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Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
Crisis Mgt Presentation
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Crisis Mgt Presentation

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Crisis

Crisis

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  • 1. We Must Be Ready
  • 2. We Must Be Ready
  • 3. When you are walking through the flames
  • 4. You should be thinking about What’s Next?
  • 5. A Crisis of Sorts?
  • 6. Violence Crisis
  • 7. A “Dilbert” View
  • 8. Hazards: The List Continues to Expand <ul><li>Natural Hazards – hurricanes, earthquakes, tornadoes, floods </li></ul><ul><li>Terrorism – the threat continues to loom large </li></ul><ul><li>Workplace Violence – becoming more frequent </li></ul><ul><li>Power Outages – blackouts, brownouts, rolling blackouts </li></ul><ul><li>Fires, Explosions, Chemical Releases </li></ul><ul><li>Security Threats- new generation of eCrime </li></ul>
  • 9. New Breed of Damaging Brand Attacks <ul><li>Classic Phishing </li></ul><ul><li>Vishing (aka: VoIP phishing using phones) </li></ul><ul><li>SMiShing (test message to a link that installs a Trojan) </li></ul><ul><li>Malware </li></ul><ul><li>419 Scams ( morphed Nigerian letter scam gone cyber) </li></ul><ul><li>Blended Abuse </li></ul><ul><li>H1N1 Treatment Products Fraud </li></ul>
  • 10. New Security Threats Economy Driven <ul><li>A DuPont scientist stole $400 million in intellectual property from him employer in the form of 16, 706 documents and over 25,000 scientific abstracts </li></ul><ul><li>An employee working in a Texas physician’s office that was contracted to treat FBI agents attempted to sell an agent’s health records to drug traffickers for $500. </li></ul><ul><li>A Federal Emergency Management Agency employee stole the identity information of 200 people and opened $150,000 in credit accounts. </li></ul>
  • 11. 21 st Century Hacktivism <ul><li>Microsoft’s Irish website defaced </li></ul><ul><li>FBI website defaced </li></ul><ul><li>Scotland Yard career website defaced </li></ul><ul><li>Hackers invade Obama website: users redirected to Clinton campaign website </li></ul><ul><li>Safe website let you embarrass people in high places- ananomize </li></ul><ul><li>Palin’s Yahoo mail hacked- published on wikileaks.org </li></ul><ul><li>Blackmail and Extortion using stolen information </li></ul>
  • 12. Understanding Key Terms <ul><li>Emergency Management – </li></ul><ul><ul><li>An Ongoing Process to: </li></ul></ul><ul><ul><ul><li>Prevent, mitigate, prepare for, respond to, and recover … </li></ul></ul></ul><ul><ul><ul><li>From an incident that threatens life, property, operations, or the environment.” </li></ul></ul></ul><ul><li>Examples </li></ul><ul><ul><li>Medical Emergencies </li></ul></ul><ul><ul><li>Fires or explosions </li></ul></ul><ul><ul><li>Natural hazards </li></ul></ul><ul><ul><li>Hazardous material spills or releases </li></ul></ul><ul><ul><li>Security threats </li></ul></ul>
  • 13. Terms <ul><li>Business Continuity </li></ul><ul><ul><li>An ongoing process to successfully: </li></ul></ul><ul><ul><ul><li>Identify the impact of potential losses </li></ul></ul></ul><ul><ul><ul><li>Apply viable recovery strategies and plans </li></ul></ul></ul><ul><ul><ul><li>Maintain continuity of services </li></ul></ul></ul><ul><li>Needed When . . . </li></ul><ul><ul><li>Interruption or loss of: </li></ul></ul><ul><ul><ul><li>Technology: hardware, software, data, connectivity </li></ul></ul></ul><ul><ul><ul><li>Operations: critical facility, building, process, system, equipment </li></ul></ul></ul><ul><ul><ul><li>Transportation: air, land </li></ul></ul></ul><ul><ul><ul><li>Communication </li></ul></ul></ul><ul><ul><li>Essential personnel unavailable </li></ul></ul>
  • 14. Terms <ul><li>Crisis Management </li></ul><ul><ul><li>Crisis: situation threatens to significantly harm: </li></ul></ul><ul><ul><ul><li>Operations </li></ul></ul></ul><ul><ul><ul><li>Financial Results </li></ul></ul></ul><ul><ul><ul><li>Reputation or Image </li></ul></ul></ul><ul><ul><ul><li>Relations with Key Stakeholders </li></ul></ul></ul><ul><ul><li>Needed When . . . </li></ul></ul><ul><ul><ul><li>Accident, Natural or Environmental Disaster </li></ul></ul></ul><ul><ul><ul><li>Financial Troubles </li></ul></ul></ul><ul><ul><ul><li>Rumors or Scandals </li></ul></ul></ul><ul><ul><ul><li>Litigation </li></ul></ul></ul><ul><ul><ul><li>Strategic/Business Environment </li></ul></ul></ul><ul><ul><ul><li>Terrorism/Cyber Terrorism </li></ul></ul></ul><ul><ul><ul><li>Media Reports </li></ul></ul></ul>
