Crisis Management Manual

Table of Contents 49

PART 4 51

4. Crisis Management Plan 51
51
4.1. Immediate Response Aide Memoire 52
4.1.1. Table 1: Crisis Management Team – quick reference 53
4.1.2. Table 2: Initial crisis management agenda 54
4.2. Crisis Management Structure 56
4.2.1. Group CMT Composition 56
4.2.2. Role of the crisis management team 57
4.3. Crisis Management Process 57
4.3.1. Notification procedure (Report) 58
4.3.2. Initial assessment (Assess) 58
4.3.3. Crisis management plan activation (Convene) 58
4.3.4. CMT meeting (Execute) 60
4.3.5. Crisis resolution and team stand-down (Resolve) 65
Appendix A - Initial CMT meeting agenda 69
Appendix B - Crisis Incident log 90
Appendix C- CMT Roles & Responsibilities 101
Appendix D - Crisis Control Centre

Appendix E - Crisis debrief checklist

Appendix F – Pandemic Emergency Management Plan

Part 4 Crisis Management Plan 50

4. Crisis management plan

4.1. Immediate Response Aide Memoire

Use this section to convene the team and conduct the initial meeting in extreme
time pressured situations to assess the incident and if necessary, activate the
Group crisis management team.

4.1.1. Table 1: Crisis Management Team – quick reference

GROUP CRISIS MANAGEMENT TEAM – Core members

Functional Division/Dept Role Name
Maaden Enterprise Mosaed Al Ohali
Leader Abdulaziz A. Al Harbi
Alternate Ibrahim Al-Amer
Fouzi A. Bubshait
Human Capital Leader SVP- Finance
Finance Alternate Fawaz S. D Al Enazi
Aluminum SBU Leader Riyadh Al-Nassar
Phosphate SBU Alternate Ghannam Al Ghannam
MGBM SBU Leader Hassan M. Al-Ali
Alternate Abdulrahman M. As-Sadlan
Leader David C. Schummer
Alternate Ameen Al Ghamdi
Leader Abdulaziz Nassir Al-Najim
Alternate
Leader

PME. Project Alternate
Management
Engineering

Corporate Strategic Affairs and Leader Abdulwahab Al-Janfawi
Communication Alternate Khaled Al-Ohali
Turki A. Altoaimi
Corporate Strategy Leader Ayed Hamoud A. Al-Mutairi
and Omar Boutahar
Development
Alternate

Part 4 Crisis Management Plan 51

Coordination & Facilitation Coordinator Director-Corporate EHSS
Alternate Saad Al-Twaim
Legal Facilitator Saad Al-Anazi
Procurement Alternate Khalid Al-Fantoukh
ICT Leader Raminder Singh
HR Alternate
Corp HSE & IS Leader Omar Al Harbi
Admin Services Alternate Russ Cama
Government Relation Leader Bander Awad Al-Habshan
Insurance/ERM Alternate Naser Al-Abeedi
Security Leader Ibrahim Al-Amer
Alternate Fouzi A. Bubshait
Leader Director-Corporate EHSS
Alternate Saad Naif Al-Twaim
Leader Hassan Sharaf Al-Hassani
Alternate Ahmed Alahmed
Leader AbdulGader Saud Al-Amer
Alternate
Leader Manager- Corporate Security
Alternate Abdullah Al-Sahli
Leader
Alternate

4.1.2. Table 2: Initial crisis management agenda

INITIAL CRISIS MANAGEMENT MEETING AGENDA

Roles Who is here and who is needed to conduct initial crisis
management meeting.

Facts / assumptions What is known to have occurred? What is believed to have
occurred or contributed to the situation?

Scenarios Worst case? Most likely? (Consider individually and do not discount
anything).

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Objective Agree the strategic objective?
Response
Options Consider the range of options available, agree the response and record the
decision.
Priorities
Establish your priorities including information requirements and immediate
tasking. What needs to be done now and what can wait?

Stakeholders Stakeholders Identify the range of stakeholders and prioritize according to
Communication interest/influence.
Plan and review Prepare communication strategy and messages for all stakeholders above.
Next meeting
Confirm the plan, allocate tasks and check all actions have been allocated.

Time and location/method.

4.2. Crisis Management Structure

STAKEHOLDERS MAIN EFFORT TEAM COMPONENT
RESPONSIBILITY GCMT
Control, command Group crisis
Government and communicate
Authorities management team
Regulators
Shareholders Group Crisis (GCMT)
Board of Directors Management
National & state - Core team
media Plan
- Supporting
Group Policies members
and templates
Group strategic

direction &

leadership

Local media aCnodorrdeisnoaltvee Affiliates crisis management ACMT Affliate crisis
Local government Contain plans management
authorities Business continuity team (ACMT)
Local staff & plans and procedures
family Tactical direction &
Site emergency management management
Local staff & plans and procedures
family EMT Site emergency
Local Site incident management and management
contractors response plans and procedures team
Emergency
services Risk treatment plans Site incident
response
teams

Risk Assessments

The Ma’aden crisis management structure is based upon a hierarchical structure from
a Group Crisis Management Team (GCMT) at the pinnacle through to the affiliates
CMT (ACMT) and then and Emergency Management Teams (EMT) at a site level. The
sites should operationally manage incidents at source.

The Group CMT will provide direction, support and additional coordination of all wider
company response.

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4.2.1. Group CMT Composition
The GCMT comprises two elements:

Core Team The core team consists of a chairperson, coordinator and facilitator and
representatives from each of the business areas and functions that are most
Support likely to be involved in all types of crisis incidents.
Specialists
The core team is supported by representatives from specialist areas. These
representatives will be called upon for support based upon the nature, scale
and impact of the crisis. They do not form part of the core team and will not be
required for all types of incident.

Please see the diagram below for a graphical representation of the GCMT structure.

GROUP CMT COMPOSITIONS
GCMT LEADER

PME. Project
Management
Engineering

Core Team

The Core Team provides the decision-making and organizational element of the
CMT. It is a small, fixed team comprising permanent dedicated crisis

Part 4 Crisis Management Plan 54

management posts (these roles are manned by normal operational staff – role
descriptions are provided in Appendix C)

• CMT Leader
• Coordinator (Director, EHSS/Or Equivalent)
• Phosphate SBU Leader
• Aluminum SBU Leader
• MGBM SBU Leader
• Corporate Strategy & development
• EVP/SVP, Shared Services and Security
• Corporate Affairs and Communication
• Human Capital
• Finance
• Facilitator

Each post within the Core CMT needs to have a defined alternate in case the
primary member is unavailable.

