ADDRESSING THE RISK OF AN ACTIVE...
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MARSH RISK MANAGEMENT RESEARCH ADDRESSING THE RISK OF AN ACTIVE SHOOTER JULY 2014
Transcript of ADDRESSING THE RISK OF AN ACTIVE...
MARSH RISK MANAGEMENT RESEARCH
ADDRESSING THE RISK OF AN ACTIVE SHOOTER JULY 2014
ii ADDRESSING THE RISK OF AN ACTIVE SHOOTERmarsh.com
1 INTRODUCTION
2 WHAT IS AN ACTIVE SHOOTER?
3 VIOLENCE IN THE WORKPLACE
5 PREPARING FOR A POTENTIAL ACTIVE SHOOTER EVENT
6 POST-EVENT MANAGEMENT
8 INSURANCE CONSIDERATIONS
11 CONCLUSION
CONTENTS
MARSH RISK MANAGEMENT RESEARCH
INTRODUCTION
On a cold winter morning early this year, a young man entered
a clothing store in a shopping mall with a gun and explosives
hidden in his backpack. He shot and killed two store employees,
exited the store, and shot a mall customer in the foot before he
reentered and committed suicide. A police investigation found
“no indication that the shooter knew the victims or targeted them
in any way.”
The incident meets law enforcement’s definition of an “active
shooter” event, part of the growing threat of workplace violence.
In a short span and with little or no warning — and often with no
connection to the location of a shooting — an active shooter can
cause significant harm to employees, customers, students, and
organizations’ operations and reputations. Organizations cannot
fully remove such threats, but they can take action before and
after an attack to reduce their risk, hasten recovery, and mitigate
potential damage.
2 ADDRESSING THE RISK OF AN ACTIVE SHOOTERmarsh.com
Mass shootings in schools, private businesses, and public settings have long made headlines in national media. Many of these shootings are characterized as active shooter events. According to the Department of Homeland Security (DHS): “An Active Shooter is an individual actively engaged in killing or attempting to kill people in a confined and populated area; in most cases, active shooters use firearms(s) and there is no pattern or method to their selection of victims.”
Between 2000 and 2012, 110 active shooter events occurred in the US, according to the Advanced Law Enforcement Rapid Response Training (ALERRT) Center at Texas State University. Business locations were the most frequent settings for these attacks, followed by schools (see FIGURE 1).
The median number of people shot during these active shooter events was five. In almost half of the attacks (45%), the shooter did not have an apparent connection with the location of the attack — for example, an employee attacking his current or former workplace.
The frequency of active shooter events appears to be increasing (see FIGURE 2). From 2000 to 2008, there were 47 active shooter events, or an average of 5.2 per year; from 2009 to 2012, there were 63 such events, or 15.8 per year. An incident can occur quickly — often in less than 15 minutes — during which time assailants can cause significant harm. In the 15 events in 2012 identified by ALERRT, more than 160 people were shot and 80 were killed.
WHAT IS AN ACTIVE SHOOTER?
BUSINESS
SCHOOL OTHER
OUTDOOR
ACTIVE SHOOTER EVENTS IN THE US, BY LOCATION, 2000 TO 2012
Source: Advanced Law Enforcement Rapid Response Training Center
FIGURE
1
40%
29%
12%
19%
MARSH RISK MANAGEMENT RESEARCH
Beyond active shooter events, fatal shootings of all types — including robberies and targeted attacks by coworkers, relatives, and other personal acquaintances — are a significant risk for employers. In 2012, 475 workers were killed in workplace homicides, including 381 in workplace shootings (see FIGURE 3), according to the US Bureau of Labor Statistics. This data only includes employees; others can also be injured or killed in attacks. In active shooting incidents, assailants generally seek to do as much damage as possible — shooting at anyone in sight, including customers, students, employees, security personnel, and law enforcement.
In addition to the emotional and psychological impact of such shootings, any resulting injuries or deaths can lead to workers’ compensation, general liability, and other casualty insurance claims, and litigation. Affected organizations may also experience physical property damage, business interruption expenses, and reputational harm.
