Crisis management case studies

مرحباً مرحباً WelcomeWelcome

Crisis Crisis ManagementManagement

Khaled A. AnterKhaled A. Anter

Let’s start with Let’s start with getting to know getting to know

each othereach other

Ground rulesGround rules

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questionquestion Relax & have fun Relax & have fun

Henry FordHenry Ford(1863-1947)(1863-1947)

““you can not build a you can not build a reputation based on reputation based on

what you are going to what you are going to dodo””

What is a crisisWhat is a crisis??

A crisis (from the Greek κρίσις - krisis; plural: "crises"; adjectival form: "critical") is any event that is, or expected to lead to, an unstable and dangerous situation affecting an individual, group, community or whole society.More loosely, it is a term meaning 'a testing time' or an 'emergency event'.

Definition of a crisis

Crisis is the situation of a complex system (family, economy, society) when the system functions poorly, an immediate decision is necessary, but the causes of the dysfunction are not known.

What is a crisis What is a crisis managementmanagement??

Crisis management is the process by which an organization deals with a major event that threatens to harm the organization, its stakeholders, or the general public.

Three most common elements to crises

 (a) a threat to the organization, (b) the element of surprise, (c) a short decision time.

Venette definition

Argues that "crisis is a process of transformation where the old system can no longer be maintained.“ Therefore the fourth defining quality is the need for change. If change is not needed, the event could more accurately be described as a failure or incident

Risk assessment Vs. Crisis Risk assessment Vs. Crisis managementmanagement

Risk assessmentRisk assessment involves assessing potential threats and finding the best ways to avoid those threats, Crisis management involves dealing with threats before, during, and after they have occurred.

Crisis ManagementCrisis Management

It is a discipline within the broader context of management consisting of skills and techniques required to identify, assess, understand, and cope with a serious situation, especially from the moment it first occurs to the point that recovery procedures start.

Managementmisconduct

Deception

SkewedManagement

valuesmalevolence

Confrontation

Technological

Natural

Typesof

Crises

Phases of a CrisisPhases of a Crisis

Signal detection Signal detection Preparation and prevention Preparation and prevention Containment and damage control Containment and damage control Business recovery Business recovery Learning Learning

Models and theories Models and theories associated with crisis associated with crisis

managementmanagement Management Crisis PlanningManagement Crisis Planning Contingency planningContingency planning Business continuity planningBusiness continuity planning Structural-functional systems theoryStructural-functional systems theory Diffusion of innovation theoryDiffusion of innovation theory Role of apologies in crisis Role of apologies in crisis

managementmanagement Crisis leadershipCrisis leadership Unequal human capital theoryUnequal human capital theory

Case studiesCase studies

““1010 casescases””

Case - ICase - I

TylenolTylenol®® (J&J) - (J&J) - 19821982

IncidentIncident

Seven individuals Seven individuals died died inin  metropolitan metropolitan Chicago Chicago

65 milligrams of 65 milligrams of cyanide cyanide

ApproachApproach Recalled and destroyed 31 million capsules Recalled and destroyed 31 million capsules Cost of $100 million Cost of $100 million CEO, James Burke, appeared in television CEO, James Burke, appeared in television

ads ads News conferences informing consumers of News conferences informing consumers of

the company's actions the company's actions Tamper-resistant packaging was rapidly Tamper-resistant packaging was rapidly

introduced introduced $100,000 reward offered by Johnson & $100,000 reward offered by Johnson &

Johnson on murdererJohnson on murderer’’s heads head

ConclusionConclusion

Tylenol remains a top seller, Tylenol remains a top seller, controlling about 35% of the pain controlling about 35% of the pain killer market in North America killer market in North America

Case - IICase - II

Odwalla FoodsOdwalla Foods - - 19961996

IncidentIncident Apple juice causes an Apple juice causes an

outbreak of outbreak of E. coli E. coli infectioninfection

Unpasteurized Unpasteurized Forty-nine cases were Forty-nine cases were

reported reported Death of a small childDeath of a small child 16 criminal counts of 16 criminal counts of

distributing adulterated distributing adulterated juice juice

OdwallaOdwalla pled guilty pled guilty

ApproachApproach Within 24 hours, Within 24 hours, OdwallaOdwalla conferred with conferred with

the FDA and Washington state health the FDA and Washington state health officials officials

