February 2006

Revision 1.1 (09/25/2006)

Revision 1.2 (10/15/2006)
Revision 1.3 (10/25/2006)
Revision 1.4 (10/30/2006)
Revision 1.5 (02/26/2007)
Revision 1.6 (04/12/2007)
 CRISIS MANAGEMENT PLAN

Table of Contents

SECTION 1 General

SECTION 2 Preparing for a Crisis

SECTION 3 Event Responses

3a Bomb Threats
3b Building Collapse/Failure
3c Building Shutdown
3d Environmental Crisis
3e Fatalities/Serious Injuries
3f Fire
3g Labor Dispute
3h Severe Weather
3i Terrorist Threats
3j Workplace Violence

SECTION 4 Media Management

SECTION 5 Project Toolkit

5a Crisis Preparedness
5b Emergency Phone Lists
5c Event Response Checklists
(For each event type)
5d Media Management
Checklist
 Section 1: General
Turner’s Crisis Management Plan provides an outline of actions that must be taken to prepare for
a crisis and response. The plan defines the action steps necessary and the responsibility assigned
for such actions. A crisis is any event that has created and/or may still pose an immediate threat
to life, property or business as usual. This may occur at a jobsite, a Business Unit office or other
locations related to our business.

Such situations may include, but are not limited to:

 Incidents involving serious bodily harm and/or deaths, or physical damages

 Bomb threats, terrorist attacks
 Collapse of a building or portion of a building or tunnel.
 Earthquake, hurricane, tornado
 Fire/explosion
 Equipment failure such as the collapse of a crane
 Workplace violence
 Environmental exposures

All Turner staff must be familiar with the specifics of this plan outline and the responsibilities of
each staff member to minimize/avoid loss exposures. This plan is intended to provide direction
to Turner management teams but may not address all potential events that may be encountered.
This document was prepared under the direction of legal counsel and therefore, is privileged and
confidential to the Turner organization.

The extent of actions required will be dictated by the severity of the event. Timely and sound
judgment is essential to the success of any crisis management plan. It is critical that information
about the event be quickly communicated up the chain of management for their involvement in
further actions and maintenance of relationships with clients, communities and all involved
parties.

The key to success in loss avoidance during and after an unanticipated event rests with the
team’s knowledge and preparedness for such an event. In addition to a pre-crisis checklist,
this plan provides immediate action responses, specific information regarding catastrophic
incidents, fatalities, fire, bomb threats, workplace violence and severe weather. Action
checklists and sample emergency telephone lists are also included. (These can also be found
on TKN(Turner Employee on-line resource )/Documents/Safety/Crisis Management.)

Turner is committed to the development of a culture that promotes an Injury Free Environment
and provides the safest workplace possible for our employees, contractors, clients and the
communities in which we work. Therefore, it is our hope that these comprehensive crisis
management plans never need to be utilized on a Turner project site or at a Turner office.

1 – Section 1 Crisis Management Plan –

11/9/2020
 Section 2: Preparing for a Crisis
The key to success in handling a crisis situation is prior preparation, organization and
rehearsal/practice. Reference should be made to the Crisis Preparedness Checklist and
Emergency Phone List Templates in Section 5.

Project/Office Action Team

Each project and office must have predetermined Action Teams that are ready to react to any
crisis situation. Staff at all projects and offices must be familiar with this Crisis Management
Plan. A specific training program must be implemented and reviewed/updated periodically.
Reviews should take place annually, at a minimum, and more frequently in the case of large
and/or more complex site/office conditions.

At the start of every project, Action Team(s) must be established and ready to respond to a crisis.
This can and often should involve subcontractor staff. Responsibilities should be assigned that
include:
 First aid/CPR
 Police/Fire departments contacts
 Monitoring National Oceanic Atmospheric Administration weather in the event of storms or
other severe weather event
 Traffic control/gate security
 Securing the incident site
 Phone monitoring
 Media escort (to guide media representatives to a predetermined media location)
 Power/water/gas shutdown and control
 Securing equipment
 Incident Investigation coordination including capturing investigation detail in writing and
photos were appropriate (Incident Investigation protocol and forms in TKN/Safety)

There are many parties outside your Project/Office Action Team that need to be consulted in the
development of your Crisis Action Plan. These may include:

 Fire/Police departments/ambulance services

 Owner
 Specialty subcontractors (electrical, HVAC/plumbing, fire protection, etc.)
 Adjacent buildings and the building managers and/or security personnel
 Highway departments
 Hospital/local medical facilities
 City/county departments
 Utility companies (power, water, gas)
 Insurance carrier(s)
 Other local authorities (Office of Energy Management, Department of Design and
Construction, etc.)
 Security consultants
 Crisis counselors
2 – Section 2 Crisis Management Plan – 11/9/2020
Business Unit Crisis Team

Each Business Unit must establish a “Crisis Team” to react to necessary management of the
crisis. This team should include:

 General Manager(Kevin Antonelli)

 Operations Manager(Kavinder Singh)
 Business Unit Safety Director and Business Unit Claims Coordinator
 Regional Safety Director and Regional Claims Manager
 Turner Casualty & Surety Representative
 Insurance carrier(s) representative
 Local counsel (as identified by Turner Casualty & Surety)

The Business Unit Operations Manager shall be responsible for establishment of this team,
listing of required information and confirmation with each team member of their duties and
responsibilities to the team. It is critical to collect and have readily available all pertinent office,
mobile and home numbers in order to communicate quickly. Back-up individuals for each team
member should also be identified. This information is to be updated quarterly and is to be
reviewed at the quarterly Business Unit claims review meeting with the insurance carrier(s). This
information should also be available at all projects/offices.

The function of this team is to provide overall management of the crisis; guidance to the
Project/Office Action Teams and to ensure necessary communication and coordination is in
place between the Turner Business Unit, Turner Casualty & Surety, insurance carriers and
counsel. In many instances it may be important to involve legal counsel early to establish
“privileged” communications.

This team will also determine the need for and engage necessary consultants (structural,
environmental, critical incident stress counselors, etc.) as required. This team should engage
such consultants early on so they are prepared and ready to react quickly in the event of a crisis
situation. This team will also coordinate all release of information. This will include coordination
with the Owner and other entities involved in the project. This team will coordinate all potential
medial communication with Turner’s Corporate Public Relations Department.

