SPONSORS OF UNEXPLODED ORDNANCE
UXO
Other less evident incidents which may initiate a company’s crisis management system..:
• Forecast of a severe storm which may impact operations – do you hope it’s not too bad a storm?
• Public protest against technology used or the company – do you hope it doesn’t get too much publicity?
• Recall notice from a supplier of a faulty component which has safety or environmental implications if was to fail – what if it effects all your installations?
• Damage and/or failure to a data centre which is key to operations – how will the operation continue?
• Pandemic incident e.g. bird flu – do you protect your company personnel?
Of course no system will prevent these incidents, but a management system will certainly mitigate the potential damage if such an event turns into a crisis or emergency for the company.
FOCUS
Crisis management is focused on the management and resolution of emergencies and crises that affect the business with the objective to keep the business operational before, during and after a disruptive incident.
STRATEGY
Every operating company should have a CM strategy in place that is backed with a response philosophy, response priorities and response process that are tested at defined frequencies through exercises.
Exercises provide an opportunity to validate plans, assess individual and team capacity and gain lessons learned to help increase response capability. A tiered response approach is appropriate dependent on the potential impact of the incident.
One would suggest the response priorities should be...
• People – employees, contractors, suppliers, customers
• Environment – air, water, land and areas of sensitivity
• Property – company assets, contractors, communities and third party facilities/offices
• Business – supply, production and reputation
LIVE PROCESS
CM is a live process that requires training to be put in place with routine exercises possibly on an annual basis. Training will ensure roles and responsibilities are clear and personnel competent for their role. Whereas exercises provide an opportunity to do the following...
• Validate plans (i.e., individual elements, inter-related elements or entire plans) • Assess individual and team capability.
Lessons learned from exercises can be used to improve some or all of the following...
• Plans • Processes • Training programmes • Individual skills • Team skills
UXO AND CRISIS MANAGEMENT Returning to UXO, we may question the relevancy within Crisis Management but, like many other risks faced by projects an UXO incident is one that can derail the momentum of a project if it arises where no planning and contingencies have been made for the occurrence.
In these circumstances project drivers such as schedule and costs will be impacted, however the severity of the impact will depend on the project’s preparation, speed and effectiveness and being able to deal with an UXO incident.
Dealing with UXO contamination is normally not particularly difficult, dangerous, or technically challenging providing the process to mitigate the risk is properly managed and the work is conducted by appropriately trained, qualified, and supervised personnel - all the elements of CM.
MAINTAINING BUSINESS SUCCESS Time spent developing a CM strategy is key to maintaining business success in challenging conditions, if your company has one in place then you are well placed to manage an incident. However, if your company hasn’t got one then we at NCOE strongly advise you to consider starting one now. If an unfortunate event does happen, time will not allow you to create or fill the gaps in a CM strategy. The old adage ‘be prepared’ resonates deeply.
Newcastle Chambers of Engineering (NCOE)
www.ncoe.co.uk Click to view more info
www.windenergynetwork.co.uk
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