February 2006
Revision 1.1 (09/25/2006)Student assessment
Revision 1.2 (10/15/2006)
Revision 1.3 (10/25/2006)
Revision 1.4 (10/30/2006)
Revision 1.5 (02/26/2007)
Revision 1.6 (04/12/2007)
CRISIS MANAGEMENT PLAN
Table of Contents
| SECTION 1 | General |
| SECTION 2 | Preparing for a Crisis |
| SECTION 3 | Event Responses |
| 3a | Bomb Threats |
| 3b | Building Collapse/Failure |
| 3c | Building Shutdown |
| 3d | Environmental Crisis |
| 3e | Fatalities/Serious Injuries |
| 3f | Fire |
| 3g | Labor Dispute |
| 3h | Severe Weather |
| 3i | Terrorist Threats |
| 3j | Workplace Violence |
| SECTION 4 | Media Management |
| SECTION 5 | Project Toolkit |
| 5a | Crisis Preparedness |
| 5b | Emergency Phone Lists |
| 5c | Event Response Checklists (For each event type) |
| 5d | Media Management Checklist |
1 – Section 1 Crisis Management Plan –
2/10/2021
Section 1: General
Turner’s Crisis Management Plan provides an outline of actions that must be taken to prepare for
a crisis and response. The plan defines the action steps necessary and the responsibility assigned
for such actions. A crisis is any event that has created and/or may still pose an immediate threat
to life, property or business as usual. This may occur at a jobsite, a Business Unit office or other
locations related to our business.
Such situations may include, but are not limited to:
• Incidents involving serious bodily harm and/or deaths, or physical damages
• Bomb threats, terrorist attacks
• Collapse of a building or portion of a building or tunnel.
• Earthquake, hurricane, tornado
• Fire/explosion
• Equipment failure such as the collapse of a crane
• Workplace violence
• Environmental exposures
All Turner staff must be familiar with the specifics of this plan outline and the responsibilities of
each staff member to minimize/avoid loss exposures. This plan is intended to provide direction
to Turner management teams but may not address all potential events that may be encountered.
This document was prepared under the direction of legal counsel and therefore, is privileged and
confidential to the Turner organization.
The extent of actions required will be dictated by the severity of the event. Timely and sound
judgment is essential to the success of any crisis management plan. It is critical that information
about the event be quickly communicated up the chain of management for their involvement in
further actions and maintenance of relationships with clients, communities and all involved
parties.
The key to success in loss avoidance during and after an unanticipated event rests with the
team’s knowledge and preparedness for such an event. In addition to a pre-crisis checklist,
this plan provides immediate action responses, specific information regarding catastrophic
incidents, fatalities, fire, bomb threats, workplace violence and severe weather. Action
checklists and sample emergency telephone lists are also included. (These can also be found
on TKN(Turner Employee on-line resource )/Documents/Safety/Crisis Management.)
Turner is committed to the development of a culture that promotes an Injury Free Environment
and provides the safest workplace possible for our employees, contractors, clients and the
communities in which we work. Therefore, it is our hope that these comprehensive crisis
management plans never need to be utilized on a Turner project site or at a Turner office.
2 – Section 2 Crisis Management Plan – 2/10/2021
Section 2: Preparing for a Crisis
The key to success in handling a crisis situation is prior preparation, organization and
rehearsal/practice. Reference should be made to the Crisis Preparedness Checklist and
Emergency Phone List Templates in Section 5.
Project/Office Action Team
Each project and office must have predetermined Action Teams that are ready to react to any
crisis situation. Staff at all projects and offices must be familiar with this Crisis Management
Plan. A specific training program must be implemented and reviewed/updated periodically.
Reviews should take place annually, at a minimum, and more frequently in the case of large
and/or more complex site/office conditions.
At the start of every project, Action Team(s) must be established and ready to respond to a crisis.
This can and often should involve subcontractor staff. Responsibilities should be assigned that
include:
• First aid/CPR
• Police/Fire departments contacts
• Monitoring National Oceanic Atmospheric Administration weather in the event of storms or
other severe weather event
• Traffic control/gate security
• Securing the incident site
• Phone monitoring
• Media escort (to guide media representatives to a predetermined media location)
• Power/water/gas shutdown and control
• Securing equipment
• Incident Investigation coordination including capturing investigation detail in writing and
photos were appropriate (Incident Investigation protocol and forms in TKN/Safety)
There are many parties outside your Project/Office Action Team that need to be consulted in the
development of your Crisis Action Plan. These may include:
• Fire/Police departments/ambulance services
• Owner
• Specialty subcontractors (electrical, HVAC/plumbing, fire protection, etc.)
• Adjacent buildings and the building managers and/or security personnel
• Highway departments
• Hospital/local medical facilities
• City/county departments
• Utility companies (power, water, gas)
• Insurance carrier(s)
• Other local authorities (Office of Energy Management, Department of Design and
Construction, etc.)
• Security consultants
• Crisis counselors
3 – Section 2 Crisis Management Plan – 2/10/2021
Business Unit Crisis Team
Each Business Unit must establish a “Crisis Team” to react to necessary management of the
crisis. This team should include:
• General Manager(Kevin Antonelli)
• Operations Manager(Kavinder Singh)
• Business Unit Safety Director and Business Unit Claims Coordinator
• Regional Safety Director and Regional Claims Manager
• Turner Casualty & Surety Representative
• Insurance carrier(s) representative
• Local counsel (as identified by Turner Casualty & Surety)
The Business Unit Operations Manager shall be responsible for establishment of this team,
listing of required information and confirmation with each team member of their duties and
responsibilities to the team. It is critical to collect and have readily available all pertinent office,
mobile and home numbers in order to communicate quickly. Back-up individuals for each team
member should also be identified. This information is to be updated quarterly and is to be
reviewed at the quarterly Business Unit claims review meeting with the insurance carrier(s). This
information should also be available at all projects/offices.
The function of this team is to provide overall management of the crisis; guidance to the
Project/Office Action Teams and to ensure necessary communication and coordination is in
place between the Turner Business Unit, Turner Casualty & Surety, insurance carriers and
counsel. In many instances it may be important to involve legal counsel early to establish
“privileged” communications.
