It is assumed that
    total withdrawal of personnel will not meet active resistance from
    the authorities.

-   The senior manager should determine whether it would be prudent and
    desirable to relocate evacuees from their quarters to preselected
    primary or alternate staging area(s), prior to proceeding to the
    international airport or other departure site(s), for final
    coordination of procedures for evacuation.

#### Stand Fast

-   A special phase could be implemented in the event that evacuation is
    not considered prudent under certain circumstances, for example, if
    a coup has occurred. This concept is one in which operations may
    slow down or even temporarily be suspended. Employees and their
    dependents would remain in their compound or quarters for an
    undetermined period of time, awaiting further instructions. Liquids,
    canned foods, medicines, and staples to support the family for an
    extended period, should be kept on hand to support such an
    eventuality, depending on the local situation.

-   Instructions to and between families should be transmitted by
    whatever means available, depending on the circumstances. However,
    it is vital that whatever means are employed the senior manager
    receive positive feedback to ensure that all expatriate employees
    are in touch and to confirm their daily whereabouts. An employee
    warden system should be developed and used in times of increased
    threat or during actual emergencies. (See Appendix II.)

## Chapter V. Criminal Acts, Civil Unrest, and Coups

### Overall Preparations

The purpose of this chapter is to provide guidance to American
businesses overseas for managing during crises, such as criminal acts,
civil unrest, and coups. Although it is not possible to plan for every
eventuality, it is only prudent to make certain contingency plans
outlining how company employees should react in emergency situations.
Emergency management is to prepare for response to and recovery from
emergencies of any kind. In developing a plan for emergency
preparedness, the first step is to assess the current level of
vulnerability. For example, businesses located in a country that has
experienced a history of anti-American demonstrations should determine
the probability of its facility or employees becoming involved in a
demonstration or other more serious action and devise ways to protect
against such incidents. Alternatively, businesses located in countries
with a history of coups or a high crime rate should place a high
priority in developing plans to deal with these emergencies. However,
regardless of the location of a company or the history of security
problems in the region, all areas of emergency planning should be
included in each plan. Often, a relatively benign political situation
can change quickly.

The first step in developing any plan for emergency preparedness is to
obtain significant management commitment to preparedness. To ensure an
effective security plan, every company should appoint an on-site
security manager and develop a Crisis Management Plan. This person
should be the point of contact for the company regarding security
matters; his or her responsibilities should include ensuring that an
organized method to disseminate information exists, guaranteeing that
lines of communication between the nearest U.S. Embassy or Consulate
exist, and developing a \"safe area\" to retreat to in the event of an
emergency.

American companies and business firms located overseas should make
immediate contact with the nearest U.S. Embassy to receive information
on the criminal, law enforcement, political, and terrorist situation in
the host country. The Regional Security Officer (RSO) or Post Security
Officer (PSO) can provide information regarding what you can expect in
the way of assistance from the host government.

The designated security manager should make a point to establish contact
with other American organizations in the area to determine their
experience with the law enforcement and the criminal elements in the
area. If no other American companies are represented, try to locate
companies with which the U.S. Government has close ties.

If possible, it is recommended that periodic contact be made with
representatives of these other firms to exchange information on criminal
activities, threats, and the reaction of the responsible law enforcement
agencies.

The U.S. Embassy or Consulate should be provided with a list of key
company personnel and telephone numbers for contact in an emergency.
Each organization should develop an emergency notification system to be
used to contact employees or their families.

If a company does not have a medical staff, it is recommended that a
list of English-speaking doctors be developed for use in an emergency
involving mass casualties. This information can also be obtained from
the nearest U.S. Embassy or Consulate.

One helpful technique in developing an emergency plan is to develop
scenarios of likely events and to hold periodic drills to ensure that
the entire staff, American citizens as well as local nationals, knows
what to do. In addition to familiarizing employees with their roles,
obvious flaws or ways to improve the plan have a tendency to surface
during these drills.

Use local employees\' knowledge of the country, their contacts, and
inside knowledge.

Suggestions for areas that should be covered in a comprehensive
emergency plan follow.

### Criminal Acts

In many countries, local or national law enforcement officials cannot be
depended on for even basic services, because of substandard or
nonexistent training and low pay. Therefore, employees should be trained
to accept responsibility for their own security, through security
awareness seminars, booklets, and other information. The nearest RSO or
PSO can be very useful in suggesting training programs, as can various
booklets published by the U.S. Department of State. Training should take
place on a frequent basis to reinforce individual responsibility.

#### Residential Safety

The following information regarding selecting housing contains several
items excerpted from the Overseas Security Advisory Council\'s
publication Security Guidelines for American Families Living Abroad.

-   Housing for employees should be in relatively safe, stable
    neighborhoods. The RSO at the U.S. Embassy, local police, and other
    Americans in the area can provide information regarding
    neighborhoods.

-   The on-site security manager should be responsible for approving a
    residence. Particular attention should be given to the surrounding
    neighborhood, that is, the condition of streets, density of
    vehicular and pedestrian traffic, access into and out of the
    neighborhood, and the location and nationality of owners of
    surrounding residences. Addit-ionally, the location and types of
    trees and shrubs should be noted, as well as the presence of parking
    and the quality of lighting at night.

-   Another important factor to be considered in residential selection
    is the type of residence. An apartment located above the ground or
    first floor is usually considered more secure than a single family
    dwelling. However, if an apartment is chosen, care should be taken
    to ensure that there are no exterior balconies or footholds that
    would enable would-be thieves to climb up to the apartment from the
    ground. In addition, apartments should not be selected on floors
    above the fire fighting and rescue capabilities of the local fire
    department.

-   Once a residence is approved, adequate technical (alarm systems) and
    physical (solid exterior doors and fences and/or walls) security
    should be provided.

#### Personal Safety

Personal safety is largely the responsibility of each individual.
Regardless of the local threat, you should take the same safety
precautions that you take when in a large urban area of the United
States.

-   Keep a low profile. Do not dress provocatively or wear flashy or
    obviously expensive jewelry.

-   Learn about the city as soon as you arrive. Most large cities have
    areas considered generally unsafe after dark or even during the day.
    Additionally, there may be some areas where Americans are at greater
    risk.

-   Do not walk alone after dark.

-   Keep alert. If you are walking and believe someone is following, go
    to a public or well-lighted area.

-   Women should keep a firm grasp on purses to avoid being an easy
    target for a snatch-and-run attack. Keep the amount of money and
    credit cards you carry at a minimum.

-   Learn at least a few phrases in the local language so you can ask
    for help, if needed.

-   Keep your vehicle in good repair with an adequate amount of fuel at
    all times. Keep the doors locked, and do not pick up hitchhikers. If
    possible, avoid parking on the street or in unattended parking lots.

### Coups and Civil Unrest

In many Third World countries, coups are not an uncommon occurrence, and
all Americans residing in those areas should make special efforts to
keep abreast of the local political situation, because it can sometimes
change almost overnight.

-   It is particularly important to use local employees\' contacts and
    knowledge.

-   Keep lines of communication between businesses and the U.S. Embassy
    or Consulate open during times of unrest.

-   Be flexible; do not necessarily wait for action from the U.S.
    Government, because private businesses may wish to react to events
    more quickly, in accordance with corporate requirements.

-   Monitor local news media-television, radio, and newspapers-for
    political developments or increasing anti-American rhetoric.

-   Maintain adequate (2-3 weeks) stockpiles of nonperishable food and
    drinking water. Keep vehicles fueled for an immediate evacuation.

-   In the event an evacuation is not deemed necessary, give employees
    the option of sending their dependents to a safe country.

-   In times of unrest, have a bag packed for each member of the family
    for evacuation on short notice.

-   For emergencies, keep on hand an appropriate amount of money and/or
    traveler\'s checks.

-   If the threat warrants, consider having available an open airline
    ticket available for each family member to a \"safe haven\" country
    (preferably a U.S. ally). Open airline tickets are normally good for
    a 12-month period; at the end of the period, return the tickets for
    a refund and purchase new ones.

-   Consolidate important personal records and documents for easy access
    and transportation. Keep passports and necessary visas up to date.

-   Have in place a preplanned telephone contact system to ensure that
    all employees are aware of what is happening.

If a coup is attempted, the following steps can enhance personal safety:

-   Remain at present location until further instructions are received
    from the security manager or U.S. Embassy or Consulate. Under no
    circumstances should individuals go to the troubled area(s) to find
    out what is occurring.

-   Stay away from windows to avoid sniper fire. If possible, relocate
    to a room that offers the greatest degree of safety from outside
    gunfire. When necessary, seek added protection by lying on the floor
    behind a durable piece of furniture. Stay aware of locations of
    emergency egress in the event of a forced evacuation, and keep an
    emergency bag with important documents nearby.

-   If you are in the open or on the street, seek cover and remain close
    to the ground.

-   If possible remain in contact with the U.S. Embassy or Consulate or
    the company security manager. Monitor local media stations for news
    updates.

### War or Acts of War

In some areas of the world, there have been almost constant wars in
progress over a period of many years. For example, since the end of
World War II, few of the countries that make up the Middle East have
been without war or internal unrest for extensive periods. In limited or
local wars, life goes on and so does business. In any case, the
political situations can change rapidly and should be monitored
continuously. Since a war can have the same effect on personnel,
resources, and physical plant as a violent coup, the actions just
described for safety during a coup also apply to the war situation. One
obvious difference between a war and a coup is that in a war situation
you will definitely know the belligerents and their attitude toward
Americans. In the event of a coup, that information may not be readily
available. If your business is associated with or can be perceived to be
associated with or contributing to the war effort of either party, it
may become a target for action. In this case, your survival will depend
on the host government or the attacker if you are in captured territory.

In the event of any act of war, the first consideration will be the
possible impact on American expatriate employees and whether they should
be evacuated. If the decision is not to evacuate, at least take the
preparatory steps discussed in this chapter. (See Chapter IV for
detailed evacuation planning.)

### Sabotage

Acts of sabotage against your business may be initiated for a number of
reasons and may come in many forms. The nature of the specific acts
committed will, to a great extent, determine how they should be handled.
For example, the prevention and control of internal sabotage is
frequently the primary responsibility of the organization\'s security
manager and/or staff. Prevention and control of external sabotage will
normally require the assistance of the local police, although in some
instances, depending on location, targets, and severity, the host
country\'s defense forces may become involved.

In the event of sabotage directed at equipment or personnel located
outside your facilities you can reduce your vulnerability by doing the
following:

-   Immediately report all suspicious incidents to the local police
    agency as well as the U.S. Embassy security officer.

-   Consider assigning guards to observe fixed assets or to escort
    personnel and equipment and supply shipments while en route.

-   Provide two-way radios for personnel and equipment operators and
    train them to use the radios.

-   Vary routes and times of movement of personnel and equipment to
    avoid routines.

Depending on the nature of the threat, the first priority may be to
gather all personnel in one location (on company premises) or to
evacuate the premises and have all employees return to their living
quarters and remain there with their families to await further
instructions.

## Chapter VI. Natural Disasters

### General

People have been unable to prevent natural phenomena, which often result
in natural disasters, such as cyclones, hurricanes, typhoons,
earthquakes, tornadoes, floods, lightning strikes, volcanic eruptions,
and the like.

This chapter is directed to individuals and American Businesses Abroad
and both are urged to read, understand, and implement the precautions
outlined on these pages in the interest of safe survival and minimal
property damage from these so-called acts of God. The procedures
outlined on these pages dealing with natural disasters are valid in the
United States and most countries abroad, but must be supplemented with
information available from the government of your country of residence.
For example, warning signals for approaching storms may differ from one
country to the next, or evacuation from low-lying terrain before an
imminent flood may be mandatory rather than optional in some countries.
Use the general safety tips described herein, but do not be lured into a
false sense of security by these tips alone. Make it your business and
that of your loved ones to learn and abide by local laws, customs, and
caveats dealing with natural disasters in your host country.

Please note well: It is not likely that all members of a family unit
will be together at home when a natural disaster strikes. Ensure that
all members of the family are sufficiently conversant with the
precautionary guidelines set out here to maximize their safety
regardless of their location when the disaster strikes. This awareness
will ensure peace of mind for all members of the family.

### Cyclones/Hurricanes/Typhoons

Tropical cyclones, hurricanes, and typhoons are regional names for what
is essentially the same phenomenon. Depressions in the tropics that
develop into storms are called tropical cyclones in some parts of the
world, hurricanes in other areas, and typhoons in still other areas. For
the purposes of this discussion, these storms will be referred to as
cyclones. Winds in tropical cyclones reach constant speeds of 74 miles
per hour or more and blow in a large spiral around a relatively calm
center know as the \"eye.\" In the Northern Hemisphere, the circulation
is counterclockwise, and in the Southern Hemisphere, it is clockwise.
Stated simply, cyclones are giant whirlwinds in which air moves in a
large tightening spiral around the eye. Near the center of the cyclone,
winds may gust to more than 200 miles per hour. The entire storm
dominates the ocean surface and lower atmosphere over tens of thousands
of square miles.

The eye of the cyclone is deceptively insidious. If the storm is moving
at its average speed of 20-30 miles an hour and the eye passes directly
through a location, the winds may subside to relative calm and
torrential rains may yield to a partly cloudy or even a clear sky. Many
people have been killed or injured when the calm eye lured them out of
shelter, only to be caught in the maximum winds at the far side of the
eye, where the wind blows from a direction opposite that of the leading
half of the storm.

Tropical cyclones are frequently described as the most devastating of
all natural phenomena because of their tremendous size, relatively slow
movement, and at times absence of movement, as well as their highly
erratic path or direction.

