READINESS
responses were thwarted because of communication failures. Drills and exercises should address internal and external
threats, and be designed to evaluate all-hazards responses. Community-wide stakeholders such as emergency fi rst-response assets, health and public health systems, corporate security and safety, emergency management authorities and others must be seamlessly integrated into all emergency and contingency planning activities. Building trust and reliable interagency and community co-operation are essential to the overall success of any corporate emergency preparedness and response eff orts.
Completing the jigsaw Proactive steps to build and maintain these bridges and partnerships should be a priority goal set by all companies. Emergency preparedness and crisis and disaster management are a mosaic of interwoven ‘colours’ and ‘textures’ comprised of diverse groups, each bringing specialized expertise to the table, yet are essential ‘pieces’ which complete the jigsaw puzzle of preparedness and response. Oſt en, individual components of the planning team will
be vociferous and territorial. This becomes inevitable in the planning process, and must be overcome, as the planning team that ‘plays well together, stays together’ – facilitating
A TSA Inspector during a Vulnerability Assessment being carried out by the Army Corps of Engineers on the Mackinac Bridge in Michigan in 2010.
”When a risk is small in the experts’ judgment, and people are excessively alarmed, the job of risk communication is to reassure them. When the experts consider the risk substantial and people are insuffi ciently concerned, the job is to warn them.”
Communication consultant, Dr Peter M. Sandman
Command System (ICS) at all levels. In addition to standardizing organizational response, ICS provides common terminology which minimizes confusion and chaos. Interoperability issues such as common frequency communications among agencies have improved since 9/11. However, this remains a work in progress in some jurisdictions. This and other disasters have demonstrated the instability and vulnerabilities to communications systems. During crises and disasters, corporations will be faced with the daunting challenges of communicating with stakeholders, employees, families, customers and global partners. Risk communication forms an integral
component of emergency management and critical infrastructure protection. Risk communication focuses on communicating emergency preparedness information and mitigation strategies to employees and the public in order to minimize the potential impacts of an event prior to its occurrence- such as an imminent terrorist attack based upon credible and actionable intelligence or offi cial emergency action notifi cations related to any event. It involves putting the risk into perspective without minimizing or exaggerating the true threat. While media may be regarded as a nuisance
in emergency response circles, integrating media representatives into emergency planning sessions will allow them to become valuable partners during response and recovery eff orts by ensuring dissemination of accurate and responsible real-time information. The fi rst concern of all companies should be the
DHS/Wally Schroder
co-operation and co-ordination during emergency responses and recovery eff orts. Building cross-functional teamwork also requires the selective sharing of information. This becomes a challenge when dealing with sensitive information such as trade secrets or intelligence (‘need to know’). Forming viable and co-operative relationships between security-cleared, key members of corporate security, law enforcement and intelligence agencies is essential.
Incident Command Ensuring that all members of an emergency response are ‘on the same page’ during an event requires use of the Incident
health, safety and wellbeing of their human assets and the community-at large. Education, training and drilling of employees are key considerations in emergency preparedness and business continuity eff orts. Employee orientation and instruction in safety and security awareness, emergency procedures, and proper use of PPE will enhance
an organization’s ability to save lives, as well as minimizing economic losses. Regular, updated training and exercises are crucial for employee safety and security and business continuity. Provision of physical and psychosocial support must be addressed and readily available to employees, families and signifi cant others. More than ever, preparedness is critical for security, medical and threat-specifi c issues. Corporate travel policies must ensure readiness and response for all contingencies and emergencies that may arise. Corporate preparedness and response is an inherently complex, but essential undertaking. ❚❙
Frank G. Rando has 30 years’ experience in emergency management and environmental health & safety as a clinician, fi rst responder, emergency manager and SME, and is a regular contributor to CBNW.
46 CBNW 2013/02
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