Crisis Management@CERNSimon Baird

EN Seminar 30th January 2014

Crisis Management @ CERN What is Crisis Management? Some examples of organizational reactions to a

crisis What were our aims for Crisis Management at CERN? What defines a crisis for CERN How did we establish Crisis Management

plans/procedures Who is involved, what should they do, where do they

do it Crisis communication plan First Crisis Management exercises Future actions

What is Crisis Management? … is the process by which an Organization deals

with a major event, which threatens to harm the Organization, its stakeholders or the general public.

… and consists of Defining what constitutes a Crisis, and therefore should

trigger the pre-established response mechanisms Defining and implementing these response mechanisms Management and Communication during the response

phase (including post-Crisis actions) No matter how well we prepare “accidents will

happen” Risk can be minimized but not eliminated

What defines a crisis? A Crisis has 3 elements:-

Threat to the Organization and its correct operation Surprise Short decision time

Different types of crisis? Technological; Complex systems go wrong, human error… Natural disaster: Earthquake, flood, extreme weather…. Man-made disasters: Terrorism, plane crash… Confrontational: Strike, boycott, sit-in… Negligence: Managerial misconduct, misuse of funds…. External criminal acts: Computer hacking, sabotage,

hostage taking… Reputational: Spread of information which harms an

Organization's reputation…

Reaction to a crisis Detection

How do we know we have a crisis? Preparedness

What are we going to do? Limitation

We need to act quickly Recovery

How can we get back to business as usual? Lessons

What can we do better in future? See the crisis as an opportunity

Examples of reactions to a crisis

Examples……………. (Good) In 1982 a well-known over-the-counter drug was

poisoned (product tampering) with cyanide (7 deaths) Prompt action = Millions of capsules were immediately

withdrawn from sale and destroyed (cost =100M dollars) Taking responsibility = CEO appeared in person to explain

what was being done Tamper-proof containers were rapidly introduced

Rumours of contaminated cans of a popular soft drink (1993) Taking responsibility = Company CEO appeared live on TV

with videos showing the canning process Prompt action = Company enlisted support of FDA (Food &

Drugs Administration) from the beginning Rumours turned out to be a hoax

Examples……………… (Bad) Smartphone design flaw = short circuit caused

loss of reception, when held in a certain position Denial = “It is not a big issue…” Blame someone else = “Do not hold it that way…” Not telling the truth = “There is no reception issue,

stay tuned…” Internet security breach for a major games

network On-line game network was shutdown, when it was

found that personal (including credit card) details for 77 million customers were compromised

Not acting promptly = No-one was told for a week that their personal data could have been stolen

Examples……………… (Ugly) Major brand 4×4 in accidents = at least 100 deaths

Blame someone else. = “It is not the car it’s the tires… “not the tires it’s the car…. “The drivers did not inflate tires properly…

Lack of Communication = No formal communication with the public until both companies were called to testify before the US Congress….

Gulf of Mexico oil spill Denying responsibility = “This is not our accident. ..

“The drilling rig was operated by another company. .. “We are not responsible

Giving incorrect information = Announcing spill as 1000 barrels per day when it was 5000

….

What were our aims for CERN? Ensure that the CERN Management fully supports the idea

Study a number of Major Events (or Crises) which have affected CERN in the past, Validate, which Major Events should be classified as Crises Decide on the most likely Crises CERN will face in the future

Establish a Crisis Management Team (CMT), whose role will be to manage a Crisis, whenever it occurs. Establish the list of CMT members (and alternates). Establish a Crisis Management Centre (CMC) at CERN, from which the CMT can

operate Establish the procedures the CMT will use during the management of a Crisis

Set up training exercises by simulating Crises and the Organisational response to them.

  Propose actions to:-

Minimize the likelihood and severity (impact) of potential future Crises at CERN Ensure that the Organization can learn from a Crisis, and our response to it,

What defines a crisis? Indications are:

Numerous injuries or casualties Evacuation of personnel Severe impact on the operation of CERN facilities Serious damage to CERN facilities Serious damage to the environment Serious radiological impact ….