Clearly, the tornado (addressed later in this chapter) is a much more
violent storm (with wind speeds approaching 300 miles per hour), but its
time on Earth is short and its devastating destructive path is
infinitesimal by comparison to the cyclone. The average path width of a
tornado is 425 yards and the average path length only 25 miles. Consider
the worst cyclone on record, which struck Bangladesh in 1970, killing
more than 200,000 people with damage in the billions of dollars. No
tornado has ever even closely approached such unprecedented proportions
of death, human suffering, and property damage.

#### Recommended Action to Lessen the Effect of Cyclones

Over the years, much research and experimentation have been undertaken
by meteorological scientists, governments, and emergency planners
throughout the world on the subject of tropical cyclones. These efforts
indicate that the effect of cyclones can be substantially reduced,
especially personal injury and loss of life, by effective emergency
preparedness. The purpose of these guidelines is to stimulate such
preparedness. Do not adopt an attitude that nothing can be done about
natural disasters. Good understanding of storm phenomena, effective
planning, and adequate preparation will lessen the impact on you, your
loved ones, and your property.

#### Safety Rules-Before the Storm

-   Most developed nations have cyclone/hurricane/typhoon warning or
    alerting systems in place. Learn and abide by them.

-   Listen to television and radio reports concerning progress of the
    storm.

-   Enter each storm season prepared. June through November is the
    hurricane season in the United States, but seasons vary in other
    parts of the world. Learn the months and duration of the season
    where you reside.

-   Establish an emergency supply of boards, tools, batteries, first-aid
    supplies, nonperishable foods, and other equipment that you will
    need in the event a cyclone strikes.

-   When a cyclone becomes imminent in your area, plan your time before
    the storm arrives and avoid the last minute rush, which might leave
    you marooned or unprepared.

-   Remain calm until the emergency ends.

-   Leave low-lying areas that may be swept by high tides or storm
    waves.

-   Leave mobile homes for more substantial shelter. Mobile homes are
    particularly vulnerable to overturning during strong winds. Damage
    can be minimized by securing the homes with heavy cables anchored in
    concrete footings.

-   Moor your boat securely before the storm arrives or evacuate it to a
    designated safe area. When your boat is moored, leave it and do not
    return until the wind and waves subside.

-   Board up windows or protect them with storm shutters or tape. Danger
    to small windows is mainly from wind-driven debris. Larger windows
    may be broken by wind pressure.

-   Secure outdoor objects that might be blown away or uprooted. Garbage
    cans, garden tools, toys, signs, porch furniture, and a number of
    other harmless items become missiles in cyclone winds. Anchor them
    or store them inside before the storm strikes.

-   If possible, remove coconuts and other heavy fruits such as mangos
    from trees before the storm strikes and secure them so they do not
    become flying missiles.

-   Store drinking water in clean bathtubs, jugs, bottles, and cooking
    utensils; the water supply may be contaminated by flooding.

-   Monitor the storm\'s position through radio broadcasts on a
    battery-powered radio. Utilities will almost certainly be
    interrupted.

-   Keep your car fueled. Service stations may be inoperable for several
    days after the storm strikes because of flooding or interrupted
    electrical power.

-   If your home is sturdy and on high ground, remain there; if it is
    not, move to a designated shelter and stay there until the storm is
    over.

-   Remain indoors during the cyclone. Travel is extremely dangerous.

-   Know where emergency medical assistance can be obtained and where
    Red Cross disaster stations will be set up before the storm hits.
    Learn the safe routes to those locations.

-   Beware of the eye of the cyclone. If the calm storm center passes
    directly overhead, there will be a lull in the wind lasting from a
    few minutes to half an hour or more. Stay in a safe place unless
    emergency repairs are absolutely necessary. Remember, at the other
    side of the eye, the winds rise very rapidly to cyclone force and
    come from the opposite direction.

#### When the Cyclone Has Passed

-   Stay out of disaster areas. Unless you are qualified to help, your
    presence might hamper first-aid and rescue work.

-   Drive carefully along debris-filled streets. Roads may be undermined
    and may collapse under the weight of a car. Landslides along
    roadways are also a hazard.

-   Avoid loose or dangling wires, and report them immediately to the
    power company or the nearest law enforcement officer.

-   Report broken sewer or water mains to the water department.

-   Prevent fires. Lowered water pressure may make firefighting
    difficult.

-   If power has been off during the storm, check refrigerated food for
    spoilage.

-   Remember that cyclones moving inland can cause severe flooding. Stay
    away from river banks and streams.

-   Tornadoes spawned by cyclones are among the worst killers in terms
    of all storms. If you are alerted to a tornado through the radio or
    if you sight such a storm, seek inside shelter immediately,
    preferably below ground level. If the tornado catches you outside
    and there is not time to escape, lie flat in the nearest depression
    such as a ditch or ravine. (See the section on tornadoes later in
    this chapter.)

-   Remain indoors during the storm, preferably in an interior room
    without windows.

-   When electric power is disrupted, turn off appliances and light
    switches so that electric circuits will not be overloaded when
    electricity is restored.

-   Keep refrigerator and freezer doors shut. Food will stay cold for
    hours if you keep the cold air inside.

-   Use the most perishable foods first.

-   Have coloring books and crayons to keep young minds busy to prevent
    boredom. Keep other appropriate games for your children where they
    are immediately accessible.

Here is a safety and supply checklist. At the outset of the cyclone
season, depending on where you live, you should ensure that you have the
following items immediately available. Unfortunately, many people do not
prepare in advance for storms such as these and rapidly exhaust their
supplies of some of these items. Do not be caught unprepared.

-   Flashlight

-   Fresh batteries

-   Portable radio

-   First-aid kit

-   Bottled water

-   Sterno

-   Candles

-   Matches

-   Canned and non-perishable foods

-   Manual can opener

-   Hammer

-   Nails

-   Duct tape

-   Plywood sheets

-   Rope

-   Canvas tarpaulin

-   Inflatable raft

-   Life preservers

-   Cooking and eating utensils

-   Plastic bags for storage of waste and trash

### Tornadoes

A tornado is a violently swirling column of air in contact with the
ground. Tornadoes usually develop from strong or severe thunderstorms.
Their time on Earth is short, and their destructive paths are rather
small. Yet, when one of these short-lived, local storms marches through
populated areas, it leaves a path of almost total destruction. In
seconds, a tornado can reduce neighborhoods into rubble.

Although most tornadoes strike during the spring and summer, it is
important to realize that they can occur anywhere, at any time. The
winds of the tornado can reach speeds of 100 to 300 miles per hour, and
the tornado travels at an average speed of 30 miles per hour. Tornadoes
can topple buildings, roll mobile homes, uproot trees, hurl people and
animals through the air for hundreds of yards, and fill the air with
lethal, wind-borne debris. Since the direction tornadoes travel can be
erratic and may change suddenly, get to shelter immediately!

If You Are in a House or Apartment

-   The safest place is in the basement in a corner against an outside
    wall or underneath the basement stairway.

-   For added protection, get under something strong, such as a
    workbench or heavy table. If possible, cover your body with a
    blanket or sleeping bag. Protect your head with anything that is
    available.

-   Avoid windows! Flying debris does most of the killing, and the worst
    kind of flying debris is broken glass.

-   Avoid taking shelter underneath a floor that supports the
    refrigerator, washing machine, piano, or other heavy objects.

-   Avoid rock or brick walls and chimneys. They have a tendency to
    collapse straight down.

-   If the house has no basement or if there is not enough time to get
    to the basement, move to an interior closet, an interior bathroom,
    or the innermost hallway on the lowest floor. Because the walls are
    closely tied together, they will hold together better in the high
    winds.

If You Are in a Mobile Home

-   Seek other shelter immediately.

-   Do not get under a mobile home.

-   Make arrangements with friends or neighbors who have basements. When
    the weather looks threatening, go there. Encourage your mobile home
    group to develop its own shelter.

If You Are in a Motor Vehicle

-   Do not stay in a motor vehicle during a tornado as it is the least
    desirable place. Cars, buses, and trucks easily become flying
    missiles as a result of tornadic winds.

-   Never try to outrun a tornado in your car.

-   Stop your vehicle and get out. Seek shelter someplace else. Try to
    get into a basement. Do not get under or next to your vehicle; it
    may roll over on you.

If You Are Outdoors

-   If you are outdoors and there is no basement or building to get
    into, get as far underground as possible. Remember, your best chance
    for survival is to get away from the killing winds. Do not stand up
    and watch the tornado.

-   Seek shelter in a ditch, gully, ravine, or culvert. Even just a low
    spot in the ground is going to give you some protection.

-   Do not get into a grove of trees. Remember to protect your head.

If You Are in a Long-Span Building

-   Grocery stores, theaters, civic centers, shopping centers,
    gymnasiums, and swimming pools are especially dangerous because the
    entire roof structure is usually supported solely by the outside
    walls. The tornado winds knock out the supporting walls and the roof
    collapses.

-   If there is not enough time to get to another building, go to the
    restroom, the next best place to be. The concrete block walls, metal
    partitions, and plumbing help hold things together as well as to
    help support any falling debris.

-   If the building is coming apart and there is no time to go anywhere,
    seek shelter right where you are. Try to get up against something
    that will support or deflect the falling debris. In a department
    store, get up against heavy shelving or counters. In a theater, get
    under the seats. Remember to protect your head.

-   If there is time to get out of long-span buildings, try to get to a
    building that has a basement. If no building is available, remember
    to get out of the winds and into a ditch, gully, or ravine.

If You Are in a School, Hospital, Nursing Home, or Office Building

-   Get into the innermost portion of the building with the shortest
    span.

-   Avoid windows and glass doorways.

-   Get into the basement if possible.

-   Do not use elevators; the power may go off and you could become
    stuck on the upper floors.

-   Do not open windows; time is too valuable and flying glass is
    dangerous.

-   Students and patients should be moved from the upper floors first.

-   Get into the inside hallways and close the doors to the outside
    rooms. This action will keep flying glass and debris to a minimum.
    Get everyone against the hallway walls, facing the wall.

-   Protect your head, and make yourself as small a target as possible
    by crouching.

-   Keep away from the ends of the hallways.

#### Be Prepared

-   No matter where your shelter is, have a few basic supplies there.
    Have spare clothing, blankets or sleeping bags, a portable radio
    and/or weather radio, and a flashlight. Fresh drinking water and
    some food are helpful, as well as a few tools to help you dig out in
    case of collapse.

-   Since tornadoes usually take out power lines, practice getting to
    your shelter under blackout conditions at least once before the
    tornado season begins and occasionally throughout the season.

### Earthquakes

The devastation caused by an earthquake is not confined to those areas
of the world on or near fault lines. Earthquakes can cause severe damage
hundreds of miles away from a fault line.

During an earthquake, the \"solid\" earth moves like the deck of a ship.
The actual movement of the ground, however, is seldom the direct cause
of death or injury. Most casualties result from falling objects and
debris because the shocks can shake, damage, or demolish buildings.
Earthquakes may also trigger landslides, cause fires, and generate huge
ocean waves called tsunamis.

The following sections, Before the Next Earthquake, During an
Earthquake, and After an Earthquake, are reproduced with written
permission of the copyright owner, Pacific Bell, a Pacific Telesis
Company.

Notice: Information in this Survival Guide is copied in whole or in part
with the permission of the copyright owner, Pacific Bell, a Pacific
Telesis Company. This Survival Guide is also available in the White
Pages of Pacific Bell Directories. Copyright Pacific Bell 1988.

This information was provided by medical and emergency service
authorities and published as a public service. While every reasonable
effort was made to insure its accuracy, Pacific Bell is not responsible
and assumes no liability for any action undertaken by any person in
utilizing such information. Any person relying upon such information
does so at his or her own risk.

#### Before the Next Earthquake

Be prepared. Take the time now to read the following checklists and take
the necessary actions to minimize risks to yourself, your loved ones and
your home. You can also take an Earthquake Preparation class from the
Red Cross.

#### Home Evaluation

Check that:

-   The water heater is attached to the wall studs with galvanized
    plumber\'s tape to prevent tipping. Galvanized plumber\'s tape can
    be found at your local hardware store.

-   There are no cracks in your home\'s foundation. Cracks wider than
    one-eighth inch indicate potential weakness.

-   Your house is attached to the foundation with bolts through the
    sill.

-   The exterior foundation cripple walls (the walls that enclose the
    crawl space under your home) are properly braced.

-   Children\'s play areas are located away from earthquake hazards.
    Walls of brick, adobe or concrete block without steel reinforcement,
    and masonry veneers or chimneys often collapse in earthquakes.

-   Household chemicals are stored so that containers will not easily
    tip over and spill their contents.

-   Contact an architect, engineer or local building official for advice
    on needed repairs or strengthening. If you live in an apartment, ask
    the building owner to do these repairs.

-   Know the locations of emergency exits, fire alarms, and fire
    extinguishers.

#### Emergency Supplies

Be sure you have these basic supplies on hand (at home and in the
office):

-   Portable radio (extra batteries).

-   Flashlights. Any two-battery cell lights are excellent. Lights using
    more than two \"D\" battery cells or any lights requiring higher
    voltage batteries should be of the sealed \"safety\" type. NOTE:
    Batteries last longer if stored in the freezer.

-   First-aid kit and handbook.

-   Enough water for each family member for at least one week and keep a
    canteen of water in the car too.

-   Canned food, non-electric can opener, required medications, and
    powdered milk for at least one week.

-   Pipe or crescent wrenches to turn off gas and water supplies.

-   Alternate means of cooking such as a barbecue or camp stove that can
    be used outdoors. Be sure to store fuel out of children\'s reach.

-   Small bottle of chlorine bleach to purify drinking water.

#### Know the Following:

-   The safest places in your home. They should be away from heavy
    furniture or appliances, which might shift in an earthquake, masonry
    veneers (e.g. fireplace) that might fall, and large panes of glass
    that might break.

