CONCEPTUAL FRAMEWORK FOR CONDUCT OF ONBOARD STAFF IN THE EVENT OF DISASTER

In the event of disaster, the on board staff such as RPF personnel, TTEs, Catering Staff, C&W staff, AC
attendants, Safaiwalas, Guard, Driver/Asst. Driver are termed as the Immediate Respondents. But,
unfortunately these are the staff (in general) who are less educated / illiterate lot of our Railway system. So,
providing adequate training to Immediate Respondents is an important part of Disaster Management. A
framework (ref. Fig. 1) has been developed at STC / SBC that can be used as a guideline for training these
employees.

Detection
During the course of a train journey, in the event of a disaster, the train comes to a halt with some sort of heavy
sound / knock. All the travellers including the onboard staff are subjected to shock and it takes some time to
come back to their senses. Then the onboard staff get down from their coaches and look for the reasons for the
sudden stoppage of train. By discussing the situation with his co-employees, he will detect the situation in which
they are in i.e the onboard employees will come to an agreement that a disaster is occurred.
Reaction
Depending on the gravity of situation, the initial reactions are panic and shock. Detection and Reaction are the
two processes that get initiated by the onboard staff which will continue for some time till they have the full
understanding of the situation in which they are in. Then, they start recover from the shock by discussing the
situation with their colleagues.
Assessment
After recovering from the shock to some extent, the onboard staff must try to assess the situation. It means that
they have to decide what exactly they can do by performing their duties (that are allotted to them in event of
disasters in railways) to ease the situation.

Communication and Action

After assessing the situation, they must communicate with each other about the work they are going do in the
accident spot. There should not be any confusion among them in identifying their roles. Once the roles are
identified, then the onboard staffs jump into action to perform their prescribed duties. Sometimes, depending on
the situation in the accident spot, communication and performing of duties take place simultaneously.
INTRODUCTION TO DISASTER MANAGEMENT
What is meant by disaster?
An accident or an incident that would result in huge loss of human lives, animals and property.
Eg.

Earthquake, Floods, Cyclones, Drought and Epidemic diseases etc.,

As far as Railway is concerned, major accident involving passenger trains resulting in loss of human lives or
grievous injury and affecting/ dislocating the train services and causing damage to the goods, rolling stock and
interruption to through traffic if lasting more than 24 hours.
What is Disaster Management?
Disaster Management is the art of functioning under conditions of extreme difficulty. It is the ability to take cool
rational decisions in a crisis situation filled with tension and even danger. It is the ability to function effectively
when all known chains of command have been broken and when even channels of communication have failed. In
short, it is the ability to function in chaos.
The Railway is a highly structured organisation with a clear chain of command, effective communication channels
and a time-tested pattern of working. During accidents, however, almost all these break down. It is in this
situation that cool and clear thinking is necessary and decisions have to be taken quickly and effectively.

COMMUNICATION IN THE EVENT OF DISASTERS

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In case of communications remaining unaffected after the occurrence of an accident the information to
be conveyed by the Guard of the train to the control would reach all concerned through normal channels.
However, in case of break-down of communications, the Station Master of the nearest stations should book a
lightning DOT call from the nearest point, even if it is a private household, duly reimbursing immediately or
subsequently the owner of the premises from which a call is made, the approximate charges. Similarly, whatever
information is gathered by Station Masters on either side of the affected line regarding the disruption to traffic,
should also be passed on to control office by booking lightning or immediate or urgent trunk calls depending on
the gravity of the situation.
In case even DOT phone is not available, the official concerned should hire a vehicle to pass on the message to
the nearest spot from which communication to the control can be established.
The TCI/S.I of the section, immediately on hearing the news of the major accident involving a passenger carrying
train should contact the local telephone department officials to alert them to provide STD facilities at short notice
at the nearest DOT phone from which contact can be established by the control office with the accident site.
The Station Supdt. Of the nearest junction station should immediately depute the next in command available at
the station to take over supervisory duties of maintaining liaison with control and with accident spot and should
move to the spot with the available material & staff. He should also alert the nearest police and Revenue Officials
and Hospital in case of accidents involving passenger carrying trains. Depending on the gravity of the situation,
the station Supdt/Station Master should try to establish direct contact with senior district officials such as District
Magistrate, Supdt., of Police etc., apart from conveying information from the nearest Police Station.
The first information reaching from the Guard or from the Station Master on either side should as far as possible
be given on the following lines.

