Crisis & Emergency Management

Most organisations have a reasonable understanding of how to tactically respond to a specific incident. Quite often, such incidents are common to their business, and are documented as Emergency Response Plans. But what happens when the incident escalates beyond purely tactical or operational boundaries? What happens if the secondary impacts of the incident prove to be more strategically damaging to your business than the initiating event itself? What happens if the event happens to a third party within your supply chain and you are directly affected by the business implications but have no control over the tactical response? What happens if, as a Director of the Company, you simply have not been advised of the incident until after the fact or not at all? How would your organisation manage the functional issues; the strategic implications and third party scrutiny often associated with such events?

In responding to a major event, your organisation needs to be capable, and be seen to be capable, of addressing both the tactical and the strategic ramifications of any incident response in an integrated and fully accountable manner. To achieve this, one needs to have in place some “All Hazards” Crisis & Emergency Management arrangements that: