PRIA Category 6: Emergency / Crisis Communications. Entrant: John Holland. Brisbane Floods Employee and Community Communications & Support

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1 PRIA 2011 Golden Target Awards and State Awards for Excellence Category 6: Emergency / Crisis Communications Entrant: John Holland Brisbane Floods Employee and Community Communications & Support 1

2 Contents Index Executive Summary Situation Analysis Goals and Objectives Research Target Stakeholders Communication Strategy Implementation Budget* Results Evaluation Appendix

3 Executive Summary In January 2011, Brisbane experienced its worst flooding since 1974, coinciding with flooding across much of the state. At that time, contracting, engineering and services provider John Holland had 2,800 employees working across its Brisbane office and at project sites in the surrounding Brisbane region. With notice of an immediate flooding threat to Brisbane and John Holland s office close to the CBD, John Holland needed to respond quickly to the escalating flood situation. Crisis management procedures were activated with a Flood Response Team (FRT) immediately assembled to support employees through the flood crisis. The overall communications goal for John Holland was to minimise the impact of the crisis on the business, ensure the safety and wellbeing of all employees and their families and provide support to local communities. 3 Six days after the crisis began all John Holland Queensland offices and projects resumed operations, with employee welcome-back events held at offices and project sites. Company fundraising activities were undertaken, with $300,000 donated by John Holland to the Queensland Premier s Flood Appeal and supplemented by in-kind support to Brisbane City Council (BCC). A further $35,000 was raised by employees across the wider John Holland business to assist the flood recovery.

4 Situational Analysis In January 2011, approximately 2,800 John Holland employees were living and working in the south-east Queensland area. Many were located in Brisbane and surrounding areas, working in the company s CBD offices and on project sites. These employees worked across 10 different business divisions within John Holland, including building, engineering, aviation, tunnelling, communications, water, rail, aviation, energy & resources and power, and reported to a number of managers and executive team members. On Tuesday 11 January 2011, an immediate threat of the Brisbane River flooding was raised by authorities for homes and businesses within its immediate vicinity. As a result, this required immediate evacuation of all John Holland offices and work sites in Brisbane. 4 Crisis management procedures were activated with a Flood Response Team (FRT) immediately assembled to help support employees through the flood crisis. During the crisis, John Holland faced the challenge of uniting its team members and communicating in difficult conditions with all employees to ensure they and their families were accounted for and remained safe. This involved updating employees on the realities of the situation, including potential inundation of their homes without causing undue anxiety. With the flood waters receding and the Brisbane area declared safe to return, John Holland s FRT s key priority was to return as many employees as possible back to work safely and to ensure those who were affected by the flooding received inkind and financial support.

5 Goals & Objectives The overall communications goal for John Holland was to minimise the impact of the flood crisis on the business, ensure the safety and wellbeing of all employees and their families and provide support to local communities. Objectives 1. To activate crisis management procedures within two hours of crisis declaration; 2. Provide consistent, coordinated and unified messaging internally and externally and ensuring transparent, timely and appropriate sharing of information; 3. Provide in-kind and financial assistance to flood affected employees; 4. Enhance John Holland s reputation as a key part of the local communities within which John Holland operates; and 5. Maintain business continuity and normal operations where possible or as soon as practicable, following the crisis. 5

6 Research Research undertaken in preparation for the flood crisis included: Crisis preparedness John Holland has established crisis management procedures and protocols. These procedures and protocols are regularly updated. Regular training of corporate, business and project staff is undertaken by John Holland to manage crisis preparedness. This training consists of: Business Unit crisis management desktop workshops conducted four times a year; Project Call-Outs and Crisis Escalation Procedure checks conducted 12 times a year; Two days prior to the authorities advising of the flood threat, and throughout the crisis, John Holland undertook additional research activities. BCC maps were studied to determine the area s most likely to be affected by flooding. This was cross-referenced with the development of a register of the suburbs where John Holland employees lived; Monitoring of Queensland Police Service, BCC and the Queensland Government flood updates and news announcements; Media monitoring of broadcast, print and social media for additional information on flood affected areas and community needs. Major Crisis Management Simulation Exercise conducted once a year; Ongoing in-house and third party media training of key personnel; Maintaining a register of catastrophic risks across the business. 6