a. Time

b. Location, gauge, single/double/quadruple line signalling system, midsection, at station,

kilometerage, grade, traction.
c. Train/Trains involved- whether Mail/ Express/ Passenger/ Goods/Mixed/ Pilot etc.
d. Type of goods stock involved i.e. whether tank wagons, BOX, BOX`N type etc.,
e. Nature of accident namely collision, derailment, averted collision or level crossing
(manned/unmanned)
f) Causalities/injuries (Grievous, simple, trivial) prima-facie information etc.,

Communication AT VARIOUS LEVELS

One of the most vital requirements at an accident site is communication. The smooth functioning of internal and
external communication net works is essential for effective management of a disaster.
a) Internal:
The railways fortunately have their internal telephone and microwave net work which is a reliable means. This will
enable free flow of emergency information between top management and the lower rank supervisors.
b) External:
This has to be handled with foresight imagination and care. If the situation is grave, the Chief Executive should
talk to the press.
Communication during a crisis should be prompt, precise and effective.
Crisis Communication:
Communication during a crisis should be
i) Organised: It must be calm and organised. There should not be slightest limit towards panic,
ii) Timely: It must be timely so that emotions are kept under control.
iii) Meet deadlines of broadcast: It must meet the deadlines of broadcasts and publication as the media will in any
case flash the story with or without the corporate view point.
Crisis communication strategy:
1 Organisation should plan a crisis communication strategy well before the occurrence of the crisis.
2. The crisis communication strategy should contain the following policy guidelines.
1. Who is responsible?
Local management which usually has all the details about the crisis should quickly inform top corporate and
public relation management. an experienced public relations man who know the media needs and how to respond
to it be given the job if a PR official is not at the scene of the crisis local management must undertake the
responsibility for informing the press.
2. Controlled communication:
Give the public most complete and accurate information as possible. The management and PR men should decide
who should be the spoke person. If possible, he should be the only person disseminating the information.
3. When to communicate:
As soon as the news of the disaster is received, the media should be informed. However, If the employees or
members of the public are injured or killed the names of the victims should not be divulged to the press until the
families are informed first. Management should avoid the predicament of family members learning from TV or
radio about the kith and kin involved in an accident.
4. What and how to communicate:

Sufficient and timely dissemination of information may avoid rumours. If the case and detail of the accident
cannot be determined immediately it would be appropriate to tell the press that the details are not yet available.
5. Emergency supplies:
Adequate medical supplies should be located in an area that is structurally sound and easily accessible.
6. Speed:
The speed at which the relief is provided and information is conveyed is of utmost importance in a crisis.
7. Media needs to be met
Media needs have to be appreciated and met
8. Dynamism and innovation:
The staff engaged in relief operation to be dynamic and innovative. This is essential as each disaster is different
from the other in magnitude and problem, posed.
9. unified chain of command.
This has to be set up at the earliest giving due consideration to the availability of senior officer at site,
communication facilities on hand and the nature of relief required. Multiplicity or orders for dealing with the same
situation have to be avoided at all costs, as this leads to confusion and unproductive work.

