Risk and Crisis Management

There are various risks and crisis circumstances which can put your business under unexpected pressure. Forces such as economic downturns or natural disasters can have shock effects on global business. Therefore, assessing and managing these pressures have become necessary lessons. Objectives At the end of this program, participants will be able to: Know what risks and crisis situations may encompass Become skilled at contingency planning so unexpected situations have minimal impact Decide whether their business needs a dedicated team to handle emergency situations Create an effective set of standards to respond to emergency situations Keep a business running with stability regardless of external impacts

Day 1 - What should be in place before the event?

• Understanding Crisis Management

How to manage a crisis?

Virtually every crisis contains the seeds of success as well as the roots of failure

The Rationale of the Crisis Manager

• Consider the range of risks: Natural/Environmental; Hazards; Technological - loss of utilities/product/process/plant; Human Error; Sabotage and Terrorism
• Crisis Managers - Roles & Responsibilities - manage the issue before it becomes a Crisis
• Who else inside and outside the organisation should be involved?
• Evaluating your risks and vulnerabilities; Consider the worse-case scenarios
• Who decides who sits in the \'hot-seat\'?

Case Studies, why some companies fail and others survive?

Day 2 - Pre-planning, who and what else should be considered?

• Who owns the mitigation process?

Self-evaluating questionnaires

• Developing and Implementing Emergency Plans

Twelve point check list covering the whole planning process

Mutual Aid arrangements

Company-wide strategic contingency plans

Service or departmental plans

Building evacuation plans

• Crisis Management and Communications. Emergency Centre/s
• Developing and implementing a Business Continuity Management (BCM) strategy
• Business Impact Analysis. Case Study and Workshop

Day 3 - Dealing with a crisis - the \'communications\' perspective

• Command and Control Issues

Operational (at the scene)

Tactical (at the forward control point/incident command)

Strategic (boardroom level/emergency operations centre)

• On Scene Crisis Management, essential elements for success
• Reputation Management - Managing the Media. \'How to\' sessions include

Organising a Press Conference

Conducting Radio and Television Interviews

• Case Study Exercise: Crisis Communications Strategy. Develop a crisis communications strategy and action plan based upon a given scenario

Day 4 - Incident Management & Aftermath

• Alerting and Warning. Case Studies. What can go right and what can go wrong
• Major Incident Simulation - Role Playing Workshop

Syndicate selection

Reporting back

• Potential Psychological & Welfare problems in Crisis Management

How to improve staff morale and confidence in the process

The psychological effects during and after an incident involving injuries - and worse

Looking after yourself and your staff

• Questionnaire, are your batteries in good condition?

Day 5 - Leadership Behaviour and Behavioural Safety

• Validating plans and procedures

Discuss the four types of exercise

How to get the most out of an exercise

• Post Incident evaluations

De-briefing skills - managing the de-briefs - hot and cold

• Critique report writing, executive summaries and recommendations

How to keep all \'stakeholders\' informed

Prioritising the Recommendations

Examples of critique questionnaires

• Closing the loop. How to continue the process