In modifying existing facilities, a number of meas- 

 ures may be taken to reduce the vulnerability of per- 

 sonnel and the plant to fallout radiation. These include 

 blocking windows, providing additional wall and roof 

 mass, selective use of space, and similar measures. 

 However, modifying existing space to resist blast ef- 

 fects requires very careful study, because of the cost 

 involved. 



There is much evidence that the cost of providing 

 radiation protection in new construction can compare 

 favorably with the cost of the same space without pro- 

 tection. For facilities requiring special features to 



resist blast and fire, initial costs are higher. Blast and 

 fire protection often imply underground construction, 

 however, and long-term savings may be realized 

 through lowered maintenance, heating, and ventilating 

 costs. 



As a minimum, protective construction should pro- 

 vide officially approved fallout protection for all plant 

 personnel. It is of vital importance that fallout protec- 

 tion be provided for those who might be required to 

 remain at certain locations to carry out emergency 

 functions. Since the most practical and effective shel- 

 ters are underground, emphasis should be placed upon 

 underground or partly underground construction. 



PLANNING AVAILABILITY OF SUPPORTING RESOURCES 



The major concern of the food plant manager after 

 an attack will be to get his plant back into production 

 as quickly as possible. Among all of the Nation's 

 pressing post-attack requirements, food is sure to be 

 one of the most urgent. The ability of food plants to 

 continue or resume production will be a significant 

 contribution to the recovery of their own community 

 and the Nation. 



Attention should be given to the resources necessary 

 for resumption of production. These will include raw 

 materials, water, personnel, fuel, power, equipment and 

 repair parts. The effectiveness of the plant's post- 

 attack operations will depend to a great extent ufwn the 

 ability of the management to establish reserves — even 

 stockpiling some of these resources — or to locate 

 alternate emergency sources. 



Non-perishable raw materials should be stockpiled, 

 if feasible, in any suitable storage space. In addition, 

 several sources of materials should be asked to plan 

 for early delivery in the post-attack period. Emer- 

 gency sources should be selected for their geographical 

 dispersion so as to increase the possibility that at least 

 one of them will be in operation following an attack. 



Manpower may not be a problem if a company has 

 provided good emergency protection for its employees. 

 It must be remembered, however, that there will be 



26 



^ttf 



demands for personnel to help vfith community proj- 

 ects and in other plants. This will be especially true 

 of specialists whose skills may be vitally needed by 

 the community. In any event, the food plant manager 

 must plan for carrying on production with a skeleton 

 staff, or with untrained workers. He should have in 

 mind some sources from which persormel could be 

 recruited in an emergency. If the plant is partici- 

 pating in a mutual aid association, provisions probably 

 will have been made for the interchange of personnel 

 between plants as necessary. Also consider the prob- 

 ability that working hours in some food plants will have 

 to be expanded — perhaps around the clock — to meet 

 urgent food needs. 



Emergency power is likely to be a problem. Dam- 

 age to power facilities may render many plants in- 

 o{>erative. The power companies have organized 

 interconnecting systems to provide alternate power 

 sources in an emergency. Plant managers should also 

 consider the possibility of purchasing standby gener- 

 ating equipment, which would be the best guarantee 

 of emergency power. Fuel will be urgently needed for 

 operating generators and emergency heating equip- 

 ment. There should be an adequate emergency supply 

 on hand. 



The critical nature of water in the food industry 



