Crisis Management Toolkit
Crisis Management Toolkit Proprietary and Confidential Crisis Management Toolkit Contents Introduction .......................................................................................................... i How to Use This Toolkit ........................................................................................ i Next Steps ........................................................................................................... ii 1. Crisis Management (CM) Policy, Standards and Expectations ................................. 1 Crisis Management Policy ................................................................................... 1 Crisis Management Standards ............................................................................ 2 Crisis Management Expectations ........................................................................ 2 2. Crisis Management: Definition, Structure, Processes and Planning ......................... 4 What is a Crisis? ................................................................................................. 4 Johnson Controls Response Structure ................................................................ 5 Crisis Management Structure Roles and Responsibilities .................................... 7 - Site Response Teams .................................................................................. 7 - Regional / Country Incident Support Team Structure.................................... 7 - Global Business Unit Crisis Management Teams ......................................... 8 - Enterprise Crisis Management Team ........................................................... 8 - Special Working Groups ............................................................................... 8 Crisis Management Processes .......................................................................... 10 - Notification and Reporting .......................................................................... 10 - Concept of Operations ............................................................................... 13 - Communications and Coordination............................................................. 15 - Plan Maintenance ...................................................................................... 15 - Training & Exercising ................................................................................. 16 - Post-Incident Reviews ................................................................................ 16 Planning ............................................................................................................ 16 Exercising .......................................................................................................... 18 3. Real-Time Response Guidelines ............................................................................ 21 Roles and Responsibilities................................................................................. 21 Basic Response Guidelines ............................................................................... 22 Communicating During an Emerging Issue or Crisis .......................................... 24 4. Appendices ............................................................................................................ 27 A. Glossary of Terms ......................................................................................... 27 B. Working Tools ............................................................................................... 32 C. Enterprise Crisis Management & Response Preparedness Business Operating Standards (BOS) ............................................................................................... 36 D. Global Crisis Management Planning Resources ........................................... 43 E. Sample Emergency Response & Business Continuity Plans ......................... 47 F. Crisis Management and Preparedness Self-Assessment Tool ...................... 48 G. Crisis Management Preparedness Wallet Card and Poster .......................... 56 Proprietary and Confidential i Crisis Management Toolkit Introduction When a crisis hits, the first response is often uncertainty and apprehension. No matter how much we plan and prepare, an adverse situation catches us off guard and may leave us momentarily wondering, “What do I do now?” It is impossible to know precisely when a potential crisis may occur. However, the right insight, preparation and planning can help us not only survive an adverse event but properly manage any incident we face so that we protect our employees, operations, financial performance, customer loyalty and community standing. Appendix Our first duty is to conduct daily business with care and foresight so that incidents and crises are rare. When potential crises do occur, we must behave and communicate responsibly in accordance with the public and our company’s interests until the issue is resolved. available to advice and To that end, Johnson Controls’ Crisis Management Program and Plan is designed to guide response activities at all levels of the organization so that we can respond, mitigate and recover from any type of event or issue that threatens the organization. Each site, region and country level of the organization is expected to either review its current or develop a new local response plan based on the materials in this toolkit. The goal is to ensure that each facility and location has the teams, resources and tools to manage a crisis or incident and knows when and how to access the broader resources of the company and the expertise of the overarching business unit and corporate crisis management structure. This document is designed to help you through those first difficult moments and on into the event as it unfolds. How to Use This Toolkit This toolkit is designed to help ALL Johnson Controls sites, regions and country structures to further develop or improve individual and local response capabilities. In this document, you will find four main sections to assist you in your preparedness efforts: Crisis Management Policy, Standards and Expectations Overall Crisis Management and Response Structure, Process and Planning Steps Real-Time Response Guidelines Tools, samples and additional resources Proprietary and Confidential D has a roster of global contacts that are i provide counsel should you have any questions when developing your site, country or regional plans. Crisis Management Toolkit In each of these sections, you will find additional planning guidance and answers to basic questions such as: Who do I call when an event occurs? What questions should I expect? And, what if I can’t answer them? Where can I turn for help? Who should I coordinate and communicate with to manage the situation properly? What is the proper chain of command during a response situation? What resources and support do I need? In addition to the toolkit, there are supplemental resources as part of this document and available on the Intranet [Enterprise Security Website/eRoom]. A complete list of sample materials and documentation can be found in the Appendices of this Toolkit. Furthermore, a number of Johnson Controls colleagues have been assisting the planning process and are important resources to support you in this initiative. A roster of global contacts within each Business Unit and representing our corporate functions is available in Appendix D. Next Steps The recommendations and guidance provided in this document can help you update existing plans or develop new materials as necessary. Until then, this toolkit can be used to help you through those first difficult moments and as an event unfolds. It is not a complete guide, but rather provides essential elements you will need during any emergency. Working together, we can all help to ensure that Johnson Controls is well positioned to respond effectively to any potential crisis and emerge not only intact but ideally a better, stronger and more respected organization. Proprietary and Confidential ii Crisis Management Toolkit 1 Crisis Management (CM) Policy, Standards and Expectations Johnson Controls has adopted a Crisis Management Policy that describes the organization’s stance on managing incidents and crises and the type of response it expects of its people. The complete Crisis Management Policy along with the Enterprise Business Operating Standards (BOS) for Crisis Management and Preparedness can be found on the Johnson Controls intranet. They can be found at (LINK). Crisis Management Policy The Johnson Controls Crisis Management Program and related Plans are hereby created to establish a crisis management process that will allow coordination and decision-making at all levels of the Company when a crisis occurs or when incidents develop that could eventually become a crisis for the Company. The Crisis Management Plans define a process for reporting and notification of incidents that are or could become crises for the Company, establish a Johnson Controls Enterprise Crisis Management Team and Global Business Unit Crisis Management Teams to assist the businesses and the Company in managing these incidents. The Crisis Management Program will help position Johnson Controls to protect employees, assets, customers, the public and Johnson Controls’ reputation. The Crisis Management Program and Plans provide the capability to: Secure and protect our people, neighboring communities, facilities, information and operations in a manner consistent with related laws and policies; Quickly and effectively respond to, manage and recover from crises; Mitigate the