危机管理策略课件

Panelists:DaveArick,ARMAssistantTreasurer,GlobalRiskManagement-InternationalPaperCompanyDavidSmithVicePresident-RiskManagement–FamilyDollarStoresRobertPeterson,ARM,ALCMExecutiveVicePresident,NationalClientDevelopment-SedgwickSessionCLM204Tuesday,April17,20122:15p.m.-3:30p.m.WelcometoRIMS2012AnnualConference&ExhibitionCrisisManagementStrategies

SedgwickBobPetersonExecutiveVicePresident,NationalClientDevelopment

SedgwickDespitebestefforts,largelossesarecertaintiesthroughoutariskprofessional’scareer.Awell-written,well-executedcrisismanagementplancanmeanthedifferencebetweenanorganization’ssurvivalanddemise.Exposuresmustbeaddressedinpreplanningdiscussionsalongwithpostcrisisstrategiesthatincludecorporatecommunicationsandmediarelationsaspartofrecoverytoprotecttheintangibleassetsofbrandandreputation.Learnthekeyelementsofacrisismanagementplan,stepstoeffectiveexecutionandhowtomaintainandrestoreconfidenceinyourbusinessintheaftermath.IntroductionandOverviewWhatisCrisisManagement?Alsoreferredtoas….Crisis:Anysituationthatisthreateningorcouldthreatentoharmpeopleorproperty,seriouslyinterruptbusiness,damagereputationand/ornegativelyimpactsharevalue.DisasterrecoveryBusinesscontinuityplanningTop10Crisesof2011Tepco

Naturaldisaster

NetflixChangeinbusinessmodelDowChemicalOlympicsponsorshipECBEurozonecrisisNewsCorpPhonehackingscandalPennStateMisconductallegationsBlackberryMajoroutageSonyDatabreachHPChangeinboardmembersQantasLabordisputeCostofaCrisisExample-DataBreachReportednumberofdatabreachesinvolvingpersonaldataBusinessInsurance,March,19,2012AverageorganizationalcostofadatabreachinvolvingpersonaldatainmillionsBusinessContinuityMeasuresTopbusiness-continuitymeasuresbeingadoptedbylargecompanies.Source:June2011internationalsurveyof391seniorexecutivesbytheEconomistIntelligenceUnitonbehalfofIBM.Thesurveycoveredallindustries;48%oftherespondentsworkedincompaniesofmorethan$1billioninrevenue.SummaryPredictableandquantifiableeventsUnexpectedandunwelcomeeventsPlanforMinimizetheimpactResumenormaloperationsUltimategoalQuestionstoAskWhataretheworstthingsthatcanhappentomyorganization?Whatcanweprevent?Whatarewewillingtodotopreventtheevent/incident?Canweaffordtherisk?Howwillwedealwithit?Whatisthereportingandcommunicationprocessduringthecrisis?CommonMistakesInadequateplanningFailuretobringthebusinessintotheplanningandtestingofyourrecoveryeffortsFailuretogainsupportfromsenior-levelmanagers3KeystoCrisisCommunicationsHonestyLeteveryoneonyourteamknowthatyourintegrityisthemostvaluablecommodityyouhaveinacrisisanditmustnotbecompromised.SpeedThedynamicsofacrisiscanchangebasedonexternalevents.Onceidentified,empoweryourteamtomakethetacticaldecisionsrequiredtocommunicateeventsastheyunfold.ImagesPeoplebelievewhattheyseeoverwhattheyhear.Youcanhavegreattalkingpointsandagreatspokespersondestroyedbecausethewordsareoutofsyncwiththeimagescomingfromthescene.CrisisManagementStrategies

