Transcript CLASS OBJECTIVE - Society of Independent Show Organizers

CRISIS MANAGEMENT
An Action Plan Implemented in
Connection with the Atypical Pneumonia
Virus Outbreak (SARS)
1 April 2003
Hong Kong Convention & Exhibition
Centre (Management) Ltd
(Revised and updated as appropriate)
Most current update: 17 April 2003
PLAN OBJECTIVE
First, to heighten awareness of the potential impact of
SARS on the personal wellbeing of the HKCEC staff and
their families, on staff’s work performance and on the
Centre’s operations; secondly, to minimise the impact of
the virus on the staff’s personal wellbeing, staff’s
performance in the workplace and on HKCEC’s clients
and their stakeholders; and finally, to ensure a reasonable
level of venue operations are maintained considering the
advice by authorities and the level of risk that may exist.
EMERGENCY
Any incident occurring in the venue
which endangers or which may pose
a threat to life, property and/or
business continuity
OBJECTIVES
in dealing with an emergency
 To save and protect life
 To protect property, and to minimise
danger to and within the venue
 To continue operation of the venue in
unaffected areas as much as possible
VENUE PLANNING EXERCISES
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Critique previous emergency actions
Apply any applicable emergency situation experiences
Continuously review advisories by all authorities
Anticipate the crisis, even worst cases
Stay current on media reports
Develop and adopt written procedures
Review plans with local authorities & clients
Develop business continuity plan
Develop media plans
Develop critical path schedules
Remain open & flexible and prepare for change
ANTICIPATING THE CRISIS
 Employee awareness and communication
 Medical procedures – staff contact, symptoms
and infections
 Health guideline application
 Customer, guest or patron discovered on-site
with symptoms
 Employee work area closure
 Employee department area closure
 Employee medical examinations
 Employee leave policy if symptoms
experienced
ANTICIPATING THE CRISIS
 Media plan including spokesperson chain
designation
 Staff with special medical status and
associated risks
Community emergency or crisis requiring
venue space
Morale building – venue staff
Client needs and contingency planning
Contractor requirements
Guests and public requirements
Managing unnecessary public circulation
IMPLEMENTING
THE PLAN
Employee awareness and
communication
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Daily staff meetings – senior management
Operational staff meetings on-call
Memos to staff from HRD and MD
HRD as a “central clearing” location
HRD monitoring of WHO, CDC and H.K.
Health & Labour Department websites
• Work area, locker room, canteen notices
Hygiene Staff and venue
• Follow all official guidelines
• Exceed performance in meeting general
maintenance guidelines
• Maximise ventilation (fresh air exchange)
• Minimise general venue circulation and use of
washrooms
• Maximise attention to F&B operations and take
all precautions in food preparations
Medical precautions
Potential contact by staff
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Seek house doctor’s evaluation
Follow doctor’s advise
Anticipate 3-days leave for observation
Anticipate 10-days leave in worst case
Determine other staff with whom employee
has had reasonably close contact
Medical precautions
Staff with symptoms
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Seek house doctor’s evaluation
Follow doctor’s advise
Anticipate 3-days leave for observation
Anticipate 10-days leave in worst case
Determine and notify other staff with whom
employee has had reasonably close contact
Medical precautions
Staff infection
• Grant medical leave
• Determine and notify other staff with whom
employee has had contact
• Initiate disinfection procedures in work areas
• Initiate contingency plans for work duties
• Maintain communications with family
Health Guideline
Application
• Daily review by HRD of applicable websites
• Notification by HRD of any updates
• Daily review by dept heads for updates to modify
procedures and instructions as needed
• Special emphasis on hygiene and ventilation
• Be aware of external procedures/actions by others
Customer, guest or patron
symptoms experienced on-site
• Record all known contact details for suspect
• Determine locations visited, if possible, for
potential need for further action
• Notify impacted persons if practical
• Determine and notify staff in contact
• Follow-up for results of suspect’s examination
Employee work area closure
• Close as required (pending a suspected
person’s exam results)
• Initiate disinfection procedures as required
• Reopen ASAP
Employee department
area closure
• Close as required (pending a suspected person’s
exam results)
• Initiate contingency plan to re-establish
department function
• Initiate disinfection procedures
• Reopen ASAP
Employee medical
examinations
• Doctor’s list availability for employees
• Voluntary exam at discretion of employee
• Mandatory exam for suspected employee
contact or with symptoms
Employee leave policy
for contact situations
• 3-day leave for suspected contact
• 10-day leave for known contact
• Doctor’s advice for final determination of
leave required
Media plan including
spokesperson chain designation
• Prepare basic statement that can be distributed
expeditiously to any media
• Include executive management quotes
• Update statement daily Tailor statement for
necessary enquiries
• Designate senior spokesperson to be available
at all times
• Stick to published guidelines as basis of action
Staff with medical status
and associated risks
• Determine staff members with special
medical conditions more critical to the virus
• Provide for and monitor staff as required
• Consider any related special advisories
• Seek doctor’s advice
Community emergency or
crisis requiring venue space
• Critical conditions and specific
circumstances may create demand by
government for extra space, for example,
hospital type ward provisions. Be prepared
for a response plus pros and cons in order to
make decisions in minimal time.
