Paper Example on Contingency Planning: Ensuring Employee Safety in Emergencies

Introduction

The process of contingency planning is closely related to safety issues, fire prevention, firefighting and other emergencies in such a way that they must be considered fully for a business to develop a functional plan. The elements are used in contingency planning to anticipate events that might occur endangering physical property or people and to create appropriate preventive and response measures in case of an emergency (Fischer et al., 2008). Employee safety is paramount in an organization, especially those working in manufacturing factories. Therefore, an organization must design contingency plans to ensure that workers are safe or get a timely response in the case of a hazard (Suh et al., 1998). Risk management personnel asses all risks in a factory and develop adequate policies and guidelines that can help workers enhance their safety amidst an emergency (Fischer et al., 2008). Additionally, fire is the most universal threat in business. It is also among the most damaging hazards; therefore, fire prevention programs must be put in place to minimize the risks of a hazard. Fire prevention includes controlling heat sources and storing inflammable fuels properly (Fischer et al., 2008). Additionally, firefighting is part of fire protection measures to extinguish or control damages caused by a fire outbreak. Unlike fire prevention, which is an everyday activity in a company, fire protection is emphasized in a contingency plan to prevent total damage of property during emergencies.

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A business is unlikely to be successful without contingency plans. Contingency plans to ensure business continuity by minimizing disruptions or interruptions created by distinct contingencies (Fischer et al., 2008). When emergencies happen, an enterprise's recovery and resumptions should happen immediately to keep it viable. Business interruptions can be costly, for example, loss of customers, sales revenue, reduction of stakeholder confidence (Suh et al., 1998). Therefore, a business without a contingency is unlikely to recover or resume normal operations easily, which might lead to closure or huge losses.

Emergency Evacuations Consideration

When management is setting up an evacuation plan, several things need to be considered. Firstly, the management must ensure that all exits are properly lighted, free of obstacles, and fairly direct (Fischer et al., 2008). It helps to minimize confusion and injuries that might occur as employees are rushing to find a way out. Secondly, the management should ensure that there are visible posters warning employees against the use of elevators for evacuation (Fischer et al., 2008). Additionally, the signs should point towards the direction of the exits. If employees panic and use elevators, they might end up being stuck or die of suffocation; therefore, they should be kept off in cases of emergencies. Thirdly, a means of evacuation for all disabled persons should be provided (Fischer et al., 2008). Disabled persons might not be able to compete with others for emergency exits; however, with special exits, an organization can ensure that nobody is left behind during an evacuation. Fourthly, corridors should also be fitted with emergency lighting to allow people to locate the exit and avoid accidents in case of power failure (Suh et al., 1998). Additionally, the management should introduce proper guidelines concerning who will make the evacuation decision and how the employees will be notified (Fischer et al., 2008). Lack of unity of command in the evacuation process can lead to many fatalities that could have been averted. Notably, an individual who will operate the communication process should be selected and trained. Communication alternatives should also be placed in the event the primary communication system breaks down (Fischer et al., 2008). Noticeably, the management should ensure that there is an effective team that will receive and disseminate information concerning the evacuation process. The management should also consider putting in place measures to account for everyone and check if all people have been evacuated from a building. They should also be able to verify the tally information.

Controlling Employee Theft

Internal theft occurs when there is a motive, desire, and accessibility of company items. Notably, dishonest employees have a myriad of indigenous stealing techniques, which make it difficult for organizations to completely shun theft (Fischer et al., 2008). Nevertheless, enterprises can employ various control procedures, such as auditing assets, separation of responsibility, promotion and rotation, computer records, and physical security, to minimize theft cases. A periodic asset audit is important to discover any embezzlement in a firm (Oliphant 2001). They are mostly done annually in each department by contracted auditors. Notably, an organization can conduct a surprise audit within the year to disrupt any planned embezzlement or defer employees from engaging in one (Fischer et al., 2008). The audits consist of examination of inventories, prices, financial books, current assets, accounts payable, payroll, and outstanding liabilities (B. Oliphant & G. Oliphant, 2001). Any inconsistencies are reported and the persons responsible punished. Separation of some crucial responsibilities such as ordering and receiving merchandise or authorization and disbursement can aid in reducing cases of dishonesty (Fischer et al., 2008). The nature of the tasks provides opportunities and temptation for theft among employees. For instance, a person who authorizes and disburses goods from a store may authorize excess products since nobody will question the decision. Promotion and rotation can also reduce employee dishonesty by disrupting systematic theft. In most cases, employees put up a system of embezzling little funds on a systematic basis (Fischer et al., 2008). Therefore, by engaging in upward or lateral promotion and employee rotation, one can break the system since people no longer have access to books that they were using to cover their activities.

