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CRISIS MANAGEMENT

BY

Prof Osman Turan

CRISIS MANAGEMENT– GENERAL DEFINITION

– REGULATORY ASPECTS

– HUMAN AND TECHNICAL ELEMENTS

– APPROACHES TO CRISIS

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CRISIS

MEANING OF CRISIS

• A time of intense difficulty or danger

• A time when a difficult or important decision

must be made

• a stage in a sequence of events at which the

trend of all future events, especially for better or

for worse, is determined; turning point.

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Regulatory bodies

• INTERNATIONAL MARITIME ORGANISATION

• NATIONAL AUTHORITIES

• CLASSIFICATION SOCIETIES

• INSURANCE COMPANIES

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Why regulations-why standards

• TO PREVENT ACCIDENTS

• TO PROTECT PEOPLE ON BOARD SHIPS

• TO PROTECT CARGO

• TO PROTECT ENVIRONMENT

• TO PERFORM IT’S DUTIES UNDER VARIOUS

CONDITIONS

• ENVIRONMENTAL CONDITIONS DIFFER

• EACH VESSEL HAS DIFFERENT MISSION AND

OPERATIONAL PRACTICE

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ACCIDENTS

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ACCIDENTS

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ACCIDENTS

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ACCIDENTS

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FIRE

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ACCIDENTS: CAPSIZE

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ACCIDENTS: LOSS OF CARGO CAUSED BY LARGE

MOTIONS

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ACCIDENTS: LOSS OF CARGO

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ACCIDENTS; GROUNDING

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ACCIDENTS

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ACCIDENTS: FIRE, FLOODING

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ACCIDENTS

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ACCIDENTS: DAMAGE TO HULL-OIL SPILL

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ACCIDENTS

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CONVENTIONSOther conventions relating to maritime safety and security and ship/port

interface

• Convention on the International Regulations for Preventing Collisions at Sea

(COLREG), 1972

• Convention on Facilitation of International Maritime Traffic (FAL), 1965

• International Convention on Load Lines (LL), 1966

• International Convention on Maritime Search and Rescue (SAR), 1979

• Convention for the Suppression of Unlawful Acts Against the Safety of Maritime

Navigation (SUA), 1988, and Protocol for the Suppression of Unlawful Acts Against

the Safety of Fixed Platforms located on the Continental Shelf (and the 2005

Protocols)

• International Convention for Safe Containers (CSC), 1972

• Convention on the International Maritime Satellite Organization (IMSO C), 1976

• The Torremolinos International Convention for the Safety of Fishing Vessels(SFV),

1977, superseded by the The 1993 Torremolinos Protocol; Cape Town Agreement

of 2012 on the Implementation of the Provisions of the 1993 Protocol relating to the

Torremolinos International Convention for the Safety of Fishing Vessels

• International Convention on Standards of Training, Certification and Watchkeeping

for Fishing Vessel Personnel (STCW-F), 1995

Special Trade Passenger Ships Agreement (STP), 1971 and Protocol on Space

Requirements for Special Trade Passenger Ships, 1973

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CONVENTIONSOther conventions relating to prevention of marine pollution

• International Convention Relating to Intervention on the High Seas in Cases of Oil

Pollution Casualties (INTERVENTION), 1969

• Convention on the Prevention of Marine Pollution by Dumping of Wastes and Other

Matter (LC), 1972 (and the 1996 London Protocol)

• International Convention on Oil Pollution Preparedness, Response and Co-

operation (OPRC), 1990

• Protocol on Preparedness, Response and Co-operation to pollution Incidents by

Hazardous and Noxious Substances, 2000 (OPRC-HNS Protocol)

• International Convention on the Control of Harmful Anti-fouling Systems on Ships

(AFS), 2001

• International Convention for the Control and Management of Ships' Ballast Water

and Sediments, 2004

• The Hong Kong International Convention for the Safe and Environmentally

Sound Recycling of Ships, 2009

Are we missing something?