VIOLENCE IN THE WORKPLACE
FIGURE
2ACTIVE SHOOTER EVENTS IN THE US BY YEAR
Source: Advanced Law Enforcement Rapid Response Training Center
2000 20062002 20082004 20102001 20072003 20092005 2011 2012
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Reputational risk is a top concern for C-suite executives and risk professionals, according to the 2014 Excellence in Risk Management survey, published earlier this year by Marsh and RIMS (see FIGURE 4). In a marketplace in which individuals have many choices, a shooting involving an organization could lead some to worry about security and take their business elsewhere. This may be true even if an attacker has no apparent connection to the location of the shooting.
For organizations with multiple locations, fear could spread across the entire enterprise; a shooting or other act of violence at one location could result in a loss of business across all locations. These and other disruptive effects of a potential shooting underscore the need for effective business continuity and crisis management planning, which was also identified by C-suite executives and risk professionals as a top 10 risk issue for 2014.
4 ADDRESSING THE RISK OF AN ACTIVE SHOOTERmarsh.com
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FIGURE
3WORKPLACE HOMICIDES, BY INDUSTRY, 2012
Source: US Bureau of Labor Statistics ALL HOMICIDES SHOOTINGS
FIGURE
4TOP RISK ISSUES FOR 2014
Source: Marsh/RIMS Excellence in Risk Management 2014 Survey
C-SUITE RISK PROFESSIONAL
1) LEGAL OR REGULATORY SHIFTS 1) DATA SECURITY/PRIVACY
2) LITIGATION OR CLAIMS 2) ECONOMIC CONDITIONS
3) REGULATORY COMPLIANCE 3) BRAND/REPUTATION
4) BRAND/REPUTATION 4) NATURAL DISASTER
5) ECONOMIC CONDITIONS 5) REGULATORY COMPLIANCE
6) WORKFORCE HEALTH AND SAFETY 6) LITIGATION OR CLAIMS
7) BUSINESS CONTINUITY/CRISIS MANAGEMENT EXECUTION 7) LEGAL OR REGULATORY SHIFTS
8) TALENT AVAILABILITY 8) TECHNOLOGY/SYSTEMS FAILURE
9) COMPETITORS 9) SUPPLY CHAIN VULNERABILITY
10) BUSINESS DISRUPTION 10) BUSINESS CONTINUITY/CRISIS MANAGEMENT EXECUTION
MARSH RISK MANAGEMENT RESEARCH
Active shooters frequently choose to attack locations with which they have no connection. As a result, no business can consider itself immune to the threat, and organizations must be prepared for a potential attack at any time.
Organizations’ emergency plans should include procedures for reporting and reacting to an active shooter event. Such plans should provide clear guidance on what employees should and should not do in an emergency situation. They should be developed with input from risk management and safety officers, human resources departments, and other key stakeholders. Organizations should also consult with local law enforcement and emergency responders, and consider any applicable state and local laws, including those permitting individuals to carry concealed weapons.
Such plans should be specific to an individual location, taking into account unique factors, including the floor plan, footprint of any larger property, adjoining locations, and surrounding area. But a significant part of an organization’s response will take place away from the location of a shooting — at headquarters or elsewhere. Organizations should have high-level crisis management plans that are integrated with and supportive of location-specific ones.
It is vital that these plans be well-tested ahead of an event, and that employees understand their specific roles and responsibilities. Unlike a natural hazard threat — for example, a hurricane — there will likely be little or no warning before an active shooter event begins; the sound of a gunshot may be the first indication. Employees must be ready to act quickly, without reviewing or referring to written materials or instructions. Periodic tabletop and other exercises — with the involvement of law enforcement, property owners, and additional stakeholders as needed — can help employees understand their responsibilities and those of others.
Emergency plans should address several topics, including:
PREPARING FOR A POTENTIAL ACTIVE SHOOTER EVENT
Communication: Organizations should have a clear strategy for how employees will communicate with each other, customers, security, law enforcement, corporate headquarters, and other stakeholders. Phones should be able to dial 911 or have clear emergency dialing instructions so that employees can quickly report events to law enforcement.
