emergency preparedness plan · 1.4.1 communication principles the director of preparedness has the...

Revised: 06.07.2017

Emergency Preparedness

Plan

People, environment,

materials and reputation

Contents

1. OPERATIVE PART 2

1.1 Internal notification and mobilisation .....................................................................2

1.1.1 Implement internal notification ..................................................................... 2

1.1.2 Fixed meeting point for preparedness leadership ........................................ 2

1.1.3 Clarify the level of preparedness required and the gathering of the

preparedness leadership ........................................................................................ 3

1.2 Level of preparedness ..........................................................................................3

1.2.1 Ordinary operations ..................................................................................... 3

1.2.2 Yellow preparedness (expanded preparedness) ......................................... 3

1.2.3 Red preparedness (full preparedness) ........................................................ 4

1.3 Staff methods .......................................................................................................4

1.3.1 First meeting ............................................................................................... 4

1.3.2 Plan ............................................................................................................ 4

1.3.3 Focus areas and actions ............................................................................. 5

1.3.4 Situation plot ............................................................................................... 5

1.3.5 Status meetings .......................................................................................... 5

1.4 Information and communication ...........................................................................6

1.4.1 Communication principles ........................................................................... 6

1.4.2 Information sharing during crisis management ............................................ 6

1.4.3 Communication channels .............................................................................. 7

1.5 Psychosocial care ................................................................................................8

1.6 Normalisation .......................................................................................................9

1.6.1 Demobilising personnel ............................................................................... 9

1.6.2 Follow-up of staff and students.................................................................. 10

1.7 Evaluation .......................................................................................................... 10

2. ENCLOSURES: 11

Appendix 1. Role-based action cards ......................................................................... 11

Action card for Director of Preparedness.............................................................. 12

Action card for the Director of HR......................................................................... 14

Action card for the Director of Studies .................................................................. 16

Action card for the Communications director ........................................................ 17

Action card for the Head of the Section for Property Management ....................... 19

Action card for log keeper .................................................................................... 20

Appendix 2. Board for First meeting ............................................................................ 22

Appendix 3: Log .......................................................................................................... 23

Appendix 4: Situation plot ............................................................................................ 24

Appendix 5: Board for focus areas .............................................................................. 25

Appendix 6. Internal notification list ............................................................................. 26

Appendix 7. External notification list in the event of a crisis ......................................... 29

Appendix 8: The tasks of the NHH duty telephone ...................................................... 31

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Appendix 9. The tasks of the switchboard/reception ................................................... 33

Appendix 10. Checklist in the event of accidents/deaths among staff, students and guests

34

Appendix 11. Preparedness during excursions ........................................................... 36

Appendix 12: Preparedness during large events/conferences ..................................... 38

Appendix 13. Equipment list preparedness room ........................................................ 40

Appendix 14. Logging form - Telephone enquiries ...................................................... 41

Appendix 15. Logging form - Decisions and actions in the preparedness work ............ 42

Appendix 16. Revision form ........................................................................................ 43

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1. OPERATIVE PART

1.1 Internal notification and mobilisation

1.1.1 Implement internal notification

Emergencies shall be notified internally to NHH's duty telephone. These messages shall be logged both by

the duty telephone and the Director of Preparedness. NHH's duty telephone is staffed during weekdays

from 07.00 – 22.00, Saturdays from 07.00 – 16.00 and Sundays from 10.00 – 13.00. Outside of these hours,

the emergency services must be contacted should an emergency arise.

Fig. 2.1. Notification chart

1.1.2 Fixed meeting point for preparedness leadership

Primary meeting point: Meeting room by the Director's office, 1st floor

Alternative meeting point: Meeting room in the Section for IT Services, 2nd floor of Nybygget.

External meeting point: Reading room at Hatleberg, as of the autumn of 2016

Equipment list for the preparedness rooms: see Appendix 13. Equipment list preparedness room

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1.1.3 Clarify the level of preparedness required and the gathering of the preparedness

leadership

The Director of Preparedness decides on an heightened level of preparedness based on the notification from

the duty telephone.

It can be difficult to know whether an undesired incident will develop into a crisis in which it may be

necessary to implement the preparedness plan, but DSHA incidents may include:

Major fire/explosion on Campus with mass evacuation

Major fire/explosion outside of Campus

Major accident abroad that impacts staff and students

Threats / malicious acts / terrorism / hostage-taking

Serious physical injury / mental illness or death of student, staff or guest

Loss of critical infrastructure

Contagion among staff, students – pandemic/epidemic

Sexual violence or assault

Incidents that may harm NHH's reputation

Also see the report from NHH's general risk and vulnerability analysis. This report is available from the

HSE coordinator

1.2 Level of preparedness Preparedness at the School is divided into the following levels:

Ordinary operations Yellow preparedness Red preparedness

Increased monitoring and special

follow-up

NHH's preparedness leadership

is mobilised

1.2.1 Ordinary operations

This level covers daily operations with ordinary resources available at NHH. Disruptions are handled

through the normal organisation. The normal organisation handles the situation, but the Director of

Preparedness is informed if disruptions may entail increased risk.

1.2.2 Yellow preparedness (expanded preparedness)

Yellow preparedness can be implemented for

Planned events at NHH where the risk of undesired incidents has been assessed to be higher than

normal.

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In the event of sudden incidents that entail increased monitoring, the duty telephone shall be contacted.

The duty telephone notifies the Director of Preparedness, who decides whether yellow preparedness

shall be implemented.

Yellow preparedness entails increased monitoring, and an assessment must be made of whether extra

resources shall be added or other actions taken. The follow-up is handled by the section/department in

question.

1.2.3 Red preparedness (full preparedness)

NHH's duty telephone (55 95 98 88) shall be contacted in the event of sudden incidents that have entailed

or may entail

the loss of life or serious personal injury

a risk of significant environmental damage

major material damage

NHH's duty telephone is staffed during weekdays from 07.00 – 22.00, Saturdays from 07.00 – 16.00 and

Sundays from 10.00 – 13.00. Outside of these hours, the emergency services must be contacted should an

emergency arise.

The person on call notifies NHH's Director of Preparedness or their deputy,

who implements "red preparedness" and mobilises the preparedness

leadership.

Rector and the Ministry of Education and Research (if applicable) shall be

informed.

1.3 Staff methods

1.3.1 First meeting

The meeting is chaired by the Director of Preparedness. If necessary, someone is designated to write on the

board. The purpose of the first meeting is to establish an overview of facts about the incident, and to assess

potential developments and consequences. The first meeting should not last longer than 30-45 minutes and

must have a clear beginning and end. At the end, the Director of Preparedness shall determine the focus for

the further handling of the incident.