Practice

Drills are the best way to train staff and determine when unexpected difficulties might be
encountered. Fire evacuation may be simple for the Business Unit office or project office, but
very complex for large projects. Staff will be more comfortable with these crisis guidelines, and
perform better under duress, if they have had the opportunity to run through these procedures
during normal operating conditions. Make sure that liaison contacts are included in dry runs.
Training is to be conducted at the start of every project and semi-annually thereafter.

3 – Section 2 Crisis Management Plan – 11/9/2020

 Section 3: Event Response Plans
First Hour Response

Several immediate and simultaneous actions must take place during a crisis regardless of the type
of event. These actions should be directed by the Project Superintendent or, in his/her absence,
the Project Safety Coordinator or the senior staff member at the location. In all cases, immediate
notification must be made to your Business Unit Crisis Team, SLAC Crisis Team at
(650) 926-2551 and the 1-800 National Crisis Number at 1 (800) 388-7637. This number is
operational 24 hours a day, 7 days a week.
First hour actions include:

1. Protect the injured worker(s) and administer CPR/first aid

First Aid Team Members: (Primary) Matt Zybura & (Secondary) Richard Needham
If the injured worker(s) is in immediate danger, action must be taken to eliminate the danger
and/or move the injured person from danger. Secure the area to eliminate/reduce exposure of
others to possible hazards.

Render first aid to the injured. All projects should have a predetermined project CPR/First
Aid Team developed by the Superintendent at job start up who shall respond to the victim(s)
with the basic first aid equipment. This team shall stay with the victim(s) until the emergency
medical response team arrives and takes over.

Ensure inquiries are always made as to where the injured individuals are being taken and
necessary communication must be made to medical providers related to Turner’s post-
incident Drug & Alcohol testing protocol.

2. Summon emergency help

Call 9-9-1-1 from a SLAC phone and 9-1-1 from a cell phone and advise of the type of
incident, injuries and number of injured and location of incident.

Be familiar with the police representatives who are responsible for your area. Some
emergency situations, such as bomb threats, require special reporting practices. You must
review with your local police department and/or fire department the proper way to notify
them.

3. Account for all personnel

Refer to Cal/osha Section 3220 Emergency Action Plan. In the event of a crisis, it should be
determined if evacuation is required. If so, the prearranged emergency warning system will
be sounded and the project or office evacuated in an orderly manner to the prearranged
meeting place outside the project. All personnel must be accounted for by their

4– Section 3 Crisis Management Plan – 11/9/2020

 respective supervisors. If it is determined that the office or project will be shut down for the
day, everyone must be accounted for and instructions given as to start time the next day.
Keep in mind that police and fire will want to know who was in the building at the time of
the emergency.

The senior Turner site manager (Nick Tyler) should be prepared to provide a workforce
personnel incident de-brief prior to personnel leaving the job site. Any top-line details related
to the incident should be provided to minimize the spread of rumors as well as directions on
handling media inquires. Employees should be directed to contact their families immediately
to communicate their personal condition.

4. Secure the jobsite

A “gatekeeper” who controls access to the location must be designated as part of the
project/office Action Team. Do not allow anyone except authorized personnel to go into the
building. All visitors should be escorted from the building, but remain available for
questioning.

Evidence should not be moved or altered in any way. Destruction of evidence due to the
company’s failure to secure the site could play a role in determining liability. Steps should be
taken to lock up, guard, or photograph any items of crucial evidence.

5 Immediately notify:

 Business Unit Safety Director, who will notify his/her Regional Safety Director, SLAC
Crisis Team at (650) 926-2551 Director of Public Relations and notify Cal/osha if
circumstances warrant
 Business Unit Claim Coordinator, who will notify his/her Regional Claim Manager
 Subcontractors as appropriate
 Project Executive
 Business Unit General Manager
 Operations Manager, who will notify his/her National Operations contact
 Turner Casualty & Surety
 Insurance carrier(s), if circumstances warrant
 Owner, who will notify his insurance carrier

Follow-up Actions
Meet with emergency personnel

A representative of Turner or another responsible party must meet with the responding
emergency department and advise them of the emergency situation and layout of the site. Turner,
with the help of the subcontractors, will secure the site to bar entry of other vehicles. Any
vehicles hindering access from the street must be removed immediately. Predetermined Turner
and subcontractor staff shall assist the security personnel and remain stationed at assigned
locations until relieved or advised by the Turner Superintendent that they are no longer needed.

5– Section 3 Crisis Management Plan – 11/9/2020

 Have a list prepared to share with authorities of all hazardous chemicals and flammables as well
as their locations.

Perform incident investigation

The Business Unit’s Safety Director and the Business Unit Claim Coordinator will set up and
organize an appropriate team to preserve evidence, identify all witnesses and initiate proper
incident investigation. The Director shall do so in close coordination with the Operations
Manager, insurance carrier(s), and representatives of Cal/OSHA and other involved public
agencies (e.g. police, fire).

Accompany the OSHA investigator

If Cal/osha investigates the incident, a Turner staff member and the Business Unit Safety
Director, if available, must accompany the Cal/osha Representative(s) to assure they receive
accurate, correct information and benefit from our knowledge of the incident.

Post Incident Evaluation and Review

The BU/Action Team should conduct a post-incident evaluation/review and any lessons learned
should be updated in the plan and disseminated to the team.

Addition Support Resources

Business Unit Crisis Team

Each Business Unit must establish a “Crisis Team” to assist in the overall management of the
crisis, as outlined in Section 2. This team will ensure local management teams receive the
necessary support to effectively manage all events related to any crisis. The Business Unit
Operations Manager shall be responsible for establishment of this team, listing of required
information and confirmation with each team member of their duties and responsibilities. The
Business Unit team will provide guidance to the Project/Office Action Team and ensure
necessary communication and coordination between the Business Unit, Turner Casualty &
Surety and outside parties.

National “Go Team”

Turner has implemented a National “Go Team” that may, depending on the severity of the crisis
situation, be sent to the crisis location to assist the local Project/Office Action Team and the
Business Unit Crisis Team. The determination to send the “Go Team” will be made by the SVP,
Operations, Corporate Director of Safety and the National Manager of Claims. The “Go Team”
is comprised of experts from various functions including:

 Operations
 Safety
 Claims

6– Section 3 Crisis Management Plan – 11/9/2020

  Legal
 Public Relations/Communications

The team has developed a pre-determined list of subject matter experts that may be deployed to
provide specific support to the Project/Office Action Team. It is imperative that Turner deploys
its very best resources during a crisis to ensure the best possible outcome.

Specific Event Response

While the initial response for many types of crisis events are the same, specific event response
plans need to be developed to avoid time lost in figuring out what to do, how to organize, what
resources are needed, etc. For such contingencies, Turner needs pre-coordinated response plans
that can be initiated by Project/Office Action Teams, Business Unit Teams and National “Go
Teams” upon notification that an event has occurred. Further, they will need extensive pre-
coordination across all of the services (fire, police, ambulance, etc.), jurisdictions (county, state,
city, etc.), and Turner teams that could be called upon to respond.

While we cannot plan for hundreds of different contingencies we can develop specific event
response plans with sufficient precision that all the necessary response functions are identified.
Each Business Unit crisis team should review the following specific event responses and prepare
their crisis management plans in accordance with the outlines following. Accordingly, you
should follow the steps outlined in the First Hour Response for any of the events following. In all
cases, immediate notification must be made to your Business Unit Crisis Team, SLAC Crisis
Team at (650) 926-2551 and the 1-800 National Crisis Number at 1 (800) 3388-7637. This
number is operational 24 hours a day, 7 days a week.

A. Bomb Threats

If you receive a bomb threat contact the local police department immediately. Certain projects
may have other notification requirements to federal agencies; for example, airport projects are
likely required to notify the FAA. It is the policy of Turner that no employee or trade contractor
employee will be allowed to participate in a bomb search. Follow steps three through five in the
First Hour Response, Section 3, Pages 4 and 5.

Upon evaluation, should it be determined an evacuation is warranted:

 The prearranged emergency warning system should be sounded

 The project site should be evacuated in an orderly manner in accordance with emergency
evacuation procedures.

The Project Manager or Project Executive are the only persons that can direct employees to
return to work and only after a search of the building has been completed by law enforcement
personnel or qualified representatives of the owner and one hour after the indicated bomb threat
time has passed. Reference should be made to the Bomb Threat Report in Section 5.

7– Section 3 Crisis Management Plan – 11/9/2020

B. Building Collapse / Failure

A building collapse or failure can take many forms, from a partial wall collapse to an entire
structural failure. The most important activities after such an occurrence are outlined in the First
Hour Response element of this program. These actions should be directed by the Project
Superintendent or, in his/her absence, the Project Safety Coordinator or senior staff member at
the location.

 Immediately render first aid to the injured. All projects must have a predetermined First
Aid/CPR Team to respond to such needs.
 Utilize proper care and discretion to ensure others are not placed at risk. For example, do
not rush into a collapsed building without ensuring the immediate area is safe. Call
9-911 immediately to summon emergency help.

Account for all jobsite personnel and implement the site’s evacuation procedures if so warranted.
 The prearranged emergency warning system should be sounded.
 The project or office should be evacuated in an orderly manner to the prearranged
meeting place. The respective supervisors must account for all personnel.
 Secure the jobsite to prohibit access to the location.

C. Building Shutdown

The decision on whether a Business Unit or project site should be shut down and all workers
asked to leave the premises will be determined by the nature and seriousness of the incident. The
General Manager and Operations Manager in the Business Unit and the Project Manager or
senior staff member at the project site will make this decision.

In the event of a shut down of a Business Unit office, the crisis management team should
immediately:

 Ensure that all personnel are accounted for and have left the building.
 Station security outside to make sure no one re-enters the building until instructed to do
so by the General Manager and the Operations Manager.
 Close and monitor all gates, except the main gate, as indicated above.
 Deny all unauthorized persons access to the site, including the news media. (Reference
Section 4 for particular actions regarding the news media.) All unauthorized persons
found on the site will be escorted off the premises.
 Notify the owner’s representative.

D. Environmental Crisis

An environmental crisis occurs when a chemical release or spill, or water spill or discharge 1)
threatens the environment, 2) negatively impacts community/owner relations, 3) creates
regulatory intervention or 4) creates media attention.

8– Section 3 Crisis Management Plan – 11/9/2020

Emergency Spill Response
The first person responding to an emergency spill should immediately notify the Project
Superintendent, or Project Safety Coordinator or senior staff member. If it is safe to do so the
first person responding to an emergency spill should immediately, after notifying personnel
listed above, take the following actions:
 Stop the source of the spill.
 Report the spill to his supervisor or make sure someone else does.
 If the spilled material is flammable, eliminate ignition sources.
 Protect storm drains, floor drains, and sink drains, if necessary.
 Dial 9-911 for assistance from the PAFD.
1. State that the emergency is at SLAC.
2. Describe the spill, including:
o Location of the spill.
o Identify the spilled material, if known.
o Approximate size of the spill.
o Whether there is fire or explosion, and extent of any injuries.
o Source of the spill, if known.
o Extent of environmental contamination.
o When the spill occurred, if known.
o Whether or not the spill is contained.
o Give your name, location, and telephone number.
o Remain on the phone until the emergency dispatcher instructs you to hang up.
 Contain the spill by surrounding the perimeter of the spill with containment material such
as absorbent pads and berms.
 Cordon off the area.
 Remain in the area to direct emergency personnel to the scene.
 Provide information to emergency personnel.
 Follow the instructions of the PAFD and other responding emergency personnel.

Caution! Do not attempt to clean up an emergency spill unless you have been trained to do so.

Spill Clean Up
Spills are generally cleaned up by the organization responsible for the spill. SLAC may wish to
be involved in the clean-up if they are concerned that their facilities are at risk. Unless the FD
instructs you otherwise clean up spill by taking the following actions:
 Request a hazardous waste container from SLAC.
 Wear appropriate PPE.
 Clean up the spill according to the Material Safety Data Sheet (MSDS) and any
instructions provided by SLAC or the PAFD.
 Place the spilled material and any absorbent material in a hazardous waste container.
 Call LCLS for container pick-up and disposal.
 Decontaminate spill equipment according to the manufacturer’s specifications.
 Restock cleanup supplies.

