Bsi bs en 15975 1 2011 + a1 2015

BS EN 15975-1:2011+A1:2015 BSI Standards Publication Security of drinking water supply — Guidelines for risk and crisis management Part 1: Crisis management BS EN 15975-1:2011+A1:2015 BRITISH STANDARD National foreword This British Standard is the UK implementation of EN 15975-1:2011+A1:2015 It supersedes BS EN 15975-1:2011 which is withdrawn The start and finish of text introduced or altered by amendment is indicated in the text by tags Tags indicating changes to CEN text carry the number of the CEN amendment For example, text altered by CEN amendment A1 is indicated by !" The UK participation in its preparation was entrusted by Technical Committee B/504, Water supply, to Subcommittee B/504/-/15, Water Supply: Crisis Management A list of organizations represented on this subcommittee can be obtained on request to its secretary This publication does not purport to include all the necessary provisions of a contract Users are responsible for its correct application © The British Standards Institution 2016 Published by BSI Standards Limited 2016 ISBN 978 580 89542 ICS 13.060.20 Compliance with a British Standard cannot confer immunity from legal obligations This British Standard was published under the authority of the Standards Policy and Strategy Committee on 31 March 2011 Amendments/corrigenda issued since publication Date Text affected 30 April 2016 Implementation of CEN amendment A1:2015 EUROPEAN STANDARD EN 15975-1:2011+A1 NORME EUROPÉENNE EUROPÄISCHE NORM December 2015 ICS 13.060.20 Supersedes EN 15975-1:2011 English Version Security of drinking water supply - Guidelines for risk and crisis management - Part 1: Crisis management Sécurité de l'alimentation en eau potable - Lignes directrices pour la gestion des risques et des crises Partie 1: Gestion de crise Sicherheit der Trinkwasserversorgung - Leitlinien für das Risiko- und Krisenmanagement - Teil 1: Krisenmanagement This European Standard was approved by CEN on 12 February 2011 and includes Amendment approved by CEN on 17 October 2015 CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this European Standard the status of a national standard without any alteration Up-to-date lists and bibliographical references concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN member This European Standard exists in three official versions (English, French, German) A version in any other language made by translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management Centre has the same status as the official versions CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and United Kingdom EUROPEAN COMMITTEE FOR STANDARDIZATION COMITÉ EUROPÉEN DE NORMALISATION EUROPÄISCHES KOMITEE FÜR NORMUNG CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels © 2015 CEN All rights of exploitation in any form and by any means reserved worldwide for CEN national Members Ref No EN 15975-1:2011+A1:2015 E BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) Contents Page European foreword Introduction Scope Terms and definitions Fundamentals of crisis management Preparedness for crisis 14 Coordinated response to crisis 16 Recovery from crisis 17 Lessons learned 17 Annex A (informative) Examples of crisis management control room configuration and equipment 18 A.1 Room infrastructure 18 A.2 Technical infrastructure 18 A.3 Miscellaneous 19 Annex B (informative) Recommendations on qualification of personnel 20 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) European foreword This document (EN 15975-1:2011+A1:2015) has been prepared by Technical Committee CEN/TC 164 “Water supply”, the secretariat of which is held by AFNOR This European Standard shall be given the status of a national standard, either by publication of an identical text or by endorsement, at the latest by June 2016, and conflicting national standards shall be withdrawn at the latest by June 2016 Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent rights This document includes Amendment approved by CEN on 2015-10-17 This document supersedes EN 15975-1:2011 The start and finish of text introduced or altered by amendment is indicated in the text by tags !" The second part of the guidelines for risk and crisis management will describe risk management procedures to ensure a stable and secure drinking water supply The elaboration of this European Standard has been financially supported by the EC and the CIPS Program (Grant Agreement JLS/2008/CIPS/AG/CEN-002) According to the CEN/CENELEC Internal Regulations, the national standards organizations of the following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) Introduction This guideline has been developed by Working Group 15 “Security of drinking water” of CEN/TC 164 “Water supply” This guideline describes the fundamentals of crisis management, including relevant recommendations for drinking water suppliers, and offers examples drawn from disaster and crisis management organisations within the relevant contributing national authorities Drinking water suppliers should have at their disposal appropriate equipment, sufficiently qualified personnel and reliable quality assurance measures They should be organised in such a way as to ensure their services are provided in a safe, reliable, environmentally friendly and economical manner under normal supply conditions The existence of an effective and efficient risk management system will support any organisation's crisis management process Guidelines on risk management regarding the security of drinking water supply exist in a separate document (EN 15975-2) in development Extremely rarely however, certain situations occur that drinking water suppliers may not be able to control without significant third-party assistance and the involvement of the relevant authorities These situations are difficult to forecast and, therefore, impossible to make detailed provisions for They are characterised by an absence of, or the presence of ambiguous, information and high risk with severe potential consequences The situation's degree of complexity due to the involvement and interaction of different players and its high degree of intrinsic dynamics make it difficult to control Key personnel involved may suffer from a high degree of pressure