The document provides guidance on crisis management and issues management. It defines what constitutes a crisis, examples of crises, and how crises are categorized based on their scale. It also outlines the key components of an effective crisis management plan and issues management kit, including roles and responsibilities, communication procedures, and stakeholder identification. The importance of issues anticipation, prevention, and regular plan evaluation is emphasized.

1. APPENDIX C
WORK EXAMPLES

2. What is a Crisis?
A crisis can be defined as:
1. Any unplanned event, occurrence or sequence of events
that has a specific undesirable consequence
2. Crises do not make appointments. They can occur at any
time and under the most unfavourable circumstances

3. Main Causes of Crises
1. Acts of God
2. Management Decisions/Indecisions
3. Operational or Mechanical Problems
4. Human Error

4. Origins of Crises
Based on data from the Institute of Crisis Management
Management 63%
Employee 22%
Other 14%

5. Different Types of Crises
Based on data from the Institute of Crisis Management
White Crime 19%
Labor Dispute 14%
Mismanagement 23%
Recalls 7%
Catastrophe 14%
Environmental 7%
Other 22%

6. Examples of Crises
Fatality/multiple injuries
Natural disaster
Terrorism
Loss of site
Fire/explosion
Recall of a product due to a consumer death
Recall of major product line
Contamination of a major product line
Tampering of a major product line
Health threat/issues
Major plant/asset damage

7. Examples of Crises
Transport/accident (road/rail/air/sea)
Extortion/sabotage
Armed hold-up
Loss of utilities
Industrial dispute
Workplace violence
Environmental pollution
Corporate scandal/issues
Special interest group action/protest
Investigative media

8. How are Crises Categorised?
The most commonly used terms to categorise a crisis are:
1. Insignificant Event
2. Minor Event
3. Moderate Event
4. Major Event
5. Critical/Catastrophic Event

9. How are Crises Categorised?
1. Insignificant Event
What is it? – a minor incident or problem or other internal event which can be
handled by Head Office, the Business Unit or Site Personnel using standard
operating procedures
What are its consequences? – it is not visible offsite, requires no external
emergency services input and requires no reports to be filed with local, State or
Federal regulatory authorities
How is it reported and managed? – along normal line management and
reporting lines

10. How are Crises Categorised?
2. Minor Event
What is it? – minor incident that doesn’t breach Regulations or involve a lost
time injury. It may be an external event that doesn’t pose a direct threat
What are its consequences? – it may require a report to outside agencies but
requires no assistance or protective actions by external personnel. Has the
potential for low financial loss and involves no serious injuries
How is it reported and managed? – by the site Crisis Management Team or
local response team only

11. How are Crises Categorised?
3. Moderate Event
What is it? – incident or event that could escalate to a more serious crisis
and/or affect operations
What are its consequences? – it’s an incident that’s not under control but
doesn’t pose a threat to off-site areas. May require a response from external as
well as internal personnel. Can be contained in-house and has the potential for a
medium financial loss
How is it reported and managed? – by the Site Crisis Management Team, the
Business Unit management and Corporate Officer of the day

12. How are Crises Categorised?
4. Major Event
What is it? – serious event that has occurred or is imminent which poses a
potential threat to employees, customers, the public or third parties. Also has the
potential to seriously disrupt operations by interrupting supply but not on a
significant cross-product scale
What are its consequences? - is a crisis that is not under control and requires
action by off-site personnel. It has the potential for a major financial loss
How is it reported and managed? – by the Site Crisis Team, Business Unit
Management and Corporate Officer of the day

13. How are Crises Categorised?
5. Critical/Catastrophic Event
What is it? – serious event that has occurred or is imminent which is having a
detrimental off-site effect. Also poses a serious threat to employees, customers,
the public or third parties. Has seriously disrupted operations and supply on a
significant cross-product scale
What are its consequences? – is not under control and needs
significant/immediate actions and assistance from external personnel and
emergency services. Strong likelihood of fatalities and a huge financial loss
How is it reported and managed? – full Crisis Management Team plus
activation of site-wide Crisis Management and Emergency Response plans

14. Importance of Planning
Crisis Management – deals with crises which
are often caused by ineffective issues management

15. Crisis Management in Context
Strategic &
Financial Plans
Risk Review
&
Analysis
Business Continuity
Plan

16. Crisis Management in Context
Business
Continuity Plan
(Protect)
Risk Crisis Disaster
Management Management Recovery
(Prevention) (Cure) (Mop-Up)

