emergency preparedness plan · 1.4.1 communication principles the director of preparedness has the...
TRANSCRIPT
Revised: 06.07.2017
Emergency Preparedness
Plan
People, environment,
materials and reputation
Contents
1. OPERATIVE PART 2
1.1 Internal notification and mobilisation .....................................................................2
1.1.1 Implement internal notification ..................................................................... 2
1.1.2 Fixed meeting point for preparedness leadership ........................................ 2
1.1.3 Clarify the level of preparedness required and the gathering of the
preparedness leadership ........................................................................................ 3
1.2 Level of preparedness ..........................................................................................3
1.2.1 Ordinary operations ..................................................................................... 3
1.2.2 Yellow preparedness (expanded preparedness) ......................................... 3
1.2.3 Red preparedness (full preparedness) ........................................................ 4
1.3 Staff methods .......................................................................................................4
1.3.1 First meeting ............................................................................................... 4
1.3.2 Plan ............................................................................................................ 4
1.3.3 Focus areas and actions ............................................................................. 5
1.3.4 Situation plot ............................................................................................... 5
1.3.5 Status meetings .......................................................................................... 5
1.4 Information and communication ...........................................................................6
1.4.1 Communication principles ........................................................................... 6
1.4.2 Information sharing during crisis management ............................................ 6
1.4.3 Communication channels .............................................................................. 7
1.5 Psychosocial care ................................................................................................8
1.6 Normalisation .......................................................................................................9
1.6.1 Demobilising personnel ............................................................................... 9
1.6.2 Follow-up of staff and students.................................................................. 10
1.7 Evaluation .......................................................................................................... 10
2. ENCLOSURES: 11
Appendix 1. Role-based action cards ......................................................................... 11
Action card for Director of Preparedness.............................................................. 12
Action card for the Director of HR......................................................................... 14
Action card for the Director of Studies .................................................................. 16
Action card for the Communications director ........................................................ 17
Action card for the Head of the Section for Property Management ....................... 19
Action card for log keeper .................................................................................... 20
Appendix 2. Board for First meeting ............................................................................ 22
Appendix 3: Log .......................................................................................................... 23
Appendix 4: Situation plot ............................................................................................ 24
Appendix 5: Board for focus areas .............................................................................. 25
Appendix 6. Internal notification list ............................................................................. 26
Appendix 7. External notification list in the event of a crisis ......................................... 29
Appendix 8: The tasks of the NHH duty telephone ...................................................... 31
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Appendix 9. The tasks of the switchboard/reception ................................................... 33
Appendix 10. Checklist in the event of accidents/deaths among staff, students and guests
34
Appendix 11. Preparedness during excursions ........................................................... 36
Appendix 12: Preparedness during large events/conferences ..................................... 38
Appendix 13. Equipment list preparedness room ........................................................ 40
Appendix 14. Logging form - Telephone enquiries ...................................................... 41
Appendix 15. Logging form - Decisions and actions in the preparedness work ............ 42
Appendix 16. Revision form ........................................................................................ 43
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1. OPERATIVE PART
1.1 Internal notification and mobilisation
1.1.1 Implement internal notification
Emergencies shall be notified internally to NHH's duty telephone. These messages shall be logged both by
the duty telephone and the Director of Preparedness. NHH's duty telephone is staffed during weekdays
from 07.00 – 22.00, Saturdays from 07.00 – 16.00 and Sundays from 10.00 – 13.00. Outside of these hours,
the emergency services must be contacted should an emergency arise.
Fig. 2.1. Notification chart
1.1.2 Fixed meeting point for preparedness leadership
Primary meeting point: Meeting room by the Director's office, 1st floor
Alternative meeting point: Meeting room in the Section for IT Services, 2nd floor of Nybygget.
External meeting point: Reading room at Hatleberg, as of the autumn of 2016
Equipment list for the preparedness rooms: see Appendix 13. Equipment list preparedness room
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1.1.3 Clarify the level of preparedness required and the gathering of the preparedness
leadership
The Director of Preparedness decides on an heightened level of preparedness based on the notification from
the duty telephone.
It can be difficult to know whether an undesired incident will develop into a crisis in which it may be
necessary to implement the preparedness plan, but DSHA incidents may include:
Major fire/explosion on Campus with mass evacuation
Major fire/explosion outside of Campus
Major accident abroad that impacts staff and students
Threats / malicious acts / terrorism / hostage-taking
Serious physical injury / mental illness or death of student, staff or guest
Loss of critical infrastructure
Contagion among staff, students – pandemic/epidemic
Sexual violence or assault
Incidents that may harm NHH's reputation
Also see the report from NHH's general risk and vulnerability analysis. This report is available from the
HSE coordinator
1.2 Level of preparedness Preparedness at the School is divided into the following levels:
Ordinary operations Yellow preparedness Red preparedness
Increased monitoring and special
follow-up
NHH's preparedness leadership
is mobilised
1.2.1 Ordinary operations
This level covers daily operations with ordinary resources available at NHH. Disruptions are handled
through the normal organisation. The normal organisation handles the situation, but the Director of
Preparedness is informed if disruptions may entail increased risk.
1.2.2 Yellow preparedness (expanded preparedness)
Yellow preparedness can be implemented for
Planned events at NHH where the risk of undesired incidents has been assessed to be higher than
normal.
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In the event of sudden incidents that entail increased monitoring, the duty telephone shall be contacted.
The duty telephone notifies the Director of Preparedness, who decides whether yellow preparedness
shall be implemented.
Yellow preparedness entails increased monitoring, and an assessment must be made of whether extra
resources shall be added or other actions taken. The follow-up is handled by the section/department in
question.
1.2.3 Red preparedness (full preparedness)
NHH's duty telephone (55 95 98 88) shall be contacted in the event of sudden incidents that have entailed
or may entail
the loss of life or serious personal injury
a risk of significant environmental damage
major material damage
NHH's duty telephone is staffed during weekdays from 07.00 – 22.00, Saturdays from 07.00 – 16.00 and
Sundays from 10.00 – 13.00. Outside of these hours, the emergency services must be contacted should an
emergency arise.
The person on call notifies NHH's Director of Preparedness or their deputy,
who implements "red preparedness" and mobilises the preparedness
leadership.
Rector and the Ministry of Education and Research (if applicable) shall be
informed.
1.3 Staff methods
1.3.1 First meeting
The meeting is chaired by the Director of Preparedness. If necessary, someone is designated to write on the
board. The purpose of the first meeting is to establish an overview of facts about the incident, and to assess
potential developments and consequences. The first meeting should not last longer than 30-45 minutes and
must have a clear beginning and end. At the end, the Director of Preparedness shall determine the focus for
the further handling of the incident.
