This report not only covers remedial action after the event but it also offers expert advice on preparation and planning so that, should a crisis occur, damage of every kind is limited as far as possible.
In light of the current economic climate, it is absolutely vital for companies to have a corporate crisis management system in place.
While a corporate crisis can occur due to unstable position of the global financial markets or due to natural disasters, it is how organisations deal with it that defines their further existence. Many organisations, like BP Plc, have not have had effective corporate management system in place, which resulted in major loses within shares value and reputation damage.
This could have however been overturned to the right direction, with a proper corporate crisis system in place. Johnson & Johnson’s successfully managed their cyanide crisis by acting quickly with setting up a 7-member strategy team, putting consumer safety above all else, and thereby strategically restoring customer confidence.
This Report not only covers remedial action after the event but it also offers expert advice on preparation and planning so that, should a crisis occur, damage of every kind is limited as far as possible.
It guides you through the various stages of setting up a viable crisis response capability and provides answers to key questions that every CEO should want to ask – and that every Corporate Crisis Manager should be able to answer.
This Report is designed primarily for those directors and senior managers who are concerned that their organisations may not be adequately prepared to deal effectively with the unthinkable – a corporate crisis that threatens the very existence of their business. It will also be of use to officers who are charged personally with maintaining crisis management systems, if only to prepare them for the questions that they will be asked once their seniors have read the report.
1 Starting at the beginning – crisis avoidance
2 Defining crisis management strategy
3 Command and control
4 Communications
5 Organising the media interface
6 Action teams/plans
7 Maintaining the crisis management infrastructure
8 Testing the state of readiness
Appendices
Paul Batchelor is a Fellow of the Association of Chartered Certified Accountants. Currently a Director of Professional Interim Management Services Limited, he has almost 20 years experience in senior roles in the UK retail financial services sector, recently specialising in internal audit, compliance, special investigations and risk management.
Over a five-year period, he was responsible for creating, maintaining and testing the business resumption planning capabilities of a leading UK financial services group.
Paul was a member of the U.K. financial services society committee of a major international accounting body for ten years, serving as Vice-Chairman and Deputy Chairman over a four-year period and Chairman for three years.
At a time when the threat to business stability has never been greater, he has drawn on this experience to produce a report that sets out the basic principles of crisis management for all businesses.
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