Evacuation or lockdown: Organizations should determine in advance the strategies for evacuation or lockdown. They should identify at least two evacuation routes, an evacuation meeting location, and a method for accounting for employees after an evacuation. Employees should be trained to encourage customers and others present to follow them to evacuation areas. For sheltering in place, plans should identify safe areas on site — for example, a storage room with a locked door. Law enforcement will then advise when it is safe to leave those areas.
Working with law enforcement: It is important for employees to understand what to expect from emergency first responders. The priority for police is to eliminate the threat presented by the shooter, so they should not be expected to provide medical aid or answer any questions until the threat has been addressed. Employees, customers, students, and others can help law enforcement by remaining quiet and calm — for example, avoiding sudden movements, pointing, or yelling — and following all instructions from first responders. As the area will be a crime scene, people on site should be prepared to remain for some time following the shooting.
Identifying threats: The unfortunate reality is that everyone — from employees to students — should be mindful of their surroundings and the potential for active shooter or other threats. Although assailants often choose an apparently random venue for their attacks, they may target a location with which they have a connection, such as a current or former workplace or school or the workplace of a spouse or other acquaintance. Organizations should have specific processes in place for employees, students, and others to confidentially report suspicious or potentially violent behavior or domestic concerns to human resources and security departments.
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Like any crisis, an active shooter event can be a defining moment for an organization. How an organization responds to a shooting can threaten or enhance its operations, financial performance, brand, and confidence among investors, customers, employees, students, and local communities.
As a shooting event or other act of violence is somewhat rare, many organizations may not be prepared to handle the aftermath. And the psychological effects to management, local employees, students, and others can be devastating. In such a situation, outside advisors — including crisis management experts — can provide specific and objective advice to help an organization return to normal operations. Umbrella and excess liability and other forms of insurance may provide coverage for such services (see “Insurance Considerations” on page 8).
Following a shooting, organizations should focus on assisting employees, customers, students, and the families of any victims. An organization’s response plan should consider whether and how to provide:
ȫ Counseling to injured and affected employees, customers, students, and their families.
ȫ Funeral expenses for victims.
ȫ Additional support at the workplace, hospitals, and homes.
ȫ Counseling and similar services at nearby locations, or potentially all locations across the organization.
POST-EVENT MANAGEMENTEffective community and media relations can help organizations manage their reputations, particularly those with multiple locations, for which an isolated event can ripple across the enterprise. An organization may consider proactively sharing information about the shooting and its response with the public, but should do so carefully and in consultation with legal advisors. Organizations should be mindful of law enforcement’s concerns, particularly while an investigation is ongoing, and of the potential for litigation. Ahead of an event, organizations should identify employees who will be authorized to speak with reporters on behalf of the company, and ensure that these employees receive proper media training.
Although it may be difficult, it is critical for organizations that are affected by shootings to thoroughly analyze the event and conduct post-incident reviews with response teams. Detailed discussions or reviews of a shooting could yield valuable lessons learned. Organizations should make counselors available to individuals participating in such discussions.
MARSH RISK MANAGEMENT RESEARCH
SEATTLE
CARSON CITY
RENO
TAFT
SANTA MONICA
LADERA RANCHPHOENIX
EDEN
LAKE BUTLER
GREENVILLE
CHRISTIANSBURG
WASHINGTON
ROSS TOWNSHIP
HERKIMER
HIALEAH
LOS ANGELES
SPARKS
CENTENNIAL
SEAL BEACH
YUMATUCSON
ROSWELL
SANTA BARBARA
FORT HOOD
ELKHART
COLUMBIA
LITTLE ROCK
COPLEY
CHESTER
NEW YORK
OMAHA
IRWINDALE
CLACKAMAS
OAKLAND
AURORA
MINNEAPOLIS
BROOKFIELDOAK CREEK
CHARDON
PITTSBURGH MIDDLESEX
DURHAM
BIRMINGHAM
MIDDLETOWN
NEWTOWN
TULSA
LOCATIONS OF ACTIVE SHOOTER INCIDENTS IN THE US, 2011 THROUGH MAY 2014
Source: ALERRT, News Reports
RECENT NOTABLE ACTIVE SHOOTER INCIDENTS
ȫ In November 2013, a gunman opened fire in a terminal at
Los Angeles International Airport. A Transportation Security
Administration officer was killed; two other TSA officers and a
traveler were wounded. The gunman, who was shot and arrested
by police, was carrying a note indicating that he had specifically
targeted TSA officers.
