example crisis action plan (1)

(Company Watermark) EXAMPLE PLAN

- 1 - Table of Contents Prepared by Herschel Campbell

DISCLAIMER: This is an example plan that I created for the purposes of use as a

future template for other crisis action plans and for the culminating project of my

Crisis Action Planning course at American Military University. All information,

designs, and templates included are the property of the owner and author Herschel

Colin Mor Campbell and may not be distributed, copied, or otherwise utilized

without the author’s permission. Intellectual or proprietor theft of this information

will result in prosecution for intellectual and property theft. The author reserves all

rights to this material and is only displaying it for resume and professional

purposes. 6/28/2015

Crisis Mitigation and Emergency Action Plan

for

Oil Services Global Security Center (OSGSC) (FICTICIOUS COMPANY – EXAMPLE PLAN ONLY)

FOR OFFICIAL USE ONLY Created: 6/13/2015

OS Corporate | SECURITY | OSGSC | 9999 Street St. | Somewhere, TX 77777 | USA

P: +1 555-555-5555 | F: +1 555-555-5556



Activation Instructions

Disclaimer: The information included in this document is for the sole purpose of Oil

Services (OS) and is not intended for distribution, duplication, or use by any other

agency, entity, or individual other than OS. Use or distribution of this material

without the consent of OS is not authorized and may result in subsequent legal

action.

Activation: The value of Oil Services Global Security Center (OSGSC) operations to the

safety and security of OS worldwide business necessitates that every effort be made to

ensure continuity of OSGSC services to the rest of OS. The crisis action contingencies

contained within are to be put into place when probable or certain disruption of normal

OSGSC operations is imminent and poses a risk of infringing upon the ability of OSGSC

to complete its stated mission objectives. Activation authority rest with the OSGSC

Manager, however this is be delegated through the chain of command to the OSGSC

Supervisor and OSGSC Senior Analyst in the event that the OSGSC Manager or OSGSC

Supervisor is not reachable.



Table of Contents

1. Introduction

a. Mission

b. Purpose

c. Applicability

d. Policy

e. Objectives

f. Assumptions

g. Organization

2. Critical Organizational Functions

3. Threat Forecast

a. Natural and Man-made Events

b. Product and Process Events

c. Production and Technical Events

d. Public Relation Events

4. Mitigation Strategy and Crisis Event Levels

5. Pre-Crisis Mitigation Actions and Emergency Event Contingency Plans

a. Man-made Events

i. Active Shooter/Disgruntled Employee/Bomb Threat

ii. Cyber Attack/Disruption

iii. Fire/Arson

iv. Missing Person

v. Medical Emergency

vi. Rioting/Civil Disturbance

b. Natural Events

i. Disease or Epidemic Event

ii. Flood/Storm Surge Event

iii. Hurricane

iv. Tornadoes

v. Tsunami

c. Production and Technical Events:

i. Temporary Power Loss

ii. Extended Power Loss

iii. Temporary Loss of Communications

iv. Extended Loss of Communications

v. Renovation/Building Repair

vi. Server Maintenance

d. Public Relation Events:

i. Accusations of Malfeasance, Improper Conduct, or the Release of

Sensitive Information by the OSGSC



6. Teams & Authorities

7. Recovery and Restoration

a. After Action Reporting

b. Human Resource Links

c. Example After Action Report

8. Appendices

a. Appendix A – Team Contact Information

b. Appendix B – Emergency Procedures

c. Appendix C – Team Assignments & Taskings

d. Appendix D – Plan Maintenance

e. Appendix E – Approvals



Introduction

Mission Statement

The OSGSC ensures the continuity and safety of OS’s global assets and business

travelers by monitoring around the clock activity of all operations worldwide. The

OSGSC uses a state-of-the-art operations center to track and identify threats and

vulnerabilities that affect our operations and provide our employees, business units, and

senior leadership continual information on the impact of the event, mitigation strategies,

and potential, occurring, or expected influence and effect on OS operations.

Purpose

The OSGSC services OS’s X number of employees with expert threat and situational

analysis on world, regional, and local events in over X countries globally. In addition, the

OSGSC supports the safe travel of over X business travelers to over X high-risk

destinations monthly. The OSGSC also provides analysis that leads to early warning and

mitigation of events, which could negatively affect the X facilities, and X rig sites OS

operates worldwide. The following crisis action plan is written with the sole purpose of

ensuring the continuity of these services and safety of employees under all circumstances.

Applicability

This plan applies specifically to the functionality of the OSGSC. It contains directions

that are designed solely for application to the OSGSC and its specific mission set. This

plan is designed to ensure mission success and continuation of services in the event of a

crisis that threatens the operational stability of the OSGSC. Actions prescribed in the Pre-

Crisis Mitigation Actions and Emergency Event Contingency Plans section of this plan

are designed as a guide only and may need to be modified to reflect circumstances

unaccounted for or unforeseen. The overarching goals of this crisis plan are to ensure

worker safety and the continuity of OSGSC operations while minimizing any long-term

impact from a crisis, emergency or event to OS.