See Appendix 2. Board for First meeting

1.3.2 Plan

When the preparedness leadership is gathered and has its first meeting during a crisis, a plan must be

created for handling the incident. This plan is created by using a board during the first meeting, answering

the questions asked there and deciding on the worst-case scenario for the incident.

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The boards are projected on a large screen so that everyone in the preparedness room can see them.

Alternatively, they may be projected onto a white board and be filled in directly by the person designated to

write on the board.

1.3.3 Focus areas and actions

The focus areas are determined by the Director of Preparedness and describe the main areas that all

measures and actions must be directed towards until such a time that they are changed. Proactive actions

(measures) are identified based on the focus areas to handle or prevent the further development of the

incident.

See Appendix 5. Board for focus areas

1.3.4 Situation plot

Along with the operations board, the situation plot is to ensure that we have the big picture in terms of the

incident, the personnel, resources, location involved and milestones. The situation plot is to describe the

here-and-now situation and shall be up to date at all times. The plot should be seen as a "mind map" that

can be used during status meetings to summarise the big picture. Maps or similar tools can be used to

illustrate positions, distances, etc.

See Appendix 4. Situation plot

1.3.5 Status meetings

Status meetings are held at a frequency tailored to the development of the incident. The purpose of the

status meetings is to calibrate the preparedness leadership and ensure a shared situational awareness. The

meetings are chaired by the Director of Preparedness and should not last longer

than 30 minutes. The meetings must have a clear beginning and end. At the

end, the Director of Preparedness shall determine the focus for the further

handling of the incident. The focus areas may change as the incident develops.

In the status meetings, the Director of Preparedness gets information about the

status from the individual participants in the preparedness leadership. The

situation plot can be used to summarise the status.

The Director of Preparedness then decides on any new focus areas the preparedness leadership is to work

on in the short and long term. Proactive actions (measures) are identified based on the focus areas to handle

or prevent the further development of the incident.

See Appendix 5. Board for focus areas

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1.4 Information and communication

1.4.1 Communication principles

The Director of Preparedness has the overarching responsibility for information and communication during

crises. The Head of Communications is responsible for crisis communication and information preparedness

at NHH and assists with updated information, facilitation for media and dissemination of internal and

external information. All external communications from the School are based on the following principles:

Be open and accessible

All information shall be truthful and correct

Avoid speculations

Disseminate the message in the right order

o Care and concern for people

o Environment

o Materials

All external communication shall be coordinated and coherent

All external communication shall be quality assured by the Head of Communications.

The message for the specific incident must be clarified and coordinated by the Rector, Director of

Preparedness and Head of Communications in collaboration.

The Rector, Managing Director or Head of Communications are the spokespersons for NHH. NHH should

only have one public face for an incident. If the heads of the sections or departments involved are permitted

to make statements to the media etc., this must be based on premises agreed upon in collaboration with the

Director of Preparedness and the Head of Communications.

1.4.2 Information sharing during crisis management

Everyone involved in the crisis management – employees and leaders – have a shared responsibility to help

ensure that information is shared effectively and well

within the preparedness leadership

between the preparedness leadership, sections and departments

with other actors involved in handling the incident

The information sharing shall be proactive and be based on an expanded need to know principle.

The preparedness leadership is responsible for assessing and determining who needs the information and

for what purpose.

In replying to emails etc. that are copied to multiple people, an assessment must be made of whether the

others copied need the reply. Avoid spamming.

The information that is shared shall:

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help those who work on handling the incident (internally)

contribute to a sound foundation for carrying out tasks

contribute to collaboration and coordinated efforts

contribute to clear divisions of responsibility within NHH

contribute to no "grey areas" arising in the handling of the situation

1.4.3 Communication channels

NHH's prioritised channels for crisis communication:

External channels:

Nhh.no Nhh.no is NHH's main channel. All official

information shall be published on nhh.no. A

separate crisis website with all the information

can be created as necessary.

A separate action card for

the web editor has been

prepared.

Social media

(Twitter, Facebook)

Social media shall be used to quickly reach the

general public with important messages, and

to correct any errors and elaborate on facts.

NHH prioritises Twitter and Facebook, in this

order.


social media has been

prepared.

Media NHH shall be proactive and open in the

contact with the media. A close follow-up of

the media in the introductory phase helps form

trust and ensures that NHH is perceived as a

reliable source of information.

When practically possible, information shall

be provided at fixed, common times for which

advance notice is given. All media contact

shall be logged, to the extent possible.


media contact has been

prepared.

Switchboard/frontline Shall pass on enquiries to the preparedness

leadership, communications staff or the next

of kin hotline. Shall not provide information

about the undesired incident, but shall refer to

the information from the entity that owns the

incident (usually the police) or at nhh.no.

See instructions in

Appendix 9.

Internal channels

SMS alerts Shall be used for active and direct information

for students and staff.

The Head of Studies is

responsible for notifications

via FS. The Director of HR

/ Head of Section for

Finance and Accounting is

responsible for notifications

for staff.

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Internal website Shall be used as a supplement to NHH.no and

can contain information that elaborates and is

internally directed to staff.


internal communication has

been prepared.

Itslearning Shall be used as a supplement to NHH.no and

can contain information that elaborates and is

internally directed to students.

The Head of Studies is

responsible for

Should the communications

staff be supplemented by

one or more persons from

the Office of Student and

Academic Affairs?

Email Can be used if there is a need for shared

information to everyone or groups of staff and

students, for the NHH Board and other

important internal interested parties. Must be

used with caution.


internal communication has

been prepared.

Meetings Can be used if there is a need for direct and

simultaneous information for everyone or for

groups of staff and students.

1.5 Psychosocial care Psychosocial care is an important part of the School's handing of both major accidents and smaller crises.

Being cared for well shall help reduce the aftereffect of a serious incident. At the same time, psychosocial

follow-up and care is a central part of the normalisation after a preparedness incident for the staff and

students involved.

NHH's actions are based on the following assumption:

Bergen municipality is responsible for caring for everyone present in the municipality. The municipal

system for psychosocial care will be implemented in the event of accidents, crises and catastrophes at

NHH that involve students, staff and visitors.

The police lead the response to accidents and catastrophes, and will determine the actions that are to be

implemented.

The preparedness leadership at NHH establishes contact early on with the police and the municipal

crisis team to offer its assistance.

