1. Crisis Management@CERN Simon Baird Extracted from an EN Seminar 30 th January 2014

2. Examples of reactions to a crisis

3. 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,

4. CCC/TI DeviationAnomalyIncidentSerious Incident Accident Level01234 DescriptionAlarm with no stop of facilities Short stop of equipment causing facility stop Significant stop of a facility Possible equipment damage Major on-site equipment damage Minor off-site damage Non-reversible on-site damage Major off-site damage EventsLaser level 1 or 2 alarms Downtime few hours Downtime 24 - 72 hours Downtime several weeks. Serious affect on physics program Event outside normal operation's scenarios Downtime several months Serious threat to future operations Political impact 20115256102500 ExamplesE.g. power cuts, thunder storms, water problems… E.g. Storm trips MP7 loop = LHC without power July 2006 power failure BA3 Fire Sept. 2008 sector 3-4 EscalationTI OperatorTI Operator, technical responsible TI supervisor, Group and Dept Leader CMT & DG

5. 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

6.  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

7. Comms team: Media Public Staff Users Member States Host States Host State HSE The CMT Chair Head of Comms. hair Technical Lead Emergency Services Safety Information Management Admin Support Dept. Leaders LHC tech Coords 40 people Members & alternates + Directors Log keeper DG

8. The CMT CMT LeaderSimon Baird AlternateMike Lamont DGRolf Heuer AlternateNominated Director Emergency servicesGianni Deroma AlternateMaurici Galofré Vila Technical leadFreddy Bordry AlternatePaul Collier Health & SafetyRalf Trant AlternateEnrico Cennini AdministrationConnie Potter AlternateSevda Budun Jeanette Schueler Log keepingDawn Hudson AlternateGeorgina Hobgen CommunicationsJames Gillies AlternateCorinne Pralavorio Information ManagementPeter Sollander AlternateRende Steerenberg

9. CMT Operation 1. 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

10. 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…  …..

11. CMC (Crisis Management Centre)  CMC in building 65  CMC in CCC

12. 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

13. 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

14. 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…

15. 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?

16. ….. be prepared