PPC WorldwideCritical Incident Preparedness &

Response

Presented by: Garth MacAnally

Working for large and small organisations

PPC Worldwide

Critical Incident Preparedness & Response

• The Evidence

• Definition of Trauma

• The Effects of Trauma

• Service Components

• PPC’s Credentials

• Benefits

• Contact us

The Evidence

‘Organisations that prepare well for a crisis, respond and recover more productively than those who do not’ Knight & Pretty 2005

‘51% of UK companies do not have a business continuity plan’ CMI/Cabinet Office 2010 BCM Report

‘Organisations that communicate with genuine sensitivity and compassion retain their shareholder value after a crisis compared with those who failed to communicate well’ Knight & Pretty 2005

‘Trauma Management research at Royal Mail provides evidence that the way employees perceive the support offered by their organisation plays an important role in their recovery’ Rick et al 2006

Premises, IT and telephony are key components to business recovery, but it’s people who answer the phones and use the computers. It is human behaviour, opinion and attitudes that determine the success of business recovery in the short and long term. Proactively supporting staff and managers with training, education and preparation positively supports business recovery and continuity.

Definition of Trauma

An event in or in the vicinity of the workplace that has a psychological impact sufficient to affect negatively the usually effective skills of an individual, team or whole organisation.

• Such an event is generally experienced as unexpected and extreme.

• People may feel a threat to their life or to those close to them in traumatic events. Sometimes it is the perception of the event that causes a range of distressing emotional reactions.

The Trauma Effect on People

Who is affected

• Those present at the event• Relatives & friends• Rescue & recovery• Community/whole organisation• The vulnerable• Those who could have been

affected

Natural Recovery

• Most people recover naturally and well• Some are more vulnerable• Unwell• Previous trauma• Recent stressful life event

Common responses

• Shock

• Anger / Fear

• Denial

• Disbelief

Organisation Response• Comfort & Reassurance • Communication & Normalisation• Manager Visibility, Resilience, Vulnerability• How equipped are managers at providing

practical and emotional support in a crisis situation?

• Need to know themselves and their limits• Understand their own reactions &

reactions of others

Organisations have duty of care to employees and employees need to feel safe & cared for by the organisation

80% of employees wanted to talk to someone about the incident & 71% prefer to talk to colleagues (Orner et al 2003)

For first hand account of how trauma affects someonego to this url http://www.bbc.co.uk/news/magazine-10925045

Service Components

Preparedness• Reviewing current procedures, recommending future action• Awareness and preparedness training• Building resilience within the team

Incident support• 24/7 Telephone support for those managing incident• 24/7 Telephone and on site support for affected individuals or groups• Identify and support vulnerable individuals• Facilitates natural recovery by those affected

Post incident• Full reporting with recommendations• Treatment for those identified as requiring more support• Restructuring teams and rebuilding morale

PPC’s Credentials

UK• Helicopter crash North Sea• Oil refinery explosion London• London Bombings • Prison hostage situation

International• September 11th• Train bombing Russia• Asian Tsunami• Haiti earthquake• War zones, Afghanistan & Iraq • Earthquake Sichuan, China• Mumbai bombings • Chile Earthquake• Icelandic Volcano Eruption• Australian Bush fires

Benefits

• To Employees– Professional 24/7 support during and after any incident– Immediate needs addressed– Normalise reactions and facilitate employees’ natural recovery– Gives employees strategies for dealing with situations

• To Management– Build managers’ resilience and aids them in managing own responses– Practical non-judgemental support i.e. bereavement announcements,

decision taking– Reduce risks of manager burnout– Leads to a better understanding of impact of trauma on individuals, the

team and work demands– Understanding  the principles and practice  of preparedness for effective

CI Management when under pressure– 24/7 management consultation available

• Organisation

– Aids organisational preparedness– Gives clarity to plans & procedures– Reduce impact on operational efficiency– Practical support in coping with aftermath of incident– Rebuilding working relationships and boosting morale– Better functioning workforce– Deeper understanding of impact of trauma on individuals, the team and

work demands– Understanding  the principles and practice  of preparedness for effective CI

Management when under pressure

Benefits

To find out more please email

garth.macanally@ppcworldwide.com

putting CIPR in the subject line

Supporting your most valuable asset in times of crisis