The preparedness leadership is the decision-making body for NHH's efforts within psychosocial care.

The follow up of and responsibility for caring for staff and students during and after a crisis lies with the

person responsible for HR in collaboration with the section or department involved.

Actions, responsibilities and roles within the psychosocial care for NHH students and staff after serious

incidents:

A gathering point for the affected persons after incidents (in the event of deaths, persons missing, other

significant burdens) – if needed, NHH can open for informal gatherings for smaller incidents, or

possibly as part of the care provided for major incidents. Personnel with competency in psychosocial

care will provide the contents of the gatherings (student chaplain, crisis psychologist, the municipal

crisis team, etc.).

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Next of kin hotline: the police are responsible for establishing and operating this service, but NHH

must anticipate an increased number of enquiries by telephone and staff its switchboard and provide the

frontline service with cleared information that can be communicated by telephone and refer next of kin

to the police's next of kin hotline.

Reception centre/centre for evacuees and next of kin: the police is responsible for establishing and

operating such a service, but may ask NHH to obtain the premises, food and drink and personnel to

supplement the police and the municipal crisis team.

Memorial: NHH organises a memorial service in the event of deaths that affect students and staff

particularly.

Follow-up of emergency responders:

o Establish a breakroom for staff (with a place to rest, telephone, food, etc.) who are involved in the

crisis management.

o Defusings

o Collegial support

o Debriefing

As soon as possible after the end of the preparedness situation, the preparedness leadership and all other

emergency responders (switchboard, communications staff, resources in psychosocial care) shall participate

in a summary and status meeting. The meeting is chaired by the Director of Preparedness. The most

important aspects of the course of the incident, experiences, etc. shall be reviewed, systematised and

clarified for a possible further follow-up and competence development. The need for debriefings and other

follow-up in the aftermath must also be identified and provided.

Also see Appendix 10. Checklist for accidents/deaths among staff, students and guests.

1.6 Normalisation The handling of emergencies shall not make NHH unable to perform its normal operations longer than

necessary. An incident will be handled by dedicated personnel and a larger or smaller part of the

organisation will seemingly be unaffected and able to continue regular activities.

A plan for how NHH is to return to normal operations as soon as possible is needed. In addition to moving

the organisation back to normal operations, the normalisation will also include follow-up of the persons

affected and an evaluation of the incident.

A brief description of some of the central elements in a normalisation phase is provided below. Several

measures and further details will depend on the scope and character of the incident, among other things.

1.6.1 Demobilising personnel

When a crisis has been prevented or is under control, the demobilisation of personnel starts. The message

about a transition to normal operations must follow the same route as the notification of the crisis. A

gradual demobilisation will often be natural. The preparedness leadership gathers, prepares a plan for

follow-up and distributes tasks.

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1.6.2 Follow-up of staff and students

Depending on the seriousness of the incident, those affected shall be given information and/or follow-up in

the aftermath. The need for and type of follow-up will vary depending on the seriousness of the incident

and the type of stress the person(s) was subjected to.

The preparedness leadership decides on any measures related to the further follow-up of the affected

persons and designs a follow-up plan based on these. Information about the follow-up must be

communicated to those affected who are offered follow-up and to the staff members responsible for follow-

up.

Immediate supervisors are responsible for following up on their staff in terms of any long-term effects and

report these to the Office of Human Resources for further follow-up.

1.7 Evaluation A crisis or something that might have become a crisis is an important source of new learning; an

opportunity for developing risk awareness and risk comprehension. The preparedness leadership initiates

an evaluation meeting and an evaluation report shall be prepared after the incident.

To the degree that that close partners or the rescue services were involved in the crisis management, the

preparedness leadership should consider inviting these to the evaluation meeting.

The meeting may be divided in two: one internal part and one that includes external parties.

Some key words for questions for an evaluation:

How were the tasks solved?

Were the priorities right?

How was the handling managed?

Were those involved able to make strategic decisions?

Were the decisions clear and appropriate?

Was there a clear division of roles and responsibilities in the preparedness leadership?

To what degree were the leadership and responders able to be future-oriented in terms of the

development of the incident?

Was the Preparedness Plan followed? If not, why not?

Does this evaluation trigger a need for changes to the Preparedness Plan or changes in the training?

What are the points of improvement?

Is there a need to further investigate the handling of the incident?

The plans shall be revised as needed and in line with the findings of the evaluation.

The evaluation shall be documented in a written report. The report shall summarise the incident and NHH's

handing and the findings of the evaluation. The Director of Preparedness is responsible for ensuring that

the reporting is done. The contents of the report shall be disseminated internally and to the external parties

affected and involved. The evaluation report shall be submitted to the Board. Additionally, NHH should

generally pass on what it has learned from the incident to the Ministry of Education and Research and the

Norwegian Association of Higher Education Institutions.

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2. ENCLOSURES:

Appendix 1. Role-based action cards

Action cards have been prepared for the most central roles in the emergency response organisation. These

are generic action cards, which means that they are not dependent on the situation at hand and shall be used

in any undesired incident in which the preparedness plan is implemented; see the Defined Situation of

Hazard and Accident (DSHA) in the risk and vulnerability analysis from 2014.

The action cards are envisioned used in the first, introductory phase (about 1-5 hours) of handling an

undesired incident. This is to ensure that the preparedness leadership gets going quickly in handling the

situation and is ahead of developments.

Regardless of the type of incident that occurs, it will usually be hectic in the acute phase.

Thereafter, the development and dynamics of the incident will vary depending on the type of

incident, and this will help determine where the focus must be and which tasks must be

handled immediately. At the same time, the preparedness leadership will by then have

formed a more holistic picture of the situation and have held its first meeting.

Action cards have been prepared for the following preparedness leadership roles

Director of Preparedness

Director of HR

Director of Studies

Communications director

Head of Section for Property Management

Head of Section for IT services (under preparation)

Log keeper

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Action card for Director of Preparedness General information

Deputy 1. Elise Kongsvik 2. Jorun Gunnerud

Reporting Rector, NHH Board, Ministry of Education and Research

Equipment/electronics Own laptop with power cord, possibly extra battery plus mobile internet access.

Own mobile and charger, possibly extra battery.

Focus The Director of Preparedness or their deputy mobilises staff (declares a crisis).

Heads crisis management at NHH.

Establish contact with the heads of the departments and sections involved.

Ensure that the distribution of tasks between the preparedness leadership and

departments is clear and understood.

Completed Comments

Notification Receive notice about incident.