-   Check the location of your gas, electric, and water main shutoffs.
    Know how to turn them off. If in doubt, ask your gas, power, and
    water companies.

-   A place where your family can reunite after the earthquake. You may
    be at work when the earthquake occurs, or the children may be in
    school. Know the earthquake plan developed by your children\'s
    school. You may have to stay at your workplace for a day or two
    following a major earthquake. Transportation and communication may
    be disrupted. Make sure your family has a plan for what to do
    wherever they are when the earthquake occurs.

-   The locations of your nearest fire and police stations and local
    emergency medical facility.

#### Organizing Your Neighborhood

It may take up to 72 hours or longer for emergency assistance to reach
you after a major earthquake. You and your neighbors will have to depend
on one another to cope with the damage and injuries until help arrives.
Just like your family, your neighbors will be better able to cope with
the aftermath of an earthquake or any disaster if everyone is prepared.

Some communities with an existing program to watch out for the property
and welfare of other residents, such as \"Neighborhood Watch,\" may
include earthquake preparedness as part of their program.

**Organize Now!**

Use the following checklist.

-   Schedule a meeting of your neighbors to discuss earthquake
    preparedness. Your local Office of Emergency Services and the Red
    Cross can help with speakers, films, and printed materials. There
    may be a lack of enthusiasm for such activity. Try passing out
    newspaper clippings along with the questionnaire (discussed next)
    right after a damaging earthquake.

-   Distribute the questionnaire in person before the meeting. It should
    ask for the following information:

-   Number of residents per household.

-   Home telephone number.

-   Work address and telephone number.

-   Name, address and telephone number of school(s).

-   Telephone number of relatives.

-   Special skills, such as nursing or radio operation that could be
    helpful in an emergency.

-   At the meeting, assign emergency tasks to each person. Assign enough
    work to maintain interest, but not enough to discourage volunteers.
    Try matching assignments with special skills. The Medical Officer
    should have professional skills or first-aid training. Radio
    amateurs could handle communications.

Plumbers and electricians could help restore utility service.

#### During an Earthquake

-   If you are indoors, stay there! Get under a desk or table and hang
    onto it. Stay clear of windows, fireplaces, and heavy furniture or
    appliances. Do not rush outside. You may be injured by falling glass
    or falling debris. DO NOT try using the stairs or elevators while
    the building is shaking or while there is danger of being hit by
    falling glass or debris.

-   If you are outside, get into the OPEN, away from buildings and power
    lines.

-   If you are driving-STOP!-but stay inside. DO NOT stop under trees,
    lightposts, electrical power lines or signs.

-   If you are in a mountainous area, be alert for falling rock and
    other debris that could be loosened by the quake.

#### After an Earthquake

-   Check for injuries, use proper first aid, and seek out and treat the
    most seriously injured first.

-   If a person is not breathing-use mouth-to-mouth resuscitation to
    revive them.

-   If a person is bleeding-put pressure over the wound. Use clean gauze
    or cloth, if available.

-   DO NOT attempt to move seriously injured persons unless they are in
    immediate danger of further injury.

-   Cover injured persons with blankets to prevent shock.

-   Wear shoes to avoid injury from broken glass and debris.

-   Safety check. Check for the following potential risks:

-   Fire or fire hazards.

-   Gas leaks. If a leak is suspected or identified by the odor of
    natural gas, shut off the main gas valve or wait for the gas company
    to check it and they will turn it back on.

-   Damaged electrical wiring. If there is any damage to your house
    wiring, shut off power at the control box.

-   Downed or damaged utility lines. DO NOT touch downed power lines or
    objects in touch with them.

-   Downed or damaged chimneys. Approach chimneys with caution. They may
    be weakened and could topple during an aftershock. Do not use a
    damaged chimney-it could start a fire.

-   Fallen items in closets and cupboards. Beware of items tumbling off
    shelves when you open the door.

-   Immediately clean up any spilled medicines, drugs, or other
    potentially harmful materials such as bleach, lye or gasoline or
    other petroleum products.

-   Check your food and water supplies.

-   DO NOT eat or drink anything from open containers near shattered
    glass.

-   If power is off, plan meals to use up frozen food or food that
    spoils quickly.

-   Use barbecues or camp stoves outdoors for emergency cooking.

-   If water is off, you can use supplies from water heaters, toilet
    tanks, melted ice cubes, canned vegetables.

-   Do not search for a gas leak with a match, or lit smoking material.

-   Let the gas company turn on the gas.

-   Do not use lighters or open-flame appliances until you are sure
    there are no gas leaks.

-   Do not operate electrical switches or appliances, including
    telephones, if you suspect a gas leak. The appliance may create a
    spark that could ignite the leaking gas.

-   Only in an emergency should you use the telephone. You could tie up
    lines needed for emergency services.

##### How to Shut Off a Gas Supply (Do only if you suspect a leak or can smell escaping gas)

-   The main shut-off valve is located next to your meter on the inlet
    pipe.

-   Use a crescent or pipe wrench and give the valve a quarter turn (90
    degrees) in either direction. The valve will now run crosswise on
    the pipe and the line is closed.

##### How to Shut Off Electricity

-   Locate the ON/OFF switch on the circuit breaker box or fuse box. The
    main fuse nearest the heavy cable coming into the building can also
    be shut off.

-   Be certain you can turn off the electricity in an emergency.

##### Disinfection of Water

-   Before attempting disinfection, first strain water through a clean
    cloth or handkerchief to remove any sediment, floating matter or
    glass.

-   Water may be disinfected with 5.25% sodium hypochlorite solution
    (household chlorine bleach). DO NOT use solutions in which there are
    active ingredients other than hypochlorite. Use the following
    proportions:

Clear Water

  --------------------------------- -------------------------------------
  **Water**                         **Solution**

  1 quart                           2 drops

  1 gallon                          8 drops

  5 gallons                         1/2 teaspoon
  --------------------------------- -------------------------------------

Cloudy Water

  --------------------------------- -------------------------------------
  **Water**                         **Solution**

  1 quart                           4 drops

  1 gallon                          16 drops

  5 gallons                         1 teaspoon
  --------------------------------- -------------------------------------

-   Mix water and hypochlorite thoroughly by stirring or shaking in a
    container. Let stand for 30 minutes before using. A slight chlorine
    odor should be detectable in the water. If not, repeat the dosage
    and let stand for an additional 15 minutes. NOTE: Water may also be
    purified by boiling rapidly for 3 minutes.

#### Cooperate With Public Safety Efforts

-   Do not use your telephone except to report medical, fire or violent
    crime emergencies.

-   Turn on your portable radio for information and damage reports.

-   Do not go sightseeing afterwards, especially in beach and waterfront
    areas where seismic waves could strike. Stay away from heavily
    damaged areas.

-   Keep streets clear for emergency vehicles.

-   Be prepared for aftershocks. Most of these are smaller than the main
    quake, but some may be large enough to do additional damage.

### Thunderstorms and Lightning

Lightning always accompanies thunderstorms. One strike of lightning can
carry 100 million volts and a heat so intense that it can boil and
evaporate the sap in a tree. Lightning travels 200 miles per second; it
can take less than one second for lightning to fatally strike a person.
Usually, people are not directly struck. The strike may hit a tree, and
the person near the tree receives a small charge, only 1-2 seconds of
that small charge can cause death. Lightning causes many thousands of
building and forest fires each year, and it kills more people than
either hurricanes or tornadoes combined. Of those people struck,
two-thirds survive. Probably more people would survive if those at the
scene knew how to react.

When someone is struck by lightning, all cells in the body stop
functioning. The sudden voltage can place the victim in suspended
animation for 5-20 minutes. This causes a halt to respiration,
heartbeat, and metabolism. An observer could easily assume that the
victim is dead, and many people probably die because of this faulty
assumption. This is not true. The lightning enters and exits the body in
a second.

#### First Aid for Victims of Lightning Strikes

-   Check the breathing of the person who seems to be unconscious or
    even dead. If the person is not breathing, begin mouth-to-mouth
    resuscitation and try to find a pulse. If there is no pulse, begin
    cardiovascular resuscitation and continue until the body takes over
    and resumes normal function. This may take a long time, but with
    your efforts you are sustaining life. When the heartbeat does
    return, it often begins with a very slow beat and gradually returns
    to normal. It is also possible that the heart and breathing may stop
    and start many times. Therefore, victims must be watched
    continuously until professional help arrives. Even after recovery,
    the person may appear cyanotic (blue) or complain of numbness and
    even paralysis. Others will suffer from headache or amnesia. You
    should be alert to these symptoms and mention them to the medical
    professionals when they arrive. However, a first-aider\'s primary
    concern is to sustain breathing and heartbeat.

-   Many victims also have burns, ranging from minor redness to third
    degree charring, after being struck by lightning. The skin may
    appear charred in two areas: the point where flow of electricity
    entered the body and the point where it exited-usually the feet.
    Treat these burns by covering them with sterile gauze. The depth of
    injury may be greater than it appears.

-   Lightning may create debris and also cause people to be thrown
    about, resulting in wounds and broken bones. These are treated the
    same way as any wounds or fractures. First try to control bleeding
    and then cover and splint possible breaks. To be sure, keep a close
    watch on breathing and heartbeat and, if they stop, begin emergency
    procedures.

#### Precautions To Take During Thunderstorms

-   Go inside when a thunderstorm develops. While inside, do not use the
    telephone or stand between a door and a window

-   If you are in an all-metal vehicle, stay there. In a car, do not
    lean against the doors or play a citizen band radio. If you are in a
    convertible car, get indoors.

-   It may be advisable to unplug the television set and other
    appliances, e.g., air conditioners, etc. If lightning strikes a
    power line, the electrical surge could burn out your set. Do not,
    however, unplug the set during a storm-an electrical surge at that
    moment could cause severe injury.

-   If you cannot get indoors, do not stand under a natural lightning
    rod, such as a single tree in an open area. Avoid small sheds or
    barns standing alone in open spaces.

-   Try not to be the tallest object in an area. Do not stand on a
    hilltop or an open beach. Look for a cave, an overhang, a gully, or
    a ditch that is lower than ground level, but not one that is filling
    with water.

-   Stay away from wire fences, metal pipes, railroad rails, or any
    other metal path that could conduct lightning and carry it to you.

-   If you are on a vehicle such as a motorcycle, golf cart, or bike,
    get off and find safe shelter.

-   Do not carry anything made of metal, such as golf clubs, an
    umbrella, or a metal tennis racket. Put it down and come back for it
    after the storm.

-   Get away from and out of water. Do not stay out in a small open
    boat. In a boat, go below deck or get as low as possible. Stay as
    far away as you can from the mast of a sailboat.

-   If you are in the woods, find a low area under a thick growth of
    small trees, but be alert for flash floods. A camp tent in the woods
    is probably safe if the tent is not pitched near a tall, isolated
    tree or in an open space.

-   As the storm descends, resist running out to take clothes off the
    line.

-   If you feel your hair stand on end, suggesting that lightning is
    about to strike, drop to your knees and bend forward, putting your
    hands on your knees. Do not lie flat. You want as small an area as
    possible touching the ground to minimize the danger of your body
    acting as a conductor.

### Selected Other Natural Disasters

The natural phenomena described in this section do not normally receive
the amounts of publicity that the previously described storms do, but
they can be equally dangerous.

#### Winter Storms

Blizzards are the most dramatic and perilous of all winter storms,
characterized by strong winds bearing large amounts of snow. Most of the
snow accompanying a blizzard is in the form of fine, powdery particles,
whipped in such great quantities that at times visibility is only a few
yards. If a blizzard traps you, do the following:

-   Avoid overexertion and exposure. Exertion from attempting to push
    your car, shoveling heavy drifts, and performing other difficult
    chores during the strong winds, blinding snow, and bitter cold of a
    blizzard may cause a heart attack-even for people in apparently good
    physical condition.

-   Stay in your vehicle. Do not attempt to walk out of a blizzard.
    Disorientation comes quickly in blowing and drifting snow. Being
    lost in open country during a blizzard is almost certain death. You
    are more likely to be found and more likely to be sheltered in your
    car.

-   Do not panic.

-   Keep fresh air in the car. Freezing wet snow and wind-driven snow
    can completely seal the passenger compartment.

-   Beware of carbon monoxide and oxygen starvation. Run the motor and
    heater sparingly and only with the downwind window open for
    ventilation.

-   Exercise by clapping hands and moving arms and legs vigorously from
    time to time, and do not stay in one position for too long.

-   Turn on dome light at night to make the vehicle visible to work
    crews.

-   Keep watch. Do not permit all occupants of the car to sleep at once.

#### Winter Storm Safety Rules

Keep ahead of the winter storm by listening to the latest weather
warnings and bulletins on radio and television.

-   Check battery-powered equipment before the storm arrives. A portable
    radio or television set may be your only contact with the world
    outside the winter storm. Also, check emergency cooking facilities
    and flashlights.

-   Check your supply of heating fuel. Fuel carriers may not be able to
    service you if a winter storm buries your area in snow.

-   Keep an extra food supply. Your supply should include food that
    requires no cooking or refrigeration in case of a power failure.

-   Prevent fire hazards due to overheated coal or oil burning stoves,
    fireplaces, heaters, or furnaces.

-   Stay indoors during storms and cold snaps unless you are in peak
    physical condition. If you must go out, avoid overexertion.

-   Shoveling snow can be extremely hard work for anyone in less than
    prime physical condition and has been known to bring on a heart
    attack, a major cause of death during and after winter storms.

-   If you live in a rural area, make necessary trips for supplies
    before the storm develops or not at all; arrange for emergency heat
    supply in case of power failure, and be sure camp stoves and
    lanterns are filled.

