ESTABLISHMENT AND OPERATION OF
NATIONAL APELL CENTRE IN NSC, INDIA
K.C. GUPTA
DIRECTOR GENERAL, NSC &
DIRECTOR, NAC
BACKGROUND
• The project started in May 2002
• Builds upon the foundation laid by successful
implementation of APELL-LAMP & TRANS-APELL
Projects by NSC for a decade.
• Recognises key strengths of the NSC as the host
organisation–
i) Reputed Apex HSE organisation at the national level
with a standing of over 3 ½ decades
ii) Wide network of Members, Action centres and
Chapters in different states
iii) Enjoys close relationship with industry, governments,
trade unions and professionals
iv) Financially self-supporting and provides a wide range
of HSE services
CHALLENGES FACED
As this is the first NAC Pproject, there is no model framework.
Therefore despite strengths, the project presents formidable
challenges which include :
i) Get sustained commitment of key persons among the
stakeholders
ii) For their effective working provide sustained motivation
and professional inputs to Crisis Groups (state, district and
local levels) statutorily set up based on APELL Model
iii) Ascertain best international practices and adapt them to
Indian situation
iv) Need to engage a number of experts to assess status in
different states/industrial pockets
v) No committed international funding for activities (USAID
funding was available for 4 years under APELL-LAMP
project)
ESTABLISHING NAC
The goal is that the NAC should be successful and become
self supporting over a period time.
• For this purpose, the role assigned to it should be
well defined and the services/activities to be
provided must address the vital needs of the users
(APELL stakeholders).
• It must have adequate resources.
• The services must be of high quality consistent with
best international practices in the area of emergency
preparedness.
We therefore recommended :
1. Define the Role
As the NAC does not enjoy any statutory or administrative
authority, it can play a useful role only if it functions as an
effective Resource Center for providing high quality
information, professional advice and training; expertise to
develop or review emergency plans; observers for
emergency drills; and developing solutions/strategies for
prevailing and emerging issues.
2. Create a pool of matching resources under NAC‟s
leadership
• NAC and the host organisation must posses core
expertise, manpower and other resources.
• It is also imperative to identify key organisations
having expertise and resources in specific areas and
enter into collaboration with them.
3. Develop NAC Services/Activities
Status on different aspects of emergency
preparedness needs to be assessed, issues identified
and services/activities developed through intensive
consultations with ad-hoc groups put in place for
specific purposes and key industry and govt.
executive.
The consultation meetings and workshops held for
this purpose are listed in Annexure I.
Annexure - I
Consultation Meetings and Workshops Held for Developing NAC Services
I. Meetings
International
1. Mr. Hermann van der Laan, Director, ILO April 13, 2003
2. Mr. Klauz Toepfer, Executive Director, Mr. Nirmal Andrews, R.D & Representative May 1, 2002
of Regional Office for Asia & Pacific, Bangkok & Mr. Vijay Sharma, Special Adviser
to ED, Nairobi of UNEP
Government
3 Mr. K.C. Mishra, Special Secretary, MoEF, GoI Sept. 4, 2002
4. Mr. P.Jayakrishnan, Secretary, MOEF, GoI Apr. 12, 2002
5. Mr. Ashok Khot, Principal Secretary (Labour) and Member Secretary, SCG, Govt. Nov. 29, 2002
of Maharashtra
Industry
6. Mr. K.P. Nyati, Head, Environment Management Div., Confederation of Indian May 13, 2002
Industry, New Delhi
7. Mr. R.G. Iyer, Sr. Manager, Business Development and Mr. A.K. Moza, Manager Aug. 21, 2002
(Safety), HIKAL Ltd., Navi Mumbai
8. Mr.S.C.Hiremath, Chairman & Chief Executive, Heavy Water Board (HWB),Mumbai Aug. 24, 2002
9. Mr. W.S.A. Kanthiah,, General Manager, HWB, Tuticorin, Tamil Nadu Aug. 29, 2002
