When the crisis occurs, it is not enough to have a dusty manual describing how one is expected to act in the next hours and days.
Crises and events can include larger and smaller scenarios. It can be a media storm to handle, production stops, fire, personal injury, data systems crashes, and much more.
There's more to a contingency plan than an overview of escape routes and evacuation plans. A contingency plan covers more broadly. A contingency plan does not prevent accidents or disasters but ensures that the organisation as a whole - i.e. both management and employees - is prepared to deal with a crisis situation. Both as a company, as a utility company, municipality, etc. In the public and private sectors.
A well-designed contingency plan can also include a plan for continued operation: that you can run the business or the organization sensibly, despite serious internal or external influences. Handling ongoing challenges while still maintaining a sensible operation of the organization's other tasks.
Continuing operations and contingency plans are part of competent risk management.
With our solution, management and other key people get quick and efficient access to updated, vital information needed to resolve a situation. At the same time, relevant functions will have access to carry out required measures so that the organization can return to normal operation as soon as possible.
With our MANAGEMENT DASHBOARD, you get a usable overview with easy access to all relevant information, where you simultaneously can follow up on the incident or crisis.
We set up the contingency plan or plan for continued operation together with you, so you have plans that make sense in your specific case. We assist with needs assessment and risk analysis.
To truly increase your internal preparedness and cooperation with external parties, we strongly advise you to practice relevant scenarios and handling incidents. See, for example, our case on Carlsberg, who was both nationally and internationally prepared for the Corona crisis, because they have become used to crisis management by ongoing incident handling and exercises.
A large-scale exercise may be best, but smaller ones can often suffice. At least regularly review the elements of your plan. With a focus on identifying gaps, but also keeping the plan operational and understandable. Educate staff as much as possible and continuously refresh the most important elements. Have the most important points clearly described and easily accessible.
Plans improve from facing reality, and they become easier to follow if you have actually trained them. Before the crisis or accident hits.
Allows at the same time to monitor and work on multiple levels of information relating to a given situation.