Emergency Response Manage Risks Analysis

 

Introduction

Case studies from around the world prove that with any crisis, regardless of cause, there has to be proven, open and transparent corporate Emergency Response and Crisis Communication systems in place. Without such systems an effective grasp of command and control will be impossible. How this is reflected to your stakeholders will be critical to your survival. So the importance of leaders getting the all important 'Corporate Communications' right the first time should never be underestimated.

If your company is faced with a crisis interruption, it has a service to maintain, it has it's good reputation and image to protect, therefore an effective and well-rehearsed Crisis Communications and Response plan has to be in place and validated, 'before the day'. Moreover, following our guidelines there is a possibility that you can turn the Crisis to your advantage and even enhance your corporate image.

Remember, being unprepared is simply unacceptable, so if your Department or Company were engulfed by a crisis, from whatever cause, would it be caught unprepared? Are you and your team trained and ready for the next crisis?

Objective

  • Learn how to develop a high performance Communications & PR team and explore the range of communications techniques and tools available
  • Enhance your emergency response leadership capabilities
  • Acquire a thorough understanding of how to best manage the Crisis; rapid decision making through proven command and control systems.
  • To empower each delegate to transport the ethos of 'Best Practice' back to their respective organisations.

TRAINING METHODOLOGY

This training course will combine presentations with instructor-guided interactive discussions between participants relating to their individual workplace. Practical exercises, video material and case studies aiming at stimulating these discussions and providing maximum benefit to the participants will support the training.

This interactive training course includes the following training methodologies as a percentage of the total tuition hours:

  • 30% Lectures, Concepts, Role Play
  • 30% Workshops & Work Presentations, Techniques
  • 20% Based on Case Studies & Practical Exercises
  • 20% Videos, Software & General Discussions
  • Pre and Post Test

Who Should attend?

The seminar is designed for those whose actions and decisions have critical implications for their organisation and those who wish to further develop their strategic communication and leadership capabilities. In most organisations this emergency response and strategy process extends to all professionals , shift superintendents and safety team.

Course Outline

Day One

Developing Emergency Response Plans and techniques

  • Course introduction - aims and objectives of the event
  • Who and what should be involved in the Crisis Communications programme?
  • Consider the number of stakeholders in a Business Crisis
  • Seven steps to creating a crisis communication strategy:
  • What should be in the Crisis Communications and Response Plan?
  • What can cause a Communications Crisis and what is the potential life cycle?
  • What preparations are necessary in the planning/pre-crisis stage?
  • Potential areas of concern - 'Crisis what Crisis?
  • Case Studies. Companies who got it right and those who got it wrong!
  • The Auditing Process - Self-Evaluation questions and Syndicate questions.

Day Two

Minimising your company's risk, protecting and enhancing your company's reputation when a crisis hits.

  • Review of Day One.
  • Managing the Crisis. Command & Control issues:

o   Strategic; Tactical & Operational;

o   Decision making in Crisis situations;

o   Crisis Management Team;

o   Emergency Communications Centre;

  • Media Management Guidelines and 20 point communications checklist:

o   Organising and managing press conferences

o   How to conduct successful TV and radio interviews

  • Crisis Management vs. Crisis Communications.
  • Session ends with a syndicate workshop session. The task: to rapidly provide a media statement for the CEO in response to a major incident

Day Three

Implementing co-ordinated Command and Control techniques.

  • Review of Day Two
  • On-scene management, what are the leadership and communication issues?
  • Protecting your Reputation: Business Continuity Management (BCM)
  • Have you identified the essential core functions? Following a major disruption (including terrorism) what are your recovery priorities?
  • Case Study - Union Carbide. Bhopal
  • What is Reputational Risk and why is communication about risk important?
  • What types of risk does your company and any nearby face?
  • Why is good communication important in dealing with risk?
  • What factors are likely to increase public concern about risks?
  • Understanding how the media reacts to risk and why is this important?
  • The Toolkit - best practice examples in protecting your Reputation.
  • How good communication can help prevent risk becoming crisis

Day Four

Crisis Communications are judged not by content alone, but also by source; who is telling me this, and should I believe them?

  • Review of day three
  • Alerting and Warning Stakeholders
  • The myths and realities of Crisis Communication Strategies:
  • What do we know about the crisis, what do we want people to know, and how do we communicate it effectively?
  • Communicating - making sure those stakeholders who need to know are briefed initially and then kept informed until the crisis is played out.
  • How do we make our communications meaningfully two-way, and how do we keep our audiences active rather than passive?
  • How to reassure, how to sound confident, how to address emotion,
  • Case Study - Occidental. Piper Alpha
  • Managing the Human Aspects of Crisis Response.

Day Five

The benefits of exercising you plans

  • Review of day 4
  • Workshop and Exercise - this 'desk-top' communications exercise demands rapid decisions to given scenarios
  • Exercise Design - developing training exercises for the Crisis Response Team
  • Choose the right type of exercise
  • Starting the exercise - Information during the exercise - De-brief - Final Report - Closing the Loop - Implementing the recommendations
  • Exercise Design
  • Develop an action plan of learning from incidents, drills and exercises
  • Discuss personal action plans

Schedule

  • 08:30 – 10:15 First Session
  • 10:15 – 10:30 Coffee Break
  • 10:30 – 12:15 Second Session
  • 12:15 – 12:30 Coffee Break
  • 12:30 – 14:00 Third Session
  • 14:00 – 15:00 Lunch

Fees

 The Fee for the seminar, including instruction materials, documentation, lunch, coffee/tea breaks & snack :