ȫ In December 2013, a former patient opened fire at a Reno medical
clinic, killing a doctor and wounding another doctor and a patient
before committing suicide. The shooter’s apparent motive was
anger over a failed surgery at the clinic in 2010, according to a
suicide note found at his home.
ȫ In January 2014, a gunman shot and killed an employee and
customer at a supermarket in Elkhart, Indiana. The assailant took
his own life after being shot by police arriving on the scene. Police
could not identify any relationship between the shooter and the
supermarket or either victim.
ȫ In January 2014, a gunman shot and killed two clothing store
employees at a mall in Columbia, Maryland. The shooter also
wounded a mall customer before committing suicide. Police could
not identify any connection between the shooter and the victims.
ȫ In April 2014, an Army officer killed three and wounded 16 others
at a Texas military base. All of those shot were military personnel.
The gunman later committed suicide. According to investigators,
the shooting followed an argument he had with other personnel
after being denied a request for leave.
ȫ In May 2014, a student at a university in Santa Barbara, California,
killed six students — including three by gunfire — at several
locations on and near campus. Reports indicate that at least
12 others were injured, including eight people who suffered
gunshot wounds and four who were struck by the assailant’s car.
The gunman died from a gunshot wound to the head, apparently
self-inflicted. Before the shooting, the gunman had uploaded a
video to the internet detailing his intention to kill members of a
university sorority, one of the locations of the attack.
2013
2011
2014
2012
8 ADDRESSING THE RISK OF AN ACTIVE SHOOTERmarsh.com
INSURANCE CONSIDERATIONS
If anyone is injured or killed in an active shooter event, an organization could face sizable property and casualty insurance claims. It is important to understand what coverage may apply and prepare for claims following a shooting. As they take these steps, organizations should include insurance advisors and legal counsel in all discussions, and document all injuries and property damage, including taking photographs to share with their claims teams and with underwriters.
WORKERS’ COMPENSATION AND EMPLOYERS’ LIABILITY
In most cases, workers’ compensation insurance coverage responds in the event of an injury to an employee. Following a shooting, employers should ensure that injured employees receive prompt medical attention, and then notify insurers as soon as possible.
In most states, workers’ compensation statutes include “exclusive remedy” provisions that prevent injured employees from making tort liability claims against their employers, meaning that workers’ compensation benefits are the sole remedy available to these employees. However, there are exceptions to this rule that may apply in active shooter events in some jurisdictions. For example:
ȫ A targeted, personal attack on an employee with a clear motive that is unrelated to the workplace — for example, an attack by a spouse — could negate workers’ compensation for that employee because it falls outside of the “scope of employment.” Other employees injured during such an attack, however, would typically be able to file claims.
ȫ Negligence, reckless behavior, and intentional acts by employers could expose them to additional civil litigation under employers’ liability laws. Examples of such behavior include lax security procedures and failure to respond to specific threat warnings ahead of an incident.
ȫ In New York, paralysis and other grave injuries may allow employees to pursue civil litigation in addition to receiving workers’ compensation benefits.
ADDITIONAL INSURANCE CONSIDERATIONS FOR PROPERTY OWNERS
Shopping malls have frequently been targeted in active shooter events,
with incidents often beginning in one store before spreading to other
tenants or onto mall property. Other properties with multiple tenants
— including residential and office buildings, hotels, airports, and
college and university campuses — have also been involved in recent
shootings. These events can present unique risks for property owners,
in addition to those faced by their tenants.
Generally, a shooting or other act of violence within the confines of
a tenant’s property will trigger its insurance coverage. For example,
a shooting at a company’s office will likely trigger its workers’
compensation coverage if its employees are injured or killed; it may also
trigger its general liability policy if customers or others at the location
are injured or killed. If the violence spreads outside of those four walls —
for example, into the building lobby or onto other floors leased by
different tenants — responsibility shifts to the property owner or
other tenants.