More than 80% of maritime accidents are attributedto the human error (Including organisational andindividual Error)

ANALYSIS OF ACCIDENTS( based on UK MAIB data)

Coastal waters

36%

Port/harbour

area29%

River/canal

21%

High seas

13%

Non-tidal

waters1%

Location of Incident

ANALYSIS OF ACCIDENTS(in UK coastal waters)

ANALYSIS OF ACCIDENTS(in UK coastal waters)

Collision

36%

Grounding

33%

Hazardous

Incident24%

contact

7%

Incident Type

ANALYSIS OF ACCIDENTS

(Main Causes)

Nearly 90% of all the

incidents, including merchant

vessels sailing under the UK

flag, are directly caused by

human/organisational factors,

like poor decision making or

wrong passage planning

ANALYSIS OF ACCIDENTS(Underlying sub-factor: PEOPLE)

ANALYSIS OF ACCIDENTS(HUMAN ERRORS)

SKILL VARIATIONFull bridge Simulator tests using real accident scenario

(MAIDER project)

CRISIS MANAGEMENT• Crisis management is the application of strategies

designed to help an organization deal with a sudden and

significant negative event.

• A crisis can occur as a result of an unpredictable event or

as an unforeseeable consequence of some event that had

been considered a potential risk.

• In either case, crises almost invariably require that

decisions be made quickly to limit damage to the

organization. For that reason, one of the first actions in

crisis management planning is to identify an individual to

serve as crisis manager.

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CRISIS MANAGEMENT

• VESSEL SINKING

• CRUISE SHIP IN ROUGH SEAS

• INSIDE CRUISE SHIP

• CRUISE SHIP SINKING

• KOREAN FERRY

• PRESTIGE

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EXERCISE

POSITIVE POSITIVE NEGATIVE NEGATIVE

VESSEL

SINKING

CRUISE SHIP

IN ROUGH

SEAS

INSIDE

CRUISE SHIP

CRUISE SHIP

SINKING

KOREAN

FERRY

PRESTIGE

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CRISIS MANAGEMENT MODEL

Three Phase Model• The three stages model is today the most widely used

and recommended framework to analyse and manage

crises.

• This model supposes that crisis management can be

divided into three distinct phases, but the process

should be viewed as holistic and integrated.

• its phases should be considered in aggregate rather

than as separate sets of activities (Penrose, 2000)

• Penrose, J. M. (2000). The role of perception in crisis planning. Public Relations Review, 26(2),155-171.33

Three Phase ModelPhase1: PRE-CRISIS

• The pre-crisis phase is concerned with prevention and preparation (Coombs,

2007b).

• In this stage, crisis manager should give an answer to the following question:

– what can be done or said to reduce the occurrence of the crisis and to

minimize its possible damages if it occurs. TYPES OF POTENTIAL

CRISIS WILL REQUIRE DIFFERENT PLANNING

– Prevention involves seeking to reduce known risks that could lead to a

crisis, such as implementing risk audits, safety measures and standards, a

control system, scoreboards...

– Coombs (2007b) recalls that no organization is immune from a crisis so all

must do their best to prepare for one.

– Preparation involves creating the crisis management plan that should be

updated annually, selecting and training the crisis management team, and

conducting exercises to test the crisis management plan and crisis

management team, and pre-draft some crisis messages34

Three Phase ModelPhase2: RESPONSE PHASE

The crisis response phase begins after the crisis occurs and involves

management attempts to respond to a crisis. Some consider this stage

as the most critical of the three stages identified in crisis research

literature.

During this period, management should work at mitigating the crisis

and offering support to those affected by it (Richardson, 1994).

Actions at this point significantly influence public opinion about the

crisis and an organizations handling of the event (Hale et al., 2005).

The first priority in any crisis should be to protect stakeholders from

harms. Companies need then to be more open with sincere

information to their stakeholders in order to help them cope with the

psychological uncertainty from the crisis.35

Three Phase ModelPhase2: RESPONSE PHASE

• Coombs (2007b) also noted that public relations play a critical role

in the crisis response by helping to develop the messages that are

sent to various publics.

• the response phase can be address in two sections: – the initial crisis response:

– reputation repair and behavioural intentions.

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Three Phase ModelPhase3: The Post-Crisis Phase

• According to Coombs (2007b), the post-crisis phase begin when

the organization return to business as usual and looks for ways to

better prepare for the next crisis and fulfils commitments made

during the crisis phase including follow-up information.• Coombs (2007b) suggested three best practices to manage the

post-crisis phase. – First, organization must deliver all information promised to stakeholders as

soon as the information is known.