impact of these risks on Johnson Controls people, facilities or operations; and Maintain the capabilities through ongoing planning, training, exercising, quality assurance and other program maintenance activities. Proprietary and Confidential 1 Crisis Management Toolkit This Crisis Management Program and related Plans apply to all of Johnson Controls, including all business units and all Johnson Controls owned and operated facilities/sites. They are meant to complement emergency and other incident response procedures and related programs. This Crisis Management Policy supersedes all previous crisis management policies within Johnson Controls. A copy of the complete Enterprise Crisis Management and Response Preparedness BOS is located in Appendix C of this Toolkit, and is maintained with other Enterprise BOS documents. Additionally, an Enterprise Crisis Management Business Operating Standard (BOS) has been established that provides additional information on the expectations and guidance on maintaining the appropriate level of preparedness throughout the company and within each Business Unit. Crisis Management Standards The following standards should be met across the Johnson Controls organization. Every site, regional or country level of the organization must have a Site or Local Response Plan in place. That plan should reference and incorporate guidance provided in this toolkit, and should establish a fundamental response capability for the range of risks and threats. These plans should include the response management framework, and include the integration and alignment of all other response aspects including local governmental emergency response, business continuity, IT disaster recovery and other specialty or incident plans and procedures as needed. Johnson Control employees that are permanently based at a customer location are expected to follow that customer’s emergency response and crisis management procedures. Or, depending on the circumstances, the Johnson Controls personnel and operations should retain their own response plan if the customer’s plans do not fully account for our preparedness and response requirements. In either case, during an event employees must regularly update and communicate with the Johnson Controls Business Unit Manager on the unfolding customer “crisis” situation and its impact on Johnson Controls’ people and work. Crisis Management Expectations Every Johnson Controls site, region and country structure should: Establish a Response Management Team as appropriate for the local structure Define relevant response sub teams as appropriate, for example fire brigades, floor warden/evacuation teams, business continuity teams, etc. Include basic plan elements as defined in this toolkit Define how your level will integrate within the broader crisis management response structure as defined within the Johnson Controls Crisis Management Toolkit Proprietary and Confidential 2 Crisis Management Toolkit Define the process for use of corporate-wide tools and resources such as the Crisis Hotline, and leverage other available tools as appropriate Maintain and update plans with an annual review Keep multiple copies of the plan available for use during an emergency, and maintain electronic or other access if appropriate Train and exercise all Response Team members on an semi-annual basis or on a frequency appropriate to the local capabilities requirements Participate in an annual self-assessment process designed to provide an assessment of the status of your program, and to provide a broader understanding and assessment of preparedness functions and capabilities across Johnson Controls Proprietary and Confidential 3 Crisis Management Toolkit 2 Crisis Management: Definition, Structure, Processes and Planning What is a Crisis? A “crisis” is any unexpected event or series of events that has the potential to or does negatively impact and/or harm Johnson Controls employees, customers, suppliers, shareholders, local community, operations, assets, products, finances, image, reputation, or the environment, AND requires immediate senior management notification, focused involvement, action and resources. A crisis can be a physical or non-physical event and even an emerging issue, and threaten to cause damage or harm to our employees, business operations, brand, customers, etc. Following are a list of sample incidents or crises which may affect Johnson Controls. Examples of incidents with the potential to become a crisis for Johnson Controls • Act of terrorism • Civil disruption • Industrial accident • Unexpected labor dispute • Fire or explosion • Malicious rumor media report • Major investigation by government agency • Class action lawsuit • Significant or malicious threats to Brand or Reputation • Workplace violence • Kidnapping • Storm or flood • Hazardous material spill/release • Major release of pollutants • Major disruption business caused Controls of customer by Johnson or inaccurate Alleged misbehavior by company or employees In addition to potential crises for Johnson Controls overall, there are those events that specifically and solely impact a Business Unit. These events may be somewhat localized to the plant or location where the event occurs, to the business line and its products or customers, and/or uniquely to a single business unit’s employees. These incidents may represent a potential crisis for the Business Unit, and are typically beyond local response capabilities. Proprietary and Confidential 4 Crisis Management Toolkit Johnson Controls Response Structure The ultimate objective of crisis management structure at Johnson Controls is to forecast and mitigate the consequences of a significant incident and/or potential crisis regardless of the cause or geographic location. The overall CM structure establishes a process for coordinating response actions among four critical response efforts: Site Response Teams Regional or Country Incident Support Team or structures Global Business Unit Crisis Management Teams (GBU CMT) The Enterprise Crisis Management Team (ECMT) In addition to the overall Johnson Controls enterprise response structure, special working groups may be convened. These special working groups serve as a coordinating mechanism for the enterprise response and are designed to provide subject matter experts, focused support, guidance and response support, where appropriate. Johnson Controls Response Structure Enterprise Crisis Management Team Global Business Unit Crisis Management Team Special Work Groups and Functional Department “Teams” Regional / Country Incident Support Team* Affected Site / Location Response Team *Where this exists. To streamline operations, response teams at all levels of the organization should focus on their distinct roles and responsibilities in managing incidents. At the same time, there should be a common strategy, resource coordination process and central information-sharing point vertically in the Company, as well as a means to request additional support where required for the business response efforts. The Johnson Controls crisis management structure is designed to provide the flexibility to expand or contract to meet the specific needs of a particular situation. To the extent they get involved, the country, regional and corporate headquarters teams will take a leadership role during crises. The Crisis Management and Incident Support Teams are trained and ready with Proprietary and Confidential 5 Crisis Management Toolkit advice, support and resources for local management. That means you can spend less time dealing with the broader consequences and impacts of a potential crisis and more time protecting your employees and getting your operations back to normal. Most incident or emergencies will be resolved at the local level; in fact 97% or more of all events will only require a localized site response effort. Others will rise to the level of a Business Unit crisis where the impact is primarily or entirely on the Business Unit. In most cases these crisis situations will be resolved at the Global Business Unit level and within the business unit response structure. Involvement by the ECMT may be limited to being briefed on the situation. And, even fewer situations will reach the level of, and have the potential to be, a crisis for the Johnson Controls Enterprise, and/or may have effects that reach across multiple Business Units. The following graphic depicts the distinctions among the roles and responsibilities of the various levels of the response structure. As noted above, local teams may be able to effectively mange a significant portion of events. However, when an incident does escalate or may potentially affect the region, country or business unit(s) in a broader way, incident support should be requested and in some cases strategic involvement and corporate crisis management resources should be involved. This response structure also assumes coordination with and inclusion of other types of incident plans, such as Business Continuity, Supply Chain Management, Issues Management and IT Disaster Recovery, where and if appropriate based on the situation and response needs. Beyond the immediate “site” response, any regional, country, branch structures and the affected Global Business Unit Crisis Management Team(s) becomes involved as needed, and eventually the Enterprise Crisis Management Team for those few events that reach the potential proportions and significance that could result in a crisis for Johnson Controls as a whole. Proprietary and Confidential 6 Crisis Management Toolkit Crisis Management Structure Roles and Responsibilities Following