Topic outline

  • Introduction

    The primary objective of this University of Applied Sciences of the Grisons concept is to be as well prepared as possible both in emergency situations as well as with precautionary measures, to remain capable of action and be transparent during a crisis and in emergencies.

    An emergency is an unexpected situation where rapid action needs to be taken, for example, a fire, natural catastrophes, epidemics etc. This also includes medical emergencies (con-sciousness, breathing, circulation, accident etc.) and situations of mental and emotional stress (violence, threats of suicide etc.).

    Emergency Concept

    Crises are part of a company just as much as success or growth. They cause insecurity and demand an active approach from the company and people involved. Recognition that a crisis can also be an opportunity for development makes it easier to deal with them when they occur: "A crisis is a state existing for a limited period of time when a loss, damage, threat or sense of being overwhelmed occurs, interrupting the previous way of life" (Dross, 2001).


    • Objectives

      What are the objectives in emergency or crisis situations?

       

      • Upholding the capability for action in extraordinary situations

      • Mental consideration of possible emergency and crisis situations in the form of a 'no surprise' culture

      • Ensuring transparent communication internally and externally

      • Ensuring in-house and external consultancy and advice offers for students and employees with personal problems or questions

      • Avoidance of crisis situations through precautionary measures and early intervention

      • Personal safety

      • Protection of infrastructure

      • Environmental protection

      • Image protection


      • Conduct guidelines

        The objectives from the Emergency and Crisis Concept give rise to the following conduct guidelines. All actions and measures relating to the issue of safety must be checkable with respect to their justification on the basis of these guidelines.

         

        • The physical and psychological integrity of all individuals located in the buildings and working areas of University of Applied Sciences of the Grisons is ensured to the greatest possible extent.

        • The real estate and material assets that fall under University of Applied Sciences of the Grisons` sphere of responsibility are protected by appropriate measures against criminal influence, elemental and material damage as well as the criminal influence of third parties.

        • Those responsible improve the safety concept each year with the objective of maintaining the greatest possible safety of those affected and the employees themselves.

        • In order to prevent and manage risks, University of Applied Sciences of the Grisons works closely with the responsible authorities to ensure the rapid resolution of problems and appropriate preparation.

        • As mentioned above, all measures are assessed according to the four following aspects:

        1. Personal safety:                                  protection of life and limb

        2. Property and asset protection:        against the loss of or damage to exhibits, information and assets including infrastructure facilities and buildings

        3. Environmental protection:                 minimisation of damage

        4. Image protection:                                maintenance of reputation and integrity


        • Institutions and their areas of responsibility

          Coordination team

          The coordination team takes action in emergency situations and is responsible for: 

          • coordination of the emergency action on site
          • communication (exchange and flow of information)
          • contact with external positions (police, fire brigade, medical services, authorities), possibly in consultation with the emergency personnel.
          • calming the situation
          • ensure that psychological care is provided for injured parties and people involved
          • annual revision of this concept

           

           

          The coordination team is made up of: 

          • Jürg Kessler, President (Tel. 081 286 24 25)

          • Flurina Simeon, Head of Communication (Tel. 081 286 24 27)

          • Rinaldo Albertin, Head of Services (Tel. 081 286 39 53)

          • Malgorzata Suter-Kaminski, Rectorate project employee (Tel. 081 286 38 31)

             

           

          Deputies for members of the coordination team are: 

          • Martin Studer, Pro-Vice-Chancellor (Tel. 081 286 24 43)

          • Sandra Wipfli, University development (Tel. 081 286 37 91)

          • Aron Tischhauser, Services team member (Tel. 081 286 39 44)

          • Karin Willi, University Secretary (Tel. 081 286 24 50)

           

           

          The evacuation team is made up of: 

          • Administration / reporting

          • Services

           

          Services

          In emergency situations, the services team and other members of central services provide support for the coordination team. In the event of technical faults, the services team is also the first point of contact. They are responsible for:

          • first aid (with corresponding training)
          • providing information for new employees at an introductory event
          • practical implementation of the emergency and crisis concept
          • periodic updating of emergency planning and building security
          • corresponding training events

          In the event of technical faults, the services team is also the first point of contact.

          Administration / reporting

          The emergency number 999 connects the callers to the administration which forwards the call to the members of the coordination team. Also, first-aid training.

