Advance Programme Information
CrisisConf2020 provides a true international forum for the cruise and aviation industries.
No industry has all the answers; this event is a suitable learning opportunity for everyone.
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the Advance Programme Information sheet
Ensure victims, families and employees remain our Number 1 priority
Properly prepared staff and robust logistics arrangements
Consistent information to all audiences on all platforms
Strong links with all agencies and understand differing priorities
CrisisConf2020 Programme Highlights
Looking back to move forward
How did we respond to and recover from historical major incidents? Planners and responders from those incidents share their experiences, good and bad, and allow a contemporary examination to make sure we apply the lessons they learned.
The expanding resilience portfolio
The threats in 2020 to our operations have never been more diverse. Cyber, drones, regional instability, terror attacks and changing weather patterns all feature on risk registers. But how many of these are part of the company’s crisis management plan and for training, or are they managed in functional “stove-pipes”? Through several case studies, we will review the role of the modern crisis manager and the readiness of corporate crisis teams to manage all risks.
Understanding accident processes
Accident investigation, site remediation, Disaster Victim Identification, insurance settlement, return of personal property. Processes that are not our direct management responsibility after an accident but vital to understand. Company officers and crisis managers, ask yourself if you can explain the basics to affected families, they will certainly want to know.
Development of specialist response teams
Few organisations have the luxury of full-time response personnel. We rely on internal programmes, often voluntary, to provide front-line support to affected persons and their families. The ‘CARE’ or ‘SAT’ personnel, working far from home, are fundamental to the judgement that will be made on the quality of the company response. We will closely consider the role of these teams, their preparation, deployment and how we communicate and look after them… short and long-term.
Planning for a long-term response
The response to any emergency (however caused) is seldom quick. Crisis teams should be prepared for the long term and for the impact on normal operations. But our response changes with time. As information is confirmed and matures, the challenges become ever more complex and multiple agencies are invested in the response to our emergency. We will examine the organisation necessary for the long-term and how we communicate and cooperate with governments, lawyers, insurers and our own stakeholders. Importantly, this session will also consider the long-term support that we provide to victims and their families.
Facility attack and evacuation
With the experience of a front-line senior manager we will review attack scenarios and the immediate actions required of staff. A true multi-agency and collaborative response is necessary but what meaningful planning and exercising can we achieve when are facilities are in constant use?
Eight special-interest workshops will be offered at the conference. Delegates can choose the two workshops each day that are most useful to their own development. Several workshops will further develop the detail of topics presented during the plenary session. The workshops currently planned are:
Using a recent relevant example (including all the bumps along the way), this workshop will discuss the fundamental steps towards a truly resilient business. The session will include programme initiation, budgeting, resources and testing.
Development of emergency planning managers
This workshop will focus on the needs of today’s emergency planner to ensure they can fulfil an increasingly complex job requirement. What training is required and are the programmes relevant? How useful is peer support? Indeed, what does a ‘good emergency manager’ look like?
Crisis Communications – collaborate for consistency
It is essential for the company communications staff and emergency planning staff to collaborate. Isolated, departmental preparation will result in an uncoordinated approach at the time of an incident, mis-information and lack of confidence in a company’s ability to manage its response. This workshop will focus on nurturing the important relationships, internal and external, to ensure a co-ordinated communications response with no surprises.
We all share one certainty: we have staff working in exposed front-line facilities. This workshop will promote awareness on the actions to take to be safe. We will consider real examples, government advice, communications and training of staff.
Deployment of staff to incident locations
The typical scenario – called at night, quickly briefed, flown for 8 hours to an unfamiliar country and then expected to manage the incident. Often called ‘Go Teams’, how well prepared and equipped are your staff? This workshop will challenge the proportion of time spent preparing corporate teams v go teams and consider the essential management of this vital resource.
Exercises and drills
Sometimes the trickiest conversation starts with, “I’m scheduling the next exercise and I need your diary availability”. We exercise because we need to know how to get up again when we fall over. Properly managed, exercises will dramatically improve your response to an emergency, fact! This essential-skill workshop will introduce the techniques necessary to design, run and debrief your own exercises.
Effective Crisis Management Centres
Any location, no matter how elaborately equipped, is only as good as the team working inside. In this workshop we want to discuss the performance criteria for the core crisis management team, the working patterns and effective leadership.
A model crisis management plan
Should we judge our plans by weight (!), number of pages or by a review of how many times they are actually read? There is no point planning if the resultant Plan is unusable. This workshop will re-imagine the emergency plan: how it is assembled, maintained, communicated and accessed.
Preparation of Top Management for their role in a crisis
Our crisis management Organisation is necessarily multi-layered, trained and exercised in their duties. But how do we prepare the CEO and other top-management? How is their critical role incorporated into the overall response? We will examine the involvement of top management in crisis management and the benefits that an inclusive programme can provide.
Congratulations to the Programme Committee for their commitment to produce a world-class schedule for their industry peers:
Andrew Baldwin – Carnival Group
Iain Bough – Etihad Airways
Frank Ciaccio – Houston Airport System
Sam Murdoch – Royal Caribbean
Nick Orwin – London Luton Airport
Roz Wheatley – Virgin Australia