Establishment and Operation of National APELL Centre in NSC, India

1. ESTABLISHMENT AND OPERATION OF NATIONAL APELL CENTRE IN NSC, INDIA K.C. GUPTA DIRECTOR GENERAL, NSC & DIRECTOR, NAC

2. 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

3. 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)

4. 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.

5. 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.

6. 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.

7. 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

8. 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)

9. 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.

10. THE PROPOSED ORGANISATION CHART FOR DEVELOPING NAC SERVICES UNEP DTIE Feedback, Reports &Seeking Information International Inputs HOST ORGANISATION Advisory Committee NAC Collaborator -1 Collaborator -2 NAC Services/ Activities Outputs Policy &Resource Mobilisation NSC Activity SpecificAdhoc Groups TechnicalConsultativeGroup E-2 E-3 E-4 E-1 Experts on Assignment

11. 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

12. 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)

13. 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.

14. 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.

15. 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.

16. 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.

17. 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.

18. 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.

19. 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.

20. 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

21. 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.

22. 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

23. 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

24. 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).

25. 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.

26. ORGANISATION FOR IMPLEMENTATION HOST ORGANISATION NAC NSC Feedback,Reports Training, Standard Protocols and Quality Controls Direct Implement NAC SC-2 SC-3 SC-4 SC-1 NAC Sub-centres - Region wise Users (APELL Stake holders) Paying and Non-paying

27. 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

28. 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.