defined roles and responsibilities of each of the four response team levels. Site Response Teams The first response to incidents at a Johnson Controls site, or a Johnson Controls customer site, will be made by the Site Response Team. There are several types of Site Response Teams. For physical incidents, the site emergency response team will provide the first response to emergencies that pose an immediate threat to life, health or safety of persons and property. The role of this team is to ensure immediate and competent handling of such an incident. The Emergency Response Team, typically led by an incident manager, will provide immediate tactical response to the Johnson Controls site or customer site. The first response to other non-physical incidents originating at a site will be made by another or a response sub-team, such as a site-based Business Continuity Team, Supply Chain Management Team or possibly a site-based Issues Management Team. These teams may not reside at the site level in all cases. Some of these incident response teams may support multiple sites/locations, and may not be at the location when the situation occurs. * Regional / Country Incident Support Team Structure The Regional/Country Incident Support Team Structure is a loosely defined or geographically proximate organization that represents to varying degrees both Business Unit(s) and functional departments in the area of the affected site. This structure will serve as an information gathering and sharing point, and provides needed support and coordination from a near location to the affected site. Where it exists, the Regional/Country Incident Support Team Structure provides or coordinates the provision of incident support and resources to manage the situation and works to assist in the mitigation of the immediate consequences of the situation on the site and immediate area or region. The Regional/Country Incident Support Team Structure will generally be composed of a Lead Business Unit General Manager, other Business Unit GMs in the region/country, key functional department representatives in the region or country and ad hoc members. In some cases a Branch organizational structure may also be present, and would become involved in a similar way as the regional or country incident support team to assist an affected location. Where Regional or Country or Branch management structures exist, the site response team and the Global Business Unit Crisis Management Team if involved will coordinate with that structure to provide the needed incident support and resources to the affected site(s). Proprietary and Confidential 7 Crisis Management Toolkit Global Business Unit Crisis Management Teams The Global Business Unit Crisis Management Team is the senior Business level decision-making body for the response to all major incidents and/or emergencies that threaten to become a crisis for the Business Unit. The Global Business Unit Crisis Management Team will provide (or coordinate the provision of) incident support to manage the situation and work to mitigate the effects of the situation on the business and its operations. Where Regional or Country management structures exist, the Global Business Unit Crisis Management Team(s) will coordinate with those teams directly to provide additional incident support to the affected location(s). Enterprise Crisis Management Team The Enterprise Crisis Management Team (ECMT) is the Enterprise-level strategic decision-making body that ensures the necessary support and coordination of needed resources to the affected Business Unit(s) for the response to all major incidents and/or emergencies that threaten to become a crisis to Johnson Controls overall. Additionally, the ECMT will provide strategic and policy decisions and will manage corporate consequences and issues to protect the company’s legal and financial stability, brand, image, reputation and overall business strategy. The ECMT is responsible to manage issues and adverse events that threaten the Enterprise, including in those cases where there is no specific site or business unit is involved directly (e.g. airplane accidents, external highlevel investigations or accusations, special risks, etc.). Special Working Groups In addition to the overall Johnson Controls enterprise response structure, special working groups may be convened. These special working groups are generally ad hoc and designed to provide subject matter experts, and focused support, guidance and response actions. When activated, Special Work Groups serve as a coordinating mechanism for the enterprise response, and may be either cross-functional or may represent a single department or function. Typically, Enterprise Work Groups would: Facilitate sharing of information on the situation Provide guidelines, policies and advisories for their subject/area Identify issues, resources and other response needs for further focused effort and make recommendations Ensure the proper resources are being made available Report status/situation briefs to the response structure leadership Recent examples of these enterprise work groups include: the Pandemic Enterprise Work Group and the Hurricane Enterprise Work Group. Proprietary and Confidential 8 Crisis Management Toolkit The following chart provides a summary view of each team’s roles. CRISIS MANAGEMENT / RESPONSE TEAM RESPONSIBILITIES Enterprise Crisis Management Team • • • • • • Assessing crisis impacts on the Enterprise Forecasting Corporate or enterprise-wide consequences Managing Corporate crisis issues Selecting the strategy(ies) to manage the actual or anticipated Corporate consequences Issuing policy directives for those issues reserved for the ECMT Ensuring coordination of those crisis issues and response actions that impact more than one Business Unit, and providing oversight of the response • • • • • • • Proprietary and Confidential Global Business Unit Crisis Management Team Regional / Country Incident Support Team or Team Structure Providing or coordinating the best available resource support and/or technical expertise from across the corporation to the Site Response Team(s) (resources may be pulled from across business units, or elsewhere throughout the region or country, and is managed by this team if a regional team is not available to do so.) Coordinating the response activities of functional departments within the Business, including human resources, communications, health & safety, etc. Supporting incident response including business continuity, resumption and recovery; Identifying/forecasting and managing key business issues and consequences stemming from the incident Managing issues beyond the Site Response Team’s authority Reporting incident information and unmet needs to the Enterprise Crisis Management Team Identifying and escalating strategic issues to the Enterprise Crisis Management Team • • • • • • Clarify to the site response team and up through the Global Business Unit what capability exists at the region/country level, and what support can/will be provided Providing or coordinating the best available resource support and/or technical expertise from across the corporation to the Site Response Team(s), in coordination with the Business Unit Team (resources may be pulled from across business units, or elsewhere throughout the region or country) Assisting in the coordination of functional department response efforts, including human resources, communications, Environmental, Health & Safety, etc. Providing assistance with business continuity, resumption and recovery, as necessary Assisting with the management of issues beyond the Site Response Team’s authority, in coordination with the Global Business Unit Crisis Management Team Reporting incident information and unmet needs to the Global Business Unit Crisis Management Team, and identifying and escalating strategic issues as necessary Site Response Teams • Providing tactical response to site emergencies • Executing or Coordinating Business Continuity, Supply Chain and Issues Management response efforts • Executing business recovery plans • Restoring normal site operations • Communicating with locally affected parties and the public, including contractors, vendors, etc. • Reporting incident information and unmet needs to Regional/Country structure and/or Business Unit Team Planning Action: team descriptions Review and responsibilities, and factor them into your own plan. Establish your site, country, or regional response team and define membership. 9 Crisis Management Toolkit Crisis Management Processes When updating existing site or regional/country plans or developing new plans, it is important that they reflect the procedures and guidelines which have been established at the corporate and business unit level. Key processes that should be addressed in each Response Plan include: Notification and Reporting Concept of Operations Communications and Coordination Plan Maintenance Training and Exercising Post-Incident Reviews Notification and Reporting Johnson Controls has streamlined its reporting process to ensure that incidents and potential crises are reported quickly, appropriate crisis response teams are notified as needed, and the site or region is able to quickly access the additional resources and guidance that may be required. The company maintains and operates a centralized control center that provides remote building operation, system monitoring and other services to Johnson Controls customers and sites. The Remote Operations Center (ROC), located within the 507 Building in downtown Milwaukee, Wisconsin, manages the Johnson Controls Crisis Hotline (1-866-4441414 US/Canada, or 1-414-524-7840). The Crisis Hotline serves as the 24/7 initial reporting and notification point to initiate the Johnson Controls enterprise crisis management process worldwide. The Crisis Hotline also maintains a software system that provides alerts and data related to potential threats that could affect Johnson Controls employees, sites and customers. A key objective of the initial reporting and notification process is to prevent incidents from escalating into a crisis for Johnson Controls. All incidents that meet the following criteria should be reported to the crisis hotline: Planning Action: Ensure that the Crisis Hotline information is included in Site, Country and/or Regional plans. 