This team will also determine the need for and engage necessary consultants (structural,
environmental, critical incident stress counselors, etc.) as required. This team should engage
such consultants early on so they are prepared and ready to react quickly in the event of a crisis
situation. This team will also coordinate all release of information. This will include coordination
with the Owner and other entities involved in the project. This team will coordinate all potential
medial communication with Turner’s Corporate Public Relations Department.
Practice
Drills are the best way to train staff and determine when unexpected difficulties might be
encountered. Fire evacuation may be simple for the Business Unit office or project office, but
very complex for large projects. Staff will be more comfortable with these crisis guidelines, and
perform better under duress, if they have had the opportunity to run through these procedures
during normal operating conditions. Make sure that liaison contacts are included in dry runs.
Training is to be conducted at the start of every project and semi-annually thereafter.
4– Section 3 Crisis Management Plan – 2/10/2021
Section 3: Event Response Plans
First Hour Response
Several immediate and simultaneous actions must take place during a crisis regardless of the type
of event. These actions should be directed by the Project Superintendent or, in his/her absence,
the Project Safety Coordinator or the senior staff member at the location. In all cases, immediate
notification must be made to your Business Unit Crisis Team, SLAC Crisis Team at
(650) 926-2551 and the 1-800 National Crisis Number at 1 (800) 388-7637. This number is
operational 24 hours a day, 7 days a week.
First hour actions include:
1. Protect the injured worker(s) and administer CPR/first aid
First Aid Team Members: (Primary) Matt Zybura & (Secondary) Richard Needham
If the injured worker(s) is in immediate danger, action must be taken to eliminate the danger
and/or move the injured person from danger. Secure the area to eliminate/reduce exposure of
others to possible hazards.
Render first aid to the injured. All projects should have a predetermined project CPR/First
Aid Team developed by the Superintendent at job start up who shall respond to the victim(s)
with the basic first aid equipment. This team shall stay with the victim(s) until the emergency
medical response team arrives and takes over.
Ensure inquiries are always made as to where the injured individuals are being taken and
necessary communication must be made to medical providers related to Turner’s postincident Drug & Alcohol testing protocol.
2. Summon emergency help
Call 9-9-1-1 from a SLAC phone and 9-1-1 from a cell phone and advise of the type of
incident, injuries and number of injured and location of incident.
Be familiar with the police representatives who are responsible for your area. Some
emergency situations, such as bomb threats, require special reporting practices. You must
review with your local police department and/or fire department the proper way to notify
them.
3. Account for all personnel
Refer to Cal/osha Section 3220 Emergency Action Plan. In the event of a crisis, it should be
determined if evacuation is required. If so, the prearranged emergency warning system will
be sounded and the project or office evacuated in an orderly manner to the prearranged
meeting place outside the project. All personnel must be accounted for by their
5– Section 3 Crisis Management Plan – 2/10/2021
respective supervisors. If it is determined that the office or project will be shut down for the
day, everyone must be accounted for and instructions given as to start time the next day.
Keep in mind that police and fire will want to know who was in the building at the time of
the emergency.
The senior Turner site manager (Nick Tyler) should be prepared to provide a workforce
personnel incident de-brief prior to personnel leaving the job site. Any top-line details related
to the incident should be provided to minimize the spread of rumors as well as directions on
handling media inquires. Employees should be directed to contact their families immediately
to communicate their personal condition.
4. Secure the jobsite
A “gatekeeper” who controls access to the location must be designated as part of the
project/office Action Team. Do not allow anyone except authorized personnel to go into the
building. All visitors should be escorted from the building, but remain available for
questioning.
Evidence should not be moved or altered in any way. Destruction of evidence due to the
company’s failure to secure the site could play a role in determining liability. Steps should be
taken to lock up, guard, or photograph any items of crucial evidence.
5 Immediately notify:
Business Unit Safety Director, who will notify his/her Regional Safety Director, SLAC
Crisis Team at (650) 926-2551 Director of Public Relations and notify Cal/osha if
circumstances warrant
Business Unit Claim Coordinator, who will notify his/her Regional Claim Manager
Subcontractors as appropriate
Project Executive
Business Unit General Manager
Operations Manager, who will notify his/her National Operations contact
Turner Casualty & Surety
Insurance carrier(s), if circumstances warrant
Owner, who will notify his insurance carrier
Follow-up Actions
Meet with emergency personnel
A representative of Turner or another responsible party must meet with the responding
emergency department and advise them of the emergency situation and layout of the site. Turner,
with the help of the subcontractors, will secure the site to bar entry of other vehicles. Any
vehicles hindering access from the street must be removed immediately. Predetermined Turner
and subcontractor staff shall assist the security personnel and remain stationed at assigned
locations until relieved or advised by the Turner Superintendent that they are no longer needed.
6– Section 3 Crisis Management Plan – 2/10/2021
Have a list prepared to share with authorities of all hazardous chemicals and flammables as well
as their locations.
Perform incident investigation
The Business Unit’s Safety Director and the Business Unit Claim Coordinator will set up and
organize an appropriate team to preserve evidence, identify all witnesses and initiate proper
incident investigation. The Director shall do so in close coordination with the Operations
Manager, insurance carrier(s), and representatives of Cal/OSHA and other involved public
agencies (e.g. police, fire).
Accompany the OSHA investigator
If Cal/osha investigates the incident, a Turner staff member and the Business Unit Safety
Director, if available, must accompany the Cal/osha Representative(s) to assure they receive
accurate, correct information and benefit from our knowledge of the incident.
Post Incident Evaluation and Review
The BU/Action Team should conduct a post-incident evaluation/review and any lessons learned
should be updated in the plan and disseminated to the team.
Addition Support Resources
Business Unit Crisis Team
Each Business Unit must establish a “Crisis Team” to assist in the overall management of the
crisis, as outlined in Section 2. This team will ensure local management teams receive the
necessary support to effectively manage all events related to any crisis. The Business Unit
Operations Manager shall be responsible for establishment of this team, listing of required
information and confirmation with each team member of their duties and responsibilities. The
Business Unit team will provide guidance to the Project/Office Action Team and ensure
necessary communication and coordination between the Business Unit, Turner Casualty &
Surety and outside parties.
