Copyright 2005 by CH2M HILL, Inc. 1
Pandemic Planning: Crisis Management and Business Continuity
Presentation to the InfraGard Denver Members Alliance
September 19, 2006
Tom HortonDirector, Firm Wide Security Operations
[email protected]/273-3100
Copyright 2005 by CH2M HILL, Inc. 2
Agenda
Crisis Management Planning
Business Continuity Planning
Pandemic Planning
Closing Comments
Copyright 2005 by CH2M HILL, Inc. 3
Crisis Management Planning
Your crisis management planning should NOT be:
“A heterogeneous conglomeration of metaphorical inconsistencies!”
Your plan must be simple, detailed, exercised and current.
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Preparation
Awareness
Communications&
Implementation
Leadership
Principles of
Crisis Management
Crisis Management
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Crisis Management
Crisis Identification and
Risk Management
Crisis Response and
Emergency Management
Maintain critical business operations
Recover from crisisand
return to normal business operations
3
4
1
2
CH2M HILL
Crisis Management Process
LCMT=Lead
CMST=Support
=Element of Crisis Management
=Element of Business Continuity
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CH2M HILL Risk/Threat Assessment
• Approximately 134 US/Canada project/area offices
• Approximately 70 international project/area offices
• 18,000 employees; 2500+ int’l employees plus 500+ int’l travelers
• Crisis mgmt process applies to all levels of risk in all countries
• Details of CM process is based on risk/threat assessment
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CH2M HILL Crisis Management Planning
Crisis management is a pro-active process to identify, manage, mitigate & recover (business continuity) from serious incidents that could have an adverse impact on the company
The CH2M HILL uses a 2 team process to effectively respond to, report & manage & recover from a crisis situation
Local Crisis Management Team (LCMT) – on the scene/site
Crisis Management Support Team (CMST) – support to the LCMT from Denver/corporate headquarters
Reported through the Serious Incident Report (SIR) process
24/7 on-call Denver CMST crisis manager
A dedicated international/domestic telephone number for crisis reporting
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Why Company Crisis Management Planning is so Important
Establishes an organized process to identify, manage, mitigate & recover from a crisis
Streamlines senior leader crisis decision making
One process can handle any crisis with minor adjustments;- man-made - kidnapping, terrorist or criminal attack - natural – flood, hurricane, Avian Flu Pandemic
Allocates company assets to mitigate the crisis
Allows business operations to resume as soon as the crisis is mitigated
Protects company’s valuable assets
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LocalCrisis Management Team
Notification/Activation Process (LCMT)
HSE&Q/Security
Name (TBD)
(Cell)
HSE&Q/Security
Name (TBD)
(Cell)
Spokesperson
Name (TBD)
(Cell)
Spokesperson
Name (TBD)
(Cell)
Cultural/Interpreter Expert
Name (TBD)
(Cell)
Cultural/Interpreter Expert
Name (TBD)
(Cell)
Facility, Project, or Security Manager
Name (TBD)
(Cell))
Facility, Project, or Security Manager
Name (TBD)
(Cell))
Function
Name (TBD)
(Cell)
Function
Name (TBD)
(Cell)
Business Group President/Region Manager
Name (TBD)
(Cell)
Business Group President/Region Manager
Name (TBD)
(Cell)
Function
Name (TBD)
(Cell)
Function
Name (TBD)
(Cell)
Function
Name (TBD)
(Cell)
Function
Name (TBD)
(Cell)
The Local Crisis Management Team at a minimum must include a Crisis Manager,
HSE&Q/Security representative and Spokesperson. The remainder of the team can be designated and assigned
according to Facility or Project specifics or needs.
For International Projects it is advised that the Local Crisis Management Team include a cultural expert/interpreter and a
representative from any applicable Partnerships or Joint Ventures.
Membership can be augmented by the Crisis Management Support Team (Human Resources, Legal, etc.)
Facility or Project Reporting the Crisis
Facility or Project Reporting the Crisis
Local Crisis Manager
Name (TBD)
(Cell)
Local Crisis Manager
Name (TBD)
(Cell)
Emergency Assistance
Emergency Assistance
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Crisis Management Support TeamFull Activation Process
Director, International Operations - Omur Akay
OR
President, Regional Operations - Bill Dehn
Director, International Operations - Omur Akay
OR
President, Regional Operations - Bill Dehn
Crisis Managers
+1-720-286-4911
Tom Horton
Terri Lenz-Becker
Deb McKinney
Crisis Managers
+1-720-286-4911
Tom Horton
Terri Lenz-Becker
Deb McKinney
Chief Operating Officer
Lee McIntire
Chief Operating Officer
Lee McIntireFirm Wide Security Ops
Tom Horton
Firm Wide Security Ops
Tom Horton
Chief Executive Officer
Ralph Peterson
Chief Executive Officer
Ralph Peterson
Strategic Communications
John Corsi
Strategic Communications
John Corsi
Legal
Wyatt McCallie
Legal
Wyatt McCallie
Risk Management
John Rosenquist
Risk Management
John RosenquistInsurance
Julie Zimmerman
Insurance
Julie Zimmerman
Treasury
Brian Shelton
Treasury
Brian Shelton Corporate Human Resources
Pete Hannan
Corporate Human Resources
Pete Hannan
Employee Benefits
Rudd Little
Employee Benefits
Rudd LittleHealth, Safety,
Environment & Quality VP
Keith Christopher
Health, Safety, Environment & Quality VP
Keith Christopher
Public Relations Consultants
Public Relations Consultants
President & Group Chief Executives
Bob Card, Don Evans, Jim Ferris, Garry Higdem,
Sam Iapalucci, Alan Parker
President & Group Chief Executives
Bob Card, Don Evans, Jim Ferris, Garry Higdem,
Sam Iapalucci, Alan Parker
= Crisis Management Support Team (CMST)
= OCEO
Employee Assistance Consultants
Employee Assistance Consultants
Regional Managers, Area Office Managers, Theater Managing Directors and Business Group Presidents
are considered as members of the Local Crisis Management Team, and as such are not listed herein.
