Transcript New Event Risks * New Approaches The case of

EVENTS’ RISK MANAGEMENT –
TURNING CRISIS INTO OPPORTUNITY.
Malgosia Bartosik
Deputy CEO WindEurope
windeurope.org
• WindEurope
• WindEurope activities
• Me in WindEurope
Bad luck
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Volcano eruption in 2010, in Warsaw
Blackout in 2006, in Athens
General strikes in Milan and Marseille, 2007 and 2009
Terrorist attack in 2015
Crisis
• Any unplanned event, occurrence or
sequence of events that has a specific,
undesirable consequence
• “crisis do not make an appointment” – it
can come at any time and under the most
unfavourable circumstances
Crisis = danger + opportunity
危机
Main causes of crisis
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Acts of God
Management decisions/indecisions
Operational or mechanical problems
Human error
Example of crisis
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Natural disasters
Terrorism
Asset damage
Health threat
Strike
Corporate scandal
Transport delays
Crisis categories
• Insignificant event: a minor incident that can be
handed internally, with no external impact
• Minor event: it does not pose an immediate threat
• Moderate event: could escalate to more serious
crisis
• Major event: may seriously disrupt operations
• Critical, catastrophic event: detrimental effect,
serious threat to stakeholders; disrupted
operations
Risk assessment:
brainstorm session
What could happen? How do you deal
with it? Who does what? Who takes
the risk? Insurance?
Importance of crisis
management planning
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Roles and responsibilities
Crisis team (strengths of individuals)
Decision process
Communication
EWEA2015 at a glance
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The wind industry’s annual gathering
Porte de Versailles, Paris
16 – 19 November 2015
10,000 attendees, from more than 80
countries
Friday, 13 November, 22:00
A series of coordinated terrorist attacks in
Paris
Terrorist attack must be part of
event’s risk assessment
Be prepared:
• Insurance
• Define crisis management team
• Chain of command
• Communication
ACT FAST:
asses the situation and take control
• Activate the crisis management team
• Communicate
Your stakeholders need to know you are on
top of the situation and they can relay on you
Who are your stakeholders?
Who and how communicates with them?
Take informed decision
Who takes the responsibility?
• Check with local authorities
• What other organisers are doing
The event goes ahead
Focus on:
• Communication (external and internal)
• Organisational adaptations (social events,
budget, empty stands, less participants)
Communication
• 24h hotline
• Real time updates about Paris situation,
transportation, security, quotes from
politicians (website, media partners,
mailings)
• Real time feed from the event with
information and photos
Insurance
Collect all the evidence to prove your
case
Conclusions & lessons learned
We managed to turn the disaster
to a very successful event
• 7000 participants from 70 countries
• Praised by all the stakeholders
• Strengthen the brand of the
association and the industry itself
Other examples
Quick
response with
a humorous
tweet.
Result: the tweet generated buzz among bloggers
and it got support from the brewery, who embraced
the hashtag and encouraged its followers to donate
Taco Bell’s “seasoned beef” meat filling lawsuit
Taco Bell’s parent company was
sued over the content of its meat.
The lawsuit alleged that the
company’s “seasoned beef”
contained only 35% beef and that
Taco Bell was lying in its
advertising.
Taco Bell explicitly declared the
claims false and shared with public
its percentages (88% beef and 12%
secret recipe), along with the
ingredients in the secret recipe
itself.
They have fired up a PR campaign
to shoot down the allegation and to
get the word out about its “not – so
– secret” recipe.
• Lawsuit was dropped and
Taco Bell has even
strengthened its brand
Share your experience!
THANK YOU
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