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8/8/2019 MOGSC Training - Crisis Management
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E-Response Group-Of-Companies (www.e-response.biz)
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THE PRESENTERTHE PRESENTER
MOHAMED NOOR SANYMOHAMED NOOR SANY
Sany graduated with a Bachelor of Science (Hons.) inEngineering from the University of Sussex, UK, in 1982.The incumbent also holds a Diploma in Safety fromRoSPA, UK. He is also a UK trained and accredited HSE
Risk Management Auditor.Sany worked with Shell Group-of-Companies for over 18years in the field of Safety & ER. He is now with E-Response Group-of-Companies an HSE and ERConsultancy firm, with a focus in high risk industries inthe region, which includes the Petrochemical industry.
The incumbent had led many ER audits and training,developed ER and Crisis manuals and procedures andconducted many desk-top exercises for petrochemical
clients, including for Shell and BP. 2
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TRAINING PROTOCOLTRAINING PROTOCOL
Put Phones on Silent-Mode
Managed Interactive Session Two waycommunication
Suggestion from the floor is welcomedClarification can be sought
You can raise questions at any time throughoutthe session
15 mins Q & A session will be allowed at the endof each session
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TRAINING DELIVERABLESTRAINING DELIVERABLES
No two crisis are the same
The fundamental governance in managing acrisis, however remains:
what is required who is to do it
when to do it
what needs to be done
how to do it
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ABBREVIATIONABBREVIATION
FOR EMERGENCY RESPONSE
For Onsite Emergency
SERT : Site EmergencyResponse Team (Worksite)
EM : Emergency Manager(Worksite)
For Offsite Emergency
Flying Squad :
ECT : Emergency CoordinationTeam
EC : Emergency Coordinator
ECC : Emergency CoordinationCentre
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FOR CRISIS MANAGEMENTCMT : Crisis Management
TeamCM : Crisis ManagerCMC : Crisis Management
CentreGENERALHSE : Health Safety &
EnvironmentEMAG : Emergency Mutual-
Aid Group
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CRISIS MANAGEMENTCRISIS MANAGEMENT
- PRINCIPLES & PHILOSOPHY- PRINCIPLES & PHILOSOPHY
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A LOSS CONTROL EVENTA LOSS CONTROL EVENT
7NEWS &PERCEPTION
A
F
T
ER
M
A
TH
ACCIDENT
/ INCIDENT
EMERGENCY
CRISIS
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ACCIDENT VS EMERGENCY VS CRISISACCIDENT VS EMERGENCY VS CRISIS
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ACCIDENT
EMERGENCY
CRISIS
Letsdiscussthis
phenome
na
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WHEN DOES AN ACCIDENTWHEN DOES AN ACCIDENT
BECOMES AN EMERGENCY?BECOMES AN EMERGENCY?
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Where is the
escalation point from
an accident to that of
an crisis?
DEFINITION OF A CRISISA Crisis is an event, or a
series of events, that falls
outside normal business
contingency andemergency response
arrangements managed by
the business and which has
the potential to:
EMERGENCY
CRISIS
Represent a widespread risk to the company staffs OR seriously damage the reputation of the company OR its financial bottom line
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CRISIS MANAGEMENT CHARTERCRISIS MANAGEMENT CHARTER
HIERARCHY OF MANAGEMENTHIERARCHY OF MANAGEMENT
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1.Minimise Harm topeople
2.Minimising Impact toEnvironment
3.Protection of GroupsReputation
4.Re-establishingBusiness (Continuity)
5.Minimising PublicExposures andLiabilities
6.Learning To Prevent
Why isthisimportant ?
Forms a clear guidingpillar to CrisisManagement Team (CMT)members when situation
gets challenged, with teamunder pressure to respond,and outside influencedictates prioritiessometimes becomes notso obvious.
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CRISIS MANAGEMENT TEAM (CMT)CRISIS MANAGEMENT TEAM (CMT)- ORGANISATION- ORGANISATION
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CRISIS MANAGEMENT TEAM (CMT)CRISIS MANAGEMENT TEAM (CMT)
Unlike Emergency Response Team (ERT)members, the Crisis Management Team (CMT)members do not usually go on duty rosters. Crisisare usually few and far apart and there is usually
more time before an event or activity be declareda Crisis.
