While many peacetime functions may be found unnec- 

 essary in an emergency, others will become extremely 

 vital and more complicated in their execution. If nec- 

 essary, by-laws may need to be amended to provide 

 authority for executive succession and reestablishment 

 of the company with substitute officers, pending elec- 

 tions by stockholders. 



Plans should include an adequate line of succession 



among company officials. Replacements should be 

 designated in the order of succession for each key posi- 

 tion, so that the surviving person highest on the list 

 could direct the function following an attack. Lines of 

 succession should have sufficient depth to insure con- 

 tinued leadership under the most severe conditions. If 

 there are gaps in the leadership, then the entire ob- 

 jective of emergency planning will have been defeated. 



ALTERNATE HEADQUARTERS AND KEY OFFICE LOCATIONS 



Alternate corporate or plant headquarters should be 

 established — preferably at two or more remote loca- 

 tions — so that officials will have a safe place from 

 which to operate the company business. Often it is 

 possible to establish these alternate headquarters in 

 existing company installations outside probable target 

 areas. 



The objective of this program is the development of 

 a capacity to manage the company from any one of these 

 alternate headquarters by transfer or delegation of 



management authority during the survival and early 

 recovery periods. 



The alternate headquarters should have adequate 

 fallout shelter, stocked and ready, and should be 

 equipped with communications, essential records, living 

 quarters and other requirements for prolonged opera- 

 tion under emergency conditions. When the facilities 

 are completed, selected company officials need to par- 

 ticipate in training and drills necessary to develop and 

 maintain a flexible operating capability. 



EMPLOYEE REPORTING CENTERS 



All employees need to be told where to report after 

 an attack, to get information about returning to work 

 and to receive financial help or special assistance. 



Key personnel who live in areas which are likely to 

 escape severe damage may be designated to provide such 



advice. Essential employee records should be main- 

 tained at these locations, and arrangements made for 

 the establishment of priority telephone service in an 

 emergency. 



The cost of this type of planning is trivial compared 



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