But even if a shooting is contained within a single tenant’s location,
a property owner could face additional liability. After a shooting, a
property owner may be targeted in litigation brought by victims or
tenants claiming negligence — for example, that the property owner
did not provide adequate security to protect workers, customers, and
others. In some instances, injured workers can use such litigation to
circumvent the exclusive remedy provisions that are present in most
states’ workers’ compensation laws.
Property owners should be mindful of this potential risk and their role in
providing security and other services to their tenants. Property owners
should take an active role in assessing potential threats, work with
their tenants in both pre- and post-event risk management planning,
and consult with their insurance advisors to ensure proper insurance
coverage is in place.
MARSH RISK MANAGEMENT RESEARCH
Many businesses supplement their workforces with paid consultants and contractors, who often work alongside employees. If a consultant is injured in a shooting at a client’s location, he or she is likely covered under the employer’s workers’ compensation coverage. If a contractor or consultant is independent or self-employed, he or she could be deemed a “temporary employee” of the client and thus covered under its workers’ compensation policy.
Following a shooting or other act of violence, employees who were not physically injured but witnessed the event may be eligible for workers’ compensation benefits for post-traumatic stress disorder (PTSD) and other psychological effects. Benefits can vary by state. Recent proposals following high-profile shootings in Connecticut and Colorado, for example, have focused on first responders, such as police officers, and other municipal employees, while laws in other states allow private sector workers to file such claims. Employers should work with their advisors to review applicable state workers’ compensation laws and understand how provisions on PTSD and other psychological effects may apply to their employees.
GENERAL LIABILITY
If a customer, student, or other third party is injured or killed in a shooting on an insured’s premises, a commercial general liability (CGL) policy may respond to provide coverage for medical care, bodily injury, property damage, and defense of lawsuits alleging negligence. This will depend on whether the insured is deemed legally liable for the event.
It is important for organizations to understand potential exceptions when coverage does not apply. As with workers’ compensation, personal attacks against customers or other third parties are often not covered by CGL policies. For example, an organization might not be held liable for an attack against a customer on its premises if the motive for the attack is purely personal. The insured, however, could be held liable for injuries to other individuals stemming from such an attack.
PROTECTING STUDENTS AND FACULTY
Primary and secondary schools, colleges, and universities were
the location for nearly one-third of all active shooter events in the
US between 2000 and 2012, according to the ALERRT Center at
Texas State University. This underscores the importance for school
administrators and risk managers to prepare employees — and
in some cases, students and parents — to properly respond in the
event of an emergency.
Ahead of an event, faculty, teachers, and other employees should
participate in drills that simulate a shooting event or lockdown, similar
to fire drills and other exercises that schools regularly perform. These
drills should be conducted in coordination with state and local police
departments and other first responders. Although some primary and
secondary schools and law enforcement agencies have conducted such
drills using students as part of the exercises, administrators should
consider the potential psychological impacts on children, particularly
young ones. It may be more appropriate to exclude students from
drills — for example, performing them on a weekend when students are
not on campus. It may also be appropriate to warn parents and others
ahead of any such drills, to avoid panic and confusion.
Colleges and universities typically have large campuses and may
be more accessible to outsiders and difficult to lock down. But in an
emergency, colleges and universities may be able to rely on students
to watch for and report suspicious or dangerous activity — via text
messages and other means — to administrators, security personnel,
and law enforcement.
In the event of a shooting, workers’ compensation will respond
to provide coverage for injures to or deaths of faculty, teachers,
administrators and other employees; general liability policies
should provide coverage for students and any injured third party.
Organizations will likely need to discuss with their insurance advisors
as to which policy will respond if a volunteer is injured or killed. Many
students who are involved with off-campus curriculum activities may be
covered via a voluntary workers’ compensation endorsement. Higher
education institutions should also work with their advisors to review
their educators’ legal liability coverage, which may apply to trustees
and officers in the event of lawsuits alleging negligence.