regarding decision-making, time and justification requirements while having at their disposal only a limited number of resources Internal and external communications may work unsatisfactorily or not at all Decisions need to take appropriate account of the specific circumstances of the crisis and the key objectives for restoration of normal water supply services These guidelines have been developed by CEN to support that aim The objectives of these guidelines are to enable the drinking water supplier to take action in the event of a crisis in order to ensure the continued supply of water to the greatest possible extent and to restore normal operating conditions as quickly as possible The management tools required to achieve these objectives are explained in this standard Basic steps of the workflow described in this standard (see Figure 3) may also be used during normal operations that have the potential to become a crisis Across Europe there are many different ways to organise drinking water supply The responsibility for crisis management may differ depending on legislation and organisational structures In this document the term "drinking water supplier" is used to reflect all the different organisational structures Member States may chose to specify these structures in more detail National legislation may impose definitions that differ from the ones defined in this standard In this case the necessary adaptations should be made in the application of this standard BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) Scope This European Standard describes good practice principles of drinking water supply management in the event of a crisis, including preparatory and follow-up measures Terms and definitions For the purposes of this document, the following terms and definitions apply 2.1 crisis event or situation with the potential to seriously affect a drinking water supplier that may require other organisational structures and possibly more than the usual means of operation to respond to an emergency 2.2 crisis management special kind of organisational capability designed to guide a drinking water supplier through a crisis, outside the organisation of normal operations NOTE Such capability also includes the organisation of preparatory and follow-up structural and process activities 2.3 disaster situation where widespread human, material, economic or environmental losses have occurred that exceeded the ability of the affected organisation, community or society to cope using its own resources 2.4 emergency sudden, urgent, usually unexpected incident or circumstance that is highly likely to or will cause grave damage to persons or assets or considerably impair the supply of drinking water and that requires immediate action frequently involving the relevant authorities (e.g police, public health officials, and local authorities) 2.5 incident deviation from normal operating conditions NOTE An incident is characterised by its cause, the extent and the consequences of the deviation !2.6 hazard biological, chemical, physical or radiological agent in, or condition of, water with the potential danger to cause harm to public health Note to entry: Conditions include quantity." 2.7 normal operation general term describing all water supply-related operating conditions and processes including failures that can be controlled by the normal means of operation and/or organisation structures selected by the water supplier BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) !2.8 risk combination of the likelihood of a hazardous event and the severity of consequences, if the hazard occurs in the drinking water supply system" 2.9 residual risk tolerated risk with current control measures Fundamentals of crisis management 3.1 Establishing the context 3.1.1 Legal basis in the event of crises In the event of a crisis, a fundamental aim in the operation of water supply systems should be to remain compliant with the national regulations that apply in normal circumstances In the presence of a public health hazard, the responsible national health authorities are entitled to conduct investigations on the basis of national regulations to avert the danger If rapid and/or coordinated action is required, the relevant authorities may have power to intervene in order to avert danger or to improve the effectiveness of response Beyond that, special regulations stipulating additional requirements and empowering the state to intervene may apply in the event of disaster or war Some Member States governments can have defined levels of threat that can influence the response of the drinking water supplier 3.1.2 Cooperation between water utilities and the relevant authorities in the event of a crisis The interaction between a drinking water supplier and the relevant authorities should be guided by the regulations applying to normal operating conditions until the relevant authorities declare a crisis/disaster This applies even if the drinking water supplier has already itself declared a state of crisis and alerted its crisis management team As soon as the competent authority establishes a state of crisis/disaster, the drinking water supplier and the authority in question should get organised jointly in accordance with the pertinent statutes and/or regulations Like all other crisis management measures, the above-mentioned activities should be prepared well in advance of a crisis This ensures that in the event of a crisis all concerned already know each other and are mutually informed about each other’s structures and processes as well as about the means and channels of communication A request for cooperation may be initiated either by the authorities or by the drinking water supplier The early integration of crisis management team members/technical consultants from drinking water suppliers into the relevant authorities’ crisis management system is intended to — exchange necessary information at an early point in time, — provide the authorities with expert knowledge, and — enable the drinking water supplier to influence decisions and measures to avoid or mitigate risks in acute situations BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) At a national level, this guideline might be combined with information