Crisis Management@CERNSimon Baird

Extracted from an EN Seminar 30th January 2014

Examples of reactions to a crisis

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

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

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

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

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

  Propose actions to:-

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

CCC/TI Deviation

Anomaly Incident SeriousIncident

Accident

Level 0 1 2 3 4

Description

Alarm with no stop of facilities

Short stop of equipment causing facility stop

Significant stop of a facilityPossible equipment damage

Major on-site equipment damageMinor off-site damage

Non-reversible on-site damageMajor off-site damage

Events Laser level 1 or 2 alarms

Downtime few hours

Downtime 24 -72 hours

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

Downtime several monthsSerious threat to future operationsPolitical impact

2011 5256 102 5 0 0

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

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

July 2006 power failureBA3 Fire

Sept. 2008 sector 3-4

Escalation

TI Operator

TI Operator, technical responsible

TI supervisor, Group and Dept Leader

CMT & DG CMT & DG

Sim

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for CM

S

inst

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Crisis Management Documents CERN Crisis Management Policy =

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

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

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

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

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

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

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

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

External review in February 2013

Comms team:MediaPublicStaff UsersMember StatesHost StatesHost State HSE

The CMT Chair

Head ofComms.

hair

Technical Lead

EmergencyServices

Safety InformationManagement

AdminSupport

Dept.Leaders

LHC tech

Coords

40 peopleMembers & alternates+ Directors

Log keeper DG

The CMT CMT Leader Simon BairdAlternate Mike Lamont

DG Rolf Heuer

Alternate Nominated Director

Emergency services Gianni Deroma

Alternate Maurici Galofré Vila

Technical lead Freddy BordryAlternate Paul Collier

Health & Safety Ralf TrantAlternate Enrico Cennini

Administration Connie PotterAlternate Sevda Budun

Jeanette SchuelerLog keeping Dawn Hudson

Alternate Georgina Hobgen

Communications James Gillies

Alternate Corinne Pralavorio

Information Management

Peter Sollander

Alternate Rende Steerenberg

CMT Operation1. Regular situation meetings (maximum 45 minutes)

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

Identify any immediate critical decisions/actions and implement

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

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

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

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

CMC (Crisis Management Centre)

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

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

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

CMC (Crisis Management Centre)

CMC in building 65 CMC in CCC

Crisis Communication Plan

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

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

states, member states… Organization of interviews, press

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

interaction Crisis hotline

Exercises Organised by an external consultant Exercise = 1 day

2 exercises a few weeks apart train twice as many people

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

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

exercise Dates = October/November 2013

Scenario A serious fire inside the CMS cavern

Potential radio-active and environmental implications

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

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

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

Felt very realistic…

Aims of the exercises Rehearse team members

CMT and Communications team 2 exercises (same scenario)

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

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

incident Management of media & communications (internal and

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

to implement the response strategy?

….. be prepared