THE CONCEPT OF 8 STEPS IN COMMUNICATION

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DEVELOP AN IDEA
Step 1 is to develop an idea that the sender wishes to transmit. This is the key step, because unless there is a
worthwhile message, all the other steps are somewhat useless. This step is represented by the sign, sometimes
seen on office or factory walls, that reads, " Be sure brain is engaged before putting mouth in gear."
ENCODE
Step 2 is to encode the idea into suitable words, charts, or other symbols for transmission.
TRANSMIT
When the message finally is developed, step 3 is to transmit it by the method chosen, such as by memo, phone
call, or personal visit.
RECEIVE
Transmission allows another person to receive a message, which is step 4. In this step the initiative transfers to
receivers, who tune to receive the message.
DECODE
Step 5 is to decode the message so that it can be understood. The sender wants the receiver to understand the
message exactly as it was sent.
ACCEPT
Once the receivers have obtained and decoded a message, they have the opportunity to accept or reject it.
USE
Step 7 in the communication process is for the receiver to use the information.
PROVIDE FEEDBACK
When the receiver acknowledges the message and responds to the sender, feedback has occurred. Feedback
completes the communication loop.

HOW TO COMMUNICATE UNDER STRESS

1. BE EXTRA CLEAR ABOUT GIVING INFORMATION

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2. SPEAK FAIRLY SLOWLY

3. USE SHORT SENTENCES.
4. CHECK MESSAGE IS UNDERSTOOD ( GET IT REPEATED)
5. WRITE THINGS DOWN IF P0SSIBLE
6. DO NOT SHOUT
7. LOWER YOUR VOICE PITCH SLGHTLY
8. IF FACE-TO-FACE LOOK AT THE PERSON YOU ARE SPEAKING.
9. BREATHE IN-COUNT TO TWO-BREATHE OUT-CONTINUE.

COMMUNICATION BARRIERS

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Even when the receiver receives the message and makes a genuine effort to decode it, a number of interferences
may limit the receiver's understanding. These obstacles act as barriers to communication, and they may entirely
prevent a communication. , filter part of it out, or give it incorrect meaning. Three types of barriers are personal,
physical and semantic.
PERSONAL BARRIERS:
Personal barriers are communication interferences that arise from human emotions, values and poor listening
habits. They may also stem from differences in education, race, sex, socioeconomic status, and other factors.
Personal barriers are a common occurrence in work situations. We all have experienced how our personal feelings
can limit our communication with other people, and these situations happen at work just as they do in private
life.
Personal barriers often involve a psychological distance - a feeling of being emotionally separated - between
people that is similar to actual physical distance.
Our emotions act as filters in nearly all our communications. We see and hear what we are emotionally "tuned" to
see and hear, and so communication cannot be separated from our personality. We communicate our
interpretation of reality instead of reality itself. Someone has said, "No matter what you say a thing is, it isn't,"
meaning that the sender is merely giving an emotionally filtered perception of it. Under these conditions, when
the sender's and receiver's perception are reasonably close together, their communication will be more effective.
PHYSICAL BARRIERS:
Physical barriers are communication interferences that occur in the environment in which the communication
takes place. A typical physical barrier is a sudden distracting noise that temporarily drowns out a voice message.
Other physical barriers include distances between people, walls or static that interferes with radio messages.
People frequently recognize when physical interference occurs and try to compensate for it.
For example, physical barriers can be converted into positive forces through ecological control, in which the
surroundings are altered by the sender so as to influence the receiver's feelings and behaviour. Moderate tidiness,
open desk placement, a reasonable amount of status symbols, plants and wall decorations may all affect a
visitor's perceptions.
SEMANTIC BARRIERS:
Semantics is the science of meaning, as contrasted with phonetics, the science of sounds. Nearly all
communication is symbolic; that is, it is achieved using symbols (words, pictures, and actions) that suggest
certain meanings. These symbols are merely a map that describes a territory, but they are not the real territory
itself; hence they must be decoded and interpreted by the receiver. Before we introduce the three types of
symbols, however, an additional form of barrier deserves mention.
Semantic barriers arise from limitations in the symbols with which we communicate. Symbols usually have a
variety of meanings, and we have to choose one meaning from many. Sometimes we choose the wrong meaning
and misunderstanding occurs. An illustration is the railroad engineer at the beginning of this chapter. He
misunderstood what the slang phrase "hell of a job' meant, and so he became emotional. In this instance a
semantic barrier also led to an emotional barrier, and further communication was blocked.