Support Specialists

The Support Specialists are a component of the team which are not fixed and
provide the advisory and action component to the GCMT. Specialists are brought
to sit with the Core Team according to the nature of the crisis and the
requirements of the CMT Leader. Specialist support roles which may be required
include:

• Insurance/ERM
• Administration Services
• Health, Safety & Environment
• Government Relation
• ICT
• PME. Project Management Engineering
• Security
• Legal
• Procurement
• HR

Support Specialists will join the GCMT meetings when specifically requested to
do so by the CMT Leader or Coordinator.

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Tier IIII Group Crisis Management Team
Corporate Level GCMT Leader

FACILITATOR COORDINATOR

SBU’S Human Capital Corporate EVP, Shared Finance Corporate
Affairs and Services and Strategic and
Communicatio Developing
Security

Corporate Security GCMT Support Specialist Legal
Government Relation Insurance/ERM
Procurement Admin Services
HSE
ICT Local Crisis Management Team HR

Tier III
Affiliates Level

VP Operation VP Technical VP Finance Planning & HSE & ISD Director
Economic Director
Tier II
Facility/site Level Emergency Coordination Center

Communication liaison Officer Planning & Operation Logistic Officer
Officer Officer

Tier I Incident Commander Incident Safety Officer (ISO)
Facility/site Level

Rapid Intervention Team (RIT)

Fire Chief or Affected Area ERT Security Security Company
his designate Marshall Team leader Marshall Communication Physician

Emergency Dispatcher
Response
Staging Area Duty Nurses
Team Manager 56

Part 4 Crisis Management Plan

Major Red Group Crisis Management Team
GCMT leader

FACILITATOR COORDINATOR

SBU’S Human Capital Corporate SVP, Corporate Finance Corporate
Affairs and Services and Strategic and
Communicatio Security Developing

Corporate Security GCMT Support Specialist Legal
Government Relation Insurance/ERM
Procurement Admin Services
EHS
ICT HR

Moderate Orange Affiliates Local Crisis Management Team
Local Crisis Management Team

VP Operation VP Technical VP Finance Planning & EHSS Director
Economic Director

Part 4 Crisis Management Plan 57

Minor Yellow Group Emergency Coordination Center
Emergency Coordination Center
Communication
Officer liaison Officer Planning & Operation Logistic Officer
Officer

Minor Blue Group Incident Commander Incident Safety Officer (ISO)
Incident Commander
Rapid Intervention Team (RIT)

Fire Chief or Affected Area ERT Security Security Company
his designate Marshall Team leader Marshall Communicatio Physician
n Dispatcher

Emergency Staging Area Duty Nurses
Response Manager

Team

Part 4 Crisis Management Plan 58

4.2.2. Role of the Crisis Management Team

The principle role of the Crisis Management Team (CMT) is to ensure the crisis
preparedness of the organization and to coordinate the activities necessary to deal
effectively with a crisis. It will take primary responsibility for the protection of the
brand reputation of Ma’aden and for dealing with the KSA government or authorities.
It also acts as the central point of information for Ma’aden in any crisis scenario.

The Group CMT comprises of senior management and must act in accordance with
the guidelines contained within this document to:

• Minimize risk or danger to clients, Control Risks
employees or the public.
CRISIS MANAGEMENT
• Protect the environment to the best of its RACER Methodology
ability.
REPORT
• Preserve the Company’s assets,
reputation and goodwill. NOTIFY AND ESCALATE

• Minimize risk to the financial position of ASSESS
the Company.
EVALUATE THE IMPACT AND
• Communicate effectively, both internally SEVERINITY
and externally ensuring that external
communications center on key CONVENE
stakeholders, including the authorities and
the media. BRING TOGETHER THE MOST SUITABLE
INCIDENT MANAGEMENT TEAM
• Provide policy guidance in areas not
covered by these guidelines. EXECUTE

Roles and responsibilities for each core and EXECUTE FIRST RESPONSE
supporting member of the Group CMT are PROTOCOL (See reverse)
attached in Appendix C.
RESOLVE

REVIEW AND LEARN LESSONS

4.3. Crisis Management Process

Ma’aden uses the R-A-C-E-R process for notifying and assessing an incident,
activating the CMT and managing the incident to its resolution. The RACER acronym
is used to remind users of the process’s five key steps:

• Report - Notify and escalate information

• Assess – Evaluate nature and severity

Part 4 Crisis Management Plan 59

• Convene – The most suitable team
• Execute – Agree objectives, make decision and take action
• Resolve – Close the incident, review and learn lessons

4.3.1. Notification procedure (Report)

It is the responsibility of all members of staff to report any incident and potential
emergency and/or crisis, and for the affiliates to adopt the Ma’aden notification and
escalation process through the Emergency Management Teams (EMT’s) to the Group
CMT.

Ma’aden operates a policy of prudent internal overreaction i.e. if in doubt, always
notify (within the organization only). The EMT’s and CMT’s have a process to
rapidly assess an incident and deescalate if required.

Notification should be via the regular notification and escalation chain where
appropriate but always via a live route i.e. direct verbal notification that is
immediately acknowledged. Via hotline GCMT coordinator should notify ministries
such as MEIM and HCIS when necessary.

Any member of staff should notify a member of their organizations CMT directly
where the urgency or potential severity warrants this.

Notifiable incidents

Any incident that may potentially:

• Present a threat to life
• Detrimentally impact and/or affect the environment
• Destroy or damage significant assets
• Threaten the loss of information or intellectual property
• Disrupt production
• Cause significant financial impact
• Have a significant, negative media or reputational impact
• Have a significant impact upon stakeholders

4.3.2. Initial assessment (Assess)

The member of the CMT to receive notification of an incident should

Part 4 Crisis Management Plan 60

notify the CMT Coordinator. The CMT Coordinator should then conduct an
assessment based upon the impact criteria defined in Part 2 of this crisis
management framework and then notify the appropriate people and
escalation/activate the appropriate response teams.