Policy

The purpose of the OSGSC Crisis Action Plan is to ensure functionality of the OSGSC

while maintaining workplace safety and security. In keeping with the overall OS Crisis

Management Program, crisis, emergencies, and events are described and broken down by

their effects on four broad categories:

People – The effect of a crisis, emergency, or event on the individuals employed,

associated, or directly influenced by OS. This could include employees,

contractors, customers, or local population.

Environment – The effect of a crisis, emergency, or event on the environment

either locally or globally.



Assets – The effect of a crisis, emergency, or event on the buildings, materials,

structures, or properties owned, leased, or operated by OS.

Reputation – The psychological and sociological effect of a crisis, emergency, or

event on the reputation or perceived character of OS operations and public image.

This could refer to negative or damaging public relations effects from a crisis,

emergency, or event attributed to OS malfeasance or the handling of such an

event by OS.

Objectives

The overarching objective of this crisis action plan is to have in place a contingency for

all conceivable crisis events in which the actions of the OSGSC are negatively impacted

or threatened in such a way as to affect the OSGSC’s ability to perform day-to-day

operations. The Threat Forecast, Crisis Mitigation, and Planning Scenario sections of this

plan outline the perceived threats to OSGSC operations and outline a guide to mitigate

and if necessary overcome crisis, emergencies, or events which could impact the OSGSC

mission.

Assumptions

This plan makes four key assumptions regarding the ability to implement each

contingency.

1. This plan assumes that the present staff size will be in place at the time of crisis. It

will be assumed that the OSGSC has no less than X trained analysts, X senior

analyst, X supervisor, X manager, X systems specialist, X crisis manager, one

security specialist, and 1 director of security as illustrated under sub-heading

Organization (See Figure 1).

2. This plan assumes that the present staff are all briefed and trained to be familiar

with the workings of this crisis action plan. All OSGSC employees will have

access to the plan and be provided with a hard copy upon request. Crisis response

teams within the OSGSC will be formed and each individual will know the role

he/she is expected to carry out in any given crisis scenario covered by this crisis

action plan.

3. Where evacuation, secondary site location, or work from home is required, this

plan assumes that the desired backup location is readily available and accessible.

Further, it is assumed that transportation to the backup location is readily

available and accessible. Finally, it is assumed that adequate power,

communications infrastructure, and computer technology exists at the designated

backup location so as to continue the OSGSC mission set without significant

degradation or delay.



4. Monetary funding to support the OSGSC in the event of a crisis will be available.

This includes the funding to pay for the transportation of workers to potential

offsite or secondary locations, internet and power availability, network access,

and any other subsequent cost measures associated with the continuation of

OSGSC services for the duration of any given crisis event.

Organization Structure, Roles, and Responsibilities

The OSGSC organizational structure is composed of the OS Director of Security, OS

Crisis Manager, OS Security Specialist, OSGSC Manager, OSGSC Systems Specialist,

OSGSC Supervisor, OSGSC Senior Analyst, and eight Operational Analysts. Appendix

1, Figure 1 and Figure 2 detail the Chain of Command for the OSGSC and the OSGSC

Team Structures. The individual roles of each function are as follows:

OS Director of Security: The OS Director of Security oversees security operations for

all OS operations. OSGSC specific duties include providing direction, guidance, and

operational oversight for overall OSGSC operations.

OS Crisis Manager: The OS Crisis Manager oversees crisis management and prevention

for all OS operations. OSGSC specific duties include providing a dialogue and direction

between greater OS crisis management and OSGSC operations, liaison between business

units and OSGSC for purpose of crisis mitigation and prevention, and providing technical

support and guidance to OSGSC employees on companywide crisis mitigation and

prevention efforts.

OS Security Specialist: The OS Security Specialists works with the OS Crisis Manager

and the OSGSC to ensure clear understanding of the security picture of overall OS

operations and to liaison between business units and the OSGSC to ensure maximum

utilization of OSGSC resources towards security risk mitigation of travelers and business

units.

OSGSC Manager: The OSGSC ensures that the OSGSC mission is completed in

accordance with the directives and expectations of the OS Director of Security and the

executive level decision makers of OS.

OSGSC Systems Specialist: The OSGSC Systems Specialist performs IT and system

maintenance and support for the OSGSC staff. This includes upgrades and software

updates to the computers, creation/integration of new programs and features onto VC,

and troubleshooting for computer and system issues.

OSGSC Supervisor: The OSGSC Manager oversees daily operations of the OSGSC and

ensures production and dissemination of threat intelligence, risk assessment, and risk

event notification products from the OSGSC to the greater OS Company and business

units is maintained.



OSGSC Senior Analyst: The OSGSC Senior Analyst is in charge of OSGSC product

quality control, as well as timely and accurate production and dissemination of threat

intelligence, risk assessment, and risk event notification products.

Operational Analysts: The X OSGSC Operations Analysts comprise the day-to-day

intelligence and analysis workers who research, write, and distribute threat intelligence,

risk assessment, and risk event notification products from the OSGSC to the greater OS

Company and business units for the purpose of safe and effective worldwide operations.

These analysts are broken into two man teams, with X-hour shifts, working X-on, X-off,

X-on, X-off rotations. See Appendix 1, Figure 2 for OSGSC Team Structures.