National “Go Team”
Turner has implemented a National “Go Team” that may, depending on the severity of the crisis
situation, be sent to the crisis location to assist the local Project/Office Action Team and the
Business Unit Crisis Team. The determination to send the “Go Team” will be made by the SVP,
Operations, Corporate Director of Safety and the National Manager of Claims. The “Go Team”
is comprised of experts from various functions including:
• Operations
• Safety
• Claims
7– Section 3 Crisis Management Plan – 2/10/2021
• Legal
• Public Relations/Communications
The team has developed a pre-determined list of subject matter experts that may be deployed to
provide specific support to the Project/Office Action Team. It is imperative that Turner deploys
its very best resources during a crisis to ensure the best possible outcome.
Specific Event Response
While the initial response for many types of crisis events are the same, specific event response
plans need to be developed to avoid time lost in figuring out what to do, how to organize, what
resources are needed, etc. For such contingencies, Turner needs pre-coordinated response plans
that can be initiated by Project/Office Action Teams, Business Unit Teams and National “Go
Teams” upon notification that an event has occurred. Further, they will need extensive precoordination across all of the services (fire, police, ambulance, etc.), jurisdictions (county, state,
city, etc.), and Turner teams that could be called upon to respond.
While we cannot plan for hundreds of different contingencies we can develop specific event
response plans with sufficient precision that all the necessary response functions are identified.
Each Business Unit crisis team should review the following specific event responses and prepare
their crisis management plans in accordance with the outlines following. Accordingly, you
should follow the steps outlined in the First Hour Response for any of the events following. In all
cases, immediate notification must be made to your Business Unit Crisis Team, SLAC Crisis
Team at (650) 926-2551 and the 1-800 National Crisis Number at 1 (800) 3388-7637. This
number is operational 24 hours a day, 7 days a week.
A. Bomb Threats
If you receive a bomb threat contact the local police department immediately. Certain projects
may have other notification requirements to federal agencies; for example, airport projects are
likely required to notify the FAA. It is the policy of Turner that no employee or trade contractor
employee will be allowed to participate in a bomb search. Follow steps three through five in the
First Hour Response, Section 3, Pages 4 and 5.
Upon evaluation, should it be determined an evacuation is warranted:
• The prearranged emergency warning system should be sounded
• The project site should be evacuated in an orderly manner in accordance with emergency
evacuation procedures.
The Project Manager or Project Executive are the only persons that can direct employees to
return to work and only after a search of the building has been completed by law enforcement
personnel or qualified representatives of the owner and one hour after the indicated bomb threat
time has passed. Reference should be made to the Bomb Threat Report in Section 5.
8– Section 3 Crisis Management Plan – 2/10/2021
B. Building Collapse / Failure
A building collapse or failure can take many forms, from a partial wall collapse to an entire
structural failure. The most important activities after such an occurrence are outlined in the First
Hour Response element of this program. These actions should be directed by the Project
Superintendent or, in his/her absence, the Project Safety Coordinator or senior staff member at
the location.
• Immediately render first aid to the injured. All projects must have a predetermined First
Aid/CPR Team to respond to such needs.
• Utilize proper care and discretion to ensure others are not placed at risk. For example, do
not rush into a collapsed building without ensuring the immediate area is safe. Call
9-911 immediately to summon emergency help.
Account for all jobsite personnel and implement the site’s evacuation procedures if so warranted.
• The prearranged emergency warning system should be sounded.
• The project or office should be evacuated in an orderly manner to the prearranged
meeting place. The respective supervisors must account for all personnel.
• Secure the jobsite to prohibit access to the location.
C. Building Shutdown
The decision on whether a Business Unit or project site should be shut down and all workers
asked to leave the premises will be determined by the nature and seriousness of the incident. The
General Manager and Operations Manager in the Business Unit and the Project Manager or
senior staff member at the project site will make this decision.
In the event of a shut down of a Business Unit office, the crisis management team should
immediately:
• Ensure that all personnel are accounted for and have left the building.
• Station security outside to make sure no one re-enters the building until instructed to do
so by the General Manager and the Operations Manager.
• Close and monitor all gates, except the main gate, as indicated above.
• Deny all unauthorized persons access to the site, including the news media. (Reference
Section 4 for particular actions regarding the news media.) All unauthorized persons
found on the site will be escorted off the premises.
• Notify the owner’s representative.
D. Environmental Crisis
An environmental crisis occurs when a chemical release or spill, or water spill or discharge 1)
threatens the environment, 2) negatively impacts community/owner relations, 3) creates
regulatory intervention or 4) creates media attention.
9– Section 3 Crisis Management Plan – 2/10/2021
Emergency Spill Response
The first person responding to an emergency spill should immediately notify the Project
Superintendent, or Project Safety Coordinator or senior staff member. If it is safe to do so the
first person responding to an emergency spill should immediately, after notifying personnel
listed above, take the following actions:
• Stop the source of the spill.
• Report the spill to his supervisor or make sure someone else does.
• If the spilled material is flammable, eliminate ignition sources.
• Protect storm drains, floor drains, and sink drains, if necessary.
• Dial 9-911 for assistance from the PAFD.
1. State that the emergency is at SLAC.
2. Describe the spill, including:
o Location of the spill.
o Identify the spilled material, if known.
o Approximate size of the spill.
o Whether there is fire or explosion, and extent of any injuries.
o Source of the spill, if known.
o Extent of environmental contamination.
o When the spill occurred, if known.
o Whether or not the spill is contained.
o Give your name, location, and telephone number.
o Remain on the phone until the emergency dispatcher instructs you to hang up.
• Contain the spill by surrounding the perimeter of the spill with containment material such
as absorbent pads and berms.
• Cordon off the area.
• Remain in the area to direct emergency personnel to the scene.
• Provide information to emergency personnel.
• Follow the instructions of the PAFD and other responding emergency personnel.
Caution! Do not attempt to clean up an emergency spill unless you have been trained to do so.