10. Mr. Divyendu Pundhir, Div. Mgr. & Mr. S. Nadgauda, Sr. Sales Co-ordinator, July 2, 2002
3M India Ltd., Bangalore
Annexure - I (Contd…)
11. Mr. R.A. Morris, Business Development Manager, OHES, 3M Asia Pacific Pte.Ltd. Sept. 6, 2002
12. Mr. Lothe, Chief Engineer and Mr. Keith D. Tait, Asstt.Director, Pfizer Ltd., Sept. 16, 2002
Navi Mumbai
13. Roha Industries Association, Roha, Dist. Raigad Aug. 13, 2002
Citizens Group
14. Citizens' Group of Vasco, Goa Sept. 7, 2002
II. Workshops
1. Assessment of Status of CEPPR (Sept. 13, 2002) 31 participants from Senior Officials of
Directorate of Industrial Safety & Health
(DISH) Govt.of Maharashtra and Mutual Aid
Response Group
2. Assessment of First Responders Programme 19 participants from Senior Officials from
Developed by 3M Corp., USA (Oct.4, 2002) Traffic Police, Fire Brigade and Industry
Associations
3. Identify specific areas of Collaboration 6 Senior Officials including Chairman of HWB
(Oct. 21, 2002)
4. International Inputs
International collaboration with UNEP DTIE and access
to the International APELL Partners are unique
strengths of this project.
International inputs by way of training for the
professionals of NAC and host and other organisations
involved in the project is required for developing
protocols as per the best international practices.
THE PROPOSED ORGANISATION CHART FOR DEVELOPING NAC
SERVICES
UNEP DTIE
Feedback, Reports & International Inputs
Seeking Information
Advisory
Collaborator -2 Collaborator -1 NAC
Committee Outputs
Services/
Policy & NAC Activities
Resource Mobilisation
Activity Specific
Adhoc Groups
Technical
Consultative
Group
E-1 E-2 E-3 E-4
Experts on Assignment
ISSUES IDENTIFIED
The following issues have been identified through intensive
consultation:
• Motivation, Capacity Building and Development of
Guidelines for Crisis Groups
• Community Awareness on HAZMAT
• HAZMAT Response by Police
• Developing, Evaluating & Testing Emergency Plans
(particularly for Off-site Preparedness)
• Safety and Emergency Preparedness in HAZMAT
Transportation
• Guidelines on Establishment & Operation of Emergency
Response Centres
• Strengthening Fire Services (particularly Public Fire
Services)
• Strengthening Emergency Medical Response
FRAMEWORKS FOR A DEVELOPMENT APPROACH AND
PROPOSED NAC SERVICES
• The Frameworks have been developed and widely
disseminated through the second issue of the NAC
Newsletter
• Strategies developed and tested/implemented
• Community Awareness on HAZMAT (Annexure II)
• HAZMAT Response of Highway Traffic Police (Annexure III)
Annexure - II
STRATEGY FOR COMMUNITY AWARENESS ON
HAZMAT
Key Importance of Proper Community Awareness
• Because of the statutory provisions, industry is obliged to
provide appropriate information to the community living
in the vicinity of a hazardous plant/installation.
• However, it is important to realize that a well informed
community is an asset to both the industry and local
authorities as it would offer better and willing
cooperation not only during an emergency but even in
other development programmes.
• Rapport between local authorities, industry and
community creates tremendous goodwill for industry.
Strategy for Community Awareness on HAZMAT(Contd.)
Suggested Strategy
To be effective, the community awareness activities
should be undertaken as per a strategy developed
after due deliberations among the stakeholders in
the Local Crisis Groups (LCG). The essential
features of such a strategy are:
Credibility
• It is absolutely necessary to ensure that the
information provided to the community and the
activities undertaken for its propagation are
fully credible.
• Since the Local Crisis Groups represent all the
stakeholders and community awareness is one
of their functions, the information and activities
should be approved by the LCG and
released/undertaken on its behalf.
Strategy for Community Awareness on HAZMAT(Contd.)