4.3.3. Crisis management plan activation (Convene)

The Group CMT should be aware of an incident before it becomes a crisis. The
activation of the Group CMT should be as a result of a known incident escalating into
a worse situation and requiring strategic direction and decision making.

The CMT Leader or in his absence, the Deputy CMT Leader, may activate this plan
by convening a full or partial CMT meeting.

The activities that need to be performed to set up and close down the Crisis Control
Centre are included in Appendix E.

Incident assessment and escalation process is provided at Part 3 of this crisis
management framework.

4.3.4. CMT meeting (Execute)

The recommended initial CMT meeting agenda is provided at Appendix B. This
meeting agenda can be tailored to suit the specific circumstances of the incident.

A form to assist the record keeper and CMT Leader collect key information during the
initial CMT meeting is provided in Appendix C.

The structure for collecting and recording information on whiteboards during the
CMT involvement in managing the crisis is included in Appendix D.

4.3.5. Crisis resolution and team stand-down (Resolve)

Once a crisis has been successfully resolved, it is important that an objective review
is undertaken to examine the actions and events of the crisis period.

The review should take the form of a workshop or de-brief facilitated by the Coordinator
in close consultation and with guidance from the Team Leader. It should involve key
personnel from all levels of the crisis management

Part 4 Crisis Management Plan 61

process, plus other key stakeholders (if appropriate).

The review should be used to examine the practices and processes that underpin
this Ma’aden crisis management plan (CMP) and any supporting procedures. The
experiences, both positive and negative, can then be used to refine this CMP and
associated procedures to improve future capabilities. A checklist that can be used to
help facilitate lessons learned and corrective actions can be found at Appendix E.

Other considerations for the review process include:

• The sensitivity of findings and documentation. Legal advice should be sought if
there are concerns that the findings of the review could affect legal proceedings
or other governmental inquiries.

• The use of third-party facilitators who have no emotional attachment to events.

• The impact of the review on Ma’aden staff, particularly if serious injuries or fatalities
occurred. Extreme sensitivity should be exercised in this case.

• Where appropriate, key findings should be developed into tasks that can be
implemented and measured.

• Training and exercise sessions should be updated with key changes.
• All documentation from the crisis and the review should be handled as ‘in-

confidence’ and archived as appropriate.

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Appendix A

Initial CMT

meeting agenda

Part 4 Crisis Management Plan 63

CMT INITIAL MEETING AGENDA

Roles and Articulate and confirm roles.
1 Responsibilities Are any functional specialists required?

2 Facts and Identify and record what is known to be true. Identify and
list separately what is believed to be of relevance.
Assumptions

3 Scenarios Define the current and potential classification of the crisis.
Consider the full range of potential scenarios and
identify:

• worst case scenario

• most likely scenario

4 Objective(s) Agree the strategic objective(s). Record and mark-up
5 Response Options prominently in CMT room.
6 Priorities
7 Stakeholders Agree the indicators denoting a successful outcome. i.e. what must
be achieved to return to normal business?
8 Key Messages
Identify the courses of action available and consider which are
most likely to achieve the strategic objective.

Ensure it is clear to all what option has been chosen and record
the decision.

Establish the priority actions and information requirements
of the chosen course of action.

Carry out a stakeholder analysis and produce a comprehensive
stakeholder list.

Consider stakeholders interest at stake and influence they
may exert.

Determine the key messages for each stakeholder group.
Allocate an individual to lead the messaging of each group and
collectively review to ensure all are owned.

Agree the media strategy, prepare and approved statements
and nominate a spokesperson / interview lead. Remember
to include local (to the incident) IMT media representation.

9 Next Meeting Agree time and location/method of next meeting. Initiate next
meeting with a review all the agenda points from the previous
meeting and then recycle this agenda.

Part 4 Crisis Management Plan 64

Appendix B
Crisis Incident log

CRISIS LOG Crisis Ref No. or Name Entry No. Date/Time
Name
CMT Role

1. Meeting Attendees Leader
Corporate Services & Security
Corporate Affairs & Communication
Finance
Aluminum SBU
Phosphate SBU
MGBM SBU
Human Capital
Corporate Strategy and Development
Legal
Coordinator
Facilitator

Facts Assumptions
1. 1.

2. 2.

3. 3.

Worst Case Scenario:

2. Impact
Assessment
Initial impact assessment:

3. Objective(s) People:
Environment:
Assets:
Reputation:
Stakeholders:
A.

B.

4. Response Options C.

D.

Chosen Option: Chosen By: (Normally the Crisis
Task Team Chair)

Delegated to Expected
Completion
Time/Date

5. Task list

Part 4 Crisis Management Plan 67

Agreed Stakeholders (in Responsible Next Contact
priority order) Venue: Time/Date
Due

6. Stakeholders 1.
2.
7. Key Messages 3.
8. Next Meeting 4.
5.
6.
7.
1.
2.
3.
4.
5.
Time/ Date:

Part 4 Crisis Management Plan 68

Appendix C

CMT Roles and
Responsibilities

D.1 Core CMT Members

TEAM GCMT LEADER
POSITION
Role To provide the strategic direction and primary decision-making
capability within the team
Pre-Incident
• Understand the requirements of the plan and support its

implementation

• Ensure an assessment and classification of potential incidents has been

completed and is maintained

• Ensure satisfactory incident planning is always in place
• Allocate necessary budget and management time for training
• Sponsor suitable awareness and training for those persons involved in the

team

During • Follow the Ma’aden crisis management procedures
Incident • Confirm the composition of the team
• Receive briefs on the crisis from the Coordinator
• Ensure relevant stakeholders remain engaged and informed
• Check the facts of the situation
• Ensure the correct process is followed (RACER AND First

Response Protocol)

• Authorise the official company response (according to level of

the responsibility)

• Be responsible for the conduct of the response to all incidents
• Delegate work streams to team members according to their

responsibilities

• Develop policy options and recommend courses of action
• Ensure correct authorisation limits for team members are followed
• Oversee implementation of actions
• Confirm the incident is being managed at the correct level
• Provide final approval on all communication material issued to the media,

employees and other stakeholders

Post- Incident • Determine when crisis is over
• Initiate post-incident analysis
• Ensure the lessons learned from incidents are captured