9– Section 3 Crisis Management Plan – 11/9/2020

Minor spills are considered to be one gallon or less of any POL (petroleum, oil, lubricant). In the
event of a minor incident, the following actions will take place:
 Turner Project Safety Manager notified.
 SLAC Project Manager notified.
 Contact and coordinate with SLAC waste management for the delivery and pick up of
hazardous waste drums.
 The Subcontractor responsible for the incident is instructed to have qualified person clean
up the material.
 Reporting of any spill to authorities, if required, will be the responsibility of the owner.

In addition to the above activities, in the advent of a major spill such as a broken fueling line or
valve failure on a fuel truck, a dirt berm of sufficient size to contain the spill will be put around
the affected area.

Reference should be made to the Environmental Crisis Checklist in Section 5.

E. Fatalities/Serious Injuries

A job fatality, serious injury or other such catastrophic incident, sets off a chain of events
involving the safety, legal, insurance, communication departments, and other entities. The crisis
management team should immediately:

 Direct attention toward immediate aid to the injured

 Eliminate further risk to others
 Seal off the area for later inspection
 Control access to the incident location
 Secure witnesses
 Contact BU Crisis Team, Claims Coordinator and Business Unit safety Director
 Deny all unauthorized persons access to the site, including the news media. (Reference
Section 4 for particular actions regarding the news media.) All unauthorized persons
found on the site will be escorted off the premises.

Important: Notification

In the event of a severe injury or death on a Turner worksite, notification must be handled very
carefully and properly:

 Turner employee family members: Together, the Business Unit General Manager and
Operations Manager will notify the family.
 Subcontractor employee family members: The subcontractor will notify the family.
(This plan assumes that each subcontractor has its own program for notification by its
management of next of kin and other necessary parties.)

10– Section 3 Crisis Management Plan – 11/9/2020

  Cal/osha, SLAC Crisis Team: The Business Unit Safety Director will notify the local
area office.

The Operations Manager will decide as to whether the project site should be shut down and all
workers asked to leave the premises. This is determined by the nature and seriousness of the
incident. Reference should be made to the Fatality/Serious Injury Checklist in Section 5.

F. Fire

Risk of fire during building construction is always a consideration usually because of the lack of
fire-fighting facilities, the presence of combustible material and potential lack of control of heat
sources. The proper design and use of fire resistant materials is necessary in both permanent and
temporary work. The use of electrical tools, oxygen, acetylene, flammable gases, welding
equipment, gasoline and combustible materials on projects must be managed appropriately to
minimize fire risks.

The planning of general fire prevention is the responsibility of the Superintendent on a project.

 Suitable fire-fighting equipment must be readily available at all times.

 Employees should be trained in basic fire prevention techniques and be able to respond
accordingly.
 If the Owner has existing fire extinguishing facilities it may be possible to make
arrangements for their use.

Once the fire equipment is set up, the Superintendent should assign its maintenance to certain
responsible members of the staff. The Superintendent should weekly check the availability and
condition of equipment, assess possibilities of new risks, and reassign responsibilities as staff
changes occur. The Turner Safety, Health, and Environmental Policy should be referenced when
developing Business Unit or site-specific fire prevention plans. Offices should follow the
building management or building security protocol and plan. This plan should be reviewed with
all personnel. In the event of a fire the Palo Alto Fire Department will be notified.
Reference should be made to the Fire Checklist in Section 5.

G. Labor Disputes

Labor Disputes may disrupt project progress and present personnel risks that must be managed
accordingly. The Project Manager or senior staff member at the site should determine the nature
of the dispute or picketing by questions to Labor Representatives and/or Subcontractors.
Immediately contact Project Executive and Operations Manager advising of issue and to seek
legal counsel. Do not engage in confrontational discussion, physical contact or offer opinions on
the nature of the dispute.

11– Section 3 Crisis Management Plan – 11/9/2020

A project site staff member or Security guard should monitor the location with a communication
device and immediate contact Project Manager if any activity presents threat to personnel or site.
Contact the local police if the dispute is un-restful and/or disorderly. For procedures in
establishing a “Dual Gate” system, signage requirements and appropriate notices, see Operations
Resource Drive on TKN. Only officers of the company should ever respond to media inquires.
Reference should be made to the Labor Dispute Checklist in Section 5.
H. Severe Weather/Natural Disasters

A severe weather plan and team with assigned responsibility is necessary in case of earthquake,
tornado, flooding, or other acts of God. Each Business Unit and your specific project may require
additional efforts to be ready for a severe weather event.
Additional responsibilities include:

 Complete the Turner personnel telephone list at the beginning of each project and
continue to update as the project staff changes.
 Review project specific plans with the Owner and subcontractors at the beginning of each
job.
 Review the overall Business Unit plan with all employees once a year.
 Review the checklist items included at the end of this plan.
 After a severe weather incident, a debriefing should take place and the plan should be
reviewed and revised based on the feedback from the team on what went well and what
needs improvement.

The Operations Manager shall be involved in project shutdowns and post project inspections
with the Owners. Additionally, if a severe weather event affects a Business Unit office, a
temporary office may be set up in a location that will allow operations to continue.
Reference should be made to the Severe Weather Checklist in Section 5.

I. Terrorist Threats

Consideration must be made to your location’s exposure to potential acts of terrorism. Things to
consider include the tenants of the building in which you occupy or are working in, the proximity
of your site to high risk buildings such as:

 Government buildings
 Airports
 Religious institutions
 Criminal detention facilities
 Densely populated buildings
 Local or national landmarks
 “Trophy” buildings,

While you may not be able to pre-plan all potential threats, conducting a location specific risk
assessment and planning accordingly is your best defense.

12– Section 3 Crisis Management Plan – 11/9/2020

All projects should maintain the security of the site and manage the access of visitors to control
unauthorized personnel from entering property that Turner controls. It is very important that site
personnel know what subcontractors are working on Turner sites. The office must maintain a
visitor sign-in log and implement a visitor badge program.