Members of the CMT would usually have analternate substitute, which is trained, conversant
and competent member of the CMT.
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TYPICAL CMT ORGANISATIONTYPICAL CMT ORGANISATION
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HumanResource
ExternalAffairs
Legal
Media
Crisis Manager (CM)
Finance IT HSESecurity
Mayalsoincludethefollowin
BusinessRep
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CRISIS MANAGER (CM)CRISIS MANAGER (CM)
Authority:
The CM is accorded with absolute authority to make fullcompany representation, on behalf of the Company in aCrisis situation.
Man Specification
Chairman and/or Senior Director. This person would usuallyhave the following attributes:
Able to work under high stress
A good overall perspective of companys business
Good and proven leadership (man-management) qualities
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CRISIS MANAGER (CM)CRISIS MANAGER (CM)
Roles & Responsibilities
To confirm and declare a Crisis.
To activated the Crisis Management Centre (ECC)
and call in the Crisis Management Team (CMT).To manage the CMT in strategising a coordinatedresponse to manage the Crisis.
Owner of the CMC
Owner of the Crisis Plans and Procedures Responsible for the effectiveness of the CMT
members (vis--vis training, competency andresponsiveness)
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CMT BUSINESS REPRESENTATIVECMT BUSINESS REPRESENTATIVE
Roles & Responsibilities
Provide information on business response andimpact
Provide clear information on geo-political,potential social snd business context of the Crisis
Identify and advises on medium and long-termbusiness issues arising from the Crisis
Liaise with business support team
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CMT - LEGALCMT - LEGAL
Roles & Responsibilities
Determine immediate legal liabilities, risk, exposures andissues, and develop defensive strategy
Retain an overview of the current legal strategy
Advise legislative exposures and potential legal/insuranceliabilities
Identify and communicate internal and external legal advisers
Vet and advise all outgoing information - proof-read and sign-off all media statements where there is particular sensitivitiesover liabilities
Establish protocols for sharing confidential or privilegeddocuments/information
Prepare and brief all interviewees who are to be interviewed byexternal bodies
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CMT EXTERNAL AFFAIRSCMT EXTERNAL AFFAIRS
Training :
Develop key messages and positions Co-ordinate and arrange for all 3rd. party briefing
events (including visits to/by senior government &
community appointees) Develop external stakeholders communication plan Develop internal communication plan Monitor media (radio, TV, internet, etc) for external
stakeholders reactions
Identify and advises on medium and long-termreputation risk, trigger-points, and scenarios
Identify and assess reputation consequences Produce status reports
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CMT MEDIACMT MEDIA
Roles & Responsibilities
Develop and implement national & international mediarelation strategy
Ensure effective and consistent media protocol andresponse
Advise CMT of any media related issues (perceived,potential and actual)
Develop appropriate key media messages for mediarelease (inclusive of all outgoing messages)
Advise on content, and frequency of media release
Coordinate all press conference, briefing and interviews
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age all media interface (inclusive of all outgoing information)rdinate and arrange for all 3rd. party briefing events (including visits to/by se
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CRISIS MANAGEMENT TEAM (CMT)CRISIS MANAGEMENT TEAM (CMT)- TRAINING- TRAINING
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CMT MEMBERS TRAININGCMT MEMBERS TRAINING
Induction on CMT roles & responsibilities
Familiarisation of Crisis Management Centre(CMC) infrastructure and equipment
Induction on the Crisis Plans and Procedure andChecklist
Participate in at least one Crisis ManagementTraining (desktop) exercise per year.
Media & TV skills
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CRISIS MANAGEMENT PRINCIPLESCRISIS MANAGEMENT PRINCIPLES
Ensure adequate and proactive management focus onissue/incident/emergency
Alert Crisis Management Team (CMT) members early ofpotential Crisis
Ensure clear leadership, hence ownership.