– Second, organization must keep stakeholders updated on the progress of

recovery efforts including corrective measures and investigations.

– Third, ―organization should analyse the crisis management for lessons

learned and to integrate those lessons into the organization’s crisis

management system (Coombs, 2007b).

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Three Phase ModelPhase3: The Post-Crisis Phase

• The end of every crisis should be the beginning

of the preparation step for the next one (Jaques ,

2007).

• companies which do survive disasters are more

prepared for future challenges ( Penrose, 2000).

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HUMAN ELEMENT

Individual Health and

Wellbeing

• Fatigue

• Stress

• Health

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Soft skills

• Non-Technical skills

• Situation Awareness

• Decision making and

Cognitive Demands

• Communications

• Language and Cultural

Diversity

• Teamwork

Organisational Issues

• Safety Training

• Bridge Resource

Management

• Engine Resource

Management

• Safety Climate and Safety

Culture

STCW- AMENDMENTS TO CHAPTER V

Standards of Training, Certification & Watchkeeping

Regulation V/2 Passenger Ships Scope

• Crowd Management Training ( paragraph 4):

Masters, Officers and other personnel designated

on muster lists to assist passengers in emergency

situations

• Crisis Management and Human behaviour

training ( Paragraph 6): Masters, chief engineer

officers and any person designated on muster lists

of having responsibility for the safety of

passengers in emergency situations.40

CRISIS MANAGEMENT :

READINESS• Planning in detail for responses to as many potential

crises as possible.

• Establishing monitoring systems and practices to detect

early warning signals of any foreseeable crisis.

• Establishing and training a crisis management team

• Involving as many stakeholders as possible in all planning

and action stages.

• CONTINUOUS IMPROVEMENT• DRILL, REVIEW, IMPROVE, TRAIN

• DRILL, REVIEW, IMPROVE, TRAIN

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International Safety Management (ISM)

System

The purpose of this Code is to provide an

international standard for the safe management

and operation of ships and for pollution

prevention

Safeguard the shipmaster in the proper

discharge of his responsibilities with regard to

maritime safety and the protection of the marine

environment.

ISM Code Requirements.

The ISM Code is divided into 13 sections

Section 1: “General”. The general purpose of the Code and its objectives.

Section 2: "Safety and Environment Protection Policy". The company must put

in writing its policy on the safely and the protection of the marine environment

and make sure that everyone blows about it and follows it.

Section 3: "Company's responsibilities and authorities" The Company must hive

sufficient and suitable people in the office and vessels with clearly defined roles:

"Who is responsible for what“

Section 4: "Designated person ashore. The Company must appoint a person in

the office responsible for monitoring and following all "SAFETY" matters of the

vessels

Section.5: "Master's responsibility and authority" The Master is responsible to

make the System work on board. He must help his crew in following the system

and give them instruction when necessary.

Section 6. "Resources and personnel" he Company must employ the

“right” people on board and in the office and make sure that all of them:

a) know what their duties are

b) receive instructions on bow to carry out their duties

c) get trained when and if necessary.

Section 7. ''Development of plans for shipboard operations" "Plan What

You Do – Do What You Plan" You need to plan your work on the ship and

follow your plan when working

Section 8. “Emergency Preparedness." You should be prepared for the

unexpected (emergency). The Company should develop plans for

responding to emergency on board its vessels and practice them.

1. Emergency Response Plan (ERP)

2. Maritime Contingency Plan (MCP)

3. Shipboard Oil Pollution Emergency Plan (SOPEP).

Section 9: Reports and analysis of non-conformities, accidents and hazardous

occurrences

Non-conformities, accidents and hazardous situations should be reported to the

Company, investigated and analysed with the objective of improving safety and

pollution prevention. The Company should establish procedures for the

implementation of corrective action

Section 10 : Maintenance of the Ship and Equipment

The Company should establish procedures to ensure that the ship is maintained

in conformity with the provisions of the relevant rules and regulations and with

any additional requirements which may be established by the Company.