Spill Clean Up
Spills are generally cleaned up by the organization responsible for the spill. SLAC may wish to
be involved in the clean-up if they are concerned that their facilities are at risk. Unless the FD
instructs you otherwise clean up spill by taking the following actions:
• Request a hazardous waste container from SLAC.
• Wear appropriate PPE.
• Clean up the spill according to the Material Safety Data Sheet (MSDS) and any
instructions provided by SLAC or the PAFD.
• Place the spilled material and any absorbent material in a hazardous waste container.
• Call LCLS for container pick-up and disposal.
• Decontaminate spill equipment according to the manufacturer’s specifications.
• Restock cleanup supplies.
10– Section 3 Crisis Management Plan – 2/10/2021
Minor spills are considered to be one gallon or less of any POL (petroleum, oil, lubricant). In the
event of a minor incident, the following actions will take place:
• Turner Project Safety Manager notified.
• SLAC Project Manager notified.
• Contact and coordinate with SLAC waste management for the delivery and pick up of
hazardous waste drums.
• The Subcontractor responsible for the incident is instructed to have qualified person clean
up the material.
• Reporting of any spill to authorities, if required, will be the responsibility of the owner.
In addition to the above activities, in the advent of a major spill such as a broken fueling line or
valve failure on a fuel truck, a dirt berm of sufficient size to contain the spill will be put around
the affected area.
Reference should be made to the Environmental Crisis Checklist in Section 5.
E. Fatalities/Serious Injuries
A job fatality, serious injury or other such catastrophic incident, sets off a chain of events
involving the safety, legal, insurance, communication departments, and other entities. The crisis
management team should immediately:
• Direct attention toward immediate aid to the injured
• Eliminate further risk to others
• Seal off the area for later inspection
• Control access to the incident location
• Secure witnesses
• Contact BU Crisis Team, Claims Coordinator and Business Unit safety Director
• Deny all unauthorized persons access to the site, including the news media. (Reference
Section 4 for particular actions regarding the news media.) All unauthorized persons
found on the site will be escorted off the premises.
Important: Notification
In the event of a severe injury or death on a Turner worksite, notification must be handled very
carefully and properly:
• Turner employee family members: Together, the Business Unit General Manager and
Operations Manager will notify the family.
• Subcontractor employee family members: The subcontractor will notify the family.
(This plan assumes that each subcontractor has its own program for notification by its
management of next of kin and other necessary parties.)
• Cal/osha, SLAC Crisis Team: The Business Unit Safety Director will notify the local
area office.
11– Section 3 Crisis Management Plan – 2/10/2021
The Operations Manager will decide as to whether the project site should be shut down and all
workers asked to leave the premises. This is determined by the nature and seriousness of the
incident. Reference should be made to the Fatality/Serious Injury Checklist in Section 5.
F. Fire
Risk of fire during building construction is always a consideration usually because of the lack of
fire-fighting facilities, the presence of combustible material and potential lack of control of heat
sources. The proper design and use of fire resistant materials is necessary in both permanent and
temporary work. The use of electrical tools, oxygen, acetylene, flammable gases, welding
equipment, gasoline and combustible materials on projects must be managed appropriately to
minimize fire risks.
The planning of general fire prevention is the responsibility of the Superintendent on a project.
• Suitable fire-fighting equipment must be readily available at all times.
• Employees should be trained in basic fire prevention techniques and be able to respond
accordingly.
• If the Owner has existing fire extinguishing facilities it may be possible to make
arrangements for their use.
Once the fire equipment is set up, the Superintendent should assign its maintenance to certain
responsible members of the staff. The Superintendent should weekly check the availability and
condition of equipment, assess possibilities of new risks, and reassign responsibilities as staff
changes occur. The Turner Safety, Health, and Environmental Policy should be referenced when
developing Business Unit or site-specific fire prevention plans. Offices should follow the
building management or building security protocol and plan. This plan should be reviewed with
all personnel. In the event of a fire the Palo Alto Fire Department will be notified.
Reference should be made to the Fire Checklist in Section 5.
G. Labor Disputes
Labor Disputes may disrupt project progress and present personnel risks that must be managed
accordingly. The Project Manager or senior staff member at the site should determine the nature
of the dispute or picketing by questions to Labor Representatives and/or Subcontractors.
Immediately contact Project Executive and Operations Manager advising of issue and to seek
legal counsel. Do not engage in confrontational discussion, physical contact or offer opinions on
the nature of the dispute.
A project site staff member or Security guard should monitor the location with a communication
device and immediate contact Project Manager if any activity presents threat to personnel or site.
Contact the local police if the dispute is un-restful and/or disorderly. For procedures in
12– Section 3 Crisis Management Plan – 2/10/2021
establishing a “Dual Gate” system, signage requirements and appropriate notices, see Operations
Resource Drive on TKN. Only officers of the company should ever respond to media inquires.
Reference should be made to the Labor Dispute Checklist in Section 5.
H. Severe Weather/Natural Disasters
A severe weather plan and team with assigned responsibility is necessary in case of earthquake,
tornado, flooding, or other acts of God. Each Business Unit and your specific project may require
additional efforts to be ready for a severe weather event.
Additional responsibilities include:
• Complete the Turner personnel telephone list at the beginning of each project and
continue to update as the project staff changes.
• Review project specific plans with the Owner and subcontractors at the beginning of each
job.
• Review the overall Business Unit plan with all employees once a year.
• Review the checklist items included at the end of this plan.
• After a severe weather incident, a debriefing should take place and the plan should be
reviewed and revised based on the feedback from the team on what went well and what
needs improvement.
The Operations Manager shall be involved in project shutdowns and post project inspections
with the Owners. Additionally, if a severe weather event affects a Business Unit office, a
temporary office may be set up in a location that will allow operations to continue.
Reference should be made to the Severe Weather Checklist in Section 5.
I. Terrorist Threats
Consideration must be made to your location’s exposure to potential acts of terrorism. Things to
consider include the tenants of the building in which you occupy or are working in, the proximity
of your site to high risk buildings such as:
• Government buildings
• Airports
• Religious institutions
• Criminal detention facilities
• Densely populated buildings
• Local or national landmarks
• “Trophy” buildings,
While you may not be able to pre-plan all potential threats, conducting a location specific risk
assessment and planning accordingly is your best defense.