10 Proprietary and Confidential Crisis Management Toolkit Reporting to the Crisis Hotline Calling the Crisis Hotline does NOT preclude the need to make other regulatory, safety or other reports per normal reporting procedures. Incident Status Reporting Criteria A business-related death or serious injury of an employee, contractor or visitor, or death of other person(s) caused by or attributed to any Johnson Controls facility or resource An actual or threatened kidnapping of an employee of Johnson Controls A building evacuation or quarantine resulting from an actual incident or threat (including due to contagious outbreaks) Regional events that may impact Johnson Controls sites, employees or customers A potential business interruption expected to last for more than 24 hours An incident receiving significant adverse media attention A regulatory violation potentially with the potential to result in a substantial enforcement fine A site inspection expected to result in a substantial enforcement fine, or negative exposure Unplanned Investigations, site inspections, contagious health concerns identified within a Johnson Controls site or Johnson Controls Customer site, etc. A fire, explosion, hazardous material spill/release with potential to adversely impact the environment. Planning Action: CRISIS HOTLINE Call: 1-866-444-1414 US & Canada 1-414-524-7840 International for inclusion in local plans and develop additional reporting needed. When reporting an incident or crisis, Crisis Hotline operators will do the following: Complete an Incident Status Report form (contained in the appendix) to document the incident being reported Ask you about the nature and severity of the event, and response efforts underway Find out what kind of help you need Place notifications to select designated representatives within your Business Unit, region and/or functional departments. 11 Proprietary and Confidential Review the above reporting criteria criteria as Crisis Management Toolkit The more you know, the better able they’ll be to provide you with the resources and any help you need. However, don’t wait until you have all of the information before calling the hotline. What information should you attempt to provide? Be prepared to provide as much information as you can, including: What happened? When did it happen? Where? Have there been any fatalities? Is anyone injured? Who are they? Are the injured being cared for? Have families been notified? Is anyone still in danger or in need of assistance? Is there damage to Johnson Controls or customer property? Is the crisis confined to our property or is the local community impacted? Have local authorities (police, fire, rescue) been contacted? Are they on-site? Is there potential for more damage? Is any hazardous material involved? Any release to the environment? Are news media on the scene? Who are they? IMPORTANT: Do not wait until all of the information is available before calling the Hotline. The initial report should be made as quickly as possible or at the first safe opportunity. If all of the information is not available immediately, further updates can be provided in the following hours and days. When in doubt, call the Crisis Hotline. Benefits of the Hotline More than just a management tool, the hotline gives individual Johnson Control sites as well as region/country teams a simple and streamlined way to inform management of an incident and request additional support without making multiple phone calls or sending numerous emails. Specifically, the hotline will help Quickly escalate incidents to other response teams as needed Forward requests for additional resources and help Inform region / country staff or high-level business unit managers of an emerging incident or crisis 12 Proprietary and Confidential Crisis Management Toolkit Provide the Incident Status Report form to ensure consistent understanding of the known facts resulting in a timely and consistent report It does not preclude local management from notifying the normal chain of command, does not take the place of other safety or regulatory reporting. Concept of Operations Each local Response Plan should include a concept of operations that defines the process for how the site or regional/country team will operate. This should include guidelines around what can be accomplished at that level with local resources, as well as when other teams should be relied on to provide incident management and strategic crisis management support. The concept of operations should also address the following four components: 1. 2. 3. 4. 5. Team Structure Activation Communications and Coordination Open Issues & Action Item Status Tracking Response Team Resources Team Structure Planning Action: Ensure your plan includes a detailed Concept of Operations defining how your Response Management Team members will work together as a group, and coordinate with other response teams across Johnson Controls. This section of your plan includes local Response Team membership, roles and responsibilities of individual members. All team member contact information is typically in an appendix as a roster. Activation This section of your plan should define the circumstances and criteria under which the local Response Team will activate, who is responsible for making that decision, and the process for activation of the response team. Open Issues & Action Items Status Tracking An Open Issues Tracking process and Open Issues Tracking form should be used by each Response Team to identify, prioritize and assign issues requiring action or resolution. Team members are expected to develop strategies and action plans to address assigned issues, and will be expected to report back on status to the response management team. Those issues that cannot be resolved at the local level will be up-leveled to the regional team, Global Business Unit Crisis Management Team or the Enterprise Crisis Management Team for decisions and actions as needed. 13 Proprietary and Confidential Crisis Management Toolkit The Action Items Status form is designed to capture specific actions that are identified during team meetings for assignment. The Action Items Status form will be updated to capture status and completion of the actions, as the assigned team member reports it to the team. Response Team Resources Your plan should include details of the available team resources, including specialized expertise, teams or outside consultants, as well as physical resources and tools available. Resources should include primary and alternate locations for team meetings, technical and technological capabilities and communications availability. On-site resources and equipment for the local Response Team should also be considered such as the following: Hard-line and mobile telephones, and radio communications Speakerphone capabilities Audio/Video capabilities, including projection/playback equipment Television with cable connection Computer(s) linked to Corporate network, and external internet 14 Proprietary and Confidential Crisis Management Toolkit Facsimile machine(s) Copy machine(s) Printer(s) Audio/Video recorder(s) Back-up power supply Battery supported radio(s) Satellite telephone(s) White board(s)/black board(s) Standard office supplies Communications and Coordination Communications and coordination is essential to a successful response, and it is imperative that response teams effectively communicate information and coordinate actions among and between themselves. This section of your plan should contain how communications and coordination will occur, by whom (both within the local response team, and in the other teams that might become involved and require direct contact), when and how frequently, and the process that will be used to maintain effective communications and coordinated response throughout the response effort. Plan Maintenance This section should include details of the process and anticipated timelines to ensure the planning documents are maintained and always up-to-date. Following are some general guidelines: Critical plan changes as the result of new guidance, new team members, or changing business responsibilities/priorities should be implemented as soon as possible, or at least quarterly. Planning materials should be reviewed and updated after a major drill or exercise; changes should reflect lessons learned. A complete document review and update should be completed annually. 