Executive Summary

The overall objective of the PRO.D.I.G.Y project is to promote the use and adoption of AR/VR solutions to assist people with disabilities, first responders and companies during workplace emergencies in order to increase the safety of people with disabilities. In addition to the overall objective, a methodological framework will be developed to support the target group in achieving disability inclusion in their response to emergencies Plans. In particular, the framework will assist the target team to plan all planning activities needed to update and strengthen emergency planning to include persons with disabilities. This will include a series of steps required for a successful strategy.


Workplace emergencies can strike quickly and without warning, forcing people to evacuate quickly or make quick choices to protect themselves. For the millions of people with disabilities, workplace emergencies are a real challenge. Evidence shows that people with disabilities are often forgotten when companies design their emergency response plans. The inclusion of people with disabilities in workplace emergency response is essential for their safety and the realisation of their employment rights, including through combating discrimination and creating equal opportunities. In this context, the PRO.D.I.G.Y. project aims to train people with disabilities in emergency response through the use of augmented and virtual reality exercises.

The overall objective of the PRO.D.I.G.Y. project is the promotion of the use and adoption of AR/VR solutions to support people with disabilities, first responders and companies during workplace emergencies in order to increase the safety of people with disabilities. The acquired emergency preparedness training will provide people and companies with ways to prepare and protect themselves during unexpected workplace emergencies.

In addition to the overall objective, the first project result intends to provide a methodological framework to support the target group in achieving the inclusion of disability in their emergency response plans. In particular, the Workplace Emergency Preparedness Methodology provides a methodological step-by-step framework to promote workplace emergency planning with disability inclusion.

Terms and Definitions

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emergency management
overall approach to preventing emergencies and managing those that occur
Note 1 to entry: Emergency management generally utilizes a risk-management approach to prevention, preparedness, response and recovery before, during and after potentially destabilizing and/or disruptive events.
[SOURCE: ISO 22300:2018, 3.78]

emergency preparedness
measures and action taken in advance to mitigate the effects of possible destructive events
Note 1 to entry: This includes drawing up a disaster response plan.
[SOURCE: EN 15898:2011, 3.4.6]

emergency response
immediate phase in the aftermath of an event, consisting of gaining control, limiting the extent of the emergency and minimizing further damage

source of potential harm
Note 1 to entry: Hazard can be a risk source.
[SOURCE: ISO Guide 73:2009,]

incident response
actions taken to stop the causes of an imminent hazard and/or mitigate the consequences of potentially destabilizing or disruptive events and to recover to a normal situation
Note 1 to entry: Incident response is part of the emergency management process.
[SOURCE: ISO 22300:2018, 3.115]

pre-impact phase
phase of warning

restoration and improvement, where appropriate, of operations, facilities, collections (3.3), livelihoods or living conditions of affected organizations, including efforts to reduce risk factors
[SOURCE: ISO 22300:2018, 3.187, modified — The term “collections” has been added.]

activity undertaken to determine the suitability, adequacy and effectiveness of a subject matter to achieve established objectives
[SOURCE: ISO Guide 73:2009,]

effect of uncertainty on objectives
Note 1 to entry: An effect is a deviation from the expected — positive and/or negative.
Note 2 to entry: Objectives can have different aspects (such as financial, health and safety, and environmental goals) and can apply at different levels (such as strategic, organization-wide, project, product and process).
Note 3 to entry: Risk is often characterized by reference to potential events and consequences or a combination of these.
Note 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including changes in circumstances) and the associated likelihood of occurrence.
Note 5 to entry: Uncertainty is the state, even partial, of deficiency of information related to, understanding or knowledge of an event, its consequence, or likelihood.
[SOURCE: ISO Guide 73:2009, 1.1]

risk assessment
overall process of risk identification, risk analysis and risk evaluation
[SOURCE: ISO Guide 73:2009, 3.4.1]

risk management
coordinated activities to direct and control an organization in regard to risk
[SOURCE: ISO Guide 73:2009, 2.1.1]

risk management plan
scheme within the risk management framework specifying the approach, the management components and resources to be applied to the management of risk
[SOURCE: ISO Guide 73:2009, 2.1.3]

part of public warning (3.183) that provides essential information (3.116) to people at risk (3.166) regarding the decisions and actions necessary to cope with an emergency (3.77) situation

activities, programmes, and systems developed and implemented prior to an incident that can be used to support and enhance prevention, protection from, mitigation of, response to and recovery from disruptions, emergencies or disasters

measures that enable an organization (3.158) to avoid, preclude or limit the impact (3.107) of an undesirable event (3.268) or potential disruption (3.70)

prioritized activity
activity (3.1) to which priority is given following an incident (3.111) in order to mitigate impacts (3.107)
Note 1 to entry: Terms commonly used to describe these activities include critical, essential, vital, urgent and key.

unstable condition involving an impending abrupt or significant change that requires urgent attention and action to protect life, assets (3.10), property or the environment

crisis management
holistic management (3.135)process (3.180) that identifies potential impacts (3.107) that threaten an organization (3.158) and provides a framework for building resilience (3.192), with the capability for an effective response that safeguards the interests of the organization’s key interested parties (3.124), reputation, brand and value-creating activities (3.1), as well as effectively restoring operational capabilities

crisis management team
group of individuals functionally responsible for directing the development and execution of the response and operational continuity (3.49) plan, declaring an operational disruption (3.70) or emergency (3.77)/crisis (3.59) situation, and providing direction during the recovery (3.187)process (3.180), both pre-and post-disruptive incident (3.111)
Note 1 to entry: The crisis management team (3.61) can include individuals from the organization (3.158) as well as immediate and first responders and interested parties (3.124)

process (3.180) to train for, assess, practise and improve performance (3.167) in an organization (3.158)
Note 1 to entry: Exercises can be used for validating policies, plans, procedures (3.179), training (3.265), equipment, and inter-organizational agreements; clarifying and training personnel (3.169) in roles and responsibilities; improving inter-organizational coordination (3.52) and communications; identifying gaps in resources (3.193); improving individual performance and identifying opportunities for improvement; and a controlled opportunity to practise improvisation.


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