1. TEFMA 2008 Sudhish Nayyar

2. AGENDA CRISIS –What is the worst thing that could happen? –Where? –When? Steps in effective Crisis Management Aon’s capabilities

3. WHAT IS THE WORST THING THAT COULD HAPPEN, WHERE…WHEN Major Fire Hostage Taking Pandemic Terrorism Explosion Sabotage

4. OVERVIEW OF CRISIS MANAGEMENT Crisis Prevention Objectives Incident Management Framework Post-Incident Analysis

5. CRISIS PREVENTION OBJECTIVES Assess –Structure –Vulnerability analysis –Measure exposure and develop a gap analysis Design –Crisis management plans –Training & simulations Implement –On-site and Off-site command centre –Test readiness of response teams Improve –Network to leverage tools and resources –Regime of continuos improvement

6. STRUCTURE In the midst of a crisis the greatest need is for “Direction” Level of Board/Executive involvement in crisis management –Risk culture of the organisation –Sponsorship at the highest level –Policies and codes

7. INTELLIGENCE Continuos intelligence building –Regular environment scan –Available networks –On site reporting Screening process for employees / students / contractors –Established (Legal) process & protocols –Communication flows

8. INTELLIGENCE Size of “Backyard” Resources Using the intelligence network to prioritise and focus

9. SECURITY INFRASTRUCTURE In-house or Outsourced –Brief –Turnover –Competency checks –Background checks Training regime –Regularity –Focussed

10. Technology Interface with information network SECURITY INFRASTRUCTURE

11. THREAT ASSESSMENT US Secret Service study found that in nearly 75% of incidents of serious violence at schools, other students were aware that attacks had been planned before they actually occurred In more than half of all cases, more than one person had expressed concern to others prior to the attack

12. THREAT ASSESSMENT Staff training in recognising signs –Mechanisms for reporting –Protocols to assess and respond –Developing scenarios/patterns based on knowledge

13. CRISIS MANAGEMENT TEAM Roles and responsibilities Strategic and tactical Intelligence interfaces Communication flows

14. INCIDENT MANAGEMENT FRAMEWORK Crisis Management Plan –Infrastructure requirements for command centre –Affected area Accurate and up-to-date site plans Population count Isolation procedures Public address system Evacuation plans Safe haven areas

15. RESPONSE OBJECTIVES Be on the scene Acting swiftly and decisively Preservation of life and assets Preservation of Forensic Evidence Restoration of normality as soon as possible

16. CONSIDERATIONS All major school shootings over the last ten years have occurred in schools located in small towns not large inner city schools Have you ever heard what a gunshot sounds like inside of your school ? If not, how would you know what it really was if it happened in your school? Have you ever seen a pipe bomb, or any other type of improvised explosive device ? If you haven’t ever seen one before, than how do you know what to look for during a bomb threat?

17. RESPONSE ACTIONS What to look for –that which should not be there –that which can not be accounted for –that which is out of place Search priorities –Evacuation routes & ‘safe’ areas –Public areas/assembly locations –Car parks, outside areas & perimeter –Office areas + ‘back of house’

18. CRISIS COMMUNICATIONS Crisis communication plan Be straightforward Provide facts Communicate proactively with the media, including the internet Managing cultural issues

19. POST INCIDENT ANALYSIS Review causes and effects Assess performance Capture lessons learned Update plans

20. IN SUMMARY 1.What did you know? 2.When did you know it? 3.What did you do about it? 4.What are you going to do to ensure that it never happens again?

21. AON SPECIALITY DIVISIONS Experts in specialist areas. Worldwide initiative. Enterprise risk management