Key Takeaways:
Technology plays a growing role in critical event management. Cloud-based systems can store emergency plans and make them accessible from anywhere, ensuring that key information is available during a crisis.
“If you can’t get to that binder, what’s the value?” says Todd Greenwald, a commercial real estate veteran with more than 30 years of experience. “Keeping plans in the cloud allows teams to access them wherever they are.”
Beyond document storage, he says advanced property technology platforms can provide real-time intelligence and support emergency responses.
For example, some systems can create detailed digital maps of buildings using military-style grid systems. During emergencies, these maps can be shared with first responders to coordinate movement in complex facilities.
“First responders can say they’re going to grid A2, door C12, and everyone knows exactly where that is,” Greenwald says. “It becomes invaluable for response coordination.”
Other available technologies can monitor weather threats, track potential demonstrations or civil unrest near properties and provide predictive alerts that can help organizations prepare before events escalate.
Together, he says these tools transform emergency responses from a reactive process into a proactive strategy.
Managing critical events ensures safety and safeguards a property’s financial health, Greenwald says.
When a building becomes unusable due to a fire, flood or security incident, the economic impact can be enormous. Tenants may lose revenue, employees may be unable to work and property owners may face reputational damage.
“The downtime that could be created when a building becomes unusable can cost millions,” Greenwald says.
He says that real-world, blunt conversations and a free exchange of ideas among property owners, facility managers and tenants is required to quantify those risks.
“Ask tenants what their financial impact will be if they can’t access the building for a week,” he says. “Those kinds of discussions help everyone understand the stakes.”
The benefit of these discussions is that stakeholders find it easier to back investments in technology, training and emergency planning once they're aware of the potential negative outcomes.
“People hate spending money on ‘what if’ scenarios,” Greenwald says. “But you’re already paying for insurance. This is about protecting operations before the damage happens.”
Greenwald believes facility managers must play a central role in critical event planning. Yet, he says, they are often brought into discussions too late.
“I think facility managers are often overlooked,” he says. “But their insight is invaluable. These leaders understand day-to-day operations better than anyone.”
Hands-on familiarity with building systems allows facility managers to pinpoint operational risks that might otherwise go unnoticed. Their expertise can lead to better, more practical emergency strategies.
“I believe facility managers should be the lead person when these plans are first developed,” Greenwald says.
Even the best plans require regular testing. Without practice, organizations may not know whether their procedures will work in actual emergencies.
Greenwald recommends a mix of internal scenario exercises and larger drills involving tenants.
“Stress tests are a good starting point,” he says. “Run scenarios with your internal team and ask what you would do if a certain situation occurred.”
Full-scale drills, such as annual evacuation exercises, allow organizations to evaluate how building systems, tenants and response procedures interact.
After each test, stakeholders should meet to discuss what worked, what failed and what can be done to improve the plan.
“A successful test has to be comprehensive, and you have to get everyone together afterward to think about what worked and what didn’t,” he says. “The transparency and communication that come out of those discussions make the entire system stronger.”
Ultimately, Greenwald believes the industry must move beyond a check-the-box mentality.
Emergency plans should not exist just to satisfy regulations or insurance requirements. They should function as practical frameworks that help organizations respond effectively to real-world crises.
“Critical events will happen,” Greenwald says. “It’s not a matter of if. It’s a matter of when.”
By embracing comprehensive risk assessments, modern technology, stakeholder collaboration and continuous testing, facility leaders can transform emergency preparedness into a strategic advantage.
“People need to make emergency planning a priority,” Greenwald says. “When an event happens, the impact isn’t just on the building. Critical events affect businesses, reputations and entire communities.”
Ronnie Wendt is the owner of In Good Company Communications and a freelance writer specializing in articles for the facilities management, aviation, RV and automotive, meetings and events, security, logistics and business technology industries.
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