Preparing for the Worst: A Response Plan for Code Black Events

In Occupational Health and Safety (OHS), the term Code Black is used to designate a serious security threat in the workplace, such as an active shooter, a hostage situation, a bomb threat, or other violent incident. Code Black protocols are designed to protect employees and visitors when there is an immediate risk to personal safety.

While the specific terminology may vary by organization or region, “Code Black” is widely recognized in emergency preparedness as the signal for a critical event requiring urgent action.

Preparing for Code Black events is not about expecting the worst; it’s about being ready for anything. In a world marked by volatility and uncertainty, crisis-ready workplaces prioritize psychological health and safety by planning, communicating clearly and fostering a culture of resilience.

The VUCA world and rising risks

We live in a VUCA world: Volatile, Uncertain, Complex and Ambiguous. Social polarization, financial insecurity and heightened tensions have become part of the workplace landscape. These pressures can fuel counterproductive behaviours, escalate conflict and, in rare cases, lead to extreme incidents.

It’s tempting to believe “it can’t happen here,” especially if your organization has never faced such a crisis. But history shows that complacency is a risk. Trusted leadership means acknowledging uncomfortable possibilities and taking reasonable, reliable steps to protect people.

The psychological health and safety imperative

Psychological health and safety isn’t just about preventing stress or burnout; it’s about creating an environment where employees feel secure, supported and prepared for any situation. Code Black events are the ultimate test of this commitment. When leaders prioritize preparedness, they send a powerful message: “Your safety matters and we have a plan.”

The wrong time to prepare is during a crisis

When a crisis strikes, emotions run high and decision-making becomes clouded. Without a clear plan, confusion and panic can take over, increasing the risk of harm. The goal is not to create anxiety but to provide clarity, much like an airplane safety announcement. Most passengers never experience a crash, but knowing what to do brings reassurance and readiness.

Reasonable crisis readiness action steps:

1. Develop and communicate a clear tiered crisis response plan

• Outline specific actions for Code Black scenarios, including lockdown procedures, evacuation routes, communication protocols, and roles for key personnel. Make the plan accessible and easy to understand for all employees.

• Ensure the tiered response plan clearly outlines the support available to all employees for mental health crises due to direct or vicarious trauma from a significant emotional event.

2.  Train employees and leaders regularly

• Conduct drills and tabletop exercises to build familiarity and confidence.

• Prepare at least 10 per cent of the workforce to be Crisis Ready Interventionists®.

• Include psychological first aid and trauma-informed response in training

3.  Foster a culture of psychological safety

• Encourage open dialogue about safety concerns to reduce stigma and fear.

• Empower employees to report suspicious behaviour or threats early.

4.    Establish reliable communication channels

• Ensure rapid, multi-channel communication (text, email, PA systems) is available during emergencies.

• Designate trusted leaders and peers to coordinate and relay information.

5.  Collaborate with external experts

• Work with law enforcement, mental health professionals and crisis management consultants to refine plans and stay current with best practices.

6.    Support recovery and debriefing

• After any incident or drill, provide access to counselling, peer support and opportunities for feedback.

• Use lessons learned to improve preparedness continuously.

Reinforce crisis readiness without creating anxiety

Crisis readiness means providing this clarity before it’s needed and ensuring employees have comprehended the information. It’s about equipping people with knowledge and confidence so they can act decisively, protect themselves and others and recover together.

The key is to normalize safety conversations and frame preparedness as a sign of care, not fear. Just as flight attendants calmly explain emergency procedures, leaders should communicate crisis plans with confidence and empathy. Emphasize that these steps are about empowerment and readiness, not alarm.

• Be transparent: Share the rationale for preparedness openly.

• Invite participation: Involve employees in planning and feedback.

• Acknowledge emotions: Recognize that some may feel uneasy, and provide reassurance and support.

Clarity on moving towards safety

When a Code Black event occurs, clarity saves lives. Employees must know:

• What actions to take (lockdown, evacuate, shelter in place).

• Who to contact and how to communicate with appropriate resources.

• Where to find support during and after the event. Reinforce the Tiered Response Plan. Continuously review and share reminders to ensure employees know how to access employer or community support during crises.

Just because a crisis hasn’t happened before doesn’t mean it won’t. The most responsible time to prepare is now. By taking reasonable, reliable steps, employers can protect their people, strengthen trust and ensure that when the unexpected happens, everyone knows how to move towards safety.

Get to know the authors – Dr. Bill Howatt