Schedule of daily press briefingsSchedule of daily press briefings Press releases which announced the recall Press releases which announced the recall Expressed remorse, concern and apology Expressed remorse, concern and apology Detailed symptoms of Detailed symptoms of E. coli E. coli poisoningpoisoning Developed effective thermal processesDeveloped effective thermal processes All of these steps were communicated All of these steps were communicated

through close relations with the media and through close relations with the media and through full-page newspaper ads through full-page newspaper ads

ConclusionConclusion

Despite a net loss for most of 1997, Odwalla Despite a net loss for most of 1997, Odwalla worked to rehabilitate its brand name. In worked to rehabilitate its brand name. In addition to advertising its addition to advertising its new safety new safety proceduresprocedures, Odwalla released its line of food , Odwalla released its line of food bars (its first solid food product line) and bars (its first solid food product line) and entered the $900entered the $900  million fruit bar market.million fruit bar market.

  Another new product was the Another new product was the Future ShakeFuture Shake, , a "liquid lunch" aimed at younger consumers. a "liquid lunch" aimed at younger consumers. Because of these efforts, Odwalla was again Because of these efforts, Odwalla was again profitable by the end of 1997, reporting a profitable by the end of 1997, reporting a profit of $140,000 for the third quarter profit of $140,000 for the third quarter

Case - IIICase - III

Pepsi -Pepsi - 1993 1993

IncidentIncident

Claims of syringes Claims of syringes being found in being found in cans of diet Pepsicans of diet Pepsi

Pepsi urged stores Pepsi urged stores not to remove the not to remove the product from product from shelves shelves

Situation Situation investigated investigated

led to an arrest led to an arrest

ApproachApproach

Pepsi made public and then followed with Pepsi made public and then followed with their first video news release their first video news release

First video showing the production process First video showing the production process to demonstrate that such tampering was to demonstrate that such tampering was impossible within their factories impossible within their factories

A second video news release displayed the A second video news release displayed the man arrestedman arrested

A third video news release showed A third video news release showed surveillancesurveillance  where a woman was caught where a woman was caught replicating the tampering incident replicating the tampering incident

ApproachApproach

The company simultaneously publicly worked The company simultaneously publicly worked with the FDA during the crisiswith the FDA during the crisis

The corporation was completely open with the The corporation was completely open with the public throughout public throughout

Every employee of Pepsi was kept aware of Every employee of Pepsi was kept aware of the detailsthe details

After the crisis had been resolved, the After the crisis had been resolved, the corporation ran a series of special campaigns corporation ran a series of special campaigns designed to thank the public for standing by designed to thank the public for standing by the corporation, Coupons for further the corporation, Coupons for further compensation compensation

ConclusionConclusion

This case served as a model for how This case served as a model for how to handle other crisis situations to handle other crisis situations

Case - IVCase - IV

BhopalBhopal disaster disaster 19841984

IncidentIncident One of the world's One of the world's

worstworst  industrial industrial catastrophescatastrophes

A leak ofA leak of  methyl methyl isocyanateisocyanate  gas and other gas and other chemicals from the plantchemicals from the plant

Exposure of hundreds of Exposure of hundreds of thousands of people thousands of people

Confirmed a total of Confirmed a total of 3,787 deaths3,787 deaths

leak caused 558,125 leak caused 558,125 injuries injuries

ApproachApproach

Illustrates the importance of Illustrates the importance of incorporatingincorporating  cross-cultural communicationcross-cultural communication  in in crisis management planscrisis management plans

Operating manuals printed only in English is Operating manuals printed only in English is an extreme example of mismanagement an extreme example of mismanagement

Indicative of systemic barriers to information Indicative of systemic barriers to information diffusiondiffusion

Symbolic intervention can be counter Symbolic intervention can be counter productive (productive (Union CarbideUnion Carbide’’s upper management arrived in s upper management arrived in India but was unable to assist in the relief efforts because they India but was unable to assist in the relief efforts because they

were placed under house arrest by the Indian governmentwere placed under house arrest by the Indian government) )

