1. Planning for the Unexpected
Crisis Management
Welcome

2. 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.

3. Recent high profile crisis – Terror attacks
Westminster attack: March
Stockholm attack: April
Paris shooting: April
Manchester terror attack: May
London Bridge terror attack: June
Finsbury Park terror attack: June
Spanish terror attacks: Thursday August

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

5. $1.3 million pre production
CASE STUDY
TV PRODUCTION COMPANY
November 2015
South of France
$1.3 million pre production
NO RISK ASSESSMENT

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

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

8. 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

9. Crisis Management Plans
What is a Crisis Management Plan?

10. 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

11. Three main phases
Preparation
Response
Recovery

12. 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

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

14. 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

16. 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

17. 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

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

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

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

21. 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

22. 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?

23. 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

24. 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.

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

26. 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

27. 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

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

29. 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.

30. Red24 Services Website Daily news Security briefings
Global Monitor (all newsletters)
Alerts.

31. Any questions?