Need-based
• The information provided should be need-based
relating to hazardous chemicals “handled” and
the type of accidents/emergencies encountered in
the Industrial Area to which the community
belongs. Too much information should be
avoided
Regularity
• On-off approach must be avoided
• Regular system should be in place so that the
community can seek information on their own as
and when they feel the need of doing so. Further
a visible impact can only be ensured if the
awareness/education activities are undertaken
regularly.
Strategy for Community Awareness on HAZMAT(Contd.)
Community Information Representative (CIR)
• A suitable nodal person may be designated by the
LCG to function as CIR and made known in the
Industrial Area.
• Such a person could be from a reputed NGO
represented on the LCG.
• The CIR should use the facilities (lecture hall,
audio visual aids, etc.) already available in the
Industrial Area.
Effective-in-Communication
• The information released should be simple
supported by pictorial representations as far as
practicable and issued in the local languages,
Hindi and English.
Strategy for Community Awareness on HAZMAT(Contd.)
• For effective communication, it should be
supplemented by regular Awareness Sessions
(about 2 hrs duration). Use of video alongwith
the lecture would contribute to proper
understanding.
• A required number of Community Educators can
be trained in making the communication more
effective.
• Besides the general information, information on
specific chemicals handled in the Industrial Area
could be given to individuals who may ask for
such information.
Strategy for Community Awareness on HAZMAT(Contd.)
Target Groups
• Should be carefully selected by discussion in the
LCGs.
• Opinion makers who interact with Community and
are respected by it such as College/School
Teachers, Students, Office Bearers of Mahila
Mandals, and Residential Cooperative Societies,
Hospital representatives, etc. can play an
important role in developing community
awareness and could be selected. The number of
persons to be exposed should also be estimated
carefully.
Strategy for Community Awareness on HAZMAT(Contd.)
Supplementary Activities
• Community Awareness Information could be
displayed in places frequently visited by the
public, such as the Municipal Ward Office,
Rationing Office, hospitals/dispensaries,
schools/colleges, bus stops, railway stations, etc.
• Various other innovative/creative means such as
shopping bags, (see case study of LEPC
Pasadena), insert in the telephone directory, etc.
as decided by the LCG could also be used
effectively.
• Community festivals could also be used.
Annexure - III
Workshop on “HAZMAT Response by Highway Traffic Police”
Venue: NSC Training Centre Date: Thursday, the 27th March 2003
Participants : 14 Nos.
Observers : 2 Nos.
Topics Covered
• The APELL Process – Introduction
• Crisis Groups set up under the Chemical Accidents (Emergency Planning,
Preparedness & Response) Rules, 1996 - Composition & Functions
• Statutory Provisions on Trans-HAZMAT under the Central Motor Vehicles
Rules, 1989; the Explosives Act & Rules, SMPV Rules, Gas Cylinder
Rules, the Petroleum Act & Rules
• UN Classification of Hazardous Goods and Class Labels
• Interpretation of TREM Card
• Demonstration of Emergency Response Vehicle of Emergency Response
Centre of Hindustan Organic Chemical Limited (HOCL), Rasayani, Raigad
Annexure - III (Contd….)
• Interpretation and Use of “(ERG-2000) 2000 - Emergency Response
Guide Book”
• Standard Operating Procedure for Emergency Response by Police
• First Responder‟s Programme Developed by 3M Ltd., USA
• Demonstration of Self-contained Breathing Apparatus (SCBA) by Thane-
Belapur Industries Association
• Case Studies – Discussion on Integrating Trans-HAZMAT Response in
the working of Traffic Police-Comments/ Suggestions
• Discussion & Conclusion
Feed Back
1. Participants‟ request for follow up support by NAC
2. Directory of Technical Experts - Traffic Post-wise.
3. Pocket Guide on Standard Emergency Response Procedure for
Police.
4. Ready Reckoner on documents to be carried by the driver
carrying Hazardous / Dangerous Goods vehicles as per
statutory requirements.