ConclusionConclusion

Seven ex-employees, including the Seven ex-employees, including the former UCIL chairman, were former UCIL chairman, were convicted in Bhopal of causing convicted in Bhopal of causing death death by negligenceby negligence and sentenced to and sentenced to two two years imprisonmentyears imprisonment and a and a fine of fine of about $2,000about $2,000 each, the maximum each, the maximum punishment allowed by law. An eighth punishment allowed by law. An eighth former employee was also convicted, former employee was also convicted, but died before judgment was passed but died before judgment was passed

Case - VCase - V

FordFord and and FirestoneFirestone Tire and Rubber Tire and Rubber

CompanyCompany 2000 2000

IncidentIncident 15-inch Wilderness 15-inch Wilderness

AT, radial ATX and AT, radial ATX and ATX II tire treads ATX II tire treads were separating from were separating from the tire core the tire core

leading to grisly, leading to grisly, spectacular crashes spectacular crashes

These tires were These tires were mostly used on the mostly used on the Ford Explorer, the Ford Explorer, the world's top-selling world's top-selling (SUV) (SUV)

ApproachApproach

First, they blamed consumers for not First, they blamed consumers for not inflating their tires properly inflating their tires properly

Then they blamed each other for Then they blamed each other for faulty tires and faulty vehicle design faulty tires and faulty vehicle design

Then they said very little about what Then they said very little about what they were doing to solve a problem they were doing to solve a problem that had caused more than 100 that had caused more than 100 deaths deaths

They got called to Washington to They got called to Washington to testify before Congress testify before Congress

ConclusionConclusion

Bridgestone/Firestone recalled 6.5 Bridgestone/Firestone recalled 6.5 million tires million tires

Total cost = 1 Billion $ Total cost = 1 Billion $

Case - VICase - VI

Exxon Valdez oil Exxon Valdez oil spill 1989spill 1989

IncidentIncident Spilled millions of Spilled millions of

gallons of crude oil gallons of crude oil into the waters off into the waters off Valdez Valdez –– Alaska Alaska

The size of the spill is The size of the spill is estimated at 40,900 estimated at 40,900 to 120,000 m3 to 120,000 m3

Hundreds of miles of Hundreds of miles of coastline were coastline were polluted and salmon polluted and salmon spawning runs spawning runs disrupted disrupted

ApproachApproach Exxon, did not react quickly in terms of Exxon, did not react quickly in terms of

dealing with the media and the public dealing with the media and the public The company had neither a communication The company had neither a communication

plan nor a communication team in place to plan nor a communication team in place to handle the event handle the event

Exxon established its media center in Exxon established its media center in Valdez, a location too small and too remote Valdez, a location too small and too remote to handle the onslaught of media attentionto handle the onslaught of media attention

The company acted The company acted defensivelydefensively in its in its response to its publicresponse to its public

Even laying blame, at times, on other Even laying blame, at times, on other groups such as the groups such as the Coast Guard Coast Guard

ConclusionConclusion

Litigation was filed on behalf of Litigation was filed on behalf of 38,000 litigants 38,000 litigants

A jury awarded plaintiffs US$287 A jury awarded plaintiffs US$287 million in compensatory damages and million in compensatory damages and US$5 billion in punitive damagesUS$5 billion in punitive damages

As of 2010 there are approximately As of 2010 there are approximately 9898  cubic metres (3,500cubic metres (3,500  cucu  ft) or ft) or 26,000 gallons) of Valdez crude oil 26,000 gallons) of Valdez crude oil still in Alaska's sand and soil still in Alaska's sand and soil

Case - VIICase - VII

TheThe  ChernobylChernobyl disasterdisaster

26 April 1986 26 April 1986

IncidentIncident Reactor four suffered a Reactor four suffered a

catastrophic power catastrophic power increase leading to increase leading to explosions in its core explosions in its core

This dispersed large This dispersed large quantities of radioactive quantities of radioactive fuel and core materials fuel and core materials into the atmosphere into the atmosphere

