emergency by organizations such as the American Red 

 Cross, the Salvation Army, and many other groups. 



The company welfare program can be coordinated 

 with the community welfare program and those of 

 neighboring plants. A close working relationship be- 

 tween these groups will not only enhance the training 



program for welfare workers but will also allow better 

 service to employees of all companies concerned and 

 the citizens of the community in event of an emergency. 

 It is clear that a plant welfare program will not only 

 serve to save the lives of employees, but will go far in 

 building and maintaining an exceptionally high level 

 of morale in the plant workforce. 



ANTI-PANIC PRECAUTIONS 



•*??'■ 



A company that plans only for the physical well- 

 being of its employees in an emergency is doing only 

 half the job. There should also be a positive, orga- 

 nized program for preventing or suppressing panic and 

 hysteria while people are moving to shelters and during 

 shelter occupancy. 



Panic and hysteria feed upon the unknown and are 

 sustained by ineffective or uncertain leadership. It is 

 of basic importance that everyone understands the 

 risks and the responsibilities individual citizens must 

 assume so that they will survive and recover. The first 

 step in the prevention of panic is a workable company 

 emergency plan and enough trained leaders to put the 

 plan into operation. The ability of the emergency 

 services to perform their duties quickly and efficiently 

 will automatically create a cooperative, orderly re- 

 sponse from other employees. 



Crisp, firm and understanding leadership when the 

 warning sounds, during the shut-down processes and 



orderly movement of employees to shelter, and in the 

 shelter, will tend to minimize the threat of panic. First 

 aid, medical and police personnel should be schooled 

 in tactics that will suppress hysteria whenever it arises. 



Plans for preventing panic should begin long before 

 the warning sounds. Begin immediately with a com- 

 prehensive indoctrination program to inform and edu- 

 cate aD employees on what to expect in the event of 

 attack. A thorough understanding of the threat, pro- 

 tective measures which have been taken by the plant's 

 emergency organizations, and protective measures 

 which each individual can take for himself both at 

 work and at home will dispel many of the fears and 

 doubts which otherwise may be expected to arise in a 

 civil defense emergency. 



Fe£tr for their own safety is one of two thoughts 

 uppermost in everyone's mind in an emergency. The 

 other is concern for the safety of their families. Ac- 

 tion by the company to inform and educate employees 

 regarding the local civil defense plan and how it is 

 designed to protect employees' families, together with 

 steps which employees should take to prepare their 

 families and homes for survival, will be vital in elimi- 

 nating fear and preventing panic. Insofar as possible, 

 plans should be made for emergency communication 

 with shelter areas housing employees' families. Every 

 possible effort should be made to give confined em- 

 ployees upto-date information on the welfare of their 

 own families and the general situation outside the 

 company's shelters. 



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