17. Effective Crisis Management
1. First two hours are critical – need to assess the situation and
then take control
2. Need to identify, verify and communicate the facts – in an
authoritative, clear, unemotional, rational manner
3. Activate Crisis Management Plan - should be a seamless
process
4. Focus on outcomes – turn negatives, at best, into positives or, at
worst, into neutrals

18. Effective Crisis Management
1. Coordination
2. Workable guidelines
3. Consistent risk matrix
4. One page checklist/
decision tree
5. Pocket sized manuals
6. Wallet cards

19. Activate Key Communicators & Support Person Prepare Crisis Statement
- On Standby (via email and SMS) - for Internal Release
Key Communicators & Support Person Crisis Statement for Internal Release
- Confirm With Each Other Activation - Signed Off
Key Communicators & Support Person
-Confirm Activation at Each Location
Initial Employee Communications
- Released to Key Communicators Communications Team
Person Key Communicators & Team
who confirms - Gather Everyone at Location
activation is
deemed Key Communications Takes Place
Communicator
Key Communicators Advise Communications
Team that Initial Communications Complete
Crisis Statement Posted on Next Update Prepared with Instructions
Intranet/Notice Boards for Following Communications

20. Effective Crisis Management
Managing Director
(and Board)
Code Red
Team Leader
Deputy Code Red Leader
Administration Coordinator
Specialist Business Advisers
Operational Crisis Team Leader Code Red Communications
(if required) Leader
MELERONICHELE PTY LTD

21. Incident Driven Issues Driven
Incident Occurs Issue Arises Steps Taken to
Mitigate & Manage Issue
Situation Escalates
Local Incident Response General Manager
Plans Activated Notified
Responsible for Relaying Initial Information that a
Operational Crisis Team Significant Event or Situation is in Progress
Leader Appointed
Advises Group Manager Advisers Group General
External Affairs Manager or Group Manager
Advisers Managing Director
Managing Director
Declares Code Red
Code Red Team Leader
Appointed
Code Red Team Leader
Mobilises Code Red Team

22. Role of Crisis Management Plan
1. To establish necessary, agreed, company
wide as well as BU/line area controls
2. To ensure alignment with business objectives
3. To create and ensure a consistent approach
4. To provide reassurance and keep key stakeholders
informed
5. To marshal vital internal and external resources

23. What is a Crisis Management Plan?
1. Risk Management Plan - Prevention
Embraces all aspects of a company’s strategic & operational areas.
Includes concepts of business resilience and long-term performance
2. Crisis Management Plan – Cure
Documents all key resources, infrastructure, tasks and
responsibilities required to support critical business functions in the
event of a disruption
3. Disaster Recovery Plan – Mop-up
Documents key resources, infrastructure & processes to facilitate an
immediate or staged return to normal/improved capability &
performance

24. What’s in a Crisis Management Plan?
1. Executive Summary  Why, How, What, When & Where
2. Type of Crisis  Insignificant, Minor, Moderate, Major, Critical
3. Threat & Response 
Product Recall, Contamination, Tampering,
Fatality/Critical Injury, Fire/Explosion, Plant/Asset Damage, Health Threat/Issue,
Workplace Violence, Loss of Site, Transport Accident (Road/Rail), Extortion,
Sabotage, Industrial Dispute, Bomb Threat, Loss of Utilities, Natural Disaster,
Protests (by special interest groups), Environmental Disaster/Pollution,
Fraud, Corporate Scandal/Issue, Investigative Media

25. What’s in a Crisis Management Plan?
4. Roles and Responsibilities 
Team & Individual, Senior Management, Crisis Team,
Line Managers, All Employees
5. Central Control 
Where, when, how – access to key resources
6. Procedures 
Event specific checklists, what to do when

26. What’s in a Crisis Management Plan?
7. Communications  Internal & External (media, employees,
regulators, next of kin)
8. Templates  For key documents & communications tools
9. Directory  Key contacts – 24x7 access numbers
(internal & external contacts)

27. First 2 Hours Crisis Checklist
1. Assess situation/gather facts – who, what, when, where, how – use
crisis information sheet/checklist
2. Notify key control points – line/BU manager, Crisis Management
Team Leader, Corporate Affairs, Senior Executives
3. Notify authorities/emergency services – if necessary activate
Emergency Response Plan
4. Crisis Management Team Leader/ control point categorises risk –
using Australian Standards Crisis/Risk Matrix
5. Activate Crisis Management Plan - level of activation will depend on
type of crisis
6. Assemble Crisis Team - confirm details, roles & responsibilities,
required resources, timeframes, deliverables (as per Crisis
Management Plan)

