Crisis
Management
CRISIS MANAGEMENT PLAN
CHANGE RECORD
S
Section Page Rev Date Description of Change Reviewed By Approved By
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Issue: 10 Rev: 00
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Date: 05.09.2012 Date: 05.09.2012
CRISIS MANAGEMENT PLAN
Index
Page no
1. Purpose 05
2. General Policy and Guidelines 05
3. Command and Control Levels 08
4. Communication Flow during Emergency/Crisis 09
5. Flow of Actions 10
6. Crisis Management Activation Process 10
7. Composition of the Crisis Management Team 11
8. Role of Crisis Management Team 12
9. Roles and Responsibilities Individuals 13
10. List of Facilities at Crisis Management Center 17
11. Testing Plan 18
12. Crisis Management Team Composition/Alternates 19
13. Telephone Numbers-PRL Employees 20
14. Telephone Numbers- Government and Oil Companies 21
15. Telephone Numbers- Emergency Services 22
Issue: 10 Rev: 00
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Date: 05.09.2012 Date: 05.09.2012
CRISIS MANAGEMENT PLAN
1 Purpose
This plan describes the arrangements for managing Crisis due to the activities of
Pakistan Refinery Limited, which requires action by the Managing Director and CEO.
This plan covers crisis situations which might occur for Pakistan Refinery Ltd, which is
one of the refineries in Pakistan and links through pipeline to crude oil import at
Keamari KPT Terminal. Crude oil is imported by utilizing KPT oil Piers and PNSC
ships. Naphtha is exported through external buyers. The finished products are
supplied to oil marketing companies.
This plan does not provide a prescriptive process for managing a specific crisis. By its
nature, a crisis will be a unique event. The plan provides for the mobilization of an
initial Crisis Management Team (CMT).
The crisis management will vary according to the nature and scale of crisis. In some
cases the Crisis Team and MD may play a support role to the operations, and in
others he/she may be leading the response. Whichever the case, it is vital that the
roles of Crisis Management Team are clear at the outset to avoid duplication and
confusion. It is important that one person is in overall control of the crisis.
The arrangements contained in the document are intended for an event-led crisis, i.e.
a crisis caused by a single event or series of events occurring but may be appropriate
for managing certain aspects of an issues-led crisis.
The owner of this plan is DMD (Ops & Supply-MR), while Custodian is MD &CEO of
Pakistan Refinery Limited.
2 General Policy and Guidelines
2.1 Scope of Crisis Plan
This plan defines what constitutes a PRL Crisis, sets out how PRL will respond, the
structure of the crisis organization, and how and when crisis teams would be
mobilized.
2.2 Definition of PRL Crisis
When an emergency, disaster or unplanned event adversely affects or seriously
threatens the company, its reputation and its long term capability to do business. It is
not the same as a disaster or emergency but a Crisis. By its nature it is a rare
occurrence.
A crisis is an event, or series of events, that falls outside the normal business
contingency and emergency response arrangements, managed by the PRL. Separate
emergency response systems and business continuity plans exist for all other refinery
operations.
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CRISIS MANAGEMENT PLAN
A process of escalation will take place in the event that a situation becomes to the
level beyond the control of PRL.
A Crisis will display one or more of the following characteristics.
Impacts significantly on refinery operations major disruption.
Actual or perceived major threat to the public on environmental or health grounds.
Represents a widespread risk to the safety or well-being of people.
Has potential to seriously damage the reputation of PRL.
Examples of situations in which the PRL crisis plan would be activated are a large
scale oil spill related to PRL or a major fire.
2.3 PRLs Crisis Management Principles
There are three fundamental principles that should guide PRL response to a crisis.
Prudent Over-reaction
Assessment
De-escalation
Other Guiding Principles are:
Ensure sufficient management focus on the incident at an early stage and alert and
mobilise Crisis Management Team.
Ensure there is awareness of the problem at a level above that at which it is being
managed.
Identify escalation triggers
Ensure that clear ownership of the crisis is established quickly
Ensure roles and responsibilities are clearly defined between team and support staff
Ensure information is shared with all relevant teams in a timely way
Establish clear communication links with the best sources of information on the situation
Establish clear objectives in terms of managing the situation
PRL CMT and Managing Director should be driven by the following priorities:-
Minimizing Harm to People
Minimizing Environmental Impact
Establishing Business Continuity
Minimizing Shareholders Liabilities
Lessons learnt documentation and dissemination to prevent recurrence
2.4 Minimum Standard
Crisis Plan is in line with the latest international standard and is reviewed and tested on
regular basis.