Exercise 1

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( Print this message and distribute it to the groups of participants. The groups are asked to find out the hidden
message). Then the trainer presents the answer.
FIND THE HIDDEN MESSAGE
" Stna klat without gniyas a drow! Did you know that when stna touch each other with their eannetna, it is one
way they klat or etacinummoc?"
Answer:
"Ants talk without saying a word! Did you know that when ants touch other with their antennae, it is one way
they talk or communicate?"

Exercise 2

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(PRINT THE FOLLWING PARA AND DISTRIBUTE TO THE GROUPS OF TRAINEES TO WRITE IN A SIMPLE WAY TO
CONVEY THE RIGHT MEANING. AT THE END, THE TRAINER PRESENTS THE RIGHT ANSWER.)
HOW DO YOU COMMUNICATE THE FOLLOWING IN
A SIMPLE WAY?
There is a remote possibility that in the future there may be somewhat more jobs available. It is estimated that
quite a lot of the improvement may be attributed to some of the more important industries and trades which
normally become increasingly more active with the onset of warmer weather. In other words, it will be due mainly
to the seasonal factors that always cause the overall basis of the rise and fall in the nation's economic activity,
and even though there has been no noticeable strengthening of basic conditions, the general business situation is
by far considerably better than most of the pessimistic economic forecasters have expected. According to
extensive records compiled by the Bureau of Labour Statistics, the unemployment total in April was substantially
below the 4 million mark reached during March and the recent trend of applicants for jobless benefits suggests
that the total of national unemployment is possibly now somewhat below 3 million employable persons who are
available for work.
ANSWER WE HAVE TO COMMUNICATE THIS WAY!
The job picture looks brighter. Many of our industries increase production at this time of the year. The Bureau of
Labour Statistics reports that national unemployment dropped from 4 million in March to less than 3 million in
April.

Exercise 3

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RUMOUR CLINIC - A COMMUNICATIONS EXPERIMENT

AIM
To illustrate distortions which may occur in transmission of information from an original source through several
individuals to a final destination.
GROUP SIZE
Unlimited. There should be a minimum of eight participants.
TIME REQUIRED
Thirty minutes.
MATERIALS
1. Copies of the Rumour clinic observation form for process observers.

2. Flipchart paper and a felt-tipped marker.

PHYSICAL SETTING
1. A meeting room. All observers are seated facing an area where the Rumour Clinic is staged.
2. A separate room in which volunteers can be isolated.
PROCESS
Stage 1
The facilitator asks for six volunteers ( the rest of the group remains to act as process observers).
Stage 2
Five of the six volunteers are asked to go into the isolation room. One remains in the meeting room with the
facilitator and the observers.
Stage 3
The facilitator distributes Rumour Clinic Observation Forms to the observers, who are to take notes on the
proceedings.
Stage 4
The facilitator then reads the 'accident report' on the observation form to the single volunteer who is with the
observers in the meeting room. The volunteer may not take notes on the report.
Stage 5
The facilitator asks a volunteer in the isolation room to return. The first volunteer repeats the ' accident report' to
the volunteer from the isolation room. It is important that the volunteers transmit the message in their own way,
without help. After passing the message the volunteer can be given an observation sheet and sits in with the
observers to watch the remaining volunteers passing the message.
Stage 6
Another volunteer returns from the isolation room, and the second repeats the 'accident report'. It is important
that the volunteers transmit the message in their own way, without help.
Stage 7
The process is repeated until all the volunteers but the last have had the message transmitted to them.
Stage 8
Then the last volunteer returns to the room. This volunteer is told to assume the role of a police-officer. The fifth
participant repeats the 'accident report' to the police-officer. Afterwards, the police-officer writes the message on
flipchart paper so the group can read it.
Stage 9
The facilitator then posts the original message (previously prepared on flipchart paper) so it can be compared
with the police-officer's version.
Stage 10
Observers are asked to report their notes. Volunteers then discuss their experience. The facilitator leads a
discussion with the entire group on implications of the Rumour clinic.
VARIATIONS
I. The succession of messages can be recorded (either audio or video ) for replay during the processing.
II. The message can be rewritten to be more pertinent to the particular group.
III. The entire group can be used as conveyers of messages (no observers are used). Groups of six are formed,
and five persons from each group are sent to the isolation room. The facilitator reads the message to the
remaining participants. One member from each group is brought back into the meeting room as the same time to
receive the message. The final members simultaneously write the message for all to see.

