NCJ Number
143637
Journal
Security Management Volume: 37 Issue: 5 Dated: (May 1993) Pages: 27-30
Date Published
1993
Length
4 pages
Annotation
This article describes the emergency prepardedness program of the Northrop Corporation's Aircraft Division in Los Angeles, a program developed due to the inadequacy of the company's response during the Los Angeles riot of April 1992.
Abstract
The new crisis management organization developed by the company focuses on the training of security employees called BELs (building emergency leaders). The company continually trains BELs to communicate effectively with employees in crisis situations and make decisions that will enhance facility security. A permanent central crisis planning center is the focal point for information dissemination by BELs. BEL training begins with a short briefing on responsibilities and communication tools. The importance of a feedback loop for communications is emphasized. Trainees also learn to operate all emergency communications systems. The bulk of the training is experiential, as lessons are applied in two disaster simulations, a civil disturbance and an earthquake. Twenty-seven senior managers now serve as BELs in emergency situations, in addition to their normal duties. The intent is that all 27 BELs will work together with the division general manager to ensure a coordinated response in a crisis. They share a common training that enables them to make coordinated decisions, even in the event that one or more sites cannot communicate with the rest of the division.