Your automobile can be your best friend-or your worst enemy-during
winter storms, depending on your preparations. Have your car winterized
before the storm season begins. Take care of everything on the following
checklist before winter storms strike your area:

-   Ignition system

-   Heater

-   Brakes adjusted

-   Battery

-   Lights

-   Wiper blades

-   Tire tread

-   Defroster

-   Lubrication

-   Chains

-   Fuel System

-   Exhaust system

-   Window scraper

-   Antifreeze

-   Winter-grade oil

-   Snow tires installed

Be equipped for the worst. Carry a winter storm car kit, especially if
cross-country travel is anticipated or if you live in the Northern
States. The winter storm car kit should contain blankets or sleeping
bags, matches and candles, an empty 3-pound coffee can with plastic
cover, facial tissue, paper towels, extra clothing, high-calorie
nonperishable food, compass and road maps, knife, first-aid kit, shovel,
sack of sand, flashlight or signal light, windshield scraper, booster
cables, two tow chains, fire extinguisher, catalytic heater, and an axe.

Winter travel by automobile is serious business. Take your travel
seriously.

-   If the storm exceeds or even tests your limitations, seek available
    refuge immediately.

-   Plan your travel and select primary and alternate routes.

-   Check latest weather information on your radio.

-   Try not to travel alone; two or three people are preferable.

-   Travel in convoy with another vehicle, if possible.

-   Always fill gasoline tank before entering open country, even for a
    short distance.

-   Drive carefully and defensively.

Dress to fit the season. If you spend much time outdoors, wear
loose-fitting, lightweight, warm clothing in several layers; layers can
be removed to prevent perspiring and subsequent chill. Outer garments
should be tightly woven, water repellent, and hooded. The hood should
protect much of the face, cover the mouth to ensure warm breathing and
to protect the lungs from the extremely cold air. Remember that
entrapped, insulating air, warmed by body heat, is the best protection
against cold.

Several layers of thinner protective clothing are more effective and
efficient than single layers of thick clothing; and mittens, snug at the
wrists, are better protection than fingered gloves.

#### Flash Floods

Flash floods are a fact of life, and death frequently occurs along the
rivers and streams of the world. These deaths result from heavy rains
filling natural and manufactured drainage systems, to overflowing, with
raging water.

Flash flood waves, moving at incredible speeds, can roll boulders, tear
out trees, destroy buildings and bridges, and scour out new channels.
Killing walls of water can reach heights of 10-20 feet. You will not
always have warning that these deadly, sudden floods are coming.

The moment you first realize that a flash flood is imminent, act quickly
to save yourself. You may have only seconds.

-   Get out of areas subject to flooding, including dips, low spots,
    canyons, washes, etc.

-   Avoid already flooded and high velocity flow areas. Do not attempt
    to cross a flowing stream on foot where water is above your knees.

-   If driving, know the depth of water in a dip before crossing. The
    roadbed may not be intact under the water.

-   If the vehicle stalls, abandon it immediately and seek higher
    ground; rapidly rising water may engulf the vehicle and its
    occupants and sweep them away.

-   Be especially cautious at night when it is harder to recognize flood
    dangers.

-   Do not camp or park your vehicle along streams and washes,
    particularly during threatening conditions.

#### General Floods

A general flood usually provides ample warning time to those in its
path. It is much slower to develop than the flash flood. Flooding occurs
when sufficient rain has fallen to cause rivers to overflow their banks
and when melting snow combines with rainfall to produce similar effects.

##### Flood Safety Rules

Before the flood:

-   Keep materials on hand such as sandbags, plywood, plastic sheeting,
    and lumber.

-   Install check valves in building sewer traps to prevent flood water
    from backing up in sewer drains.

-   Arrange for auxiliary electrical supplies for hospitals and other
    operations that are critically affected by power failure.

-   Keep first-aid supplies at hand.

-   Keep your automobile fueled; if electric power is cut off, service
    stations may not be able to operate pumps for several days.

-   Keep a stock of food that requires little or no cooking and no
    refrigeration; electrical power may be interrupted.

-   Keep a portable radio, emergency cooking equipment, lights, and
    flashlights in working order.

-   Know your elevation above flood state.

-   Know your evacuation route.

After a flood warning:

-   Store drinking water in clean bathtubs and in various containers.
    Water service may be interrupted.

-   If you are forced to leave your home and time permits, move
    essential items to safe ground; fill fuel tanks to keep them from
    floating away, and grease immovable machinery.

-   Move to a safe area before access is cut off by flood water.

During the flood:

-   Avoid areas subject to flooding.

-   Do not attempt to cross a flowing stream where water is above your
    knees.

-   Do not attempt to drive over a flooded road; you can be stranded or
    trapped. The depth of water is not always obvious.

After the flood:

-   Do not use fresh food that has come in contact with flood waters.

-   Boil drinking water before using. Wells should be pumped out, and
    the water tested for purity before drinking.

-   Seek necessary medical care at nearest hospital. Food, clothing,
    shelter, and first aid are available at Red Cross shelters.

-   Do not visit disaster areas; your presence might hamper rescue and
    other emergency operations.

-   Do not handle live electrical equipment in wet areas; electrical
    equipment should be checked and dried before being returned to
    service.

-   Use flashlights, not lanterns or torches, to examine buildings,
    because flammables may be inside.

-   Report broken utility lines to appropriate authorities.

#### Heat Wave

Heat kills by taxing the human body beyond its abilities. U.S.
Government statistics, from the U.S. Chamber of Commerce, indicate that
in the United States more direct casualties result annually from heat
and solar radiation than from other natural hazards, such as lightning
strikes, hurricanes, tornadoes, floods, or earthquakes. Only the cold of
winter kills more Americans.

##### Problems for Special Populations

Elderly people, small children, chronic invalids, those on certain
edications or drugs (especially tranquilizers and anticholinergics), and
people with weight and alcohol problems are particularly susceptible to
heat reactions, especially during heat waves in areas where a moderate
climate usually prevails.

##### Heat Wave Safety Tips

-   Slow down. Strenuous activities should be reduced, eliminated, or
    rescheduled to the coolest time of the day. Individuals at risk
    should stay in the coolest available place, not necessarily indoors.

-   Dress for summer. Lightweight, light-colored clothing reflects heat
    and sunlight and helps the body maintain normal temperatures.

-   Put less fuel on your inner fires. Foods (like proteins) that
    increase metabolic heat production also increase water loss.

-   Drink plenty of water or other nonalcoholic fluids. Your body needs
    water to keep cool. Drink plenty of fluids even if you do not feel
    thirsty. People who: (1) have epilepsy, kidney, or liver
    disease, (2) are on fluid-restrictive diets, or (3) have a problem
    with fluid retention should consult a physician before increasing
    their consumption of fluids.

-   Do not drink alcoholic beverages.

-   Do not take salt tablets or increase salt intake unless specified by
    a physician.

-   Spend more time in air conditioned places. If you cannot afford an
    air conditioner, spend some time each day (during hot weather) in an
    air conditioned environment if possible, because it affords some
    protection.

-   Do not get too much sun. Sunburn makes the job of heat dissipation
    much more difficult.

## Chapter VII. Epidemic and Emergency Care

### Introduction

A significant challenge to any health care system is the occurrence of a
sudden disaster such as a flood, earthquake, or hurricane. Such events
create a period in which decisions made can alter the balance between
life and death. The word disaster implies that the established systems
of medical care are overwhelmed or destroyed. With this in mind, we will
examine the question of epidemic and emergency care concerns during a
crisis.

Even under normal conditions, health risks exist everywhere, and for
this reason, international travelers are advised to contact their local
health department, physician, or private or public health agency at
least four weeks prior to departure to obtain current health information
on countries that they plan to visit. It is very important to be aware
of health problems associated with your scheduled destination. This
focus on education, prior to departure, can assist you in overcoming a
spontaneous situation arising from some emergency after your arrival.
The U.S. Department of Health and Human Services publishes a useful book
entitled Health Information for International Travel. Along with their
biweekly summary (also called the \"Blue Sheet\"), it will provide you
with accurate information on vaccinations required for international
travel.

### Epidemics

Let us examine the role you can play in protecting yourself from an
epidemic situation. From the educational approach, you can review the
medical history of an area. Wherever you might travel, medical
statistics have been collected, analyzed, and summarized evaluating
diseases past and present. Although most authorities agree that
significant reporting problems exist, they still feel that the
information gathered is very useful in monitoring and reflecting an
area\'s current state of health. Although executives who travel cannot
personally do all of the research involved, they can assign it to
someone on their staffs. Without this slight advance preparation, you
could be placing yourself at risk.

Most industrialized countries have virtually eliminated the problem of
epidemics as primary disasters, but outbreaks can result in connection
with some other disaster. Although poorer developing countries also
rarely experience outbreaks of communicable diseases, when it happens
after a disaster, it usually involves encampment of populations where
meticulous attention to sanitation is not a priority. The most prevalent
diseases in populations stricken by disaster are food intoxication
because of bacterial toxins or water contamination resulting from the
breakdown of sanitation systems.

Because disease can erupt in the aftermath of a disaster, health
authorities monitor epidemiological factors that determine the potential
for transmitting communicable diseases. These factors are:

-   Changes in preexisting levels of disease.

-   Population displacement.

-   Population density.

-   Disruption of public utilities.

-   Interruption of basic public health services.

All diseases have specific preventive recommendations. Generally these
recommendations are routine public health measures that apply to
everyday life. Although some guidelines may seem obvious, we need to
think in terms of the factors just listed.

The following concerns may occur after a disaster:

-   Safe water for drinking and washing: If the local water system
    becomes contaminated, do you have treatment capability or stored
    emergency water for drinking and personal hygiene? Would the local
    authorities be able to communicate a contamination problem to you,
    or could you identify a problem immediately?

-   Sanitation: When normal sanitation systems stop working, a temporary
    system must be established immediately to prevent further health
    complications. Adequate water supplies are necessary to clean hands
    to prevent further spread of disease while executing routine duties
    such as food preparation or care of the sick and injured.

-   Food preparation: You should have access to adequate food and the
    means to prepare it properly and eat only well cooked foods while
    they are hot.

-   Insect and animal control: The concerns noted above, water
    contamination, sanitation, and food preparation, will determine the
    impact of animals and insects in a disaster area. They can become
    carriers in some situations if attention is not given to vector
    control. In areas where insect and animal diseases are endemic, use
    screening and insect repellent and avoid contact with animals as
    much as possible.

-   Crowding: As the population density increases, all emergency
    services will feel the effects. When any system is overwhelmed, it
    creates additional problems that need quick solutions. If an
    epidemic potential exists, departure from the general area will
    remove you from the danger, but often this is not feasible.
    Remember, epidemics can occur after a disaster when encampments
    become necessary.

-   Disease surveillance, identification, immunization, isolation, and
    treatment: Authorities will investigate rumors and reports of
    diseases, test for factual results, report to decision makers, and
    provide continuous monitoring through the recovery phase after an
    epidemic.

### Emergency Care

After any disaster, emergency care becomes a main part of recovery. When
we think of emergency care, many things come to mind, such as ambulance
technicians at an accident scene or the hospital emergency room. These
two situations are far removed from the types of scenes found in the
aftermath of a disaster. It is possible that local authorities could be
completely overwhelmed and committed for several days, depending on the
size of the disaster. The importance of knowing life safety procedures
and first-aid techniques cannot be overstressed during this initial
period of a disaster.

The first 24 hours are critical in saving the lives of injured victims.
A medical assessment should be done immediately, or as soon as possible,
following the disaster. Some injured people will not be able to survive
the ordeal, and your limited response should be used where it can do the
most good. Those who have training in first aid need to organize the
others and use them in assisting and treating the injured, thus starting
to care for the injured and keeping the others busy to reduce the risk
of panic. A morgue must be established to separate the deceased people
from the survivors. Separation is as much for psychological as for
physical purposes.

In a disaster setting, survival could depend on an ability to care for
yourself, your family, or your group for several days, independent of
any local, regional, or national assistance. Survival studies have
suggested that it is dangerous to be passive and to wait for help. You
should be ready to take charge, assess, plan, and act, using the
resources at hand to maximize your chances to bring yourself and your
group through the ordeal.

In most industrialized urban work settings, health care systems are
organized so that the vast majority of health problems are handled
quickly, effectively, and with a minimal loss of life. As you travel,
the responsibility for knowing emergency care techniques and
health-related information increases proportionately with the distance
that separates you from a health care system or program on which you can
depend. Health organizations recommend a working knowledge of first aid,
health profile research for all destinations, and on arrival,
familiarization with health care resources available locally.

Education can provide you with information necessary to accommodate a
responsible, reasonable emergency care response to any disaster.
Research should be done in the following areas.

##### Types of Disasters Common to an Area

###### Natural

-   Storms in both hot and cold climates.

-   Topological disasters such as avalanches and floods.

-   Telluric and tectonic events such as earthquakes and volcanic
    eruptions.

-   Biological problems such as insects and epidemics.

###### Man-made

-   Civil disobedience.

-   Warfare.

-   Refugee influx.

-   Accidents.

This information will give you some idea of the magnitude of past
disasters and their impact on the local population and effects on
health. From this information you can deduce the types of supplies that
you will need, the training needed to use the supplies, and finally the
kinds of drills or exercises needed to prepare the population for that
type of emergency.

Some basic principles of disaster management are listed here, using
earthquakes as the type of disaster.

-   Mitigate the occurrence of structural disasters. Significant efforts
    have been made to refine construction specifications to enable
    buildings to withstand the destructive effects of earthquakes.

