READINESS
This ‘bottom-line’ concept as it relates to corporate emergency planning prevails even today, despite the range and magnitude of domestic and global threats. The consequences of disrupted,
interrupted or compromised industrial production and supply chains during recent disasters have had both short-term and long-term adverse eff ects on economic growth, especially during times of fi nancial austerity, as well as direct and indirect impacts on the health and wellbeing of populations and environmental systems.
Response and continuity Whether the ‘event’ is a jihadist terror attack on a natural gas fi eld or petroleum refi nery, a tsunami/ earthquake with a concurrent technological or environmental disaster, an infectious disease outbreak, or a nation-state conducting cyberwarfare against a multinational corporation or a power grid, corporations must possess a robust and well-rehearsed all-hazards Emergency Response Plan (ERP) integrated with an equally robust Business Continuity Plan (BCP). The ERP is focused on life safety and other
While planning must be assured for unconventional threats, it must also address conventional threats such as technological
HAZARD VULNERABILITY ANALYSIS (HVA) failures and natural
hazards. Risk assessment is the initial phase in developing a management strategy for an adverse event; crises and disasters pose risks that are dynamic and evolving, thus making the risk assessment process challenging. The risk assessment must include a vulnerability assessment and threat assessment.
A simple formula can be used to quantify risk: Risk= Exposure x Hazard.
To conduct an eff ective risk and threat assessment of corporate assets, evaluators should utilize a standard and proven hazard vulnerability evaluation tool, such as the CARVER (+ Shock) method. CARVER has long been used by the US military as an off ensive targeting tool, as well as a Force Protection assessment model.
The CARVER + Shock model creates a risk and threat matrix addressing the following seven components:
1. Criticality – Health, economic, continuity impacts 2. Accessibility – Physical access to the target 3. Recuperability – Ability to recover from an event 4. Vulnerability – Ease of being subject to harm 5. Eff ect – Amount of direct loss from event 6. Recognizability – Ease of identifying a target 7. + Shock – Psychological impact of an event
critical emergency response issues such as identifi cation/ assessment of threats, personnel accountability, evacuation vs. sheltering-in-place, communications, threat-specifi c emergency actions (e.g. bomb threat, chemical release, fi re, active shooter), interagency co-ordination with emergency services, on-site triage and medical support, mental health crisis intervention, and family support. The BCP addresses business restoration and continuity of
operations during the recovery phase. Ideally, a parallel view on recovery should commence and be sustained in the early and intermediate phases of an emergency response. Some events will trigger simultaneous activation of the ERP and the BCP, such as terrorist activity resulting in mass casualties and severe infrastructure damage. The ERP must be based on a comprehensive Hazard Vulnerability Analysis (HVA), which identifi es and prioritizes the most likely hazards and threats to impact a corporate or business entity, and which is unique to its operational setting. Emergency preparedness and disaster response for global companies must also address a wide range of cultural, geographic, and social challenges, as well as the multifactorial variables and complexities associated with managing natural and anthropogenic events. These considerations must be integrated into planning discussions, ERPs and BCPs, and must become an integral part of the corporate thought process at all levels. Indeed, corporate security and safety awareness and preparedness must become part of the corporate culture and identity, and be aff orded the highest priority.
What if… The ‘what if’ analysis examines potential scenarios, and operability analysis seeks to evaluate facility operations and processes in various failure modes, such as runaway exothermic
44 CBNW 2013/02
Each parameter comprising the CARVER paradigm has corresponding criteria and a numerical severity scale from 1 through 10. The criteria and the scores create an integrated composite of target desirability.
reaction in a chemical manufacturing facility. Analysis of common failures in emergency response, such as communications and notifi cation systems, chain of command, lack of co-ordination, inadequate PPE, inadequate training, crowd or media control, may be identifi ed during the assessment and can be identifi ed during regular drills and exercises. Simple activities like carefully rehearsed evacuation plans
saved numerous lives in the aſt ermath of the World Trade Center attacks. Simultaneously, elaborate, well-planned emergency
APPROACH
TO EMERGENCY MANAGEMENT IS:
Identify the exposure to risk (people, facilities, equipment, vehicles, IT)
Evaluate risk potential (probability, severity) Rank and prioritize risks (attributes, context)
Determine and implement control actions (time, eff ort, expense, insurance)
Evaluate and revise actions (monitor, test, evaluate, revise)
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