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CRISIS MANAGEMENT PLAN
Roles and responsibilities are clear and practiced and a training program is in place to
address any weaknesses.
There is familiarity with the crisis plan and mutual understanding of respective
responsibilities in a crisis.
Contact information is continually updated in.
2.5 Escalation Process
The majority of incidents in Pakistan Refinery Limited are handled by the EMT involved in that
incident. For example fires, leakages at the Korangi and Keamari Installation. These sorts of
incidents are managed in line with PRL Emergency Response Plans however the MD & CEO
is informed of the incident.
However, if a situation escalates to a point where it has the potential to damage PRL
reputation then, it is escalated to a crisis. Once called, MD & CEO (or his/her deputy) has
responsibility for establishing who has executive responsibility for the operational response to
the crisis. This may be either the Crisis Team with support from outside.
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LEVEL 1 LEVEL 2
Managed by (Refinery Leadership Team) (Refinery Leadership Team)
Emergency Crisis
Executive Chairperson Crisis
Emergency Manager
responsibility Management Team
Key actions Overall responsibility for The crisis is managed at
managing the situation is Business level in
established. accordance with the Plan.
RLT assembles at a location MD &CEO and RLT are
determined by the EM likely to remain heavily
otherwise at CMC (or his or involved.
her alternate as EM if the
Stakeholders like Shell,
EM is unavailable). PSO and Chevron are
The emergency incident contacted as part of the
itself will continue to be Crisis.
managed by the site in-
charge working with the
RLT.
CRISIS MANAGEMENT PLAN
7 Composition of the Crisis Management Team
The MD and CEO will be the Chairperson of the Crisis Management Team; his
alternate is the DMD, dependent on availability and the nature of the crisis. The CMT
will include representatives from:
Finance/Legal
Human Resources/Security
Technology & Inspection
Operations
Supply/OM
Engineering
Internal Audit
Contract & Procurement
HSE
Representatives from other departments will join the Crisis Management Team (CMT)
as required. Other functions or individuals may be called upon to join the team
according to their expertise and the nature of the crisis.
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8 Role of Crisis Management Team
1 The Crisis Management Team (CMT) has overall responsibility for co-coordinating
both the operational and communications response to the crisis and managing
PRLs reputation. The CMT is responsible for the overall strategic response
including any reputation issues arising from the crisis.
2 As the CMT assembles it should refer to the Checklist of Actions given below in
order to ensure that it is taking the appropriate steps. Regular team briefings
should be held as the CMT comes together to ensure all members are up to speed
on events and the approach being taken.
3 Once the CMT has satisfied itself that the immediate operational response is
appropriate and adequately resourced, the role of the CMT is to focus on the
overall impact on operations and reputation. Specifically, the CMT has a
responsibility for the following actions:
Put in place a strategy to manage PRLs reputation, in agreement with the shareholders.
This should include an effective media management strategy, as well as engagement
with key external stakeholders including the Government, NGOs and the general public.
Communicate with other Companies in Pakistan not involved directly in the crisis but
possibly impacted by the outcome. This includes all internal communications, including
messages to staff.
Provide advice and support to the onsite team.
Identify and manage any legal/liability and financial issues, including insurance.
At the appropriate time, to close the CMT, ensuring that any outstanding issues are
being followed up.
The CMT will convene as needed as and not later than 48 hours and then one week
after the crisis has been resolved in order to identify learning.
The following questions and suggested actions are not exhaustive, but are intended to
assist the Crisis Management Team.
What has happened, where and when?
What response is already in place?
What other external parties are directly involved?
Is serious criminal activity involved? Mobilize Security and Legal?
What law enforcement/ government agencies have been informed?
Does the CMT require additional support?
What developments/triggers might escalate the crisis?
What are the key issues raised by the crisis? Can the crisis be contained if
early action is taken?
Are clear lines of communication in place between the field and the CMT?
Have reporting timings for regular updates been agreed?
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CRISIS MANAGEMENT PLAN
Who are the internal and external stakeholders in the crisis? Who will manage
communications with stakeholders?
What are the appropriate strategies for: Media Relations, Government
Relations, Other stakeholders e.g. NGOs, industry bodies and local
government?