Situational awareness Establish a picture of the situation

In dialogue with the heads of the departments

and sections involved, assess whether the

scale of the event can be handled locally by

the resources in the section/department, or

whether the NHH Preparedness Plan shall be

implemented.

Implement the

Preparedness Plan, notify

and mobilise:

Rector, preparedness leadership, Director of

Preparedness deputy, heads of the affected

sections and departments, possibly notify

other internal resources.

See the notification list for the preparedness

leadership.

Log Document decisions/actions until a central log

keeping has been established

External notification and

mobilisation

The Ministry of Education and Research shall

be notified when the Preparedness Plan is

implemented. The Norwegian Labour

Inspection Authority (in the event of serious

personal injury).

Consider notification of the Bergen

municipality/city district, SiB, UiB, Bergen

University College as necessary

Chair the First meeting Establish a shared situational awareness, incl.

scope and

Assess the potential of the incident

Identify focus areas and tasks based on the

situational awareness.

Ensure that the incident is handled in

accordance with the actions adopted and

established routines and procedures at NHH.

See board for the First meeting.

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Status meetings The status of the situation: incident,

consequences, what has been done?

Update the status of adopted actions.

Assess the need for new actions.

Approve information that can be released

(information that is NHH's own information).

Assess the need for personnel rotations.

Set a time for the next meeting.

See the board for the situation plot.

Communication strategy Establish an agreed-upon communication

strategy and message together with the

Communications director

Major accidents at the

School, NHH's premises

in Bergen, where the

emergency services are

involved

Contact police management (police station)

and agree to exchange liaisons if necessary.

Assess and clarify whether a representative

must be sent to the incident site. Agree on a

reporting frequency if you choose to do so.

Notify and mobilise the Operations Manager.

The Operations Manager meets the emergency

services during working hours.

Consider establishing contact with the

municipality.

In the event of incidents

in Norway (outside the

School):

Contact the local police at the incident site and

agree to how information is to be exchanged.

Consider sending a representative from the

leadership to the site.

Assess the need for other forms of support for

those present at the site.

Consider establishing contact with the

municipality

In the event of accidents

abroad

Notify the Ministry of Foreign Affairs (UD).

UD can provide advice and guidance,

including contact with embassies/consulates

and the Norwegian Church Abroad, as needed.

Establish contact with the head of the affected

section/department and consider whether this

person should be incorporated into the

preparedness leadership for the further

handling of the incident.

Ensure that the Norwegian police have been

notified if foreign police are involved in the

case, so that they can get in touch/follow up.

Establish contact with any foreign educational

institution affected.

Reception centre Consider the need to establish a reception

centre, next-of-kin hotline, or a centre for

next-of-kin, in consultation with the police

Normalising Create a plan for the transition to normal

operations

Ensure that notice is given of normalisation

and demobilisation

Evaluation Ensure that the handling of the incident is

evaluated.

Follow up findings and results from the

evaluation and assess the need to establish

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new routines and procedures or needs for

updates in the RVA analysis and Preparedness

Plan.

Action card for the Director of HR General information

Deputies 1. Marianne Stople 2.

Reporting Reports to the Director of Preparedness

Equipment/electronics Own laptop with power cord, possibly extra battery plus mobile internet access. Own

mobile and charger, possibly extra battery.

Access to HR system

Important information Assist in notification and mobilisation.

Assist heads of departments or units as needed in situations that are handled locally

without the involvement of the preparedness leadership.

Completed Comments

Notification If you are the first person to be notified of the

incident (not possible to reach the Director of

Preparedness), contact the deputy in the

preparedness leadership to assess and clarify

whether the preparedness leadership should be

mobilised.

Situational awareness Obtain as much information as possible about

the incident seen from the employer's

perspective, and assess the case and its

consequences for staff and for staff's rights.

Obtain information about any previous handling

of similar situations, procedures and routines

that are relevant to the situation at hand

Assess the need for psychosocial care –

coordinate with the municipal crisis team and

the occupational health service

Obtain an overview of internal resources who

can assist in the reception centre / next-of-kin

centre

Inform managers, staff

and the Senior Safety

Representative

About the situation generally and any

consequences for the maintenance of regular

service delivery at NHH.

About relevant ethical guidelines and NHH's HR

policy.

About applicable laws and regulations

Contact information for

next of kin

Ready contact information for next of kin.

Provide contact information for next of kin to

police/hospital in the event of serious

injury/death (do not contact next of kin yourself)

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abroad

UD provides advice and guidance. Clarify

whether the embassy/consulate and possibly the

Norwegian Church Abroad have been notified.

Involve the section or department in which the

staff member works.

HR cases involving the

police

Follow-up in relation to the police.

Clarify/establish a relationship with the staff

member's lawyer, any other professional help.

Rotation schedule If the crisis draws out in time, ensure that a

rotation schedule is prepared for staffing the

preparedness leadership and resource groups

Log Keep your own log documenting your

decisions/actions.

Normalisation Assist heads of departments and the Director of

Preparedness as needed and help ensure a good

conclusion to the situation.

Assess the need for reorganisations,

modifications, adaptations and/or psychosocial

care.

Ensure that resources are made available to

help/follow-up on staff.

See the guidelines for psychosocial care.

Evaluation Participate in evaluation meetings

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Action card for the Director of Studies General information

Deputies 1. Kjetil Sudmann Larssen 2. Heidi Marikken Sund




Access to personal information about the students, possibly using the National

Student Database and itslearning


Completed Comments






mobilised.


the case from the School's perspective, and

assess the case and its consequences for students

and students' rights.




Inform external partners SIB (student chaplain, psychologist service or

other relevant persons)

Contact information for

next of kin

(students)

Ready contact information for next of kin.

If relevant, provide contact information for next

of kin to police/hospital in the event of serious

injury/death (do not contact next of kin

yourself).


abroad

(students)

The Ministry of Foreign Affairs provides advice

and guidance. Clarify whether the

embassy/consulate and possibly the Norwegian

Church Abroad have been notified.

Involve the section or department in which the

staff member works.

See the routines for stays abroad etc.

Assist the police Help facilitate the ongoing police work when

asked to do so


decisions/actions.

Normalising Assist heads of departments and sections and the

Director of Preparedness as needed and help

ensure a good conclusion to the situation.


modifications, adaptations and/or psychosocial

care.

Ensure that resources are made available to

help/follow-up on students.

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See the guidelines for psychosocial care.