Critical Organizational Functions

The OSGSC is responsible for analysis, monitoring, and information distribution of

global events, which affect one of four primary categories: Business Intelligence, Travel

Management, Crisis Management, and Physical Security. Specific responsibilities include

but are not limited to: pre-travel briefings, threat monitoring, event-specific risk

assessments, travel monitoring, 24/7/365 emergency hotline availability, traveler, natural

disaster, and terrorist alerts, industrial accidents, asset monitoring, access control, and

CCTV monitoring.

The primary products of the OSGSC are global security alerts and the daily intelligence

operations summary (DIOPSUM). These items inform executive decision makers on

emerging issues and threats. They are also important documents for providing situational

awareness to Regional Security Managers (RSM) and travelers.

Secondary products include intelligence assessments and reports, personnel tracking

missions, indication and warning charts, and route analysis for travelers in high-risk

destinations. These functions are tasked as necessary to facilitate OS operations in areas

that are higher risk and require closer examination and preparation to safely perform oil

and gas services.

In order to successfully provide these services, the OSGSC requires 24/7/365 access to

the OS network, telephone and high-speed internet services, and Visual Command (VC).

Any events that disrupt access to the OSGSC Operations Center or telephone, internet or

OS network access pose a significant threat to the continuity of OSGSC services.



Threat Forecast

Identified threats to the OSGSC can be generally divided into man-made and natural

events, production and technical events, and public relations events. In the 21st Century

the growing threat to a communications and technology dependent entity such as the

GSC, is anything that can disrupt or disable electronics and communications capabilities.

For the OSGSC, the greatest threats are those weather phenomena that could render

OSGSC control and command functions such as VC, OS network, Internet service, or

telephone communications inoperable. Such an event would essentially disable the GSC

from its primary mission of informing travelers and business units, both at home and

abroad, of existing and emerging threats to physical operations and security.

Man-made Events:

Active Shooter/Disgruntled Employee/Bomb Threat

Cyber Attack/Disruption

Fire/Arson

Missing Person

Medical Emergency

Rioting/Civil Disturbance

Natural Events:

Disease or Epidemic Event

Flood/Storm Surge Event

Hurricane

Tornadoes

Tsunami

Production and Technical Events:

Temporary Power Loss

Extended Power Loss

Temporary Loss of Communications

Extended Loss of Communications

Renovation/Building Repair

Server Maintenance

Public Relation Events:

Accusations of Malfeasance, Improper Conduct, or the Release of Sensitive

Information by the OSGSC



Mitigation Strategy and Crisis Event Levels

Mitigation in this plan is designed to work in a bottom up approach, with an escalating

chain of command structure that rises up the levels of the organization concurrent with

the severity of a crisis, emergency, or event. The goal is to accomplish crisis, emergency,

or event resolution with as little footprint and impact to overall business operations as

possible. Each crisis, emergency, or event addressed is assigned a level 1, 2, or 3 rating

based on the severity of the situation. The rating system corresponds to the level of

involvement required within the OSGSC organization.

Level 1 – crisis, emergency, or event requiring intervention/interaction by

OSGSC Analysts or Senior Analyst only. An after action report may or

may not be required to be sent to the OSGSC Manager and OSGSC

Supervisor depending upon the nature of the event. An example could

include but is not limited to a loss of power for a short duration or damage

to the building that does not require evacuation. Level 1 events are short

duration events with low level of impact on OSGSC operations. The

threshold for a Level 1 event will be an event negatively affecting

operation capabilities for greater than 2 hours but less than a 12-hour

period.

Level 2 – crisis, emergency, or event requiring intervention/interaction by

OSGSC Analysts, Senior Analyst, Supervisor, and Manager. At a

minimum, an after action report will be developed and sent to the OSGSC

Manager and OSGSC Supervisor. This report may be sent to the OS

Director of Security, OS Crisis Manager, and/or the OS Regional Security

Managers depending upon the nature of the event. An example could

include but is not limited to a fire on the premises or technical issues that

affect the operating ability of the OSGSC. Level 2 events are considered

medium duration events with moderate level impact on OSGSC

operations. The threshold for a Level 2 event will be an event negatively

affecting operation capabilities for greater than 12 hours but less than a

24-hour period.

Level 3 – crisis, emergency, or event requiring intervention/interaction by the

entire OSGSC team, to include the Analysts, Senior Analyst, Supervisor,

Manager, OS Director of Security, and OS Crisis Manager. An after action

report will be created and submitted to the OS Director of Security, OS

Crisis Manager, and OS Regional Security Managers. An example could

include but is not limited to a hurricane, large fire, cyber-attack, civil

unrest, or extended power outage. Level 3 events are considered long

duration events with high-level impact on OSGSC operations. The

threshold for a Level 3 event will be an event negatively affecting

operation capabilities for greater than a 24-hour period

(INSERT Crisis Level Chart FIGURE HERE)



Pre-Crisis Mitigation Actions and Emergency Event Contingency Plans

The following section lists all the known crisis events currently identified as potential

threats to OSGSC operations. Within each subsection is a summary of the threat and its

risk to the GSC as well as a list of existing mitigation features. Recommendations to

build upon existing mitigation features are also included. This section will receive yearly

reviews upon implementation of this crisis action plan.