15 Proprietary and Confidential Crisis Management Toolkit Training & Exercising Your plan should define your training and exercising program to maintain a level of readiness and well trained and practiced responders. Following are some general guidelines: All response team members should be trained initially and then periodically (at least annually) on the local Response Plan, procedures and protocols. Refresher training should be scheduled periodically, and can be combined with other activities or standing meetings. When a new team member is appointed, that individual should be trained on the existing plan as soon as possible. The plan should be validated through an ongoing exercise program. The exercising process should account for scenario-based tabletop discussion periodically (e.g. semi-annually) and drills or exercise approximately every 12-18 months. Exercises with multiple teams and levels of the Johnson Controls response structure should be scheduled and coordinated to ensure validation and practice among teams. Post-Incident Reviews A standard best practice for crisis management and corporate preparedness programs is to ensure a post-incident review process is included. As part of the deactivation process in your plan, a post-incident review process and protocols should be defined. A post-incident review should be conducted following every time your local Response Team is activated. The process provides an opportunity to review response procedures, identify areas for improvement and capture lessons learned. Planning Action: Review how the above basic guidelines can be expanded and customized based on specific site, country and/or regional needs. Planning The development or update of existing response plans at the site or regional/country level in accordance with the recommendations in this toolkit is an important step in assuring that all crisis management and corporate preparedness elements within Johnson Control’s are aligned and well integrated. Planning for your crisis management and response capabilities generally should follow a standard approach, which typically includes a seven step process. 16 Proprietary and Confidential Crisis Management Toolkit 1. Review CM Policy, BOS and CM Toolkit: Review the material presented in this CM Toolkit as well as the policy and Crisis Management and Response Preparedness BOS, for standards, expectations and guidance. The sample documentation in Appendix B may also be a useful reference. 2. Define Response Structure: Determine who will play an active role on the local Response Team(s). Focus on team member representation from across different business and functional areas as well as key resources such as human resources, finance, legal, health and safety, communications, etc. 3. Identify Roles & Responsibilities: Define and document the roles and responsibilities of each team member, as well as for all of the teams in the Johnson Controls Crisis Management and Response Structure. Ensure there is a primary and alternate identified for each team position at your level. 4. Define Response Team Relationships & Integration Points: Determine which teams will provide incident and crisis management support for your particular site or region/country, and define the process for coordination, communications and integration when multiple levels and teams are involved. Also, ensure your local planning includes the coordination, communication and integration 17 Proprietary and Confidential Crisis Management Toolkit where appropriate with local response agencies, such as fire, police, government and regulatory entities, etc. 5. Create Concept of Operations: Review the key components referenced above in the concept of operations section and define the business process and procedures by which the local Response Team will function. 6. Update / Develop Plan: Update existing plan materials as necessary to include the new and corporate concepts defined in this CM Toolkit. If no plan currently exists at your level, begin developing one that encompasses the necessary response management requirements. Reference the integration, oversight and management considerations for other existing incident response plans such as procedures for emergency response, business continuity, IT disaster recovery, etc. Secure feedback and approval from local leadership and response teams as necessary. 7. Response Team Training & Exercises: Develop a training and exercise program that focuses on improving response capabilities at the site or region/country level, and periodically validated integration, coordination and communications among other teams throughout the overall crisis management response structure. Exercising Exercising is an important step in assuring that all crisis management and corporate preparedness elements within Johnson Control’s are aligned and well integrated. Building a response capability is more than just developing a plan; it is also about training and giving team members an opportunity to practice implementing plan components. Exercising gives response teams an opportunity to validate the concepts, processes and protocols in their plans under hypothetical scenarios. Crisis management and response exercises can be conducted with participation from a single response team or a combination of teams from different levels of the organization. The activities in Johnson Controls’ comprehensive exercise program consist of: Tabletop Exercises - Facilitated scenario-based discussions that allow participants to work through realistic crisis situations, define or validate crisis management policy, and validate the corporation’s crisis management and response plans. The tabletop exercise is facilitated, and includes structured facilitator questions designed to encourage interaction among team members. One extended or a series of “snapshots” scenarios should be used, and the session is typically conducted over a three to four-hour time period in a conference room setting. 18 Proprietary and Confidential Crisis Management Toolkit Functional Exercises - Scenario-based exercise activities lasting four to six hours where participants are afforded the opportunity to demonstrate individual and team crisis management capabilities by reacting and taking actions based on a simulated crisis or emergency situation. Rather than simply discussing what the Team would do under the scenario (as in a tabletop exercise), the Team actually carries out their decision-making, response actions and communications process in real-time in a fastpaced, pressured environment. Functional exercises are typically limited in their involvement of teams, and the breadth of response objectives to be demonstrated. Full Scale Exercises - Scenario-based exercise that involves a participating team from multiple levels of the enterprise and provides for a comprehensive validation of the crisis management and response capabilities. Participants are afforded the opportunity to demonstrate individual, team, and organizational crisis management capabilities and to validate the linkages between the various corporate response levels. Teams participate from their actual command or operations centers with full movement of resources over a six -hour or greater period. Full-scale exercises usually include field level response team participation and often also include local, state and/or Federal government response participants. This type and level of activity is often driven by the ECMT or Global Business Unit Crisis Management Team levels. Johnson Controls response teams at the site or regional/country level are expected to participate in at least one exercise activity every 12-18 months. It is recommended that when starting a program, teams begin with a Tabletop Exercise and then move on to a Functional Exercise. Fullscale exercises will be sponsored by the ECMT or the Global Business Unit CMTs. If a site or regional/country team is asked to participate in a Full Scale Exercise that activity would fulfill their exercise requirements for that year. Exercises for your crisis management and response capabilities generally should follow a standard approach. Following are the four key steps to designing, developing, conducting and evaluating an exercise: 19 Proprietary and Confidential Crisis Management Toolkit 1) Design: Individuals who will not be participating in the exercise and who are knowledgeable of Johnson Controls’ business processes, risk profile and general vulnerabilities should develop exercise objectives and formulate a scenario(s). The goal is to raise issues and challenges that will exercise the Plan(s) and current Team structure and procedures. 2) Development: During the development phase, individuals responsible for conducting the exercise must further develop the sample hypothetical scenarios. In the case of a tabletop exercise, scenarios can unfold as “snapshots” in time written in narrative form. For exercises, the scenario takes the form of a timeline and messages– essentially the scenario information scripted to drive actions directly through the individual responders, as it would occur in real life. In this case, the scenario “facts” would be revealed in the real time frame that a crisis unfolds. 3) Conduct: The Exercise should be conducted in a realistic mode, to the extent possible, and will follow the Team’s simulated response over the duration of the exercise period. As the scenario information is revealed, participants either discuss and/or practice applying elements of the plan to managing the hypothetical event and mitigating its impact. At the conclusion of the Exercise, participants should debrief to discuss what went well, areas for improvement and action planning items. 4) Evaluation: At the conclusion of the exercise, a final report containing all observations, assessments and recommendations should be developed and shared with the team. Areas for improvement or plan changes should be prioritized and implemented as soon as possible. A team member or responsible manager should be assigned to follow up on all action items. 