See Appendix 2. Board for First meeting
1.3.2 Plan
When the preparedness leadership is gathered and has its first meeting during a crisis, a plan must be
created for handling the incident. This plan is created by using a board during the first meeting, answering
the questions asked there and deciding on the worst-case scenario for the incident.
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The boards are projected on a large screen so that everyone in the preparedness room can see them.
Alternatively, they may be projected onto a white board and be filled in directly by the person designated to
write on the board.
1.3.3 Focus areas and actions
The focus areas are determined by the Director of Preparedness and describe the main areas that all
measures and actions must be directed towards until such a time that they are changed. Proactive actions
(measures) are identified based on the focus areas to handle or prevent the further development of the
incident.
See Appendix 5. Board for focus areas
1.3.4 Situation plot
Along with the operations board, the situation plot is to ensure that we have the big picture in terms of the
incident, the personnel, resources, location involved and milestones. The situation plot is to describe the
here-and-now situation and shall be up to date at all times. The plot should be seen as a "mind map" that
can be used during status meetings to summarise the big picture. Maps or similar tools can be used to
illustrate positions, distances, etc.
See Appendix 4. Situation plot
1.3.5 Status meetings
Status meetings are held at a frequency tailored to the development of the incident. The purpose of the
status meetings is to calibrate the preparedness leadership and ensure a shared situational awareness. The
meetings are chaired by the Director of Preparedness and should not last longer
than 30 minutes. The meetings must have a clear beginning and end. At the
end, the Director of Preparedness shall determine the focus for the further
handling of the incident. The focus areas may change as the incident develops.
In the status meetings, the Director of Preparedness gets information about the
status from the individual participants in the preparedness leadership. The
situation plot can be used to summarise the status.
The Director of Preparedness then decides on any new focus areas the preparedness leadership is to work
on in the short and long term. Proactive actions (measures) are identified based on the focus areas to handle
or prevent the further development of the incident.
See Appendix 5. Board for focus areas
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1.4 Information and communication
1.4.1 Communication principles
The Director of Preparedness has the overarching responsibility for information and communication during
crises. The Head of Communications is responsible for crisis communication and information preparedness
at NHH and assists with updated information, facilitation for media and dissemination of internal and
external information. All external communications from the School are based on the following principles:
Be open and accessible
All information shall be truthful and correct
Avoid speculations
Disseminate the message in the right order
o Care and concern for people
o Environment
o Materials
All external communication shall be coordinated and coherent
All external communication shall be quality assured by the Head of Communications.
The message for the specific incident must be clarified and coordinated by the Rector, Director of
Preparedness and Head of Communications in collaboration.
The Rector, Managing Director or Head of Communications are the spokespersons for NHH. NHH should
only have one public face for an incident. If the heads of the sections or departments involved are permitted
to make statements to the media etc., this must be based on premises agreed upon in collaboration with the
Director of Preparedness and the Head of Communications.
1.4.2 Information sharing during crisis management
Everyone involved in the crisis management – employees and leaders – have a shared responsibility to help
ensure that information is shared effectively and well
within the preparedness leadership
between the preparedness leadership, sections and departments
with other actors involved in handling the incident
The information sharing shall be proactive and be based on an expanded need to know principle.
The preparedness leadership is responsible for assessing and determining who needs the information and
for what purpose.
In replying to emails etc. that are copied to multiple people, an assessment must be made of whether the
others copied need the reply. Avoid spamming.
The information that is shared shall:
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help those who work on handling the incident (internally)
contribute to a sound foundation for carrying out tasks
contribute to collaboration and coordinated efforts
contribute to clear divisions of responsibility within NHH
contribute to no "grey areas" arising in the handling of the situation
1.4.3 Communication channels
NHH's prioritised channels for crisis communication:
External channels:
Nhh.no Nhh.no is NHH's main channel. All official
information shall be published on nhh.no. A
separate crisis website with all the information
can be created as necessary.
A separate action card for
the web editor has been
prepared.
Social media
(Twitter, Facebook)
Social media shall be used to quickly reach the
general public with important messages, and
to correct any errors and elaborate on facts.
NHH prioritises Twitter and Facebook, in this
order.
A separate action card for
social media has been
prepared.
Media NHH shall be proactive and open in the
contact with the media. A close follow-up of
the media in the introductory phase helps form
trust and ensures that NHH is perceived as a
reliable source of information.
When practically possible, information shall
be provided at fixed, common times for which
advance notice is given. All media contact
shall be logged, to the extent possible.
A separate action card for
media contact has been
prepared.
Switchboard/frontline Shall pass on enquiries to the preparedness
leadership, communications staff or the next
of kin hotline. Shall not provide information
about the undesired incident, but shall refer to
the information from the entity that owns the
incident (usually the police) or at nhh.no.
See instructions in
Appendix 9.
Internal channels
SMS alerts Shall be used for active and direct information
for students and staff.
The Head of Studies is
responsible for notifications
via FS. The Director of HR
/ Head of Section for
Finance and Accounting is
responsible for notifications
for staff.
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Internal website Shall be used as a supplement to NHH.no and
can contain information that elaborates and is
internally directed to staff.
A separate action card for
internal communication has
been prepared.
Itslearning Shall be used as a supplement to NHH.no and
can contain information that elaborates and is
internally directed to students.
The Head of Studies is
responsible for
Should the communications
staff be supplemented by
one or more persons from
the Office of Student and
Academic Affairs?
Email Can be used if there is a need for shared
information to everyone or groups of staff and
students, for the NHH Board and other
important internal interested parties. Must be
used with caution.
A separate action card for
internal communication has
been prepared.
Meetings Can be used if there is a need for direct and
simultaneous information for everyone or for
groups of staff and students.
1.5 Psychosocial care Psychosocial care is an important part of the School's handing of both major accidents and smaller crises.
Being cared for well shall help reduce the aftereffect of a serious incident. At the same time, psychosocial
follow-up and care is a central part of the normalisation after a preparedness incident for the staff and
students involved.
NHH's actions are based on the following assumption:
Bergen municipality is responsible for caring for everyone present in the municipality. The municipal
system for psychosocial care will be implemented in the event of accidents, crises and catastrophes at
NHH that involve students, staff and visitors.
The police lead the response to accidents and catastrophes, and will determine the actions that are to be
implemented.
The preparedness leadership at NHH establishes contact early on with the police and the municipal
crisis team to offer its assistance.
The preparedness leadership is the decision-making body for NHH's efforts within psychosocial care.
The follow up of and responsibility for caring for staff and students during and after a crisis lies with the
person responsible for HR in collaboration with the section or department involved.
Actions, responsibilities and roles within the psychosocial care for NHH students and staff after serious
incidents:
A gathering point for the affected persons after incidents (in the event of deaths, persons missing, other
significant burdens) – if needed, NHH can open for informal gatherings for smaller incidents, or
possibly as part of the care provided for major incidents. Personnel with competency in psychosocial
care will provide the contents of the gatherings (student chaplain, crisis psychologist, the municipal
crisis team, etc.).