Action card for the Communications director General information

Deputy 1. Hallvard Lyssand 2. Astri Inga Kamsvåg




Access to update intranet and nhh.no.

Access to Facebook, Twitter, Instagram, media monitoring, etc.


Completed Comments






mobilised.



assess the case and its consequences for internal

and external communications




Office of

Communications

Inform or mobilise the Office's staff as soon as

possible/appropriate.

Distribute tasks to staff in the Office. The

following checklist can be used:

- Social media (monitoring and producing

texts)

- Obtain facts relevant to the incident

- Text production and distribution on student

and staff pages

- Pictures/graphics

Communications

strategy

Implement the communications strategy for

crises together with the Director of

Preparedness. See Appendix 8.

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First message Prepare the first message and clear it with the

Director of Preparedness.

Clarify with the Director of Preparedness which

information NHH can release.

Receive media inquiries

and follow up on these

Does the Office of Communications need to be

represented at the incident site? If so, what are

the tasks?

Obtain information about inquiries made by the

general public / next of kin and others to the

front-line services / switchboard.

Need for press releases / briefings?

Communication with the

police

In situations where the police are involved,

contact the police to clarify which information

can be provided.

Ask the police for a telephone number for

inquiries from next of kin. Pass this information

on to the frontline services (reception,

switchboard0, to the Office of Student and

Academic Affairs and to HR


decisions/actions.

All contact with the media must be logged

Normalisation Assist in shaping the message for the

normalisation of the incident.

Ensure that the message contains information

about evaluation and further follow-up

Evaluation Assist in summarising the incident and

providing internal information once the situation

is over.

Participate in evaluation meetings

Head the evaluation in the Office of

Communications and ensure that improvement

measures are implemented.

19

Action card for the Head of the Section for Property Management General information

Deputy 1. Peter Hammer 2.




Technical drawings of the buildings, outdoor areas, etc.


Completed Comments






mobilised.



assess the case and its consequences for staff,

students and the buildings.




Building issues Provide detailed information about buildings,

outdoor areas, technical installations, etc.

Mobilise the technical

staff

The Operations Manager shall be contacted and

informed of the situation. Assess whether others

should be contacted

See the notification list


decisions/actions.

Normalisation Assist heads of departments and sections and

the Director of Preparedness as needed and help

ensure a good conclusion to the situation.


modifications, adaptations.


20

Action card for log keeper General information

Deputy 1.




Options for using a big screen

Important information Logs and documents reported information from the status meetings and keeps an

overview of the big picture together with the Director of Preparedness.

Completed Comments






mobilised.

Equipment Connects computer to the big screen/projector.

Locate relevant boards

Status meetings Ahead of status meetings:

- Review the log since the last meeting.

- Form a picture of the status of the incident

so that you can summarise it briefly to the

Director of Preparedness ahead of the status

meeting.

Ensure that decisions are logged and contribute

to the topics covered by the status meeting:

Status: incident, consequences, what has been

done / happened since the last meeting?

Help ensure that the various aspects of the

incident are covered, such as: injury or death,

the environment, damage to materials,

reputation.

Log the time of the next meeting

Log-keeping Ensure that all decisions relevant to handling

the incident are logged.

Log the status of adopted actions.

Log new actions adopted.

Publish the log in the shared documents with

access for the involved parties in preparedness

leadership.

Send a copy of the log to the agreed-upon

contact in the Office of Communications and

others (as agreed) after each status meeting.

21

Report Write the status report (for instance to the

Ministry of Education and Research) in

collaboration with the Director of Preparedness:

- A quality-assured picture of the situation at

a given point in the course of events.

How often a quality-assured report shall be

supplied will depend on the needs and situation.

A report must be sent to the Board and possibly

to the Ministry of Education and Research, on

request. A report should also be sent to other

parties involved as part of a mutual exchange of

information.

The contents of the status report may include:

What has happened? Status update since the last

report (take from situation plot). Which actions

have been implemented? Which media and

communications measures have been

implemented? What are the planned but not

implemented actions? What developments are

the preparedness leadership anticipating/seeing

for the incident?

Among other things, the report must be written

on the basis of information from:

- Log (for preparedness leadership)

- Status meetings of the preparedness

leadership

- Information from partners (Bergen

municipality/city district, emergency

services, other relevant actors involved in

the incident)

- Office of Communications

Evaluation Assist in the evaluation and participate in the

evaluation meeting

The log must be archived in the case processing

programme

22

Appendix 2. Board for First meeting

23

Appendix 3: Log Date and

time

Action Completed Information/decisions/completed tasks

Notifications and messages given should be written down and logged as much as possible.

24

Appendix 4: Situation plot

25

Appendix 5: Board for focus areas

26

Appendix 6. Internal notification list

Preparedness leadership:

Name Function Telephone Mobile Private Home address

Rector Øystein

Thøgersen

Director of

Preparedness

55 95 95 46 93 02 36 64

55 91 15 78 Kvernslåttvegen 28,

5237 Rådal

Head of Section for

Property Management

Atle Askeland

Property

Management

55 95 98 86 977 65 006 55 24 87 21 Langarinden 217,

5132 NYBORG

Acting HR Director

Elise Kongsvik

Personnel

(staff)

55 95 94 76 934 13 788

Birkelundsbakken 3B

5231 PARADIS

Director of Studies

Jorunn Gunnerud

Personnel

(students)

55 95 99 84 952 82 803 Wolffsg. 18

5006 BERGEN

Communications

director

Kristin Risvand Mo

Information 55 95 96 61 915 99 661 56 14 78 77 Florvågbakken 74

5305 FLORVÅG

Leder for Seksjon for

IT Thor-Inge Næsset

IT 55 95 96 98 900 80 201 Nattlandsfjellet 74B,

5098 Bergen

Archive Manager

Signe P. Morvik

Log keeper 55 95 94 77 997 15 049 Farbotslia 11

5124 MORVIK

Rectorate


Øystein Thøgersen Rector 55 95 95 46 93 02 36 64

55 91 15 78 Kvernslåttvegen 28,

5237 Rådal

Linda Nøstbakken Deputy Rector 55 95 91 34 98 62 28 35

Nyhavn 8B, 5042

Bergen

Gunnar E.