Ensure clear objectives and all CMT members are workingtowards this objectives
Ensure CMT members roles and responsibilities are clearlydefined
Established clear communication protocol (how, where, when,who) and best/reliable available sources of information on thesituation
Identify all possible escalation triggers and mitigation options
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CRISIS MANAGEMENT PRINCIPLESCRISIS MANAGEMENT PRINCIPLES
Assess potential financial and reputation impactof worst-case and develop contingency plans
Be proactive on communication material andhave them ready
Identify and have trained spokesman ready
Ensure effective and efficient sharing of keyinformation with CMT members and relevantpersonnel
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CRISIS PREPAREDNESSCRISIS PREPAREDNESS
Crisis plans are tested, in-place must be in placeandare reviewed minimum, annually
CMT members understands and is conversant withthe Crisis Plans and Procedures and checklist.
CMT members knows roles and responsibilities; andaccountabilities are clear and tested
CMT and their designates are trained, competent andare confident to undertake task assigned
Crisis Management Centre (CMC) is owned,maintained and fit-for-purpose.
Crisis triggers are clearly identified and triggeringprotocol established and tested.
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ISSUE DRIVEN CRISISISSUE DRIVEN CRISIS
Factors that can turn an issue into a crisis: Perception by others that we are not taking enough
responsibility/action to address an issue
Weak relationship with stakeholders (lack of trust and/ortwo way communication
The effectiveness of NGOs or others in mobilisingopinion against the company
The topicality of the issue in the media and/or linkageswith other high profile issues
The number and type of people affected Visual impact, which can generate a swift, strong and
widespread emotional reaction
A low reputation credit
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PREVENTION OF ISSUE DRIVEN CRISISPREVENTION OF ISSUE DRIVEN CRISIS
Run business responsibly and safely anddemonstrate this responsible care, publically
Stick to good business principles
Listen and respond to stakeholders issues andconcerns, transparently
Ability to recognise and anticipate what andwhere the issues that could transform into aCrisis
Ability to act fast, and take decisive action whilstthere is time to influence external perceptions.
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CRISIS MANAGEMENTCRISIS MANAGEMENT- CMT CALL-OUTS & CMC ACTIVATION- CMT CALL-OUTS & CMC ACTIVATION
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EVENT DRIVEN CRISIS CALL-OUTSEVENT DRIVEN CRISIS CALL-OUTS
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Crisis ManagementTeam (CMT)
MembersCall-out
CrisisManager
(CM)Informed
Declared a Crisis
EmergencyCoordinator (EC)
Declared an Emergency
Request for assistance
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EMERGENCY RESPONSE PHASESEMERGENCY RESPONSE PHASES
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Accident/IncidentManageme
nt
Site EmergencyResponse Team
Site Mgt
NationalCrisis
Government
Crisis
Management
Crisis Mgt Team Directors
EmergencyCoordinati
on
Senior LineMgt
EmergencyResponse Team
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CMTCMT
31
EME
RGENC
Y
Front-
linemitigation
LOC
AL
Support &back-
up
TacticsC
RISI
S
NATION
AL
Site EmergencyResponse Teams
(SERT)
Emergency CoordinationTeam (ECT)
Crisis ManagementTeam (CMT)
Worksite Team(Respond to
Incident/accident)
he Team
MT : Crisis Management Team
Roles of CMT
To provide resource, service and
technical support to the site in
managing the emergencyThe LeaderCMT is headed by Crisis Manager (CM)
The PlaceCMC : Crisis Management Centre
ACCIDE N
T/IN
CID
ENT
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CRISIS MANAGEMENT CENTRE (CMC)CRISIS MANAGEMENT CENTRE (CMC)- INFRASTRUCTURE- INFRASTRUCTURE
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CRISIS MANAGEMENTCRISIS MANAGEMENT- ISSUES AND CONCEPTS- ISSUES AND CONCEPTS
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CRITICAL SUCCESS FACTORS IN A CRISISCRITICAL SUCCESS FACTORS IN A CRISIS
LETS DISCUSSLETS DISCUSS
Strong leadership
Quick decision making
Proactive action on behalf of any people affected
Proactive action to mitigate any environmental impact
Clear, proactive and continuous communication with externalstakeholders
Clear roles and accountabilities for individual crisis team members
Well trained and exercised teams
Good stakeholder relationships
Proactive and fast communication with the media; effectivespokespeople
Not being afraid to say sorry (bit do seek legal advice to avoidrisk of inadvertently admitting liability)
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BAHAVIOURAL REMINDERS IN A CRISISBAHAVIOURAL REMINDERS IN A CRISIS
LETS DISCUSSLETS DISCUSS
The success in responding to a crisis depends on effectiveleadership, decision-making, clear accountabilities and team-work.All crisis team member should therefore be mindful of thefollowing behavioral guidelines :Remember we all share the same objectives in a crisis: i.e, to
safeguard life and the environment and protect our reputation.An Enterprise First approach is therefore essentialCrisis Team discussion should focus on the big pictures, the keyissues and key action. The detail should be worked offlineoutside the roomTake personal accountability your fellow team members
should know what action you are taking responsibility forIf you think important issues being missed speak up, even if itis outside you immediate responsibilityEnsure those carrying out the action on you behalf are wellbriefed and kept appropriately updated
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BAHAVIOURAL REMINDERS IN A CRISISBAHAVIOURAL REMINDERS IN A CRISIS
LETS DISCUSSLETS DISCUSS
Keep an external perspective how are stakeholdersreacting? Are our massages being heard? Have we identifiedall the individuals we need to contact?