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Next of kin hotline: the police are responsible for establishing and operating this service, but NHH
must anticipate an increased number of enquiries by telephone and staff its switchboard and provide the
frontline service with cleared information that can be communicated by telephone and refer next of kin
to the police's next of kin hotline.
Reception centre/centre for evacuees and next of kin: the police is responsible for establishing and
operating such a service, but may ask NHH to obtain the premises, food and drink and personnel to
supplement the police and the municipal crisis team.
Memorial: NHH organises a memorial service in the event of deaths that affect students and staff
particularly.
Follow-up of emergency responders:
o Establish a breakroom for staff (with a place to rest, telephone, food, etc.) who are involved in the
crisis management.
o Defusings
o Collegial support
o Debriefing
As soon as possible after the end of the preparedness situation, the preparedness leadership and all other
emergency responders (switchboard, communications staff, resources in psychosocial care) shall participate
in a summary and status meeting. The meeting is chaired by the Director of Preparedness. The most
important aspects of the course of the incident, experiences, etc. shall be reviewed, systematised and
clarified for a possible further follow-up and competence development. The need for debriefings and other
follow-up in the aftermath must also be identified and provided.
Also see Appendix 10. Checklist for accidents/deaths among staff, students and guests.
1.6 Normalisation The handling of emergencies shall not make NHH unable to perform its normal operations longer than
necessary. An incident will be handled by dedicated personnel and a larger or smaller part of the
organisation will seemingly be unaffected and able to continue regular activities.
A plan for how NHH is to return to normal operations as soon as possible is needed. In addition to moving
the organisation back to normal operations, the normalisation will also include follow-up of the persons
affected and an evaluation of the incident.
A brief description of some of the central elements in a normalisation phase is provided below. Several
measures and further details will depend on the scope and character of the incident, among other things.
1.6.1 Demobilising personnel
When a crisis has been prevented or is under control, the demobilisation of personnel starts. The message
about a transition to normal operations must follow the same route as the notification of the crisis. A
gradual demobilisation will often be natural. The preparedness leadership gathers, prepares a plan for
follow-up and distributes tasks.
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1.6.2 Follow-up of staff and students
Depending on the seriousness of the incident, those affected shall be given information and/or follow-up in
the aftermath. The need for and type of follow-up will vary depending on the seriousness of the incident
and the type of stress the person(s) was subjected to.
The preparedness leadership decides on any measures related to the further follow-up of the affected
persons and designs a follow-up plan based on these. Information about the follow-up must be
communicated to those affected who are offered follow-up and to the staff members responsible for follow-
up.
Immediate supervisors are responsible for following up on their staff in terms of any long-term effects and
report these to the Office of Human Resources for further follow-up.
1.7 Evaluation A crisis or something that might have become a crisis is an important source of new learning; an
opportunity for developing risk awareness and risk comprehension. The preparedness leadership initiates
an evaluation meeting and an evaluation report shall be prepared after the incident.
To the degree that that close partners or the rescue services were involved in the crisis management, the
preparedness leadership should consider inviting these to the evaluation meeting.
The meeting may be divided in two: one internal part and one that includes external parties.
Some key words for questions for an evaluation:
How were the tasks solved?
Were the priorities right?
How was the handling managed?
Were those involved able to make strategic decisions?
Were the decisions clear and appropriate?
Was there a clear division of roles and responsibilities in the preparedness leadership?
To what degree were the leadership and responders able to be future-oriented in terms of the
development of the incident?
Was the Preparedness Plan followed? If not, why not?
Does this evaluation trigger a need for changes to the Preparedness Plan or changes in the training?
What are the points of improvement?
Is there a need to further investigate the handling of the incident?
The plans shall be revised as needed and in line with the findings of the evaluation.
The evaluation shall be documented in a written report. The report shall summarise the incident and NHH's
handing and the findings of the evaluation. The Director of Preparedness is responsible for ensuring that
the reporting is done. The contents of the report shall be disseminated internally and to the external parties
affected and involved. The evaluation report shall be submitted to the Board. Additionally, NHH should
generally pass on what it has learned from the incident to the Ministry of Education and Research and the
Norwegian Association of Higher Education Institutions.
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2. ENCLOSURES:
Appendix 1. Role-based action cards
Action cards have been prepared for the most central roles in the emergency response organisation. These
are generic action cards, which means that they are not dependent on the situation at hand and shall be used
in any undesired incident in which the preparedness plan is implemented; see the Defined Situation of
Hazard and Accident (DSHA) in the risk and vulnerability analysis from 2014.
The action cards are envisioned used in the first, introductory phase (about 1-5 hours) of handling an
undesired incident. This is to ensure that the preparedness leadership gets going quickly in handling the
situation and is ahead of developments.
Regardless of the type of incident that occurs, it will usually be hectic in the acute phase.
Thereafter, the development and dynamics of the incident will vary depending on the type of
incident, and this will help determine where the focus must be and which tasks must be
handled immediately. At the same time, the preparedness leadership will by then have
formed a more holistic picture of the situation and have held its first meeting.
Action cards have been prepared for the following preparedness leadership roles
Director of Preparedness
Director of HR
Director of Studies
Communications director
Head of Section for Property Management
Head of Section for IT services (under preparation)
Log keeper
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Action card for Director of Preparedness General information
Deputy 1. Elise Kongsvik 2. Jorun Gunnerud
Reporting Rector, NHH Board, Ministry of Education and Research
Equipment/electronics Own laptop with power cord, possibly extra battery plus mobile internet access.
Own mobile and charger, possibly extra battery.
Focus The Director of Preparedness or their deputy mobilises staff (declares a crisis).
Heads crisis management at NHH.
Establish contact with the heads of the departments and sections involved.
Ensure that the distribution of tasks between the preparedness leadership and
departments is clear and understood.
Completed Comments
Notification Receive notice about incident.
Situational awareness Establish a picture of the situation
In dialogue with the heads of the departments
and sections involved, assess whether the
scale of the event can be handled locally by
the resources in the section/department, or
whether the NHH Preparedness Plan shall be
implemented.
Implement the
Preparedness Plan, notify
and mobilise:
Rector, preparedness leadership, Director of
Preparedness deputy, heads of the affected
sections and departments, possibly notify
other internal resources.
See the notification list for the preparedness
leadership.
Log Document decisions/actions until a central log
keeping has been established
External notification and
mobilisation
The Ministry of Education and Research shall
be notified when the Preparedness Plan is
implemented. The Norwegian Labour
Inspection Authority (in the event of serious
personal injury).