about the drinking water supplier or the national crisis management arrangements The drinking water supplier should create the prerequisites for the integration of drinking water supplier employees as crisis management team members/technical consultants from drinking water suppliers into the crisis management team of the relevant authorities and, consequently, their involvement in the crisis management processes of the competent authorities as shown in Figure This integration can be implemented either by telephone or by dispatching liaison officers If the drinking water supplier dispatches a suitable employee to the administrative committee, exchange of information with this employee should be ensured BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) Figure — Example of a cooperation structure of the crisis organizations of a drinking water supplier and the competent authorities 3.1.3 Regulatory, contractual, and environmental aspects The drinking water supplier should know and respect all relevant national regulations concerning crisis/disaster situations BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) The drinking water supplier should determine if there is a need to make provision for additional dependable contractual support If applicable, a crisis management system may be organised jointly with third-party suppliers; multi-segment organisations may also outsource it to a suitable organisation unit, always unambiguously assigning all responsibilities The drinking water supplier should always respect the local environmental situation 3.1.4 Consideration of size and structure of a drinking water supplier The general conditions prevailing at a drinking water supplier (e.g company size, potential freedom of action regarding logistics in the event of a crisis) should be considered when designing the organisation and employee structures as well as the infrastructure for a crisis management capability It is recommended that for very small local suppliers it should be ensured that they can rely on the support of other competent official organisational units in the event of a crisis 3.1.5 Link to risk assessment Public health, technical and commercial risks exist at all water utilities and should be suitably managed Risk management is used for systematically dealing with the risks A standardised method for risk management enables managers to look at the whole range of risks at water utilities (e.g caused by natural hazards, technical failure, or malicious threats) on a comparable basis with each other With a risk-based and process-oriented approach the management risks at the drinking water supplier can be systematically determined, evaluated and controlled However, a residual level of risk will usually remain (unless the hazard is terminated) This is because it may be impractical to treat, terminate or transfer all risks In addition, those measures upon which reliance is placed to control hazards may fail For these reasons a crisis management system is needed Crisis management is a management system with a special structure and process organisation especially designed for the exceptional circumstances of crisis Examples of this kind of special capability are evident in the general structure of military staffs, and are also found in the police, fire brigade and other emergency protection authorities, security and relief organisations 3.2 Definition of objectives The primary goal of drinking water suppliers should be to handle a crisis situation potentially affecting drinking water supply in an organised way focussing on the ongoing provision of drinking water in accordance with established statutes and/or regulations Therefore drinking water suppliers should — define their objectives based on the relevant national laws, regulations and permits, and — develop an individual crisis management plan by appropriate interpretation of these guidelines 3.3 Phases and elements of crisis management Crisis management is a process that can be subdivided into the following phases and elements (see also Figure 2): — Preparatory crisis management: - normal operations: including, among other things, structural preparation and training — Operative crisis management: - Phase II: marked by declaring a state of crisis and convening the crisis management team; comprises - Phase I: transition from incident management to crisis management and preparation for crisis operations (preparation of operations) BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) — Follow-up crisis management: - intensely pursued crisis control activities This phase terminates when the end of a crisis is declared and the crisis management team stands down Phase III: a progressive resumption of normal operations takes place (this may include a continuation of the incident below the trigger level for a crisis) Normal operations: includes, among other things, a de-briefing of and follow-up on what has been learned, preparation for future crises, additional training etc Key X time phase I preparatory crises management phase III Y activity operative crises management follow-up crises management normal operations a b c d phase II ascertaining the failure declaring a state of crisis declaring the end of a crisis changeover to routine operations Figure — Management activities over the course of a crisis In addition to the conventional precautionary measures designed to control incidents, successful crisis management requires a special structure and workflow organisation that help take action quickly and appropriately on the basis of lean decision-making processes 3.4 Structural organisation 3.4.1 General During a crisis, quick planning, the speedy procurement of information, communication and the implementation of agreed actions are key tasks that a drinking water supplier may be unable to accomplish to the necessary extent within normal organisation structures 10 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) This being so, a lean organisational structure (the crisis management team) preferably aligned to the crisis management structures of the relevant national, regional or local authorities is likely to be most expedient This, however, may have an impact on the decision-making structures and, consequently, the