Events, situations, accidents, pandemics or crises can occur unplanned for which a company, organisation, authority or office is not prepared.
Perhaps even at the beginning of the event, you can not assess the impact, nor can you draw on past experience.
One example is the Covid 19 pandemic. Such events have a dramatic impact. Immediately after occurrence, a task force be installed outside the day-to-day business.
Human lives or the functionality of companies or organizations may be at stake, so there is no time for long discussions and coordination processes. When danger is imminent, decisions must be made immediately. But hardly any company, organization, authority, etc. is in a position to permanently maintain such resources with the corresponding competence.
It is characteristic that extremely focused action is required in emergency situations, as there is a high proportion of imponderables, confusion, contradictions and chaos. Concentration, flexibility and constant reaction to the latest developments are required.
So it's going to be Emergency Management is needed, staffed by people who can coordinate on a multidisciplinary basis. At the same time, they must have the ability to act pragmatically and purposefully in such stressful situations. Not every good manager is also suitable as an emergency manager. That's why we offer you our tried-and-tested experts who have proven that they can keep a cool head in comparable situations and take action across all specialist departments with the shortest possible lead time.
Immediate emergency management
Mastery of the consequences
Implementation of a "control center" for hazard prevention
Deployment as risk manager / crisis team
Support to deal with concrete threats
Our 10-point plan using the Covid 19 pandemic as an example:
In common with all stakeholders, it is described that Covid-19 is not a short-term event but a latent threat.
A priority list is drawn up in which the relevant objectives are also formulated, such as protecting employees, ensuring functionality, maintaining profitability, safety for customers, etc.
These goals can be extremely different between each company or organization, authority, municipality, etc. and can be weighted differently, e.g. profitability tends to be the focus for companies, while legal protection tends to dominate for a municipality.
There must be one Corona commissioner who acts in a staff function (i.e. not management, CEO, owner) and outside the day-to-day business.
If appropriate resources are not available, the WB Risk Prevention Systems take over this function as external head of the cristal staff, as for example at Leipzig Airport.
The Corona Officer needs clear powers and decision-making authority. Only he speaks with authorities and other instances.
Quick decisions are required, no decision "bottlenecks" may arise. Therefore, it is necessary to deviate from the classic decision-making channels, especially in medium-sized companies.
Decisions are made in regular coordination rounds with the participation of the departments concerned.
Important: It is not the management level but the specialist level that is decisive. This is where decisions are made that are reported to management but do not depend on its approval.
Clear, unambiguous and continuous communication both internally and externally.
Here, too, communication must be based on the working level and not on the management level.
At internal meetings, the management has to be continuously present, but the Corona representative takes over the technical part.
Concrete measures such as routing, shift plan, marking etc. are planned in the expert group.
Purchasing, installation, technical measures, such as spatial changes or conversions, take place under the assumption that such changes must be maintained not only in the short term but also in the long term.
Constant review of whether existing measures are affected by new regulations or requirements.
Always bearing in mind that in exceptional situations such as the Covid 19 pandemic, official information changes frequently, almost daily, and can also contradict each other from one authority to the next.
- At what point is it an emergency?
- Who needs to be informed?
- What needs to be activated?
- Dismissal of existing specialists
- "Focusing" of the emergency organigram
- Activation of guidelines and checklists
- To the outside
- Determination of top priorities (e.g. provision of funds for deployment, securing liquidity)
- Planning the implementation
- Approvals, powers
- emergency budget
- Ad-hoc access to competent, pragmatic legal expertise
- Involvement of relevant representatives (e.g. workforce, heads of authorities, etc.)
Implementation & Command
- Responsible crisis manager
- Outside the routine organization
- Special powers & authorities
- Contact with top management (shareholders, executive board, mayor, etc.)
Establishment and maintenance of information and communication processes to company employees
Activation of the communication plans
- Police, fire brigade, hospitals
- Press & Media
- general public
- Surrounding population
- Provision of qualified personnel, specialists & task forces (emergency organisation chart)
- Securing supplies, danger prevention for the emergency forces
- Securing the processes and infrastructure in the crisis team
- Real-time update: situation detection and display
- Information processes, evaluation and dissemination
- Operational documentation
- Planning and arrangement of measures