Denver IMA Quarterly Meeting 19Sep06 - Presentation Horton, Tom

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


Agenda

Crisis Management Planning

Business Continuity Planning

Pandemic Planning

Closing Comments


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.


Preparation

Awareness

Communications&

Implementation

Leadership

Principles of

Crisis Management

Crisis Management


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


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


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


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


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


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


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.


Business Continuity Planning


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


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.


Pandemic Planning

Will an Avian Flu Pandemic attack the US?

Where will it occur first?


Some say it will occur in Florida first!


Some say in California!


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


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


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


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


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


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


Questions and Comments?

Call Tom Horton for crisis management, business continuity or Pandemic planning specifics

720/273-3100

Denver IMA Quarterly Meeting 19Sep06 - Presentation Horton, Tom

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Transcript of Denver IMA Quarterly Meeting 19Sep06 - Presentation Horton, Tom