20 Proprietary and Confidential Crisis Management Toolkit 3 Real-Time Response Guidelines Initial Emergency Procedures Roles and Responsibilities As noted in the planning section, the roles and responsibilities of response team members should be defined within the site or country/regional response plan. However, if the planning process is not complete and the organization is faced with a potential crisis, avoiding overlap of responsibilities or duplication of efforts can help streamline response activities. The following chart provides a brief overview of who is responsible for what response programs. This may need to be further customized or updated based on your site, regional or country operations. 21 Proprietary and Confidential Crisis Management Toolkit Who Has To Do What Operations/Management – Oversee local response efforts, coordinate activities with the appropriate country/regional or Business Unit teams, request additional support resources as needed, identify and raise those issues that require senior-level decision making, focus on the health and safety of Johnson Control employees, and identify business continuity issues Communications – Identify all affected audiences, understand their information needs, develop a communications strategy, draft messaging and communications materials, secure all appropriate approvals, and execute against the communications strategy Environment/Health & Safety – Identify current and potential / future health and safety issues, develop strategies to mitigate their impacts, notify senior management of unresolved issues, respond to inquiries from related local, state or federal government agencies Human Resources – Ensure employees are accounted for, leverage Employee Assistance Program and other resources, determine if further support services (counseling, time away from work, etc.) will be needed, determine what if any employee regulations apply Basic Response Guidelines If the site or region/country does not have a plan in place and an adverse event or potential crisis strikes before the planning process is complete, reference the following as a guide to help direct actions. This is not a complete or exhaustive checklist; rather this document provides some high-level guidelines that can be used during an event. 22 Proprietary and Confidential Crisis Management Toolkit RESPONSE CHECKLIST Take Appropriate Action to Protect Anyone from Immediate Danger Evacuation Shelter in place Contact/Dispatch first responders Complete Accountability Process Initiate local Incident Response Management Obtain/Search for Credible Information Planning What happened? Action: Local How bad is it, or how bad could it become? response plans should include points of contact, What is being done? coordination and communications processes, What is the potential for escalation? consequences could result? What potential impacts or Make Appropriate Notifications If there is a continuing or imminent danger to people and/or property, contact Law Enforcement, Fire, Medical, local security officers or other necessary first responders. and other aspects related to the response that will be provided agencies. by local Notify key contacts or stakeholders within the facility Notify any internal or external experts necessary – Mental health experts – Technical experts – Environmental experts Complete safety, health, regulatory or other required notifications Notify the Crisis Hotline (U.S. and Canada 866-444-1414 or International +1 414-524-7840). of the Crisis Management Program maintain global relationships with security, investigatory, crisis Notify affected family members and provide appropriate support Contact your local HR representative, or request assistance from the Regional/Country Incident Support Team Give Direction on What Employees Should Do In the Near Term Leave the facility/go home management, emergency response and public relations firms that can be quickly applied to local situations, in addition to your country or regional Stay where they are teams. Return to their facility, building or office 23 Proprietary and Confidential Planning Action: Managers Crisis Management Toolkit Manage the Incident Develop an immediate response strategy and execute against plans Work with other response teams as necessary Request additional resources and support as needed Forecast potential business impacts of the incident Communicate to all stakeholders as appropriate (coordinate as necessary) Upon Resolution of the Situation Management should be highly visible following an event Clear acknowledgement of what occurred should be made Employees should be given the opportunity to ask questions and discuss concerns Appropriate persons should attend a briefing by senior management at location Provide employees with an opportunity for additional on-site counseling and emotional support Get employees back to work as soon as possible Follow Up Actions Schedule and conduct a post-incident review with all relevant response teams Present lessons learned to appropriate management, employees and assign actions for plan updates and corrective actions Communicating During an Emerging Issue or Crisis Planning Action: Review how the guidelines on managing the news media should incorporated existing plans. be into Every case is different. Consult with either your local or regional communications representative or the Enterprise Communications Work Group before issuing any statements from the company—to employees, the media, customers, local officials or the like. In most cases, Johnson Controls will develop a set of messages in response to an incident and work with you to develop communications for key stakeholders; which includes appointing an appropriate spokesperson(s) to handle all media contacts. However, the nature of global communications today—where nearly every incident or issue can be broadcast worldwide in an instant— requires that we respond very quickly. In these cases, a general statement that is somewhat non-committal regarding the facts, but expresses the company’s concern is adequate. For example: 24 Proprietary and Confidential Crisis Management Toolkit “We are working to address the situation, as well as to get an understanding of the facts. We will be back to speak with you as soon as possible.” Beyond this initial statement and when developing a strategy for communications, Johnson Controls should ensure it is identifying a list of relevant stakeholders, defining their likely and relevant concerns and questions related to the situation, and then developing a proactive communications plan to respond appropriately to the situation, while protecting Johnson Controls. Following is a list of potential stakeholder groups to consider: Identify Audiences Potentially Impacted Employees Customers Surrounding Community Suppliers Vendors Business Partners Government Entities, Politicians & Regulators Financial Analysts (corporate will address these) Shareholders (corporate will address these) Board of Directors (corporate will address this group) As events unfold and as additional information becomes available, Johnson Controls will be implementing its response protocols. Communications efforts will need to evolve from a simple holding statement to messages and materials that better define what happened, how Johnson Controls is responding, and what the company is doing to mitigate the crisis, including the protection of employees and the community, how the company will continue to meet customer demands, and what the organization is doing to prevent a similar situation in the future. Additional key messages to consider for communicating about an ongoing situation include the following: 25 Proprietary and Confidential Crisis Management Toolkit Key Messages “Following our normal processes, we are closely monitoring the situation to manage its potential impacts on the personal health and safety of our employees as well as our global operations.” “We have a number of contingency plans and are in the process of implementing them.” “We are committed to protecting the health and safety of our employees globally. The personal health and safety of our employees is a top priority.” ”We are prepared and ready to support all of our customers.” “We continue to monitor the situation and will continue to keep you updated as needed.” “We are working closely with local authorities (i.e., fire, police, emergency medical services) to protect and help our employees and the surrounding community.” “We are conducting an internal investigation to understand why this happened and more importantly so we can avoid a similar incident in the future.” 26 Proprietary and Confidential Crisis Management Toolkit 4 Appendices A. Glossary of Terms To ensure a common understanding, language within the Plan must be consistent and easy to understand. Definitions of terminology in the plan are critical to a user-friendly document. Activation: The initial formal assembly and involvement of the crisis management or response teams that marks the beginning of the involvement of that team in the coordination, support and decision-making processes in response to an actual event. Ad-Hoc Members: Individual members who have functional or specific expertise directly related to the consequences of specific incidents. Can be pre-designated but may not be involved in all actual response situations. Alternate: The individual to be called upon to represent a given function on a crisis management or response team in place of the Primary member. Business Continuity: The measures to ensure continuity of normal business operations and resumption of these after an incident. Business Continuity Plan(s): The processes, tools, resources etc. and the documentation of these maintained in readiness to enable Johnson Controls to respond to incidents and risks that threaten to disrupt business continuity, and prevent the performance of normal business processes. Business Impact Analysis: This is the systematic analysis of critical processes to determine: Identification of processes critical to the businesses ability to operate. How long the business can operate without the process. What might cause the process to fail and what is the probability of failure (Risk Assessment). 