inators, building security and engineers—and run regular tabletop exercises, to test each department’s responses to specific scenarios. Make sure that receptionists and security personnel understand their role and are empowered with the right messages and protocols, as they will be the first points of contact for the media and the public. These exercises provide a chance to identify any glitches in the protocols and to make sure that everyone will act according to the plan in a high-pressure situation. IAfter Katrina and 9/11, one would imagine that businesses were shocked into understanding the significance of improved crisis communications planning. Yet according to a survey by the Conference Board, one quarter of companies worldwide lacked a pandemic flu preparedness plan. In the event of a pandemic, commercial building owners and property management companies have a significant responsibility to ensure the well-being of their properties, employees, tenants and guests. Don’t assume that business interruption and property insurance policies will cover damages from a pandemic. Currently it looks unlikely that will happen. So the difference between responsibility and liability lies in whether there are tested emergency response procedures, a clear chain of command, systems to ensure the accurate flow of information, and well-managed media and tenant communications.

Pick the Team, Plan, Then Practice

The moment when a crisis hits is not the time to decide who calls the shots, how to respond or who is the public face of the company. Define the crisis response team (CRT) well in advance, then assign roles. Inventory any vulnerabilities, and take the time to develop a crisis plan that accounts for every scenario, especially how to keep building operations going if key property, engineering, maintenance or security staff fall ill or can’t come to work. Consider how remote access can keep people working without exposing them to others who are sick. Experts estimate 35 percent absenteeism in case of a pandemic, so the CRT must pre-determine essential personnel and their responsibilities and have back-up teams identified and prepped.

Commit everything to paper, and then have legal counsel and risk management review it. Even the best business continuity and crisis communications plan is just a three-ring binder gathering dust on a bookshelf if employees are not properly trained and procedures tested. Assemble a representative group—including property management, tenant coordinators, building security and engineers—and run regular tabletop exercises, to test each department’s responses to specific scenarios. Make sure that receptionists and security personnel understand their role and are empowered with the right messages and protocols, as they will be the first points of contact for the media and the public. These exercises provide a chance to identify any glitches in the protocols and to make sure that everyone will act according to the plan in a high-pressure situation. I

rruption and property insurance policies will cover damages from a pandemic. Currently it looks unlikely that will happen. So the difference between responsibility and liability lies in whether there are tested emergency response procedures, a clear chain of command, systems to ensure the accurate flow of information, and well-managed media and tenant communications.

Pick the Team, Plan, Then Practice

The moment when a crisis hits is not the time to decide who calls the shots, how to respond or who is the public face of the company. Define the crisis response team (CRT) well in advance, then assign roles. Inventory any vulnerabilities, and take the time to develop a crisis plan that accounts for every scenario, especially how to keep building operations going if key property, engineering, maintenance or security staff fall ill or can’t come to work. Consider how remote access can keep people working without exposing them to others who are sick. Experts estimate 35 percent absenteeism in case of a pandemic, so the CRT must pre-determine essential personnel and their responsibilities and have back-up teams identified and prepped.

Commit everything to paper, and then have legal counsel and risk management review it. Even the best business continuity and crisis communications plan is just a three-ring binder gathering dust on a bookshelf if employees are not properly trained and procedures tested. Assemble a representative group—including property management, tenant coordinators, building security and engineers—and run regular tabletop exercises, to test each department’s responses to specific scenarios. Make sure that receptionists and security personnel understand their role and are empowered with the right messages and protocols, as they will be the first points of contact for the media and the public. These exercises provide a chance to identify any glitches in the protocols and to make sure that everyone will act according to the plan in a high-pressure situation. I

, how to respond or who is the public face of the company. Define the crisis response team (CRT) well in advance, then assign roles. Inventory any vulnerabilities, and take the time to develop a crisis plan that accounts for every scenario, especially how to keep building operations going if key property, engineering, maintenance or security staff fall ill or can’t come to work. Consider how remote access can keep people working without exposing them to others who are sick. Experts estimate 35 percent absenteeism in case of a pandemic, so the CRT must pre-determine essential personnel and their responsibilities and have back-up teams identified and prepped.

Commit everything to paper, and then have legal counsel and risk management review it. Even the best business continuity and crisis communications plan is just a three-ring binder gathering dust on a bookshelf if employees are not properly trained and procedures tested. Assemble a representative group—including property management, tenant coordinators, building security and engineers—and run regular tabletop exercises, to test each department’s responses to specific scenarios. Make sure that receptionists and security personnel understand their role and are empowered with the right messages and protocols, as they will be the first points of contact for the media and the public. These exercises provide a chance to identify any glitches in the protocols and to make sure that everyone will act according to the plan in a high-pressure situation. I

senteeism in case of a pandemic, so the CRT must pre-determine essential personnel and their responsibilities and have back-up teams identified and prepped.

Commit everything to paper, and then have legal counsel and risk management review it. Even the best business continuity and crisis communications plan is just a three-ring binder gathering dust on a bookshelf if employees are not properly trained and procedures tested. Assemble a representative group—including property management, tenant coordinators, building security and engineers—and run regular tabletop exercises, to test each department’s responses to specific scenarios. Make sure that receptionists and security personnel understand their role and are empowered with the right messages and protocols, as they will be the first points of contact for the media and the public. These exercises provide a chance to identify any glitches in the protocols and to make sure that everyone will act according to the plan in a high-pressure situation. I

inators, building security and engineers—and run regular tabletop exercises, to test each department’s responses to specific scenarios. Make sure that receptionists and security personnel understand their role and are empowered with the right messages and protocols, as they will be the first points of contact for the media and the public. These exercises provide a chance to identify any glitches in the protocols and to make sure that everyone will act according to the plan in a high-pressure situation. If they don’t, better to know that in a dry run first.

Communicate with tenants and employees in advance about what preparations are in place and what they should do to get ready. Consider crafting template messages, and identify and test multiple communications channels—whether e-mail, company intranets, a secure website, a recorded message or conference calls—to ensure the rapid dissemination of accurate information to internal and external audiences during the workday, after-hours and on weekends.

Bond Now, Not Later

Reach out and connect now with first-responder agencies, such as police, fire, and city and state public health departments. Take their advice and plan coordinated efforts with them, and establish means for reaching each other day and night. Invite them to visit facilities ahead of time, so that they are familiar with the properties before responding to an emergency. These agencies are also going to be an important source of information with the media, which makes it doubly advantageous to establish these relationships well in advance. That said, first responders consistently stress that organizations should prepare to be self-sufficient for the first 72 hours of a widespread crisis.

Healthy Results Through Healthy Planning and Communications

A basic tenant of sound crisis communications planning is that virtually every negative situation can be anticipated and planned for. A flu pandemic is not a pie-in the-sky possibility. It’s a real threat.

Organizations are long remembered for how they respond in times of crisis. By considering all the potential impacts of a pandemic, building and training a response team, shoring up vulnerabilities, having a plan, and consistently communicating clear messages to internal and external audiences, property owners and managers can keep the people who work in their buildings healthy and safe. By having a plan, they will protect their human capital, reputation and bottom line. And if