Part 4 Crisis Management Plan 70

TEAM COORDINATOR
POSITION
Role To provide the focal point for all team activities and incident
information
Pre-Incident
• Ensure the CMT is appropriately trained
• Ensure regular testing of the team according to Ma’aden policy
• Review the CMP at least once each year and amend as required
• Distribute the CMP and amendments to the respective team

members as appropriate

• Act as CM champion to raise and maintain awareness across

organization

• Apply governance, control and monitoring to ensure that the Crisis Control

Centre facilities are maintained and regularly tested by Admin Services

• Conduct CM document control responsibilities

During • Act as the team focal point during an incident
Incident • Receive all incident notifications on behalf of the CMT
• Convene meetings of the team according to the nature of the crisis and as

agreed with the Leader

• Coordinate the initial meeting (whether physical or virtual)
• Provide the initial overview briefing to the team – all known facts and any

assumptions

• Keep the Leader closely informed of all developments and

the information

• Brief team members on developments not requiring an executive decision

and hence, relieve the team of the need for frequent meetings

• Maintain regular liaison with the other teams, if activated
• Monitor the progress of actions
• Ensure agreed team actions are carried out on time
• Ensure appropriate administration back-up/support is provided to the CMT

Post- Incident • Critique crisis management methodology for effectiveness and

efficiency and report to team

• Review and correct any procedural deficiencies
• Arrange, coordinate, facilitate and report upon the post-incident review

meeting

Part 4 Crisis Management Plan 71

TEAM FACILITATOR
POSITION

Role To accurately record information during the CMT response period
(including all key decisions and actions conducted by the team)

Profile • Discrete
• Strong verbal understanding and written skills
• Able to follow complex issues
• Strong (fast and accurate) typing skill

Pre-Incident • Be familiar with the Crisis Control Centre layout and facilities
• Be familiar with the record keeping requirements during a GCMT

activation

During • Record all actions, decisions, issues and risks
Incident • Record dates/times of receipt of information and updates
• Record dates, times and allocation of actions and decisions

the

• Chase progress on actions assigned to team members
• Collate updates from team members during a crisis
• Prepare collective team updates for approval and distribution/

escalation

Part 4 Crisis Management Plan 72

TEAM COMMUNICATIONS
POSITION
Role CCD will manage Crisis Communication Center

Pre-Incident • Assist in scenario planning / horizon scanning
• Develop the crisis communication plan
• Prepare media ‘guide-line’ documents, ensure it is on-hand and ready (

included in the crisis communication plan)

• Prepare draft Q & A and draft statements for emergency services, media

response teams and relative response teams

• Select and media-train spokespeople to work in crisis environment
• Ensure procedures are in place for media handling
• Allocate a press conference room
• Ensure organization is able to cope with large volumes of

consumer enquiries

• Ensure all forms and information templates are on hand and ready
• Develop and receive pre-approval for holding statements as

appropriate to the local environment, culture, and language

During • Assess requirement for, deploy and manage, PR support agencies (teams)
Incident • Develop an overall communications procedures for the CMT to use in

responding to immediate enquiries

• Continually assess the possible reputational impact of the incident and how

best to mitigate a negative impact, seeking legal advice if required

• Provide the initial overview briefing to the Media on a need-to- know

basis, upon authorisation and prior approval from the CMT Leader

• Assist in selection and preparation of Corporate Spokesperson (ensure

spokesperson is current on all circumstances of the crisis prior to any
contact with media).
the

• Assist in the development of, and publish, press releases in

collaboration with legal advisors which are authorised by CMT Leader,
ensuring they reflect the strategies developed by them (depending on
crisis level)

• Brief designated Directors and spokespeople on appropriate

statements, responses and talking points

• Control and protect the flow of information (trying to keep the company

as sole source of reliable information during the crisis)

Part 4 Crisis Management Plan 73

During the • Produce holding statements on behalf of the CMT for (amongst others);

Incident (cont.) employees, company switchboard operators (call handlers), media
response teams, relatives response teams

• Brief staff internally, in collaboration with HR, on the incident
• Assist victim(s) families in dealing with media
• Identify a spokesperson to specifically handle incoming media inquiries;

ensuring enquiries are logged, statements circulated and to monitor media
coverage

• Organise all press conferences and interviews
• Coordinate with law enforcement or regulatory media

spokespersons and other pertinent parties

• Monitor social media platforms and brief CMT and Chairman on social

media status on a regular basis

• Respond and manage social media responses in accordance with

direction from CMT Leader

• Monitor the progress of required actions and ensure they are carried

out in a timely manner

• Guide / escort any on-site reporters
• Develop likely Question & Answer responses for stakeholder groups

Post- Incident • Coordinate all external information about the crisis for debrief
• Assist in the preparation of post-incident analysis and debrief

communication with internal or external parties

Part 4 Crisis Management Plan 74

TEAM FINANCE
POSITION

Role To provide financial advice and input to the team
Pre-Incident
• Ensure availability of emergency liquidity in remote locations and main

office

• Pre-approve and communicate spend authorisation levels during

emergencies for the CMT and remote staff

During • Advise on the financial implications of determined courses of action
Incident • Ensure that adequate funds can be obtained at short notice if

necessary

• Assess financial impact on the organisation and update predictions on a

regular basis

• Liaise with insurance companies and loss adjustors as appropriate
• Retain a full audit trail of all financial transactions related to the incident
• Implement procedures relating to the documentation, approval authority

the and payment of all expenses related to the crisis

• With Legal and HR, identify and assist with immediate financial

concerns of victims and their families

• Advise on all insurance-related matters connected to the crisis
• Liaise with site finance managers on financial matters as

appropriate

• Monitor on-going financial/accounting needs related to the incident

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the Group

Part 4 Crisis Management Plan 75

TEAM HUMAN CAPITAL
POSITION
• To provide human resources and Sustainability advice and input to the crisis
Role response

• To utilize relationships and knowledge of local government requirements to
allow the GCMT to make well-informed, fast and effective decisions based
on the best possible information.

• Ensure employees records are updated and accessible with full information for

direct and non-direct hire.