27 Proprietary and Confidential Crisis Management Toolkit What resources, tools, hardware, facilities, software etc. is critical to the ability to maintain the process. What the current protection or mitigation is that maintains the process. What alternative means of delivery there are Responsibilities for the process. Concept of Operations: The portion of a crisis management plan that broadly describes how a response will be carried out and provides specific information on operational aspects, such as notification, activation, response priorities and a description of meeting protocols and activities. Crisis: A “crisis” is any unexpected event or series of events that has the potential to or does negatively impact and/or harm Johnson Controls employees, customers, suppliers, shareholders, local community, operations, assets, products, finances, image, reputation, or the environment, requiring immediate senior management notification, involvement, action, focus and resources. Crisis Communications: The process of creating and executing both internal and external communications strategies that support operational objectives and facilitate either avoiding a crisis or the minimizing of its impact. Crisis Management: A focused, proactive and strategic operating capability designed to prevent, prepare for, respond to, and recover from an event, series of incidents, or set of circumstances that threatens to negatively impact the organization, its reputation or brand, and relations with employees, volunteers and patrons. Crisis Management Plan: A documented set of processes and related procedures that provides a framework for senior representatives to manage the response to an actual or potential crisis by providing seniorlevel direction, strategy, response coordination and support. Critical - An asset or process etc. that is essential to Johnson Controls’ ability to do business, support its clients and remain legal. Disaster Recovery (Plan) – The recovery plans put in place by IT to recover IT hardware and software etc. after an incident. Enterprise Crisis Management Plan – The Johnson Controls Enterprise-level Crisis Management Plan covering the company overall including all business areas and functions of Johnson Controls. Maintained by the Johnson Controls Corporate Security Executive Director. 28 Proprietary and Confidential Crisis Management Toolkit Enterprise Crisis Management Team (ECMT): The senior management-level team that is charged with identifying, evaluating, and managing the strategic response to actual or potential crisis issues and consequences for Johnson Controls. ECMT Chair: Provides overall direction and coordination of strategic crisis management activities and the ECMT. Deactivation: The orderly return of crisis management, emergency response, and site level response team members to their normal duties. Emergency: Any incident that has the potential to broadly or significantly threaten human life, health, property or the community if not controlled, contained, or resolved immediately by local responders and resources. Emergency Response Team (or Incident Response Team): Provides first response for physical incidents and emergencies that pose an immediate threat to life, health or safety of persons and property. The role of this team is to ensure immediate and competent handling of an incident that poses a threat to human life or physical property or assets. Emerging Issue: An issue or series of seemingly unrelated incidents that, combined and/or made public, may create a crisis, including negative news coverage, damage reputation, and/or result (more than a predetermined amount) in fines, penalties, legal damage, unbudgeted expenses, and other costs. Exercise: A practical simulation activity requiring the performance, integration and coordination of planned response activities by individuals and teams. An activity designed to facilitate training and provide a basis for evaluating the effectiveness of plans or procedures. Global Business Unit Crisis Management Team (GBU CMT): Incident: Any event that has or may negatively affect any aspect of Johnson Controls operations. Incident Support: Those activities associated with the provision of assistance and support during an incident, including the provision of operational, functional, departmental resources and other support activities to an affected location. Local Response: Those activities that address immediate on-site needs that arise during an incident or emergency. The primary function of Local Response is tactical, including initial life safety and emergency response requirements at the affected location in accordance with any established local response procedures and processes (e.g. fire response, building evacuation, etc.) and regulations. 29 Proprietary and Confidential Crisis Management Toolkit Maximum Permissible Downtime – The longest period of time that a process can not operate for without causing damage or other loss to the business generally or to a department. Operational Disruption: The disruption or threat of a disruption to Johnson Controls services to an extent that the disruption will cause broader harm to Johnson Controls operations, image or standing in the community. Planning Case: A tool used to define the potential (worst-likely) impacts of the incident, which will enable the crisis management or incident support team to look ahead and make assumptions about potential response needs. It is used to identify and define the incident characteristics, consequences and issues that have or could impact Johnson Controls. The Planning Case will serve as the common set of assumptions upon which crisis management and response is based. Post-Incident Review: The analysis of an organizational response to an incident for the purpose of identifying both positive and negative aspects of the response. The review also documents lessons learned and recommends improvement actions, where appropriate. Regional Coordinator – Someone within each region appointed to own and maintain the regional crisis structure and to coordinate any crisis and incident support management planning activities. Regional Executive – The senior Johnson Controls executive for the region. Responsible for ensuring that there is a regional crisis management and response structure is in place. Regional Incident Support Team – The pre-arranged and named individuals who will manage the impacts, consequences and provide resources to manage the crisis at the regional level, together with any additional resources they consider necessary to support them. Remote Operations Center (ROC): Manages the Johnson Controls Crisis Hotline which serves as the 24/7 initial reporting and notification point to initiate the Johnson Controls enterprise crisis management process worldwide. The ROC also maintains a software system that provides other alerts and data related to potential threats that could affect Johnson Controls employees, sites and customers. Response: Those spontaneous or predetermined actions taken to save lives, protect property, assets, and the environment, or otherwise limit the consequences of any actual or potential incident. Risk – A combination of threat, probability, mitigation and impact that determines a level of risk. 30 Proprietary and Confidential Crisis Management Toolkit Site: Any Johnson Controls occupied premises used by Johnson Controls for its business – but excluding client premises. Site Response Team – The senior Johnson Controls managers and specialists at a sight brought together to manage the responses to an actual incident or potential crisis. CM Screening Group: The Corporate Security Executive Director and Regional Security Directors who receive notification of an incident and assess the nature and severity, as well as the actual or potential impacts of the incident, to determine the need for broader involvement, continued monitoring of the event, or to notify and/or convene the Enterprise Crisis Management Team. Tabletop Exercise: A scenario-based simulation for a crisis management or emergency response team that uses facilitated discussion to validate crisis management and response plans by analyzing one or more hypothetical situations, developing possible courses of action, and arriving at critical decisions. 31 Proprietary and Confidential Crisis Management Toolkit B. Working Tools CRISIS MANAGEMENT INCIDENT STATUS REPORT Business Unit/Function: Reported By (name): Incident Date: Date/Time of Report: Global Directory ID: (Page 1 of 2) Phone: Incident Time: Location of Incident/Affected Site, Building, or Facility (location name and address): Type of Incident Fire EMERGENCY SITUATION Location of Incident Other: Explosion Product Related Workplace Violence Financial Weather Security/Theft/Fraud Counterfeit / Piracy / On-Site Off-Site Regional/Country Threat Supply Chain/Business Interruption Health Alert/Emergency Drug Activity Labor Issue Yes No No Hazmat Release Contaminant Name: Estimated Duration (if known): Describe (complete selecting other): Yes Business Interruption Intellectual Property Data Breach / IT Security Activism IT Outage Power Outage Property Damage Airborne: Yes Liquid: Yes Other: No No when Release Amount (if known): DESCRIPTION / STATUS OF INCIDENT CASUALTIES/HUMAN IMPACTS Name Employee Contractor Public Fatality Injury Missing 1. 