Is the crisis likely to be prolonged? Will alternates be needed for key roles?
Are we dealing with fatalities/injuries how will we communicate with relatives?
8.1 GUIDELINES FOR CMT COMMUNICATIONS
Provide timely, factual and accurate information to the media through a
designated official spokesperson.
Cooperate as fully as possible with the media, within the limits of safety,
security and investor relations.
Prevent comment or information being offered by unauthorized employees.
Ensure all relevant management and Media Relations personnel are alerted as
soon as possible.
Keep employees informed.
Keep the community, civic leaders and emergency services informed.
Provide timely information to other concerned public, including shareholders,
regulatory authorities, suppliers and business partners.
Do not offer speculative comment.
Make known any management decisions relating to reconstruction, employee
or community relief or future policy.
Distinguish between cause, responsibility and blame. Where we are certain of
the cause, we will disclose the fact. We acknowledge our responsibility to act in
the public interest. We will not discuss issues of blame until all salient facts are
known and confirmed.
9 Roles and Responsibilities Individuals
The following provides guidance as to what is expected from key CMT participants. Other
responsibilities might be required and will be assigned by the CMT as necessary.
9.1 CHAIRPERSON CMT- MD &CEO
The MD & CEO has overall responsibility for the PRLs reputation. This includes managing all
relationships with the Government. He has the ultimate responsibility for effectively managing
a crisis and developing a strategy for enabling the crisis status to be reverted to normal
business as soon as possible.
The MD & CEO is responsible for:
All reputation aspects of the crisis strategy.
Declaring a Crisis.
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CRISIS MANAGEMENT PLAN
Mobilize, assemble Crisis Management Team including the appropriate support staff
(Legal, HR, Insurance) in the Board Room/CMC.
Ensuring that all relevant parts of the functions have been informed about the crisis.
Allocate roles and responsibilities and brief team members.
Evaluate level of crisis & escalation potential. Decide whether crisis can be managed
locally or whether escalation to request other agencies.
Ensure the Crisis Management Team remains focused on managing threats to PRLs
reputation and /or financial or legal status.
Develop and co-ordinate an overall crisis response with assistance from other sectors if
necessary.
Lead the implementation of decision made by the Crisis Management Team.
Assign Action Parties and establish milestones
Appoint a deputy and arrange 24 hour coverage if necessary
Formally appoint the Company Spokesperson in absence of already appointed
spokesman.
Ensure arrangements for back up support and coverage for key members and identify
additional resources to help Crisis Team where relevant.
Delegate all non-crisis related tasks and establish continuity for business.
Establish a meeting schedule for the Crisis Management Team.
Monitor what stakeholders are saying about the crisis, through feedback from concerned
managers and those involved in the crisis.
Ensure that a post-crisis program is planned and implemented.
Be in touch with shareholders and taking their advice.
9.2 MEDIA MANAGER/DMD
DMD (Ops & Supply-MR) will be the official spokesperson and shall ensure the
following before any press release or communication with outside agencies:
All the facts are checked with those managing the crisis.
The initial response statement has been prepared.
Formal press release has been prepared.
CCMT has cleared the text.
The press release should:
Express sympathy for any loss of life and regret for any damage to the
environment and stress priority for avoiding any further loss or damage.
Include information about positive actions being taken to manage the crisis.
Use short sentences; avoid ambiguities and technical terms.
Be confined to the verified facts.
Explain briefly and clearly what has happened, who, what, where when and how.
Be updated regularly.
Press release must not:
Speculate on possible causes of the incident.
Discuss blame or liability.
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CRISIS MANAGEMENT PLAN
Discuss cost.
Release names of dead or injured until the next of kin have been informed and
police permission obtained.
9.3 EMERGENCY MANAGER (EM)/GM-OPERATIONS
GM Operations will coordinate all efforts between Crisis Management Center
and Emergency Site.
9.4 DEPUTY EMERGENCY MANAGER (Dy. EM)
GM-Technology & Inspection will act as Emergency Manger in the absence of
GM-Operations.
9.5 HEAD-HR AND ADMINISTRATION
Head-HR/Admin will assist Chairperson Crisis Management Team in:
Maintaining an accurate chronological log of key decisions and events.
This includes capturing and managing -
o Verbal directives
o Hand written documents
o Electronic documents
o Drawings, maps, photographs
Maintaining the crisis status whiteboard and crisis issues whiteboard up
to date.
