Pchatelot2300908

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EAS 2008

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Pchatelot2300908

  1. 2. Incident Management When the going gets tough… Paul Chatelot Disneyland Resort Paris/Prevention, Safety & Environment Director SNELAC/Vice-President
  2. 3. How to deal with incident as it happens in your facility <ul><li>Context </li></ul><ul><li> When an event occurs in a Park, it generates a sudden raise in activity for: </li></ul><ul><ul><ul><li>emergency response, </li></ul></ul></ul><ul><ul><ul><li>police investigating and judicial system, </li></ul></ul></ul><ul><ul><ul><li>customers or close relatives concerns and enquiries, </li></ul></ul></ul><ul><ul><ul><li>media enquiries. </li></ul></ul></ul><ul><li>Risks </li></ul><ul><ul><li>The company and its leaders very quickly become unable to manage simultaneously all these constraints. The Company undergoes the crisis. It impacts its efficiency to manage the event, its consequences and the business continuity plan. </li></ul></ul><ul><li>Overall recommendation </li></ul><ul><ul><li>To be in a position not to undergo the crisis but to manage it. </li></ul></ul><ul><ul><li>The occurrence of such event remains weak, nevertheless a crisis is brewing. </li></ul></ul><ul><ul><li>Let’s imagine the worst… </li></ul></ul>2/5
  3. 4. <ul><li>In general, the handling of the crisis is threefold: </li></ul><ul><li>1. Emergency response </li></ul><ul><li>- Train and lead the staff to the conduct of the business emergency plan, to reflex actions. </li></ul><ul><li>- Share with public services the scripts of emergency exercises situations. </li></ul><ul><li>- Be able to manage the disaster but also the rest of the park activities. Have managerial staff available. </li></ul><ul><li>2. Business continuity Plan </li></ul><ul><li>Be in capacity to manage: </li></ul><ul><ul><li>- demands related to the investigation, </li></ul></ul><ul><ul><li>- contacts with families impacted, </li></ul></ul><ul><ul><li>- the company brand image/protect the trade, </li></ul></ul><ul><ul><li>-media requests. </li></ul></ul><ul><li>3. Disaster recovery Plan </li></ul><ul><li>Depending on the cause, event responsibilities, it is necessary to focus on: </li></ul><ul><li>- new prevention measures, </li></ul><ul><li>- enhancing credibility towards public services and customers, </li></ul><ul><li>- the brand image, </li></ul><ul><li>- managing the compensations issue for victims and eligible party in terms of insurance. </li></ul>How to deal with incident as it happens at your facility 3/5
  4. 5. How to deal with media inquiries when the incident happens at another facility than yours <ul><li>Context </li></ul><ul><li>The media look for detailed information or for sensational. </li></ul><ul><li>When they have not found the information from the Company affected by the disaster, they look for it through experts or professionals. </li></ul><ul><li>Objectives </li></ul><ul><ul><li>Protect the trade. </li></ul></ul><ul><li>Risks </li></ul><ul><li>Information delivered to Media could backfire on: </li></ul><ul><li>- the company affected by the disaster, </li></ul><ul><li>- the brand image. </li></ul>4/5
  5. 6. How to deal with media inquiries when the incident happens at another facility than yours <ul><li>Recommendations </li></ul><ul><li>A crisis is about to begin… </li></ul><ul><ul><li>- Prepare the Q&A with the union representing the business, with experts. </li></ul></ul><ul><ul><li>- Define some key speakers able to discuss with the media. </li></ul></ul><ul><ul><li>- Have technical experts capable to present technical information on the design of rides, standards, measures of prevention. </li></ul></ul><ul><ul><li>- Remain on the look out, do not comment what happens to other Companies. </li></ul></ul><ul><ul><li>- Avoid to comment the event, the reasons of the accident. </li></ul></ul><ul><ul><li>- Avoid all comments enhancing the Company, …”in our place, it would not occur”… </li></ul></ul><ul><ul><li>- Direct the media towards professional organizations, unions. </li></ul></ul>5/5

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