next phase and when doing so, it is importantto ensure that all messaging is communicatedin a clear and concise manner.• Monitoring is a fundamental component of crisis management. You may want to consideractivating monitoring tools and specialists toobserve media and stakeholder discussions aboutthe issue and evaluate what impact the crisis hashad on your organisation’s corporate reputation.It would be naïve to think that a crisis will nothappen to you or your organisation and it isimportant to remember that a crisis is not overuntil you decide it is over. Once a global issueis underway you will need to assess how it isimpacting each country, as again it will vary. The most important consideration is to be ableto evaluate how each market has managed theissue and to feel confident that it was done sowith the highest level of integrity.
is the Vice President and APACManaging Director of Cook Australia. Barry has morethan two decades of international leadership and expertise in the pharmaceutical and medical device industries and he currently spearheads the world’sfastest growing region for Cook Medical. His current position sees him working to expand the opportunitiesfor people in Asia to access Cook Medical’s advanced and minimally invasive medical devices.
Training: Putting The Planning IntoPractice
Now you have a suitable crisis and recoverymanagement plan established in all of yoursites, it is important to ensure those withresponsibilities identified in that plan arecapable of performing their duties. Wherenecessary, incorporate regular trainingsessions to fill any capability gaps. Thesesessions should be tailored for each countryto address local risk factors, for example localregulatory procedures, social media protocols,compliance issues and safety procedures. Themedia is also unique in every market, so itmakes sense to ensure the local spokespersonis trained to get your organisation’s keymessages across effectively.
Exercise: Test And Review Your Processes
Each site’s ability to respond to a crisis situationshould be regularly tested and reviewed. Theorganisation should assess performancecriteria for incident preparedness and achievingoperational continuity at each site and tailor anappropriate management system for it.One way to do this is to facilitate a simulationexercise, which is an incredibly effectivemethod to test how things will be managedin a real life situation. Depending on your
organisation’s size and budget, simulationscan be desktop exercises or full-scaleemergency scenarios in conjunction with localemergency services. Each simulation shouldinvolve a typical local scenario based on therisk profile of the site. As language, operationalprocedures and regulatory requirements willvary from market to market, it is important toensure each simulation is tailored accordingly. This will add to cost, but it will ensure arealistic simulation and an effective outcomein terms of preparedness.
Managing The Crisis: As It Happens
Once the crisis and continuity plan is activated,it is up to the crisis team leader to decide theextent to which the crisis team needs to meetand where. When the crisis is underway, thereare four key stages:• Information gathering and assessing the
crisis situation is the frst phase. This intelligence
is needed to evaluate the impact of what hashappened and coordinate next steps appropriately.• Decision making involves how the issuewill be handled, what key actions need to betaken and how the information is going to becommunicated both internally and externally.• Communicating crisis specific messagesfor internal and external stakeholders is the