-   Minimize the number of casualties through controlling nonstructural
    danger. Nonstructural mitigation is the method by which you can
    earthquake-proof your environment. This can be done at work and at
    home to prevent injury from flying debris, falling furniture or
    fixtures, fire explosion, and other types of threats to life.

-   Prevent further casualties. After the first earthquake, you should
    prepare for aftershocks. Extreme care should be given to detecting
    possible gas leaks, ignition points, damaged water reservoirs, etc.,
    to prevent additional injuries. Seeking a safe place and remaining
    there while you make a damage assessment are important.

-   Rescue. Develop search and rescue skills utilizing appropriate
    equipment to locate and assist victims. Without the means to
    extricate victims, you will be unable to treat them for injuries.

-   First aid. Maintain first-aid supplies in several locations to
    protect them from total loss. A system of several self-contained
    medical kits will increase chances of their availability after the
    event. Trained rescue groups should administer first aid to people
    who have been extricated. Communication will be necessary to
    coordinate the emergency care effort and to evacuate the injured to
    hospital facilities where available.

-   Evacuate the injured. Mobilization of transport will be accomplished
    through a communication link. If you are in a foreign country, it
    will be beneficial to predetermine the location of English-speaking
    medical personnel and facilities. Communications at any level will
    be impossible without bilingual capabilities.

Preparation is the key to emergency response in most cases, including
emergency care. Listed below are summarized steps to follow:

-   Know your health status. Be aware of health conditions pertaining to
    you, your family, or your group. Conditions such as epilepsy,
    diabetes, or heart disease will need special response and planning.

-   Know the potential disaster conditions of your area. Check into
    previous disasters to understand the implications for you, your
    family, and your group. Prepare for the possibilities by keeping
    stored food and water; locating areas for temporary shelter; keeping
    on hand a radio, flashlights, extra batteries, blankets, search and
    rescue plans, simple tools, etc.

-   Learn first aid. Become current in first-aid techniques so that you
    can assist in the emergency care phase of a disaster.

-   Have a plan. Maintain and practice a short and simple plan of
    action.

Beyond first aid, the actual disaster casualty care can be broken down
as follows:

-   Field rescue and first aid.

-   Casualty clearing where casualties are concentrated at a collection
    point for evacuation.

-   Medical evacuation to definitive care facilities.

-   Emergency field surgical stabilization.

-   Definitive care.

Any type of disaster may involve large mass casualties that can
substantially exceed the capacity of locally available emergency medical
resources. This type of incident may require summoning outside aid and a
shift to nonstandard ways of treating patients. In a disaster situation,
it is understood that there will be overwhelming numbers of patients
needing treatment simultaneously.

When treating people who have been involved in a disaster, you must care
for patients efficiently and do the greatest good for those who can
benefit most. This austere approach to field medical resources, along
with the unfavorable environment surrounding a disaster, creates a real
challenge to those who must become involved with providing medical
assistance during an emergency situation.

Disaster teams must be organized to function effectively. These teams
cannot be set up at the time of the incident, so units must be created
before the disaster. They must be trained, skilled, equipped, and ready
for mobilization, deployment, and action. Disaster responses are serious
business and there is a real need for the individual to be prepared and
ready to meet the challenge.

## Chapter VIII. Planning for Industrial Accidents

### Objectives

Planning and preparation are critical for coping with industrial
accidents and for controlling losses under emergency conditions.
Emergency plans tailored to a specific industry, location, or
anticipated catastrophic event could be the basis for rational responses
to particular emergency conditions. The industrial emergency plan that
is properly focused should include guidelines that enable the manager
and response team members to make well-balanced decisions during an
emergency.

Generally, plans for industrial accidents are directed toward three
universal objectives:

-   The protection of people.

-   The protection of property.

-   The continuity of operations.

Keeping these three objectives as a general framework, this section will
focus on three emergency conditions that may occur on industrial sites:
chemical accidents, fires, and nuclear and radiological incidents. Each
condition has its own unique requirements for emergency planning. In the
subsections that follow, you will find practical guidelines that will
serve as the basis for formulating an effective emergency plan that
satisfies response team requirements at a specific site for each of the
three conditions.

### Chemical Accidents

Many large corporations with major industrial chemical operations in
overseas locations have developed highly sophisticated and effective
emergency plans. Small companies, in many cases, need assistance from
the larger corporate entities and from the host government. Although
assistance from both will take time to develop, each small chemical
company must initiate its own efforts to plan for emergencies.

First to be considered in developing an effective emergency plan for
accidents at an industrial chemical site are its location and potential
effect on surrounding communities. Other factors that may influence
emergency planning are the chemical processes, materials handling,
product storage, and transportation. The goals, objectives, and general
purpose of the chemical unit should be reviewed in conjunction with the
study of various potential emergencies that may affect the business and
create serious public safety problems in surrounding communities. Some
of these problem areas could be toxic releases, fires, explosions,
chemical spills, drinking water contamination, or product contamination.
When addressing these problem areas, public safety is of paramount
importance because past experience shows that numerous chemical
accidents have adversely affected local populations and the environment
and have caused business interruptions that had a negative effect on the
local economy.

A very critical action to be taken in developing preventive measures is
the completion of a detailed inventory of all hazardous materials stored
at each operating chemical unit. The complete inventory should be made
and converted into a simple readable chart form showing the same
chemicals in horizontal and vertical columns.

This chart sets up a grid structure that permits members of management,
security, safety, and other response team elements to see the potential
chemical reactions that could occur at a particular industrial site. The
reactivity grid, as called by many loss prevention planners, is an
excellent aid in emergency planning. An example of the reactivity grid,
using a few commonly known chemicals, follows.

  ------------- ------------ ---------- --------- ----------- ----------- ---------
  Chemical Name Phosphoric   Sulfuric   Nitric    Potassium   Sodium      Ammonia
                Acid         Acid       Acid      Hydroxide   Hydroxide   

  Phosphoric                                                              
  Acid                                                                    

  Sulfuric Acid                                                           

  Nitric Acid                                                             

  Potassium                                                               
  Hydroxide                                                               

  Sodium                                                                  
  Hydroxide                                                               

  Ammonia                                                                 
  ------------- ------------ ---------- --------- ----------- ----------- ---------

This reactivity grid enables the emergency planner to make an organized
and systematic analysis of the effect each chemical in the inventory
could have on the other chemicals. The analysis requires each grid to be
filled out in the simplest form of technical details.

The second key document needed in emergency planning for an industrial
chemical operation is the material safety data sheet (MSDS). It may be
known as the material safety data bulletin, or there may be other
designations used to show specific technical data for each chemical. A
typical MSDS will have the following format for each chemical in the
inventory:

-   Manufacturer\'s name

-   Address

-   Chemical name

-   Chemical family

-   Hazardous ingredients

-   Hazardous mixtures of other solids, liquids, or gases

-   Threshold limit value

-   Telephone number

-   Trade name

-   Formula

The threshold limit value is the amount of a product one can safely
breathe eight hours per day, five days per week for 40 years.

-   Physical data.

-   Boiling point.

-   Vapor pressure.

-   Vapor density.

-   Solubility in water.

-   Appearance and odor.

-   Specific gravity.

-   Evaporating rate.

-   Volatility.

-   Fire and explosion hazard data.

-   Flash point.

-   Firefighting procedures.

-   Fire and explosion ratings.

-   Health hazard information.

-   Effects of overexposure.

-   First-aid procedures.

-   Reactivity information.

-   Conditions to avoid.

-   Stability or instability.

-   Compatible materials.

-   Decomposing materials.

-   Spill or leak procedures.

-   Special protection.

-   Special precautions.

Copies of these MSDSs or technical publications should be kept with all
parties, including the emergency response team, or community agencies
that have a vital interest in the emergency planning procedures at a
particular chemical operation.

Chemical spills or releases usually have priority interest in emergency
planning. The inventory, grids, and MSDSs provide key information for
handling practically any emergency condition. The spill or release event
requires rapid and thorough response. A hazardous chemical data sheet
could be devised to facilitate quick reference, diagnosis, and action.

Organizing and recording the chemical inventory is a significant
preliminary step to emergency planning. The actual plan must be written
to cover all emergencies that can occur. It is the basis for an orderly
approach to preventing an accident, or it can be used to control
accidents that do happen. The emergency plan should be constructed in a
format that enables emergency managers to concentrate on solutions to
the major problem and still provide a framework for others to solve the
small aspects of the emergency. The basic structure to operate in this
manner is the emergency management team, which consists of the general
manager; the facility manager; and representatives from the safety,
maintenance, engineering, research, finance, security, marketing, sales,
medical, industrial hygiene, legal, environmental, and public relations
departments. The general manager should appoint a single team member to
coordinate all emergency activities; these activities should include
plans, rehearsals, and actual implementation. Another staff member
should be designated to handle all media events.

The emergency management team must focus on preventing and controlling
emergencies in the chemical facility and in the surrounding communities.
That is achieved only by exercising a \"right to know\" philosophy for
all company employees and the community. MSDSs, chemical inventory
information, copies of the actual plan, and emergency equipment
resources should be shared with the appropriate emergency planning
agencies in the local communities. The unique skills of members of the
emergency management team should be highlighted within the team and with
community agencies. For example, those team members with highly
technical skills in chemical processes could be very valuable to
hospitals, other medical authorities, and community responders to
various emergencies.

A typical emergency plan for a chemical operation may consist of the
following sections, which were researched by the Chemical
Manufacturers\' Association.

#### Plant emergency organization

-   Designated person in charge and alternates.

-   Functions of each key individual and group.

-   Telephone numbers (office and home) for key people and alternates.

#### Plant risk evaluation

-   Quantity of hazardous materials.

-   Location of hazardous materials.

-   Properties of each (per MSDS).

-   Location of isolation valves.

-   Special firefighting procedures (if any).

-   Special handling requirements.

#### Area risk evaluation (other industries near plant)

-   Properties of hazardous materials at nearby plants.

-   Contacts (names and telephone numbers) at other sites.

-   Established procedures for notification of chemical releases at
    other sites in area.

#### Notification procedures and communication systems.

-   Alarm systems.

-   Communication equipment (radios, hotlines, etc.).

-   Emergency organization

-   Plant management

-   Local officials and response agencies

-   Neighboring industry

-   Nearby residents

-   Names and telephone numbers (with alternates).

-   Designated person for media contacts.

-   Procedure for notifying families of injured employees.

-   Central reporting office.

#### Emergency equipment and facilities

-   Firefighting equipment.

-   Emergency medical supplies.

-   Toxic gas detectors (where needed).

-   Wind direction and speed indicators.

-   Self-contained breathing apparatus.

-   Protective clothing.

#### Procedure for returning to normal operations, includes interfacing and lines of communications with off-site officials

##### Training and drills.

-   Knowledge of chemicals (properties, toxicity, etc.).

-   Procedures for reporting emergencies.

-   Knowledge of alarm systems.

-   Location of firefighting equipment.

-   Use of firefighting equipment.

-   Use of protective equipment (respirators, breathing air, clothing,
    etc.).

-   Decontamination procedures for protective clothing and equipment.

-   Evacuation procedures.

-   Frequent, documented simulated emergencies.

**Regular tests of emergency organization and procedures**

-   Simulated emergencies.

-   Documented, frequent alarm system checks.

-   Frequent tests of firefighting equipment.

-   Evacuation practice.

-   On-going emergency preparedness committee.

#### Plan updates

-   Annual or more frequent if needed.

-   Reflect results of drills and tests.

#### Emergency response procedures

-   Communications.

-   Evacuation.

-   Medical (include handling of multiple injuries).

-   Special procedures for toxic gas releases (chlorine, etc.).

-   Hurricane procedures (coastal areas only).

-   Utility failure procedures.

-   Individual unit emergency procedures.

-   Bomb-threat procedures.

#### Detailed operating manuals (for each process unit and utility system)

-   Startup and shutdown emergency procedures.

-   Analysis of potential incidents.

-   Emergency response and action to be taken for each incident.

#### Liaison with local medical facilities.

-   Provide copies of MSDSs.

-   Provide a list of personnel with technical skills to assist in
    identifying the effects of various chemical agents and mixtures.

Emergency response information is available for all chemical emergencies
from the Chemical Transportation Emergency Center (CHEMTREC) in
Washington, D.C. CHEMTREC will accept international calls from chemical
sites anywhere in the world on telephone number 202-483-7616. CHEMTREC
maintains technical information on approximately 4,000 chemicals, and it
will have 300,000 MSDSs available for immediate consultation on
emergency responses for chemical fires, evacuation distances, and
general hazard communication. Industrial chemical sites overseas should
consider establishing periodic communication checks with CHEMTREC
202-483-7616.

Managers of emergency response teams should conduct communication and
training exercises with local community agencies. The community agencies
and the chemical units should exchange lists of resources to develop a
strong mutual relationship. This effort should include a common listing
of emergency planning and response resources in nearby industrial sites.

Evacuation and alarm procedures must be prepared in detail for each
industrial chemical facility. This portion of an emergency plan must be
flexible and applied as emergency situations dictate. Evacuation
procedures should, at the minimum, follow these guidelines:

-   Use public address media when appropriate to announce an emergency
    condition.

-   Use prearranged alarm signals for operating personnel who have
    detailed instructions on various safety steps for emergencies and
    shutdown.

-   Prepare detailed but simple evacuation routes out of buildings and
    away from the total facility, if necessary.

-   Emergency organizations like the fire brigades, fire departments,
    police, hospitals, and auxiliary volunteer organizations should
    receive and rehearse, in detail, chemical facility evacuation plans.

-   A detailed evacuation plan should have, at the minimum, the
    following emergency information:

-   MSDSs.

-   Facility layouts and plots that are up to date.

-   Critical storage areas.

-   All areas that have protective systems conforming to the required
    codes.

-   Areas to store hazardous material.