Man-made Events

Active Shooter/Disgruntled Employee/Bomb Threat – Level 3 Event

An active shooter/Disgruntled Employee/Bomb Threat event is a low probability event

with the potential for damage to equipment and loss of life. Despite the rise in lone-wolf

attacks and the potential for disgruntled employees, this event is deemed unlikely to

occur due to a multitude of present mitigation factors.

Existing Mitigation Features:

1. Active security system

2. 24/7 CCTV monitoring

3. 24/7 Security Personnel

4. Key Fob System for access control

5. Perimeter gate and fence system

6. Accountability policy

7. Recall roster

8. Company cell phones (optional)

9. Upon termination of employment, all OS employees must return their key fob,

company phone, and be removed from building access lists, email distribution

lists, and network access

Recommendations:



1. Annual active shooter drill/Computer based training (CBT)

2. Annual simulated alert generation and notification to all GSC team members

3. Personal laptops with network access to GSC employees in the event it

becomes necessary to work from home or an off-site location.

Contingency Plan

1. For bomb threats follow all directions of security personnel on-site

2. For active shooter/disgruntled employees:

a. Notify 911/law enforcement as soon as possible

b. Do not attempt to intervene or stop an ongoing attack

c. Lock GSC doors/secure the room if able

d. Contact on site security if able

e. Minimize noise in the GSC

f. Inform OSGSC Manager, Supervisor, and Senior Analyst of the

situation as soon as possible

3. Upon resolution of the event

a. Ensure accountability of all staff

b. Report all clear to GSC management

c. Complete a post event after action reporting form (See Recovery and

Restoration)

Cyber Attack/Disruption – Level 1-3 Event

Cyber-attacks are an increasing concern from both malicious independent actors and

other corporate business entities. A cyber-attack on the OSGSC has the potential to inflict

serious harm to the operational capability of the OSGSC to communicate with regional

security managers, travelers, and internally among OSGSC workers. A sufficient attack

could potential leave the GSC without the means to effectively carry out its mission.


1. Active IT and Technical Support Team on campus

2. Regular “Red Team” phishing attempts for educational and evaluation

purposes

3. OSGSC Specific IT Specialist on staff

4. OSGSC employees network access and email privileges are revoked upon

termination of employment

5. Routine server maintenance and update instillation

6. Backup on and off-site facilities with access to the Cloud and data sharing

software

Recommendations:

1. Annual CBT training on cyber awareness



2. Bi-annual simulated alert generation and notification to all GSC team

members



Contingency Plan:

1. Upon suspicion of a cyber-attack or disruption notify the OS IT department as

soon as possible

2. Notify the GSC Systems Specialist as soon as possible

3. Notify the GSC Manager, Supervisor, and Senior Analyst as soon as possible

4. Record the date and time of the event

5. Upon resolution of the event complete a post event after action reporting form

(See Recovery and Restoration)

Fire/Arson – Level 2-3 Event

Fire/Arson events have the potential to render the OSGSC inoperable for an extended

period. However, due to their infrequent occurrence and current mitigation features, a

fire/arson remains a low probability event.


1. CCTV

2. Fire alarms

3. Fire Extinguisher

4. Key fob access restrictions and security personnel

5. Surge Protectors


software

Recommendations:

1. Annual fire drills

2. CBT or other individual training for fire extinguisher operation






Contingency Plan:

1. If the fire is small enough to be extinguished with the portable extinguisher

employees may put it out then proceed to step 3, otherwise activate the fire

alarm system

2. Evacuate to the designated assembly point (See Appendix A, Figure 4)

3. Call 911/emergency services





Missing Person – Level 2-3 Event

Somewhere, Texas is the third highest crime rated city in Texas as of 2013, with 5.9

murders per 100,000 people. Additionally, hurricanes, tornadoes, flooding, and traffic

accidents all occur in this area and could lead to missing persons. Additionally, OSGSC

employees may travel to high-risk destinations as part of normal job duties. This can

present a unique challenge to personal safety. The OSGSC has several mitigation features

to protect and watch for the accountability of its staff.



2. Recall roster


For Oversees/High Risk Destination Travel:

1. Accountability policy as indicated in OS high risk destination travel

guidelines

2. Planned itineraries with CWT and coordinated with the regional security

managers

3. Company cell phones

4. Optional geo-location check in app for the individuals company cell phone



Recommendations:

1. Annual accountability/recall roster exercise


Contingency Plan:

1. In the event an employee is more than one hour late to work with no contact

a. Attempt to contact employee utilizing the GSC recall roster (See

Appendix A, Figure 2)

b. Call/email each proceeding hour until contact is made


3. If oversees:

a. Coordinate with the regional security manager

b. If oversees, the GSC will contact HR and coordinate with appropriate

government agencies in the host country

c. The GSC will serve as a focal point for resources and coordination of

company efforts to locate and return the individual home safely




Medical Emergency – Level 2-3 Event

Workplace accidents are a common occurrence and can happen as the result of

carelessness, unavoidable hazard, unforeseen circumstances, or underlying medical

conditions. In the event that a GSC employee becomes injured, the GSC staff will make

every attempt to ensure that further injury is prevented and appropriate care is received.