The accident occurred The accident occurred during an experiment during an experiment scheduled to test a scheduled to test a potential safetypotential safety

ApproachApproach

The reactor had not been encased by The reactor had not been encased by any kind of hardany kind of hard  containment vesselcontainment vessel

Because of the inaccurate low readings, Because of the inaccurate low readings, the reactor crew chiefthe reactor crew chief  assumed that the assumed that the reactor was intactreactor was intact

The readings of another dosimeter The readings of another dosimeter brought in by 04:30 were dismissed brought in by 04:30 were dismissed under the assumption that the new under the assumption that the new dosimeter must have been defective dosimeter must have been defective

ApproachApproach

"We didn't know it was the reactor. "We didn't know it was the reactor. No one had told us.No one had told us.““

LieutenantLieutenant  Volodymyr Pravik, who died on 9 Volodymyr Pravik, who died on 9

May 1986 ofMay 1986 of  acute radiation sicknessacute radiation sickness

ConclusionConclusion

The The distrustdistrust that many people (both that many people (both within and outside thewithin and outside the  USSR) had in USSR) had in thethe  SovietSoviet  authoritiesauthorities

Over 30 years is estimated at Over 30 years is estimated at US$235US$235  billion (in 2005 dollars)billion (in 2005 dollars)

5% - 7% of government spending in 5% - 7% of government spending in Ukraine still related to Chernobyl Ukraine still related to Chernobyl

Case - VIIICase - VIII

FukushimaFukushima I nuclear I nuclear accidentsaccidents

20112011

IncidentIncident Following the9.0 Following the9.0

magnitudemagnitude  Tōhoku Tōhoku earthquake and earthquake and tsunamitsunami  on 11 March on 11 March 20112011

Experts consider it to Experts consider it to be the second largest be the second largest nuclear accident nuclear accident after theafter the  Chernobyl Chernobyl disasterdisaster

More complex as all More complex as all reactors are involved reactors are involved

ApproachApproach

Tokyo drinking water exceeded the safe Tokyo drinking water exceeded the safe level for infants level for infants

Prompting the government to distribute Prompting the government to distribute bottled water to families with infants bottled water to families with infants

A nuclear emergency was declared by A nuclear emergency was declared by the Government at 19:03 on 11 March the Government at 19:03 on 11 March

Initially a 2Initially a 2  km, then 10km, then 10  kmkm  evacuation evacuation zone was ordered zone was ordered

ApproachApproach Later Prime MinisterLater Prime Minister  issued instructions issued instructions

that people within a 20that people within a 20  km (12 mile) km (12 mile) zone around the plant must leavezone around the plant must leave

Urged that those living between 20Urged that those living between 20  km km and 30and 30  km from the site to stay indoors km from the site to stay indoors

Six weeks after the crisis began, plans Six weeks after the crisis began, plans were announced for a large-scale study were announced for a large-scale study of the environmental and health effects of the environmental and health effects of radioactive contamination from the of radioactive contamination from the nuclear plant nuclear plant

ConclusionConclusion A private report by journalists and academics as well

as an investigation by TEPCO. The panel said the government and TEPCO failed to

prevent the disaster not because a large tsunami was unanticipated, but because they were reluctant to invest time, effort and money in protecting against a natural disaster considered unlikely.

"The utility and regulatory bodies were overly confident that events beyond the scope of their assumptions would not occur . . . and were not aware that measures to avoid the worst situation were actually full of holes," the government panel said in its final report.