Turner employees who handle the receipt and distribution of mail and other packages must be
very diligent about any suspicious packages. Special attention should be made for any packages
without return addresses or are moist, bulging or otherwise distorted. Your local police should
be immediately notified of any suspicious mail or packages. Notification should also be made to
your Business Unit Crisis Team. Reference should be made to the Terrorist Checklist in
Section 5.

J. Workplace Violence

If a workplace violence report is made, the assigned Turner representative will:

 Conduct a brief preliminary interview of the employee(s) who reported the allegation to
determine the details of the incident.
 Question employees who have been identified by the alleging employee as being
involved in the incident.
 Assess the situation for any ongoing threat or imminent danger to other employees.
 Remove the employee from the worksite and contain the situation.
 Contact law enforcement if warranted and if additional precautions are necessary to
protect other workers.

Do not attempt to reason with someone who is wielding a weapon. Call law enforcement
immediately and evacuate the area as quickly as possible. Notification should also be made to
your Business Unit Crisis Team and your HR representative. Reference should be made to the
Workplace Violence Report in Section 5.

13– Section 3 Crisis Management Plan – 11/9/2020

 CRISIS MANAGEMENT PLAN
Flow Chart of Activities

CORPORATE

EXECUTIVE/
SR. V.P.

GENERALMANAGER PROJECT
CORP.
Mike O’Brien(510)2678190 EXECUTIVE
PR
Terry Kuflick
OPERATIONS Bill Jangraw OWNER TCS
MANAGER (408)295-7598
(212)229-6000
Danny Cook(510)267-8190
INSURANCE REGIONAL CLAIMS Regional Safety Director
CARRIER MANAGER Guy Silvey
Robert Pinney Maria Mareno CAL/OSHA
MEDIA (206)255-8130
(800)821-0967 (510)267-8113 (510)794-2521

Project Manager
INVESTIGATE
Mike Owens Claim Manager INCIDENT
408-781-7177 Safety Director
Marty Molloy TJ Lyons
TJ Lyons
(510)267-8148 Morgan Spaman

Morgan Spaman
INCIDENT Nick Tyler
415-748-1335 LCLS ESA
Richard Hislop Project Action INVESTIGATE LESSONS
Michael Team Project Action INCIDENT LEARNED
Seharfenstein GO TO Team SAFETY DEBRIEFING
POLICE INCIDENT SECURE SITE MANAGER TJ Lyons
Morgan Spaman Morgan Spaman Richard Hislop
DEPARTMENT Morgan Spaman
(650)444-1577 9-911 MOBILIZE
UTILITY Project Action
DEPARTMENTS Team
926-2551
FIRE Morgan Spaman
DEPARTMENT Communicate
9-911 with subs

13– Section 3 Crisis Management Plan – 8/04

 Section 4: Media Management
All inquiries by the news media need to be handled very carefully. Misinformation can create
negative public perceptions and/or poor Owner relationships. All inquiries should be referred to
the General Manager or Operations Manager and SLAC.

The two keys to successful crisis communications:

1. Decisions have been made ahead of time and the plan is ready to implement at a moment’s
notice.

2. Turner is in control of the situation and messages, including cameras and video recorders.

It’s very important that only Company Officers are the spokespeople for Turner.
Therefore, the General Manager or the Operations Manager and SLAC are the only ones
who can deliver media statements. They have received special training and are the only
ones authorized to grant media interviews. This includes informal media inquiries via
phone.

The Business Unit Action Team will work with the Project/Office Action Team and will contact
the Public Relations Department for necessary support, strategy and message development
during a crisis. They will also coordinate release of information with the owner and other
required entities. The Public Relations Department should be up to date on any and all past
experiences where Turner received media attention and be prepared for any reporter that has
investigated us in the past.

For the purposes of this crisis plan, here is a brief overview of what should happen before
the media shows up on site, and even, ideally, before the crisis happens:

 Designate a safe area for the media.

Just like all other non-involved personnel, media representatives should not be allowed
access to the incident location to maximize your control of the incident site and their safety.
All media representatives should be politely directed to a common location where a
designated company representative would provide them with factual information.

 Designate a media escort.

A media escort should be designated to escort the media to a safe place to wait for
information and comment from the spokesperson. Everyone on the jobsite, including the
Owner, subcontractors and employees, should know who the media spokesperson is and
understand that no one but that designated person should talk to the media.

14– Section 4 Crisis Management Plan – 11/9/2020

 Depending on the incident, the location should be away from the immediate incident,
preferably off-site, such as a meeting room at a local hotel or restaurant. A suitable on-site
location may be possible, away from incident, in the Owner’s trailer, conference trailer, etc.
The media should not meet in a Turner office facility. The area should be dry and as
comfortable as possible with access to phones. Research possibilities beforehand so you have
options to consider if an incident occurs.

Media representatives should be promised and receive regular updates, even if it’s
confirmation of what they already know. Turner management has been trained in handling
this.

 News Conferences.

Any news conference needs to be carefully staged and conducted by upper management as it
offers an opportunity to establish the company's position. A press kit (background materials)
is very important. This kit would include site drawings, renderings, technical information,
graphs/charts, company background, project fact sheet, and any other relevant information
you want to disseminate. The Corporate Public Relations department as well as the General
Manager and Operations Manager must approve all information disseminated.

15– Section 4 Crisis Management Plan – 11/9/2020

 Section 5: General

Turner Construction
Crisis Management Plan

Crisis Preparedness Checklist

Our level of preparedness for a crisis prior to its occurrence will determine the success of
effectively managing such an event. All SLAC employees and TCCO personnel must clearly
understand their roles.