1. First Aid Kit

2. On-site security

3. Safety features such as fire extinguishers and surge protectors

4. Pre-determined evacuation procedures and rally points (See Appendix A,

Figure 4)

Recommendations:

1. Annual refresher training on medical emergency contingency plan

2. Participation in routine fire/evacuation drills as prescribed by OS

Contingency Plan:

1. Ensure the employee receives first aid



2. Call 911 or emergency services if necessary

3. Note the time and date of the event




Rioting/Civil Disturbance – Level 2-3 Event

As previously noted, Somewhere, Texas is the third highest crime rated city in Texas.

Given the large mix of ethnic groups and the size of the city (4th

largest in the U.S.),

rioting/civil disturbance is a distinct possibility, despite being a low probability event. In

the event of large-scale rioting/civil disturbance, it may become impractical or unsafe for

the GSC to work on site or leave for home. There are several mitigation features in place

to facilitate continued GSC functionality.


1. Recall roster



software

4. Active security system

5. 24/7 CCTV monitoring

6. 24/7 Security Personnel

7. Key Fob System for access control

8. Perimeter gate and fence system

Recommendations:



1. Annual review of GSC contingency scenario in the event of a large scale

riot/civil disturbance




Contingency Plan:

1. The GSC Manager, Supervisor, and Senior Analyst will convene to determine

the viability of continued operations on site

2. Within 1 hour a decision will be made as to whether the situation affects or is

likely to affect the safety of the GSC on site location

3. If it is determined that off-site/work from home is the safest approach, the

GSC staff on duty will be provided with laptops and allowed to return home in

order to continue work from home

4. Bi-daily status checks on all GSC employees will be completed until the

situation resolves

5. Upon resolution of the event a GSC employee to be named by the GSC

management will complete a post event after action reporting form (See

Recovery and Restoration)

Natural Events

Disease or Epidemic – Level 3 Event

Although unlikely in the United States, the possibility does exist for a disease or

epidemic event to affect the Somewhere area. Somewhere is the 4th

largest city in the

United States and hosts a variety of travel mediums, including a port and multiple

airports, and a military base. The Ebola Outbreak in 2014 demonstrated that even hard to

catch, non-airborne diseases can be transported throughout the world, making nearly any

location a potential disease/epidemic outbreak location. Mitigation in this instance is

going to rely heavily on the ability of the GSC to operate remotely.


1. Recall roster



software

Recommendations:






Contingency Plan:









situation resolves




Flood/Storm Surge – Level 1-3 Event

Although the Beechnut location in Somewhere is 68 feet above sea level, much of the

city of Somewhere is prone to flooding. As recently as 2015, significant flood activity has

affected the city as well as OS operations. While the OSGSC experienced few problems

with recent flooding, this risk continually poses a threat to operations, whether from

normal rainfall, hurricanes, or storm surges, all of which have the potential to cause

flooding issues throughout the city. Complications from these events typically include the

inability of GSC employees to get to the GSC or power outages created by secondary

effects of the flooding and storms.



2. Backup power generators

3. Recall roster



software

Recommendations:



1. Annual review of GSC contingency scenario in the event of a wide spread

flooding/storm surge and hurricane events (before hurricane season begins)


members



Contingency Plan:









situation resolves




Hurricane – Level 3 Event

Hurricanes and tropical storms are a regular occurrence in the Somewhere area with

storms of tropical storm strength or higher occurring every 5 years on average.

Associated with these storms is the potential for flash floods, high wind, and tornado

activity. Hurricanes and tropical storms have the potential to threaten physical access to

the GSC via flooding and degrade or disable the GSC’s communications and power

supply. Hurricanes represent one of the most impactful and consistent threats to

continued OSGSC operations.


1. Planned Contingency to operate remotely from an off-site location in X

location (See Contingency Plan Section)


3. Recall roster




software

7. Elevation of 68 feet above sea level (unlikely to be directly impacted by surge

or bayou flooding)



Recommendations:

1. Annual review of GSC contingency scenario in the event of a wide spread

flooding/storm surge and hurricane events (before hurricane season begins)


members



Contingency Plan:



2. Within 48 hours of landfall, a decision will be made as to whether the

situation affects or is likely to affect the safety of the GSC on site location



order to continue work from home or be transported to the off-site location

a. If off-site location outside of the Somewhere area is deemed necessary

for the continuance of GSC operations:

i. A team of no less than 4 GSC employees will be selected and

provided with transportation to the off-site location

ii. The move to the off-site location will be conducted within 24

hours of landfall to allow time for remote set up and potential

evacuation of employees remaining in Somewhere

iii. Bi-daily status checks on all remaining GSC employees will be

completed until the situation resolves

iv. All GSC employees will receive guidance on how pay and

travel cost will be coordinated and provided for






Tornadoes – Level 2-3 Event

Tornadoes are violent and potentially life threatening events. Historically, the Greater

Somewhere Area records 5-6 tornadic events per year. Although most of these are small,

very short duration events, the heavy winds and intense rainfall associated with these

events have the potential to cause power and communications disruptions, as well as

structural damage to the OSGSC.