Additionally, utilizing computer records and digitalizing a firm's activity can deter theft. It is easier for dishonest employees to engage in embezzlement in an organization that depends on manual services. In this case, employees can overcharge or misallocate petty cash injuring a business (Fischer et al., 2008). Nevertheless, digitalization ensures that all activities can be tracked, monitored, and easily accessed by the administration, reducing the opportunity for fraud (Fischer et al., 2008). Moreover, digital cameras can aid in deterring thieves by recording movements in vital locations within an enterprise and provide the security team with real-time data. Noticeably, the above efforts are not futile despite employees having indigenous methods of stealing, with proper follow up and employee recruitment, and organizations can control theft cases and contain them below the minimum.

Case Study

Director Smith grouped the contingencies into three contingencies, which include those that can affect a company's infrastructure, people, and business reputation. In this case, contingencies that can destroy the firm's infrastructure include fires, given that the firm lacks a current contingency plan. Additionally, those that can affect employees include pandemics, influenza, factory accidents, or seasonal sicknesses. Contingencies that can affect an organization's reputation include product recalls and defective goods (Suh et al., 1998). Ms Smith mush have updated the above contingencies to ensure business continuity in case of an emergency. It is necessary for all organizations to have updated contingency plans to ensure employee safety and safeguard their infrastructure.

The key essential components of an effective emergency response plan include mechanisms for reporting emergencies. In this case, employees must be aware of how and to whom to notify about emergencies. In cases where an emergency is beyond an organization's capability, it can request external assistance immediately. Additionally, an emergency response plan must have active communication and warning system infrastructure. The infrastructure should include fire alarms and public address systems, floor wardens, and security officers. Proper communication and warning systems must be available to facilitate the creation of awareness, coordinate responses such as evacuation, and ensure that there is a unity of command. It is also essential to have department-specific emergency plans that are incorporated into each company facility. The plans might include responsibilities each employee should take in their work areas in case of an emergency (Fischer et al., 2008). Moreover, an emergency plan must have proper incident management. Trained personnel who can handle emergencies should be deployed at the scene with the help of specialists (Fischer et al., 2008). Noticeably, evacuation and assembly mechanisms should also be considered. The mechanisms should enable safe and orderly evacuation of people from buildings if needed. Search and rescue plans are also necessary in cases of a catastrophic event or accidens to ensure all persons are accounted for.

Automatic fire sprinkler systems are a network of water pipes, which activates upon a certain amount of heat produced by the fire to prevent its spread. Notably, they provide a premise with round the clock protection. Several types of automatic sprinkler systems, which include dry, wet, deluge, cyclic and pre-action. In this case, the director smith can use either pre-action or a cyclic automatic sprinkler (Fischer et al., 2008). A pre-action sprinkler would be ideal for the office space since it would false activation of the system or water damage in case of an emergency. On the other hand, a cyclic sprinkler would be useful for the factor (Fischer et al., 2008). Cyclic sprinklers have thermostats that control the opening of the sprinklers; that is, they open and close at certain temperatures minimizing water damage. It can be useful since it can prevent destroying consumables, which require a specific moisture level.

References

Suh, I. W., Kwahk, K. Y., & Kim, Y. G. (1998). A contingency approach for implementing enterprise resource planning systems. Korean Management Science Review, 15(2), 19-32. http://www.koreascience.or.kr/article/JAKO199815875839283.page

Fischer, R. J., Halibozek, E. & Gree, G. (2008). Introduction to security (Eighth edition). Elservier.

Oliphant, B. J., & Oliphant, G. C. (2001). Using a behaviorbased method to identify and reduce employee theft. International Journal of Retail & Distribution Management, 29(10), 442-451https://doi.org/10.1108/09590550110405321