          Care Team Grischun

          The Care Team Grischun is summoned by the emergency call centre (144) and provides initial psychological care and support for severely traumatised persons and their relatives in incidents of daily life as well as during catastrophes and emergency situations. It is responsible for:

          regaining safety/security through structure, information and protection and regaining the ability for self-care/self-management or rehabilitation in the previously carried out job or activities (public health department of Graubünden, 2014)

          Student advice

          Student advisory services are involved when crisis situations arise involving students. The advisory services are treated in strict confidence and are supplied free of charge. An overview can be found on the Intranet at https://my.fh-fhgr.ch/index.php?id=careercenter. The advisory services are responsible for:

          • providing personal advice to students with problems or individual questions
          • offering external advisory possibilities

          The Head of the Career Center and Advisory Services, Maria Simmen (Tel. 081 286 39 75), is the responsible person for students seeking advice.

          Employee advice

          External opportunities exist for employees in a crisis situation who would like to obtain advice from an external advisory service. These include:

          external supervision: Manuela Widera (Tel. 081 284 04 54)

          Catholic counselling: Magdalena Widmer (Tel. 081 256 74 00)

          Protestant counselling: Rolf Bärtsch (Tel. 079 777 30 17), Angelika Müller Jakober (081 252 33 77)

          This is psychological first aid and not a therapy. The advisory services are treated in strict confidence and are supplied free of charge. An overview can be found on the Intranet at https://my.fh-fhgr.ch/index.php?id=121.

          The counselling includes personal support for employees in the case of problems or individual questions.

          • Prevention

            Particular attention is paid to prevention. Advice and support provided at an early stage are intended to prevent or reduce the severity of crisis situations. Intervention at an early state is intended to contribute towards preventing possible traumas. Contact to further-reaching advisory services can be provided. The advisory services offered make it possible to recognise and approach difficult situations at an early stage, to activate resources and to pursue possible solutions. The support provided is intended to help a student or employee continue with studies or work at the University of Applied Sciences of the Grisons even in a difficult personal situation. In situations involving acute danger to life (threats, rampages, havoc etc.), the coordination team is notified.


            • Incidents during teaching events

              Employees and teaching staff are responsible for the students in their classes or groups during teaching events. In the case of immediate danger they should alarm the public emergency services, provide emergency medical help (first aid) as far as possible and ensure that quiet and order is maintained in the class rooms. After the alarm has been raised, the University of Applied Sciences of the Grisons coordination team should be informed. In the case of evacuation of the building, the teaching staff is responsible for evacuation of the class. It is the responsibility of the teaching staff to ensure that students stay together during evacuation (no-one leaves the assembly point without permission from a police officer). At the assembly point, teaching staff must count the members of their class and report immediately to the police if any students are missing. In an emergency situation without any immediate danger, teaching staff should con-tact the coordination Team via the internal emergency number 999.


              Alarms in emergencies





              Emergency abroad (outgoing students)


              University of Applied Sciences of the Grisons sends students (study trips, etc.) and employees (e.g. SUES) abroad in various situations. During the planning and implementation of trips and stays abroad, the instructions of the Federal Department of Foreign Affairs (FDFA) must be observed. University of Applied Sciences of the Grisons does not provide any advice with respect to travel destinations.

              In the event of emergencies abroad, a differentiation is made between two scenarios. The emergency may relate to an incident as part of a trip organised by University of Applied Sciences of the Grisonsor a case that occurs during an exchange semester undertaken by a University of Applied Sciences of the Grisons student. We systematically base our actions on the advice and recommendations of the FDFA and pass this information on to our students. In each case, the head of the coordination team defines a case manager and a deputy in order to ensure the optimal use of resources.

              If students encounter an emergency situation while they are abroad, they should contact the next Swiss representative office or the FDFA Helpline. University of Applied Sciences of the Grisons should also always be informed about the incident in question. The relevant unit is the International Office of University of Applied Sciences of the Grisons.


               

              Swiss representatives abroad:
              https://www.eda.admin.ch/eda/de/home/vertretungen-und-reisehinweise.html


               EDA Helpline
              +41 800 24 73 65 or +41 58 465 33 33
              helpline@eda.admin.ch
              Skype: helpline-eda


               International Office of University of Applied Sciences of the Grisons
              +41 81 286 24 29
              notfall@fhgr.ch


               

              Emergencies experienced by international students at University of Applied Sciences of the Grisons (incoming students)


               If international students at the University of Applied Sciences of the Grisons encounter an emergency situation they can contact the representatives of their homeland in Switzerland. It is important that the affected students find out whether their health, accident and liability insurance cases are covered in Switzerland.