2. Recall roster




software

Recommendations:

1. Annual review of GSC contingency scenario in the event of a tornado


members




becomes necessary to work from home or an off-site location

Contingency Plan:

1. If a tornado warning is issued that is going to impact the GSC, employees will

shelter in place in the stairwell located on the first floor (See Appendix A,

Figure 5)

2. After the tornado passes, GSC staff will initiate a recall roster check to verify

the safe status of GSC employees

3. Damage assessments will be conducted and the Manager, Supervisor and

Senior Analyst will meet to determine the operability of the GSC and if

offsite/work from home status is warranted




Tsunami – Level 3 Event

Although extremely unlikely, there are mechanisms in the Gulf of Mexico that are

capable of generating a tsunami. Most notably, underwater landslides along the

Mississippi River Canyon, a fault line along the Cuban coast, and the Campeche undersea

escarpment off the coast of Mexico are thought to be capable of generating a Tsunami

event. The historical precedent for a tsunami hitting Somewhere is unclear but cannot be

ruled out. In the event that a tsunami did hit the city, the likelihood is that only coastal

areas would be affected. Due to the elevation of the GSC and the distance from the shore,

it is unlikely that there would be any considerable damage from such an event. If,

however unlikely, a large tsunami were to strike the Somewhere Area, tidal surge from

the event could impact the bayou and cause flooding near the GSC. In such an event,

there are only a few existing mitigation features.



2. Recall roster




software



Recommendations:

1. Annual review of GSC contingency scenario in the event of a tsunami


3. Personal laptops with network access to GSC employees in the event it becomes

necessary to work from home or an off-site location

Contingency Plan:

1. If a tsunami warning is issued that is going to impact the GSC employees will be

evacuated to a safe distance as determined by state/government authorities

2. The GSC Manager, Supervisor, and Senior Analyst will meet to determine an off-

site location or authorize work from home status to allow for the continuation of

GSC operations


management will complete a post event after action reporting form (See Recovery

and Restoration)

Production and Technical Events

Temporary Loss of Communications – Level 1-2 Event

Temporary loss of communications refers to a loss of at least one communications

medium for a period lasting more than 2 but less than 24 hours. Because temporary loss

of communications occurs periodically this is considered a high probability event,

however, there are redundant/alternative methods of communication within the GSC,

making the loss of only one system a low impact. The GSC has three main mediums of

receiving and sending communications: Internet/network, landline telephone, and

cellphone service. Limited operations can continue with the loss of any two of these

mediums, however the loss of all three will render the GSC inoperable, and the loss of

more than one will severely degrade the operational capabilities of the GSC. The GSC

has several mitigation features designed to lessen the severity of temporary loss of

communication events.


1. Recall roster

2. Existing OSGSC dedicated IT staff

3. OS company IT staff





software

Recommendations:

1. Annual review of GSC contingency scenario in the event of a communications

loss/extended communications loss



Contingency Plan:

1. Utilizing the recall roster, contact the GSC Manager, Supervisor, and Senior

Analyst as soon as a problem with any of the communications capabilities

(Internet/network, GSC telephones, or cellular communications) is detected

a. If unable to utilize cellphones, email, or landlines, verify that the situation

is building wide with the security personnel at the front desk of the lobby

(See Appendix A, Figure 3)

b. If at least one communications medium remains functional, contact OS IT

support to determine if the situation is temporary, maintenance related, or

systemic

c. If IT is aware of the situation:

i. Ask for the estimated time until the system is operational

ii. Ask what services will be affected

iii. Communicate these findings to the GSC Management

d. In the event the temporary loss affects all communications capabilities and

is building wide/systemic, continue to attempt communications every 30

minutes until communications capabilities resume

2. A focus on determining how long communications will be lost will become

priority and notifications will be sent out to the regional security managers and

specific corporate executives (to be determined by the GSC Manager) explaining

the situation



and Restoration)



Extended Loss of Communications – Level 3 Event

In the event that communications capabilities are degraded for more than 24 hours, a

temporary loss of communications event becomes an extended loss of communications

event. This is a high impact event due to its ability to severely degrade the mission

capabilities of the GSC. Without communications capabilities the GSC cannot perform its

mission and an alternative site might become necessary.


1. Recall roster





software

Recommendations:

1. Annual review of GSC contingency scenario in the event of a communications

loss/extended communications loss





Contingency Plan:

1. Attempt to run through the contingency steps for a temporary communications

loss

2. Should a temporary communications loss continue or extend past 24 hours, it will

become an extended loss event, and the GSC Manager, Supervisor, and Senior

Analyst will meet to determine if off-site/work from home operations should be

considered

3. A focus on determining how long communications will be lost will become

priority and notifications will be sent out to the regional security managers and

specific corporate executives (to be determined by the GSC Manager) explaining

the situation



and Restoration)

Power Loss – Level 1-2 Event

Temporary power loss is defined as a power loss to the GSC lasting for no fewer than 2

hours and no more than 12 hours. Temporary power loss is not considered a high threat

event because of the mitigation features currently in place; however, it does require

monitoring, as a longer duration power loss has the capability to threaten the GSC’s

communications abilities.