-   Key personnel and their telephone numbers.

-   Location of public facilities that may assist in evacuation.

### Fires

The subject of fire at an industrial chemical site is covered in this
chapter. Otherwise, the subject of fire, fire safety, and fire
prevention is not addressed here, even though many of the
recommendations are generally applicable. This omission is not an
oversight; the authors recognize that fire is a premier emergency of
devastating proportions and is often a byproduct of some of the other
catastrophic events discussed in this booklet. Firefighting, fire
safety, and fire prevention are highly complex subjects about which
excellent and comprehensive work has been published. The authors of this
booklet felt that it would be advisable to refer readers to the more
comprehensive works on the subject of fire consistent with the nature of
their businesses and their personal needs.

The management teams operating an industrial chemical site have two
options in planning the fire safety portion of a loss prevention plan.
The first option is to establish and implement a written policy on fire
safety that requires immediate and total evacuation of employees from
the workplace on sounding a prearranged fire alarm signal. An
effectively developed plan must take into consideration the fire
protection needs of a particular chemical facility. The plan must also
satisfy the requirements of applicable fire codes, fire standards, laws,
and local ordinances. A written plan and policy on fire prevention
should include the following elements:

-   A list of major workplace fire hazards.

-   Proper storage and handling procedures of fuel source hazards.

-   Potential ignition sources.

-   Types of fire protection equipment and systems protecting against
    hazards and ignition sources.

-   Names of personnel responsible for maintaining fire protection
    equipment and systems.

-   Procedures for controlling accumulations of flammable and
    combustible waste and maintaining good housekeeping procedures.

-   Maintenance procedures for process safety devices used on
    heat-producing equipment that prevents the accidental ignition of
    combustible materials.

-   Names, addresses, telephone numbers, and language capabilities of
    various local community contacts for firefighting, arson
    investigations, and security protection.

-   A brief statement on each of the local agencies and surrounding
    businesses relative to their capability in response time, training,
    equipment, leadership, experience, and willingness to act on direct
    orders or from higher authority.

-   Actions to be taken in recovering from a severely damaging fire.

Local management must also provide training in recognizing the fire
hazard from materials and processes to which employees may be exposed.
The fire emergency plan should be reviewed with each employee when he or
she is hired and at least once a year. The plan must also be kept in the
workplace and made available for all employees to review as they desire.

Another option could involve management at an industrial site choosing
to establish a fire brigade. These brigades are most effective when a
written organizational policy establishes the following:

-   Existence of a fire brigade.

-   Basic organizational structure of the fire brigade.

-   Type, amount, and frequency of training.

-   Functions to be performed by the brigade.

There are two basic definitions in fire planning that are necessary for
establishing readiness of the fire brigade. One definition deals with
\"incipient stage fires.\" An incipient stage fire is one in which the
critical or beginning stage can be controlled by portable fire
extinguishers, Class II standpipe, or small hose systems, without the
need for protective clothing or breathing apparatus. The other
definition deals with interior structural fires. Interior structural
firefighting requires the physical activity of fire suppression or
rescue, or both, inside buildings or enclosed structures that have a
fire beyond the incipient stage.

The management team that decides to establish a fire brigade should meet
the following requirements:

-   Assure that employees expected to fight interior structural fires
    are physically capable.

-   Provide training and education for all fire brigade members
    commensurate with the duties and functions that they are expected to
    perform.

-   Provide the fire brigade leaders with training and education that is
    more comprehensive than that provided to the general membership of
    the fire brigade.

-   Provide fire brigade members with annual training and education when
    they are expected to fight incipient stage fires and quarterly
    training and education when they are expected to fight interior
    structural fires. The quality of the training and education must be
    similar to that provided by institutions that are widely recognized
    for the quality and thoroughness of their fire training.

-   Inform fire brigade members about special hazards, such as the
    storage and use of flammable liquids and gases, toxic chemicals,
    radioactive sources, and water-reactive substances to which they may
    be exposed during fire and other emergencies and also any changes
    that occur in relation to the special hazards.

-   Prepare and make available for inspection by fire brigade members
    written procedures for handling special hazards, and include these
    written procedures in training and education programs.

-   Maintain and inspect, at least annually, firefighting equipment to
    ensure its safe operational condition.

-   Perform monthly inspections on portable fire extinguishers and
    respirators.

-   Provide at no cost to the employee and ensure the use of personal
    protective equipment.

-   Provide, at no cost to the employee, and ensure the use of quality
    respiratory protection devices.

Pre-fire planning is critical for the effectiveness of a fire brigade.
The following survey for a pre-fire plan serves as an excellent guide in
familiarizing brigade members with the problems to be expected before
the fire occurs:

-   Familiarize the members with structural components that could fail
    during a fire.

-   Construction material that loses its strength when exposed to fire
    (for example, steel and lime mortar).

-   Unsupported partitions or walls.

-   Understand conditions in the building that can become dangerous
    during a fire

-   Stacked or high-piled storage.

-   Hazardous materials.

-   Utility equipment on the roof that can cause roof collapse.

-   Manufacturing equipment above the ground floor.

-   Know the physical features of the building that might confuse or
    trap the firefighter during the fire.

    -   Large open areas.

    -   Dead-end corridors or hallways.

    -   Open pits or holes.

    -   Openings into underground utility shafts or tunnels.

-   Information gathered during the survey should also include hazards
    that may be contained within a building, such as:

    -   Flammable and combustible liquids.

    -   Toxic chemicals.

    -   Explosives.

    -   Reactive metals.

    -   Radioactive materials.

    -   Processes performed in the buildings that are inherently
        dangerous.

-   Information on life safety that needs to be collected to plan for
    occupant protection includes:

    -   Location and size of entrances and exits.

    -   Location of windows suitable for rescue access.

    -   Special rescue problems such as handicapped occupants and large
        numbers of occupants (include the number of people who may be in
        the building at different times).

Plant management, and in particular the fire brigade, must maintain
close liaison with their local fire department. A municipal fire
department\'s main responsibility is to protect the general community,
and they will be reluctant to do much more than prevent the spread of
fire to adjacent property unless they are familiar with the risks and
hazards involved in a particular plant. For this reason, each plant must
meet with the local fire department at least once a year to familiarize
the department with the plant layout, fire protection systems, special
hazards, and any changes that have occurred since its last visit. Such
visits are also a good time to work out details for attacking potential
fires and defining how the plant brigade can best work with the fire
department under fire conditions.

Most fire departments are more than happy to assist in training programs
to help prevent and handle industrial fires and to participate in
occasional drills. It is also advantageous to have the fire department
hydrostatically test the plant fire hose at regular intervals so that
the fire brigade is confident about its safety and readiness if it must
be used in an emergency.

As soon as a fire has been extinguished, the brigade must begin to
restore automatic sprinkler systems, on-site water supplies, fire hoses,
and extinguishers to a ready condition. During this process, one brigade
member must stand by the control valve for the sprinkler/monitor so that
it may be reopened immediately if rekindling occurs. If the fire was
large or in a hazardous area, a 24-hour security and fire watch should
be established with extinguishers and hose lines in readiness.

Every attempt should be made to determine the cause of the fire, because
corrective action may be required to prevent a recurrence. If the fire
was of suspicious origin, care must be taken to leave all possible
evidence undisturbed, and the proper authorities must be notified. Once
everything is under control, the fire brigade should assist with any
salvage and clean-up activities that may be required.

Potential explosive mixtures found in most facilities include dust,
flammable and combustible liquids, and gases in confined spaces. Since
explosions generally occur without warning, it is likely that
firefighting activities will have to be supplemented by rescue
operations for persons who were working in the area. In performing these
firefighting and rescue operations, emergency personnel must be aware of
the additional hazards of secondary explosions and possible structural
damage to the building.

### Nuclear and Radiological Incidents

Industrial facilities using radioactive and nuclear materials or those
facilities located near other operations with such materials should
develop emergency plans to deal with nuclear and radiological
emergencies. In developing a plan in this critical industrial area, the
management team should focus on several major responses:

-   Ensure a safe and orderly shutdown of operations as required by
    emergency conditions.

-   Remove vital records, files, plant equipment, and vehicles to a safe
    emergency relocation site.

-   Prepare an emergency site that includes accommodations for employees
    and family members.

-   Implement an ongoing vulnerability analysis to reduce the exposure
    of plant property, equipment, and personnel.

These responses are developed and refined through management actions
that are based on crisis relocation planning. Assuming that advance
warning of a radiological or nuclear incident is possible, with enough
lead time to allow the movement of nonessential personnel and everything
critical to rapid business recovery out of designated high-risk areas
and the dispersal into surrounding low-risk areas during a radiological
or nuclear emergency.

To enhance plant survival during a nuclear emergency, the Federal
Emergency Management Agency (FEMA) offers an effective management
checklist to assist managers at an industrial site in crisis relocation
planning. A partial list of the FEMA work is outlined in the next
section.

#### Personnel Resources

This section offers key points for systematic assessment and relocation
of employees and their families during a nuclear incident. Each
industrial facility should appoint a representative of management to
coordinate the following actions:

-   Develop and maintain a list of all personnel; names, according to
    addresses and cities (or districts, in a large city).

-   Consult your local Civil Defense office for information on
    evacuation, and obtain pamphlets, maps, etc., that will be used for
    your evacuation plan. Provide the Civil Defense authority with the
    total number of employees and dependents who will need shelter so
    that he or she can arrange an evacuation site.

-   Recruit and assign a volunteer leader by city, district, or
    districts, so there are 10-20 employees per leader grouped in
    moderate-sized neighborhoods.

-   Instruct volunteer leaders with the information gathered from the
    Civil Defense office.

-   Provide a list of employees in each assigned district to the
    appropriate leader and the name of leader to employees in his or her
    district.

-   Notify the volunteer leader when an employee moves into or out of
    his or her district.

-   Set up communication links with leaders.

-   Notify leaders to hold group meetings to confirm plans.

-   Notify leaders when to put evacuation plans into effect.

-   Assign a volunteer leader to develop records of the following
    information for each employee in his or her district:

-   Number of dependents needing transportation.

-   Capacity of transportation available at each employee\'s home.

-   Special skills of dependents; for example, nursing, construction,
    and entertainment.

-   Number of personnel in the district who are classified as dependents
    of employees in other industries.

-   Number and kinds of medical problems requiring special diets,
    medicines, etc. (e.g., diabetes), by name.

Late Planners\' Note: If you start to plan after the evacuation warning
is given, you will need a place large enough to assemble all company
personnel. If the company has more than several hundred employees, it
may be necessary to divide into groups of 100-200, organized by city or
district of residence. Then subdivide into groups of 10-20, by
neighborhood, with a volunteer leader to carry out subsequent tasks.

-   Use the records developed to organize and assign transportation.
    Assign volunteer drivers and use the largest capacity vehicles
    available.

-   Confirm assignments of riders and drivers so that all employees and
    families (plus supplies for 2 weeks of camping out) are assured of
    being evacuated. Establish a rendezvous point for all drivers in
    your group to ensure that everybody in your district is accounted
    for before leaving for the safe area.

-   Prepare a backup plan in case of vehicle breakdown, and fix routes
    so missing members can be found quickly by tracing routes.

-   Notify members in your district of any assignment changes as they
    occur or periodically.

-   Stress the importance of establishing and maintaining a schedule.
    Otherwise, a person who missed his pick-up may take his own vehicle,
    create confusion, and add to traffic problems.

-   Distribute Civil Defense booklets including lists of what supplies
    to bring from home, how to shut down a household when an evacuation
    order is given by authorities, and what routes to take to get to the
    assigned safe area.

-   Conduct group meetings when the coordinator requires, to confirm
    assignments and to ensure understanding by members.

#### Area Shelter

This section provides direction for establishing shelter space for
employees and their families during a nuclear emergency. A
representative of management should be appointed to coordinate the
following actions:

-   Determine number of employees and family members evacuating (include
    age and sex).

-   Define shelter space requirements needed to accommodate those in
    shelters.

-   Establish shelter stocking requirements.

-   Establish host area liaison, obtain and survey assigned space, and
    assess upgrading requirements.

-   Estimate materials, equipment, labor, and time required to prepare
    shelter space.

-   Complete logistics preparation and upgrading sequence for
    post-warning completion, beginning on warning day.

Other areas addressed by FEMA for nuclear emergencies include:

-   Protective housekeeping.

-   Industrial resource inventory.

-   Equipment inventory and equipment protection.

-   Vulnerability rating and analysis of facilities and equipment.

-   Protective measures and hardening activities.

-   Management of hazardous material incidents.

The topics and emergency planning steps listed in this chapter are
representative of the areas in which FEMA is providing detailed
procedures and are revised in two FEMA publications:

-   Disaster Planning Guide for Business and Industry, FEMA Publ. 141,
    Aug. 1987.

-   Disaster Mitigation Guide for Business and Industry, FEMA Publ.,
    1989.

Copies can be obtained from:

FEMA\
P.O. Box 70274\
Washington, D.C. 20024\
Attn: Printing and Publication

The host country licensing agreements and regulations published by FEMA
counterparts in allied countries will provide substantive guidelines and
requirements for emergency planning.

## Chapter IX. Citizens Emergency Services

### Scope and Limitations

The Bureau of Consular Affairs, Citizens Emergency Center, is
responsible for all consular services relating to the protection,
assistance, and welfare of American citizens abroad. The Emergency
Center supports and supervises consular posts abroad in their services
to citizens, and serves as the essential point of liaison between
concerned families, friends, and members of Congress in the United
States and U.S. consular posts and citizens overseas. The range of
assistance provided is broad. There are, however, significant
limitations on the type and volume of assistance that can be provided:

-   Legal limitations. Consular officers must operate within the laws of
    the foreign country involved, as well as those of the United States.
    In legal matters, such as arrests, child custody disputes, and
    deaths, it is important to keep in mind that the laws of the foreign
    country apply to persons or property within its territory.

