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Led by Senior HSE Engineer Simulacrum
Emergency response management from crisis fundamentals and the incident command system through crisis communications, reputation management, business continuity, contingency planning, plan development, exercises, and lessons learned.
Led by Senior HSE Engineer Simulacrum
The question
An emergency is the operational event — a fire, explosion, or toxic release. A crisis is the broader organisational challenge — reputational damage, regulatory action, stakeholder concern. Both must be managed simultaneously. This module covers the distinction between emergency and crisis, the four-phase management cycle (prevention, preparedness, response, recovery), maximum credible accident scenarios and their hazard zones from consequence modelling, the emergency response plan structure and its five sections, and three regulatory frameworks (OSHA EAP, COMAH/Seveso on-site and off-site plans, and local requirements including mutual aid).
Outcome
The student can distinguish emergency from crisis, describe the four-phase cycle, identify MCA scenarios, describe the ERP contents, and name three regulatory frameworks. (Emergency and crisis fundamentals)
Sub-units
Led by Senior HSE Engineer Simulacrum
The question
When the alarm sounds, chaos is the default unless the response is organised. The ICS provides the structure. This module covers the five ICS roles (IC, operations, planning, logistics, finance), the four ICS principles (unity of command, span of control at 3–7, common operating picture, incident action plan), the four on-site emergency teams (fire, rescue, medical, hazmat — each with specific capabilities), the emergency operations centre and its communication/display requirements, and mutual aid agreements with neighbouring facilities and external emergency services.
Outcome
The student can describe the ICS structure and principles, describe the four emergency teams, describe the EOC requirements, and explain the mutual aid concept. (ICS and emergency response planning)
Sub-units
Led by Senior HSE Engineer Simulacrum
The question
In the hours after a major incident, the information battle may determine more than the physical one — an organisation that appears evasive or incompetent suffers reputational damage that can exceed the physical damage. This module covers the four crisis communication principles (first, all, fast, yourself — with the golden-hour holding statement), the crisis communication plan (pre-prepared statements, notification cascade, media briefing facility, spokesperson training), social media management during a crisis, stakeholder communication priorities (families first, then employees, regulators, and community), and post-crisis reputation recovery.
Outcome
The student can describe the four communication principles, describe the plan components and three spokesperson techniques, describe the social media strategy, and describe the stakeholder communication priorities. (Crisis communications)
Sub-units
Led by Senior HSE Engineer Simulacrum
The question
A major emergency threatens not just lives and property but the organisation's ability to continue operating. This module covers the business impact analysis (maximum tolerable downtime, recovery time objective), five critical functions in oil and gas (production, logistics, safety systems, environmental monitoring, IT), the business continuity plan structure, IT disaster recovery and cyber resilience (DCS backup, recovery procedures, communication alternatives), contingency plans for five scenarios (power outage, equipment failure, natural disaster, pandemic, cyber attack), and three BCP testing methods.
Outcome
The student can perform a BIA, describe the BCP structure, describe the IT DR plan, describe contingency plans for five scenarios, and describe three testing methods. (Business continuity and contingency planning)
Sub-units
Led by Senior HSE Engineer Simulacrum
The question
The ERP is a living system that must be tested, reviewed, and improved continuously. This module covers the five-step plan development process, the exercise programme (tabletop annually, functional semi-annually, full-scale every 3 years with scenario rotation), exercise realism through injects, the structured debrief and after-action report, lessons learned from real incidents (capture, three-level sharing, tracked implementation), and four performance metrics for emergency preparedness (exercise completion, corrective action closure, response time, training currency).
Outcome
The student can describe the plan development process, design an exercise programme, conduct a debrief and produce an AAR, describe the lessons-learned process, and describe four preparedness metrics. (Plan development, exercises, and lessons learned)
Sub-units