InternationalPaperDaveArick,ARMAssistantTreasurer,GlobalRiskManagementInternationalPaperCompanyGloballeaderinpaperandpackaging$30billionin2011sales70,000employeesin24+countriesManufacturinglocations(excludesJVs)39pulp,paperandpackagingmills300+converting,packagingandrecyclingplants200+distributionbranchesIncludesTemple-Inland,acquiredFebruary2012Manmadeincidents,likefires&explosionsNaturaldisasters,likehurricanesCrisesComeinManyVarietiesAHistoricalViewofCrisisManagementEffortsFMGlobalrecommendations

(flood,hurricane,firebrigades,emergencyresponse,etc.)TelephonehotlinetocorporatestaffpersonnelFacility-basedRiskmanagementEnvironment,health&safetyUnevencorporateinvolvement,awarenessInformationtechnologyDevelopingManagementSupportExecutiveofficesrelocatingtoMemphisConcernsraisedpost-Katrina:whatifMemphishas“theBIGONE”(i.e.,amajorearthquake)?Whatpreparationshavebeenmade?Whatisneeded?Howiscapitalallocatedforthis?Eventualoutcome:BCPdepartmentDecember2005MeetingCrisisManagementTimelineGeneralManagementoftheOrganizationTheCrisisManagementProcessAfterCrisis/EventPre-EventRiskmanagementRiskassessmentLosspreventionMitigationplanningDevelopingresponsive,comprehensive

insuranceprogramCommunicatingriskissuesBusinesscontinuityplansDevelopingplansTestingplansRevising/updatingplansTrainingpersonnelIncidentmanagementIncidentresponseCommunicationsInsurancerecoveryActivatingandexecutingplansMitigationBusinessresumptionBusinessrecoveryCompanyResources/FunctionsInformationTechnologySecurityLegalEnvironment,Health

&SafetyOperationsFinance&AccountingTEAMHR/Communications

(incl.publicaffairs)RiskManagement’sRoleinCrisisManagementFocusondrivinglossprevention,facilityresponseplans,andrisk-baseddecisionsComplementBCPdepartmenteffortsInsurerandbrokerresourcesRegulardiscussionsand“moralsupport”EnsurethatcompanyinsuranceprogramsevolveasIP’sunderstandingofpossiblescenariosevolves-understandcoverageif/whenit’sneeded!SomeClosingThoughtssupportguidanceon-goingSeniormanagementsupportiscriticalPlentyofexternalguidanceifnoin-houseexpertTheworkisn’tdonewhentheplansare!Regularexercisestotestplansandcurrentthinking,withplansupdatedasnewlearningssurface“Sustainmode”-mustkeepplansupdatedasthecompanyevolves,andteamsmuststayactive/currentCrisisManagementStrategies

FamilyDollarstoresDavidSmithVicePresident,RiskManagement

FamilyDollarStoresCharlotte,NCbasedFamilyDollarstoresofferqualitymerchandiseateverydaylowprices,ineasytoshopneighborhoodlocations.53yearsinbusinessAFortune®300company7,200stores“SmallBox”2to4teammembersstaffthestoresGrowth:1newstoreevery25hoursMorethan850millioncustomersperyear11distributioncenters45states50,000TeamMembersAnnualsalesinexcessof$8.5billion

TheAwakening......

“……forthoseofuswholivedthroughtheseevents,theonlymarkerwe’lleverneedisthetickofaclockatthe46thminuteoftheeighthhourofthe11thday”PresidentGeorgeW.BushFamilyDollar’sApproachSince9-11-01The“Windstorm”Phases:Pre-KatrinaIke(KatrinatoIrene)Irene&ForwardPeopleCentricCommunicationsCrossFunctional/GlobalEvolutionaryExperienceBasedRiskManagementEnterpriseRiskManagementInfiltrationInitiallyITCentricReactionaryNaturalDisasterSr.Management?StoreOperationsPost9-11toKatrinaITBackUpDataCentersInternalOutsourcedITBusinessContinuityPlanStatistically2.5StoresImpairedeachMonthResponsePlan(Reactive)TRIAKatrinatoIrene(Ike)InterdepartmentalMulti-disciplinedProactive/LossAvoidanceProactiv