Remember the importance of fast, accurate internalcommunication at local, national and cross-regional level
Be aware that all written and electronic communicationcould became public
Recognise you will have to take decisions without all thedesired information
Use you initiative to fine solution to problems be proactivenot passive, positive not negative
Be flexible and pragmatic help others when you can Ensure your alternate is aware of the situation an onstandby to take over from you as necessary
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EFFECTIVE COMMUNITY LIAISONEFFECTIVE COMMUNITY LIAISON
LETS DISCUSSLETS DISCUSS
Local community fence-line grievances can easily escalateinto crisis. The following guidelines should be borne in minewhen considering how to respond to local stakeholderconcerns:Find out early on what all sections of the community think
and feel about an issue dont make assumption. ListenWherever possible act quickly while there is still time toinfluence peoples perceptionRemember, perception is reality what people think and fearis, for them, a fact, whether or not we believe theirunderstanding of an issue is flawed or their fear is unfounded
Publicly recognise that the community has a right to feelconcerned or aggrieved and work hard to find solutions
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EFFECTIVE COMMUNITY LIAISONEFFECTIVE COMMUNITY LIAISON
LETS DISCUSSLETS DISCUSS
Wherever feasible, take on board community suggestions andpublicly demonstrate that they have influenced Shells action andthinking. This means that we have to be prepared to change ourminds
Find independent expert or opinion leaders who can help redress
the balance of ill-informed negative public opinion Recognise when an issue might escalate into a crisis and ensure
adequate resources are focused on the problem and seniormanagement a aware Consider the worse case and give carefulconsideration to feasible option to resolve the problem ahead oftime
Dont allow internal disagreements to delay action
Never stop engaging even if you feel that you are notsucceeding - start with those who are most constructive andwilling to talk
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EFFECTIVE COMMUNITY LIAISONEFFECTIVE COMMUNITY LIAISON
LETS DISCUSSLETS DISCUSS
Consider changing the public face of the issue for Shell anew spokesperson might give an opportunity for afresh start
Remain visible visible in the community negativeperceptions often soften with personal contact
Organise face-to-face, one-to-one or small meetingswherever possible. And ensure that shell representatives awell-prepared
Integrate legal advice, potential impact on reputation andsocial performance expertise in determining the course of
action.
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HANDLING THE MEDIA IN THE CRISISHANDLING THE MEDIA IN THE CRISIS
LETS DISCUSSLETS DISCUSS
Media can heavily influence the perceptions of a wide range ofinfluential external stakeholders. It is therefore essential tocommunicate quickly and continually with the media during thecrisis.
A holding statement should statement should be issued within one
hour and regular updates should be provided thereafter. Spokespeople should be made available and interview requests and
media briefings should be arranged quickly as possible.
Media statements should be signed off by the crisis team leader andshould not be wordsmithed by committee.
Legal clearance must be quick. Key massages should be short and clear and spokespeople should
be rehearsed wherever possible.