7 Target Stakeholders John Holland employees living and/or working in the areas directly affected by flooding; Families of flood affected employees The broader network of 2,800 employees living and/or working in south-east Queensland during the flood period; John Holland Northern Region Strategic Leadership Team John Holland Executive Leadership Team; John Holland Board; Leighton Holdings Board; John Holland clients and partners; Flood affected communities. 7

8 Communication Strategy The crisis communications strategy was designed to ensure the safety and wellbeing of employees and their families through effective communication channels and to provide support to local communities within which John Holland operates. A three-phase strategy was adopted to achieve the communication objectives: Phase 1 - Preparation, assessment and planning Phase 2 Crisis communication management Established crisis management procedures, protocols and training of employees across the business were a fundamental means of ensuring John Holland was prepared to effectively respond to a major crisis. During the crisis, there were major power supply and telephone network issues, with power supplies and networks directly affected by flooding. This phase included utilising nontraditional methods of communications to maximise internal and external communications regularly, effectively and reliably during the crisis. A significant amount of information had to be communicated to all stakeholders to ensure they were kept up to date with developments. Assessment and monitoring of flood conditions was undertaken by the Queensland Strategic Leadership Team (SLT) immediately following flash flooding in Toowoomba and the Lockyer Valley regions. This assessment was used to determine the activation of crisis management procedures. Phase 3 Ongoing communication and community engagement 2011 The final phase of the strategy was to maintain proactive, open communications with internal and external stakeholders on the recovery efforts, fundraising activities and community support initiatives. John Holland s Queensland Flood Relief 8 Support those affected by the Queensland Floods. Drinks - Friday 14 January Barbecue - Friday 21 January We will be accepting donations to support those in need. Lets show our support and dig deep.

9 Implementation Tactical implementation of the crisis management strategy included the following: Phase 1 Preparation John Holland has established crisis management procedures and a crisis communications manual which is reviewed regularly. Assessment and monitoring of flood conditions was undertaken by the Queensland senior leadership team immediately following flash flooding in Toowoomba and the Lockyer Valley regions. Following a warning by authorities of a flooding threat to Brisbane, Queensland s senior leadership team activated the crisis management procedure and evacuated employees from its Brisbane offices and surrounding projects. A FRT was established, which consisted of 20 employees covering members of the senior executive team, corporate affairs, human resources, and a number of business unit representatives. A crisis management centre was established and headquartered at John Holland s Red Hill office which was located on higher ground. A crisis response centre was established and led by the Corporate Affairs team. This centre was operational for 10 days and manned 24 hours a day. Phase 2 Crisis communications management During the crisis, there were major power supply and telephone network issues, with power supplies and networks directly affected by flooding. This phase included utilising nontraditional methods of communications to maximise internal and external communications regularly, effectively and reliably during the crisis. A significant amount of information had to be communicated to all stakeholders to ensure they were kept up to date with developments. Flood Response Team During the floods, the FRT was manned from 8am to 5pm daily, meeting twice daily. These briefings consisted of updates on the flood situation, development and implementation of FRT actions and the development of key messages. Communication methods Evacuation alerts were immediately distributed via , internal intranet, website, SMS and direct personal phone calls to affected employees. Daily morning and afternoon updates on the flood situation were provided on the John Holland intranet and website. A 1800 number was set up for employees to call in and provide an update on their status. This service was manned 24 hours a day for ten days. SMS alerts were issued twice a day to employees. These alerts were helpful for employees located at projects that were shutdown via the internet and . All Queensland-based employees were directly contacted by their managers or supervisors twice a day. Messages from John Holland s Chairman and Group Managing Director were distributed to employees via the intranet, website and internal newsletter. Briefing of corporate reception Prior to evacuation of the Brisbane offices and work sites, the John Holland Sydney and Melbourne corporate offices were briefed and all calls to Brisbane reception were diverted to Melbourne reception. 9

