06危机管理03反应02处理reaction managing a crisis

1、家乐福中国风险防范部Carrefour China Risk Prevention反应 02管理Reaction 02 MANAGING A CRISIS董事会1. 如果重要/的事件在家乐福发生，出席紧急会议，会议，方案批阅等，。2. 随时准备与公众交流，坚决支持家乐福的管理，对主要事故作出回应，鼓舞企业员工的士气， 提高财政收入，杜绝任何不适当的公共。Board of Directors1.Be available for emergency meetings, conference calls, approvals, etc, whoselead time may be a matter

2、of hours, in the event of a major / national crisis enveloCarrefour.2.Be ready with public communication in staunch support ofmanagement and their response to the (major) crisis to boosterthe Carrefour ernal morale,fortheighten finanl performance, and nullify any widespreublic，董事会，CCNCC（事故指挥官以防重要/国家

3、级事故的延长或者对整个家乐福造成巨大影响）.5.6.与家乐福操控中心成立的事故指挥官一起合作（处理非主要事故）可能参与协助 COS 中心，继续对事故进行处理提供给经过批准的信息团结员工，使大家安心，充分体现能力确保安排合适的，恢复的支持和监测工作家乐福面对各大团体的公众代表as Chairman, CCNCC(Incidentder in the event of a Major / National Crisis which prolongedand/or which impact on the entire Group significantly)1.Works with t

4、he Incidentder (handling a non-major crisis) who hasordered the opening of the Carrefour Operation CentreMay be relocated to the COS to continue resolve a major/ national crisis2.3.4.Provides the media wipproved informationProvides reaemployeesrance and demonstrates decisive leadership, wicsibility

5、to5.6.Ensure appropriate staffing, funding and monitoring for the recovery.ACarrefours “public face” to the community.事故指挥官（如相关的门店店长）.5.负责事故的处理联络紧急事故应对人，下达指示管理团队，包括有营运，安全，人事和部门的代表从现场有利于公司的观点出发，给提供即时、精确的公共信息只要是有利的且可行的处理方法，马上上报给Incidentder (such as the Store Manager concerned)1.2.3.Takes charge

6、 of managing the crisisContacts emergency responders and solely provides directionLeads the crisis management team including represenives from operations, safety, HR and communicationsprovides instantaneous, up-to-date, and accurate public information to the media from an on-site vantage poReturns m

7、anaging responsibilities to the management hierarchy as soon aspracticable and expedient4.5.了解事故指挥者操作的详细情况，请参考附录附件 C：事故指挥者现场For details of IncidentEnclosure C: Incidentders operation, please refer to Appendix One toder On-Site Checklisof this Enclosure.人力资源.前往 COS 中心派一名协助指挥官和 CEO 了解情况，并根据员工需求

8、提出建议。依照情形的严重性，建议政策的实行。派遣员工 24 小时接听为了大家共同的利益。和其他交流方式，回答员工问题，减轻，打击，.9.召开所有会议使员工安心并且给他们提供的消息。根据形式的发展给个人或集体提供服务灾后给予人道主义包括事后服务及通知家人，回答关于赔偿方面。发生在总部（涉及总部员工）提供当前人事..9.5.提供紧急情况联系信息以便通知受害者家人。追踪，和事故发生期间的在职工作时间和其他相关信息已准备好并且提交新水册。确保人事工作时间保留伤员情况包括与事件相关的结果。监督因事件引起的受伤情况Human Resource1. Assign a

9、 staff to the COS2.Apprete the situation with Incident mendations regarding employee needsDepend on the severity of the situation,contingent policiesder and CEO and makes3.mends implemenion of4.Assign staff to 24-hour coverage ofephonelines and other electronicage fears, combat rumor,communications

10、to answer employee questions, aand for akin pures5.mend all-heads meeting(s) to reaup-to-the-minute informationre employees and give them6.7.mend individual/group counseling/screening as situation developsAdvise on the “human” aspects of the disaster includingt-event counselingand next-of-kin notifi

11、cation; answer questions related to compensation and benefits.In crises at headquarters / involving headquarter staffs:8.9.Provide current roster ofnel..Provide emergency contact information for notification of next-of-kin.Track, record, and report all on-duty time forthe event.nel working du

12、ring9.3.Ensuretnel time records and other related information areprepared and submitted to payroll.Ma ain a file of injuries and illnesses9.4.t includes results ofinvestigations assoted with the event.9.5.Oversee the investigation of injury claims arising out of the event.1.、大众和事故指挥者及CEO 保持口径一致，传达的信

13、息要清楚一致1.11.2制定目标,并对信息进行提炼.和所有所有相关供应商，保持交流与沟通：董事会，家乐福职员，捐赠者，充当主要更新和联系者信息和控制。2.3.1.和外界有适当的交流，包括大众，顾客，供应商和投资者和人事部门合作在严重危急关头与员工进行交流Public Airs / Public CommunicationsWork with the incidentder and CEO to sustain the one voice policy anddeliver a messaget is consistent and clear1.1Strategizing an

