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Managing a Crisis at Your
CompanyTom Stahr – Robinette Demolition Inc. Chicago, IL USA
Emergency Response Division Manager
What is a Crisis?
The result of a sudden, serious (negative) happening or catastrophic event…..
A crisis has an immediate and profound impact on your business as a whole.
What Can Cause a Crisis?
Natural Disasters
Organizational Trauma
Jobsite Accidents
Injury or Illness
Acts of Violence
Acts of Terrorism
Why Plan for a Crisis?
Pre-planning can save lives
Pre-planning can prevent further damage to organization and/or property
Pre-planning - - - Saves Money! (Legal fees, insurance rates, medical costs, lost production, bad publicity, etc.)
Pre-planning allows you to accomplish MOST of the work that you would have to do after a crisis, before it happens.
By Planning Ahead…..
You can act immediately and wisely
You and your people understand your roles during a crisis
You have time to plan and practice different scenarios
You can be prepared to address employees, family members, the media, public officials, etc.
You can focus on dealing with the crisis, and not on HOW to deal with it.
What can you do now?
Form a crisis management team
Perform a risk assessment *
Develop plans for various risks
Determine responsibilities
Develop statements ahead of time
Prepare Checklists
Practice
Form a team to manage the crisis
Company Owner
Director
Project Manager
Foreman
Safety Director
Legal Counsel
Whoever else you can trust during a crisis
Develop Crisis Plans
Develop plans appropriate to the crisis your risk assessment determined that you could face
Each plan should: Ensure methods of communication between employees;
management and public officials; management and employees; management and employees families; etc.
Determine various responsibilities Plan practice sessions/drills Plan an evaluation and audit process Include pre-planned statements Include post-crisis recovery steps
An Example Crisis….. There has been a large unplanned collapse at your worksite.
There are multiple injuries/ victims
There are dozens of workers on the jobsite that belong to other contractors
There is a large crowd gathering and many people are taking pictures or movies via mobile phones
Imagine it….
A large crowd continues to get larger
People are screaming and running around
You don’t know who might be injured or hurt
Work on the whole jobsite has stopped
There is chaos and confusion
Now imagine this…..
Your foreman recognizes that the situation is truly a crisis
As soon as time allows, he finds his checklist and begins to follow his pre-planned instructions
His checklist can be a plastic card in his wallet; in a folder in his tool box with his paperwork; or on his laptop, PDA, or iPad.
Foreman’s Checklist
Call emergency services immediately
Use prepared statement if possible, if not, train your people on what to say, and what NOT to say
“My name is _____. There has been an accident at the following worksite address _______. There may be as many as (10) people injured and the scene is still dangerous. Send ambulances and police.”
Answer any questions asked by emergency response operator
Secure and isolate the scene
Get crowd back Shield the victims if possible Make way for ambulances and send a guide to
entrance Work with General Contractor to stop work at
site Assist with victim care if appropriate
Assist emergency personnel as needed List of employees onsite Headcount of safe employees Possible jobsite hazards etc.
Contact your Crisis Management Team Leader
Quickly gather as much information as possible about what happened
Notify your Crisis Team Leader
Advise them of situation
Review your procedures and the actions you’ve taken so far, and discuss your next actions
Discuss and prepare initial statement content prior to the crisis team leader arriving onsite.
Preparing Statements
Communication during and after a crisis can be the single most helpful, or harmful, activity a crisis manager can do.
Effective communication is essential to saving both lives and money, and can be the difference between saving your company, and losing it.
Preparing Statements
Determine what information to release, and to whom (i.e. other employees, families, the media, government agencies, etc.) as part of your Crisis Management Plan ahead of time
Immediately after an incident, do not disclose any information that has not been discussed with Crisis Team Leader
Initially, defer questions about specific details until your “spokesman” arrives at a later time.
Preparing Statements
Consider the following when drafting statements ahead of time:
Emergency calls are recorded, and can be used later as evidence
Police scanners are often monitored by civilians
These days, there will almost always be a large amount of photographic and video evidence of the accident that you won’t know about (some of it from your own employees). Never contradict the evidence!
Initial Statement Example There was a collapse at the worksite a short while ago.
Injured employees are being attended to by emergency personnel (Never speculate on victims conditions, even when you think it is obvious).
The accident is currently under investigation, so we don’t have any details at this time.
I will not be answering questions at this time, but our spokesman will be onsite at ______. He/she will have an updated statement at that time, and you can direct any questions to him/her.
Now, I must get back to work. Thank you.
Crisis Management Team Leader Identify yourself to the appropriate people when
you arrive onsite.
Assume primary management responsibility for your company
Inform officials, media, and others that you will be the one making statements and giving information to the appropriate people
Gather as much information as possible regarding the incident.
Begin drafting more detailed statements for public, officials, victims families, etc.
Initiate an investigation and act to preserve any evidence necessary.
Statement Guidelines The following are guidelines that can be
used when formulating statements to the media, and others throughout the recovery process.
Do’s & Don’ts
DO make sure the reporters know you are the only official spokesperson.
DO talk. Saying a little is better than saying nothing.
DO tell the truth. Reporters will find it out anyway, so be honest.
Do’s and Don’ts
• DON’T discuss fault or blame.
• DON’T discuss damages or estimated costs.
• DON’T have the president of the company be the spokesperson. He shouldn’t be saying “I don’t know” or I didn’t know”.
• DON’T AD-LIB… Notes are a good thing.
After the Crisis Your plan should include a section on what
to do about the following issues, as needed, after a crisis
Back to work issues
Insurance/Legal issues
Stress Management
Medical - Family Issues
Incident Investigation
Evidence Preservation
Critique of the company’s response to the crisis
Review
Recognize the need for Crisis Management
Form a team to deal with any crisis at your company
Determine what crisis COULD happen to your company
To the extent possible, develop plans ahead of time to deal with those crisis
Familiarize people with what constitutes a crisis, and what their responsibilities will be during a crisis
Train and test your people
Critique their responses and adapt your plans accordingly