Consider notification of the Bergen
municipality/city district, SiB, UiB, Bergen
University College as necessary
Chair the First meeting Establish a shared situational awareness, incl.
scope and
Assess the potential of the incident
Identify focus areas and tasks based on the
situational awareness.
Ensure that the incident is handled in
accordance with the actions adopted and
established routines and procedures at NHH.
See board for the First meeting.
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Status meetings The status of the situation: incident,
consequences, what has been done?
Update the status of adopted actions.
Assess the need for new actions.
Approve information that can be released
(information that is NHH's own information).
Assess the need for personnel rotations.
Set a time for the next meeting.
See the board for the situation plot.
Communication strategy Establish an agreed-upon communication
strategy and message together with the
Communications director
Major accidents at the
School, NHH's premises
in Bergen, where the
emergency services are
involved
Contact police management (police station)
and agree to exchange liaisons if necessary.
Assess and clarify whether a representative
must be sent to the incident site. Agree on a
reporting frequency if you choose to do so.
Notify and mobilise the Operations Manager.
The Operations Manager meets the emergency
services during working hours.
Consider establishing contact with the
municipality.
In the event of incidents
in Norway (outside the
School):
Contact the local police at the incident site and
agree to how information is to be exchanged.
Consider sending a representative from the
leadership to the site.
Assess the need for other forms of support for
those present at the site.
Consider establishing contact with the
municipality
In the event of accidents
abroad
Notify the Ministry of Foreign Affairs (UD).
UD can provide advice and guidance,
including contact with embassies/consulates
and the Norwegian Church Abroad, as needed.
Establish contact with the head of the affected
section/department and consider whether this
person should be incorporated into the
preparedness leadership for the further
handling of the incident.
Ensure that the Norwegian police have been
notified if foreign police are involved in the
case, so that they can get in touch/follow up.
Establish contact with any foreign educational
institution affected.
Reception centre Consider the need to establish a reception
centre, next-of-kin hotline, or a centre for
next-of-kin, in consultation with the police
Normalising Create a plan for the transition to normal
operations
Ensure that notice is given of normalisation
and demobilisation
Evaluation Ensure that the handling of the incident is
evaluated.
Follow up findings and results from the
evaluation and assess the need to establish
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new routines and procedures or needs for
updates in the RVA analysis and Preparedness
Plan.
Action card for the Director of HR General information
Deputies 1. Marianne Stople 2.
Reporting Reports to the Director of Preparedness
Equipment/electronics Own laptop with power cord, possibly extra battery plus mobile internet access. Own
mobile and charger, possibly extra battery.
Access to HR system
Important information Assist in notification and mobilisation.
Assist heads of departments or units as needed in situations that are handled locally
without the involvement of the preparedness leadership.
Completed Comments
Notification If you are the first person to be notified of the
incident (not possible to reach the Director of
Preparedness), contact the deputy in the
preparedness leadership to assess and clarify
whether the preparedness leadership should be
mobilised.
Situational awareness Obtain as much information as possible about
the incident seen from the employer's
perspective, and assess the case and its
consequences for staff and for staff's rights.
Obtain information about any previous handling
of similar situations, procedures and routines
that are relevant to the situation at hand
Assess the need for psychosocial care –
coordinate with the municipal crisis team and
the occupational health service
Obtain an overview of internal resources who
can assist in the reception centre / next-of-kin
centre
Inform managers, staff
and the Senior Safety
Representative
About the situation generally and any
consequences for the maintenance of regular
service delivery at NHH.
About relevant ethical guidelines and NHH's HR
policy.
About applicable laws and regulations
Contact information for
next of kin
Ready contact information for next of kin.
Provide contact information for next of kin to
police/hospital in the event of serious
injury/death (do not contact next of kin yourself)
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In the event of accidents
abroad
UD provides advice and guidance. Clarify
whether the embassy/consulate and possibly the
Norwegian Church Abroad have been notified.
Involve the section or department in which the
staff member works.
HR cases involving the
police
Follow-up in relation to the police.
Clarify/establish a relationship with the staff
member's lawyer, any other professional help.
Rotation schedule If the crisis draws out in time, ensure that a
rotation schedule is prepared for staffing the
preparedness leadership and resource groups
Log Keep your own log documenting your
decisions/actions.
Normalisation Assist heads of departments and the Director of
Preparedness as needed and help ensure a good
conclusion to the situation.
Assess the need for reorganisations,
modifications, adaptations and/or psychosocial
care.
Ensure that resources are made available to
help/follow-up on staff.
See the guidelines for psychosocial care.
Evaluation Participate in evaluation meetings
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Action card for the Director of Studies General information
Deputies 1. Kjetil Sudmann Larssen 2. Heidi Marikken Sund
Reporting Reports to the Director of Preparedness
Equipment/electronics Own laptop with power cord, possibly extra battery plus mobile internet access. Own
mobile and charger, possibly extra battery.
Access to personal information about the students, possibly using the National
Student Database and itslearning
Important information Assist in notification and mobilisation.
Completed Comments
Notification If you are the first person to be notified of the
incident (not possible to reach the Director of
Preparedness), contact the deputy in the
preparedness leadership to assess and clarify
whether the preparedness leadership should be
mobilised.
Situational awareness Obtain as much information as possible about
the case from the School's perspective, and
assess the case and its consequences for students
and students' rights.
Obtain information about any previous handling
of similar situations, procedures and routines
that are relevant to the situation at hand
Inform external partners SIB (student chaplain, psychologist service or
other relevant persons)
Contact information for
next of kin
(students)
Ready contact information for next of kin.
If relevant, provide contact information for next
of kin to police/hospital in the event of serious
injury/death (do not contact next of kin
yourself).
In the event of accidents
abroad
(students)
The Ministry of Foreign Affairs provides advice
and guidance. Clarify whether the
embassy/consulate and possibly the Norwegian
Church Abroad have been notified.
Involve the section or department in which the
staff member works.
See the routines for stays abroad etc.
Assist the police Help facilitate the ongoing police work when
asked to do so
Log Keep your own log documenting your
decisions/actions.
Normalising Assist heads of departments and sections and the
Director of Preparedness as needed and help
ensure a good conclusion to the situation.
Assess the need for reorganisations,
modifications, adaptations and/or psychosocial
care.
Ensure that resources are made available to
help/follow-up on students.
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See the guidelines for psychosocial care.
Evaluation Participate in evaluation meetings
Action card for the Communications director General information
Deputy 1. Hallvard Lyssand 2. Astri Inga Kamsvåg
Reporting Reports to the Director of Preparedness
Equipment/electronics Own laptop with power cord, possibly extra battery plus mobile internet access. Own
mobile and charger, possibly extra battery.
Access to update intranet and nhh.no.
Access to Facebook, Twitter, Instagram, media monitoring, etc.
Important information Assist in notification and mobilisation.
