Agriculture Reference
In-Depth Information
as possible. For example, the team may have identifi ed an earthquake as a threat that
could affect the business. In this case, start with what you would do to prepare your
employees and facility, such as evacuation plans and earthquake retrofi tting. Next
address the event itself. Imagine the worst case scenario, such as the facility sustaining
enough damage to shut it down for repair and some employees being killed in the
building collapse. Using this scenario, go to the moment the quake ends:
Does the evacuation plan cover facility shutdown procedures?
Does it address injuries or deaths (calling emergency responders)?
Who will check employee rosters to account for everyone?
What will be done with product in the facility (fi nished goods and raw
materials)?
Who will let customers know that orders will be delayed?
Next, work on the communication component of the crisis. What should be said to
the workforce, the customers, and the public? Assume a scenario in which the facility
can recover in time to keep all employees, but some distressed employees will need
immediate attention, and some employees will need hospital care. Everyone should
discuss his/her role(s) in handling this type of situation effectively. Assuming a worst-
case scenario in which some employees were killed, the remaining workforce will
need to be notifi ed about them as well as how the incident affects their own job
security.
Part of this scenario's plan should also address production. If the plant is down for
repair, can the product be made elsewhere? Will customers not receive their entire
orders? If so, for how long? As part of this exercise, messaging should be developed
to address all the areas outlined previously. Many ideas brought up in this brainstorm-
ing session may be unique to the facility and product. Don't discount any idea. If it
can be thought of, it may happen.
Include all team members in the discussion as you work through each potential
crisis threat. These work sessions should be taken seriously so that the organization
is properly prepared. If the organization is not prepared to handle a crisis, it will have
little chance of controlling the message during an actual crisis.
This can be a complex and even emotional process. Hence, it is benefi cial to work
with an experienced crisis manager to facilitate the practice runs. The facilitator will
be less involved in the details of the company's operation and more focused on the
principles of good incident management. An experienced crisis manager will be able
to solicit details that may have been missed, suggest successful strategies, and identify
potential fl aws in the plan.
Depending on the business, this crisis brainstorming could take hours. It may be
done in several meetings, rather than one, but it should not be taken lightly and no
scenario should be left out. This is the foundation of the Incident Management Plan,
so it should be comprehensive.
Once the brainstorming is complete, these scenarios and documents specifi c to each
scenario should be added to the plan. However, the Incident Management Plan should
be a living document, revised at least annually, or as often as the business, products,
facilities, or personnel change.