Case-IX قطار حريق حادثة

الصعيدمصر – العياط

م 2002فبراير 20

األحداثاألحداث رقم القطار , 832كان     قد أسوان إلي القاهرة من المتوجه

صباح من الثانية في الساعة عرباته إحدي في النيران اندلعت 20يوم   2002فبراير   , عند  العياط مدينة مغادرته عقب م

. القائد  ميت قرية األخيرة العربة من ينبعث كثيفا دخانا شاهدوا أنهم الناجون أكد

العربات, باقي إلي بسرعة وامتدت بها النيران اندلعت ثم للقطارلقضاء, المسافرين بالركاب مكدسة كانت والتي األخيرة

.     مصر  صعيد في وقراهم مراكزهم في األضحى عيد عطلة , خارج بأنفسهم وألقوا الزجاجية النوافذ بكسر الركاب بعض وقام

. اإلبراهيمية, ترعة في غرقهم أو مصرعهم في تسبب مما القطارالعربات عن األمامية السبع العربات بفصل القطار قائد وقام , رحلته, واصل ثم بالحادث المعنية الجهات وأخطر المحترقة

. جديدة كارثة وحدوث توقفه خشية

التناولالتناول     زيارته عقب ـ الوزراء مجلس رئيس عبيد عاطف الدكتور أكد

  أن  ـ المصابين علي لالطمئنان المركزي العياط مستشفيبسبب القطار بعربات اشتعل بوتاجاز  الحريق موقد في  انفجار

, باقي إلي النيران وامتدت بالقطار العربات إحدي بوفيهالعربات. 

ثالثمائة من أكثر ضحيتها راح التي الصعيد قطار حادثة تعدتاريخ في نوعها من األسوأ مسافرا الحديدية وخمسين السكك

. عاما  وخمسين مئة من أكثر منذ أي المصرية يوم القاهرة في  27بدأت مسؤوال 11محاكمة  2002إبريل

باإلهمال اتهامات يواجهون إذ مصر في الحديدية السكك بهيئةبحياة أودى مصري قطار حادث أسوأ شخصا .361في

.   الدميري إبراهيم المصري النقل وزير استقالة إلى الكارثة أدت

Case - XCase - XThe Deepwater Horizon oil The Deepwater Horizon oil

spill spill –– 2010 2010

““The Macondo incidentThe Macondo incident””Gulf of MexicoGulf of Mexico

IncidentIncident It is the largest accidental marine It is the largest accidental marine

oil spill in the history of the oil spill in the history of the petroleum industry petroleum industry

The spill stemmed from a sea-The spill stemmed from a sea-floorfloor  oil gusheroil gusher  that resulted from that resulted from the April 20, 2010,the April 20, 2010,  explosion explosion ofof  Deepwater HorizonDeepwater Horizon

BPBP released a 193-page report on released a 193-page report on its web site. The report says its web site. The report says BPBP employees and those of employees and those of TransoceanTransocean did not correctly did not correctly interpret a pressure test, and both interpret a pressure test, and both companies neglected signs such companies neglected signs such as a pipe called as a pipe called a risera riser  losing fluid. losing fluid. It also says that while BP did not It also says that while BP did not listen to recommendations listen to recommendations byby  HalliburtonHalliburton  for more for more centralizerscentralizers

ApproachApproachShort-term efforts:Short-term efforts: Remotely operated underwater Remotely operated underwater

vehicles to close the blowout vehicles to close the blowout preventerpreventer  valves on the well valves on the well headhead

Placing a 125-tonne Placing a 125-tonne (280,000(280,000  lb)lb)  containment containment domedome  (which had worked on (which had worked on leaks in shallower water) over leaks in shallower water) over the largest leak and piping the the largest leak and piping the oil to a storage vessel on the oil to a storage vessel on the surface surface

Positioning a riser insertion Positioning a riser insertion tube into the wide burst pipe tube into the wide burst pipe

ApproachApproach TransoceanTransocean's's  Development Driller IIIDevelopment Driller III  started started

drilling a first relief well, drilling a first relief well,   GSF Development GSF Development Driller IIDriller II  started drilling a second relief started drilling a second relief

Each relief well is expected to cost about Each relief well is expected to cost about $100$100  millionmillion

BPBP began pumping cement from the top, began pumping cement from the top, sealing that part of the flow channel sealing that part of the flow channel permanently permanently

Two weeks later, it was uncertain when the Two weeks later, it was uncertain when the well could be declared completely sealedwell could be declared completely sealed

Even in properly sealed wells, the cementEven in properly sealed wells, the cement plugs can fail over the decades and metal plugs can fail over the decades and metal casings that line the wells can rust casings that line the wells can rust