28. First 2 Hours Crisis Checklist
6. Prepare key messages – must be relevant to stakeholders, once
approved (by Executive & Legal teams) distribute to key contact
points (eg consumer advisory, corporate affairs, customer service
operators)
7. Brief spokespeople – rehearse, provide detailed support Q&A, all
materials are working documents to be updated as the crisis evolves
8. Communicate with stakeholders – in priority order, consistent use of
key messages – deal with questions effectively
9. Complete initial reports – ensure compliance with legal/government
regulations
10. Continue to implement Crisis Management Plan

29. What Else Must Be Done
Issues Management – helps avoid crises by anticipating and
then mitigating specific situations / developments

30. Issues Management in Context
Issues
Management
(Anticipate)
Issues Information Evaluation &
Training &
Management Sharing & Issues Kit Management
Support
Framework Feedback
Crisis
Management
(Cure)

31. Best Practice Issues Management
1. Issues Management Framework – that forms part of your
day-to-day corporate communications and risk management
activities
2. Information Sharing & Feedback - from all areas of the
business at all levels, work with the Risk Management team to
ensure all key issues are covered
3. Issues Kit – distributed to all key spokespeople and employees with
a customer-interface role – update the kit on a regular basis to
ensure your key issues are up-to-date and your management is
effective

32. Best Practice Issues Management
4. Evaluation & Measurement - against best practice
benchmarks and Australian Standards, build into KPIs where
possible
5. Training & Support – to key spokespeople and customer facing
employees eg workshops, case studies, simulated testing. Key areas
to consider include:
- Media Training
- How to Use an Issues Kit
- Dealing with Difficult Customers
- Simulated Product Recalls (desktop and company wide level)

33. What’s in an Issues Management Kit?
1. Executive Summary 
Why, how, what, when and where
2. Type of Issues 
Across all areas of the business
3. Roles and Responsibilities 
Key spokespeople, customer interfacing employees, communications
team
4. Key Issues 
What, why, context, possible impact

34. What’s in an Issues Management Kit?
5. Mitigating Actions 
Procedures and policies to prevent issues from becoming a reality
6. Detailed Q&As 
To deal with queries, concerns, questions from stakeholders in the
event issues become a reality, can be fed into Customer Services
Team as a call centre script
7. Updating and Review Procedures 
To ensure the Kit remains up-to-date and current at all times,
effective system for issuing updated information to users of the Kit

35. Key External Stakeholders
1. Customers
2. Shareholders
3. Investment Market
4. Media
5. Suppliers
6. Competitors
7. Regulators/Government
8. Emergency Response Services

36. Key External Stakeholders
1. Executives
• Senior Management Team
• Crisis Management Team
• Risk Management Team
• Corporate/Public Affairs/Communications
Teams
2. Other Employees
• Business Units
• Sales and merchandising team
• Front line/customer facing employees
• Customer Service teams

37. Seven Steps to Success
1. Predict – anticipate everything that could go wrong with your
organisation, identify the key issues, review and update them
regularly
2. Position – decide what your position will be on each issue
3. Prevent – take preventative measures to ensure your issues don’t
become a crisis, develop management and mitigation strategies
4. Plan – in case prevention doesn’t work, prepare a plan for dealing
with a crisis

38. Seven Steps to Success
5. Rehearse – review your crisis and issue plans, update them as
necessary, undertake simulation testing to ensure your crisis plan is
robust and effective
6. Persevere – follow your plans, stick to the positions you’ve taken,
strictly implement your crisis and issues management policies and
procedures
7. Evaluate – review your crisis and issues management performance
on a regular basis, focus on continuous improvement, benchmark
against Australian Standard/global developments

39. And That Success is….
1. Protection – of your employees, customers, the general public, third
parties and local communities
2. Reduction – in terms of your potential for litigation
3. Retention – of the support from your key stakeholders
4. Protection – of your corporate reputation and brands
5. Continuation – of a commercially viable business delivering a strong
financial performance
6. Protection – of your market share, sales and customer loyalty
7. Compliance - with all the relevant government and legal requirements