Pre-Incident • Has expert/intimate knowledge of government legislation and regulation.
• Establish recruitment and retention procedures
• Develop or customize procedures for communication with staffing suppliers

• Maintains a list of key government contacts.
• Liaise with HR and assist re Human resources requirements

• HR crisis committee will provide advice, and support on HR and

sustainability issues to the Chairman

During • As directed by the Chairman, establish direct communications and liaison
Incident
the with relevant people at the affected facility and global level

• Coordinate with staffing suppliers re supply of temporary staff if required.

• Record the actions and events within log system.

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the Group
• Support the GCMT Leader with decision-making (event classification,

team composition, frequency of meetings, crisis response, task
delegation etc.)

• Ensure relevant government stakeholders and kept updated.
• Identify any potential risks/impacts from the incident and response in

relation to Government engagement and regulation and notify the
GCMT

• Manage and oversee implementation of actions in the department
• Ensure any actions attributable to the department are actioned/

implemented.

Part 4 Crisis Management Plan 76

TEAM GCMT SBU LEADERS (ALUMINIUM SBU/PHOSPHATE SBU/
POSITION MGBM SBU)

Role To provide specialist knowledge in their area of expertise, to allow the CMT to
make well-informed, fast and effective decisions based on the best possible
information.

Profile • Has expert/intimate knowledge of their SBU
Pre-Incident • Understand the requirements of the plan and support its

implementation

• Help facilitate awareness and training of the CMP for their area of

expertise.

During • Analysis and evaluation of the current situation and consideration of
Incident
possible management responses and the measures / resources these
would require

• Support the GCMT Leader with decision-making (event classification,

team composition frequency of meetings, crisis response, task
delegation etc.)

• Support the Coordinator (when there is capacity to do so)
the • Delegate tasks to SBU operational units and/or departments for

completion

• Receive briefs on the crisis from the Coordinator
• Ensure relevant stakeholders for the SBU remain engaged and

informed

• Check the facts of the situation
• Oversee implementation of actions in the relevant SBU

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the CMP

Part 4 Crisis Management Plan 77

TEAM CORPORATE STRATEGY AND DEVELOPMENT
POSITION

Role To support the GCMT if required.
Profile
• Has expert/intimate knowledge of the current corporate strategy and

current M&A deals

Pre-Incident N/A

During • Support the GCMT Leader with decision-making if required.
Incident • Receive briefs on the crisis from the Coordinator

the

• Analyze/evaluate and report any potential crises risk/impact on current

M&A deals.

• Ensure any actions attributable to the department are actioned/

implemented

Post- Incident

Part 4 Crisis Management Plan 78

TEAM Project Management Engineering
POSITION

Role To provide Project Management, engineering and procurement support to the
Pre-Incident GCMT

• Provide support to Administration Services and CSD to complete

implementation of the Crisis Control Centers

• identify and implement a fast-track process for engineering, procurement

and project management requirements in response to a crisis

• Identify key project timescale and point of contacts.

During • Provide support and assistance to the GCMT for any procurement
Incident
requirements in response to a crisis incident

• Take ownership of engineering project process during crisis

response
the

• Identify project issues/problems and report these to GCMT.
• Monitor and resolve any project procurement and execution issues during

crisis response

• Keep a personal log of actions, events and issues

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the CMP
• Implement any required actions resulting from the post-incident review

Part 4 Crisis Management Plan 79

D.2 Supporting CMT Members

TEAM INSURANCE/ERM
POSITION
Role To provide insurance advice and input to the team

Pre-Incident • Ensure appropriate insurance policies are in place and maintained
• Identify any policy requirements stipulated by the insurance

company or underwriter

• Ensure specific policy requirements are communicated
• Identify any post-incident communication and response requirements

stipulated by the insurance company or underwriter (e.g. loss adjustors,
salvage companies, etc.)

• Assess risks gathered and quantify most significant risks
• Establish a Risk Appetite and Risk Tolerance for each SBU/Affiliate in

relation to the significant risks

• Prioritise treatment of risks outside the stated Appetite to bring within

the stated appetite or ensure BoM is aware of risks remaining outside
the Risk Appetite.

• Monitor implementation of Risk Treatment Plans and flag to SBU / Affiliate

head where treatment plans not being implemented.

During • Work with and advise the CMT on the incident assessment
Incident • Identify if insurance company needs to be informed and liaise with

insurance company as required

• Identify any specific response requirements or actions from the

insurance company and advise the CMT accordingly

• Coordinate specific insurance company requirements

the

• Act as the main point of reference for all insurance company

communication

• Identify and prepare any claims from the insurance company in

conjunction with relevant SBU insurance focal point.

• Advise CMT regarding any constraints of the insurance company and/or

policy to allow informed decision making.

• Keep a personal log of actions and events

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the Group
• Review insurance coverage and make any necessary adjustments to

insurance policies

• Monitor and resolve any insurance claims

Part 4 Crisis Management Plan 80

TEAM LEGAL
POSITION

Role To provide legal advice and input to the crisis response
Pre-Incident
• Analyse and identify potential legal liabilities that may arise.
• Develop broad strategies to minimize legal exposures in the event of an

emergency likely to precipitate a crisis.

• Identify sources of expert legal advice and contract for rapid support

when required.

During • Ensure the CMT acts within the law at all times
Incident • Advise on existing contracts
• Authorise legal expenditures
• Assess the legal and regulatory implications of the incident
• Review press releases, web and other communications for legal

implications

• In concert with HR, determine possible labour issues that may be involved

with unionised workforce or because of regulations
the

• Discuss potential for declaring force majeure and assess the

ramifications of that decision; engage with finance, Team Leader and
relevant Operations functions as needed

• Determine if there may be any criminal liability risk against the

company or employees

• If local legal counsel has been pre-designated, contact them and determine

if they are available to assist (they may be impacted by a community-wide
disaster)

• Ensure the maintenance of a chronological record (legal log) of all actions

taken by the CMT for the duration of the crisis

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the Group

Part 4 Crisis Management Plan 81

TEAM INFORMATION TECHNOLOGY
POSITION

Role The IT representative advise the CMT on all aspects
Pre-Incident
• Understand the requirements of the plan and support its

implementation

• Help facilitate awareness and training of the CMP for their area of

expertise.