Christensen

Deputy Rector 55 95 92 41 40 22 30 26 55 34 30 26 Lyngbøkollen 81,

5164 Laksevåg

Helge Thorbjørnsen Deputy Rector 55 95 95 35 99 58 14 55 466 50 466 Nubbebakken 18 B,

5022 Bergen

Therese Sverdrup Deputy Rector 55 95 96 10 932 01 437 Nordre Vardhaugen

5B, 5253 Sandsli

Fire 110

Police 112

Ambulance 113

NHH duty telephone: 55 95 98 88

27

Deputies


Acting HR Director

Elise Kongsvik

Personnel

(staff)

55 95 94 76 934 13 788

Birkelundsbakken

3B

5231 PARADIS

Director of Studies

Jorunn Gunnerud

Personnel

(students)

55 95 99 84 952 82 803 Wolffsg. 18

5006 BERGEN

Maintenance

technician Peter

Hammer

Property

Management

55 95 98 87 977 65 007

Traudalsgrend 12

5145

FYLLINGSDALEN

Senior executive

officer in the Office

of Human Resources

Marianne Stople

Personnel

(staff)

55 95 93 89 959 21 599 Hjertåsvegen 50

5918 FREKHAUG

Head of Section for

Admissions

Heidi Marikken

Sund

Personnel

(students)

55 95 98 49 92 48 69 90

Trollien 42,

5101

EIDSVÅGNESET

Head of Section for

Analysis and Quality

Assurance Kjetil

Sudmann Larssen

Personnel

(students)

55 95 97 15 986 79 683 Harald Skjoldsvei 10

5236 RÅDAL

Media Contact

Hallvard Lyssand

Information 55 95 97 32 986 81 019

Øyjordsåsen 34,

5038 BERGEN

Communications

Adviser

Astri Kamsvåg

Information 55 95 98 31 Granveien 7

5067 BERGEN

Head Engineer Jan

Vidar Håtuft

IT 55 95 94 23 917 44 295 Oppetveiten 74, 5262

Arnatveit

Higher Executive

Officer in the

Management

Secretariat

Torunn Fantoft

Secretary 55 95 92 33 952 83 923 55 12 12 15 Bråtet 309,

5154 BØNES

28

Contact information departments

Department Name Telephone Mobile Private

Department of Finance

(FIN)

Jøril Mæland

Karin S. Thorburn

Olga Pushkash

55 95 93 13

55 95 92 83

55 95 96 29

401 00 046

410 69 766

Department of Business

and Management Science

(FOR)

Frode Sættem

Trond E. Olsen

Kristin R. Teigland

55 95 92 72

55 95 99 76

55 95 94 31

909 14 809

908 54 056

900 49 733

55 10 46 83

Department of Professional

Language and Intercultural

Communication (FSK)

Anne Kari Bjørge

Marita Kristiansen

Maja Dame

55 95 93 31

55 95 92 82

55 95 98 25

406 24 937

976 04 624

55 23 38 56

56 32 36 79

Department of

Accounting, Auditing and

Law (RRR)

Trond Bjørnenak

Lars Jacob Tynes Pedersen

Maren Dale-Raknes

55 95 93 17

55 95 94 27

55 95 96 76

916 93 411

Department of Economics,

Employee Representative

(SAM)

Siri Pettersen Strandenes

Alexander Cappelen

Vibecke Iden (Acting)

55 95 92 54

55 95 95 77

55 95 92 77

992 38 006

936 30 179

952 10 518

936 30 179

932 26 328

Department of Strategy and

Management (SOL)

Paul Gooderham

Herbjørn Nysveen

Paal Fennell

55 95 96 96

55 95 95 37

55 95 97 05

909 34 942

410 43 103

913 58 757

55 28 77 37

913 58 757

Contact information for the administrative leadership group generally

Name Section Telephone Mobile Private

Birthe Kåfjord Lange NHH Executive 55 95 97 24

Linda Rud Office of Research

Administration

55 95 94 94 906 76 842 55 39 93 05

Klas Rønning Office of Financial

Management and Operations

55 95 93 96 916 23 790 55 12 05 44

NHHS (student organisation) 2017

Name Section Email Mobile

On duty 24h 451 86 050

Mats Erik Wøien President [email protected] 932 12 786

Andreas Haugsbø Head of Financial Affairs [email protected] 932 12 764

Joachim Aae Head of Public Affairs [email protected] 982 69 000

Karoline S. Kongshaug Head of External Affairs [email protected] 932 12 754

August Aase Boge Head of Internal Affairs [email protected] 932 12 781

Frid Helèn Hop Head of Academic Affairs [email protected] 932 12 717

Mari Larsen Sæther Head of Projects [email protected] 451 36 070

Christian Ziesler Head of Corporate

Relations

[email protected] 932 12 731

29

Ola Flytøren Head of Vaktkorpset [email protected] 915 42 060

Unni Egesund Organisation Secretary [email protected] 55 95 92 10

Appendix 7. External notification list in the event of a crisis

Institution/Company Function Telephone Mobile

Fire service Fire, emergency number 110

Fire service, section Bergen Switchboard 53 03 00 00

Police Police, emergency number 112

Hordaland Police District 24h police on call 55 55 63 00

Nearest police district Find your nearest police district 02800

Health services Medical emergency 113

Accident and Emergency

Unit, Bergen


switchboard, alternative

emergency number

55 32 33 20


Unit, Bergen

24h emergency assistance 05 55 56

Sandviken Sykehus

Helse Bergen HF

24h switchboard 55 95 84 00

Haukeland University

Hospital

Switchboard 05300

SIB Managing Director

Per Kristian Knutsen

55 54 51 09 415 70 520

Assistant Director

Per Kristian Knutsen (interim)

55 54 52 42 415 70 520

SiB staff member responsible

for following up on students

in crisis

Director of Student Health and

Counselling Hege Råkil

55 54 51 42 959 93 233

SiB Lehmkuhlhallen Switchboard

Head of Sports Bård Johansen

Operations Manager SiB: Olav

Handeland

55 95 66 70

55 54 51 32

55 95 66 77

913 17 526

991 65 147

SiB Housing Switchboard

Managing Director Per Kristian

Knutsen

55 27 60 00

415 70 520

SiB Kindergartens Switchboard

Head of Kindergartens Rune

Fitje

55 54 50 00

55 54 51 56

952 21 096

SiB Hatleberg Student

Residence

Janitor

Petter Wiik

915 91 051

Student chaplain Follow-up of students/next of

kin

Marie Grindheim

Inge Høyland

55 58 47 14

55 58 94 45

976 04 558

415 63 972

Cleaning ISS Switchboard

Renate Bårtvedt Haugland

55 94 25 00

400 11 335

30

Statsbygg (owner of

nybygget)