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HANDLING THE MEDIA IN THE CRISISHANDLING THE MEDIA IN THE CRISIS
LETS DISCUSSLETS DISCUSS
AND REMEMBER
Be clear on the facts; dont speculate or guess answers to question
Consult other involved external patties (e.g., emergency service press officers)
Ensure internal consistency of massage to all media (i.e. nationally andinternationally)
Be proactive with new informationKeep the flow of information constant, even if you dont have much to say
Return all call and response to information requests
Update website material at leas once a day
Correct misinformation, rumours and mistakes
Monitor the media coverage and share it quickly internallyAvoid being evasive, defensive or aggressive with the media
Dont apportion blame, focus what shell is doing to resolve the situation andrefer to the independent inquiry
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HANDLING THE MEDIA IN THE CRISISHANDLING THE MEDIA IN THE CRISIS
LETS DISCUSSLETS DISCUSS
AND REMEMBER
When developing key massages remember the 3 Cs rule:
Concernexpress and demonstrate (through actions) concern foranyone affected
Commitmentdemonstrate we are doing what we can to resolve the situationas quickly as possible
Controldemonstrate the situation is being treated as a top priority.
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MANAGING TELECONFERENCESMANAGING TELECONFERENCES
LETS DISCUSSLETS DISCUSS
In most crisis situations it may be necessary for two or more crisisteams to work together virtually via telephone (or video)conference calls. Remember:
The crisis team leader should ideally be in the same location asthe majority of the crisis team
Make it quite clear at the outset who is leading, who is on thecall and where everyone is located
Establish an agenda at the start of the call (e.g. current status,reaction of stakeholders and media, update and actions andobjectives and discussion key of issues)
Ensure that everyone understands which teams are in place andwhat their respective roles and responsibilities are
Confirm action and responsibilities before close of call, andfollow up with e-mail confirmation
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INFORMATION MANAGEMENTINFORMATION MANAGEMENT
LETS DISCUSSLETS DISCUSS
Accurate and timely recording of information over the course of a crisisplays a vital role in providing an audit trail of decisions made andactions taken. This is vital in cases where legal action could arise as aresult of the crisis.
The legal member of the Crisis Team is responsible for reminding
people of the need for an audit trail and advising on how legal privilegecan be maintained.
Bear in mind the following:
All documents (including emails) relating to an incident could becomesubject to compulsory disclosure
Mindful of the above, ensure documents created in response to theincident are filed and kept
Whenever possible consult legal advice before the creation orcirculation of potentially sensitive documents
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INFORMATION MANAGEMENTINFORMATION MANAGEMENT
LETS DISCUSSLETS DISCUSS
Communication to and from Lawyers may be exempt fromdisclosure through Legal Privilege, but this could be lost ifdocuments are circulated beyond those who actually needthem for the purposes of litigation
Speculation and opinion must be avoided wherever possible
Be aware that any admissions of liability orally or in writingcould jepordise our claims against a third party.
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STATUS REPORT TEMPLATESTATUS REPORT TEMPLATE
Information about the nature, extent and impact ofa crisis as well as the actions being taken toaddress should be collated in regular status reports.
This ensure timely, consistent and comprehensive
updates are provided to all internal audiences.Ensure status report are numbered and issuedideally at the same time each day.
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Produce By (Name/Designation/Location) :
Circulation Details (Time & Date) :
Circulation List (Names) :
Summary StatusReport/Checklist
Operational ResponsePlant shut down/evacuated/other
Emergency Service on/off scene
State of or prospects for businesscontinuity
Environmental response
Situation Snapshot
People e.g. fatalities/injuries/missing
Environment e.g. fire/chemicalspill/other
Property e.g. damage to Shell/otherproperty
Potential for escalation
NOTES
CURRENT STATUS
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Family ResponseNumber of families contacted and stillto contact
Information from police re: informing offatalities
Care/counselling/financial/assistanceoffered to families
Contact between Shell representativesand families
MediaExtent and nature of national and localmedia interest
Broadcast - interviewsconducted/planned/refused
Key messages :
NOTES
CURRENT STATUS
External Stakeholders (local andnational)
List of key stakeholders
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CRISIS MANAGEMENTCRISIS MANAGEMENT- GUIDE & PROMPTERS- GUIDE & PROMPTERS
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FIRST ACTIONS (1-2 HOURS)FIRST ACTIONS (1-2 HOURS)
TO BE USED BY CRISIS MANAGER (CM)
Establish the known facts as quickly as possible
Decide who need to be informed and involved internally
Organise conference call / initial meeting for Crisis Management Team(CMT)
Ensure participation of Country Chairperson(s) Be clear who is leading the call/meeting
Identify and allocate immediate priorities and action be clear who isdoing what
Ask whether anyone needs to be immediately informed or involvedexternally
Do a quick assessment for the potential for escalation / worse case Ensure Group Media is aware and a holding statement is signed off
quickly
Establish time and location of next meeting or conference call
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NEXT ACTIONS (2-8 HOURS)NEXT ACTIONS (2-8 HOURS)
ASSUMING SITUATION IS SERIOUSASSUMING SITUATION IS SERIOUS
Mobilise Crisis Management Team (CMT) members
Activate Crisis Management Centre (CMC)
Identify what extra support may be necessary
Brief CMT members and support teams
Identify priority actions and ensure tasks are delegated to individuals
Assess the situation more carefully. For example:
What is the effect on people: staff/public/contractors?