10 ADDRESSING THE RISK OF AN ACTIVE SHOOTERmarsh.com
UMBRELLA AND EXCESS
Depending on the size of a loss, umbrella and excess coverage may be triggered, and could provide support to affected organizations and victims’ families. Many excess insurance policies contain crisis response endorsements that provide funding for reasonable and necessary expenses incurred as a result of a crisis event, such as a shooting. (Other commercial insurance policies, such as directors and officers liability, may contain similar endorsements.) Among other items, these could include expenses for crisis management and public relations assistance, funerals, grief counseling, and travel.
An important consideration for organizations is whether an active shooter event could be deemed an act of terrorism. Under the Terrorism Risk Insurance Program Reauthorization Act of 2007 (TRIPRA), an event must meet certain specific criteria — including causing property and casualty losses of more than $5 million and being part of “an effort to coerce the civilian population of the United States or to influence the policy” of the government — in order to be certified as an act of terrorism. Coverage purchased under TRIPRA will respond only in the event of a certified act.
For insureds that reject TRIPRA coverage, some umbrella and excess insurers have added exclusions for both certified and noncertified acts of terrorism. The definition of noncertified acts can be broad; at least one insurer defines it as any dangerous use of force or violence “undertaken by any group or person, whether or not acting on behalf of or in any connection with any organization, government, power, authority or military force, when the effect is to intimidate, coerce or harm” the government or “the civilian population of a country, state or community.”
An insurer could argue that an active shooter event meets this definition and is thus excluded from coverage under an excess policy. Congress is at this time debating TRIPRA’s future as it is set to expire on December 31, 2014. Depending on what Congress decides, this could become a more prominent issue for insureds affected by such attacks. Policyholders that have rejected TRIPRA coverage should consult with their insurance advisors and counsel to determine whether their excess insurance policies have broad terrorism exclusions, and whether insurers would consider an active shooter event to meet the definition of a noncertified act of terrorism.
RISKS FOR HOSPITALS AND HEALTH CARE PROVIDERS
In most industries, a shooting that results in an injury to a non-
employee, such as a customer, would trigger an organization’s
commercial general liability coverage. All patient-related claims in
health care, however, are typically covered under professional liability
policies. Workers’ compensation coverage, meanwhile, will respond if
doctors, nurses, and other employees are injured or killed in a shooting,
and general liability would provide coverage if other non-patients are
injured — for example, patients’ family members and other visitors.
The nature of hospitals and other health care facilities can present
unique risk management challenges surrounding a potential active
shooter event. To prevent kidnapping of newborns, maternity wards are
generally designed to be locked down in the event of an emergency.
But other departments, including emergency rooms, can be more
difficult to secure. And some patients may be difficult to move because
of their medical conditions or treatments — for example, patients who
require ventilation or are sedated, contagious, or in surgery.
Hospitals and other health care facilities should carefully consider
decisions about whether to shelter in place or evacuate in the event
of a shooting and whether to implement other security measures,
including armed guards. These organizations should also prepare
with law enforcement and other first responders to properly react
in the event of a shooting. Among other steps, hospitals and other
health care organizations should work with police, emergency medical
technicians, and others to develop a common disaster language to
use during emergencies. (For example, “code pink” in many hospitals
signals that a newborn is missing, immediately triggering a lockdown
and other specific procedures throughout the building. Similarly, “code
black, fifth floor,” is often used to notify employees of an active shooter
on the fifth floor, thereby allowing the entire organization to initiate
building-wide procedures designed to protect patients, visitors, and
employees.) This can allow first responders, doctors, nurses, and others
to appropriately respond with minimal interruptions and conversations,
which ultimately better ensures the safety of all parties.
MARSH RISK MANAGEMENT RESEARCH
PROPERTY AND BUSINESS INTERRUPTIONFollowing a shooting event, organizations should record any physical property damage — for example, broken windows and doors or bullet holes in walls or floors — that is typically covered under property insurance policies. Business interruption (BI) insurance coverage may also apply if an organization is forced to close and its bottom line is affected as a result. The size of such a loss is generally measured by insurers through forensic accounting analyses of an organization’s historic profit and loss for the applicable period of time.