1. Recall roster





software

Recommendations:

1. Annual review of GSC contingency scenario in the event of a power

loss/extended power loss





Contingency Plan:

1. Utilizing the recall roster, contact the GSC Manager, Supervisor, and Senior

Analyst as soon as a power outage occurs.

2. If backup generators are working, check to see if communications capabilities

(Internet/network, GSC telephones, or cellular communications) are still

functional

a. If unable to utilize cellphones, email, or landlines, verify that the situation

is building wide with the security personnel at the front desk of the lobby

(See Appendix A, Figure 3)

b. If at least one communications medium remains functional, contact OS IT

support to determine if the situation is temporary, maintenance related, or

systemic

c. If IT is aware of the situation:

i. Ask for the estimated time until the system is operational

ii. Ask what services will be affected

iii. Communicate these findings to the GSC Management

d. In the event the temporary power loss affects all communications

capabilities and is building wide/systemic, provide updates to GSC

Management every 30 minutes until power is restored and/or

communications capabilities resume

3. A focus on determining how long power will remain out and if communications

capabilities will be lost will become priority, and notifications will be sent out to

the regional security managers and specific corporate executives (to be

determined by the GSC Manager) explaining the situation



and Restoration)



Extended Power Loss – Level 3 Event

Any power loss lasting more than 24 hours will be considered an extended power loss

event. This event has the potential to severely degrade the operational capabilities of the

GSC. Without power, the GSC cannot perform its mission and an alternative site might

become necessary.


1. Recall roster





software

Recommendations:

1. Annual review of GSC contingency scenario in the event of a power

loss/extended power loss





Contingency Plan:

1. Attempt to run through the contingency steps for a temporary power loss

2. Should a temporary power loss continue or extend past 24 hours, it will become

an extended loss event, and the GSC Manager, Supervisor, and Senior Analyst

will meet to determine if off-site/work from home operations should be

considered

3. A focus on determining how long power will be lost will become priority, and

notifications will be sent out to the regional security managers and specific

corporate executives (to be determined by the GSC Manager) explaining the

situation



and Restoration)

Renovation/Building Repair – Level 1 Event

Building renovations and repairs can potentially disrupt the normal operations of the

GSC, but are infrequent and often involve extended planning before occurring. As such,

these events are typically have a low frequency of occurrence and are low impact. A

basic plan will be maintained to mitigate any issues that may arise from complications

during renovation or building repair that cause extended delays in returning to normal

operations.



software

Recommendations:



Contingency Plan:



1. Prior to beginning of renovation or repairs to the OSGSC, the GSC Manager,

Supervisor, and Senior Analyst will meet to discuss off-site/work from home

mitigation steps

2. Should a renovation or repair extend beyond the expected completion date, the

GSC Manager, Supervisor, and Senior Analyst will reconvene to discuss further

mitigation strategies



and Restoration)

Server Maintenance – Level 1 Event

The GSC servers receive routine maintenance as part of the normal server maintenance

for the company. In the past, unanticipated server repairs/services have resulted in

temporary loss of server use. Such an event usually lasts a short period (typically less

than 12 hours).



software

Recommendations:



Contingency Plan:



1. If able, the GSC Manager, Supervisor, and Senior Analyst will meet to discuss

off-site/work from home mitigation steps prior to beginning of server repair or

maintenance to the OSGSC

2. Should a server repair or maintenance extend beyond the expected completion

date, the GSC Manager, Supervisor, and Senior Analyst will reconvene to discuss

further mitigation strategies



and Restoration)



Public Relation Events

Accusations of Malfeasance, Improper Conduct, or Release of Sensitive or

Confidential Information by the OSGSC – Level 2-3 Event

Accusations of malfeasance or improper conduct are a serious accusation and can greatly

damage the perception of the OSGSC in the eyes of both the public and the independent

business units of OS. Because of the potential for serious ramifications, even seemingly

minor accusations of malfeasance or improper conduct by employees of the GSC must be

investigated. Examples of malfeasance or improper conduct can include but are not

limited to improper or unprofessional behavior in the workplace, sexual misconduct,

dereliction of duty, falsification of reports, and release of confidential or sensitive

information.


1. Quality control checks by the Senior Analyst to ensure product accuracy, quality,

and analysts accountability

2. Routine supervision by the OSGSC Supervisor to ensure mission completion and

timeliness

3. Overall mission guidance and evaluation from the OSGSC Manager to ensure the

OSGSC is conducting operations in accordance with the goals and direction of OS

executive level decision makers

Recommendations:

1. Quarterly meetings between the OSGSC Senior Analyst, OSGSC Supervisor, and

OSGSC Manager with each individual analysts to review performance and

provide feedback

2. Annual training/review of employee workplace expectations

3. Annual training/review of company confidentiality agreements/expectations

Contingency Plan:

1. Should an event occur in which an OSGSC employee is suspected of malfeasance

or improper conduct the individual will meet with OSGSC Management

2. Appropriate OS channels will be utilized to investigate the matter

3. No OSGSC employee will comment or discuss the matter without consent of

OSGSC Management



and Restoration)



Teams and Authorities

The primary team for organizing and responding to any potential crisis will consist of the

OSGSC Manager, OSGSC Supervisor, and OSGSC Senior Analyst. They will coordinate

their efforts with the OS Crisis Manager, OS Security Specialists, and OS Director of

Security to ensure that plans are implemented and carried out in accordance with the

strategy highlighted in this crisis action plan and the direction and intent of the executive

level decision makers for OS. All implementation authority and direction for OSGSC

operations ultimately resides with the OSGSC Manager. The OSGSC Manager will

decide when an event becomes a crisis, when the crisis management plan will be

implemented, and when the crisis event is considered resolved. For more information,

please see Appendix C.

