CMP

CRISIS MANAGEMENT PLAN

By Ansori Bin Mai

 What is Crisis Management Plan…?
The preparation and documentation of methods to
respond to event that could disrupt a business or mission.

What is the purpose of Crisis Management Plan….?

The purpose of a crisis management plan is to prepare
individuals within an organization to cope with a calamitous
event.

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EMERGENCY & CRISIS
EMERGENCY
An incident that threatens human life, health, property or the
environment if not controlled, contained and/or eliminated immediately
CHARACTERISTICS
• Local effect
 Very limited casualties
 On-site or local resources are adequate to manage problem
 Short-term impact
 News media interest is primarily local or non-existent
 Does not threaten credibility, image or desirability of the brand or Corporate
 May or may not escalate into a crisis, depending upon circumstances and actions taken

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EMERGENCY & CRISIS
EXAMPLES OF EMERGENCY
• Fire of limited scope

• Death

• Medical Emergency

• Violent crimes

• Food poisoning

• Natural disaster not resulting in casualties

• Severe Weather

• Bomb threat, terrorist threat or similar threat to the building.

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EMERGENCY & CRISIS
CRISIS
A circumstance, event or series of episodes that threatens to fundamentally affect or
alter the way we do business or could have lasting impact on our customer behavior
CHARACTERISTICS
 May dramatically impact the reputation, desirability or financial results of the
individual Marriott brand or Corporate
organization
 Likely to attract national and international news media attention
 Significant casualties and/or loss of life
 Rapidly escalating developments extend beyond capability of on-site and local
resources
 Impact may continue well beyond event

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EMERGENCY & CRISIS
EXAMPLES OF CRISIS
 Terrorism, i.e. bombing, active shooter or other physical attack

 Extensive fire with casualties

 Civil disobedience

 Kidnapping for ransom

 Major communicable disease outbreak (Legionnaire’s, TB, Hepatitis, SARS)

 Major natural disaster resulting in significant casualties

 Government or law enforcement directive to evacuate area

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CRISIS COMMUNICATIONS

Why do we need effective Crisis Management?

• Dramatically impact the hotel’s success or failure during an

emergency
• Be prepared to communicate clearly, effectively and with one voice
• Disseminate CORRECT AND ACCURATE information before
speculation occurs
• Preserve the company’s credibility and integrity and occasionally
enhance it

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CRISIS COMMUNICATIONS

• What will cause poor communication in crisis?

Poor communication in a crisis can:

• Severely cripple a hotel’s ability to operate effectively

• Ruin a hotel’s image
• Destroy public faith

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CRISIS COMMUNICATIONS
Who do we communicate to?
• Media
• Employees
• Guests
• Travel Industry
• Community and Civic leaders
• Meeting planners and associations
• Owners
• Guests of employee family members
• Central Reservations Offices
• Vendors/Suppliers
• The Corporate Office

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 Emergency Organization

Emergency Emergency Org.

Response Members
Team (ERT)
General Manager

EOC (Emergency Org. Chief) Dir. Of Food & Beverages

DOE Or DOR
Dir. Of Finance
Dir. Of Sales & Marketing
Asst. Emergency In Absence Of
Org. EOC or AEOC Dir. Of Services
Chief (AEOC) The D/M or
Asst Chief Eng. Or MOD will be the
LPM
Front Office Manager
AEOC
Director of Human Resource

Executive Chef
Scene Leader is
Duty Manager if AEOC is Engineers on duty
Present or Loss Prevention
Executive or Shift Engineer Duty Manager
Or trained ERT Member
i.e. CFFT Member, LP
Associate or Engineering
Associate

All Other Managers

Executives on
Property

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 CRISIS HOTLINE NUMBER
(1) 703 – 319 - 1814