              Foreign representative offices in Switzerland
              https://www.eda.admin.ch/eda/de/home/vertretungen-und-reisehinweise/auslaendische-vertretungeninderschweiz.html


               The relevant information point at University of Applied Sciences of the Grisons is the International Office.
              +41 81 286 24 29
              notfall@fhgr.ch


               


               Chur premises


              University of Applied Sciences of the Grisons has various premises in Chur, making emergency planning more complex than it would be for solely covering an individual site. The escape plans for the relevant floors of the respective sites in Chur can be found in the Annex.


               


              External premises in Switzerland


              University of Applied Sciences of the Grisons also has sites outside of Graubünden. At these locations, the lessors of the premises are responsible for the respective emergency concept.


               






              • Evacuation concept

                Objective

                In an emergency situation it must be ensure that lecturers, students, guests, employees, canteen visitors, etc. can leave the danger zone quickly and securely. Protecting people is to be given priority over all other considerations. An evacuation is to be conducted in an orderly fashion and without panic.

                 

                Decision

                 The head of the coordination team decides about the possible evacuation of a building or parts thereof, perhaps following consultation with the incident command of the police and/or fire brigade.

                 

                Please note:
                the behaviour of students, employees, guests, etc. cannot be known in advance. Try to calm them. Panic should be avoided under all circumstances.

                 

                The coordination team is responsible for, among other things, ensuring that: 

                • lecturers, students and employees are informed on how to conduct themselves during an evacuation;

                • new students, employees, etc. are instructed accordingly;

                • emergency exits are freely accessible at all times;

                 

                and in an emergency situation 

                • tasks are quickly distributed in a targeted manner;

                • entrances and exits are occupied by members of the evacuation team;

                • students, employees, guests, visitors, etc., are guided to the emergency exits;

                • all rooms (including toilets, storage areas, cloakrooms, utility rooms, etc.) are checked;

                • windows and doors are closed and electrical appliances are turned off and that rooms that have been checked are labelled accordingly.

                   

                Principle of an evacuation

                 

                Proceed systematically, taking account of your own safety, i.e.

                • from top to bottom;

                • each room in sequence on the floor in questions;

                • toilets, storage rooms, cloakrooms, technical areas, core zone, etc., locked rooms must be opened and checked.

                   

                Notification / alarm

                 Alarms are communicated via a loudspeaker announcement, emergency call or megaphone.

                Evacuation Team


                PLEASE NOTE

                Following the arrival of the public services, the police will take on the role of incident command – the coordination team remains available for liaison and information purposes. Tasks are assigned by incident command, taking account of the event in question, the current situation, operational knowledge and the available University of Applied Sciences of the Grisons employees.

                This list is not exhaustive.

                 

                Behaviour during an evacuation

                 

                Evacuated individuals can also play their part in ensuring the successful management of an incident by observing the following points:

                • follow the instructions issued by the evacuation team

                • make your way to the assembly point

                • support individuals with disabilities.


                Evacuation assembly point in Chur

                 

                The choice of an assembly point is based on the assumption that the site can be used without risk. Otherwise the coordination team must define a different assembly point (recommendation: approx. 100 metres to 300 metres away from the property).



                • Communication

                  Transparent, adequate communication in an emergency situation is of decisive significance. The Head of Communication holds a central position. She is responsible, after prior consulta-tion with the President, for internal and external communication and must ensure that every-one receives the same level of information.


                  Internal Communication


                  Who?

                  President or Head of Communication (coordination team)

                  What?

                  The incident is described factually without giving any details. It is better to leave questioned open-ended than to give speculative answers.

                  Where/how?

                  Whenever possible, the closest circles (relations, co-students, employees) are informed personally – if this is not possible, then by telephone. Electronic communication means (SMS, E-Mail etc.) should only be used with caution, as for example Infopanel can also be read by external parties (the media among others). This could lead to speculation, additional insecurity and misunderstanding. It is important to provide information about the advisory services available.

                  When?

                  Corresponding communication must be made without delay, if no possible emergency measures will be prevented by the information provided. It must be considered, however, how urgent the requirement for information is: Proving information at the wrong moment can cause more uncertainty instead of having a positive effect.



                  External Communication


                  Who?

                  President or Head of Communication (coordination team)

                  What?

                  Basically, information is only provided when it is in the public interest or when knowledge of the incident already exists with the public in general.

                  Where/how?

                  As a rule, the press, university council and authorities are informed. In the case of many open questions arising, a media conference is called or other-wise a press text with information about contact persons is distributed. Monitoring of electronic communications media is also one of the measures to be taken as it is possible that rectifications may be necessary.

                  When?

                  Communication must be made rapidly, i.e. as far as possible, before uncontrolled information is leaked. If more than one press release is necessary, the next information deadline should be mentioned.