All projects should maintain the security of the site and manage the access of visitors to control
unauthorized personnel from entering property that Turner controls. It is very important that site
personnel know what subcontractors are working on Turner sites. The office must maintain a
visitor sign-in log and implement a visitor badge program.
13– Section 3 Crisis Management Plan – 2/10/2021
Turner employees who handle the receipt and distribution of mail and other packages must be
very diligent about any suspicious packages. Special attention should be made for any packages
without return addresses or are moist, bulging or otherwise distorted. Your local police should
be immediately notified of any suspicious mail or packages. Notification should also be made to
your Business Unit Crisis Team. Reference should be made to the Terrorist Checklist in
Section 5.
J. Workplace Violence
If a workplace violence report is made, the assigned Turner representative will:
• Conduct a brief preliminary interview of the employee(s) who reported the allegation to
determine the details of the incident.
• Question employees who have been identified by the alleging employee as being
involved in the incident.
• Assess the situation for any ongoing threat or imminent danger to other employees.
• Remove the employee from the worksite and contain the situation.
• Contact law enforcement if warranted and if additional precautions are necessary to
protect other workers.
Do not attempt to reason with someone who is wielding a weapon. Call law enforcement
immediately and evacuate the area as quickly as possible. Notification should also be made to
your Business Unit Crisis Team and your HR representative. Reference should be made to the
Workplace Violence Report in Section 5.
13– Section 3 Crisis Management Plan – 8/04
CRISIS MANAGEMENT PLAN
Flow Chart of Activities
CORPORATE
EXECUTIVE/
SR. V.P.
| GENERALMANAGER Mike O’Brien(510)2678190 OPERATIONS MANAGER Danny Cook(510)267-8190 |
CORP. PR Terry Kuflick (212)229-6000 |
| PROJECT EXECUTIVE Bill Jangraw (408)295-7598 |
| OWNER | TCS |
| INCIDENT |
Morgan Spaman
Nick Tyler
415-748-1335
| Morgan Spaman (650)444-1577 |
LCLS ESA
Richard Hislop
Michael
Seharfenstein
POLICE
DEPARTMENT
9-911
UTILITY
DEPARTMENTS
926-2551
| Project Action Team GO TO INCIDENT |
| Safety Director TJ Lyons |
Morgan Spaman
MOBILIZE
Project Action
Team
Morgan Spaman
Communicate
with subs
| Claim Manager Marty Molloy (510)267-8148 |
FIRE
DEPARTMENT
9-911
| Project Action Team SECURE SITE |
INVESTIGATE
| INCIDENT SAFETY MANAGER Morgan Spaman |
LESSONS
LEARNED
DEBRIEFING
TJ Lyons
Richard Hislop
INVESTIGATE
INCIDENT
TJ Lyons
Morgan Spaman
CAL/OSHA
(510)794-2521
INSURANCE
CARRIER
Robert Pinney
(800)821-0967
| REGIONAL CLAIMS MANAGER Maria Mareno (510)267-8113 |
Regional Safety Director Guy Silvey (206)255-8130 |
MEDIA Project Manager
Mike Owens
408-781-7177
13– Section 3 Crisis Management Plan – 8/04
14– Section 4 Crisis Management Plan – 2/10/2021
Section 4: Media Management
All inquiries by the news media need to be handled very carefully. Misinformation can create
negative public perceptions and/or poor Owner relationships. All inquiries should be referred to
the General Manager or Operations Manager and SLAC.
The two keys to successful crisis communications:
1. Decisions have been made ahead of time and the plan is ready to implement at a moment’s
notice.
2. Turner is in control of the situation and messages, including cameras and video recorders.
It’s very important that only Company Officers are the spokespeople for Turner.
Therefore, the General Manager or the Operations Manager and SLAC are the only ones
who can deliver media statements. They have received special training and are the only
ones authorized to grant media interviews. This includes informal media inquiries via
phone.
The Business Unit Action Team will work with the Project/Office Action Team and will contact
the Public Relations Department for necessary support, strategy and message development
during a crisis. They will also coordinate release of information with the owner and other
required entities. The Public Relations Department should be up to date on any and all past
experiences where Turner received media attention and be prepared for any reporter that has
investigated us in the past.
For the purposes of this crisis plan, here is a brief overview of what should happen before
the media shows up on site, and even, ideally, before the crisis happens:
Designate a safe area for the media.
Just like all other non-involved personnel, media representatives should not be allowed
access to the incident location to maximize your control of the incident site and their safety.
All media representatives should be politely directed to a common location where a
designated company representative would provide them with factual information.
Designate a media escort.
A media escort should be designated to escort the media to a safe place to wait for
information and comment from the spokesperson. Everyone on the jobsite, including the
Owner, subcontractors and employees, should know who the media spokesperson is and
understand that no one but that designated person should talk to the media.
15– Section 4 Crisis Management Plan – 2/10/2021
Depending on the incident, the location should be away from the immediate incident,
preferably off-site, such as a meeting room at a local hotel or restaurant. A suitable on-site
location may be possible, away from incident, in the Owner’s trailer, conference trailer, etc.
The media should not meet in a Turner office facility. The area should be dry and as
comfortable as possible with access to phones. Research possibilities beforehand so you have
options to consider if an incident occurs.
Media representatives should be promised and receive regular updates, even if it’s
confirmation of what they already know. Turner management has been trained in handling
this.
News Conferences.
Any news conference needs to be carefully staged and conducted by upper management as it
offers an opportunity to establish the company’s position. A press kit (background materials)
is very important. This kit would include site drawings, renderings, technical information,
graphs/charts, company background, project fact sheet, and any other relevant information
you want to disseminate. The Corporate Public Relations department as well as the General
Manager and Operations Manager must approve all information disseminated.