10 10 Check In System A check-in system was established, which involved employees either phoning, ing or SMS their manager at 9am and 5pm daily during the flood crisis to provide an update on their status. A 1800 number was established and communicated to employees for information updates and to register their status if they could not reach their manager. Accommodation Register An accommodation register was created to enable employees to communicate temporary needs and availabilities for accommodation. Information on how to register was disseminated to employees via intranet and ed updates. Employee Assistance Program John Holland s existing Employee Assistance Program (EAP) provided additional support services for employees and their family facing trauma or stress. During the floods, updates encouraged employees requiring this service to call the EPA 1800 number if they needed counselling assistance. Employees directly affected by the floods John Holland provided specific support to 15 employees who were directly affected by the floods. Executive team members, including John Holland s Northern Region business General Manager, visited employees at their homes to offer support where required. Funds raised by the John Holland workforce for affected employees were distributed equally among the affected employees. Clean-up skills bank Realising the potential of the John Holland team to lend valuable skills to the clean-up effort, the FRT established a clean-up skills bank and informed employees via . Business unit representatives were assigned to manage the bank and assign work. Utilising the skills bank, John Holland offered in-kind assistance to BCC and employees in their clean-up efforts. Phase 3 Ongoing communications and community engagement The final phase of the strategy was to maintain proactive, open communications with internal and external stakeholders on the recovery efforts, fundraising activities and community support initiatives. The National newsletter John Holland published a special edition of its internal newsletter The National to publish employee stories of the floods and fundraising efforts for the wider workforce. Employee events To enhance employee morale on return to work following the floods, John Holland hosted barbecues at each office and work site in the Brisbane and surrounding areas. Community Engagement and support On establishment of the Queensland Premier s Flood Relief Appeal, John Holland made an immediate $300,000 contribution. Provided in-kind assistance to the BCC Flood Assistance Team for its services in clean-up efforts. Hosted a barbecue in Ipswich attended by Queensland Premier. 24 separate John Holland events were held across the country to raise funds, including community BBQs, staff community clean-up programs, in-kind and monetary donations to flood affected community groups at Ipswich, Fig Tree Pocket, Oxley and Rocklea, Baked Relief, Furniture Relief and detergent giveaways. More than $325,000 in total was contributed to flood relief efforts. More than $35,000 raised by staff for its flood affected staff members.

11 Budget* Major expenses outlined below are Commercial in Confidence. Further details can be found in Appendix A. 11

12 Results Following warnings of flooding on the morning on Tuesday 11 January, employees from every John Holland Brisbane office and project work sites were safely evacuated by 12pm noon. Six days after the crisis began all John Holland Queensland offices and projects resumed operations Over the course of the flooding crisis, every employee was accounted for and kept updated on all relevant impacts. 15 employees who were directly affected by flooding received in-kind and financial support. Specific Objectives Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Crisis management procedure activated within the hour. Almost 20,000 individual SMS messages and twice-daily s. 1,461 additional phone calls made to check on Airport Link and Thiess John Holland staff. 30 calls received and actioned on the 1800 help line. Over 20 members of the FRT had active crisis flood support roles both on/off site during the event. 30 members of staff registered for the accommodation register and all 30 employees were placed in temporary accommodation. 30 calls were made to the Employee Assistance Program. 15 employees directed affected by the floods were given onsite assistance. The check-in register was used by 100% of staff members and all were accounted for every morning and afternoon of the floods. 24 separate John Holland events were held to raise funds to assist flood recovery, resulting in $325,000 (including $35,000 raised by staff) and in-kind assistance from John Holland and workforce to flood relief. All project sites were back to full operations on 16 January Crisis procedures were tested and implemented again two weeks later with Cyclone Yasi. 12

13 Evaluation Specific Objectives Objective 1 Objective 2 Objective 3 Objective 4 Objective per cent achieved all crisis management/ flood response team (FRT) or their alternates assembled within the hour as soon as a crisis was declared. All members of the FRT executive team acting in a defined and visible role supporting employees. The General Manager and other members of the executive team were a highly visible part of the crisis communications, leading the Flood Response Team and personally visiting employees most affected. 100 per cent achieved all information available to John Holland was made available to employees as soon as it became available. 100 per cent achieved each employee requiring was support received it during the Brisbane flooding, with those facing inundation of their homes receiving special in-kind and financial support. 100 per cent achieved John Holland donated substantial funds to wider flood relief efforts and contributed greatly to the physical clean up of affected community areas. Ensure that the allocation of $300,000 plus workforce contributions of $35,000 was fully allocated to community support projects. 100 per cent achieved this process was again successfully implemented when Cyclone Yasi hit the North Queensland and Darwin regions in early Word Count: 2329

14 Appendix Appendix A The majority of the expenses incurred were due to lost time by offices, projects and individual employees shutdown or off work for the three day period. Item SMS Alerts Donations to Premier s Flood Appeal Staff Costs Other Costs Total Details Almost 20,000 individual SMS messages Cash donation Cost of staff employed to manage the flood response and help with community clean-up Supplied cranes, machinery and chemicals for flood clean up Budget $1, $300, $84, $26, $412,