Recovery and Restoration

After Action Reporting

Successful crisis mitigation and crisis management is a collaborative effort that requires

constant vigilance and continued effort to identify and close gaps in coverage and

planning. It is therefore of the upmost importance that at the conclusion of every crisis

event the OSGSC fill out an After Action Report (AAR) to identify areas of strength as

well as areas that need improvement. The form below is to be filled out and completed at

the end of every crisis event. Lessons learned from each After Action Report will be

incorporated into the regularly scheduled bi-annual review of this plan. In addition, it is

the duty and responsibility of all OSGSC staff to point out areas of weakness or needed

improvement in this plan to OSGSC Supervisor. For more details on AAR procedures see

Appendix B – Activation Procedures

Human Resource Links

Some effects of crisis events can have long lasting implications for the health and

wellbeing of OSGSC employees. The following links provide access to the heath,

wellness, and financial services of OS. These resources should be encouraged for use by

any employees or their families negatively impacted by crisis events.

(List Links Here)



Example After Action Report Form

(Insert Form Here)

Appendices

Appendix A – Organizational Breakdown, OSGSC Team Contact Information,

Emergency Procedures Graphics

Figure 1 – OSGSC Chain of Command:

(INSERT FIGURE HERE)

Figure 2 – OSGSC Team Structures/Contact Information:


Figure 3 –Building Schematic:


Figure 4 – Fire/Fire Drill Rally Point


Figure 5 – Tornado Drill/Shelter Point(s)




Appendix B – Activation Procedures

Activation of the crisis action plan is at the discretion and control of the OSGSC

Manager. In the OSGSC Manager’s absence or unavailability, the subsequent chain of

command will follow the outlined in Appendix A, Figure 2. All events described in the

crisis action plan are to be implemented as soon as feasibly possible to ensure prompt

response and quick mitigation. Most events will have little or no notice before activation

must begin. For hurricane, disease or epidemic, renovation, and server maintenance

events activation will commence no earlier than 48-hours before the event is expected to

begin affecting GSC operations. Crisis events will be considered formally concluded 24

hours after the end of their impact. All crisis events will require completion of an After

Action Report (See Recovery and Restoration), to be completed no later than 48 hours

after their conclusion.

Appendix C – Team Tasking

Off-site (Non-Somewhere) OSGSC Team

This team will consist of no fewer than four OSGSC analysts and the OSGSC Systems

Specialist and will conduct off-site operations in the event that the primary GSC location

is in operable. The team will be selected at the discretion of the OSGSC Supervisor and

with the concurrence of the OSGSC Manager. At least one member of the OSGSC

Management staff will accompany the team for any sustained off-site operations.

OSGSC Crisis Management Team

The OSGSC Crisis Management Team will consist of the OSGSC Manager, OSGSC

Supervisor, OSGSC Senior Analyst, OS Crisis Manager, and OS Director of Security.

Primary decision making authority will rest with the OSGSC Manager. The OS Crisis

Manager and OS Director of Security will serve as representatives of OS and liaison

between the executive level decision makers for the company and the OSGSC Manager.

The efforts of the OSGSC Crisis Management Team will focus first on the safety of the

OSGSC employees and second on the sustainability of OSGSC operations during a crisis.

Appendix D – Implementation and Updates

This plan is designed to be implemented upon approval from executive level decision

makers for OS, the OSGSC Manager, OS Crisis Manager, and the OS Director of

Security. Routine review of the plan will take place every six months unless otherwise

directed by the OSGSC Manager. Edits and corrections to this plan will occur at the

designated six-month intervals, or when directed by the OSGSC Manager, or if errors or

gaps in guidance and direction are identified as part of after action reporting procedures.

Such changes will be made at the direction of the OSGSC Manager, by the original

author of this crisis action plan or another GSC employee at the discretion of the OSGSC

Manager.



Appendix E

This document will go into effect after review and approval by the OS Director of

Security, OSGSC Manager, and OSGSC Supervisor. Upon signature and date of the

above named individuals, this document will be the official OSGSC crisis mitigation and

management policy. This document will be reviewed bi-annually and edited for changes

as prescribed by the OSGSC Management. Additional changes will be made whenever

discrepancies or gaps in crisis planning are detected and at the discretion of the OSGSC

Management.

_______________________

John Doe

OS Director of Security

_______________________

Jane Doe

OSGSC Manager

_______________________

John Doe

OSGSC Supervisor

Effective: _____________

example crisis action plan (1)

Documents

osgsc supervisor

osgsc manager

ability of osgsc

os corporate security

continuity of osgsc

emergency action plan

manmade events

technical events