management of the drinking water supplier 3.4.2 Tasks and structure of the crisis management team The creation of an effective and efficient crisis management team presupposes a clear and unambiguous definition of tasks These tasks essentially comprise — the ascertainment and assessment of the situation, — decision-making and the implementation of decisions, — supervision and control of the implementation, — documentation, — internal and external communication, and — the continued supply of material to deployed forces In addition to the scope of these tasks, the structure and resources (e.g staff, rooms, technical equipment) of the crisis management team should be determined These may be influenced by both the size and the number of sectors in which the supplier is active as well as by local circumstances The crisis management team should consist of a team leader and of other members who are in charge of the above-mentioned tasks The unambiguous assignment and definition of these tasks is essential The team members responsible for the tasks assigned to them should report to the team leader about progress and issues in their respective fields Crisis management team members may play different roles within the team but it is essential that everyone is clear what role they are performing at any one time The team may be supported by experts, if necessary 3.5 Process flow 3.5.1 General The sequence of operations required to perform all tasks and activities to respond to a crisis are set out in Figure This process should be embedded in the structure of the organisation 11 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) Figure — Schematic workflow of a crisis management team 3.5.2 Activating the crisis management team The following steps should be organised in such a way as to enable the crisis management team to take action as soon as possible It should be recognised that knowledge and information could be incomplete and that the position will continue to evolve and may change rapidly — Decision for the crisis management team to convene: Clause describes some typical reasons for convening the crisis management team This should constitute the basis for deciding who amongst the drinking water supplier's representatives is authorized to convene the crisis management team 12 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) — Convening the crisis management team: The process ruling the convening of the crisis management team should be defined This process determines which drinking water supplier representatives will inform whom in what manner — Transfer of decision-making competences to the crisis management team: The transfer of decisionmaking competences following the constitution of the crisis management team from normal operational to crisis organisation structures (e.g from the head of failure management to the head of the crisis management team) should be unambiguously defined 3.5.3 Situation ascertainment In principle, the first thing to is to ascertain the situation as precisely as possible as this creates the basis for the sensible assessment, planning, carrying out of actions and purposeful monitoring of their implementation The ascertainment of a situation always rests on available information (e.g messages, reports and personal findings) 3.5.4 Situation assessment The assessment of the situation is the most important aspect by far with regard to all subsequent process steps and decisions The assessment process generally includes the findings of the following analysis: — hazard and damage situation; — situation of own forces (company, sub-organisations, etc.); — weighing of ways to cope with/de-escalate the situation; — determination of general conditions for crisis-control activities Each crisis management team member should assess the situation for the area of duty assigned to him/her and report briefly and clearly to the responsible individual (in general, the head of the crisis management team) on the specific problems, and present possible solutions It will be important to point out solution alternatives that exceed the normal decision-making latitude This may include measures already envisaged within the risk management framework 3.5.5 Decision-making After discussing the situation assessments with the members of the crisis management team, the team leader will decide on the next steps that are based on the following principles: — take decisions rapidly based on the best information available; — act, not react – take and retain the initiative; — create freedom for action by generating backup resources (e.g., extra staff) or alternatives – pursue alternative options simultaneously, where appropriate and practical; — use limited resources purposefully in a manner best suited for the tasks assigned to them All decisions should be recorded in writing; the basis for reaching each decision should also be documented All records and communications should use measured language and avoid speculating on the potential cause of the crisis where this is not relevant to decision making NOTE Any documentation produced may be used during subsequent external investigations 13 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) 3.5.6 Implementation of decisions and issuing instructions The team leader should issue the necessary instructions on the basis of the decisions taken Instructions should be — issued in a clear and unambiguous manner, — structured understandably, — of such nature that they can be carried out, and — mandatory 3.5.7 Supervision and control The execution of instructions should be supervised and controlled in instructions to ensure that orders are carried out properly 3.5.8 Termination of work of the crisis management team The responsibilities and processes applying to the proper termination of crisis management should be defined unambiguously 3.5.9 Analysis of the course of crisis and further development of the crisis management system An analysis of the continued suitability and workability of all crisis management structures and arrangements should be performed when returning to normal operating conditions at the latest All findings from the analysis should be incorporated into the crisis management system Preparedness for crisis 4.1 Hazards