Please ensure that following actions have been completed prior to start of the work:

 Project/Office Action Team has been developed and responsibility assigned for:

 First aid/CPR Team

 Police/Fire department contact
 Monitoring National Oceanic Atmospheric Administration weather
 Traffic control/gate security
 Securing the incident site and preserving incident evidence
 Ensuring all personnel are accounted for after an evacuation
 Power/water/gas shutdown and control
 Phone monitoring
 Media escort (to guide media to a pre-determined media location)
 Emergency Phone Lists complete for both Site Action Team & BU Crisis Team
 Site Action Team has been trained on project specific Crisis Plan and all crisis checklists
 A site specific evacuation plan has been developed and includes emergency warning system,
pre-determined evacuation routes, meeting place and responsibility assigned for head count
 Identify a pre-determined command center that is equipped with dedicated phone line and
other necessary equipment away from the site
 Site or office specific Crisis Plan has been reviewed with Police/Fire departments and all
other relevant local authorities including a copy of the building plans with exit routes
identified for each area
 Bomb Threat Incident form and communication procedure reviewed with receptionists and
others likely to receive in-coming calls
 Practice drills are conducted at least semi-annually and at the start of the project

16– Section 5 Crisis Management Plan – 11/9/2020

 Turner Construction
Crisis Management Plan
Emergency Phone Lists
Project/Office Action Team

Our level of preparedness for a crisis will determine the success of effectively managing such an event.
All project site employees and Business Unit personnel must clearly understand their roles. Crisis practice
drills are to be conducted semi-annually for project sites and offices and at the start of every project.

Role Name Work # Mobile # Home #

Team Lead Morgan Spaman 650-444-1577

Project Superintendent Nick Tyler 415-748-1335

Turner Safety Morgan Spaman 650-444-4924

Notification
Turner Safety Manager T. J. Lyons 510-267-8110 510-292-6420

Evacuation Head Count Dan Driver 650-926-5343

Owner Notification Mike Owens 408-781-7177

Spokesperson Mike Owens 408-781-7177

Fire, Injury, Incident ERT 911 911

Notification
Traffic/Gate Control SLAC Security 926-2551 926-2551

Turner Safety Manager T. J. Lyons 510-267-8110 510-292-6420

Police Department 911

Fire Department 911
Electric Utility SLAC Security 926-2551
Water Utility SLAC Security 926-2551
Gas Utility SLAC Security 926-2551

Note: Each project and office must establish and post this Action Team emergency phone list at
proper locations and include it in project safety program materials.

17– Section 5 Crisis Management Plan – 11/9/2020

 Turner Construction
Crisis Management Plan

Emergency Phone Lists

Business Unit Crisis Team

Our level of preparedness for a crisis will determine the success of effectively managing such an event.
All project site employees and Business Unit personnel must clearly understand their roles. Crisis practice
drills are to be conducted semi-annually for project sites and offices and at the start of every project.

Role Name Work # Mobile # Home #

General Manager *Mike O’Brien (510)267-8190

Operations Manager *Danny Cook (510)267-8190

Project Executive Bill Jangraw (408)595-2294

Business Unit Safety Dir. TJ Lyons (510)267-8110

Business Unit Claims Marty Molloy (510)267-8148

Regional Safety Director Guy Silvey (206)255-8130

Regional Claims Maria Moreno (510)267-8113

Manager
Corporate Safety Dennis Falvey (210)722-3800
Director
Corporate Claims Mgr. Kevin King (210)722-3800

Corporate Ops. Ed McNeil (407)210-2543

Manager
Public Relations Terry Kuflik (212)229-6000
Director
Insurance Carrier(s) Liberty Mutual (510)292-6420

*Approved Spokesman
Note: Each project area and all project offices (sub contractors included) must establish a
consistent location and post this Action Team emergency phone list and update as directed by
TCCO

18– Section 5 Crisis Management Plan – 11/9/2020

 Turner Construction
Crisis Management Plan

Bomb Threat Incident Report

If you receive such a call, listen carefully to what is said. Stay calm; alert someone within range
that you are receiving a bomb threat. Fill out as such as possible in the following sections.
When the caller hangs up – DO NOT HANG UP THE PHONE. Notify a Project Action Team
(PAT) member immediately and continue to fill in as much information as possible.

Who received call: ______________________________________ Date: _____________

Time (AM/PM): ______________ Location Call Received: _______________________

Origin of Call: Local _______Long Distance ________Booth ________Internal________

Time Caller Hung Up: ___________________

THE CALLER: (Try to hold caller on line and get all information possible)

Time Bomb Will Explode: __________ Kind of bomb: ___________________________

What Bomb Looks Like: ___________________________________________________

How it is activated: _______________________________________________________

Where is it Located: _______________________________________________________

(Building or Area)
Reason for Placing Bomb: __________________________________________________

Exact Words of Caller: _____________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

Caller's Name (if given): ______________________________ Male_____Female______

Voice: Child ________Adult ________Approximate Age: _______

19– Section 5 Crisis Management Plan – 11/9/2020

VOICE CHARACTERISTICS

Accent or Dialect: Local ______ Not Local ______ Foreign _______

Regional Characteristics: ____________________ (specify) other: _______________ (specify)

Tone: Loud ___ Soft ___ High Pitch ___ Low Pitch ___ Raspy ___ Other ___

Pleasant ___ Rational ___ Irrational ___ Calm ___ Angry ___

Speech: Coherent ___ Incoherent ___ Righteous ___ Emotional ___ Laughing ___ Fast ___
Slow ___ Distinct ___ Distorted ___ Stutter ___Nasal ___

Language: Excellent ___ Good ___ Fair ___ Poor ___ Cursing ___

BACKGROUND NOISE

Factory Machines: Office Machines: Bedlam:

Music: Mixed: Street Traffic:

Trains: Animals: Voices:

Airplanes: Party Atmosphere:

Quiet:

SPECIAL NOTE: Did caller appear familiar with project site and building by his/her
description of the bomb location?