ConclusionConclusion At first, At first, BPBP files a 52 files a 52  page page exploration and exploration and

environmental impact plan environmental impact plan for thefor the  MacondoMacondo well. The plan stated that it was "well. The plan stated that it was "unlikely that unlikely that an accidental surface or subsurface oil spill an accidental surface or subsurface oil spill would occur from the proposed activitieswould occur from the proposed activities””

Mark E. HafleMark E. Hafle, a senior drilling engineer at BP, , a senior drilling engineer at BP, warns that the metal casing for thewarns that the metal casing for the  blowout blowout preventerpreventer  might collapse under high pressure might collapse under high pressure

TheThe  White HouseWhite House  oil spill commission released oil spill commission released a final report detailing faults by the companies a final report detailing faults by the companies that led to the spillthat led to the spill

The panel found that The panel found that BPBP, , HalliburtonHalliburton, and , and TransoceanTransocean had attempted to work had attempted to work more more cheaply cheaply and thus helped to trigger the and thus helped to trigger the explosion and ensuing leakage explosion and ensuing leakage

ConclusionConclusion BPBP released a statement in response to this, saying, released a statement in response to this, saying,

""Even prior to the conclusion of the commissionEven prior to the conclusion of the commission ’’s s investigation, BP instituted significant changes investigation, BP instituted significant changes designed to further strengthen safety and risk designed to further strengthen safety and risk management “ management “

TransoceanTransocean, however, blamed , however, blamed BPBP for making the for making the decisions before the actual explosion occurred and decisions before the actual explosion occurred and government officials for permitting those decisionsgovernment officials for permitting those decisions

HalliburtonHalliburton stated that it was acting only upon the orders stated that it was acting only upon the orders of of BPBP when it injected the cement into the wall of the well when it injected the cement into the wall of the well

HalliburtonHalliburton also blamed the governmental officials and also blamed the governmental officials and BPBP. It criticized . It criticized BPBP for its failure to run a for its failure to run a  cement bond cement bond loglog  testtest

In the report, In the report, BPBP was accused of nine faults was accused of nine faults

““Better management of Better management of decision-making processes decision-making processes

within within BPBP and other companies, and other companies, better communication within better communication within

and between and between BPBP and its and its contractors and effective contractors and effective

training of key engineering and training of key engineering and rig personnel would have rig personnel would have prevented the prevented the MacondoMacondo

incidentincident”” TheThe  White HouseWhite House  oil spill oil spill commission panel final commission panel final

reportreport

Lessons learned Lessons learned in Crisis in Crisis

ManagementManagement

Lessons learned in Crisis Lessons learned in Crisis ManagementManagement

A study identified organizations that A study identified organizations that recovered and even recovered and even exceededexceeded pre-catastrophe pre-catastrophe stock pricestock price

The average cumulative impact The average cumulative impact onon  shareholder valueshareholder value  for the for the recoverersrecoverers was was 5% plus 5% plus on their original stock valueon their original stock value

The The non-recoverersnon-recoverers remained more or less remained more or less unchanged between days 5 and 50 after the unchanged between days 5 and 50 after the catastrophe, but suffered a net negative catastrophe, but suffered a net negative cumulative impact of almost cumulative impact of almost 15%15% on their on their stock price up to stock price up to one year one year afterwards. afterwards.

ImportantImportant

““It is highly recommended to It is highly recommended to those who wish to engage their those who wish to engage their senior management in the value senior management in the value

of crisis managementof crisis management””

Crisis as an Crisis as an OpportunityOpportunity

Crisis as an OpportunityCrisis as an Opportunity

Management must move from a mindset that Management must move from a mindset that manages crisis to one that to one that generates crisis leadership

Most executives focus on communications Most executives focus on communications andand  public relationspublic relations  as a as a reactive strategyreactive strategy

Potential damage to reputation can result Potential damage to reputation can result from the actual management of the crisis from the actual management of the crisis issue issue

Companies may stagnate as theirCompanies may stagnate as their  risk risk managementmanagement  group identifies whether a crisis group identifies whether a crisis is sufficiently is sufficiently ““statistically significantstatistically significant””