Completed Comments
Notification If you are the first person to be notified of the
incident (not possible to reach the Director of
Preparedness), contact the deputy in the
preparedness leadership to assess and clarify
whether the preparedness leadership should be
mobilised.
Situational awareness Obtain as much information as possible about
the case from the School's perspective, and
assess the case and its consequences for internal
and external communications
Obtain information about any previous handling
of similar situations, procedures and routines
that are relevant to the situation at hand
Office of
Communications
Inform or mobilise the Office's staff as soon as
possible/appropriate.
Distribute tasks to staff in the Office. The
following checklist can be used:
- Social media (monitoring and producing
texts)
- Obtain facts relevant to the incident
- Text production and distribution on student
and staff pages
- Pictures/graphics
Communications
strategy
Implement the communications strategy for
crises together with the Director of
Preparedness. See Appendix 8.
18
First message Prepare the first message and clear it with the
Director of Preparedness.
Clarify with the Director of Preparedness which
information NHH can release.
Receive media inquiries
and follow up on these
Does the Office of Communications need to be
represented at the incident site? If so, what are
the tasks?
Obtain information about inquiries made by the
general public / next of kin and others to the
front-line services / switchboard.
Need for press releases / briefings?
Communication with the
police
In situations where the police are involved,
contact the police to clarify which information
can be provided.
Ask the police for a telephone number for
inquiries from next of kin. Pass this information
on to the frontline services (reception,
switchboard0, to the Office of Student and
Academic Affairs and to HR
Log Keep your own log documenting your
decisions/actions.
All contact with the media must be logged
Normalisation Assist in shaping the message for the
normalisation of the incident.
Ensure that the message contains information
about evaluation and further follow-up
Evaluation Assist in summarising the incident and
providing internal information once the situation
is over.
Participate in evaluation meetings
Head the evaluation in the Office of
Communications and ensure that improvement
measures are implemented.
19
Action card for the Head of the Section for Property Management General information
Deputy 1. Peter Hammer 2.
Reporting Reports to the Director of Preparedness
Equipment/electronics Own laptop with power cord, possibly extra battery plus mobile internet access. Own
mobile and charger, possibly extra battery.
Technical drawings of the buildings, outdoor areas, etc.
Important information Assist in notification and mobilisation.
Completed Comments
Notification If you are the first person to be notified of the
incident (not possible to reach the Director of
Preparedness), contact the deputy in the
preparedness leadership to assess and clarify
whether the preparedness leadership should be
mobilised.
Situational awareness Obtain as much information as possible about
the case from the School's perspective, and
assess the case and its consequences for staff,
students and the buildings.
Obtain information about any previous handling
of similar situations, procedures and routines
that are relevant to the situation at hand
Building issues Provide detailed information about buildings,
outdoor areas, technical installations, etc.
Mobilise the technical
staff
The Operations Manager shall be contacted and
informed of the situation. Assess whether others
should be contacted
See the notification list
Log Keep your own log documenting your
decisions/actions.
Normalisation Assist heads of departments and sections and
the Director of Preparedness as needed and help
ensure a good conclusion to the situation.
Assess the need for reorganisations,
modifications, adaptations.
Evaluation Participate in evaluation meetings
20
Action card for log keeper General information
Deputy 1.
Reporting Reports to the Director of Preparedness
Equipment/electronics Own laptop with power cord, possibly extra battery plus mobile internet access. Own
mobile and charger, possibly extra battery.
Options for using a big screen
Important information Logs and documents reported information from the status meetings and keeps an
overview of the big picture together with the Director of Preparedness.
Completed Comments
Notification If you are the first person to be notified of the
incident (not possible to reach the Director of
Preparedness), contact the deputy in the
preparedness leadership to assess and clarify
whether the preparedness leadership should be
mobilised.
Equipment Connects computer to the big screen/projector.
Locate relevant boards
Status meetings Ahead of status meetings:
- Review the log since the last meeting.
- Form a picture of the status of the incident
so that you can summarise it briefly to the
Director of Preparedness ahead of the status
meeting.
Ensure that decisions are logged and contribute
to the topics covered by the status meeting:
Status: incident, consequences, what has been
done / happened since the last meeting?
Help ensure that the various aspects of the
incident are covered, such as: injury or death,
the environment, damage to materials,
reputation.
Log the time of the next meeting
Log-keeping Ensure that all decisions relevant to handling
the incident are logged.
Log the status of adopted actions.
Log new actions adopted.
Publish the log in the shared documents with
access for the involved parties in preparedness
leadership.
Send a copy of the log to the agreed-upon
contact in the Office of Communications and
others (as agreed) after each status meeting.
21
Report Write the status report (for instance to the
Ministry of Education and Research) in
collaboration with the Director of Preparedness:
- A quality-assured picture of the situation at
a given point in the course of events.
How often a quality-assured report shall be
supplied will depend on the needs and situation.
A report must be sent to the Board and possibly
to the Ministry of Education and Research, on
request. A report should also be sent to other
parties involved as part of a mutual exchange of
information.
The contents of the status report may include:
What has happened? Status update since the last
report (take from situation plot). Which actions
have been implemented? Which media and
communications measures have been
implemented? What are the planned but not
implemented actions? What developments are
the preparedness leadership anticipating/seeing
for the incident?
Among other things, the report must be written
on the basis of information from:
- Log (for preparedness leadership)
- Status meetings of the preparedness
leadership
- Information from partners (Bergen
municipality/city district, emergency
services, other relevant actors involved in
the incident)
- Office of Communications
Evaluation Assist in the evaluation and participate in the
evaluation meeting
The log must be archived in the case processing
programme
22
Appendix 2. Board for First meeting
23
Appendix 3: Log Date and
time
Action Completed Information/decisions/completed tasks
Notifications and messages given should be written down and logged as much as possible.
24
Appendix 4: Situation plot
25
Appendix 5: Board for focus areas
26
Appendix 6. Internal notification list
Preparedness leadership:
Name Function Telephone Mobile Private Home address
Rector Øystein
Thøgersen
Director of
Preparedness
55 95 95 46 93 02 36 64
55 91 15 78 Kvernslåttvegen 28,
5237 Rådal
Head of Section for
Property Management
Atle Askeland
Property
Management
55 95 98 86 977 65 006 55 24 87 21 Langarinden 217,
5132 NYBORG
Acting HR Director
Elise Kongsvik
Personnel
(staff)
55 95 94 76 934 13 788
Birkelundsbakken 3B
5231 PARADIS
Director of Studies
Jorunn Gunnerud
Personnel
(students)
55 95 99 84 952 82 803 Wolffsg. 18
5006 BERGEN
Communications
director
Kristin Risvand Mo
Information 55 95 96 61 915 99 661 56 14 78 77 Florvågbakken 74
5305 FLORVÅG
Leder for Seksjon for
IT Thor-Inge Næsset
IT 55 95 96 98 900 80 201 Nattlandsfjellet 74B,
5098 Bergen
Archive Manager
Signe P. Morvik
Log keeper 55 95 94 77 997 15 049 Farbotslia 11
5124 MORVIK
Rectorate
Name Function Telephone Mobile Private Home address
Øystein Thøgersen Rector 55 95 95 46 93 02 36 64
55 91 15 78 Kvernslåttvegen 28,
5237 Rådal
Linda Nøstbakken Deputy Rector 55 95 91 34 98 62 28 35
Nyhavn 8B, 5042
Bergen
Gunnar E.