________________________________________________________________________
SIGNATURE DATE

20– Section 5 Crisis Management Plan – 11/9/2020

 Turner Construction
Crisis Management Plan
Environmental Crisis Checklist

Should a release of material occur that has the potential to harm people, property or the
environment the following is a guide to your response:
 Dial 911 if someone has been injured or could be injured from the incident and call or have
someone contact any Project Action Team (PAT) member by dialing (408) 640-6067
If there is no danger to you, provide and administer First Aid/CPR to any injured personnel to
your level of training. If injured is in immediate danger, take action to eliminate danger and/or
move the injured person from danger. FOLLOW NEXT PAGE FOR Fatalities/Serious
Injuries.
 Gather as much information as possible about the type of material that may have been
released (hydraulic oil from broken line), about how much is involved (two square feet on
pavement) and what it might be affecting (storm drains, waterways etc.)
 Assess need for partial or full evacuation; evacuate if warranted. If needed, tell a member of
the PAT.
 Summon emergency help
 Account for all personnel in the immediate area and potentially downwind of the site if
warranted.
 If you can stop the release without endangering yourself – do so, otherwise secure the area to
eliminate/reduce exposure for others.
 If possible, and you are trained to that level of expertise, shut off and/or contain the
environmental hazard to avoid further exposure
 Place absorption material to contain spill or
 Cover drains to prevent storm water contamination or
 Valve off the gas leak
 Turn off all heat, spark or fire sources in the immediate area
 The owner will provide notification to governing agencies in regard to the spill. TCCO does
not perform any remediation.
 Have a member of the PAT contact the Business Unit Safety Manager and Claims
Coordinator as soon as possible during the event. They will determine the need to contact the
National Crisis Team at 1 (866) 388-7637

21– Section 5 Crisis Management Plan – 11/9/2020

 Turner Construction
Crisis Management Plan

Fatalities/Serious Injuries

 If the area is safe, provide and administer First Aid/CPR to any injured personnel. Have
someone call the Palo Alto EMS group at 911 if possible while providing aid
 Provide and administer First Aid/CPR to any injured personnel
 If injured is in immediate danger, take action to eliminate danger and/or move the injured
person from danger
 Secure the area to eliminate/reduce exposure for others
 Notify the following representatives that the incident has occurred
David Saenz LCLS 650-926-2512
Mike Owens Senior Project Manager 408-781-7177
Nick Tyler Project Superintendent 415-748-1335
Kavinder Singh Operations Manager 510-407-9673

 Send designated team member to meet the police/fire/ambulance

 Find out immediately where the injured parties are being taken for treatment
 Secure the incident site to prevent unauthorized access and ensure the preservation of
evidence
 Identify witnesses that need to be interviewed prior to anyone leaving the
 Contact your Business Unit Safety Manager (510-292-6420) and Claims Coordinator (510-
292-5195) immediately. They may contact the national Crisis Team at 1 (866) 388-7637
 Begin a thorough investigation using sketches, photos to document events, positioning of
people and equipment
 Coordinate communication with the families with TCS and San Jose Operations Staff
 In the case of a fatality and/or serious injury of a Turner employee, the Business Unit,
General Manager and Operations Manager will be responsible to notify families in person
 If the incident involves a subcontractor’s employee, the subcontractor will notify the
families
 Consideration must be taken relative to the immediate family’s needs. Provide what aid is
appropriate like childcare, transportation, lodging near hospital etc.

22– Section 5 Crisis Management Plan – 11/9/2020

 If the employee lives out of town and in-person notification is not possible, consider
involving local police or a church to assist
 Always pre-plan your notification, being direct. Expect emotions
 If shutdown of the site is necessary, always conduct a personnel debrief prior to people
leaving the site

Turner Construction
Crisis Management Plan
Response
 Fire in the dry season has been identified as an extremely high hazard for the project. Dry
grass and eucalyptus trees are prevalent across the site and in working areas. In case of fire

 Provide and administer First Aid/CPR to any injured personnel. Have someone call 911
dispatch the Palo Alto Fire Department and EMS group and notify the Project Acton Team
(PAT) by calling 408-640-6067
If injured is in immediate danger, take action to eliminate danger and/or move the injured person
from danger
 Secure the area to eliminate/reduce exposure for others. If possible, and prudent, attempt to
suppress the fire.
 Send designated team member to meet the police/fire/ambulance to direct them to the portion
of the project site or building involved.
 Assess the need for a partial or full evacuation; evacuate if warranted following the
established gathering protocols.
 Never use hoists and/or elevators for an evacuation
 Account for all personnel
 Shut down all gas feeds and electrical power to the immediate area
 Consider the control of potential environmental exposures including chemical releases and
storm water discharge contamination from fire fighting and smoke exposure to persons from
burning poison oak or Oleander.
 Contact your Business Unit Safety Manager (510-292-6420) and Claims Coordinator (510-
292-5195) immediately. They may contact the National Crisis Team at 1 (866) 388-7637
 The fire department will work with the PAT to assess if it is safe to re-enter the building.

23– Section 5 Crisis Management Plan – 11/9/2020

24– Section 5 Crisis Management Plan – 11/9/2020
 Turner Construction
Crisis Management Plan

Labor Disputes (Pickets)

Our level of preparedness for a crisis will determine the success of effectively managing such an
event. All project site employees and Business Unit personnel must clearly understand their
roles. Crisis practice drills are to be conducted semi-annually for project sites and offices and at
the start of every project.

Determine nature of dispute or picketing by questions to Labor Representative and/or

Subcontractor(s). Contact a Project action team member and alert them of the potential for a
dispute or picketing.
 Contact Owner, Project Executive and Operation Manager advising of issue and seek legal
counsel.
 Take pictures of the picket sign(s) or operation in dispute.
 Labor disputers and/or picketers are never to be allowed within a Turner site and must stay
outside fencing at all times.
 Place Company Representative or Security Guard with communication devices to monitor
the location.
 SLAC Security (926-2551) if dispute is un-restful and /or disorderly.
 For procedures in establishing a “Dual-Gate” system, signage requirements and appropriate
notices, see Operations Resource Drive on TKN.
 Note: Gate Contamination-gate can be “contaminated” by employees (including Turner)
entering and exiting the wrong gate.

For anticipated Long Running Disputes

 Meet with local police to discuss monitoring site access and emergency response protocol.
 Attempt to coordinate material deliveries outside of normal picket times.

25– Section 5 Crisis Management Plan – 11/9/2020

 Turner Construction
Crisis Management Plan

Severe Weather/Natural Disasters

Early notification of a severe weather alert is fundamental for success in these events. The TCCO
office complex and local EMS will monitor for severe weather warnings using the NOAA
Weather-Alert and local 911 notification systems.