IT Support
Chuck Gunther
IT Support
Chuck Gunther
Corporate Travel
Katie Chambers
Corporate Travel
Katie Chambers
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Industry-Wide Crisis Management Lessons Learned
1. Get it done; rather than argue about who is to blame.
2. The operational response must be effective; preparation is the key.
3. Company’s response should be within 36 hours of crisis beginning.
4. Share the solution with those who share the problem.
5. Win the communications battle by reaching out with facts & concern; employees, customers, clients, partners, subs & community.
6. Plans must be exercised to evaluate their effectiveness; plans not exercised are unproven and basically worthless.
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Business Continuity Planning
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Why Company Business Continuity Planning is so Important
It’s important to:
Focus on continuation of mission-critical business processes
Develop & implement pre-planned activities
Identify business strategies to facilitate the continuation of business operations
Implement the plan to restore normal business operations
Maintains employees’ confidence & trust in their company
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Avian Flu Pandemic
What is a pandemic? – a disease outbreak that occurs over a wide geographical area that affects a large portion of the population.
Avian Flu H5N1 – a deadly flu that affects domestic & migratory birds that began in Hong Kong in 1997.
Experts predict that bird-to-bird transmission will eventually mutate into human-to-human transmission.
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Pandemic Planning
Will an Avian Flu Pandemic attack the US?
Where will it occur first?
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Some say it will occur in Florida first!
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Some say in California!
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Cumulative Number of Confirmed Human Cases of Avian Influenza A/(H5N1) Reported to WHO
23 August 2006
cases deaths cases deaths cases deaths cases deaths cases deaths
Azerbaijan 0 0 0 0 0 0 8 5 8 5
Cambodia 0 0 0 0 4 4 2 2 6 6
China 1 1 0 0 8 5 12 8 21 14
Djibouti 0 0 0 0 0 0 1 0 1 0
Egypt 0 0 0 0 0 0 14 6 14 6
Indonesia 0 0 0 0 17 11 43 35 60 46
Iraq 0 0 0 0 0 0 2 2 2 2
Thailand 0 0 17 12 5 2 2 2 24 16
Turkey 0 0 0 0 0 0 12 4 12 4
Viet Nam 3 3 29 20 61 19 0 0 93 42
Total 4 4 46 32 95 41 96 64 241 141
Total number of cases includes number of deaths.WHO reports only laboratory-confirmed cases.
2006 Total
Country
2003 2004 2005
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7 Steps in Business Pandemic Planning
I Plan for the impact on your business
II Plan for the impact on employees, clients, subs & customers
III Establish policies to be implemented during a Pandemic
IV Allocate resources to protect employees & others during a Pandemic
V Communicate & educate your employees
VI Coordinate with external organizations & your community
VII Exercise & keep your plans current
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Pandemic Business Continuity Planning
Major impacts on business during a Pandemic:- Up to 40% of employees out at any one time
- Communication systems fail- Key leaders absent for long periods of time- Offices closed voluntarily- Transportation systems disrupted or shut down- Movement of people may be restricted- Suppliers may be forced to close- Customers orders may be undeliverable- Law & order may be jeopardized- First responders may not be available- Local facilities may be non-operational; gas stations, trash removal- Local & state support may be very limited- Widespread panic may ensue
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Preventative Measures you can do Now
Prepare & exercise plans
Coordinate with local authorities
Recommend the seasonal flu vaccination
Do not handle or touch, dead or diseased birds
Wash your hands – best preventative measure
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Industry Initiatives to Prepare for a Possible Pandemic
Modify contract provisions; i.e. force majeure; how best to protect the company during a Pandemic
Develop HR policies; working from home, etc
Develop a process to identify if medical care is paid by worker’s comp or employee’s health care plan
Revise IT Disaster Recovery plan; your company must remain connected to IT service provider
Develop standard crisis management/business continuity plans
Copyright 2005 by CH2M HILL, Inc. 23
Closing Comments
Crisis management & business continuity planning is essential & a good business practice
Your company must coordinate with local agencies
Planning allows your company to keep up with or outperform your competitors
Preparedness is the key to protect people & related assets
Copyright 2005 by CH2M HILL, Inc. 24
Questions and Comments?
Call Tom Horton for crisis management, business continuity or Pandemic planning specifics
720/273-3100
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