triggering a drinking water crisis A crisis typically occurs very rarely and is difficult to make provisions for due to its unpredictable nature; it is characterised by an absence of, or the presence of ambiguous, information and high risk with severe potential consequences The situation's degree of complexity due to the involvement and interaction of different players and its intrinsic dynamics make it difficult to control Key personnel involved may suffer from a high degree of pressure regarding decision-making, time and justification requirements while having at their disposal only a limited number of resources Internal and external communications may work unsatisfactorily Under normal operating conditions, the drinking water supplier’s existing structure and work flow organisation is generally fit enough to control incidents efficiently and effectively However, escalating incidents, coinciding incidents or a series and interaction of unfavourable circumstances may render a situation uncontrollable by the resources at hand, thus causing a crisis Other incidents that may trigger a crisis include: — Those “imported from outside” into the drinking water supplier The trigger is the convening of the crisis management team(s) of the authorities in the presence of an actual or potential danger to society that relies upon the continuing effective and efficient operation of the public water supply — Incidents that can usually be controlled by the normal means of operation but that can escalate into a crisis if the subjective hazard perception of the public determines the course of action Such a situation may arise, for example, due to communications deficits 14 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) — Those triggered by, for instance, a natural disaster, significant contamination, pandemic, failure of technical equipment, or criminal or terrorist acts, or acts of war Depending on the judgement of the operations managers of the drinking water supplier, a crisis may either immediately or in the near future entail negative consequences for the public water supply and may not be controllable with in-house resources 4.2 Structural and process organisation It is indispensable to nominate persons who will take, implement and document decisions It may be desirable to nominate several persons to fulfil a role This should ensure the availability of a designated decision-maker at all times Care should also be taken to ensure the continual availability of effective communications as well as the fundamental documents and tools that are indispensable for crisis control Rules governing the organisation of the sequence of operations and the interaction of the various functions and tasks should be defined and applied throughout the organisation For details, see 3.4.2 4.3 Crisis management control centre configuration and equipment Setting up a dedicated physical control centre in advance increases the likelihood of an effective response to a crisis Annex A provides an example of the potential configuration and equipment of a crisis management control room 4.4 Communications and information flows 4.4.1 Internal communication Secure internal communication constitutes one of the most important pillars of crisis management All information and messages should be forwarded as directly as possible to the crisis management team, while the orders issued by the crisis management team should reach the task forces as quickly as possible This may require an appropriate (tele-)communications infrastructure and the pertinent tools as well as rules governing the proper use of these means 4.4.2 External communication In the event of a crisis, external communication is a decisive factor Clear rules regarding communication during a crisis should therefore exist in advance where practicable That should include the following aspects, always being mindful of potential legal consequences: — a communications strategy (what will be reported to whom and in how much detail?); — an official spokesperson (who is exclusively authorised to issue public statements, if applicable?); — technical and organisational communications infrastructure In this context, it is recommended to prepare in advance the wording of important organisational statements that will require only little modification before reaching their target groups in special situations 15 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) 4.5 Telecommunications equipment, granting of privilege Telecommunications technology should be paid special attention in order to ensure reliable internal and external communications Alternative means of communication should be considered in the event of a primary system’s failure On the basis of national regulations, water utilities may have the opportunity to apply for the granting of privilege regarding both land-line and mobile phone connections 4.6 Databases The drinking water supplier should decide what internal data may be relevant for proper leadership through a crisis In addition, the drinking water supplier should decide what external databases are relevant and seek access to these databases and ensure their subsequent updating 4.7 Qualification The drinking water supplier should have at their disposal appropriate equipment, sufficiently qualified staff and reliable quality assurance measures or, alternatively, subcontract qualified experts and monitor the execution of the relevant services Furthermore, they should be organised in such a way as to ensure their safe, reliable, environmentally friendly and economical operation under normal supply conditions A drinking water supplier that is adequately qualified for normal daily business provides the necessary basis for handling a crisis situation in drinking water supply in a proper way For further recommendations on qualification of personnel see Annex B 4.8 Exercises The continued existence of a functioning crisis management system relies upon regular exercises These exercises should be planned and carried out at appropriate levels The conduct and the results of the exercises should be evaluated and the findings incorporated into the crisis management system 4.9 Documentation All stipulations and regulations concerning the crisis management structure