Head Office, Oslo

Director General

Harald Vaagaasar Nikolaisen

815 55 045

913 70 521

Bergen municipality 24h security service 55 29 11 10 / 55 56

78 15

Bergen municipality Crisis team / Crisis assistance

at Bergen Accident and

Emergency

94501498/94500788 55 56 87 54

Bergen municipality Interpretation service 55567905, outside

business hours: 55

56 78 15

Helsevernetaten (Public

health service)

Switchboard 55 56 52 00

Ministry of Foreign Affairs Switchboard 22 24 36 00

Ministry of Education and

Research

Switchboard, Department of

Higher Education

22 24 90 90

Ministry of Education and

Research

Director General

Toril Johansson

22 24 77 00

Norwegian Church Abroad Main Office 55 55 22 55

Joint Rescue Coordination

Centre

Southern Norway

Alarm

Operations/enquiries

51 51 70 00 51 64

60 00

Norwegian Poison

Information Centre

Info for acute poisoning 22 59 13 00

Norwegian Environment

Agency

Acute pollution: 110 03400

31

Appendix 8: The tasks of the NHH duty telephone

NHH's duty telephone (55 95 98 88)

The NHH duty telephone for crisis preparedness is staffed on weekdays from 07.00 – 22.00, Saturdays

from 07.00 – 16.00 and Sundays from 10.00 – 13.00. Outside of these hours, the emergency services must

be contacted should an emergency arise. The duty telephone shall be notified in the event of fire, accidents

and serious incidents.

Notification

In the event of undesired incidents at NHH, the duty telephone must immediately be notified about

whether emergency services have been alerted

whether the incident has caused the loss of life or serious injury to people

whether the event has caused significant damage to buildings or material values at NHH

whether the incident has the potential to escalate so that it can entail the loss of human life, serious

injury to people or significant damage to buildings or material values at NHH

Serious incidents must be first be reported to the emergency services and then to the NHH duty

telephone

Notification model

Enquiries to the duty telephone

When enquiries are made to the duty telephone, the person on duty shall alert emergency services if this is

necessary and the emergency services have not already been alerted.

If the emergency services are alerted, the person on duty shall give notice internally in the following

order:

Director of Preparedness

Switchboard/reception

32

Operating Manager

The person on duty is in charge of the situation until the police, medical services or fire service assumes

responsibility. If the incident occurs outside of regular business hours, the person on duty must

immediately go to NHH to be in charge.

In the event of less serious incidents in which the emergency services are not alerted, the incident must be

handled in line with NHH's operating routines for HSE.

Log-keeping

All enquiries to the duty telephone shall be logged. Log-keeping will provide a basis for ensuring that

undesired incidents are reported to the right agencies.

Incident reporting

preparedness leadership is responsible for reporting DSHA's in the crisis preparedness system.

Each leader or the Section for Property Management is responsible for reporting less serious incidents in

the HSE system.

33

Appendix 9. The tasks of the switchboard/reception

If the switchboard/reception is the first to be notified of a crisis, the switchboard shall immediately notify:

1. In an acute situation requiring the fire service, police or an ambulance, the switchboard shall

immediately notify these using the relevant emergency number:

2. As soon as the emergency number has been called, the switchboard/reception shall notify

The switchboard/reception must be notified if NHH implements the crisis preparedness plan.

The police establish and staff the next of kin hotline.

In a crisis, the switchboard/reception shall pass on enquiries as follows:

Type of enquiry Passed on to Telephone number Enquiries from public authorities or NHH staff

involved in the operation Preparedness leadership 55 95 90 01

Enquiries from the next of kin of students or staff

believed to be affected by the crisis

Next of kin hotline Established by the

police

Enquiries from the media Crisis information staff 55 95 9002

If unsure about who is calling Crisis information staff 55 95 9002

Fire 110

Police 112

Ambulance 113

NHH's duty telephone: 55 95 98 88

34

Appendix 10. Checklist in the event of accidents/deaths among staff,

students and guests

The preparedness leadership is responsible for considering the following activities:

Introductory phase

Coordinate the response with the police/rescue services, medical services and other central

agencies (see the telephone/notification list)

Staff the switchboard outside of business hours

Mobilise resource persons at the section level (see telephone/on-duty lists at the section level)

Obtain personal information (contact with the police, personal information from HR archive, FS

and NHHS)

Coordinate the internal flow of information (notify affected heads of sections and colleagues)

Notify the Norwegian Labour Inspection Authority

Appoint a contact person for next of kin. Contact with next of kin shall always be cleared with the

police (next of kin hotline, next of kin centre, transport, housing, etc.)

Be in touch with external crisis assistance (see the telephone list for external partners)

For students:

- Haukeland University Hospital

- Accident and Emergency Unit: Crisis support

- Accident and Emergency Unit: Reception centre for victims of sexual violence

- Student chaplain

- SiB: Head of the welfare division

For staff:

- Haukeland University Hospital

- Accident and Emergency Unit

- Chaplain

- Crisis psychologist

Clearing rooms and facilities for the press, next of kin, police/rescue services

Lower flag to half-mast in the event of fatal accidents

Follow-up phase

General

Keep in touch with medical services

Keep in touch with SiB − Division for welfare services (resources: chaplain, psychologist, doctor,

social worker, housing worker)

Organise a gathering for those who have been particularly involved in the organising, provision of

information and caretaking

Follow up staff and students to work on grief responses

In the event of death (staff, students and guests)

Memorial service, possibly in consultation with next of kin

Memorial table (contact the Office of Student and Academic Affairs)

Minute of silence

Cancel lectures/events

Information for Paraplyen

Lower the flag to half-mast for funerals

35

Condolence telegram, -card and -flowers for next of kin

Wreath for funeral

Representative at funeral, flowers for funeral, condolence letter

Invite next of kin to the accident site and to see the place the deceased worked/studied

Follow up next of kin in terms of insurance etc.