                  • Follow-up

                    Every event is looked at and followed up on one week after its conclusion at the latest in order to ensure that lessons can be learned from the situation. The risk of the event in question being repeated should thus be kept as small as possible and measures should be taken that in the best-case scenario will be capable of completely avoiding comparable events. The individual steps taken by the respective units are reflected upon critically and reviewed with respect to potential for improvement. In keeping with the plan-do-check-act cycle, the measures are implemented under the leadership of an individual from the coordination team and are communicated internally. The document for the completion of such follow-up activities can be found in the Annex to this document.


                    • Appendix

                      Information on bullying/cyberbullying

                       

                      Source: Puls-Tipps: Dem Mobbing keine Chance (Don’t give bullying a chance)

                       

                      An employer’s duty of care includes adopting a proactive approach aimed at countering all forms of bullying. It is important to verify in cases of suspicion whether the incident in question constitutes bullying or a normal conflict situation. This question can be answered on the basis of the following descriptions. The time component plays a key role here. For us to be able to talk about bullying, it is important that the activities in question have occurred regularly and over an extended period.

                       

                      On the basis of this list, it is possible to differentiate between a normal conflict and bullying in the suspicious cases.

                       

                      Typical bullying behaviour:

                       

                      Managers or colleagues

                      • limit my opportunities to express myself,

                      • interrupt me when I want to say something,

                      • shout or rant loudly at me,

                      • continuously criticise my work performance,

                      • manipulate my work,

                      • allow documents to disappear that I need for my work,

                      • incorporate errors in my documents and claim that the mistakes originate from me,

                      • tell line managers that I am not working professionally,

                      • constantly criticise my private life,

                      • harass me on the telephone,

                      • threaten me verbally,

                      • threaten me in writing,

                      • refuse contact with me through derogatory looks or gestures,

                      • refuse contact with me by making allusions without discussing the reason directly,

                      • do not talk to me,

                      • do not respond when I speak,

                      • make me feel like I am not even there,

                      • say bad things about me behind my back,

                      • spread rumours,

                      • ridicule me,

                      • suspect that I am mentally ill,

                      • make fun of my disability,

                      • imitate the way I walk, my voice or my gestures to make fun of

                        me,

                      • attack my religious or political beliefs,

                      • make fun of my private life,

                      • make fun of my nationality,

                      • subject me to obscene swearwords or other degrading expressions,

                      • sexually harass me with gestures or words,

                      • threaten me with physical violence,

                      • have used 'small' acts of violence against me to teach me a

                        'lesson',

                      • have physically abused me,

                      • cause costs for me in order to harm me,

                      • cause physical damage at my home or workplace,

                      • have become sexually violent.

                      b)

                      The manager

                      • bans my colleague from talking to me,

                      • has moved me on my own to a room far away from the colleagues in question,

                      • wants to force me to undergo a psychiatric examination,

                      • forces me to perform work that damages my self-esteem,

                      • assesses my workplace in an incorrect or insulting manner,

                      • does not assign any tasks to me,

                      • removes all opportunities for me to work at the workplace meaning that I cannot even

                      • look for tasks myself,

                      • gives me pointless tasks,

                      • only gives me tasks that are far beneath my actual capabilities,

                      • continuously assigns me new tasks,

                      • gives me insulting tasks,

                      • assigns me tasks that go beyond my qualifications in order to

                        discredit me,

                      • forces me to perform work that is detrimental to my health.

                       

                      Bullying is increasingly taking place online on social media platforms. Nevertheless, the time component also plays a fundamental role here.

                      Typical cyberbullying behaviour:

                      • Flaming (abuse/insults): hurtful messages, comments and possibly threats that are sent during an online dispute and are publicly visible. Flaming is typically short-lived. Should the argument last longer, however, it is referred to as a 'flame war'.

                      • Harassment: repeated offensive messages aimed at a victim on social networks.

                      • Denigration (spreading of rumours): abusive gossip that often isn’t true. This is posted online or sent to others. The distinguishing feature here is that it should primarily be seen by others and not chiefly by the victim.

                      • Impersonation (deceptive actions under another identity/theft of virtual identities): the perpetrator masquerades as another person by, for example, stealing his or her password with the objective of sending inappropriate messages to others in his or her name and harming them.

                      • Outing and trickery: publication/spreading of intimate information usually about a related person. These details were supposedly disclosed to the perpetrator as part of a personal exchange and are shared without the victim’s consent.