What is the extent of damage to the environment?
Is the situation company specific?
Is company in operational control of managing the response?
Can it be linked to other companies or industry issues?
What parts of the companys group are affected?
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NEXT ACTIONS (2-8 HOURS)NEXT ACTIONS (2-8 HOURS)
ASSUMING SITUATION IS SERIOUSASSUMING SITUATION IS SERIOUS
What type of crisis are we dealing with: operational (e.g.oil spill, explosion, emission); rumour/speculation (medialed); or illegal conduct (led by government orauthorities)?
Is the incident/issue contained or escalating?
What are the potential triggers for escalation
What is the likely extent of media coverage?
What is the roompany and/or group financial impact?
Are significant liability claims?
Does company have criminal liability?
Is there major third party liability?
Does the response require substantial Group resources?
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ON-GOING ACTIONSON-GOING ACTIONS
Request briefings from Emergency Response Team (ERT) and/orSite Emergency Response Teams (SERT) on incidentdevelopment and issues arising
Develop medium to long-term strategies to anticipate andmitigate issues arising
Ensure strategies are known and understood by all parts of thecrisis organisation
Request regular updates on media activity and reviewmedia/communications strategy
Review validity of escalation scenarios and response options
Check status of Crisis Management Team actions Review parked issues (if any) Establish meeting/briefing
schedule
Plan ongoing resourcing arrangements for all teams
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E-Response Group-Of-Companies (www.e-response.biz)
THE FACTSTHE FACTS
How reliable is the information?
Are there good communication link with the site and/or Business?
Are the authorities inhibiting or preventing informationgathering?
Is there an adequate flow of information to the Crisis
Management Team (CMT)?
Have regular reporting procedures been agreed?
Do we need to liaise with national authorities (possibly multiplecountries)?
Do we need to liaise with JV partners?
What is the legal position on continuing operations (e.g. need toshut down similar or connected operations pending incidentinvestigation)?
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E-Response Group-Of-Companies (www.e-response.biz)
THE RESPONSETHE RESPONSE
Is the response adequate?
Is there appropriate Emergency Response and SERT on-site incidentmanagement?
Are there appropriate companys resources focused on the problem?
Should Group resources (i.e. other Businesses or service organisations)
be deployed to help? Is there a need for specialist external assistance?
Is there a need for senior management representation on scene?
Is a good local spokes person(s) identified? Are key massagesconsistent?
Are all local, regional or national stakeholders beingcontacted/managed appropriately?
Are there adequate communication resources in place?
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E-Response Group-Of-Companies (www.e-response.biz)
INFORMATIONINFORMATION
ARE AFFECTED PARTIES INFORMED?
Employees
Other parts of the business group
Neighbours at the location involved or at similar locations
Customers (short-term loss of supply, long-term switch to other suppliers,permanent ban on product), suppliers and/or contractors
Media (local, national, international)
Government(s), regulators or legislators (local, national, international)
Industry (oil, chemicals, others), and/or other multinationals.
Non-government organisations (e.g. pressure groups)
General public (local, national, international)
Financial community (investment community, shareholders, insurance) Joint venture partners
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