crisis management@cern simon baird extracted from an en seminar 30 th january 2014
TRANSCRIPT
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,
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
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
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
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… …..
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?