14、d refining the media messages regarding any event.1.2Communicating will stakeholders: th, Carrefournel,donors, granteepp rs/vendors and the media.Serve as the primary media contact. Update and ma ain website.Monitor media coverage and provide rumor control.2.Prepare and distribute appropria

15、te communications releases for external audien-the mass media, customers, vendors /rs and investors3.PartNER WITH HR TO REFINE AND DISTRIBUTE EMPLOYEE COMMUNICATIONS APPROPRIATEFOR THE SEVERITY AND DURATION OF THE CRISIS...4.5.6.财政管理维持每天所有基本营业流程的现款。建立确保成和管理账目使用必要的。处理和追踪紧急情况的批准,例

16、如受伤员工的家庭。.整理不在当前批准的供应商中的供应商合同。和指挥官在所有事宜上进行协调,包括对超出现有订购单的限制。在需要时通报保险公司和第管理者收集和保管所有信息,以便从保险商和其他处得到事故偿还。和处协调所有财政恢复Finance/Grants ManagementMa ain daily cash funding of all essential business proses. Establish Crisis Cost Report and manage crisis accountsEnsure easy acs to nesary capital.Pros and track

17、emergency grantch as to family of an injured staffCoordinate vendor contracts not includedhe current approved vendor lists.Coordinate with Incidentestablished purchase order limits.der on all matters involving the need to exceed7.8.Notify insurers and third party administrators as needed.Collect and

18、 maaination on all disaster information for reimbursementfrom insurance carriers and other agencies.Coordinate all fiscal recovery with disaster assistance agencies..加强，修理，恢复整个公司电脑和通信技术（硬件和）及处理上提供 IT/技术方面的建议为处理小组在Information TechnologyStrengthen, Repair and Recover computer and software) at G

19、roup-wide.ephone technology (hardware and2.Advise the Crisis Management Team on the IT/technical implication of crises andcrisis management1.相关家乐福其他相关上也起着十分重要的作用，这些人由于,人力或在政策上及财务的投入等,家乐福内外部的行动及人事调整,所以也承担一定的风险举例说明：.2.特征：董事会，管理团队，伤亡员工及其家庭外部：股东，顾客，供应商，调整者，周围团体，实体3.3.1.他们在处理公司事宜上有一些共同的特征:.

20、..如果形势失去控制,他们会制定决策,进行解决应当根据家乐福的能力去处理制定家乐福的风险从积极的方面说,他们需要倾注财力,帮助的解除。他们是家乐福有价值的资产，帮助大宗买进并支持行动的开展.3.1.5.相关从消极方面来说,他们会对及其权力的预防,处理,控制及造成不同程度上的影响.4.4.1.调整者..3.股东.2.2.行为：使家乐福满足各种调整需求和/或执行管理时间和4.2.股东价值-以增加股价或分红的形式管理时间和4.3.持有者偿还.3.2.管理时间和国内外的工业职员.或处，.5.

21、2.顾客.6.2.安全的工作环境赔偿和利益4.6.商品质量与安全客户服务4.7.管理、董事会..3.国有化企业和优先认购权主管和职员的责任保险避免的大众传媒股东增值决策信息供应商&商业伙伴契约职责的履行可靠的交易家乐福店运营的周边团体清洁的环境尊重个人隐私支持推动当地社会，文化，经济上的进步Stakeholders1.Another human cluster highly worthy of consideration at strategic and operational ist of Carrefours Stakeholders, those

22、s or entitiest bear some form of riskas a result of having invested some sort of capital, human or finanl, something ofvalue in ananization, are placed at risk as a result of theanizationivities orhave regulatory authority over Carrefour,ernal or external.2.Ex2.1les of the Stakeholders are:ernal: Bo

23、ard of Directors, Management Team, Employees and their fami se.g. in cases otality or serious injuries.2.2 External: Shareholder, Customers,rs, Regulators, The surroundingcommunity,ernmental entities3.Characteristics of Carrefours Stakeholders:Collectively, they display some if not all of the follow

24、ing characteristicsheir dealingwith Carrefour:3.1 Tend to drive deci influence if not control.making, influence performance, etc, with varying extent of3.2 Should shCarrefours capability to absorb crisesImpact Carrefours risk profile itively, they can contribute valuable input and should help focus

25、the program. They should be valuable assets, hel you garner buy-in and support of your programNegatively, they can assert disproportionate impact on Carrefours ability and readiness in preventing, managing, monitoring and evaluating crises.sible stakeholders and the claim they might make:4.4.1 Regulators4.1.1Actions: nesary for Carrefours compliance with various regulatory requirementsAudit and/or compliance assertions or reportsManagement time and attention.34.2 Shareholders4.2.