It is important to note that insurers determine BI coverage based on the time it takes after a shooting to regain access to the location, repair physical damage, and complete necessary cleanup. Certain extensions of coverage under time element — for example, civil authority — provide coverage if police or similar authorities prevent or limit access; this is normal following a shooting, as the location will be considered a crime scene. Closures forced by others — for example, a mall’s property management team — may be covered, depending on the BI policy’s specific language.
But other closures will likely be viewed by an insurer as falling outside of the scope of a BI policy. For example, BI coverage generally would not apply if an organization chooses to remain closed for a longer period to lessen the burden on employees, remodel the location, or install new security features.
Following a loss, property owners should work with their insurance advisors, including forensic accounting specialists, to measure their financial loss and prepare for claims discussions with insurers. Insureds should provide detailed information in support of their claims. Although the type of documentation will vary by incident, organizations should be prepared to share:
ȫ Detailed monthly profit and loss (operating) statements.
ȫ Sales statistics and forecasts.
ȫ Purchase orders, invoices, proof of payment for any damaged items, and extra/expediting expenses.
ȫ An analysis of the cost of goods and services sold.
KEY TAKEAWAYS
This paper has examined a range of risk issues related to
the potential occurrence of an active shooter incident.
Among the many considerations for organizations in
addressing such an event include:
ȫ Planning ahead at all locations, including corporate
headquarters, and ensuring corporate and location
plans are integrated.
ȫ Reviewing insurance coverage and working with
advisors to ensure it is adequate.
ȫ Conducting periodic tabletop and other exercises.
ȫ Ensuring that employees and others understand their
roles and those of law enforcement.
ȫ Ensuring communication between locations and
key stakeholders, including property management,
law enforcement, corporate headquarters, and
the community.
ȫ Accounting for assistance in response plans.
ȫ Responding promptly to manage impacts and
consequences effectively.
CONCLUSIONAn active shooter represents a terrifying prospect for any organization. Although the threat cannot be eliminated, effective risk management — including crisis management planning and risk transfer solutions — can position organizations to better protect employees, customers, students, and others during an event, and return to normal operations as soon as possible.
12 ADDRESSING THE RISK OF AN ACTIVE SHOOTERmarsh.com
For more information, contact:
TRACY KNIPPENBURG GILLISReputational Risk & Crisis Management, Resiliency, and Response LeaderMarsh Risk Consulting+1 212 345 [email protected]
CHRISTOPHER FLATTWorkers’ Compensation Center of Excellence LeaderMarsh+1 212 345 [email protected]
DANIEL ARONSONUS Primary Casualty Placement LeaderMarsh+1 212 345 [email protected]
DUNCAN ELLISUS Property Practice LeaderMarsh+1 212 345 [email protected]
ADDITIONAL RESOURCES
ȫ Excellence in Risk Management XI — Risk Management and Organizational Alignment: A Strategic Focus
ȫ Reputation Risk: A Rising C-Suite Imperative (Oliver Wyman)
ȫ United States Insurance Market Report 2014
MARSH RISK MANAGEMENT RESEARCH
ABOUT MARSH
Marsh is a global leader in insurance broking and risk management. We help clients succeed by defining, designing, and delivering innovative industry-specific solutions that help them effectively manage risk. We have approximately 27,000 colleagues working together to serve clients in more than 100 countries. Marsh is a wholly owned subsidiary of Marsh & McLennan Companies (NYSE: MMC), a global team of professional services companies offering clients advice and solutions in the areas of risk, strategy, and human capital. With more than 54,000 employees worldwide and approximately $12 billion in annual revenue, Marsh & McLennan Companies is also the parent company of Guy Carpenter, a global leader in providing risk and reinsurance intermediary services; Mercer, a global leader in talent, health, retirement, and investment consulting; and Oliver Wyman, a global leader in management consulting. Follow Marsh on Twitter @MarshGlobal.
ABOUT THIS REPORT
This report was prepared by Marsh Risk Consulting, Marsh’s Casualty Practice, and Marsh’s Property Practice, with support from the National Retail Federation and AIG.
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