-   Practical limitations. In many cases, consular officers cannot
    personally provide the assistance needed but must seek the
    cooperation of government officials or qualified professionals in
    the host country to provide it. With few exceptions, no official
    funds are allocated to pay for the services required. The amount of
    cooperation provided and the quality of professional services
    available vary greatly from country to country.

-   Privacy Act limitations. The provisions of the Privacy Act, which
    was designed to protect the privacy and rights of the individual,
    occasionally complicate the handling of cases involving citizens
    abroad. As a general rule, consular officers may not reveal
    information regarding an individual American\'s location, welfare,
    intentions, or problems to anyone, including family members and
    congressional representatives, without the express consent of that
    individual. For example, if an American citizen who has not
    maintained contact with family or friends is located by a consular
    officer abroad, neither that officer nor the officers in the
    Citizens Emergency Center may report back to the family or
    congressional office regarding the individual\'s welfare or
    whereabouts unless the individual gives written permission to do so.
    Americans arrested overseas often refuse to give permission for
    their families or friends to be informed of their location or their
    plight.

Although sympathetic to the distress this can cause worried families,
the Citizens Emergency Center must comply with the provisions of the
Privacy Act.

The Department\'s legal advisors have ruled that a congressional member
is not exempt from the restrictions of the Act unless his or her request
is directly connected to the functions of a committee or subcommittee
and the request is supported in writing by the chairperson of such
committee or subcommittee.

### Duty Officer

During the workweek, Eastern time, assistance is available Monday
through Friday, 8:15 a.m. to 10:00 p.m., at (202) 647-5225.

A duty officer is available for emergencies from 10:00 p.m. to 8:15 a.m.
during the week and at all times during the weekends and holidays. Call
(202) 634-3600 and ask for the Overseas Citizens Services duty officer.
On Saturdays from 9:00 a.m. to 3:00 p.m., the duty officer may be
reached at (202) 647-5225.

### Citizens Emergency Center

#### Arrests

The Citizens Emergency Center monitors the cases of Americans arrested
abroad and acts as liaison between the prisoner\'s family, friends, and
Congressional representatives in the United States and consular officers
overseas. When a U.S. post abroad is advised that an American has been
arrested, a consular officer visits the American as soon as possible,
provides information regarding the foreign legal system and a list of
attorneys, and offers other assistance such as contacting family or
friends on the prisoner\'s behalf. The consular officer\'s role in
arrest cases is one of observation and support, regularly visiting the
prisoner and checking his or her welfare, monitoring human rights and
the status of the case, and advising interested parties of case
developments.

The Citizens Emergency Center assists in transferring private funds to
U.S. posts abroad for delivery to American prisoners and serves as a
point of contact for concerned families and friends. When a prisoner\'s
health or life is endangered by inadequate diet or medical care provided
by the local prison, food supplements and/or medical care may be
arranged from a U.S. Government loan authorized under the Emergency
Medical and Dietary Assistance Program. Although officers at posts
overseas and in the Department can provide informative and supportive
assistance, they cannot \"spring\" an American from detention, serve as
the prisoner\'s legal representative, or intervene in the foreign
judicial process.

#### Financial Assistance

The Citizens Emergency Center works with consular officers at U.S. posts
abroad to assist Americans overseas who find themselves in financial
trouble. If destitute American citizens turn to a consular officer for
help, the officer, through the Emergency Center, first attempts to
locate private sources of funds, usually from family, friends, or
business associates. After these private funds are identified, the
Center assists in transmitting the funds to the individual through
Department of State facilities. If all efforts to identify private
funding prove fruitless, normally the consular officer abroad will
request, and the Citizens Emergency Center will approve, a repatriation
loan that will pay for the individual\'s direct return to the nearest
port of entry in the United States. In these cases, the Center also
often assists by advising the Department of Health and Human Services of
the situation, asking them to meet the individual at the port of entry
and arrange for further financial assistance in the United States.

As a result of a program approved by the Congress, the Department is
able to provide further assistance to Americans who find themselves
temporarily destitute because of loss, robbery, failure of expected
funds to arrive, or similar circumstances. In these cases, the consular
officer will not only work with the Emergency Center to arrange for the
prompt transfer of private funds from home, but may also provide the
individual or family with a small Government loan to tide them over
until private funds arrive, often enabling them to continue their
travels.

#### Medical Assistance

The Citizens Emergency Center also works with and assists U.S. consular
officers abroad in handling the serious problem of Americans who become
physically or mentally ill while traveling or living abroad. A consular
officer who becomes aware of an ill or injured American in his or her
consular district advises the Citizens Emergency Center. The Center, in
addition to providing guidance and support to the post abroad, locates
family members, guardians, and friends in the United States and advises
them of the problem; identifies and transmits private funds when
necessary; and frequently collects information on the individual\'s
prior medical history and forwards it to the post abroad. When
necessary, the Center assists in the return of the ill or injured
individual to the United States with appropriate medical escort via
special commercial air ambulance or, occasionally, by U.S. Air Force
medical evacuation aircraft. The use of Air Force facilities for medical
evacuation is authorized only under certain conditions when commercial
evacuation is not possible, and the full expense must be borne by the
citizen or the citizen\'s family.

#### Death of American Citizens

When an American dies abroad, the consular officer reports the death by
telephone or telegram to the next of kin or legal representative. Often
the Citizens Emergency Center must help to locate the next of kin and
provide guidance on how to make arrangements for local burial or to
return the body to the United States. The disposition of remains is
affected by local laws, customs, and facilities, which are often vastly
different from those in the United States. The family\'s instructions
and necessary private funds to cover the costs involved are then relayed
to the Foreign Service post concerned. The Department of State has no
funds to assist in the return of ashes or remains of American citizens
who die abroad. The scheduled time of arrival of the remains and carrier
data are provided in advance to the next of kin or funeral home. Upon
completion of all formalities, the consular officer abroad prepares a
Foreign Service Report of Death based upon the local death certificate
and forwards it to the next of kin or legal representative for use in
U.S. courts to settle estate matters.

#### Welfare/Whereabouts

The Citizens Emergency Center also responds to inquiries from the public
and congressional offices concerning Americans traveling or residing
abroad. Most cases handled by this division fall into one of two
categories. The first deals with Americans who are presumed missing
abroad because they have failed to return as scheduled, have not made
intended connections, or have not communicated with family or friends
for an undue length of time. The second category involves Americans
traveling abroad who are presumed to be safe and well but who must be
located quickly because a crisis has occurred in the United States, such
as the serious illness or death of a family member. In both these cases,
the Center relays the request for assistance and all pertinent data
available on the individual to the U.S. Embassy or consulate responsible
for the area where the individual is believed to be traveling or
residing. Acting on the information provided by the inquirer, the
consular officer attempts to locate these individuals, determine their
welfare, pass on any urgent messages, and, consistent with the Privacy
Act, report back the results of search efforts.

In case of disasters, such as earthquakes, hurricanes, and air crashes,
the Citizens Emergency Center ascertains the names of any American
citizens involved and informs their families of their status.

#### Travel Advisories

The responsibility for informing the public and U.S. Foreign Service
posts on the advisability of travel to certain countries or areas is
centralized in the Office of Overseas Citizens Services. The source of
the information disseminated is usually our Foreign Service posts. The
office is responsible for issuing travel advisories when events abroad
are likely to affect traveling Americans adversely. Travel advisories
usually concern civil unrest, natural disasters, disease outbreaks, and
long-term criminal activities directed against travelers. Many of the
advisories refer to temporary conditions and are cancelled when the
problem no longer poses a threat. The advisories are distributed to the
travel industry and the media, and are posted in the 13 regional U.S.
passport agencies. Travelers may call the Citizens Emergency Center at
(202) 647-5225 to learn of any travel advisories for the places they are
planning to visit.

#### Search and Rescue

The Citizens Emergency Center is also responsible for monitoring search
and rescue efforts outside the United States. Airplanes and/or ships
search for missing American Registry planes or boats that may be
carrying American passengers or crew.

## Chapter X. Guidelines for Emergency Management Exercises

### General

A comprehensive crisis management plan should include simulation
exercises that replicate real events and emergency situations. Previous
chapters in this booklet have dealt with several aspects of crisis
management. This chapter offers some guidelines on how to develop an
exercise that will cause decision makers and members of crisis
management teams to analyze how they can use available resources to
solve critical problems. International business, volunteer, public, and
governmental organizations can use these guidelines to develop emergency
management exercises.

### Exercise Guidelines

The first guideline is to define the organizational system that is the
subject of an exercise. This may not always be the entire organization.
It may be an operating entity in a specific geographical location or
locations. In defining the organizational system, a good first step is
to analyze the organization\'s mission and its capabilities to
accomplish that mission. Such specific factors, as studies of markets
for products and services, could play a key role in defining the
organizational system, particularly when the organization has a vital
link to the indigenous economy, some public policy issue, or a unique
program.

The second guideline is to identify those forces that impact the
organizational system. In this era of low- intensity conflict, critical
forces could include food, energy, strategic materials, financial
services, drugs, population growth, economic development, manufacturing
and trade, technology transfer, environmental pollution, space travel,
law of the sea, terrorism, business fraud, and the theft of information.

A third guideline is to assemble enough information to analyze the
trends and major relationships associated with each force. This type of
analysis can be used to set the theoretical framework for various
emergency management exercises. Sources of information in developing the
framework may include interviews with area experts; market analysis;
politico-military analysis; chamber of commerce and private sector
contacts; liaison with government departments; and indigenous contacts
in business, industry, and public organizations. The information can be
used to develop a baseline scenario or normative scenario for the
exercise. A fourth guideline is participation in an established
emergency exercise system, such as those of the Department of State,
Department of Defense, and other Federal Government agencies. Contact
embassies or DOD activities overseas to learn whether it is possible to
participate in such exercises.

### Developing an Exercise Scenario

The scenario is the heart of the emergency management exercise because
it has the potential to describe, in detail, probable, possible,
desirable, or unfavorable events in the future. Events in the scenario
may occur simultaneously or in sequence. They tell a story about the
real world or the logical outcome of a series of future events.

To write scenarios, an organization pulls together an ad hoc team
representing multiple disciplines related to the core business and the
usual support functions of personnel, information systems, finance,
security, legal, public relations, program managers, marketing and
strategic planning, and sales. There may be other functions unique to a
particular organization. The team should be given a timeframe for
envisioning the emergency situation and some guidance on certain
assumptions for problems and change. The team should validate those
assumptions and determine whether certain events could realistically
occur now or in the future. A full description of those events could
present a complete picture of likely emergencies the organization may
have to face. Each event should relate to one of the validated
assumptions. Each event in the emergency situation must be clearly
defined and documented. If it is challenged during exercise play, it may
become the basis for an alternative scenario.

The concept of alternative scenarios permits the group to play several
possible emergency events simultaneously. This complexity will enable
management to look at the effect of multiple possibilities on the total
organizational system. The use of alternative scenarios should help
management envision the best courses of action in real emergencies.

The scenario technique is particularly suited for emergency management
exercises to be used by business, government, or industry in
politico-military, politico-economic, and other international issues.
Results from those scenario exercises can be used as a lead-in to other
analyses. Other advantages of the scenario technique are:

-   It can call attention, dramatically and persuasively, to a large
    range of possibilities that must be considered when analyzing
    emergency actions and alternatives.

-   It can serve as a realistic case study when there is a shortage of
    actual examples.

-   It makes it possible to envision possible alternative outcomes of
    present events.

-   It enables key management players to visualize the influence of
    certain government and industry leaders on social, economic,
    cultural, political, economic, and military factors.

-   It prevents reliance on pure abstract considerations and forces an
    analysis of real details.

-   The ad hoc team, in its role as control element for the exercise,
    should perform the following tasks:

-   Assemble credible materials.

-   Assure the relevancy of scenario information to the organizational
    system.

-   Write the scenarios.

-   Write the complete exercise plan.

-   Regulate the pace of the exercise.

-   Supervise the physical layout, which includes communications, use of
    references and sources, and meeting facilities.

-   Facilitate liaison with top management.

-   Evaluate the exercise and the players. Evaluation can include three
    distinct activities:

-   Self-evaluation: This provides an opportunity for emergency
    management team members to be involved in their assessment as they
    responded to scenarios projecting alternative futures.

-   Control element\'s feedback session: In this session, the control
    element gives the management team its interpretation and
    observations. The management team can compare the results of this
    feedback with its self-evaluation.

-   Joint planning and future dialogue: Generally, the control element
    members will agree to informal networking after the exercise. This
    permits future dialogue and insight into the response and content of
    the baseline and alternative future scenarios.

### Summary

The flow of guidelines for an emergency management team exercise
follows:

#### Top Management

-   Define the organizational system.

-   Identify the emergency situations impacting the system.

-   Review those trends impacting each situation.

#### Exercise Control Team

-   Develop a baseline scenario.

-   Develop alternative scenarios.

-   Create exercise layout.

-   Conduct evaluation.

    -   Self-evaluation.

    -   Control element feedback session.

    -   Joint planning and future dialogue.

Administrative supplies and support for the exercise may include the
following:

-   Telecommunication support for telephones and other equipment as
    required.

-   Two rooms (not more than 60 feet apart) and a neutral meeting room.

-   A storage container for confidential information.

-   Flip pads.

-   Felt tip markers.

-   Masking tape.

-   Scotch tape.

-   Writing pads.

-   Paper clips.

-   Word/information processing support.

-   Binder clips.

-   Two-hole paper punch.

-   Roll correction tape.

-   Burn bags.