Christensen
Deputy Rector 55 95 92 41 40 22 30 26 55 34 30 26 Lyngbøkollen 81,
5164 Laksevåg
Helge Thorbjørnsen Deputy Rector 55 95 95 35 99 58 14 55 466 50 466 Nubbebakken 18 B,
5022 Bergen
Therese Sverdrup Deputy Rector 55 95 96 10 932 01 437 Nordre Vardhaugen
5B, 5253 Sandsli
Fire 110
Police 112
Ambulance 113
NHH duty telephone: 55 95 98 88
27
Deputies
Name Function Telephone Mobile Private Home address
Acting HR Director
Elise Kongsvik
Personnel
(staff)
55 95 94 76 934 13 788
Birkelundsbakken
3B
5231 PARADIS
Director of Studies
Jorunn Gunnerud
Personnel
(students)
55 95 99 84 952 82 803 Wolffsg. 18
5006 BERGEN
Maintenance
technician Peter
Hammer
Property
Management
55 95 98 87 977 65 007
Traudalsgrend 12
5145
FYLLINGSDALEN
Senior executive
officer in the Office
of Human Resources
Marianne Stople
Personnel
(staff)
55 95 93 89 959 21 599 Hjertåsvegen 50
5918 FREKHAUG
Head of Section for
Admissions
Heidi Marikken
Sund
Personnel
(students)
55 95 98 49 92 48 69 90
Trollien 42,
5101
EIDSVÅGNESET
Head of Section for
Analysis and Quality
Assurance Kjetil
Sudmann Larssen
Personnel
(students)
55 95 97 15 986 79 683 Harald Skjoldsvei 10
5236 RÅDAL
Media Contact
Hallvard Lyssand
Information 55 95 97 32 986 81 019
Øyjordsåsen 34,
5038 BERGEN
Communications
Adviser
Astri Kamsvåg
Information 55 95 98 31 Granveien 7
5067 BERGEN
Head Engineer Jan
Vidar Håtuft
IT 55 95 94 23 917 44 295 Oppetveiten 74, 5262
Arnatveit
Higher Executive
Officer in the
Management
Secretariat
Torunn Fantoft
Secretary 55 95 92 33 952 83 923 55 12 12 15 Bråtet 309,
5154 BØNES
28
Contact information departments
Department Name Telephone Mobile Private
Department of Finance
(FIN)
Jøril Mæland
Karin S. Thorburn
Olga Pushkash
55 95 93 13
55 95 92 83
55 95 96 29
401 00 046
410 69 766
Department of Business
and Management Science
(FOR)
Frode Sættem
Trond E. Olsen
Kristin R. Teigland
55 95 92 72
55 95 99 76
55 95 94 31
909 14 809
908 54 056
900 49 733
55 10 46 83
Department of Professional
Language and Intercultural
Communication (FSK)
Anne Kari Bjørge
Marita Kristiansen
Maja Dame
55 95 93 31
55 95 92 82
55 95 98 25
406 24 937
976 04 624
55 23 38 56
56 32 36 79
Department of
Accounting, Auditing and
Law (RRR)
Trond Bjørnenak
Lars Jacob Tynes Pedersen
Maren Dale-Raknes
55 95 93 17
55 95 94 27
55 95 96 76
916 93 411
Department of Economics,
Employee Representative
(SAM)
Siri Pettersen Strandenes
Alexander Cappelen
Vibecke Iden (Acting)
55 95 92 54
55 95 95 77
55 95 92 77
992 38 006
936 30 179
952 10 518
936 30 179
932 26 328
Department of Strategy and
Management (SOL)
Paul Gooderham
Herbjørn Nysveen
Paal Fennell
55 95 96 96
55 95 95 37
55 95 97 05
909 34 942
410 43 103
913 58 757
55 28 77 37
913 58 757
Contact information for the administrative leadership group generally
Name Section Telephone Mobile Private
Birthe Kåfjord Lange NHH Executive 55 95 97 24
Linda Rud Office of Research
Administration
55 95 94 94 906 76 842 55 39 93 05
Klas Rønning Office of Financial
Management and Operations
55 95 93 96 916 23 790 55 12 05 44
NHHS (student organisation) 2017
Name Section Email Mobile
On duty 24h 451 86 050
Mats Erik Wøien President [email protected] 932 12 786
Andreas Haugsbø Head of Financial Affairs [email protected] 932 12 764
Joachim Aae Head of Public Affairs [email protected] 982 69 000
Karoline S. Kongshaug Head of External Affairs [email protected] 932 12 754
August Aase Boge Head of Internal Affairs [email protected] 932 12 781
Frid Helèn Hop Head of Academic Affairs [email protected] 932 12 717
Mari Larsen Sæther Head of Projects [email protected] 451 36 070
Christian Ziesler Head of Corporate
Relations
[email protected] 932 12 731
29
Ola Flytøren Head of Vaktkorpset [email protected] 915 42 060
Unni Egesund Organisation Secretary [email protected] 55 95 92 10
Appendix 7. External notification list in the event of a crisis
Institution/Company Function Telephone Mobile
Fire service Fire, emergency number 110
Fire service, section Bergen Switchboard 53 03 00 00
Police Police, emergency number 112
Hordaland Police District 24h police on call 55 55 63 00
Nearest police district Find your nearest police district 02800
Health services Medical emergency 113
Accident and Emergency
Unit, Bergen
Accident and Emergency
switchboard, alternative
emergency number
55 32 33 20
Accident and Emergency
Unit, Bergen
24h emergency assistance 05 55 56
Sandviken Sykehus
Helse Bergen HF
24h switchboard 55 95 84 00
Haukeland University
Hospital
Switchboard 05300
SIB Managing Director
Per Kristian Knutsen
55 54 51 09 415 70 520
Assistant Director
Per Kristian Knutsen (interim)
55 54 52 42 415 70 520
SiB staff member responsible
for following up on students
in crisis
Director of Student Health and
Counselling Hege Råkil
55 54 51 42 959 93 233
SiB Lehmkuhlhallen Switchboard
Head of Sports Bård Johansen
Operations Manager SiB: Olav
Handeland
55 95 66 70
55 54 51 32
55 95 66 77
913 17 526
991 65 147
SiB Housing Switchboard
Managing Director Per Kristian
Knutsen
55 27 60 00
415 70 520
SiB Kindergartens Switchboard
Head of Kindergartens Rune
Fitje
55 54 50 00
55 54 51 56
952 21 096
SiB Hatleberg Student
Residence
Janitor
Petter Wiik
915 91 051
Student chaplain Follow-up of students/next of
kin
Marie Grindheim
Inge Høyland
55 58 47 14
55 58 94 45
976 04 558
415 63 972
Cleaning ISS Switchboard
Renate Bårtvedt Haugland
55 94 25 00
400 11 335
30
Statsbygg (owner of
nybygget)
Head Office, Oslo
Director General
Harald Vaagaasar Nikolaisen
815 55 045
913 70 521
Bergen municipality 24h security service 55 29 11 10 / 55 56
78 15
Bergen municipality Crisis team / Crisis assistance
at Bergen Accident and
Emergency
94501498/94500788 55 56 87 54
Bergen municipality Interpretation service 55567905, outside
business hours: 55
56 78 15
Helsevernetaten (Public
health service)
Switchboard 55 56 52 00
Ministry of Foreign Affairs Switchboard 22 24 36 00
Ministry of Education and
Research
Switchboard, Department of
Higher Education
22 24 90 90
Ministry of Education and
Research
Director General
Toril Johansson
22 24 77 00
