Summary of experience and experience in emergency response guide

All general emergency response guides on the market that can be directly downloaded can only be used as introductory references at best. The solution that can really solve the problem will always be the product of the combination of "customized plans deduced in advance + flexible judgments by the front line on site + dynamic leak correction after review." The disposal priorities of different industries and different scenarios are very different, and rigid templates will only cause trouble.

In July last year, our park encountered a heavy rain that had only occurred once in ten years. The power distribution room on the underground floor was flooded with 30 centimeters of water in half an hour. At that time, I immediately read the emergency guide issued by the group. It said in black and white that "water-related electricity insurance will cut off power in the entire area at the first time, and then report it to the regulatory authorities, and then carry out risk management operations." But that day, the cold chain warehouse of Upstream Biological Company was storing a batch of children's vaccines that were about to be sent to the western mountainous areas. The warehouse management said that the dedicated line was out of power for more than 40 minutes, and more than 20,000 vaccines were all wasted, causing a direct loss of millions, and delaying the vaccination plan in the mountainous areas. At that time, there was a quarrel between two groups: Colleagues from the compliance department insisted on following the guidelines, saying that if an electric shock accident occurred during live work, no one could bear the responsibility. ； But the front-line operation and maintenance master said that the insulation layer of the dedicated lines in the power distribution room has been increased. There is no risk at all when wearing a full set of insulation equipment to cut separate cold chain dedicated lines. You cannot just watch the vaccine rot. In the end, we gritted our teeth and asked two masters with more than 10 years of experience in high-voltage operation and maintenance to take precautions. They went in and reserved the cold chain line separately and cut off all other areas. While calling the Emergency Management Bureau to explain the situation, we organized people to carry sandbags and pump out water. It took until three o'clock in the morning to completely eliminate risks. In the end, there was no safety incident and all vaccines were saved. Later, we added the "core business priority reporting" clause directly to the park's own emergency guide, and the group later extended this adjustment to other industrial parks with special needs.

Speaking of which, I encountered this conflict between guidelines and actual conditions when I first joined the company. That year, a child in the park's supporting child care class suffered from allergic shock after eating mangoes. At that time, I followed the general guidelines and called 120 as soon as possible. I did not dare to touch the child and said that I would wait for professional medical care to come. Fortunately, there was a sister in the property management who had just retired and returned to work as a pediatric nurse. She brought spare desensitization injections with her. She asked the child's parents if they had a history of allergies before and had received the same type of injections. She gave them on the spot. By the time 120 arrived, the child's breathing had stabilized. The doctor said that if he were ten minutes later, there might be a risk of brain damage. Afterwards, the Compliance Department held a special discussion meeting. One group of people believed that non-on-the-job medical staff should never be encouraged to carry out medical treatment. If the wrong dose was administered or the child had other contraindications, the company would have to bear sky-high compensation. ； On the other hand, those of us who handle the situation on the front line believe that when life is really at stake, only when we have the professional qualifications and confidence to deal with the situation first is we truly responsible. Later, we compromised and came up with a plan: Register all personnel with medical and first aid qualifications in the park, organize first aid retraining twice a year, and stock first aid boxes in public areas with compliant emergency medicines within the shelf life. At the same time, we signed exemption agreements with all registered personnel voluntarily participating in first aid. We also specifically added this article to the park's emergency guidelines, clarifying that "qualified personnel can carry out first aid treatment in advance if life-threatening situations are judged, and the relevant responsibilities shall be borne by the company."

Last month I had dinner with a friend who works in supermarket emergency management, and what he said was quite interesting. He previously prepared 200 sandbags and piled them at the entrance of the supermarket in accordance with the general flood prevention guidelines. Last year, during heavy rains, the sandbags were washed to pieces, but water still entered, soaking dozens of cartons of milk piled at the entrance. Later, they directly customized collapsible flood-proof baffles and left card slots on the ground at the entrance in advance. If it rains really heavily, two people can install the baffles in ten minutes, which is ten times easier to use than sandbags. Now in their own guide, they have changed the "sandbag flood prevention" to prioritize the use of baffles, and sandbags are only used to fill gaps.

In fact, I always feel that the General Emergency Guide is like a question bank for subject one in a driving school. No matter how familiar you are with memorizing it, when you encounter a sudden traffic jam, a slippery road on a rainy day, or an electric vehicle jumping out of the road, you can't take out your phone and look through the question bank before hitting the brakes, right? The guide is dead, but people are alive. The purpose of its existence is not to block all operations for you, but to draw a clear bottom line for you: which are the red lines that must not be touched, and which are the spaces that can be flexibly adjusted.

When I update the park emergency guide every year, I invite people from operations, property management, compliance, and various enterprises to conduct two desktop deductions to go through all the possible situations that have been encountered and not encountered before. A line of red text will always be added to the first page: "This guide is only for reference. The top person in charge on site has the right to adjust the order of disposal according to the actual situation. As long as it complies with the core principle of "rescue people first, stop losses later, and pursue accountability later," all decision-making companies will be safe." After all, in the emergency business, the most fearful thing is to use a template as an edict. When something goes wrong, leaving a little more room for flexible adjustments may save millions in compensation or even one life.

To be honest, the more things I have dealt with in the past few years, the less I dare say that I have any perfect experience. Every time I review, I can find loopholes that were not considered in the previous guide. After all, the reason why an accident is called an accident is that it will never follow the script you wrote. All you can do is perform a few more deductions, accumulate more practical experience, and give more confidence to the people on the front line. That is enough.