Crisis leadershipCrisis leadership

  ””Immediately addresses both the Immediately addresses both the damage and implications for the damage and implications for the

companycompany’’s present and future s present and future conditions, as well as conditions, as well as

opportunities for improvementopportunities for improvement””

Government and crisis Government and crisis managementmanagement

United States United States National GuardNational Guard  at the at the federal level federal level

U.S.U.S.  Federal Emergency Management Federal Emergency Management AgencyAgency  ((FEMAFEMA) within the) within the  Department Department of Homeland Securityof Homeland Security  administers administers thethe  National Response PlanNational Response Plan  ((NRPNRP) )

This plan is intended to This plan is intended to integrate public integrate public and private responseand private response by providing a by providing a common language and outlining common language and outlining

Government and crisis Government and crisis managementmanagement

The The NRPNRP is a companion to the is a companion to the National National Incidence Management SystemIncidence Management System

FEMAFEMA offers free web-based training on offers free web-based training on the the National Response Plan National Response Plan through the through the Emergency Management InstituteEmergency Management Institute

Common Alerting ProtocolCommon Alerting Protocol  ((CAPCAP) is a ) is a relatively recent mechanism that relatively recent mechanism that facilitates crisis communication across facilitates crisis communication across different mediums and different mediums and systems “A consistent emergency alert format “

RememberRemember!!

The Crisis Management The Crisis Management ToolboxToolbox

I. Individual Preparedness Plan ChecklistII. Coordination Authority Public ChecklistIII. Command CentersIV. Incident Command System (Common

Terminology)V. Designating a Spokesperson, backup

spokespersonVI. Media Policies and Procedures (Practicing

Tough Questions/Prepared Statements)VII. Drill, drill then drill !

Practice Model - Practice Model - II

األهلية الغاز األهلية شركة الغاز شركة

االهلية الغاز شركة إدارة مجلس رئيس االهلية أنت الغاز شركة إدارة مجلس رئيس أنت) مصر) – (غاز مصر) – غاز

عمل يقترح بالشركة األمان مسئول إليك عمل حضر يقترح بالشركة األمان مسئول إليك حضرمن غاز تسريب لحالة أزمات مكافحة من خطة غاز تسريب لحالة أزمات مكافحة خطة

بشركتك الخاصة الغاز توزيع بشركتك شبكة الخاصة الغاز توزيع شبكة االزمة؟ هذة إحتمال لمواجهة تفعل االزمة؟ ماذا هذة إحتمال لمواجهة تفعل ماذا

Practice Model - Practice Model - IIII

السيارات صناعة السيارات شركة صناعة شركةالوطنيةالوطنية

السيارات بشركة السالمة إدارة مدير السيارات أنت بشركة السالمة إدارة مدير أنت) شاس ) (الوطنية شاس ) الوطنية

دواسات أزمة من حدث ما لتفاصيل قراءتك دواسات بعد أزمة من حدث ما لتفاصيل قراءتك بعدقررت العالمية تويوتا بشركة المعيبة قررت الوقود العالمية تويوتا بشركة المعيبة الوقود

تواجه قد التى ازمات مواجهة خطة تواجه عمل قد التى ازمات مواجهة خطة عملصناعتكصناعتك

و تفترضها سوف التى السيناريوهات هى و ما تفترضها سوف التى السيناريوهات هى ما؟ خططها تضع ؟ كيف خططها تضع كيف

Practice Model - Practice Model - IIIIII

الشيخ – شرم الفيروز الشيخ – منتجع شرم الفيروز منتجع

الشيخ بشرم للسياحة منتجع بإفتتاح الشيخ قمت بشرم للسياحة منتجع بإفتتاح قمت به بوضعها قمت التى الكلية به اإلستثمارات بوضعها قمت التى الكلية اإلستثمارات

أموال 3030تكلفت تكلفت من مصرى جنية أموال مليون من مصرى جنية مليونالقروضالقروض

المفاجآت من إستثمارك تحمى أن المفاجآت تريد من إستثمارك تحمى أن تريد تفعل؟ تفعل؟ ماذا ماذا

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