Norwegian Church Abroad Main Office 55 55 22 55
Joint Rescue Coordination
Centre
Southern Norway
Alarm
Operations/enquiries
51 51 70 00 51 64
60 00
Norwegian Poison
Information Centre
Info for acute poisoning 22 59 13 00
Norwegian Environment
Agency
Acute pollution: 110 03400
31
Appendix 8: The tasks of the NHH duty telephone
NHH's duty telephone (55 95 98 88)
The NHH duty telephone for crisis preparedness is staffed on weekdays from 07.00 – 22.00, Saturdays
from 07.00 – 16.00 and Sundays from 10.00 – 13.00. Outside of these hours, the emergency services must
be contacted should an emergency arise. The duty telephone shall be notified in the event of fire, accidents
and serious incidents.
Notification
In the event of undesired incidents at NHH, the duty telephone must immediately be notified about
whether emergency services have been alerted
whether the incident has caused the loss of life or serious injury to people
whether the event has caused significant damage to buildings or material values at NHH
whether the incident has the potential to escalate so that it can entail the loss of human life, serious
injury to people or significant damage to buildings or material values at NHH
Serious incidents must be first be reported to the emergency services and then to the NHH duty
telephone
Notification model
Enquiries to the duty telephone
When enquiries are made to the duty telephone, the person on duty shall alert emergency services if this is
necessary and the emergency services have not already been alerted.
If the emergency services are alerted, the person on duty shall give notice internally in the following
order:
Director of Preparedness
Switchboard/reception
32
Operating Manager
The person on duty is in charge of the situation until the police, medical services or fire service assumes
responsibility. If the incident occurs outside of regular business hours, the person on duty must
immediately go to NHH to be in charge.
In the event of less serious incidents in which the emergency services are not alerted, the incident must be
handled in line with NHH's operating routines for HSE.
Log-keeping
All enquiries to the duty telephone shall be logged. Log-keeping will provide a basis for ensuring that
undesired incidents are reported to the right agencies.
Incident reporting
preparedness leadership is responsible for reporting DSHA's in the crisis preparedness system.
Each leader or the Section for Property Management is responsible for reporting less serious incidents in
the HSE system.
33
Appendix 9. The tasks of the switchboard/reception
If the switchboard/reception is the first to be notified of a crisis, the switchboard shall immediately notify:
1. In an acute situation requiring the fire service, police or an ambulance, the switchboard shall
immediately notify these using the relevant emergency number:
2. As soon as the emergency number has been called, the switchboard/reception shall notify
The switchboard/reception must be notified if NHH implements the crisis preparedness plan.
The police establish and staff the next of kin hotline.
In a crisis, the switchboard/reception shall pass on enquiries as follows:
Type of enquiry Passed on to Telephone number Enquiries from public authorities or NHH staff
involved in the operation Preparedness leadership 55 95 90 01
Enquiries from the next of kin of students or staff
believed to be affected by the crisis
Next of kin hotline Established by the
police
Enquiries from the media Crisis information staff 55 95 9002
If unsure about who is calling Crisis information staff 55 95 9002
Fire 110
Police 112
Ambulance 113
NHH's duty telephone: 55 95 98 88
34
Appendix 10. Checklist in the event of accidents/deaths among staff,
students and guests
The preparedness leadership is responsible for considering the following activities:
Introductory phase
Coordinate the response with the police/rescue services, medical services and other central
agencies (see the telephone/notification list)
Staff the switchboard outside of business hours
Mobilise resource persons at the section level (see telephone/on-duty lists at the section level)
Obtain personal information (contact with the police, personal information from HR archive, FS
and NHHS)
Coordinate the internal flow of information (notify affected heads of sections and colleagues)
Notify the Norwegian Labour Inspection Authority
Appoint a contact person for next of kin. Contact with next of kin shall always be cleared with the
police (next of kin hotline, next of kin centre, transport, housing, etc.)
Be in touch with external crisis assistance (see the telephone list for external partners)
For students:
- Haukeland University Hospital
- Accident and Emergency Unit: Crisis support
- Accident and Emergency Unit: Reception centre for victims of sexual violence
- Student chaplain
- SiB: Head of the welfare division
For staff:
- Haukeland University Hospital
- Accident and Emergency Unit
- Chaplain
- Crisis psychologist
Clearing rooms and facilities for the press, next of kin, police/rescue services
Lower flag to half-mast in the event of fatal accidents
Follow-up phase
General
Keep in touch with medical services
Keep in touch with SiB − Division for welfare services (resources: chaplain, psychologist, doctor,
social worker, housing worker)
Organise a gathering for those who have been particularly involved in the organising, provision of
information and caretaking
Follow up staff and students to work on grief responses
In the event of death (staff, students and guests)
Memorial service, possibly in consultation with next of kin
Memorial table (contact the Office of Student and Academic Affairs)
Minute of silence
Cancel lectures/events
Information for Paraplyen
Lower the flag to half-mast for funerals
35
Condolence telegram, -card and -flowers for next of kin
Wreath for funeral
Representative at funeral, flowers for funeral, condolence letter
Invite next of kin to the accident site and to see the place the deceased worked/studied
Follow up next of kin in terms of insurance etc.