During • Ensure availability of network and identified applications in their defined
Incident
recovery time objectives

• Oversee the redirect of traffic from primary site to alternate site
• Ensure traffic volume is controlled based on DR capacity and

business critical requirements

• Restore DR site as per defined service levels
• Interact with the business functions and keep them informed

regarding IT availability status

the • Coordinate with IT vendors and place orders to procure new

equipment utilizing MA’ADEN’s

• Emergency Procurement Procedure
• Restore business critical applications as per their priority
• Keep the DR environment in sync with the main production

environment

• Coordinate with administrators for keeping/maintaining regular backups
• Coordinate with application vendors for recovering/ restoring

application systems as and when required

Post- Incident • Post disaster- restoration of data from the alternate site to the primary

site

• Participate in post crisis review through evaluating the response of the IT

Continuity Plan

• Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the CMP

Part 4 Crisis Management Plan 82

TEAM PROCUREMENT
POSITION

Role To provide procurement support to the GCMT

Pre-Incident • Identify and implement a fast-track process for procurement

requirements in response to a crisis

• Agree emergency procurement process and approval/authority levels

with Finance, CSD and CEO

• Identify key procurement and supplier point of contacts.

During • Provide support and assistance to the GCMT for any procurement
Incident
requirements in response to a crisis incident

• Take ownership of the procurement process during crisis response
• Identify procurement issues/problems and report these to the GCMT
• Monitor and resolve any procurement issues during crisis response

the

• Ensure the emergency procurement process and approval/

authority levels are followed during crisis response

• Ensure the necessary procurement controls are applied during crisis

response

• Keep a personal log of actions, events and issues

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the CMP
• Implement any required actions resulting from the post-incident review

Part 4 Crisis Management Plan 83

TEAM ADMIN SERVICES
POSITION To provide administration services to support the GCMT and crisis response

Role

Pre-Incident • Ensure all stationery is provided and maintained to the required levels in

the primary and alternate Crisis Control Centers

• Ensure all facilities are in working order and are maintained in the primary

and alternate Crisis Control Centers

• Be familiar with the setup requirements and instructions for the primary

and alternate Crisis Control Centers

During • Set up the Crisis Control Centre as per the setup instructions in the Crisis
Incident
Management Plan

• Set up the GCMT positions as required in the Crisis Management plan
• Check that all equipment is working correctly
• Check that all the stationery items are available
• Ensure the Crisis Control Centre is secured and only GCMT or those with

the GCMT invitations are allowed into the room

• Ensure there is plenty of water available in Crisis Control Centre
• Ensure the coffee machine is activated and there is an ongoing supply

of refreshments to the GCMT

• Provide assistance, advice, and support to the GCMT as required
• Keep a personal log of actions and events

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the Group
• Maintain a record of all actions and assignees from the post- incident

review

• Monitor and track completion of post-incident review actions
• Report progress of post-incident review actions to the GCMT

Coordinator

Part 4 Crisis Management Plan 84

TEAM GOVERNMENT RELATION
POSITION

Role To utilize relationships and knowledge of local government requirements
to allow the GCMT to make well-informed, fast and effective decisions
based on the best possible information.

Pre-Incident • Has expert/intimate knowledge of government legislation and

regulation.

• Maintains strong relationships with key government members
• Maintains a list of key government contacts.

During • Understand the requirements of the corporate crisis management plan
Incident
the (GCMP) and support its implementation

• Help facilitate awareness of GCMP measures to key government

stakeholders

Post- Incident • Analysis and evaluation of the current situation and consideration of

possible government communications.

• Support the GCMT Leader with decision-making (event classification,

team composition, frequency of meetings, crisis response, task
delegation etc.)

• Support the Coordinator (when there is capacity to do so)
• Receive briefs on the crisis from the Coordinator
• Ensure relevant government stakeholders and kept updated.
• Identify any potential risks/impacts from the incident and response in relation

to Government engagement and regulation and notify the GCMT

• Check the facts of the situation
• Manage and oversee implementation of actions in the department
• Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the GCMP
• Ensure any actions attributable to the department are actioned/

implemented

Part 4 Crisis Management Plan 85

TEAM HEALTH, SAFETY & ENVIRONMENT
POSITION
Role To provide HSE advice and input to the crisis response

Pre-Incident • Establish an HSE review Framework.
• Establish definition of HSE Crisis and develop a crisis management plan.
• Conduct regular risk assessment and audits for HSE risks.
• Establish / Create / Assign an HSE Crisis Management Team (or sub team).
• Implement and report all incidents and ensure these are fed into a risk

register.

• Provide HSE training to ensure safe activity of staff.
• Understand the requirements of the plan and support its

implementation.

• Help facilitate awareness and training of the CMP for their area of

expertise.

• Maintain list of staffing contacts within HSE.
• Maintain list of Key stakeholder contacts within HSE.
• HSE risks are assessed in all capital projects, in the engineering and design

of modifications to existing facilities, in new facility design and construction

• Written operating procedures are developed and implemented in

compliance with regulations, the company’s HSE vision, mission and
policy.

• Critical systems, alarms and shutdown procedures are regularly tested at all

facilities. Monitoring equipment is regularly maintained and calibrated, and
results evaluated

• Qualification and capabilities of emergency responders, training and

education, response time and staffing.

• Strategic business plans are defined and implemented to optimize the

impact of those issues of greatest potential.

• Develop Rapid response mechanism for depending of risk type.

During • Keep a personal log of actions and events.
Incident • Media Management.

the

• Ensuring preservation of life remains a paramount priority.
• Making sure teams on the ground are passing up relevant

information to the GCMT.

Part 4 Crisis Management Plan 86

During the • Ensuring no further injury as a result of any crisis event.
• Liaising with third party contractors.
Incident (Cont.) • Providing on-going HSE related guidance and advice to

Management Team and CMT.

• Liaising with government authorities (emergency services).
• Counselling and support to affected party (ies).
• HSE regulatory bodies reporting requirements.
• Off-site assistance and protection of neighbors, the community and

environment.

• Immediate cause of the incident.
• Safe movement of personnel and vehicle.
• Risk of escalation like secondary explosions etc. and community

communication.

• Health Hazards, exposure controls and personal protection.

Post- Incident • Contribute to post-incident analysis.
• Establish a post incident analysis mechanism.
• Ensure the lessons learned from incidents are captured for the Group
• Contribute to post-incident analysis.
• Ensure the lessons learned from incidents are captured for the GCMP.
• Ensure any actions attributable to the department are actioned/

implemented.