He will also be responsible for the following through CMO and Security Manager:
First Aid and Hospitalization of casualties (if any).
Notification to relatives of casualties (if any).
Security requirements.
Food/Drinks for work force at site.
Transport requirements.
9.6 Sr.MANAGER ENGINEERING
He will coordinate for all matters involving engineering efforts. He shall also be
responsible for arranging engineering related help from outside agencies in
consultation with Emergency Manager.
9.7 INSURANCE ,FINANCE AND IT- CHIEF FINANCIAL OFFICER
Chief Financial Officer shall arrange for financial resources, if and when required.
He/she shall also assist Chairperson Crisis Management Team in assessing the
financial impact and any other assignment as directed by CCMT.
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Information Technology will coordinate and manage mobile telephones and IT
functions. All land lines and PBX will be handled by Manager Electrical & Instrument.
CFO is also responsible for providing legal advice on an as required basis.
Action Item (Legal)
CFO joins the Crisis Management Team in the Board Room/Crisis Center and appoint a
deputy if required.
Provide legal advice to all members of the Crisis Management Team as and when required:
Regulatory and Statutory requirements
Legal liability
Advice on communications
Ensure contact is established with lawyers involved in the crisis.
Identify and brief external legal adviser(s) as required.
Determine immediate legal liabilities, risks and issues.
Retain an overview of the current legal strategy.
Sign-off media statements where there is particular sensitivity.
Establish protocols for sharing confidential or privileged documents/information.
Overall responsibility for the audit trail of decisions taken by CMT.
Action Item (Finance)
Ensure financial/insurance implications have been assessed.
Assess financial implications of crisis in the short, medium and long-term.
Any required notifications to the stock market, investors or analysts.
Action Item (IT)
Assess the impact of the crisis on IT.
Recommend and implement necessary actions.
Assess need for additional internal or external IT support.
Consider the medium to long-term impact.
Ensure all items of hardware and software facilities in both, the Board Room/Crisis
Center.
9.8 INTERNAL AUDIT-CHIEF INTERNAL AUDITOR
Chief internal auditor is responsible for audit trail.
9.9 TECHNOLOGY & INSPECTION-GM T&I
General Manager Technology & Inspection will be the Deputy Emergency Manager in
the absence of GM-Ops. He is also responsible for the technical aspect and as well as
assets integrity.
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9.10 CONTRACT & PROCUREMENT-SR.MC&P
He is responsible for the contract and procurement of emergency related items and
services.
9.11 HSEQ & PROCESS SAFETY-HSEQ&PSA
Will assist DMD on any assignment as directed by him/ her and ensure that appropriate
measures are taken to prevent/ mitigate HSE impacts.
Provide the CMT with a clear understanding of any health, safety and environmental
issues.
Consider any immediate HSE implications for other businesses and/or countries
potentially involved.
Consider the potential medium to long-term HSE issues arising from the crisis.
9.12 SECURITY - MANAGER S&ADMIN
Arrange after working hours access for team members to the Crisis Facility, if necessary.
Collect, evaluate and disseminate security information related to the crisis.
Provide security advice and support.
Liaise with external security experts on information, response options and best practice.
Activate all relevant external security contacts to exchange security information and best
practices.
Keep a record of major security events.
10 List of Facilities at Crisis Management Center
White Boards = 02 Nos.
TV with Satellite Connection = 01 No
Emergency Light = 01 No
Torch = 02 Nos
Wireless Base Station = 01 Nos.(linked with KT, C/R, Tank farm & Fire
Station)
Emergency Telephone Nos List = 01 No.
Crisis Management Plan = 01 No.
Emergency Response Plan = 01 No.
HSEQ Manual = 01 No.
SOPM = 01 No.
Security Manual = 01 No
Basic Stationary = 01 set.
Drawings = 01 set.
Computer with LAN = 01 No.
MAERP Korangi/Keamari Area (Doc) = 01 No.
Public Address System = 01 No.
Emergency responders list = 01 No.
KPT & PQA area maps = 02 Nos
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11 Testing Plan
A crisis exercise (Desk top or at site) should be carried out at least once per year to
ensure that roles and responsibilities are clear to all Crisis Team members.