These are indications… better to have a measure? CERN Adverse Event Scale

CCC/TI Deviation

Anomaly Incident SeriousIncident

Accident

Level 0 1 2 3 4

Description

Alarm with no stop of facilities

Short stop of equipment causing facility stop

Significant stop of a facilityPossible equipment damage

Major on-site equipment damageMinor off-site damage

Non-reversible on-site damageMajor off-site damage

Events Laser level 1 or 2 alarms

Downtime few hours

Downtime 24 -72 hours

Downtime several weeks. Serious affect on physics programEvent outside normal operation's scenarios

Downtime several monthsSerious threat to future operationsPolitical impact

2011 5256 102 5 0 0

Examples E.g. power cuts, thunder storms, water problems…

E.g. Storm trips MP7 loop = LHC without power

July 2006 power failureBA3 Fire

Sept. 2008 sector 3-4

Escalation

TI Operator

TI Operator, technical responsible

TI supervisor, Group and Dept Leader

CMT & DG CMT & DG

CERN

Adver

se

Even

t Sca

le

CCC/TI Deviation

Anomaly Incident SeriousIncident

Accident

Level 0 1 2 3 4

Description

Alarm with no stop of facilities

Short stop of equipment causing facility stop

Significant stop of a facilityPossible equipment damage

Major on-site equipment damageMinor off-site damage

Non-reversible on-site damageMajor off-site damage

Events Laser level 1 or 2 alarms

Downtime few hours

Downtime 24 -72 hours

Downtime several weeks. Serious affect on physics programEvent outside normal operation's scenarios

Downtime several monthsSerious threat to future operationsPolitical impact

2011 5256 102 5 0 0

Examples E.g. power cuts, thunder storms, water problems…

E.g. Storm trips MP7 loop = LHC without power

July 2006 power failureBA3 Fire

Sept. 2008 sector 3-4

Escalation

TI Operator

TI Operator, technical responsible

TI supervisor, Group and Dept Leader

CMT & DG CMT & DG

Sim

ilar st

udy

for CM

S

inst

alla

tion

Crisis Management Documents CERN Crisis Management Policy =

what Mandate, scope & principles, Responsibility & accountability, Monitoring of performance

CERN Crisis Management Procedures = how Notification & activation, Team functions & responsibilities, Situation assessment, issues and

actions, decision processes & logging…. CERN Crisis Communications Plan

Crisis Management Team structure Functions, members & responsibilities

Concept of operations What constitutes a crisis Notification & Activation

Crisis response process Standard meeting agenda Situation Assessment & SITREP Checklists for issues & actions Stakeholder matrix Actions & Outcomes table (information management) Decision and process logging

CERN Crisis Management Procedures

External review by specialized consultants Followed by a training program on crisis management

Overview of crisis management best-practice Describe the tools and techniques Roles and responsibilities Use of the CERN CM procedures How the CMT should operate

Feedback on the training “Need of more practical trainings” “Nice course. Good introduction. But if a crisis happened

tomorrow it would still be chaos, although better organised chaos. “

“Tendency to stumble into the silver level and debate details too long would certainly happen.”

External review in February 2013

Comms team:MediaPublicStaff UsersMember StatesHost StatesHost State HSE

The CMT Chair

Head ofComms.

hair

Technical Lead

EmergencyServices

Safety InformationManagement

AdminSupport

Dept.Leaders

LHC tech

Coords

40 peopleMembers & alternates+ Directors

Log keeper DG

The CMT CMT Leader Simon BairdAlternate Mike Lamont

DG Rolf Heuer

Alternate Nominated Director

Emergency services Gianni Deroma

Alternate Maurici Galofré Vila

Technical lead Freddy BordryAlternate Paul Collier

Health & Safety Ralf TrantAlternate Enrico Cennini

Administration Connie PotterAlternate Sevda Budun

Jeanette SchuelerLog keeping Dawn Hudson

Alternate Georgina Hobgen

Communications James Gillies

Alternate Corinne Pralavorio

Information Management

Peter Sollander

Alternate Rende Steerenberg

Is this a crisis?Current situation Does the incident go beyond normal operation

procedures?Are there multiple incidents?Is there a risk of the current situation getting significantly worse?

Resources Do we need external non-CERN assistance from host state authorities/ other organisations?

Health & Safety Are there severe injuries or possible fatalitiesIs there still a risk that the situation could evolve and endanger people on or off the CERN site?

Environment Is the environment in or around CERN premises severely affected by the incident?Are there any possible regulatory breaches or implications?

Infrastructure & Operations

Are any of CERN operations already severely affected?Is there still a risk, which could severely affect CERN’s operations?

Reputation Are users, visitors, contractors or the public aware of the situation?Could CERN’s reputation be at risk?

