When the World Trade Center collapsed in the terrorist attacks of September 11, 2001, Morgan Stanley, which was headquartered in the building, made headlines with 2,687 people excluding 13 of its employees surviving. This was thanks to disaster preparedness training from Rick Rescorla, former security officer at Morgan Stanley.
Morgan Stanley’s employees have been conducting emergency drills four times a year for more than eight years, as he claims. The simulated training included not only an evacuation drill to walk down 30 floors, but also scenario drills for each situation, emergency contact system, and knowledge of the emergency meeting place.
In this case, also called the Morgan Stanley miracle, not only employees but also 250 customers were evacuated. This contrasts with the fact that, in the Sewol ferry disaster in 2014, there was hardly any emergency response training for crew members, and the opportunity to evacuate by calling passengers to the deck at the beginning of the accident was missed.
Morgan Stanley employee safety manuals and training
The Enforcement Decree of the Act on Punishment of Serious Accidents (Severe Accident Punishment Act), which was passed by the State Council last September, stipulates that employers and business managers prepare manuals to prepare for dangerous situations.
According to this, a manual for serious industrial accidents, countermeasures such as work cessation and worker evacuation, relief measures for casualties, etc., and measures to prevent additional damage should be prepared and checked at least half a year to see if measures are taken according to the manual (Article 4) No. 8).
In case of serious civil disasters, work procedures for relief measures for casualties, etc., emergency safety inspections and additional damage prevention measures such as installation of danger signs, and emergency evacuation drills in public transportation means or class 1 facilities shall be prepared and implemented (10). Article 7).
Safety manual education and training, management should support
In order for the safety manual to work effectively, it needs to be embodied through repeated education and training, as in the case of Morgan Stanley, rather than just establishing a system and documenting it. Creating and training a series of safety manuals requires additional manpower and cost input.
In fact, it is said that Morgan Stanley’s executives and staff were very opposed to the mock training, which required direct investment of time. But Rick Lescola said, “Life is more important than salary. The best way is to repeat.”
As a result, Morgan Stanley not only saved the lives of more than 3,000 employees and customers, but also activated the emergency command center immediately according to the emergency plan and resumed business in just one day. It minimized business losses and won investors’ trust and interest.
Investing in things that haven’t happened requires leadership and leadership. The same goes for safety and disaster prevention. This is why the Serious Accident Punishment Act directly imposes obligations on business owners and managers, and continues to emphasize the firm leadership of managers in establishing a safety and health management system.
Managers, employees, users, let’s actively embody
As the Enforcement Decree of the Severe Accident Punishment Act mandates the preparation of some safety manuals for countermeasures and relief measures, and puts the subject of the fulfillment of these obligations on business owners and managers, etc. seems to be
It is hoped that managers, employees, and users will all be interested in the safety manual as a priming tool and actively implement it whenever there is an opportunity, so that it can be one step closer to a safe society free from major disasters.