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12 Crisis Management Team Composition/Alternates
Alternate Alternate
Preferred
S# Role #1 #2
1 Chairperson CMT Aftab Husain Seema Adil M. Azhar
2 Media relations Seema Adil Kamran Rab Asad Hasan
3 Emergency Manager M. Azhar M. Naman Shah M. Ali Mirza
4 Finance, Legal and IT Imran Mirza Amer Hussain Muhammad
Noman
5 Human Resources Imran Rawn Kamran Rab Akhtar Ali
6 Security Kamran Rab Akhtar Ali
7 Engineering Mohammad Khalid Abdul Hameed Farhan Hasan
8 Internal Audit Shehrzad Kamran Jaweed Junaid Ashraf
Aminullah
9 Technology & M. Naman Shah Abdul Majid
Inspection
10 Contract & Shakeel A Rizvi Junaid M. khan
Procurement
11 HSEQ &PS Akbar Musharraf Irfan Patel
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CRISIS MANAGEMENT PLAN
13 Telephone Numbers of PRL Employees
RESIDENCE MOBILE
CRISIS MANAGEMENT TEAM
35251218
1. Managing Director & CEO 35251290 0300-8256003
35251291
35852781
Deputy Managing Director
2. 35852741 0300- 8228837
(Ops & Supply-MR)
35854785
35857292
3. GM-Technical & Inspection 0300-8299642
35857293
35854906
4. GM Operations 0300-2019177
35247293
5. Chief Financial Officer 0300- 8206966
6. GM-Supply/OM 35847040-1 0300-8286213
7. Chief Internal Auditor 35887141 0300-8222717
8. Sr. Manager Engineering 34531331 0300-8298450
9. Head-Human Resources 0300- 8511177
35843355
10. Sr. Manager Project 0300-8220349
35843388
35122131
11. Advisor HSEQ&PS 0300-2630403
EXT 303
12. Manager Security & Admin 35887141 0300-8256005
13. Sr. Manager C&P 0300-2004270
Control Room & Crisis Management Centre TELEPHONE NUMBER
1 Control Room 35120487, 38275490
38243369, 35120488
2 CMC
34214162, 34214163
9. Mobile Number Keamari Terminal 32851078, 0300-2010517
10. Shift Room Keamari (Wireless Phone) 38256692
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CRISIS MANAGEMENT PLAN
14 Government and Oil Companies
NAME TELEPHONE NUMBER
Governor House 136, 99201201-06
Chief Minister House 99202051-55
Chief Secretary 99212949-50
Commissioner Karachi 99232400-02
I.G Police (Sindh) 99212626-27
Pakistan Rangers 111-303-303, 99205283-86
DG Maritime Security Agency 99214619, 99214964-68,99214624
DG Port Qasim Authority 99272151
Chairman Karachi Port Trust 99214315, 99214370
CCPO 99212653, 99212611-14
Pakistan EPA 051-99217882
EPA (SINDH) 35065637,35065532
DG EPA(SINDH) 35065950
Refineries and OMCs
PRL Korangi Refinery 35122131-40
PRL Keamari Terminal 32851078, 32850212, 32856348-9
Pak Grease (Keamari) 32850523
MD SPL 35682359,35681827, 03008281379
MD PARCO 35090798, 35090626, 0300-8205289
MD NRL 35060874, 0301-8218464
MD ARL 051-5487091-2, 0300-8568611
MD PSO 99203824-25, 0300-8553394
Country Representative CPL 35687169,0333-2244955
Bosicor Head Office 32752299,111-222-081
OCAC 35836781-82
FOTCO Mgr. Operations 34750003-05
EJHD (Jinnah Terminal) 34570481,36057927
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15 Emergency Services
NAME TELEPHONE NUMBER
FIRE BRIGADE SERVICES
PAF Base Korangi Creek Fire Station 35090222 Ext 2221
Civil Aviation Karachi Air Port 99072222; 99071319
Central Fire Brigade 99215007-08
City Fire Chief 116, 99215007-08, 0345-2075017
Korangi Fire Station 35066260-61
KPT Main Fire Station 32854121-22
KPT Fire Station at OP-1 32854212
Saddar Fire Station 99215095-97
HELP LINE
City Government 134
Edhi Ambulance 115
Chippa Ambulance 1020
Aman Foundation 1021
Fire 916
BOMB DISPOSAL SERVICE 99212674
WWF-Pakistan 34544791-92
Pakistan Fisher Folk Forum 35090925
ARY TV 32564724, 32565496
GEO TV 111-436-111
Daily Dawn 111-444-777
Daily Jang 32637111, 32626706
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