GLOBAL SAFETY & SECURITY INTERNATIONAL

+1 (301) 380 – 5042

Marriott 24 – Hours International Emergency Public Relation Hotline

+1 (443) 716 – 2303

COORPORATE FIRE PROTECTION OFFICE

+1 (301) 380 – 7501

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Emergency Organization member during the crisis
Role & Responsibilities
General Manager
 Liaise with Marriott International and establish connections to pass
on information and policy decisions
 Call CMT meeting when necessary and ensure all CMT members are
briefed and updated
 Initiate set up of Crisis Control Centre (CCC), if necessary
 Direct, control and oversee the implementation of policy decisions
Primary spokesperson for all areas, media, owner, authorities and
others

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Emergency Organization member during the crisis
Role & Responsibilities
Hotel Manager

 Liaises internally with all operations departments

 Establish liaison with Marriott International , Corporate Communications

 Initiate set up of Media Information Centre (MIC), if necessary

 Implement CMT policies on when and how press and media statements

 should be made and ensure these are reviewed by all concerned before release

 Identify influential press and media who may help control coverage

 Identify appropriate press and media to release CMT statements

 Monitor national and international press and media coverage

 Organize internal communications for briefings employees and other staff

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Emergency Organization member during the crisis
Role & Responsibilities
Loss Prevention Manager
 Establish contact with law enforcement and civil services
 Establishes secure communications at incident site, if applicable
 Arrange the security of the CCC, MIC and all CRT members
 Review security of Hotel management, staff, guests, the Hotel premises and submit
recommendations to CMT

 Arrange secure access to all documentary records and data e.g. CCTV recordings

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Emergency Organization member during the crisis
Role & Responsibilities
ADMINISTRATOR & CORDINATOR (Personal Assistant / Secretary)

 Coordinates the set up of CCC and MIC in accordance to policy guidelines and set
up requirements

 Provides secretarial support to Emergency Org Team

 Maintains the Event Log; keeps a diary of times and all event related
activities for future references. In case of a major ongoing crisis, additional

secretarial help will be required to keep the Event Log

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Emergency Organization member during the crisis
Role & Responsibilities

EMPLOYEE RELATION (Dir of HR)

 Ensure business continuity In coordination with the Communications Team Leader,

coordinate internal communication
 Liaise and brief family of staff involved in incident, if applicable

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Emergency Organization member during the crisis
Role & Responsibilities

CHIEF ENGINEERING

Determine damage and plan physical recovery

Arranges for barriers, emergency water and electrical
connections, availability of blueprints
Directs support agencies and outside contractors in their
activities

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Emergency Organization member during the crisis
Role & Responsibilities

FRONT OFFICE MANAGER

Assures guests and associates are directed to the proper
areas during and after the crisis.
Obtain a complete in-house guest list and take lead to
account for guests

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Emergency Organization member during the crisis
Role & Responsibilities
FINANCE CONTROLLER
Establish financial controls and clear way for special purchases
Controls and protects all records, files, finances and office equipment
Evaluates cash needs resulting from the crisis/emergency
Assists in evaluating the value of losses, if any, and assesses final loss
report in conjunction
With technical input from Department Heads
Handles insurance claims
Direct efforts for Total Loss Cost

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Emergency Organization member during the crisis
Role & Responsibilities

OTHER DEPARTMENT HEADS

All other Department Heads make themselves available throughout
the emergency and recovery period in order to support the hotel's
efforts both with professional expertise and any individual Skills they
may be able to offer

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CCC: CRISIS CONTROL CENTER
 Minimally 2 designated direct
phone lines, preferably with
conference call facilities & fax
machine
 Minimally 2 data ports for
internet connection (including
access to Hotels network to
access Opera etc)
 White board/Flipchart
 TV, Radio, Printer, Lcd Projector
 Power cords, plugs &
adaptors

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CRISIS ACTIVATION

WHEN WILL CMP BE ACTIVATED….?