RUMOUR CLINIC OBSERVATION FORM

ACCIDENT REPORT
"I cannot wait to report this accident to the police. I must get to the hospital as soon as possible.
The delivery truck, heading south, was turning right at the junction when the sports car, heading north, was
attempting to turn left. When they saw that they were turning into the same lane, they both honked their horns
but continued to turn without slowing down. In fact, the sports car seemed to be accelerating just before the
crash. "
VOLUNTEER

ADDITIONS

DELETIONS

DISTORTIONS

1
2
3
4
5
6 Police-officer

NONVERBAL COMMUNICATION

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The opposite end of the continuum from the tangible, often sophisticated communication media and technology is
nonverbal communication. Although verbal communication has long been recognized as being important,
nonverbal communication is being given increased attention in the study of communication. Sometimes called the
"silent language," nonverbal communication can be defined as "nonword human responses (such as gestures,
facial expressions) and the perceived characteristics of the environment through which the human verbal and
nonverbal messages are transmitted." Thus, whether a person says something or, equally important, does not
say anything, communication still can take place.
Body Language and Paralanguage
There are many forms of nonverbal communication. Probably the most widely recognized is body language. Body
movements convey meanings and messages. This form of communication includes facial expressions and what
people do with their eyes, feet, hands and posture. For example, good salespeople, advertisers, and even poker
players capitalize on their knowledge of people's eyes.
Improving Nonverbal Effectiveness
The study of those with high emotional intelligence, or EI reveals that one of the key characteristics of these
successful, effective people is their ability to read the nonverbal cues and react accordingly in a social situation.
Although EI is developed over time, as with other forms of communication, there are specific guidelines that can
be used to increase the accuracy of interpreting others' nonverbal behaviour. Here are some specific suggestions
to improve nonverbal communication:
1. Look at what is happening in the situation. When nonverbal behaviour is an emotional response, it reflects
what is going on at the moment and can be used to better understand the person's nonverbal behaviour.
2. Consider the discrepancies between the nonverbal behaviour and the verbal statements. If there is a
mismatch, then this should be a signal for closer examination of what is going on. Sometimes the nonverbal signs
are more accurate than the verbal ones.
3. Watch for subtleties in the nonverbal behaviour. For example the difference between a real smile and a fake
one can usually be detected.
CONDUCT OF RAILWAY SERVANTS

In the event of disaster :

All staff whether on duty or off duty should offer their services in relief and rescue
operation. Failure on the part of staff to involve themselves in rescue operation is
treatedas dereliction of duty.

All queries from public to be answered politely.

Unnecessary panic and confusion should be avoided.

Utmost sympathy to be shown to the affected people.

Reassure the causalities.

Give solace to the kith and kin of the dead/injured people.

Maintain utmost restraint in dealing with public criticism.

Any information related to causalities should be given to public only by the officer-incharge of the relief operation and not by the on board staff.

Cause of accident should not be discussed before the public.

The Railway staff involved in relief operation should take a cool stand, even if
derogatory remarks are passed against the administration by the agitated public.

The Medical Relief/ Break down Special should be moved by the depot officials within
the target time prescribed.

Do not exploit stranded passengers taking advantage of the situation.

Do not leave the accident site without permission.

