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

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  • 1. Pandemic Planning: Crisis Management and Business Continuity Presentation to the InfraGard Denver Members Alliance September 19, 2006 Tom Horton Director, Firm Wide Security Operations [email_address] 720/273-3100
  • 2. Agenda
    • Crisis Management Planning
    • Business Continuity Planning
    • Pandemic Planning
    • Closing Comments
  • 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 .
  • 4. Preparation Awareness Communications & Implementation Leadership Principles of Crisis Management Crisis Management
  • 5. Crisis Management Crisis Identification and Risk Management Crisis Response and Emergency Management Maintain critical business operations Recover from crisis and 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
  • 6. 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
  • 7. 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
  • 8. 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
  • 9. Local Crisis Management Team Notification/Activation Process (LCMT) HSE&Q/Security Name (TBD) (Cell) Spokesperson Name (TBD) (Cell) Cultural/Interpreter Expert Name (TBD) (Cell) Facility, Project, or Security Manager Name (TBD) (Cell ) Function Name (TBD) (Cell) Business Group President/Region Manager 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 Local Crisis Manager Name (TBD) (Cell) Emergency Assistance
  • 10. Crisis Management Support Team Full Activation Process Director, International Operations - Omur Akay OR President, Regional Operations - Bill Dehn Crisis Managers +1-720-286-4911 Tom Horton Terri Lenz-Becker Deb McKinney Chief Operating Officer Lee McIntire Firm Wide Security Ops Tom Horton Chief Executive Officer Ralph Peterson Strategic Communications John Corsi Legal Wyatt McCallie Risk Management John Rosenquist Insurance Julie Zimmerman Treasury Brian Shelton Corporate Human Resources Pete Hannan Employee Benefits Rudd Little Health, Safety, Environment & Quality VP Keith Christopher Public Relations Consultants 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 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 Corporate Travel Katie Chambers
  • 11. Industry-Wide Crisis Management Lessons Learned
    • Get it done; rather than argue about who is to blame.
    • The operational response must be effective; preparation is the key.
    • Company’s response should be within 36 hours of crisis beginning.
    • Share the solution with those who share the problem.
    • Win the communications battle by reaching out with facts & concern; employees, customers, clients, partners, subs & community.
    • Plans must be exercised to evaluate their effectiveness; plans not exercised are unproven and basically worthless.
  • 12.
    • Business Continuity Planning
  • 13. 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
  • 14. 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.
  • 15. Pandemic Planning
    • Will an Avian Flu Pandemic attack the US?
    • Where will it occur first?
  • 16. Some say it will occur in Florida first!
  • 17. Some say in California!
  • 18. Cumulative Number of Confirmed Human Cases of Avian Influenza A/(H5N1) Reported to WHO 23 August 2006
  • 19. 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
  • 20. 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
  • 21. 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
  • 22. 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
  • 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
  • 24.
    • Questions and Comments?
    • Call Tom Horton for crisis management, business continuity or Pandemic planning specifics
    • 720/273-3100

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