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CONCEPT OF DISASTER
AND ITS MANAGEMENT

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A DISASTER
 As per Disaster Management Act 2005
“ A catastrophe, mishap, calamity or grave
occurrence in any area, arising from natural or
man made causes, or by accident or negligence
which results in substantial loss of life or human
suffering or damage to, or degradation of,
environment, and is of such a nature or
magnitude as to be beyond the coping capacity of
the community of the affected area.”

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A DISASTER
 Anything unusual involving large scale loss
and destruction of life and property
 Floods, Cyclones, Earthquakes, Land slides
 Industrial Mishap, Public Enemy Action
 Rail Accident involving huge loss of life
and property
Norm is of treating 50 injuries; grievous &
simple, amounting to a disaster

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DISASTER MANAGEMENT
• “DISASTERS ARE RARELY ANNOUNCED-
NEVER POSTPONED”- Dr. INDU PRAKASH
(AUTHOR- “ DISASTER MANAGEMENT”)
• DISASTERS RESULT IN
(a) LOSS OF HUMAN LIVES AND RESOURCES
(b) LOSS OF IMAGE
(c) IMPACT ON INVESTMENT CLIMATE AND
BUSINESS

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SECOND DISASTER
 “----RELIEF WORK WITHOUT METICULOUS PLANNING,
COORDINATION AND TRAINING, THE SECOND
DISASTER”
 TIME MAGAZINE REPORT AFTER LATUR EARTHQUKE, SEPT.
1993
 CLEAR CUT GUIDELINES AND STANDING
INSTRUCTIONS TO MEET DISASTER CAN GO A LONG
WAY IN MINIMIZING THE AFTER – EFFECTS OF
DISASTERS
ACCIDENT MANUAL,
DISASTER MANAGEMENT PLANS OF DIVISIONS / ZONES

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ACTIVITIES IN
DISASTER MANAGEMENT
-PREVENTION
-MITIGATION
 Emergency Response
 Rescue
 Relief
-RECOVERY
 Restoration
 Reconstruction & Rehabilitation

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ANALYSIS OF DISASTER
MANAGEMENT
Disaster
Preparedness Response
Mitigation Recovery
Prevention Development

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PREVENTION
 (a) identify disaster potential
 (b) determine the affected audiences
 (c) delegation with responsibility in
the organization to deal with
different audiences
 (d) post disaster analysis

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PREREQUISITES OF A DISASTER
MANAGEMENT POLICY
 Speedy and precise dissemination of
information
 Well defined roles
 Availability of adequate resources
 Extensive teamwork and coordinated
efforts (Significance of leadership)

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DISASTER RESCUE
• AIM OF RESCUE OPERATIONS IS TO
SAVE LIFE AND MINIMIZE FURTHER
INJURY TO PERSONS AND DAMAGE TO
PROPERTY
THE PSYCHOLOGY OF RESCUE
• Anxiety and fear (both victim and rescuer)
• Psychological needs of the disaster victim are
important.

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DISASTER RESCUE
• RESCUE WORKERS:-
Three categories of rescue workers:-
(A) Survivors
• The potential for good is enormous but the danger
inherent in rescue work by untrained personnel is
also enormous.
(B) Untrained Personnel
• They often bring necessary resources with them and
can be very effective if brought under control and
properly supervised.
(C) Trained Personnel i.e. Railway Team, Police, Fire,
Paramilitary forces etc.
• More quickly they arrive, less time for the first two
groups to aggravate the situation.

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DISASTERS-SOME PITFALLS
• Informing to and role of medical officers
• Managing communications,lighting,water & food
• Preservation of clues
• Relief Train
• Ex:Gratia
• Photography
• Number of dead and injured
• Communicating details to their kith & kin and
arrangements for bringing them to site
Others
• Prima-facie cause
• Expected time of restoration
• Spelling out assistance required

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LIMITATIONS OF IR
 Extrication of trapped passengers/bodies
requiring equipment not available in ARME
 Vastness of IR network, difficulty of terrain,
non-existence of approach roads, tunnels
 Requirement of suitable power for the
ARME/ART
 Golden hour traumatic period of critical
traumatic patients

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WHAT IS GOLDEN HOUR ?
 Most trauma patients can be saved if
bleeding is effectively stopped and blood
pressure restored within an hour.
 It is likely that patients who have experienced
shock and remained in that state of shock for
long duration will die. Surgical intervention
within that first one hour is therefore crucial
for increasing the patients’ chances of
survival.
 This hour called the “Golden Hour” begins the
moment the injury occurs.

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HIGH LEVEL COMMITTEE
REPORT
 Set up in September 2002
 MM, MT, FC, DG/RHS, DG/RPF
members and ED/Safety as secretary of
the Committee
 111 recommendations
 Recommendations accepted in principle

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HIGH LEVEL COMMITTEE WHICH
REVIEWED THE DISASTER MANAGEMENT
SYSTEM OVER INDIAN RAILWAYS
•As per experience the present system of
railway rescue & relief functions in most of
the accidents involving passenger trains
when the casualties are not heavy.
•But with IR now running significantly
longer passenger trains and heavier freight
trains special measures are a necessity.

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HIGH LEVEL COMMITTEE WHICH
REVIEWED THE DISASTER MANAGEMENT
SYSTEM OVER INDIAN RAILWAYS
RECOMMENDATIONS INCLUDE:-
(A) FASTER RESPONSE
•No need to obtain police clearance for rescue
operations
• Rationalization of ART/ARMV locations
•Three coach high speed self-sufficient SPARTs
(Self Propelled Accident Relief Train) for
quicker initial response.