 Ensure all site and SLAC personnel are aware of the potential of a severe weather event.
Secure all cranes, including lowering mobile crane booms to the ground
 Assess the need for a partial or full evacuation; evacuate if warranted
 Shut off all power supplies, turn off all temporary water sources
 Secure/strap down all material, check all tie downs on office trailers
 If necessary, have appropriate de-watering equipment delivered to the site and secured
 Check all area and street storm sewer gratings to ensure they are free of debris and protected
against runoff from the project
 If necessary have emergency generators delivered and secured
 Deliver all blueprints, permits, inspection logs and other critical documents to Turner’s main
office or other secure site
 Back up all computers to main office
 Update and post site emergency telephone lists
 Broom clean project site and remove trash
 If appropriate, cover all windows and openings with plywood
 Secure all gates and enclosures
 Use mobile phones and establish a phone tree for project team communication by contacting
the Project Action Team (PAT) group
 Conduct an employee and subcontractor debrief on possible work stoppage for the next day
and where to call for information on restarting the work.
 Assign one Turner employee to monitor jobsite or office periodically and report any weather
related emergencies to the Operations Manager, Claims Manager, Owner and Project Action
Team.
 Assess the need for a partial or full evacuation; evacuate if warranted
 Account for all personnel

26– Section 5 Crisis Management Plan – 11/9/2020

 Specific Severe Weather Event Considerations
Earthquake:
 Place large or heavy objects (tools, material, equipment, etc.) on floor and away from
openings
 In offices, hang heavy items such as pictures and mirrors away from chairs, couches and
anywhere people sit
 Identify safe places in the building: against inside walls, away from windows where glass
could shatter or where heavy objects could fall
 If outdoors, locate safe places in the open away from buildings, trees, telephone and electric
lines, overpasses or elevated expressways
 Be prepared for aftershocks; these can often cause additional damage or bring weakened
structures down

Tornado:
 Understand the difference between a “tornado watch,” which means that conditions are right
for a tornado and a “tornado warning,” which means that a tornado has been sighted on radar
 Monitor weather conditions as necessary
 Designate an area in the building where all employees can go in the event of a tornado threat
 In the event of a tornado, Project action Team will sound tornado alarm system and direct all
personnel to the pre-determined safe area

27– Section 5 Crisis Management Plan – 11/9/2020

 Turner Construction
Crisis Management Plan

Terrorist Threats

Our level of preparedness for a crisis will determine the success of effectively managing such an
event. All project site employees and Business Unit personnel must clearly understand their
roles. Crisis practice drills are to be conducted semi-annually and at the start of every project.

 Conduct a location Risk Assessment to assist in determining your location’s exposure to acts
of terrorist threats. Consider:
 The tenants of the building you occupy or are working in
 Your location’s proximity to government buildings, airports, religious institutions,
criminal detention facilities or densely populated buildings
 Ensure you know what subcontractors are on site each day
 Maintain the security of the site; conduct a daily perimeter fence inspection
 Manage the access of visitors by maintaining a visitor sign-in log and mandate a visitor or
badge program
 Employees that handle the receipt and distribution of mail should review the Mail Handling
Guidelines
If a terrorist event occurs:

 Provide and administer First Aid/CPR to any injured personnel or visitors. Contact or have
someone call 911 for emergency services and site security at 926-2551
 If injured is in immediate danger, take action to eliminate danger and/or move the injured
person from danger
 Secure the area to eliminate/reduce exposure for others
 Summon emergency help
 Send designated team member to meet the police/fire/ambulance
 Assess the need for a partial or full evacuation; evacuate if warranted
 Account for all personnel
 Cooperate fully with local authorities
 Contact your Business Unit Safety Manager and Claims Coordinator
 Contact the National Crisis Team at 1 (866) 388-7637

28– Section 5 Crisis Management Plan – 11/9/2020

 Turner Construction
Crisis Management Plan

Media Management

Our level of preparedness for a crisis will determine the success of effectively managing such an
event. All project site employees and Business Unit personnel must clearly understand their
roles. Crisis practice drills are to be conducted semi-annually and at the start of every project.

 Designate a pre-determined secure area for the media, away from the project site. This
area should be comfortable (warm and dry) with access to phones. The Site Turner office
has been determined as the Press Gathering Area for the project.
 The media should not meet at a Turner office facility
 The designated media escort should meet the media and escort them to the secured area
 The Project/Office Action Team will work with the Business Unit Crisis Team and the
Corporate Public Relations Department to coordinate media communications
 Only company officers are to speak with the media
 All communications must be short, concise and factual
 Always align your communications with the owner
 Do not share crisis plan with anyone other than authorized personnel
 Do not discuss procedures in detail with reporters and other outside parties
 Do not share building plans with unauthorized personnel including “college students”
calling about a project

29– Section 5 Crisis Management Plan – 11/9/2020

 Turner Construction
Crisis Management Plan

Workplace Violence Incident Summary Report

This form is to be utilized to document any workplace violence. The form should be forwarded
to the Business Unit Safety Director and your Human Resources Representative

Fax To Business Unit Safety Director _____________________________At: ________________________

Business Unit: __________________________Project: _________________________________________
Report Completed By: ___________________________________________________________________
Phone: ________________________________________ Date: __________________________________
Name of Victim_________________________________________________________________________
Type of Incident  Threat  Assault/Battery  Robbery  Other
(Check one)
Persons Involved

(Note all individuals involved)

Exact Location of Incident

(Indicate Project address, location

on site, etc)
Time of Incident

Outside Emergency Assistance  Ambulance  Police  Fire  Other

(check one)
Detailed Description of Event:

(Include weapons used and

employee response)

Assets / Money Lost or Damaged

Corrective Management
Action Plan

30– Section 5 Crisis Management Plan – 11/9/2020

 Communication of Crisis Management Plan to SubContractors

Turner Establishes written plan

Pre-Mobilization meeting With Sub. (On-site)

Sub-Contractor Safety Orientation (At Sub office)

SLAC/TCCO orientation (on-site)

Job Safety Analysis/Area Hazard Analysis

Daily Pre-Task Planning

31– Section 5 Crisis Management Plan – 11/9/2020