Despite the preventive measures that can be implemented, accidents, disasters and crises can still occur.
Preparing for situations such as these is a preventive initiative in itself which should prevent the company from improvising and allow it to be effective should one occur. An initial analysis of the need to be well organised if a serious, identified and unwanted event occurs is paramount. In absolute terms, any already existing plans of the organisation must also help manage contingencies.
Anticipation is the watchword in a crisis management plan.
The type of crisis concerned :
It is up to each company to define the crises it wishes to protect itself against: personal accident (inside or outside the company, etc.), environmental damage, fire, malicious acts, media attacks, etc., many kinds of crises are possible.
Whatever the case, the organisation must enable technical and human resources to be set up suitable for the circumstances in order to minimise the direct or indirect consequences of the event for the company, its employees , its customers and suppliers, the environment, and its property, but also with respect to its image in order to sustain its business over time.
- The means for detecting adverse events, and the ensuing alarm and alert procedures.
- The means required to manage the crisis
- A description of the organisation used to implement the means and effectively manage the crisis
- Tools that can be used to understand the crisis as well as possible (reflex files, drawings, various technical data, available resources, etc.)
A regulatory contingency or crisis management plan is the internal operation plan required for certain types of activities (Seveso site, certain types of warehouses, other classified activities when requested by the authorities)
The crisis management plan can be supplemented by a business continuity plan to ensure the sustainability of the company's vital activities after a major crisis.
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