2. 3. 4. DESCRIPTION / NATURE OF INJURIES AND HUMAN IMPACTS 32 Proprietary and Confidential Crisis Management Toolkit CRISIS MANAGEMENT INCIDENT STATUS REPORT (Page 2 of 2) CUSTOMER / COMMUNITY IMPACT SUMMARY OF PUBLIC / MEDIA ACTIVITIES Agency Contacted By NOTIFICATIONS Date/Time Name of Agency Contact Activity SUMMARY OF RESPONSE ACTIVITIES Response Underway Planned Response Actions Report Taken By: Title: Report Transmitted to the Screening Group Date/Time: Thank you for taking the time to report this incident. If appropriate, this information will be forwarded to the Screening Group. In the meantime, do you need any additional resources or support? Yes No If yes, would you like me to contact the designated Business Unit Team in: The associated region? Yes No The Global Business Unit Crisis Management Team? Yes No Any Functional Departments? Yes No If yes, which? 33 Proprietary and Confidential Crisis Management Toolkit CRISIS MANAGEMENT OPEN ISSUES TRACKING Issue # Priority Issues Description Contact Scheduled for Deliberation or Decision PROPRIETARY AND CONFIDENTIAL 34 Proprietary and Confidential Crisis Management Toolkit CRISIS MANAGEMENT ACTION ITEMS STATUS Work Group Priority Contact Action Items Description Status Due Date(s) PROPRIETARY AND CONFIDENTIAL 35 Proprietary and Confidential Crisis Management Toolkit C. Enterprise Crisis Management & Response Preparedness Business Operating Standards (BOS) Hard copy located on CD 36 Proprietary and Confidential Crisis Management Toolkit 37 Proprietary and Confidential Crisis Management Toolkit 38 Proprietary and Confidential Crisis Management Toolkit 39 Proprietary and Confidential Crisis Management Toolkit 40 Proprietary and Confidential Crisis Management Toolkit 41 Proprietary and Confidential Crisis Management Toolkit 42 Proprietary and Confidential Crisis Management Toolkit D. Global Crisis Management Planning Resources Automotive Experience Last Name First Name Department Title Location Email An Lin EHS Mgr- Health & Beijing Auto Comp Lin.An@jci.com Safety Co Ltd No. 1 Linhe South Road Beijing 101300 China Duesterberg Dave EHS Director, Health, AG - Interiors - Safety and Environmental Prince Technical and Customer North America Center 915 E. 32nd Street Holland MI David.A.Duesterberg@jci.com 49423 LademannFleger Claudia Communications – Executive Suite VP Communications - JC Automotive Group European HQ Vice President Industriestrasse 2030 Burscheid 51399 Claudia.LademannFleger@jci.com Germany Leunens Guido EHS Director HSE Johnson Controls EU/SAf/Sam Automotive N.V. Bell Telephonelaan 2 Guido.Leunens@jci.com Geel, 2440 Belgium Building Efficiency Last Name First Name Department Title Location Email McGavin Martin Risk Management Manager Global Casualty Insurance North America martin.mcgavin@jci.com Swanson Scott HR - Safety HR - Safety 631 S. Richland Avenue Scott.C.Swanson@jci.com Nelson Kristy HR - Safety DIR Safety Indus Hyg 507 East Michigan Milwaukee, WI Kristy.Nelson@jci.com Hein John Communications Global Mgr Comm, Head of Europe De Kleetlaan 3 Diegem, Belgium John.P.Hein@jci.com De Kleetlaan 3 Diegem, Belgium Jan.Lyssens@jci.com York, Pennsylvania and African Comms Lyssens Jan EHS EMEA(HR) Health & Safety Manager EMEA 43 Proprietary and Confidential Crisis Management Toolkit Last Name First Name Department Title Location Email Dance Simon Facility Management Dir. Of Security European Real EMEA simon.dance@jci.com Estate and Fac. Mgmt Solutions Nackaerts Nancy EHQ Communication PR De Communications Manager Europe & Diegem, Belgium Kleetlaan 3 Nancy.Nackaerts@jci.com Africa -Communications Systems & Service Flanagan Donna National Services Account Manager, National 11301 W Lake Park Services Dr Milwaukee WI 53224 Donna.J.Flanagan@jci.com United States Leskovec Daniel Environmental Sr Environmental 507 E Michigan St Compliance Engineer POB 423 Milwaukee WI 53202 Daniel.F.Leskovec@jci.com USA Everdepoel Serge GWS FM EMEA Health Regional Health & De & Safety Safety Mgr Pegasus Park Diegem Zuid Kleetlaan Serge.Everdepoel@jci.com - Diegem 1831 Belgium Bichler Nathan T&M Safety Safety 507 E Michigan St Representative POB 423 Milwaukee WI 53202 Nathan.C.Bichler@jci.com USAA Power Solutions Last Name First Name Department Title Location Email Mrozinsky Beth HR - Safety IH & Safety Manager JCI Corporate Headquarters Battery 5757 N.Green Bay Ave Beth.A.Mrozinsky@jci.com Milwaukee, Wisconsin USA 53209 44 Proprietary and Confidential Crisis Management Toolkit Last Name First Name Department Title Location Zhu Joe Operations General BG - Battery - Shanghai, China Manager 700-800 Kang Qiao Kang Qiao Industrial Pudong China VanDerWeele Brian HR Email Shanghai, Joe.Zhu@jci.com Road Zone 201315 Lake Park 113, 7800 N. 113 St., Brian.VanDerWeele@jci.com Milwaukee, WI 53224 Fitzgerald Rebecca Comm Director, Global JCI Corporate Headquarters - Comm Corporate, 5757 N. Green Bay Avenue, Glendale, Wisconsin Rebecca.K.Fitzgerald@jci.com 53209 USA Gibbs Lesch Steven Executive VP Global JCI Corporate Headquarters - Suite Operations Hybrid Battery Corporate, 5757 N. Green Bay Avenue, Glendale, Wisconsin Systems 53209 USA Director HSE Am Leineufer 51 Hannover 30419 Axel HSE Steven.Gibbs@jci.com Axel.Lesch@jci.com Germany Enterprise Crisis Management Planning Resources Last Name First Name Title Email Bichler Nathan BE Manufacturing Nathan.C.Bichler@jci.com Brondyke Roger Operations Program Manager roger.brondyke@jci.com Carpenter Sharon corporate HR Sharon.Carpenter@jci.com; Dance Simon Dir. Of Security - European Real Estate and Fac. Mgmt Solutions simon.dance@jci.com Duesterberg Dave NA Automotive HSE David.A.Duesterberg@jci.com Sherman Gary Disaster Recovery & Infrastruture Services Manager Gary.Sherman@jci.com Flanagan Donna Bldg Eff Group Operations: Fire & Security Branch donna.j.flanagan@jci.com Fleck Rick IT/ Disaster Recovery Coordinator richard.m.fleck@jci.com Forton Todd BE Global EHS Todd.M.Forton@jci.com 45 Proprietary and Confidential Crisis Management Toolkit Last Name First Name Title Email Greene John Corporate HR Leader Development john.n.greene@jci.com Grigg Peter Coordinator - Remote Operations Peter.J.Grigg@jci.com Hall Michael Manager Corporate Travel Michael.R2.Hall@jci.com Komorowski Ward Dir. Fac. And Bldg Services GWS ward.p.komorowski@jci.com Ksobiech Chris Director, Service Safety Chris.Ksobiech@jci.com Leskovec Daniel BE Sr. Environmental Engineer daniel.f.leskovec@jci.com Leunens Guido AE Europe, South America, Middle East, South Africa HSE Director Guido.Leunens@jci.com Marshall Jim Director, Global IT Security Jim.R.Marshall@jci.com McGavin Mick Manager Global Casualty Insurance martin.mcgavin@jci.com Mrozinsky Beth IH & Safety Manager Beth.A.Mrozinsky@jci.com Sanchez Yammel Global Director, Procurement, Americas Shull Jennifer Sr. Ops Program Analyst ROC Jennifer.L.Shull@jci.com Soderberg Bob Director Global Security robert.a.soderberg@jci.com Voeller Greg Dir. Global Employee Comm. Gregory.J.Voeller@jci.com Indirect Yammel.Sanchez@jci.com 46 Proprietary and Confidential Crisis Management Toolkit E. Sample Emergency Response & Business Continuity Plans The following sample plans are available for review. These have been provided by individual sites and regions and have not necessarily been approved by corporate nor have they been reviewed in light of the guidance provided above. These documents are intended to be for our reference as certain elements or components may be applicable as the sites and regions are developing their own plans. TITLE OWNER / LOCATION DATE UPDATED INTRANET LINK Building Efficiency / N/A Daniel Leskovec Building Efficiency / Emergency Response Plans (PPT) N/A Daniel Leskovec Simon Dance, GWS GWS EMEA Crisis Management & Central Operations Dec. 2008 Business Continuity Plan (BOS) Director EMEA Guidelines for the Development of Automotive Experience / Aug. 2007 Emergency Response Plans & Guido Leunens Business Continuity Plans Emergency Action Plan Template 47 Proprietary and Confidential Crisis Management Toolkit F. Crisis Management and Preparedness Self-Assessment Tool Please see the attached CD for the Crisis Management and Preparedness Self-Assessment Tool Excel document. 48 Proprietary and Confidential Crisis Management Toolkit 49 Proprietary and Confidential Crisis Management Toolkit 50 Proprietary and Confidential Crisis Management Toolkit 51 Proprietary and Confidential Crisis Management Toolkit 52 Proprietary and Confidential Crisis Management Toolkit 53 Proprietary and Confidential Crisis Management Toolkit 54 Proprietary and Confidential Crisis Management Toolkit 55 Proprietary and Confidential Crisis Management Toolkit G. Crisis Management Preparedness Wallet Card, Security Incidents Must Be Reported and Emergency Contact Information Posters. (also located on CD in pdf format). 56 Proprietary and Confidential Crisis Management Toolkit Security Incident Reporting Poster To increase awareness at company locations worldwide, the Security Incidents Must Be Reported poster should be displayed in prominent locations throughout the plant, facility or office. Please login to the Johnson Controls portal and select Employee Services > Employee Security Services to download this poster. 57 Proprietary and Confidential Crisis Management Toolkit 58 Proprietary and Confidential
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