  • 15. Developing an Integrated Program
  • 16. Integrated Plan
  • 17. Lessons Learned from Disruptive Events
  • 18. Normal life may be impacted
  • 19. It could be difficult to travel
  • 20. Assistance might be delayed
  • 21. Typical Challenges <ul><li>No electricity </li></ul><ul><li>Damaged hardware, equipment </li></ul><ul><li>No plans to relocate remaining equipment </li></ul><ul><li>No plans to repair/replace/dispose of damaged equipment </li></ul><ul><li>Incomplete coverage on service contracts </li></ul><ul><li>No employee evacuation, re-assemblage plans </li></ul><ul><li>No planned employee communication system </li></ul><ul><li>No plans for communicating with key stakeholders </li></ul><ul><li>No plans for emergency equipment acquisition </li></ul><ul><li>No offsite backup of IT systems </li></ul>
  • 22. Lessons Learned: Power <ul><li>No power, or limited power supplies </li></ul><ul><li>No time estimates for restoring power </li></ul><ul><li>Poor location of generators </li></ul><ul><li>Poor location of redundant power supplies </li></ul><ul><li>No testing of redundant power supplies </li></ul><ul><li>No plan for acquiring generators </li></ul><ul><li>Inadequate fuel supply </li></ul><ul><li>Inadequate protection for fuels </li></ul>
  • 23. Things you assume will be there- may not
  • 24. Lessons Learned: Infrastructure <ul><li>Located in high risk area </li></ul><ul><ul><li>Did not foresee risk, vulnerabilities of locations </li></ul></ul><ul><li>Structural Damage </li></ul><ul><li>Security, Accessibility problems </li></ul><ul><li>Storage/Location of critical assets </li></ul><ul><li>Mold, contaminants </li></ul><ul><li>Mobile solution didn’t work in affected areas </li></ul><ul><li>No access to vendor contact information for clean-up </li></ul>
  • 25. Lessons Learned: Insurance <ul><li>Poor or inadequate coverage </li></ul><ul><li>Did not know what disaster scenarios were covered </li></ul><ul><li>No documented information for claims adjuster </li></ul><ul><ul><li>Inventory of Assets </li></ul></ul><ul><ul><li>Inventory of Event Activities </li></ul></ul><ul><li>Had not assessed risks vs. coverage </li></ul><ul><li>Had not insurance-tested various disaster scenarios </li></ul><ul><li>Keep an inventory of all assets </li></ul><ul><li>No independent review of insurance coverage </li></ul>
  • 26. Lessons Learned: The Plan Itself <ul><li>Plans </li></ul><ul><ul><li>Outdated or non-existent </li></ul></ul><ul><ul><li>Not available - were in the damaged facility </li></ul></ul><ul><ul><li>Plans were not linked to change management </li></ul></ul><ul><ul><li>Plans too complex for quick use under stress </li></ul></ul><ul><ul><li>Not tested; lack of regular team drills </li></ul></ul><ul><li>No incident command system </li></ul><ul><li>IT and business change plans not integrated </li></ul><ul><li>Crisis response structure not organization-wide </li></ul><ul><li>Teams not set: Incident Command, Crisis, Operational </li></ul><ul><li>No pre-set locations, equipment to facilitate teams </li></ul>
  • 27. Lessons Learned: Travel <ul><li>Movement takes longer than expected </li></ul><ul><li>People did not follow local agency directions </li></ul><ul><li>Limited or no gasoline </li></ul><ul><li>Limited or no air travel available </li></ul><ul><li>No rental vehicles available </li></ul><ul><li>Heavy traffic, contra-flow </li></ul><ul><li>Limited housing availability </li></ul><ul><li>No plan for moving key employees and families </li></ul>
  • 28. Lessons Learned: Communications <ul><li>No central number for employees/customers to call </li></ul><ul><li>Cell phones may not work </li></ul><ul><li>Cordless phones may not work </li></ul><ul><li>Internet, Email may not be accessible </li></ul><ul><li>No plans to address the media, authorities, others </li></ul><ul><li>No communications with public sector agencies </li></ul><ul><li>Emergency contact information not easily accessible </li></ul><ul><li>No emergency notification system </li></ul><ul><li>Not prepared to handle incoming inquiries </li></ul>
  • 29. Plan to use a range of technologies
  • 30. Lessons Learned: People <ul><li>Employees </li></ul><ul><ul><li>Not 100% focused </li></ul></ul><ul><ul><ul><li>Traumatized </li></ul></ul></ul><ul><ul><ul><li>With or concerned about families </li></ul></ul></ul><ul><ul><li>Did not know what to do </li></ul></ul><ul><ul><li>Safety not considered in plans </li></ul></ul><ul><ul><li>Emergency loans not available </li></ul></ul><ul><li>Alternate team members not planned </li></ul><ul><li>Confusion = slow, inadequate decision-making </li></ul><ul><li>Not prepared to inform families </li></ul><ul><ul><li>Incoming family inquiries </li></ul></ul><ul><ul><li>Notify families of injured, deceased employees </li></ul></ul>