16– Section 5 Crisis Management Plan – 2/10/2021
Section 5: General
Turner Construction
Crisis Management Plan
Crisis Preparedness Checklist
Our level of preparedness for a crisis prior to its occurrence will determine the success of
effectively managing such an event. All SLAC employees and TCCO personnel must clearly
understand their roles.
Please ensure that following actions have been completed prior to start of the work:
Project/Office Action Team has been developed and responsibility assigned for:
| |
First aid/CPR Team Police/Fire department contact Monitoring National Oceanic Atmospheric Administration weather Traffic control/gate security Securing the incident site and preserving incident evidence Ensuring all personnel are accounted for after an evacuation Power/water/gas shutdown and control Phone monitoring Media escort (to guide media to a pre-determined media location) |
Emergency Phone Lists complete for both Site Action Team & BU Crisis Team
Site Action Team has been trained on project specific Crisis Plan and all crisis checklists
A site specific evacuation plan has been developed and includes emergency warning system,
pre-determined evacuation routes, meeting place and responsibility assigned for head count
Identify a pre-determined command center that is equipped with dedicated phone line and
other necessary equipment away from the site
Site or office specific Crisis Plan has been reviewed with Police/Fire departments and all
other relevant local authorities including a copy of the building plans with exit routes
identified for each area
Bomb Threat Incident form and communication procedure reviewed with receptionists and
others likely to receive in-coming calls
Practice drills are conducted at least semi-annually and at the start of the project
17– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Emergency Phone Lists
Project/Office Action Team
Our level of preparedness for a crisis will determine the success of effectively managing such an event.
All project site employees and Business Unit personnel must clearly understand their roles. Crisis practice
drills are to be conducted semi-annually for project sites and offices and at the start of every project.
| Role | Name | Work # | Mobile # | Home # |
| Team Lead | Morgan Spaman | 650-444-1577 | ||
| Project Superintendent | Nick Tyler | 415-748-1335 | ||
| Turner Safety Notification |
Morgan Spaman | 650-444-4924 | ||
| Turner Safety Manager | T. J. Lyons | 510-267-8110 | 510-292-6420 | |
| Evacuation Head Count | Dan Driver | 650-926-5343 | ||
| Owner Notification | Mike Owens | 408-781-7177 | ||
| Spokesperson | Mike Owens | 408-781-7177 | ||
| Fire, Injury, Incident Notification |
ERT | 911 | 911 | |
| Traffic/Gate Control | SLAC Security | 926-2551 | 926-2551 | |
| Turner Safety Manager | T. J. Lyons | 510-267-8110 | 510-292-6420 | |
| Police Department | 911 | |||
| Fire Department | 911 | |||
| Electric Utility | SLAC Security | 926-2551 | ||
| Water Utility | SLAC Security | 926-2551 | ||
| Gas Utility | SLAC Security | 926-2551 |
Note: Each project and office must establish and post this Action Team emergency phone list at
proper locations and include it in project safety program materials.
18– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Emergency Phone Lists
Business Unit Crisis Team
Our level of preparedness for a crisis will determine the success of effectively managing such an event.
All project site employees and Business Unit personnel must clearly understand their roles. Crisis practice
drills are to be conducted semi-annually for project sites and offices and at the start of every project.
| Role | Name | Work # | Mobile # | Home # |
| General Manager | *Mike O’Brien | (510)267-8190 | ||
| Operations Manager | *Danny Cook | (510)267-8190 | ||
| Project Executive | Bill Jangraw | (408)595-2294 | ||
| Business Unit Safety Dir. | TJ Lyons | (510)267-8110 | ||
| Business Unit Claims | Marty Molloy | (510)267-8148 | ||
| Regional Safety Director | Guy Silvey | (206)255-8130 | ||
| Regional Claims Manager |
Maria Moreno | (510)267-8113 | ||
| Corporate Safety Director |
Dennis Falvey | (210)722-3800 | ||
| Corporate Claims Mgr. | Kevin King | (210)722-3800 | ||
| Corporate Ops. Manager |
Ed McNeil | (407)210-2543 | ||
| Public Relations Director |
Terry Kuflik | (212)229-6000 | ||
| Insurance Carrier(s) | Liberty Mutual | (510)292-6420 |
*Approved Spokesman
Note: Each project area and all project offices (sub contractors included) must establish a
consistent location and post this Action Team emergency phone list and update as directed by
TCCO
19– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Bomb Threat Incident Report
If you receive such a call, listen carefully to what is said. Stay calm; alert someone within range
that you are receiving a bomb threat. Fill out as such as possible in the following sections.
When the caller hangs up – DO NOT HANG UP THE PHONE. Notify a Project Action Team
(PAT) member immediately and continue to fill in as much information as possible.
Who received call: ______________________________________ Date: _____________
Time (AM/PM): ______________ Location Call Received: _______________________
Origin of Call: Local _______Long Distance ________Booth ________Internal________
Time Caller Hung Up: ___________________
THE CALLER: (Try to hold caller on line and get all information possible)
Time Bomb Will Explode: __________ Kind of bomb: ___________________________
What Bomb Looks Like: ___________________________________________________
How it is activated: _______________________________________________________
Where is it Located: _______________________________________________________
(Building or Area)
Reason for Placing Bomb: __________________________________________________
Exact Words of Caller: _____________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Caller’s Name (if given): ______________________________ Male_____Female______
Voice: Child ________Adult ________Approximate Age: _______
20– Section 5 Crisis Management Plan – 2/10/2021
VOICE CHARACTERISTICS
Accent or Dialect: Local ______ Not Local ______ Foreign _______
Regional Characteristics: ____________________ (specify) other: _______________ (specify)
Tone: Loud ___ Soft ___ High Pitch ___ Low Pitch ___ Raspy ___ Other ___
Pleasant ___ Rational ___ Irrational ___ Calm ___ Angry ___
Speech: Coherent ___ Incoherent ___ Righteous ___ Emotional ___ Laughing ___ Fast ___
Slow ___ Distinct ___ Distorted ___ Stutter ___Nasal ___
Language: Excellent ___ Good ___ Fair ___ Poor ___ Cursing ___
BACKGROUND NOISE
| Factory Machines: Music: Trains: |
Office Machines: Mixed: Animals: |
Bedlam: Street Traffic: Voices: |
Airplanes: Party Atmosphere:
Quiet:
SPECIAL NOTE: Did caller appear familiar with project site and building by his/her
description of the bomb location?