DUTIES OF ONBOARD STAFF

DUTIES OF RPF:

1.

Survey accident spot and assess deployment.

2.

Render First Aid.

3.

Control the Crowd by spreading ropes and erecting poles.

4.

Use Fire-Extinguishers, if necessary.

5.

Assist extrication of trapped and injured

6.

Shift victims to MRV/Ambulance and assist Medical efforts.

7.

Segregate and protect unclaimed passenger luggage along with the Commercial
Branch.

8.

Protect the spot of derailment and material evidences. No tampering be allowed.

9.

Set-up tent-camp and establish communication to DSCR .

10. Assistance of Doctor Passengers, Volunteers, and experts may be taken if possible.
11. Photograph the scene

12. Assist Site Manager and co-ordinate his efforts

13. Note down details of accident, causality, injured etc and convey to DSCR
14. Protect dead bodies till disposal from the site
15. Co-ordinate with senior most Police officers at the site for Police clearance.
16. Provide security for stranded passengers and take care of the luggage of the
dead/injured passengers.

17. Provide security for VIP visit, CRS inspections.

18. Carry out initial investigation in co-ordination with civil authorities in sabotage cases.
DUTIES OF TRAIN SUPERINTENDENT/TRAVELLING TICKET EXAMINER.
1. Ascertain if any doctor is travelling by seeing the reservation chart/making verbal enquiries and arrange
for first aid to the passengers.
2.

Prepare list of dead and injured. If doctor is available, the list should be classified as DEAD, GRIEVOUS
INJURY, SIMPLE INJURY etc.,

3.

Details of the dead and injured should be obtained from the reservation chart, ticket held ( to
and fro) or co-passengers.
4.

Assistance of the police travelling in the train also to be obtained for identification.
5.

The following details should be collected:

Tickets of the passengers travelling (to and fro)

Ticket numbers class
Coach number and its position from the engine
Address of the passengers
Nature of injury (Simple, grievous)
Custody of luggage and other belonging, in case of injury, this should be kept by the TTE and in

case of death it should be handed over to the GRP with

full details and ack.obtained.

6.

Keep record evidence of passengers with full particulars. If some passengers are willing to give evidence
later on, their names and address also should be recorded.

7.

Keep record of the number of dead and injured (simple grievous) if they are already transported by local
people to the nearest hospital before the Railway doctor had arrived.
8.

9.

Assess the situation and report the details of the accident to the Railway Control Office.

Advise the control about the magnitude of medical/relief/rescue / restoration assistance required at the
accident site.
10. Distribute work to different on board Railway staff as best as possible manner under the prevailing
circumstances.
11. Make use of medical doctors and the volunteers available on-board for providing medical relief.
12

Ensure that message regarding number of dead and injured is relayed to the control office.

13. Ensure that suitable communication facility is provided to the stranded passengers to speak to their
relatives.
14.

Provide leadership to the local NGO/ Villagers/Others who come forward for rescue operation.
15.

Take steps to safeguard the luggage of dead and injured.

DUTIES OF GUARD.
On occurrence of an accident to his train the Guard of the train shall immediately.
1. Note the time of accident.
2. Arrange to protect the train as per rules in force duly taking the assistance of any qualified staff.
Such as Asst. Guard, Asst. Drivers/Dsl. Asst. Gangman, gatemen etc.,
3. Make a quick survey of the damages and causalities and the assistances required.
4. Send the first information of accident to the control and to the nearest station master furnishing the
following information. The portable telephone when available shall immediately be used for this purpose.
a)

h)

Time of accident
b) Kilometre
c)
Medical van required or not
d) The need for ART with or without crane
e) Whether adjacent line clear or not
f)
Any damage to rolling stock
g)
No.of dead and injured after proper investigation.
He shall also intimate if OHE masts are damaged giving details of damages.

5. On the double line sections, a train passing on the other line should be stopped and the driver and
guard given intimation about the accident.
6.
Render first aid to any persons injured obtaining assistance of the railway staff, doctors and /or
volunteers on the train or near the site of accident and arrange to send the information to the nearest
hospital.