Morale Building –
Venue staff
• Daily meetings and regular communication
• Transmission of meaningful, informative messages,
positive whenever possible
• Caring about personal issues (families)
• Offering restaurant coupons (include family)
• Senior management to circulate the venue and
communicate with staff, expressing confidence
• Encouraged leave without pay if employee desires
Client needs and
contingency planning
• Utilise “To whom it may concern” letter to
keep clients informed (see next slide)
• Initiate contact with client to ask for input
• Offer assistance to clients in their
contingency planning
• Hold open dates for rescheduling events
This is to advise that the HKCEC's management is evaluating all matters very
seriously with regard to the SARS issue. We are researching and reading websites
hourly for any and all updates on the subject both for staff and facility related
topics as well as any advice regarding public assembly related topics.
We are following all local and world health guidelines and advisories. We are
meeting as management every morning to enhance procedures and enforcement
consistent with these advisories. We are monitoring all employee health status
daily, minimising the use of casual labour, and attempting to limit circulation in the
venue except for invited guests and attendees at events, official tours and patrons to
restaurants.
It is also worthy to note that we are exceeding advised procedures, we believe,
related to general maintenance recommendations in the current guidelines and
encouraging staff to exceed performance in regards to the general hygiene
standards as advised in current advisories. The HKCEC is extremely spacious, new,
clean and the fresh air exchange is above ASHRAE standards by over a factor of 2.
I hope you find this responsive and indicative of our commitment to the client, its
guests and our community.
Contractor requirements
when working within venue
• Require ID’s of contract employees
• Enforce internal work rules and policies
• Determine medical standards applied by
contractor regarding employees
• Monitor work habits
• Require daily report from company supervision
regarding employees with suspected symptoms
Guest and public
requirements
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Prepare switchboard/operator FAQ & responses
Sign venue to minimise circulation
Brief CSRs and GSRs on all communications
Offer guideline printouts at entrance counters
Be prepared to answer question about actions
taken (use “to whom it may concern” letter)
Managing unnecessary
public circulation
• Prepare signage to serve notice of public
circulation restriction; place at strategic
positions at key entrances
The HKCEC is open today only
for event attendees, restaurant
guests, those taking official tours,
and Centre office users.
Business Continuity
Assessment
Business Continuity Assessment
• Personnel
• The Centre’s venues
• Technical Systems
• Accounting/Finance
• MIS/IT
Business Continuity Assessment
Personnel
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Multiple offices, segregated, enclosed departments
Emphasis on personal hygiene
8-menber Executive Leadership Team
Senior management team – daily meetings/updates
Department management chains defined
Multiple departmental teams are the norm
Interruption risk factor: Low
Business Continuity Assessment
General Access Control
• Restricted access to computer server room,
telephone operators’ room, security control
rooms, duty engineer control offices and
chiller plant room.
Business Continuity Assessment
Venues
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Multiple venues
Emphasis on hygiene
Ventilation emphasis (fresh air exchange)
Low overall occupancy
Unauthorised persons minimised
Interruption risk factor: Low
Business Continuity Assessment
BOD
• Independent teams of duty engineers/ technicians
working in Ph. 1 and Ph. 2 duty control office
• Set up third duty engineer control office as
standby
• Other BOD staff members prepared to take up
duty engineer responsibilities when required
• York requested to set up standby team to manage
the chiller plant if required.
Business Continuity Assessment
Critical Technical Systems
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Multiple locations for operation (BMS)
Multiple operators
Emphasis on personnel hygiene
Emphasis on area hygiene
Unauthorised persons minimised
Interruption risks factor: Low
Business Continuity Assessment
Accounting/Finance
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Multiple locations for systems’ operation
Management chain identified
Emphasis on area maintenance
IT support with low risks (next slide)
All records backed up daily
Interruption risks factor: Low
Business Continuity Assessment
MIS/IT
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Alternative location for systems’ operation
Management chain identified
Emphasis on personnel hygiene
Emphasis on area maintenance
All records backed up daily
Unauthorised persons minimised
Interruption risks factor: Low
Crisis Management
Resources
A valuable lesson from the tragedy
surrounding the Concorde crash
“Management did all that was reasonable to prevent
and mitigate the effects of the catastrophe (July
2000). It was able to demonstrate openly that very
critical steps were taken in the aftermath of the
disaster. Honesty, transparency and effective
communication had a clear and fundamental
financial value. Relevant and timely information
was given. They demonstrated their ability to deal
with challenging circumstances.”
In crisis situations
…companies seem to fall into two
groups: recoverers, companies that
emerge with an enhanced reputation
and value, and non-recoverers, which
suffer damage to their reputation.
INFLUENCING THE PRESS &
MEDIA CAN GREATLY
REDUCE COMPLICATIONS
• Prepare general statement and update daily and
distribute uniformly upon requests
• Anticipate media questions; be prepared
• Use official sources for advice and guidelines to
justify actions and lack of actions
• Focus on the positive
• Use the press to get YOUR message across
BRIEFING THE MEDIA
 Get across the message you want to be seen and
heard even though it might not answer the question
 Be sympathetic and concerned
 Be brief
 Do not be deflected from your message and repeat it
as many times as you believe necessary
 Be prepared for a media conference following
incidents or issues; include members of the
emergency medical services or advisory bodies
 Do not show preferential treatment within media
DECISION MAKING IN A CRISIS
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Specify your objective (focus on what is important)
Work on the right problems
Create imaginative/innovative alternatives
Understand the consequences
Clarify the uncertainties
Think hard about the risk tolerances
Consider linked decisions
Encourage and guide the gathering of relevant
information and informed opinion
In times of crisis
• EXERCISE COMMON SENSE !
• ANTICIPATE!
• EXERCISE REASONABLE
CARE!