________________________________________________________________________
SIGNATURE DATE
21– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Environmental Crisis Checklist
Should a release of material occur that has the potential to harm people, property or the
environment the following is a guide to your response:
Dial 911 if someone has been injured or could be injured from the incident and call or have
someone contact any Project Action Team (PAT) member by dialing (408) 640-6067
If there is no danger to you, provide and administer First Aid/CPR to any injured personnel to
your level of training. If injured is in immediate danger, take action to eliminate danger and/or
move the injured person from danger. FOLLOW NEXT PAGE FOR Fatalities/Serious
Injuries.
Gather as much information as possible about the type of material that may have been
released (hydraulic oil from broken line), about how much is involved (two square feet on
pavement) and what it might be affecting (storm drains, waterways etc.)
Assess need for partial or full evacuation; evacuate if warranted. If needed, tell a member of
the PAT.
Summon emergency help
Account for all personnel in the immediate area and potentially downwind of the site if
warranted.
If you can stop the release without endangering yourself – do so, otherwise secure the area to
eliminate/reduce exposure for others.
If possible, and you are trained to that level of expertise, shut off and/or contain the
environmental hazard to avoid further exposure
| |
Place absorption material to contain spill or Cover drains to prevent storm water contamination or Valve off the gas leak |
Turn off all heat, spark or fire sources in the immediate area
The owner will provide notification to governing agencies in regard to the spill. TCCO does
not perform any remediation.
Have a member of the PAT contact the Business Unit Safety Manager and Claims
Coordinator as soon as possible during the event. They will determine the need to contact the
National Crisis Team at 1 (866) 388-7637
22– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Fatalities/Serious Injuries
If the area is safe, provide and administer First Aid/CPR to any injured personnel. Have
someone call the Palo Alto EMS group at 911 if possible while providing aid
Provide and administer First Aid/CPR to any injured personnel
If injured is in immediate danger, take action to eliminate danger and/or move the injured
person from danger
Secure the area to eliminate/reduce exposure for others
Notify the following representatives that the incident has occurred
| David Saenz | LCLS | 650-926-2512 |
| Mike Owens | Senior Project Manager | 408-781-7177 |
| Nick Tyler | Project Superintendent | 415-748-1335 |
| Kavinder Singh | Operations Manager | 510-407-9673 |
Send designated team member to meet the police/fire/ambulance
Find out immediately where the injured parties are being taken for treatment
Secure the incident site to prevent unauthorized access and ensure the preservation of
evidence
Identify witnesses that need to be interviewed prior to anyone leaving the
Contact your Business Unit Safety Manager (510-292-6420) and Claims Coordinator (510-
292-5195) immediately. They may contact the national Crisis Team at 1 (866) 388-7637
Begin a thorough investigation using sketches, photos to document events, positioning of
people and equipment
Coordinate communication with the families with TCS and San Jose Operations Staff
In the case of a fatality and/or serious injury of a Turner employee, the Business Unit,
General Manager and Operations Manager will be responsible to notify families in person
If the incident involves a subcontractor’s employee, the subcontractor will notify the
families
Consideration must be taken relative to the immediate family’s needs. Provide what aid is
appropriate like childcare, transportation, lodging near hospital etc.
23– Section 5 Crisis Management Plan – 2/10/2021
If the employee lives out of town and in-person notification is not possible, consider
involving local police or a church to assist
Always pre-plan your notification, being direct. Expect emotions
If shutdown of the site is necessary, always conduct a personnel debrief prior to people
leaving the site
Turner Construction
Crisis Management Plan
Response
Fire in the dry season has been identified as an extremely high hazard for the project. Dry
grass and eucalyptus trees are prevalent across the site and in working areas. In case of fire
Provide and administer First Aid/CPR to any injured personnel. Have someone call 911
dispatch the Palo Alto Fire Department and EMS group and notify the Project Acton Team
(PAT) by calling 408-640-6067
If injured is in immediate danger, take action to eliminate danger and/or move the injured person
from danger
Secure the area to eliminate/reduce exposure for others. If possible, and prudent, attempt to
suppress the fire.
Send designated team member to meet the police/fire/ambulance to direct them to the portion
of the project site or building involved.
Assess the need for a partial or full evacuation; evacuate if warranted following the
established gathering protocols.
Never use hoists and/or elevators for an evacuation
Account for all personnel
Shut down all gas feeds and electrical power to the immediate area
Consider the control of potential environmental exposures including chemical releases and
storm water discharge contamination from fire fighting and smoke exposure to persons from
burning poison oak or Oleander.
Contact your Business Unit Safety Manager (510-292-6420) and Claims Coordinator (510-
292-5195) immediately. They may contact the National Crisis Team at 1 (866) 388-7637
The fire department will work with the PAT to assess if it is safe to re-enter the building.
24– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Labor Disputes (Pickets)
Our level of preparedness for a crisis will determine the success of effectively managing such an
event. All project site employees and Business Unit personnel must clearly understand their
roles. Crisis practice drills are to be conducted semi-annually for project sites and offices and at
the start of every project.
Determine nature of dispute or picketing by questions to Labor Representative and/or
Subcontractor(s). Contact a Project action team member and alert them of the potential for a
dispute or picketing.
Contact Owner, Project Executive and Operation Manager advising of issue and seek legal
counsel.
Take pictures of the picket sign(s) or operation in dispute.
Labor disputers and/or picketers are never to be allowed within a Turner site and must stay
outside fencing at all times.
Place Company Representative or Security Guard with communication devices to monitor
the location.
SLAC Security (926-2551) if dispute is un-restful and /or disorderly.
For procedures in establishing a “Dual-Gate” system, signage requirements and appropriate
notices, see Operations Resource Drive on TKN.
Note: Gate Contamination-gate can be “contaminated” by employees (including Turner)
entering and exiting the wrong gate.
For anticipated Long Running Disputes
Meet with local police to discuss monitoring site access and emergency response protocol.
