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New York City

Steam-pipe Explosion

An outside view from the inside.An outside view from the inside.

Clyde Berger (Pfizer Inc.)

Dave Sarabacha (Deloitte)

NYC Steam-Pipe Explosion - Overview

• What happened

• When it happened

• The impact

• Pfizer’s response

• The teams

• The roles

• What we learned

• How it changed us

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While the cleanup began … Pfizer began the recovery effort

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Brought 911 ‘flashback’ …

In the heart of NYC …

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How could this happen?

The repairs begin …

Why we were so prepared

• Our Crisis Management Model

– Who, What, When, Where

• Our Emergency Response Model

– Partnership with NYC OEM, Fire, Police

• Our Business Continuity Model

– Plans written for critical business processes

– Teams Established

– Emergency Notification

– Recovery Tasks

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Crisis Management Team

• Global Security

– GSOC

– Command & Control

• Site Leadership

– Managing the Incident

• WBCM

– Roles

• Support Teams

– Activities

Pfizer NYC GSOC

• Day to day operation

• Operation in crisis mode

• Pre-training & preparation

• Best in class operation

Our People …our commitment

• Senior Leaders

• WBCM

• CM

• EHS

• Global Security

• BC Teams

• Medical Staff

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Communication

• Internal

– To Staff

• How we communicated effectively

• Why it is so important

• External

– Who’s Role was this?

• What did they say?

• Why it is so important to get this right?

Lessons learned – in the early hours of response / recovery

• Not all staff had access to their work tools

• Not all supporting staff (consultants / contractors) had access to their plans and / or tools

• Not all critical activities had a plan

• The building which was largely undamaged was uninhabitable until thorough air quality testing was done.

• We would not compromise safety of staff or people supporting Pfizer

What we changed mid outage

• Our status updates were vitally important to keep

senior leadership and staff apprised of situation

• Response to recovery to continuity …

• Our plans were realistic – RTO’s seemed right in most

cases … but some exceptions were noted

• Certain key deliverables made us reprioritize

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Do Outages Really make you smarter …or just more diligent?

• Both …

• We felt that we had planned well yet this disaster

allowed us to rethink and re-invigorate with a greater

sense of urgency and commitment from the top

• Our senior leadership was impressed and appreciative

of the work done by the crisis management teams and

the BCM teams

• Clearly we viewed this as a ‘teachable moment’

News Reports

• Local news was all over this story

• The ‘flashbacks’ to September 11th were inescapable

… and the news media knew it

• For us at Pfizer the drama, the horror, the impact was

real

• Could NYC respond quickly, effectively and with care

for our citizens?

Our update notes …

• Status written updates

– On our internal website

– E-mails

• Lessons Learned

• Management briefings

• Routine status calls with management teams, BC

teams, Crisis management teams

• Show screen shot

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Situation Updates

Our management Presentations

• Done often

• Done with brevity

• Done with clarity

• Done with professionalism

• Appreciated and recognized

Command and Control

• Who was in charge?

• Who influenced decisions?

• Who was not invited to participate?

• Why were we successful?

• Where did we congregate?

• When did we ease off the response model and ease

back into business as usual?

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Helping Others

• Loan of space to Int’l Rescue Committee in our

conference Center at Headquarters building

• Movement of our critical staff & activities to other

Pfizer buildings on the campus

• Providing Pfizer people with appropriate medical and

mental support resources

Our real recovery efforts by BC teams

• What worked

• What could be done better

• Where we made improvements

Ah hah and ‘oops’ moments

• Many of both …

– Example one

– Example two

– Example three

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Damage Repairs

• Speed

• Care for employees

• Cleaning of offices

• Air quality screening

Safety of Staff First!

• Any contaminants

– Testing

– Retesting

– Testing again

• Cleansing of everything by professionals

Real Challenges

• Laptops

• Critical / vital info left behind

• Time of outage

– Was good for safety of most staff

– But many people had gone home without their technology

• Critical work – product launch / advertising launch

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External Partnerships

• NYC OEM

• NY PD

• NY FD

Emergency Notification

• Automated

– Send Word Now

– Notifind by Strohl Systems

• Non automated

– Calling the old-fashioned way

Worldwide BCM – Who did what?

• Crisis Management Team

• Emergency Response Team

• James Gangi

• Clyde Berger

• Paul Katzer

• Deloitte Partners

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After Incident – Lessons Learned

• Plans vs. plans

• Teams vs. teams

• Cooperation vs. cooperation

• Power struggles

• Sleep oh glorious sleep

• Critical staff vs. all staff

• Accounting for staff

• RTO’s

Lessons Learned

Closing comments

• Is it BC or Resiliency?

• Is it Continuity of defined work activities or

continuity of critical business functions.

• Is the resiliency umbrella really ER, CB, BC, ITDR?

• Do we always reserve the right to ‘get smarter’ ? …

Absolutely !

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Questions?

Contact us …

clyde.berger@pfizer.com

dsarabacha@deloitte.com