Update relevant personnel registers, FS and address lists
Handle information stored electronically
Additionally for accidents/deaths among staff or students abroad
Contact the embassy/consulate abroad
Contact the Ministry of Foreign Affairs
Contact the Norwegian Church Abroad (main office in Norway)
Additionally for accidents/deaths among foreign students
Contact the embassy/consulate in Norway
Contact the Ministry of Foreign Affairs
Interpretation service
Chaplain/religious leader
36
Appendix 11. Preparedness during excursions
General precautions
The person in charge of preparedness / person in charge of HSE at NHH ([email protected])
shall be notified of planned excursions / group travel as soon as a date has been set. Additionally,
the following must be sent to the person in charge of preparedness / person in charge of HSE, the
Director of Studies and the Executive Board (NHHS) as soon as possible:
the name of the excursion
the names and mobile telephone numbers of the leaders and the person on call, if
applicable
departure from and arrival in Bergen
list of participants with names and telephone numbers, as well as the telephone number of
at least one next of kin
the names and telephone numbers of the tour leader(s), as well as the telephone number of
at least one next of kin
contact information for the tour operator, if applicable
the address and telephone number of the hotel/accommodation
the travel route, if participants travel together
When two tour leaders participate in the excursion, the distribution of responsibility between them
must be clarified well in advance and both must have access to all travel information and useful
telephone numbers for the place in question, in case of emergency.
When only one tour leader participates in the trip, prior to departure one student must be
appointed as responsible for assuming leadership should something happen to the tour leader. This
student must have access to the same information the tour leader has (the list above) as well as
important telephone numbers at the destination:
telephone number of doctor at the destination
telephone number of the police at the destination
telephone number of the nearest Norwegian Embassy
telephone number for NHHS and NHH's preparedness leadership
Travel organised by NHHS
For all student excursions organised by NHHS, a tour leader shall be appointed as the person in
charge of the group. The tour leader is the group's contact person for NHH and NHHS.
For larger excursions with more than 20 persons, an on-duty person shall also be appointed for
each day of the excursion. If there are more than 40 participants, an on-duty assistant shall also be
appointed. The person on duty is in charge at the site and has the final word should a critical
situation arise. The person who is on duty and their assistant shall not use intoxicants while on
duty.
37
NHHS management must be informed as soon as the situation allows. NHHS informs NHH's
Director of Preparedness (Managing Director), who follows up on the case in Norway.
38
Appendix 12: Preparedness during large events/conferences
1. Notification/communication:
Before the event: Once the date of the conference is set, it must be reported to NHH's preparedness
leadership. This is done by sending an email to [email protected].
During the event: All undesired incidents shall be reported to NHH's duty telephone once the immediate
situation is under control; see NHH's preparedness plan, Internal notification list, Appendix 6.
2. Undesired incidents: prevention and actions
For larger conferences/events, a risk and vulnerability assessment will provide the following risk:
Risk Prevention Action
Fire/fire alarm (large
risk/medium
consequence)
Identify the fire risk for the event
Carry out inspections
Have yellow vests available for the
organiser
Inform participants of evacuation routines
Implement evacuation in
accordance with the
procedures.
In the event of very cold
weather and/or a longer
evacuation, use
Lehmkuhlhallen as a
temporary indoor premise.
Acute illness/death
(medium risk/medium to
large consequence)
Map first aid equipment and first
aid/defibrillator competency available
during the event.
Familiarise everyone involved in
organising the event with the contents of
NHH's preparedness/first aid folder and
notification routines.
An ambulance shall always be
alerted first on 113.
Initiate necessary first aid
thereafter.
Undesired persons
(little risk/medium
consequence)
The organiser should discuss ahead of
time the possibility of undesired persons
being present. Undesired persons can
represent a risk of disturbances during the
event, theft and threatening behaviour.
Other measures:
If there are undesired persons
at an event, they shall be
removed by the
organiser/watch in charge.
If the person appears
threatening or is difficult to
NHH's duty telephone: 55 95 98 88
Fire 110
Police 112
Ambulance 113
39
1) Designate the watch in charge during
the event
2) Have an overview/control of the
opportunities to get to and from the event
3) Use conference markers that are
recognisable (such as name tags)
4) Conduct inspection rounds of the area
communicate with, assistance
shall be sought by calling
NHH's duty telephone at 55 95
98 88.
In the event of serious
incidents, call the police at 112
Power outage (medium
risk/large consequence)
The organiser must discuss ahead of time
how the event may be affected by a short
or longer power outage. The
consequences may depend on the time of
the year and day the event takes place.
Alternative premises should be
considered.
Help ensure that the event can
continue in the best way
possible.
Weather/traffic problem
(large risk/medium
consequence)
The organiser should discuss alternative
solutions ahead of time for the possibility
that speakers/participants are prevented
from attending due to weather or other
traffic problems.
Help ensure that the event can
continue in the best way
possible.
Food poisoning
(medium risk/large
consequence)
Use safe suppliers of food/drink. Discuss
prevention with the supplier.
Contact the Norwegian Food
Safety Authority as soon as
possible if there are two or
more cases of food poisoning.
Notify and implement NHH's
preparedness plan in the event
of large-scale food poisoning.
40
Appendix 13. Equipment list preparedness room
Preparedness leadership shall meet in the Meeting room by the Director's office, 1st floor.
Alternative preparedness room: Meeting room in the Section for IT Services, 2nd floor of Nybygget
The external preparedness room is the reading room at Hatleberg, as of the autumn of 2016
The preparedness group bring and use their own laptops and mobile telephones.
Computer and telephone equipment that must be in the preparedness rooms:
Wireless network
A video projector/board
A speaker phone
Other equipment:
Whiteboard
Flip-over board with paper and pens
Folder with preparedness plans and notification lists*
Hole punch, scissors and staplers with extra staples
Tape dispenser and extra tape
A box of ballpoint pens
*If preparedness leadership gathers elsewhere than in Kollegierommet, the folder with preparedness plans /
notification lists shall be brought along. Alternatively, the same folder can be found it the Preparedness
Briefcase.
41
Appendix 14. Logging form - Telephone enquiries
Date/time Name of caller In regard to / actions
42
Appendix 15. Logging form - Decisions and actions in the
preparedness work
Date/time Responsible In regard to / actions
43
Appendix 16. Revision form
Updates, revisions and exercises
Date/time Responsible What (exercise, revision, update)
02/02/2016 Marianne Stople Updated notification list with new
Executive Board
02/02/2016 Marianne Stople Changed the preparedness room from
Kollegierommet to the meeting room by
the Director's office
10.01.2017 Marianne Stople Replaced Odd Andrew Storetvedt and Erik
Lundberg with Elise Kongsvik and Atle
Askeland. Added IT as a member of the
emergency preparedness-team. Changed
contactinformation for department of
economics.
16.01.2017 Marianne Stople Replaced members of NHHS (student
organisation)
06.07.2017 Marianne Stople Replaced the rectorate with new rectorate
from 01.08.2017
44