The first Belgian bank, BNP Paribas Fortis, reacted swiftly to the Brussels terror attacks of March 22, 2016. On the day of the attacks, the bank activated its Crisis Committee and took immediate security measures, such as enhancing security at buildings, closing two locations, and stopping all staff travel. It also prepared employees to work from home. The following day, the bank extended security measures and communicated regularly with staff, stakeholders, and the public. The crisis tested the bank's resilience and highlighted the importance of having a crisis management plan and organization in place to respond effectively to unexpected events.

1. How did the first Belgian bank react to the
Brussels Terror Attack of March 22 ?
Speaker: Marc Decaffmeyer
Head of Business Continuity Management
BNP Paribas Fortis - Belgium

2. Agenda
1. Debriefing Brussels Terror Attacks March 22, 2016
1. Facts
2. First governmental measures
3. Actions taken on Tuesday March 22
4. Actions taken on Wednesday March 23
5. Why was this crisis exceptional ?
6. Lessons learned
7. Conclusions
2. And during that time …
3. Be more vigilant …
4. Q&A
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3. A BELGIAN BANK WITH INTERNATIONAL REACH
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4. 1. Facts
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5. 7.58 AM
Two bombs at Brussels airport
1. Facts
9.11 AM
Bomb in Metro station “Maelbeek”
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6. • Threat level 4 for the whole country
• Some railway stations closed
• Emergency Plan for hospitals is activated
• Metro, pre-metro stopped and metro station closed
• The whole population of Brussels is invited
to stay inside the buildings or at home
• Thalys and Eurostar circulation is interrupted at the France boundary
• Nuclear sites received additional protections
• Federal Crisis Center asked to all enterprises to keep their employees inside
• Extra Security ensured by Police (which has been reinforced by the army)
• Be vigilant, “if you see something, tell something”
• ...
2. Governmental first measures
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7. 3. Actions taken by the bank on March 22 (1/2)
ACTIVATION of the Bank Crisis Committee (BCC)
 Key actors = BCC members + CEO + Security + HR + Communication + BCM
 First Decisions and Actions
− Status of injuries (potentially in airport or in Metro station) + Monitoring
− Enhanced security measures for Office buildings :
• Opening of only one entry / building
• Extra guards at the entrance buildings (“wear your badges”)
• Enhanced security controls at parking entrances
• Closing of 2 buildings that cannot be sufficiently protected
• Enhanced security measures for parcel / postal packets
− Stop staff travels (from and to Belgium + between the buildings)
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8. 3. Actions taken by the bank on March 22 (2/2)
− Branches: P1 closed or “rendez-vous” / “op afspraak” mode (or fully closed)
− Preparation of carpooling as Brussels railway stations remain closed
− Communication
• Instructions for staff = stay in the buildings until “GO” from Authorities
• Coordinated communication for our staff (0800, intranet, internet, social media…)
• Communication with all stakeholders (Group, NBB, BE subsidiaries, BE banks…)
• Watch Federal website & social media
− “What next / what tomorrow”:
• Staff works from home
• Critical staff in teleworking if possible, otherwise come to office
• Take preventive measures for critical activities (relocation in region)
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9. Continuous monitoring of situation by BCM and BCC
 Decisions
− Extend the security measures in office buildings and branches
− Flag at half mast during 3 days mourning
 Communication
− CEO message
− Systematic and updated communication to all stakeholders (multi channels)
− Watch Federal website, social media and press
− Commercial campaign stopped
− Cancel all corporate events
− Information the travellers for the next days
 Teleworking at home
− Monitoring in place
− Extra teleworking licenses activated
4. Actions taken on March 23
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10. It’s the first time that :
• We had to face several terror attacks
• multiple coordinated attacks on different targets in order to spread chaos
• Not only Brussels but the whole Belgium was impacted
(Transport, communication, economic life etc...)
• A first Terrorist attack since the CCC (1984-1985)
• Mobile and Astrid Networks down
• Media attention
• Belgian population feels unsafe
• BC tolerance exceeded
(for the second time in a few months – Threat level 4 in November 2015)
5. Why was this crisis exceptional ?
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11. Crisis management
successfully executed
Unexpected difficulties in the crisis
management process
Successful crisis management of
unexpected events
Difficulties to manage
unexpected events
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6. Lessons learned

12. 7. Conclusions
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Having a BCM
organisation ready to
support a crisis is key
The bank proved
its resilience in
these
circumstances

13. Agenda
1. Debriefing Brussels Terror Attacks March 22, 2016
1. Facts
2. First governmental measures
3. Actions taken on Tuesday March 22
4. Actions taken on Wednesday March 23
5. Why was this crisis exceptional ?
6. Lessons learned
7. Conclusions
2. And during that time …
3. Be more vigilant …
4. Q&A
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14. 4. Questions and Answers
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15. More information until November 2016
marc.decaffmeyer@bnpparibasfortis.com
And as from December 2016
B-Resist - www.bresist.com
marc.decaf@gmail.com
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