Planning for the Unexpected Crisis Management Welcome

What is a crisis? A ‘crisis’ may be defined as an abnormal situation which is beyond the scope of normal business operations and which threatens the immediate safety, operations or the reputation of the corporation.

Recent high profile crisis – Terror attacks Westminster attack: March 22 2017 Stockholm attack: April 7 2017 Paris shooting: April 20 2017 Manchester terror attack: May 22 2017 London Bridge terror attack: June 3 2017 Finsbury Park terror attack: June 19 2017 Spanish terror attacks: Thursday August 17 2017

Travel Specific Risks Transportation Entry requirements Accommodation security Bribery and corruption Cultural issues Drugs and alcohol Crime Kidnap

$1.3 million pre production CASE STUDY TV PRODUCTION COMPANY November 2015 South of France $1.3 million pre production NO RISK ASSESSMENT

Production recommences July 2016 Terrorist attack NICE Production STOPS August 2016 Risk Review commences September 2016 Production recommences

RISKS IDENTIFIED AND MITIGATED Background checks Accommodation Travel Location Emergency assistance Mobile app Escalation contact tree

Consider the types of crises that could affect your business area How can we prepare for a crisis? Consider the types of crises that could affect your business area Mitigate / reduce identified risks Designate a Crisis Management Team (CMT) Prepare a crisis plan Brief and train the CMT Test the plan

Crisis Management Plans What is a Crisis Management Plan?

Crisis Management Plans A crisis management plan (CMP) is a document that: Outlines the processes an organisation will use to respond to a critical situation Assists in coordinating an appropriate management response Prevent further harm to those personnel they have duty of care over and ensure the well-being of those affected by a crisis Aims to minimise asset loss/damage Safeguards the image and reputation of the organisation

Three main phases Preparation Response Recovery

Information, education and training Pre-travel Preparation Travel requirements Information, education and training Risk Assessments Risk assessments Who does this? Do you have one? What kind of things do you think this would include? What would you want people to know about your trip? Gathering the correct information – who’s going, when, how long, experience of travel, contact information, medical information, personal data form for emergencies. Information, education and training Providing up-to-date, relevant, accurate information to those travelling Where do you get this information from? How do you know if you can trust it? How often should you check this information? What kind of information Based on some of the info from the risk assessments, and any corporate policies etc, further education and training may be needed. This could include everything from a briefing from your travel manager, to HEAT training – depends on the risks and your experience etc. Understanding and knowing the travel policy Travel requirements How does this work at the moment? Ask a traveller to go through their process of booking travel. Itineraries – have these planned, updated during the journey. Ensure that all relevant documentation is completed – e.g. visa applications, letters from business partners if needed, proof of residency, passports are in date, leases for cars/apartments, insurance (medical and travel and life[?]) etc. Safety – e.g. inoculations, knowledge of the environment and your surroundings, cultural awareness, contingency plans etc. Security – more physical, and more targeted at what to do in a crisis – this could include the provision of: established comms times (check-in service), meet-and greets, hotel security reviews, site reviews (for houses and/or offices etc.), close protection, secure drivers, etc. The importance of this section is knowing the plan. Demonstrate go-bag

Kidnap case study In 2011 a Swiss couple Olivier David Och and Daniela Widmer planned to drive from New Delhi, India to Switzerland.

Their planned route took them In 2011 a Swiss couple Olivier David Och, 31, and Daniela Widmer, 29 planned to drive from India to Switzerland. Their planned route took them www.bluelinesolutions.co.uk

Identify high risk areas Do your research Resolution They were detained for 9 months living in dreadful conditions Either escaped or family paid a ransom Identify high risk areas Do your research

CMT Responsibilities Single point of contact Legal and regulatory obligations Minimise impact Co-ordinate global communications Notify other functions Provide strategic support Decision maker Post-crisis support Decision to activate CMT Define priorities and implement strategy Gathering assessing and analysing information Programme continuity Family liaison Comms/Media strategy Maintaining a positive organisational image

Composition of CMT Factors to consider Size Composition Availability Authority Robustness Objectivity

CMT Roles Comms / Media Information analysis Information technology Communicator Security provider

Operations Centre Setup White Board White Board TV Printers White Board Screen Projector Speaker phone White Board Flip Chart Flip Chart Filing Cabinet

Initial response Suggested Agenda for initial meeting of CMT Situation report – Who/what/where/when/why/how Roles and responsibilities Course of action – options for: Staff safety information on staff involved What is required immediately Communication – internal / external actors Family support and liaison

Agenda continued Action plan – who does what and when by Review meeting – identify time of next meeting Review Meeting Assess latest information Review action plan – what is completed / outstanding Is the strategy still valid? What is required now?

Reputational Risk …REPUTATION is the most difficult to manage Of all the risks an organisation faces…   …REPUTATION is the most difficult to manage …and remains one of the most pressing perils management teams and boards of directors have to contend with

Handling the media – when things go wrong Deepwater Horizon oil spill - April 20, 2010, in the Gulf of Mexico on the BP-operated Macondo Prospect. Killing eleven people and causing an environmental disaster Tony Hayward has resigned as chief executive of BP “for the good of the company”, claiming that he was “demonised and vilified” in the US for the Gulf of Mexico oil spill.

Crisis Communications Control public perception of how you are handling the crisis… …or the media will do it for you!

Handling and monitoring the media No Comment is not an option If you don’t talk to the media they will find someone who will Set the right tone at the outset Key messages are a life belt Target Messages effectively

Handling and monitoring the media Keep a log of messages sent Deadlines are real and you must stick to them Ensure that the spokespeople are trained Put yourself in their shoes You will be found out if you lie and later you pay for it

Recovery phase Often ignored Psychosocial care Administrative and HR-related support, e.g. decompression leave, R&R, counselling

Crisis Management Plan Future action points Can it be improved? Are there any gaps? Was it easy to navigate? Are the roles and responsibilities right? Have the right people been included in the plan? Future action points What are your strengths and weaknesses? What actions will you implement as a result of this test? 15:30 - Debrief.

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