LETS LOOK AT THIS SCENARIO

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CRISIS SCENARIO: Protest by local community at a Radisson Resort

A Radisson Resort was subject to a local community protest after one of its employees
was terminated by the Financial Controller for gross misconduct. As the employee
terminated was from the local community, the villagers demanded the Financial
Controller be dismissed as they claimed the employee was fired unjustly.
The Hotel’s investigation revealed that there were insufficient grounds to dismiss the
Financial Controller from employment. Despite several meetings conducted with the
community initiated by the Radisson, the villagers decided to hold a protest which
attracted local media attention.
In this situation, Carlson Rezidor Hotel Group was notified immediately as although it
was a local matter, it looked as if it may have escalated further and attracted
international media interest, potentially damaging the brand. Local and international
media were monitored regularly for coverage on the protest.

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CRISIS SCENARIO: Protest by local community at a Radisson Resort

How do we handle it?

1. Activate Crisis Management Plan
2. Emergency numbers must be provided at all time
3. Front Desk, PBX, Security and MODs should have the
following statement available as a front-line respond team
to all media enquiries prior to PRD arrival:

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“Rather than provide incorrect or inaccurate information, please allow me to
put you in touch with someone who can answer your questions correctly. If
you will give me your direct phone number, either our General Manager or
Director of Public Relations will get back to you immediately”

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CRISIS SCENARIO: Protest by local community at a Radisson Resort

4. PRD & Managers brief “Front Line” employees: PBX, V alet parking, Front
Desk, Concierge, etc of the situation and remind them about appropriate
hotel spokespersons and General Manager statement to the media.

5. Remind front door staff that under no circumstances, unescorted media

are not permitted in the hotel at any time and nor are they to disclose
any information to media other than the general statement. Contact
PRD prior to admitting any media into the hotel

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 Do’s Don’ts
Do stay in constant touch with CRHG, AP Don’t interact or do any email, print or
Corporate Communications for advice and broadcast interview with media, unless you are
general guidance during the first hours of the the designated spokesperson.
crisis.
Do make yourself available to the media and Don’t engage in casual conversations with
identify yourself as the official spokesperson. media. Remember there is no such thing as “off
Keeping away from the media is only likely to the record”. You are representing the property
lead to more speculation and less control of and anything and everything you say can be
the messaging on our part. regarded legitimate source of information by
media.
Do ensure that your comments are restricted Don’t speculate about any aspect of the
to repeat the approved official media incident. Don’t go beyond accurate, factual
statement. information that you have.

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 Do’s Don’ts
Do stay calm, exercise good judgment, Never say “no comment”. Instead explain that
sensitivity and tact at all times. you are not prepared with all the facts or will
need to ascertain the facts first. While being
helpful, do not tell media more than they need
to know.
Do be as open, cooperative, helpful and Don’t allow media to put words in your mouth
honest as possible, without providing by asking you leading questions. Stick to the
speculative commentary on the situation. approved, official media statement.
Don’t lose your temper. Media can be
extremely aggressive, especially in crisis
situations and become abrasive or
unreasonable. Resist temptation to act
forcefully under such circumstances, as it will
only result in negative publicity for the
property.

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29
CRISIS SCENARIO: Media Statement Sample

1 December 2012
The Radisson Resort is currently in discussions with the local community to come to an amicable agreement
on the matter.
In the interest of the island as a popular tourist destination for both local and international tourists/guests, it is of
utmost importance that we sustain a strong relationship with the local community and work together towards an
amicable outcome.
We are committed in our efforts to promote local talent and continue to create opportunities to preserve the local
heritage and culture. We believe in sustaining a strong relationship with the local community and working together
towards the collective success of promoting the island as a travel destination.
The Financial Controller for the Radisson Resort is a highly accomplished professional who has earned
outstanding recognition in the industry for her service and character. At Radisson we pride ourselves in being fair
and just employers – and our investigations have revealed that there are insufficient grounds to warrant his
dismissal from employment.
For further information, please contact:
Name of GM and Hotel
Email Address

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THANK YOU