                      • Exclusion: the victim is excluded from groups in social networks. In particular, this involves the perpetrator's 'in-group' and outsiders on the other side.

                      • Cyberstalking: repeated threatening of the victim by sending electronic messages. It is presumed that this crosses into the realms of harassment and becomes cyberstalking when the victim fears for their own safety.

                      •  Sexting: the sexual harassment of the victim by sending suggestive images and messages.



                      Information about sexual harassment

                      Source: Federal Department of Home Affairs (FDHA) Federal Office for Gender Equality (FOGE)




                      Sexual harassment at the workplace


                      What is sexual harassment?


                      The term 'sexual harassment at the workplace' refers to any behaviour with sexual undertones or actions that are undesired by one party and violate their dignity on the basis of their gender. The harassment can take place during work or at company events and may emanate from colleagues, members of partner companies or the company’s own clientèle.


                       Sexual harassment can take the form of words, gestures or actions. It can originate from individuals or groups. 


                      In specific terms, this means, for example:


                      • Suggestive and ambiguous remarks are made about the appearance of colleagues.

                      • Sexist remarks or jokes about sexual characteristics, sexual behaviour and the sexual orientation of men and women are made.

                      • Pornographic material is shown, hung up or distributed at the workplace.

                      • Employees receive undesired invitations with clear intentions.

                      • Undesired physical contact occurs.

                      • Employees are followed either within or outside the company.

                      • Advances are made that go hand in hand with the promise of benefits or the threat of penalties.

                      • Sexual attacks, coercion or rape occur. 


                      When assessing whether the observed behaviour is harmless flirting, the start of a relationship between colleagues or a case of sexual harassment, there is a simple rule: what is decisive is not the intention of the harassing individual, but rather how their behaviour is received by the affected person and whether this behaviour is desired or undesired.


                       






                      Stalking, advice on behaviour

                       

                      Source: ebg.admin, Information sheet 7: threatened, harassed, followed

                       

                      Stalking can involve many different forms of behaviour and be expressed in a myriad of ways, making it difficult to describe a clear course of action. The following list should provide the affected parties with advice on handling stalking.

                      -           Radically break off all contact with the harassing individual. Tell the stalker as early as possible, only once, unequivocally and without affective involvement that no contact is desired. For reasons of proof, this should take place, wherever possible, in the attendance of witnesses or by means of a registered letter. All formalities that are still to be dealt with (e.g. with respect to a divorce or custody issue) must from this point onwards also only be handled via intermediaries or legal counsel. It is important that the break in contact is maintained without exception and that all other harassment is continuously ignored (no response, do not show emotion). Even the smallest indication that suggests the victim may want to re-establish contact (including 'making something clear for the very last time' or returning something) will encourage the stalker to continue.

                      -           Inform the police immediately about any attempts to approach or follow you as well as about troubling actions. Contact the police at an early stage, even if your situation (presumably) does not yet involve a criminal offence. Depending on the situation, having the police contact the stalker can be very effective.

                      -           Gather information on support options, especially if you also wish to initiate legal action, and, where necessary, seek protection from relatives, friends, neighbours or in a shelter for men or women.

                      -           Inform the people around you. Let your neighbours, acquaintances, friends, employers and colleagues know about the stalking situation and in doing so avoid the unintentional disclosure of information about the victim via these people. Third parties can also act as witnesses.

                      -           Take measures to ensure the adequate protection of the flat, garage, car and computer as well as against telephone harassment and cyberstalking. Hang up without speaking. It may be appropriate to set up a second telephone line and only give the number to close confidants. Do not deregister your old number. Instead, have each call answered by an answering machine with the voice of a third party. Be cautious in the way you handle your personal information online and ensure that spyware has not been installed on electronic devices (including those of children).

                      -           Do not accept unordered deliveries of goods or services under any circumstances.

                      -           Document and archive every incident. Note the date, time, incident, any witnesses and consequences for the victim and collect evidence, for example by permanently saving SMS messages, e-mails or messages on the answering machine and by keeping gifts or letters in a safe place (do not send them back as this equates to contact!). This documenting of events is not only useful in the event of possible criminal proceedings, but also provides specialists offering support an insight into how the case has progressed and can be used for the threat assessment.

                      -                       Where joint children are involved, allow for the possible handing over of the children and any information exchanges to take place via third parties. Aim to establish clear rules for contact sessions and stick to them. Non-appearances at joint appointments can be interpreted as uncooperative behaviour, which may be disadvantageous for custody disputes. Inform the relevant bodies (court, youth welfare office or Child and Adult Protection Authority (KESB)) about the stalking situation.

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