• Disposal considerations.
• Ecological information.

Part 4 Crisis Management Plan 87

TEAM HUMAN RESOURCES
POSITION
Role To provide human resources advice and input to the crisis response

Pre-Incident • Ensure records of employees and next of kin are complete and up to date
• Establish procedures for liaison with Police, contractor

management on HR matters if appropriate

• Develop or customise procedures for communication with next of kin
• Establish and maintain a network of welfare and counselling

services

During • Obtain full details of the emergency in terms of the threat/damage to people
Incident
and actions in train

• Identify potential and/or actual human resource concerns,

questions, issues and actions

• Participate in development of Human Resource plan for this

particular emergency

• Obtain personnel on-site lists and next of kin/emergency contact details

for the affected facility/site

the • Provide assistance, advice, and support on HR issues to the

Chairman

• As directed by the Chairman, establish direct communications and liaison

with relevant people at the affected facility and global level

• Coordinate the communication of appropriate advice about the

emergency to next of kin

• Activate and coordinate counselling and welfare services for the

casualties, other employees and next of kin

• Keep a personal log of actions and events

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the Group

Part 4 Crisis Management Plan 88

TEAM CORPORATE SECURITY
POSITION

Role To provide security advice and input to the crisis response
Pre-Incident
• Ensuring Security Staff are appropriately trained and briefed

regarding roles and actions

• Maintaining a record of all security staff and staffing suppliers contact

details

During • Keep a log of actions and events
Incident • Ensuring preservation of life and prevention of injury remains a

paramount priority

• Making sure security teams on the ground are passing up relevant

the information to the GCMT

• Liaising with third party contractors (i.e. security guards)
• Providing on-going security related guidance and advice to

Management Team and CMT

• Liaising with government authorities (emergency services)

Post- Incident • Contribute to post-incident analysis
• Ensure the lessons learned from incidents are captured for the Group)

Part 4 Crisis Management Plan 89

Appendix D
Crisis Control Centre

Part 4 Crisis Management Plan 90

1. Location of the Crisis Command Center (CCC)

The location of the Crisis Command Centre (CCC) will be dependent upon the
location and duration of the incident. Three potential locations have already been
identified and are capable of providing the required facilities.

These are detailed below.

CRISIS COMMAND CENTRE (CCC) LOCATIONS

Location Remarks

Primary Location – To be used if the Corporate Office is
MA’ADEN’s Corporate Office accessible with viable working
1st Floor Board Meeting Room - Riyadh conditions.

First Alternate Location To be used if the Corporate Office
Holiday Inn Hotel in exit 7 (the nearest place with building is NOT accessible, but while
facilities) viable working conditions exist in Riyadh.

Second Alternate Location To be used if the Corporate Office building
RAK – AL-JUBAIL is NOT accessible and viable working
conditions DO NOT exist in Riyadh.

The exact location for the crisis command center will be decided at the time the Group
CMT is activated and will be confirmed during the activation call to each Group CMT
member.

2. Activating the Crisis Command Center (CCC)

If a CCC is required to be activated, the Group CMT Coordinator will notify a
member of the Corporate Industrial Security Department (CISD) and ask them to
prepare the designated CCC.

The CISD member will then notify the Group administration department and proceed
immediately to the designated CCC. Do not forget your key to the Crisis Management
Team cupboard.

Part 4 Crisis Management Plan 91

3. Setting up the Crisis Command Center (CCC)

Upon arrival at the designated CCC, unlock the crisis control team cupboard and follow
these instructions to set up the CCC.

4.4. Telephone setup

1. If the CCC contains a conference/spider phone only then do the
following:

a. Check the conference phone has extended speaker/microphone parts.

b. Place the main conference phone part in front of the CMT Leader position
on the table.

c. Place each speaker/microphone extensions on either side of the table near
the other CMT positions.

d. Check the conference phone works and can dial out to another number.
e. If no conference/spider phone exists in the CCC and individual phones are

required for each CMT position, then do the following:
f. Go to the Crisis Control team cupboard and take out all the telephone

handsets.
g. Place one handset beside each crisis management team position around the table
h. Plug in each handset into the available telephone point.
i. Check each handset to make sure it is working

4.5. Folder distribution

1. From the crisis control center cupboard take out each of the box folders for the
core crisis management team members labelled with the following names:

• Leader
• Coordinator
• Human Capital
• SBU Leaders

Part 4 Crisis Management Plan 92

• Legal
• Insurance/ERM
• Corporate Communications
• Record keeper
2. Place the CMT Leader folder at the end of the table furthest from the crisis

management cupboard.
3. Place each of the other folders at a chair position around the table.
4. Place half of the folders on the left-hand side of the CMT Leader position and the

other half on the right-hand side of the CMT leader position.

4. Name plate setup

5. Open each CMT position folder on the table in turn.
6. Extract the name plate card from each folder
7. Fold the name plate card for each folder
8. Place the name plate card at front of the position, so the name of the card can

be seen by every other position around the table.

4.6. Stationery setup

1. Go to the crisis management team cupboard and take out the following from the
cupboard:

• 11 A4 pads
• 11 Post-It note pads
• 11 pencils
• 11 pens
2. Place one of each of the above stationery items at each of the crisis

management team positions around the table.

4.7. Whiteboard setup

1. Locate whiteboard eraser and whiteboard pens (multiple colors) from the CCC
stationery.

Part 4 Crisis Management Plan 93

a. Check whiteboard pens and ensure they are NOT permanent markers, flipchart
markers, etc.

b. If no whiteboard eraser is present, obtain a whiteboard eraser from the nearest
meeting room or administration services.

c. Ensure there is one whiteboard marker pen of each color (red, black, blue
and green).

d. If whiteboard marker pen colors are missing, obtain whiteboard pens from
nearest meeting room or administration services.

e. Check whiteboard marker pens to ensure each color works.

2. Before any information is wiped from the whiteboard, ensure that either a photo
is taken, or a hand-written copy is taken.

3. Wipe the whiteboard clean of all information.

4. Draw a grid on the whiteboard to represent the columns on the table below:

Serial # Time Facts Info. / Action Responsible Completed
Comments (Y/N)

5. When using the whiteboard, ensure that information is recorded in the above
columns.

6. When the whiteboard becomes full, take a picture of the whiteboard and check
the information can be identified clearly before erasing any information from it.

