当紧急情况打击你的设施时，你准备好了吗？你有没有想到没有准备好的影响？你将来准备好吗？

What emergencies could happen?

Emergencies come in large and small events. Hurricanes, floods, water inundation, dangerous gas leaks, explosions, and everything in between occur daily in the United States and across the world. A minor equipment failure or chemical release can quickly develop into a catastrophic failure.

In the past year, there have been numerous examples of large-scale emergencies that required coordination of multiple agencies and stakeholders. Some of the most notable crises in the nation’s history include the Exxon Valdez and the Deepwater Horizon Incident. Both events activated Unified Command, a structure under the国家应急计划（NCP）that oversees a response plan by coordinating personnel and resources from several agencies (the responder, the government, private industries, and stakeholders) to mitigate the risk of a potential national threat.

虽然埃克森瓦尔迪茨和深水地平线灼烧在我们的记忆中，但每年发生许多较小的事件发生触发NCP。仅在去年，我们目睹了洲际终端公司火灾等活动，休斯顿船舶渠道，Enbridge Michigan Pipeline Spill泄漏和盖帽的船只紧急情况下的佐治亚州。

When emergencies occur, the central questions (ultimately answered inside or outside of court) are the same: Were we ready? How prepared were we? Are we ready in the event of another emergency? These questions are posed repeatedly by parties such as the Environmental Health and Safety (EHS) manager, the CEO, and neighboring residents and the public stakeholders at large.

这些问题真的意味着什么：

Were we ready?

• How was the response effort?
• Would more training have improved the response effort?
• 更多资源会改善响应努力吗？
• Are the federal and state agencies pleased or upset with our level or quality of preparation?
• Were we pleased with the assistance we received from our contracted providers?
• What went well and what could be improved?
• What were the repercussions of the emergency?

我们是多么准备好？

• Were our plans adequate, updated, and effective?
• Do we need more, or different responders?
• 我们是否能够在我们需要的时刻访问必要的资源？
• 我们是关于我们所需的合规性和允许的最新情况吗？
• Was the agency more upset than expected?
• Will we receive more fines than just the response?
• 问题是系统性吗？这个特定事件超出了失败吗？
• 公众感到消极态度吗us because they think we did not effectively prepare or respond?

Are we ready in the event of another emergency?

• Do we currently have plans in place to execute emergency response (SPCC, FRP, Contingency Plan, etc.)?
• Do we have response training available, and is it updated?
• Do we have responders on-Site or on contract to respond?
• Do we have the resources on-Site or in place to respond?
• Do we have the infrastructure to sustain an emergency of national significance?

紧急事件导致普遍反思，他们的柱头可以在活动结束后多年遵循公司;特别是如果公众利益相关者认为公司没有准备或不采用足够的保障措施来预防或减少事件的严重程度。

在2019年初休斯顿的KCMO化学厂火灾后，据报道，哈里斯县火灾总办公室和休斯顿消防部门在回应事件之前，休斯顿消防部门都知道化学品。既不是kcmo的二级报告，也没有被列入KCMO的应急计划委员会。“我们在抵达之前没有任何了解任何内容”赫姆特区酋长说。

KCMO火不是独一无二的，几乎在任何国家意义之后，审查将被置于公司的记录，培训和准备。我们回来的问题是：我们准备好了吗？我们训练有素吗？在活动之前我们允许和遵守顺序吗？或者这一活动与公司的应急准备计划的系统失败相关联吗？

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