Crisis Action Plan: San Francisco International Airport

Crisis Action Plan: San Francisco International Airport




The mission of the company is to offer logistic services both national and international levels as well as packaging items for transport. Through technology,  Emergency department monitors the overall operations of the company and properties to identify any threat and supply the staff and the management with information relating to any risk as well as mitigation methods.


The propose of this crisis action plan is to give a detailed structure of responsibilities and duties of the organization personnel in case of an emergency. The plan is made to help prevent or minimize injuries to all staffs and properties of the organization as well as any person or property related to the clients of the organization present at the time of a crisis.

The outline procedures and processes will guide the emergency response team (ERT) of the organization in association with Airport emergency repose team, the local law enforcement team and emergency departments to organize personnel, equipment, and any other recourse, which will help in minimizing the impacts of the disaster.

This plan also provides strategies for the mitigation of threats to the staff and appropriate emergency response teams. The overall purpose of the program is to ensure that there is continuity in ensuring the safety of the company and the crews in any situation.


The plan will be activated in case of a natural or human-made crisis, which threatens the lives of the organization staff, and client present at that moment. Also, it will be used when there is a threat to damage the properties of the organization. Only in those crisis considered dangerous will the plan be useful. It can extend to unique incidences to the organization, which require special attention although they do not involve injury or property damage.  The actions and measures, which the plan outlines in pre-crisis mitigation as well as a contingency plan, are frameworks, which the responsible people will use to adjust to any disaster.


The policy of the organization is to notify the staffs and other clients in time about any circumstance or activity that poses a threat to individual safety or the safety of the whole organization.   Also, the organization aims at starting processes which support the status of the community both physically and mentally immediately a disaster occurs. Each staff and client has the responsibility of giving information related to any threat or crisis occurring within the organization premises. The emergency response manager is supposed to respond to all information supplied to the office through the emergency call numbers listed in this outline.


This plan focuses on providing a structure for mitigating all possible crises, which may affect the operations of the organization. The results of mitigation are the stability of the staff and clients both physically and mentally and the continuity of normal operations and activities.


One of the assumptions made in the pan is that all staff has gone through training on how an action plan works. The emergency and crisis response team exposes the outline and trains the staffs regularly on how to use it and behave in case of a crisis. Another assumption is that all the staff will be in their respective areas of work in case of disaster. The outline also assumes that there is a secure place to assemble in case of a crisis and transport means for evacuating people.


Organization Structure for Implementation

Company structure comprises of the general manager, manager in charge of national logistics, a manager in charge of international logistics, packaging department supervisor, security office, Emergency and Crisis Manager, IT director, supervisor of transport department. Appendix 1 provides details of the chain of command.

The general manager, having received information and advice from the emergency and crisis manager (ECM) will launch the plan in case of a crisis and select a central point of command. Also, the general manager will coordinate all activities that the team will carry out to ensure the mitigation of the disaster and restoration as soon as possible. Those people listed in the pan will make up an emergency response team (ERT) and are the only ones expected at the control center. They include;

  • General Manager –coordinator of the ERT
  • Emergency and Crisis Manager- director of communications during the crisis
  • Manager in charge of national logistics- supervisor of the external ERT like FBI
  • Supervisor of transport department-coordinator of evacuation and Transport
  • Security office- in charge of security of the organization’s properties during the crisis
  • Packaging department supervisor- supporting staff for back up
  • Manager in charge of national logistics- supporting team for back up

Supervisors at different departments will handle minor disaster from their departments. Communication on manger disasters will be directed to the emergency and crisis manager to assess the need for an ERT and after that communicate to the general manager for further directions.









Critical Organizational Functions

Direct Production and Processes



The secondary products of the company in crisis management are security office summary on security alerts and daily operations in the organization and globally. Also, there is a report on weather and climate changes from the local meteorological departments at the local, national and global level. The reports are essential in helping the emergency and crisis department together with the management make informed decisions on current threats and issues.  The information on national security, for example, will inform on the increased or reduced cases of an active shooter and therefore increase or decrease security outside the premises.

Secondary products for the organization include reports from the secretary and the security office on the nature of the incoming clients and visitors. Also, each department is supposed to give a weekly summary of perceived internal dangers like fire outbreak, bursting of pipes or electric appliances. The IT department will provide a monthly report on the changing nature of security technology like new improved CCTV cameras, more secure safes and doors, fire extinguishers among others. Also to include in their report together with the emergency and crisis department is the latest design structure and organization of work in a manner that will reduce the effects of disasters. The Emergency Department will use the reports to assess applicability in the organization and advice the general manager accordingly.

Support – Logistics, and Personnel

Crisis management and forecasting of threats requires smooth communication and flow of information within departments and staffs throughout whether day or night, working or off days. The company, therefore, should have a secure network of communication. Part of the network includes a strong, consistent internet, telephone network, mobile phone network as well as visual networks, which comprises of CCTV cameras and webcams. The communication center and networks are the backbones of the management process. Failure to have good communication flowing in one direction will lead to failure in crisis management. The communication network does include not only physical gadgets and software but also a good relationship between all dep

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