4.8. Another setup

1. Check the extension number and direct dial number for each handset

2. Write the extension number and direct dial number for each handset on the name
card for each position.

3. Ensure plenty of fresh water is available to each CMT position around the table.
This should be at least two bottles of water.

4. If not, water is available in the room, take bottles of water from the crisis
management team cupboard and place by each CMT position around the table.

Part 4 Crisis Management Plan 94

5. Call the office staff and arrange for additional water to be brought to the room and
placed on the side.

6. Arrange for the office staff to prepare the coffee machine and have coffee
available for the CMT members upon arrival at the CCC.

7. Arrange for Group administration to provide a receptionist to man the
receptionist area near the entrance to the CCC.

8. If no receptionist is available, arrange for a security guard to stand by the entrance
to the CCC to stop unnecessary interruptions to the CMT.

9. Arrange for Security to lock the other entrance to the meeting room area near the
CCC.

10. Take out any other information from the crisis management team
cupboard and place on the side table in individual piles.

5. Crisis Management cupboard contents

The CMT cupboard in each CCC should contain the following items:

• A labelled folder for each of the CMT roles (core and supporting roles)
• Bottles of water x 30
• A4 lined writing pads x 15
• A5 shorthand pads x 15
• Pencils x 15
• Normal writing pens (black) x 15
• Normal writing pens (red) x 15
• Pencil Erasers x 15
• Bluetac x 1
• Whiteboard markers (2 x red, 2 x blue, 2 x black, 2 x green)
• Whiteboard eraser x 2
• Flipchart pens (2 x red, 2 x blue, 2 x black, 2 x green)
• Flipchart pads x 2

Part 4 Crisis Management Plan 95

• Calculators x 6
• 12-inch rulers x 3
• Tipex/correction fluid x 3
• Pencil sharpener x 3
• Paper clips x 1 box
• Sellotape x 1 roll
• Yellow Post-It note pads x 20
• Scissors x 2
• A4 2-ring binders x 2
• Place cards x 8
• 2-hole punch x 1
• Map of the Kingdom of Saudi Arabia
• Map of Riyadh
• Site maps for each of the affiliates sites
• Most up-to-date crisis management information, framework and

supplementary information for Group and affiliates on a flash drive or hard
copy.
• Most up-to-date emergency management information, framework and
supplementary information for Group and affiliates on a flash drive or hard copy.
• Copies of the most up-to-date crisis and emergency management forms
• Copy of external/stakeholder contact details for Ma’aden Group and each affiliate
• Up-to-date copy of Ma’aden and affiliate organization charts
• Access to next of kin contact details for each member of staff

6. CMT Folders

Each CMT member folder should contain the following items:

Part 4 Crisis Management Plan 96

• Contents list
• Duty Card/Role & responsibilities card
• Most up-to-date Crisis management Plan
• Crisis Management Wallet card

7. Crisis Control Centre (CCC) Equipment

Each crisis control center should be equipped with the following equipment
• Television
• Internet connectivity for the crisis management team
• A conference telephone with microphone/speaker extensions or multiple

telephones and extension numbers
• Laptop / flash drive with latest electronic copy of the crisis management plan
• At least one A0 sized whiteboard
• At least one flipchart
• Clock for time keeping
Access to the following equipment either in the CCC or nearby:
• Photocopier
• Color printer
• Fax machine
• Cross-cut shredder

8. Closing down the Crisis Command Center (CCC)

Once the crisis has been declared over/resolved or the CCC has been declared by the
CMT Leader as no longer required, the following activities should be undertaken.

Part 4 Crisis Management Plan 97

4.9. Telephones

1. If the CCC contains a conference/spider phone only then do the
following:

a. Check the conference phone has extended speaker/microphone parts
2. If no conference/spider phone exists in the CCC and individual phones were

required for each CMT position, then do the following:
a. Unplug the telephone from each CMT position.

b. Coil the cable around each telephone.
c. Place each telephone back inside the crisis management team cupboard

d. Check that all telephones have been returned to the cupboard.

4.10. Folder collection

1. Place each name plate in the corresponding folder
2. Collect each folder and all the papers from the table.
3. Check each folder and ensure it contains the contents detailed on the inside

cover of the folder.
4. If contents are missing either locate them from the papers on the table or print out

a new copy and place it in the folder.
5. Place each completed folder back in the crisis management team

cupboard.

4.11. Stationery

1. Collect all the remaining stationery items from the table.

2. Count all the stationery items and compare the totals against the crisis
management team cupboard contents list

3. Identify missing contents and arrange for administration to order
stationery to make up the shortfall.

4. Place all remaining stationery items in the crisis management team
cupboard.

4.12. Whiteboard & flipchart 98

Part 4 Crisis Management Plan

1. Take a picture of the information on the whiteboard or ensure a legible hand-
written copy is taken.

2. Erase all the information on the whiteboard before it is returned to its normal
location.

3. If items such as whiteboard pens and eraser where borrowed from meeting
rooms, return them to the nearby meeting rooms.

4. Return other whiteboard pens to the crisis management team cupboard.

5. Ensure any information written on flipchart sheets is either copied onto hand-
written notes or is collected and taken out of the CCC.

6. Collect any written or printed notes and information that needs to be retained.

4.13. Other close-down activities

1. Shred any flipchart paper, notes and printed material not required.

2. Collect any unused water bottles and place in the crisis management team
cupboard.

3. Conduct an inventory check of the crisis management team cupboard and
identify any missing items.

4. Order/print the necessary missing items from the appropriate people.

5. Track delivery of the replacement stationery/information items and ensure the
crisis management cupboard information, equipment and stationery is
returned to normal as soon as possible.

6. Escalate any delays in replacing items or equipment as necessary.

7. Once all equipment, information and stationery have been returned to the crisis
management team cupboard, lock the cupboard.

8. Conduct a final check of the CCC to ensure:

• All information and equipment and stationery has been returned to the crisis
management team cupboard

• The crisis management team cupboard is locked
• All information has been wiped/copied from the whiteboards used by the CMT

Part 4 Crisis Management Plan 99