mogsc training - crisis management

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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7/60E-Response Group-Of-Companies (www.e-response.biz)

A LOSS CONTROL EVENTA LOSS CONTROL EVENT

7NEWS &PERCEPTION

A

F

T

ER

M

A

TH

ACCIDENT

/ INCIDENT

EMERGENCY

CRISIS



ACCIDENT VS EMERGENCY VS CRISISACCIDENT VS EMERGENCY VS CRISIS

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ACCIDENT

EMERGENCY

CRISIS

Letsdiscussthis

phenome

na



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



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.



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



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


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


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


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



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

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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


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


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


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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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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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


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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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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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


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


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


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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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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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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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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