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SELF PROPELLED
ACCIDENT RELIEF TRAIN

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Inside view
50 KVA Tata Cummins D/Alternator The Drivers Control Desk

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Equipment
INSIDE VIEW OF THE AIR CONDITIONED
OPERATION THEATRE
A VIEW OF AC MEDICAL WARD
WATER PURIFIER

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Equipment
12 line Electronic Exchange
A fixed cellular terminal (FCT) with data
and voice channels (No.9925001717)
To tackle fire at site prior to attending of Fire Fighter a fire fighting equipment has been provided in SPART. The arrangement
can direct a jet or spray of water under pressure at 50 – 100 litres per minute at the fire zone. Arrangements are also there to
mix foaming chemical AFFF for extinguishing petrochemical fires.

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Equipments
Protective devices for handling Ammonia and LPG leakages

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Demonstration of rescue

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 Equipped with An Air Conditioned
Medical Ward with a capacity of 12
beds and an Air Conditioned
Operation Theatre.
 Equipped with Hydraulically operated
Rescue Devices like spreaders &
cutters.
 Equipped with a 50 KVA Alternator for
Train lighting, battery charging and
operation of the AC plant in
stationary condition.
SALIENT FEATURES OF SPART

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Additional Equipment in
SPARTs
Inflatable Lighting Towers
Luminous jackets for rescue staff
Portable cutting tools
Self-contained breathing apparatus
Inflatable air bags
Inflatable tents

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Coffins and body bags
Air-conditioned mortuaries, embalming guns
and chemicals
Wrist band to identify injured/dead
Folding ladders
Oxy fuel cutting equipment
Portable electrical cutting tools
Digital Video Camera
Additional Equipment in
SPARTs

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IMPORTANT
RECOMMENDATIONS
 MOU with
• State Governments
• Civil/Private hospitals
• Armed forces
• Private air operators
 Rescue ambulances (vehicle
ordnance factory, Jabalpur)

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 Walkie talkie and VHF sets with ART
 Communication with accident site through
satellite phones to Zonal Hq/RB
 Video conferencing facility between RB and
Zonal Hq.
 PC with high speed satellite modem for Internet
connectivity
 Roof & under floor hatches and emergency
windows in coaches
 Emergency Automatic lights in coaches
IMPORTANT
RECOMMENDATIONS

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• Enhancing maximum permissible speeds of
ART (Accident Relief Train) and ARMV
(Accident Relief Medical Van)
• Formation of Disaster Management Plans at
various tiers
• Crack teams at each Zonal Railway with
containerized equipment for rescue and relief.
• Standby ART/ARMV gangs for use when
required.
• Empowering field units to effectively tackle
post disaster situation.
• Full scale disaster management exercises.
IMPORTANT
RECOMMENDATIONS

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• Ensure specified minimum running of diesel locos
on all electrified routes (average 50 KM)
• ISO-9000 Certification for Disaster Mgt. Plan
• Multi-disaster resistant control rooms
• Hiring of vehicles for rescue and relief operations
• Spot payment to private hospitals
• Purchase of life saving drugs
• Withdrawal of money from station earnings
• Standing spot purchase committee for ART/ARMV
• Disaster management team of RPF
IMPORTANT
RECOMMENDATIONS

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However, for ensuring rescue and
relief within Golden Hour, disaster
management plans at District and
State level will have to converge
and complement the railway
disaster management system.
DISASTER MANAGEMENT

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• Check list of safety/Disaster Management
items at stations
• Formation of special task teams
• Concept of controlling station
• Check list of action to be taken by concerned
officials like crew, guard, TS/TTE, Control,
Safety Branch, Operating Branch, Commercial
Branch, Engineering Branch, Mechanical
Branch, S&T Staff, Personnel, RPF & Medical
DISASTER MANAGEMENT PLANS
OF THE ZONES/DIVISIONS

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Similar details branch wise for
• Cyclones & Storm
• Earthquakes
• Landslides
DISASTER MANAGEMENT PLANS
OF THE ZONES/DIVISIONS

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• List of infrastructure available
section wise - Railway
•List of infrastructure available
section wise – Non-railway
• List of important telephone
numbers – Railway & Civil
•Guidelines for ex-gratia payments
DISASTER MANAGEMENT PLANS
OF THE ZONES/DIVISIONS

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• Complete details of all level
crossing gates
• Lay outs of different sections
with road approaches clearly
marked like NH, SH and links
etc.
DISASTER MANAGEMENT PLANS
OF THE ZONES/DIVISIONS

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MEDIA MANAGEMENT

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REAL TIME MEDIA HANDLING
 Planning Commission Tenth Five Year
Plan requires management to plan for it
during disasters
 High Level Committee on Disaster
Management has assigned the
responsibility of briefing the Media to
the Senior most officer at site

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OBJECTIVES OF
MANAGEMENT IN CRISIS
Portray image of an organization which is
• Professional
• Caring
• Socially responsible

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BASIC RULES FOR CRISIS
COMMUNICATION
 Be Pro-active.
 Getting your version out before someone else
does will enable you to control the contents,
tone and timing of the coverage
 COOPERATE WITH THE MEDIA - In times of
crisis, lack of cooperation sends reporters and
editors to seek other sources usually less
knowledgeable and one-sided

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CONTD.
 Be sure of the facts and have
confidence
 Honesty is the best policy but a good
sense of humour can help ease
tensions

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CONTD.
 Never go ‘off - the -record’ - If
the information can’t be
attributed to the organisation,
don’t say it.

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CONTD.
 Do not make promises you can’t keep
 Do not be patronising.
 Do not speculate
 Do not cast aspersions and make
inflammatory statements

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DISASTER MANAGEMENT
 (a) no delay in providing relief
 (b) no bad publicity
 (c) empathetic internal attitudes
 (d) proper fixing of responsibility
TO SUM UP, THE CONCERNS SHOULD BE

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THANK YOU