  • 31. Operational Challenges <ul><li>Scale: Large magnitude, multi-location event/crisis </li></ul><ul><li>Infrastructure: Damage or Loss of: </li></ul><ul><ul><li>Voice, data communications systems </li></ul></ul><ul><ul><li>Power/Fuel </li></ul></ul><ul><ul><li>Facilities </li></ul></ul><ul><li>Rapidly changing environment = unique support needs </li></ul><ul><li>Competing interests = non-productive behavior: </li></ul><ul><ul><li>Individual, bureaucratic and departmental interests </li></ul></ul><ul><ul><li>Stovepipes, silos and measurement issues </li></ul></ul><ul><li>Complex coordination between company, authorities </li></ul>
  • 32. Operational Challenges (Cont’d) <ul><li>Acquiring Needed Resources: </li></ul><ul><ul><li>Food </li></ul></ul><ul><ul><li>Supplies </li></ul></ul><ul><ul><li>Security </li></ul></ul><ul><ul><li>Transportation </li></ul></ul><ul><ul><li>Personnel </li></ul></ul><ul><ul><li>Funding </li></ul></ul><ul><ul><li>Sanitation </li></ul></ul><ul><li>Chaos, trauma, emotional stress, harsh environment </li></ul><ul><li>Polices, regulations, practices </li></ul><ul><li>Limited staff with crisis, disaster experience </li></ul>
  • 33. Communications Challenges <ul><li>“ 90 percent of a crisis response is communications” – Barbara Reynolds, Center for Disease Control, USA </li></ul><ul><li>Responding quickly but accurately </li></ul><ul><li>Managing both the company and the crisis </li></ul><ul><li>Coordinating crisis operations and communications </li></ul><ul><li>Managing rumors </li></ul><ul><li>Establishing control of communications </li></ul><ul><ul><li>Media </li></ul></ul><ul><ul><li>Internet </li></ul></ul><ul><ul><li>Employees </li></ul></ul><ul><ul><li>Other stakeholders </li></ul></ul>
  • 34. Crisis Communications: Be Prepared <ul><li>Know your vulnerabilities </li></ul><ul><li>Have crisis communications plans already in place </li></ul><ul><ul><li>Immediate response plan </li></ul></ul><ul><ul><li>72-hour response plan </li></ul></ul><ul><li>Pre-set teams </li></ul><ul><ul><li>One to manage the company </li></ul></ul><ul><ul><li>One to manage the crisis </li></ul></ul><ul><li>Pre-set decision structure (rapid-response) </li></ul><ul><li>Pre-set contact lists (frequently updated) </li></ul><ul><li>Pre-test with crisis communications drills </li></ul>
  • 35. At Crisis Time <ul><li>Activate the teams – minutes count! </li></ul><ul><li>Quickly establish: </li></ul><ul><ul><li>Secured crisis location </li></ul></ul><ul><ul><li>Command Center (operations and communications) </li></ul></ul><ul><ul><li>Access to accurate information </li></ul></ul><ul><ul><li>Control of outgoing information </li></ul></ul><ul><ul><ul><li>Media </li></ul></ul></ul><ul><ul><ul><li>Internet </li></ul></ul></ul><ul><li>Credibility is your most valuable asset </li></ul>
  • 36. Some Thoughts on Crisis Management <ul><li>“ In a crisis, don’t hide behind anybody or anything. They’re going to find you anyway.” -Paul “Bear” Bryant- American Football Coach </li></ul><ul><li>“ What one decides to do in a crisis depends on one’s philosophy of life, and that philosophy cannot be changed by an incident. If one has no philosophy in crisis, others make the decision.” – Jeanette Rankin- US House of Representatives </li></ul><ul><li>“ It takes 20 years to build a reputation and 5 minutes to ruin it” – Warren Buffet- </li></ul><ul><li>“ If it’s not important to senior management, it will not be important to middle management or line management at all” – Denny Lynch, Senior VP of Communications, Wendy’s- </li></ul>
  • 37. Primary Challenge & Priority <ul><li>Maintaining communication regardless of the nature of the event, be it a natural disaster or terrorist incident, is the primary challenge during a disaster </li></ul>
  • 38. Integrated Approach to Crisis Management <ul><li>Operations and communications </li></ul><ul><li>Risk Assessment – vulnerability audits </li></ul><ul><li>Crisis Prevention – mitigating the risks </li></ul><ul><li>Crisis Response Planning – becoming prepared </li></ul><ul><li>Crisis Response Training – preparing your people </li></ul><ul><li>Responding to the Crisis – minimizing damage </li></ul><ul><li>Managing Reputation – before, during, and after </li></ul>
  • 39.  
  • 40. EXECUTIVE DIRECTOR CONSULTING & INVESTIGATIONS ANDREWS INTERNATIONAL 469.737.5926 (OFFICE) 972.741.7532 (CELL) [email_address] <ul><li>William M. “Bill” Besse </li></ul>

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