and process of the organisation should be documented unambiguously and passed on to the respective employees for their information In the event of a crisis, the alerting of the crisis management team as well as its work should be documented for later reference (e.g all incoming information and messages, coordination with the authorities and/or the authorities’ crisis management group, as well as its decisions and resolutions including the reasons for same and the orders issued to the task forces) This can be done by using preprepared templates Before the crisis management team is dissolved it should record its key decisions and plans that are relevant for subsequent analysis of the crisis and the return to normal operation Coordinated response to crisis The activating of the crisis management team and the activities of the drinking water supplier should run in accordance with 3.5.2 16 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) Recovery from crisis Recovery comprises all activities necessary to return to normal operation of the water supply system To increase the opportunity for a successful recovery, the following aspects should be considered: — determination of the characteristics of contaminated/interrupted site/system; — establishing the recovery goals (including intermediate goals); — analysis of recovery alternatives; — recovery planning; — restoration of the water supply system; — verification of water quantity and quality Recovery actions can be taken simultaneously across the whole infrastructure or only sections of it, in accordance with the decisions made by the crisis management team after a situation assessment has been carried out It is important that the recovery actions are started and completed as rapidly as possible consistent with the above considerations in order to minimize the impact and the duration of the crisis Lessons learned An analysis of the suitability and workability of the crisis management structure should be performed following return to normal operating conditions All approved findings from the analysis should be incorporated into the crisis management system and/or into normal operation, if applicable (see Figure 3) 17 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) Annex A (informative) Examples of crisis management control room configuration and equipment A.1 Room infrastructure — Located in a safe corner of the area of operation, if possible; — centrally located; — within immediate reach of the members/functions of the crisis management team; — enough parking lots in the immediate vicinity; — sufficiently dimensioned, separate conference room (without telephones) for meetings; — smaller conference rooms for working groups for the coordination of details; — sufficiently dimensioned working room (to accommodate the crisis management team and the supporting functions); — blinds over the windows, if and when required; — retreats nearby (for resting and eating/drinking); — facilities for presentations A.2 Technical infrastructure The technical infrastructure should be resilient and support internal and external communication and the decision-making process Examples of control room equipment improving the organisation's resilience may include: — PC workstations with internet access, e-mail functions and external storage media for data transport (e.g CD-ROM, external hard drives, USB sticks); — telephones with head sets; — dedicated lines to contact important companies and authorities, if applicable; — enough fax machines and/or fax servers on PCs; — scanner (for scanning documents, photos, etc.); — access to in-house camera system; — access to in-house information systems; 18 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) — access to company radio installations; — visualisation equipment (e.g screens, digital projectors, flip charts, whiteboards); — enough TV sets, radios and video units (to track, analyse and record camera images and reports); — copying machine; — telephones independent from energy networks; — emergency power supply A.3 Miscellaneous — form sheets, minutes sheets; — agenda regarding meetings to discuss the situation; — list of delegates; — lists of telephone numbers/contact and availability data; — crisis management team seating arrangement; — up-to-date plans and pictures of the drinking water supplier assets; — office equipment; — name tags showing the function designations of members and functions of the crisis management team; — function-related marking of workplaces and seats in the conference room; — access control to the crisis management team room 19 BS EN 15975-1:2011+A1:2015 EN 15975-1:2011+A1:2015 (E) Annex B (informative) Recommendations on qualification of personnel The availability of suitably qualified staff is essential for effective and efficient management of a crisis The drinking water supplier should have: — at least one executive officer responsible for the technical duties and fields of the drinking water supplier within the scope of the guideline at hand This executive officer should possess the necessary technical knowledge, experience and overview about the broad field of drinking water supply; — technical personnel with the necessary training, experience and knowledge of legal and regulatory provisions, and emergency plans that have the technical competencies to support the crisis management team These individuals should receive ongoing training to maintain their competencies 20 This page deliberately left blank NO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAW British Standards Institution (BSI) BSI is the national body responsible for preparing British Standards and other standards-related publications, information and services BSI is incorporated by Royal Charter British Standards and other standardization products are published by BSI Standards Limited About us Revisions We bring together business, industry, government, consumers, innovators and others to shape their combined experience and expertise into standards -based solutions Our British Standards and other publications are updated by amendment or revision The knowledge embodied in our standards has been carefully assembled in a dependable format and 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