OPERATION OF NAC
• For progress to be seen, implement selected services / activities
along with the development work. Activities implemented so far are
listed in Annexure IV
• Start a Newsletter for the benefit of all APELL Stake- holders
• Disseminate all important development work through the Newsletter
• Select for implementation one important issue at a time
• Identify the users of NAC Services/Activities
• Enlist the support of key persons who are in a position to bring about
the desired changes
• Based on the feed-back, develop ready-to-use procedures/ guides
for assistance in implementation
• Prepare ground work and undertake one or two Demonstration
Projects
Annexure - IV
Activities Implemented
1. Held 14 consultation meetings and 3 workshops (Annexure-I).
2. Started NAC Newsletter. Published and distributed two issues (7000
copies each).
3. Developed and Published strategy on Community Awareness on HAZMAT
(Annexure -III)
4. Developed conducted need based one day Workshop on “HAZMAT
Response by Traffic Police to Road Accidents Involving Dangerous Goods”
for Senior Highway Traffic Police Officers, Maharashtra State (Annex. - IV).
5. Set up the Advisory Committee.
6. Set up a Technical Consultative Group.
7. Negotiation for collaboration with Heavy Water Board at advanced stage
8. Engaged two experts on Assignment i) Mr. A.K. Gupta, Mumbai &
ii) Mr. K.M. Amanulla, Kochi (Kerala)
9. Mobilised Financial Support from :
i) M/s. HIKAL Ltd., Navi Mumbai - Second Issue of NAC Newsletter
ii) M/s. Bharat Petroleum - Agreed to sponsor two workshops
Corporation Limited, i) Maharashtra State Crisis
Mumbai Group: Half day
ii) Mumbai Suburban District Crisis
Group: 2-day
Annexure - IV (Contd…..)
10. Propagation of NAC Project
a) Made Presentations in
i) Conference on „Disaster Prevention & Management Centre' organised
by ICMA & DPM Centre at Ankleshwar, Gujarat (Aug. 13, 2002)
ii) Workshop on “Awareness in Chemical Emergency” organised by
Chembur-Mahul MARG and DISH at Mumbai (Nov. 26, 2002)
iii) National Seminar on Transportation of Hazardous Goods organised by
Loss Prevention Association of India Ltd., at Mumbai ( Feb. 25, 2003)
iv) Held 4 seminars in collaboration with British Safety Council at Mumbai
(Feb. 17, 2003), Delhi (Feb.21, 2003), Kolkata ( Feb. 27, 2003) and
Chennai ( Mar.03, 2003)
b) Letters to CIF's of all States suggesting to use the National Safety
Day/Week campaign as a vehicle for propagating Community
Awareness using APELL Model.
11. Ground work in progress for two Demonstration Projects
( Tuticorin in Tamil Nadu and Chembur in Maharashtra).
DEVELOPMENT OF SUB-CENTRES
– For implementation of NAC services in different Regions,
identify and have a plan to set up/appoint, through
agreements, NAC Sub-Centres.
– These Sub-Centres will have to be Provided with training,
standardized protocols and monitored for quality and
prices.
ORGANISATION FOR IMPLEMENTATION
NAC
Feedback, Training, Standard Protocols and
Reports Quality Controls
NAC SC-1 SC-2 SC-3 SC-4
NAC Sub-centres - Region wise
Users (APELL Stake holders)
Paying and Non-paying
MOBILIZING FINANCIAL SUPPORT
- The host organization has to set aside suitable funding for
the Project
- As getting commitment for general funding may be
difficult, selected industrial units be approached to
sponsor specific activities
- The funding which we have been able to mobilize is also
included in Annexure IV
- There should be international funding for specific
activities
CONCLUSIONS
• Based on our experience of Crisis Groups, the
conclusion is that statutory mechanisms alone are
not enough to get the desired results. Sustained
inputs are to be provided to them by way of
information, professional guidance, training and
motivation. Therefore it is critical to have a self-
sustaining, full fledged Resource Centre to provide
such services.
The ultimate goal of the NAC Project is to create such
a self sustaining and dynamic Resource Centre.
• Most of the users are non-paying. Therefore,
sustainable financial resources are required.