-   Scissors.

-   Area maps (as required).

-   Portable clock.

-   List of ad hoc team members.

-   Names.

-   Telephone numbers.

-   Titles.

-   Specialty areas.

-   Refreshments and comfort items.

## Chapter XI. Conclusion

Many American businesses abroad have experienced first hand the
devastation wrought by the types of catastrophes or crises described in
this booklet. Perhaps some of us have felt the pain of loss of a loved
one in such tragedies or the impact of substantial property damage. All
of us have been exposed through television and the news media to the
horrible results of such events, which are occurring with alarming
frequency. It is prudent, therefore, to prepare for such eventualities
as though our lives depended on that preparation-because they may. It
has been well established that people who prepare themselves by
developing contingency plans for emergencies-what to do before, during,
and after an emergency-lessen their vulnerability and greatly enhance
their opportunity for survival and minimal property damage.

Each American business abroad must assume responsibility for the safety
of their employees and assets through emergency planning. Emergency
planning cannot be solely delegated to others, such as fire departments,
medical personnel, or the government. However, cooperation and
coordination with government emergency personnel is, of course useful,
even though the degree of assistance will vary, depending on available
resources etc. We must recognize that widespread chaos prevails
following a major catastrophe, and we should not expect high-quality
emergency service from usual providers. Emergency crews of all types are
overwhelmed following a disaster. Utility services, such as telephones,
electric power, and water and sewer facilities, will most often be
disrupted.

Finally, it is imperative that we adopt an attitude of continuous
vigilance, especially in those situations where warning signs of
imminent trouble are apparent. Examples of such events are political or
military coups, and violent storms or floods that might indicate the
need to evacuate. Hurricanes, tornadoes, and violent electrical storms
are usually preceded by warnings. Hurried, last minute emergency
planning is usually inadequate. Above all, avoid the attitude that \"it
will not happen to me.\"

Always be prepared, especially in the unfamiliar environment of far away
places. Planning for emergencies pays very high dividends. All of us
must take this task seriously.

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## Appendix I: Departure Kit

### Departure Kit

The departure kit is a collection of items that should always be
available for use in an emergency situation. The kit should be in two
parts: Part 1 consisting of sustenance items and equipment and Part 2 of
a packet of vital personal papers and documents and a departure kit
checklist. The kit should be checked periodically for completeness and
currentness. It should be properly tagged for identification and in a
state of complete readiness at the outset of Phase II - Limited Action.

#### Part 1 - Sustenance Items and Equipment

-   Without hoarding, maintain a reasonable supply (5-7 days) of food,
    water, and fuel. If you have a personal or company automobile, be
    sure it is ready for immediate use. Maintain a full fuel tank and a
    reasonable supply of spares and other extras as may be necessary.
    Also, periodically check oil, water, and tires.

-   Maintain a family-size first-aid kit and an adequate supply of
    necessary prescription medicine(s).

-   Have a flashlight with fresh batteries and/or candles.

-   Keep a supply of matches, preferably waterproof and windproof.

-   Keep a small battery-operated shortwave radio with fresh batteries.
    Monitor the local news media, Voice of America, and the British
    Broadcasting Company closely, if available, for relevant
    announcements from the local government or the U.S. Embassy. The
    embassies will be closely monitoring any situation and will provide
    further information to the liaison contact person.

-   Have one blanket and/or sleeping bag for each family member.

-   Do not carry baggage that exceeds 66 pounds of clothing and personal
    effects per individual. (This weight is the absolute maximum that
    will be permitted on a U.S. Government-sponsored evacuation
    aircraft). Carry the most essential items in a small handbag or
    carry-on bag in case it becomes necessary to restrict baggage
    further.

-   Pets are frequently not allowed in the emergency evacuation process.
    Consequently, owners need to be sure that they make appropriate
    custody arrangements.

-   Do not include in the kit firearms or any other weapons or liquor.

-   Keep a supply of street and road maps of the metropolitan and rural
    areas.

#### Part 2-Vital Personal Papers and Documents and a Checklist

-   Current passports for all members of the family. (If passports are
    in the company\'s custody, they will be distributed by the custodian
    at the appropriate time).

-   Sufficient cash in U.S. dollars and traveler\'s checks should be a
    regular part of your kit to cover family incidental expenses for at
    least 3 days of travel. Include sufficient currency in small
    denominations to take care of incidental expenses while en route to
    a safe haven.

-   Up-to-date International Certificates of Vaccination.

-   Current inventory of household effects.

-   All host country identification papers.

-   Essential personal papers (birth certificates, marriage license,
    etc.).

-   Copies of your U.S. Federal Income Tax Return, if it has not already
    been sent to a safe place of record.

-   A blank company expense statement to keep track of expenses.

## Appendix II Warden Systems

### Warden System

#### General Considerations

Experience has proven that during times of increased threat or actual
emergency, a warden network consisting of responsible employees who will
not be heavily engaged during an emergency, is an especially effective
way to communicate with employees residing in a specific area.

A pyramid configuration of individuals having access to private
telephones and residing centrally in areas of concentrated employee
population is recommended for establishing a warden network. This
configuration should also permit the designation of alternate wardens in
the event that a primary warden is unavailable for any reason.

The Expatriate Evacuation Committee (EEC) should establish a periodic
review and schedule of meetings with the wardens (1) to review
procedures and accuracy of contact lists showing names, addresses,
telephone numbers, and number of dependents and (2) to arrange periodic
tests of the network\'s ability to communicate with employees. Lists
should be filed as a part of the EEC evacuation documents.

#### Action Responsibilities

##### Warden Coordinator

-   Prepares lists of wardens and other contacts to cover the employee
    population.

-   Meets periodically with wardens and alternates to review
    responsibilities and update requirements.

-   Activates the warden system on direction from the EEC, passing
    information to the employee group and receiving it, as appropriate.

##### Wardens

-   Prepare, update, and maintain a list of telephone numbers and
    addresses of employees residing in the warden\'s area.

-   Appoint at least one subwarden or alternate who can substitute for
    the primary warden in his or her absence. Provide alternate warden
    with copies of the lists of employees within the area of
    responsibility.

-   Along with the warden coordinator, be familiar with assembly or
    staging areas and movement routes.

-   Keep employees in the warden area informed about the location of the
    designated assembly areas and movement routes.

-   Develop a \"pyramid method\" or \"cascade\" approach for contacting
    the individuals within the area of the EEC responsibility. This can
    be accomplished by having individuals with telephones contact each
    other and having those without telephones be contacted by an
    individual who has a telephone and lives nearby. During an
    emergency, the warden will:

-   Remain at home or at the office near a telephone or emergency radio
    network, if available, to receive instructions from the company and
    to answer questions from those individuals in the area of
    responsibility.

-   Pass, receive, and distribute messages on the status of the
    emergency and suggest actions to be taken. Transmit messages to
    those in the warden area verbatim without interpreting or expanding
    on the messages.

-   Ensure that the information contained in the notice is made
    available to all employees in the area of responsibility when
    evacuation phases or evacuation is contemplated.

-   Be prepared to provide the warden coordinator with the names and
    statuses of those individuals contacted and not contacted within the
    area of responsibility.

-   If the primary warden expects to be unavailable, ensure that the
    alternate is available to carry out the warden\'s responsibilities.

## Appendix III Transportation

### Transportation

#### Background Information

Although the U.S. Department of State is responsible for the protection
and evacuation of American citizens abroad, it cannot order the
departure of private American citizens from a strife-torn country but
must inform private American citizens of impending danger and may offer
U.S. Government assistance in evacuating when necessary. As a general
rule, the U.S. Government does not provide funds for the movement of
persons other than U.S. Government employees and their dependents.
Non-government citizens evacuated by U.S. Government-funded
transportation must execute a promissory note to cover the cost of
transportation.

The country manager should not totally rely on the U.S. Department of
State for information on the necessity or timing of an employee
evacuation in the event of an emergency situation. It would appear
prudent for an American corporation to consider early evacuation and to
give strong consideration to any notices provided by the U.S. Department
of State for the evacuation of nonessential personnel and/or the
evacuation of all U.S. citizens. During this phase, the use of
commercially scheduled airlines or chartered aircraft should still be
available and may facilitate the withdrawal. If a country manager or EEC
delays evacuation until the U.S. Department of State closes its embassy
or post and recommends that all American citizens leave the country
immediately, undoubtedly, obtaining transportation and evacuating under
adverse security circumstances will be extremely difficult.

#### Assessing Travel Options

-   To determine the feasibility of transportation by common carrier,
    investigate the frequency and normal capacity of commercial flights,
    trains, and ships leaving the troubled location.

-   Identify the most logical options for assembly and movement of
    evacuees to the departure or embarkation location while maintaining
    the best security posture possible. As a general rule, it is
    preferable to assemble evacuees at a secure location other than the
    embarkation point and then to move them to the embarkation points in
    groups sized to the transport capacity and on a schedule calculated
    to minimize the exposure of evacuees and the means of transport at
    the embarkation point. This procedure could aid in the security and
    effectiveness of the operation, but be aware that circumstances may
    prevent a phased movement.

-   Determine the most appropriate sites at which to assemble potential
    evacuees in anticipation of moving them to points of embarkation. If
    long-term, plans should consider shelter, security, food, water, and
    sanitation needs. The EEC should appoint a responsible manager to
    document and list evacuees and to control movement to the
    embarkation point. The security risks of assembling in one place
    versus those of remaining in individual homes until departure or the
    risk of having employees making their way independently to
    embarkation points should be considered.

-   In selecting assembly points and routes, be aware of potential choke
    points, bridges, and areas that could be congested and identify
    alternate routes if possible. Maps should be developed for each
    route.

-   If overland movement out of the country is a possibility, define the
    circumstances under which overland transportation would be
    considered and special precautions that might be necessary.

-   The EEC should attempt to anticipate the degree of support or
    problems that might be offered by the host government in an
    evacuation situation. Identify contacts and develop procedures that
    could be helpful with exit formalities. Investigate any departure
    problems for employees in connection with in-country taxes and any
    other business-related departure requirements. Consider what
    assistance should be asked of the host government for security of
    assembly areas, convoy routes, and embarkation points if
    appropriate. Assign liaison responsibilities to appropriate company
    representatives who may serve as liaisons to the host government for
    the aforementioned purposes.

-   Security protection commensurate with the risk and resources
    available should be arranged for the various evacuation assembly
    areas, routes, and embarkation points. Details such as assembly,
    timing of movements, aircraft schedules, etc., should be protected
    from unauthorized disclosure. Communications needs must be
    developed.

-   Any inquiries received from the media regarding a planned evacuation
    or one in progress should be referred to the EEC and/or to the
    country manager. Speculative reasons for the evacuation could be
    harmful to the evacuation and the company\'s relationship with the
    host government.

-   As evacuees depart the embarkation point by aircraft, vehicle, or
    ship, the EEC or country manager should inform the corporate
    headquarters of the following:

    -   Flight data (date, time, destination, ETA, and arrival (port or
        city, if appropriate).

    -   Number of evacuees.

    -   Number wanting assistance with onward transportation to the
        United States.

    -   Number who will stay at point of arrival and need arrangements
        for lodging, etc.

    -   Medical assistance needed.

    -   List of evacuees, if appropriate.

#### Methods of Transportation

##### Scheduled Airlines

-   Carriers that serve the area, both foreign and domestic.

-   Appropriate people to contact for arrangements.

-   Capabilities of scheduled airlines to respond to evacuation
    requirements, that is, routes, capacity, ticketing requirements,
    payment, etc.

##### Nonscheduled (Chartered) Airlines

-   Selection of a reliable carrier, foreign and/or domestic.

-   Suitability of equipment available.

-   Response time (obtaining necessary overflight and landing authority,
    fuel, etc.).

-   Through the U.S. Department of State, identify names of U.S.
    carriers that have existing contracts to perform evacuations during
    periods of emergencies or civil unrest.

##### Sea Transportation

-   Identify shipping companies or shipping agents that serve the area.

-   Select shipping agent or charter agent.

-   Describe ship to include response time, capacity, and time required
    to reach safe haven.

-   Consider charter of ocean-going yachts and cabin cruisers as a
    possible method of evacuating small numbers of essential personnel
    who may have remained in country after evacuation of nonessential
    personnel and families when it appears that airport embarkation
    points have been closed, but seaports or shoreline use is still
    available.

##### Land Transportation

Transportation by land methods should be examined closely as it is not
recommended during sensitive times. Road transportation out of a country
should be considered only as a last resort. The following information
will help in planning and developing road transportation.

-   Identify by name, location, and means of contact any other sources
    of vehicles that could be used in an emergency, either by rental,
    loan, or pooling by cooperating companies.

-   Have a checklist for road convoys.

    -   Designate primary and alternate convoy leaders.

    -   Select routes (primary and alternate) that avoid choke points.

    -   Plan for rest stops.

    -   Determine availability of vehicles to meet convoy requirements.

    -   Ensure adequate supplies of personal medical or other special
        needs. Inventory and have available spare fuel, food, water,
        tools, first aid, comfort supplies, maps, and compasses with
        each convoy.

    -   If convoy will cross international boundary, have appropriate
        documentation for each vehicle.

    -   Arrange security for the convoy from local authorities, if
        possible. If environment is hostile, contact the U.S. Embassy
        for security assistance.

    -   Reconnoiter route in advance by sending advance vehicle
        approximately 30 minutes or more in advance of convoy.

    -   Provide communications capabilities for lead and rear convoy
        vehicles.

    -   Make preliminary arrangements to have local nationals available
        to drive and translate at roadblocks, checkpoints, etc.

    -   Where possible, overland evacuation in convoy should be
        coordinated with other entities, particularly UN agencies and
        diplomatic groups.