Attempt to coordinate material deliveries outside of normal picket times.
25– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Severe Weather/Natural Disasters
Early notification of a severe weather alert is fundamental for success in these events. The TCCO
office complex and local EMS will monitor for severe weather warnings using the NOAA
Weather-Alert and local 911 notification systems.
Ensure all site and SLAC personnel are aware of the potential of a severe weather event.
Secure all cranes, including lowering mobile crane booms to the ground
Assess the need for a partial or full evacuation; evacuate if warranted
Shut off all power supplies, turn off all temporary water sources
Secure/strap down all material, check all tie downs on office trailers
If necessary, have appropriate de-watering equipment delivered to the site and secured
Check all area and street storm sewer gratings to ensure they are free of debris and protected
against runoff from the project
If necessary have emergency generators delivered and secured
Deliver all blueprints, permits, inspection logs and other critical documents to Turner’s main
office or other secure site
Back up all computers to main office
Update and post site emergency telephone lists
Broom clean project site and remove trash
If appropriate, cover all windows and openings with plywood
Secure all gates and enclosures
Use mobile phones and establish a phone tree for project team communication by contacting
the Project Action Team (PAT) group
Conduct an employee and subcontractor debrief on possible work stoppage for the next day
and where to call for information on restarting the work.
Assign one Turner employee to monitor jobsite or office periodically and report any weather
related emergencies to the Operations Manager, Claims Manager, Owner and Project Action
Team.
Assess the need for a partial or full evacuation; evacuate if warranted
Account for all personnel
26– Section 5 Crisis Management Plan – 2/10/2021
Specific Severe Weather Event Considerations
Earthquake:
Place large or heavy objects (tools, material, equipment, etc.) on floor and away from
openings
In offices, hang heavy items such as pictures and mirrors away from chairs, couches and
anywhere people sit
Identify safe places in the building: against inside walls, away from windows where glass
could shatter or where heavy objects could fall
If outdoors, locate safe places in the open away from buildings, trees, telephone and electric
lines, overpasses or elevated expressways
Be prepared for aftershocks; these can often cause additional damage or bring weakened
structures down
Tornado:
Understand the difference between a “tornado watch,” which means that conditions are right
for a tornado and a “tornado warning,” which means that a tornado has been sighted on radar
Monitor weather conditions as necessary
Designate an area in the building where all employees can go in the event of a tornado threat
In the event of a tornado, Project action Team will sound tornado alarm system and direct all
personnel to the pre-determined safe area
27– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Terrorist Threats
Our level of preparedness for a crisis will determine the success of effectively managing such an
event. All project site employees and Business Unit personnel must clearly understand their
roles. Crisis practice drills are to be conducted semi-annually and at the start of every project.
Conduct a location Risk Assessment to assist in determining your location’s exposure to acts
of terrorist threats. Consider:
The tenants of the building you occupy or are working in
Your location’s proximity to government buildings, airports, religious institutions,
criminal detention facilities or densely populated buildings
Ensure you know what subcontractors are on site each day
Maintain the security of the site; conduct a daily perimeter fence inspection
Manage the access of visitors by maintaining a visitor sign-in log and mandate a visitor or
badge program
Employees that handle the receipt and distribution of mail should review the Mail Handling
Guidelines
If a terrorist event occurs:
Provide and administer First Aid/CPR to any injured personnel or visitors. Contact or have
someone call 911 for emergency services and site security at 926-2551
If injured is in immediate danger, take action to eliminate danger and/or move the injured
person from danger
Secure the area to eliminate/reduce exposure for others
Summon emergency help
Send designated team member to meet the police/fire/ambulance
Assess the need for a partial or full evacuation; evacuate if warranted
Account for all personnel
Cooperate fully with local authorities
Contact your Business Unit Safety Manager and Claims Coordinator
Contact the National Crisis Team at 1 (866) 388-7637
28– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Media Management
Our level of preparedness for a crisis will determine the success of effectively managing such an
event. All project site employees and Business Unit personnel must clearly understand their
roles. Crisis practice drills are to be conducted semi-annually and at the start of every project.
Designate a pre-determined secure area for the media, away from the project site. This
area should be comfortable (warm and dry) with access to phones. The Site Turner office
has been determined as the Press Gathering Area for the project.
The media should not meet at a Turner office facility
The designated media escort should meet the media and escort them to the secured area
The Project/Office Action Team will work with the Business Unit Crisis Team and the
Corporate Public Relations Department to coordinate media communications
Only company officers are to speak with the media
All communications must be short, concise and factual
Always align your communications with the owner
Do not share crisis plan with anyone other than authorized personnel
Do not discuss procedures in detail with reporters and other outside parties
Do not share building plans with unauthorized personnel including “college students”
calling about a project
29– Section 5 Crisis Management Plan – 2/10/2021
Turner Construction
Crisis Management Plan
Workplace Violence Incident Summary Report
This form is to be utilized to document any workplace violence. The form should be forwarded to
the Business Unit Safety Director and your Human Resources Representative
Fax To Business Unit Safety Director _____________________________At: ________________________
Business Unit: __________________________Project: _________________________________________
Report Completed By: ___________________________________________________________________
Phone: ________________________________________ Date: __________________________________
Name of Victim_________________________________________________________________________
| Type of Incident (Check one) |
Threat Assault/Battery Robbery Other |
| Persons Involved (Note all individuals involved) |
|
| Exact Location of Incident (Indicate Project address, location on site, etc) |
|
| Time of Incident | |
| Outside Emergency Assistance (check one) |
Ambulance Police Fire Other |
| Detailed Description of Event: (Include weapons used and employee response) |
|
| Assets / Money Lost or Damaged | |
| Corrective Management Action Plan |
30– Section 5 Crisis Management Plan – 2/10/2021
Communication of Crisis Management Plan to SubContractors
Turner Establishes written plan
Sub-Contractor Safety Orientation (At Sub office)
Pre-Mobilization meeting With Sub. (On-site)
SLAC/TCCO orientation (on-site)
Job Safety Analysis/Area Hazard Analysis
Daily Pre-Task Planning