Update relevant personnel registers, FS and address lists

Handle information stored electronically

Additionally for accidents/deaths among staff or students abroad

Contact the embassy/consulate abroad

Contact the Ministry of Foreign Affairs

Contact the Norwegian Church Abroad (main office in Norway)

Additionally for accidents/deaths among foreign students

Contact the embassy/consulate in Norway

Contact the Ministry of Foreign Affairs

Interpretation service

Chaplain/religious leader

36

Appendix 11. Preparedness during excursions

General precautions

The person in charge of preparedness / person in charge of HSE at NHH ([email protected])

shall be notified of planned excursions / group travel as soon as a date has been set. Additionally,

the following must be sent to the person in charge of preparedness / person in charge of HSE, the

Director of Studies and the Executive Board (NHHS) as soon as possible:

the name of the excursion

the names and mobile telephone numbers of the leaders and the person on call, if

applicable

departure from and arrival in Bergen

list of participants with names and telephone numbers, as well as the telephone number of

at least one next of kin

the names and telephone numbers of the tour leader(s), as well as the telephone number of

at least one next of kin

contact information for the tour operator, if applicable

the address and telephone number of the hotel/accommodation

the travel route, if participants travel together

When two tour leaders participate in the excursion, the distribution of responsibility between them

must be clarified well in advance and both must have access to all travel information and useful

telephone numbers for the place in question, in case of emergency.

When only one tour leader participates in the trip, prior to departure one student must be

appointed as responsible for assuming leadership should something happen to the tour leader. This

student must have access to the same information the tour leader has (the list above) as well as

important telephone numbers at the destination:

telephone number of doctor at the destination

telephone number of the police at the destination

telephone number of the nearest Norwegian Embassy

telephone number for NHHS and NHH's preparedness leadership

Travel organised by NHHS

For all student excursions organised by NHHS, a tour leader shall be appointed as the person in

charge of the group. The tour leader is the group's contact person for NHH and NHHS.

For larger excursions with more than 20 persons, an on-duty person shall also be appointed for

each day of the excursion. If there are more than 40 participants, an on-duty assistant shall also be

appointed. The person on duty is in charge at the site and has the final word should a critical

situation arise. The person who is on duty and their assistant shall not use intoxicants while on

duty.

mailto:[email protected]

37

NHHS management must be informed as soon as the situation allows. NHHS informs NHH's

Director of Preparedness (Managing Director), who follows up on the case in Norway.

38

Appendix 12: Preparedness during large events/conferences

1. Notification/communication:

Before the event: Once the date of the conference is set, it must be reported to NHH's preparedness

leadership. This is done by sending an email to [email protected].

During the event: All undesired incidents shall be reported to NHH's duty telephone once the immediate

situation is under control; see NHH's preparedness plan, Internal notification list, Appendix 6.

2. Undesired incidents: prevention and actions

For larger conferences/events, a risk and vulnerability assessment will provide the following risk:

Risk Prevention Action

Fire/fire alarm (large

risk/medium

consequence)

Identify the fire risk for the event

Carry out inspections

Have yellow vests available for the

organiser

Inform participants of evacuation routines

Implement evacuation in

accordance with the

procedures.

In the event of very cold

weather and/or a longer

evacuation, use

Lehmkuhlhallen as a

temporary indoor premise.

Acute illness/death

(medium risk/medium to

large consequence)

Map first aid equipment and first

aid/defibrillator competency available

during the event.

Familiarise everyone involved in

organising the event with the contents of

NHH's preparedness/first aid folder and

notification routines.

An ambulance shall always be

alerted first on 113.

Initiate necessary first aid

thereafter.

Undesired persons

(little risk/medium

consequence)

The organiser should discuss ahead of

time the possibility of undesired persons

being present. Undesired persons can

represent a risk of disturbances during the

event, theft and threatening behaviour.

Other measures:

If there are undesired persons

at an event, they shall be

removed by the

organiser/watch in charge.

If the person appears

threatening or is difficult to

NHH's duty telephone: 55 95 98 88

Fire 110

Police 112

Ambulance 113

mailto:[email protected]

39

1) Designate the watch in charge during

the event

2) Have an overview/control of the

opportunities to get to and from the event

3) Use conference markers that are

recognisable (such as name tags)

4) Conduct inspection rounds of the area

communicate with, assistance

shall be sought by calling

NHH's duty telephone at 55 95

98 88.

In the event of serious

incidents, call the police at 112

Power outage (medium

risk/large consequence)

The organiser must discuss ahead of time

how the event may be affected by a short

or longer power outage. The

consequences may depend on the time of

the year and day the event takes place.

Alternative premises should be

considered.

Help ensure that the event can

continue in the best way

possible.

Weather/traffic problem

(large risk/medium

consequence)

The organiser should discuss alternative

solutions ahead of time for the possibility

that speakers/participants are prevented

from attending due to weather or other

traffic problems.

Help ensure that the event can

continue in the best way

possible.

Food poisoning

(medium risk/large

consequence)

Use safe suppliers of food/drink. Discuss

prevention with the supplier.

Contact the Norwegian Food

Safety Authority as soon as

possible if there are two or

more cases of food poisoning.

Notify and implement NHH's

preparedness plan in the event

of large-scale food poisoning.

40

Appendix 13. Equipment list preparedness room

Preparedness leadership shall meet in the Meeting room by the Director's office, 1st floor.

Alternative preparedness room: Meeting room in the Section for IT Services, 2nd floor of Nybygget

The external preparedness room is the reading room at Hatleberg, as of the autumn of 2016

The preparedness group bring and use their own laptops and mobile telephones.

Computer and telephone equipment that must be in the preparedness rooms:

Wireless network

A video projector/board

A speaker phone

Other equipment:

Whiteboard

Flip-over board with paper and pens

Folder with preparedness plans and notification lists*

Hole punch, scissors and staplers with extra staples

Tape dispenser and extra tape

A box of ballpoint pens

*If preparedness leadership gathers elsewhere than in Kollegierommet, the folder with preparedness plans /

notification lists shall be brought along. Alternatively, the same folder can be found it the Preparedness

Briefcase.

41

Appendix 14. Logging form - Telephone enquiries

Date/time Name of caller In regard to / actions

42

Appendix 15. Logging form - Decisions and actions in the

preparedness work

Date/time Responsible In regard to / actions

43

Appendix 16. Revision form

Updates, revisions and exercises

Date/time Responsible What (exercise, revision, update)

02/02/2016 Marianne Stople Updated notification list with new

Executive Board

02/02/2016 Marianne Stople Changed the preparedness room from

Kollegierommet to the meeting room by

the Director's office

10.01.2017 Marianne Stople Replaced Odd Andrew Storetvedt and Erik

Lundberg with Elise Kongsvik and Atle

Askeland. Added IT as a member of the

emergency preparedness-team. Changed

contactinformation for department of

economics.

16.01.2017 Marianne Stople Replaced members of NHHS (student

organisation)

06.07.2017 Marianne Stople Replaced the rectorate with new rectorate

from 01.08.2017

emergency preparedness plan · 1.4.1 communication principles the director of preparedness has the...

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