7.

Take necessary action as prescribed by the rules and instructions in force.

8.

Take following action in case of suspected sabotage.

a. Carefully examine the track with responsible staff/passenger and record the result of examination.

b. Preserve all clues and arrange to protect the area till the civil and police official arrive.
9.

Do not leave the spot till permitted to do so by the competent authority

DUTIES OF DRIVERS.
On occurrence of an accident to a train, the crew shall
a)

Note the time of accident , KM, Loco numbers, and Last vehicle.

b) Arrange to put on the flasher light and protect the adjacent line/lines/occupied line in accordance with
the rules in force.
c)

Light the fuser where necessary.

d) Take such technical precautions as may be necessary or as prescribed by special

render the locomotives safe and

instructions

e) When message cannot be communicated through the control or other

engine taking all precautions to convey the message to the next station.

he shall detach the

means

to

f) Render all possible assistance to the Guard particularly in rendering first aid and in the assessment of
damage to the rolling stock and or locomotive and the nature of assistance required.
g)

Render all possible help in running special relief train, out of coaches which are

h)

Preserve all clues and evidences of possible cause of the accident.

i)

Perform

the

duties

of

Guard

when

he

is

unable

to

still safe.

perform

his

duty.

DUTIES OF AC ATTENDANTS
1.
2.

Switch of the AC machine to avoid first hazard.

Ensure that all precautions were taken to prevent any problem arising out of short circuit
consequent to the accident.

3.

Locate the doctors / other railway servants travelling in the AC coaches.

4.

Render assistance in extricating the trapped passengers.

5.

Assist in rendering first aid and transporting injured passenger.

6.

Supply food and drinking water to the affected passengers.

7.

Render communication assistance to the needy passengers in contacting their kith and kin.

8.

Break open AC windows whenever required for providing escape route to the passengers.

9.

Collect and use linen items in their custody for covering dead bodies and helping injured
passengers.

10.

Assist passengers by protecting their luggages.

11.

Assist ladies, children and the injured.

12.

Take orders from the team leader in saving human lives and other related efforts allotted to them.

13. Collect all bed sheets and other linen items in his custody and use them for covering dead bodies
and helping the injured persons.
DUTIES OF C&W ENGINEERS.
1. Take special note of the exact time of and other important details connected with the accident.
2. Protect the accident site and the adjacent line.
3. Save the lives and alleviate sufferings, provide succour and help to the other passengers.
4.
5.

Preserve all clues leading to accident, till the officer in charge arrives the spot.

Check and locate the fire extinguishers, emergency windows and also help in breaking window glasses
so as to provide escape to entrapped passengers.
6.

Render first aid to the injured.

DUTIES OF SAFAIWALAS:

3.
4.

2.

Render help in saving life and property.

Assist in rendering first aid and transporting the injured passengers.

Obtain and comply instructions from the team leader for rescue related work.

Assist the team leader in conveying the messages to different agencies for the rescue related
work
7.

Ensure safe custody of dead bodies as per instructions of team leader/ doctors.
8.
9.

10.

Keep the carriages clean of blood stains.

Assist the staff of other departments in carrying out relief/rescue operation.

5.
6.

1.

Help in maintaining sanitation and hygienic at accident site.

Help in providing water, tea and refreshment to the injured passengers.

Check and locate the fire extinguishers, emergency windows and also help in breaking window
glasses so
as to provide escape to entrapped passengers.
DUTIES OF CATERING STAFF.

1.

Provide food and drinking water to the affected passengers (both injured/uninjured).
2.

Render assistance in extracting the trapped passengers.

3.
4.

Render first aid to the injured people

Assist the staff of other department in carrying out their relief/rescue operation.
5.

Ensure the fire extinguisher are available and are in working condition.
6.

Take all preventive measures to avoid any fire hazards in the train.