Notification & Activation CCC or SCR assessment is yes this could be a

crisis Notify CMT Leader or alternate CMT Leader decides (or not) to initiate crisis

plan and informs DG CCC or SCR notify the rest of the CMT team

CMT meets at the CMC (within 1 hour) CMT Leader

assigns roles on the CMT with Technical lead decides which department

leaders etc. are needed starts first CMT situation meeting

CMT Operation1. Regular situation meetings (maximum 45 minutes)

Assessment of situation = what has happened, where, when etc. & what actions have been taken

Identify any immediate critical decisions/actions and implement

Identify issues arising from the incident and resulting actions Stakeholders, people, environment, operations, premises/assets,

reputation, future (what will we need to do tomorrow?) Set priorities for actions, decisions Determine a communication strategy Logbook to record actions, decisions etc.

2. Update the Situation Report What we know, what we have done, what we are doing Identified issues, priorities & critical decisions to be made

3. Break for implementation (~1 hour)4. Go back to 1 above

CMT situation meetings key outputs 

Required Output

Situation Awareness

Full and comprehensive understanding of the situation

Issues Issues facing CERN arising from the situation identified

Actions Actions, timelines and responsibilities determined

People Injured, deceased and missing people accounted for

Priorities Strategic priorities for CERN in response to the situation identified

Decisions Key strategic decisions made by the CMT

Record/Log All decisions and actions logged by log keeper

Critical Timings

All critical timings for actions and decisions identified

Communications

Communications strategy and plan developed

Questions Questions and requests for further information made from those on the scene

EDMS 1316953

CERN Crisis Management – Situation AssessmentCurrent situation

What has happened?

Where did it happen?

When did it happen?

Who was involved?

What response actions have taken place so far

Risks

Could the situation get worse?

What are the biggest received risks so far?

Questions/ Information required

What further information do we need to make decisions?

EDMS 1316953

CERN Crisis Management - Issues and Actions

Timeadded

Issue Action By Whom

Timecompleted

CMC (Crisis Management Centre)

Establish two dedicated centres from which to manage a Crisis Redundancy Type of Crisis Building 65 (Fire Brigade) and 874 (CCC)

Requirements Always available and ready to use Emergency power Phones, internet, video conference facilities Projector, PC(s), Whiteboards, Plans, documentation …….

Plus a dedicated Communications room Media monitoring equipment , internet, TV’s etc… PC’s, whiteboards, phones… …..

CMC (Crisis Management Centre)

The first CMC in building 65 is is prepared and equipped

CCC will be done this year

Crisis Communication Plan

Stand alone document and team Work alongside the CMT Developed by DG/CO

CERN Public statements Information to staff, users etc.. Official communication with host

states, member states… Organization of interviews, press

conferences Briefing CERN spokesperson Monitoring of media channels Social media management &

interaction Crisis hotline

Exercises Organised by an external consultant Exercise = 1 day

2 exercises a few weeks apart train twice as many people

Using the same scenario Tabletop, but with real time outside interactions CMT and the Communications team

Scenario be prepared and run by consultants With expert input from CERN External observers for feedback after each

exercise Dates = October/November 2013

Scenario A serious fire inside the CMS cavern

Potential radio-active and environmental implications

An Israeli delegation is visiting point 5 with TV crew & journalists

Evacuation… 3 people not accounted for Serious injuries, even one fatality

Intense media scrutiny Journalists calls Twitter, Facebook, … Live TV news bulletins…

Felt very realistic…

Aims of the exercises Rehearse team members

CMT and Communications team 2 exercises (same scenario)

Test and validate the implementation processes (for CMT & the Crisis Communications team) Notification & Implementation

Test CMT Operation The “battle rhythm” process Strategic decision making and CERN’s response to the

incident Management of media & communications (internal and

external) Do we have the correct interfaces in place for the CMT

to implement the response strategy?

Lessons learned from the exercises Simple things

Not enough power plugs, too many phones… Layout of the CMC The initial callout procedure is too long

CMT Operation Link between CMT and Communications team Double check information before making an

announcement Don’t believe everything you hear! Stay strategic! Training needed for holding a press conference Improve the situation report tools How do we handle a CMT change-over (>12 hours) How should we handle host state relations?

Other activities Update CMT procedures, CMC facilities etc. Additional training is needed

Specialized crisis communications training …..

Set-up a second CMC in 874 Rooms are emptied and reserved (thanks to BE/OP)

Implement the maintenance plan for the CMC equipment Presence for major events

Passport Big Bang Day in 2013 Open Days in 2013 60th Anniversary activities in 2014

Organize one exercise per year Test procedures = keep things up to date Train the people…. And …..

….. be prepared