In meeting these requirements the Company should ensure that:

1 inspections are held at appropriate intervals;

2 any non-conformity is reported, with its possible cause, if known;

3 appropriate corrective action is taken; and

4 records of these activities are maintained.

• Acknowledgement

Following slides are taken from CW International’s

presentation at Marine Conference on Safety and

Survival- International Association of Safety &

Survival Training (IASST), Brunie, November 2005

•

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CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 47November 2005

THE CRISIS LIFECYCLE

INC

IDE

NT

PRE CRISIS

ACUTE

CRISIS

CHRONIC

CRISIS

CRISIS

RESOLUTION

EM

ER

GE

NC

Y R

ES

PO

NS

E

EM

ER

GE

NC

Y R

EC

OV

ER

Y

CO

RP

OR

AT

E C

RIS

IS

MINUTES

MINUTES

& HOURS

HOURS

& DAYS

DAYS, WEEKS

& MONTHS

Phases of a Crisis

Slide No. 1

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 48November 2005

Emergency Response & Crisis Organisation

SENIOR MANAGEMENT

Command & Control Team led by OSC

Company

Crisis

Emergency

Response

Coordination

Operational

Response

Crisis Management Group

FIELD MANAGEMENT

Emergency Coordination TeamCOMPANY SUPPORT

GovernmentCorporate HQ

Group or

National

Crisis

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 49November 2005

Site Emergency Organisation

Emergency

Response

Team

Medical Team Muster

Coordinators

On-Scene

Commander (OSC)

Process

Control Team

• Incident Command System

• On Scene Commander coordinating all site activity

• ……… through key individuals leading specific teams

Asset -

Protection

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 50November 2005

Operations

Advisor

Medical

Coordinator

External

Affairs

Emergency

Co-ordinator

Emergency Coordination Team

• Small team to get things done

• Emergency Coordination Centre (ECC) at Head Office

On-Scene

Commander

(OSC)

HR

Rep

Logistics

Coordinator

HSSE Rep

Customer

Liaison

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 51November 2005

Technical

Director

Government

Affairs

External

Affairs

Crisis Manager

Corporate Crisis Management Team

HR

Director

Legal

Advisor

Security

Director

Managing Director

Finance

Director

Emergency

Coordinator

• Support to Emergency Management

• …… Broader implications of the potential crisis

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 52November 2005

Emergency & Crisis Organisation

Government

NATIONAL MANAGEMENT

Emergency Services, Local Government

Emergency

Response

Operational

Response

Ministries and Government Leaders

FIELD MANAGEMENT

Local / National Government Agencies, Military

DISTRICT MANAGEMENT

National

Crisis

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 53November 2005

Local Government – Site Organization

Incident Command System

Fire

ServicesPolice Army, Navy,

Air Force

• Incident Commander often from Fire Service

• …… unless specifically in the area of another agency

Incident

Commander

Medical Other Civil

Support

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 54November 2005

Civil

Defence

Industry Internal

SecurityMilitary

Government – National Crisis Organisation

• High Level Team – Reporting directly to Deputy Prime Minister

• ….. Receiving information from Operations Rooms

• …………Liaising with relevant Industry Players

Prime

Minister

Operations

Room

Operations

Room

Po

rt

Airp

ort

Med

ical

Co

nstrn

Oth

er

Fire

Po

lice

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 55November 2005

Recognition of Issues

Stakeholder Analysis

Technical StrategyComms Strategy

Information Assembly

Implementation

Monitoring

Mobilisation & Set Up

What’s HappeningWhat Could Happen

What’s Needed On Site / Off Site

Getting It There

Casualties / Evacuees

Community

Detection & Alert

On-Site Control

Off Site Mitigation

Casualties

Evacuation

Shut Down

Site ResponseEmergency

Management Crisis Management

INCIDENT MANAGEMENT TEAM (IMT)

COMMAND & CONTROL TEAM

CRISIS MANAGEMENT TEAM (CMT)

Recovery

Involved Stakeholders- Relatives; Community;

Government; Media

Support Needs /Action

Feedback

Resolution

Clean Up & Investigation

Emergency Over

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 56November 2005

Principals of Command and Control

ASSESS

PLAN

DELEGATE

COMMUNICATE

CWI/IASST/IASST ER CM 1a.ppt

IASST Marine Conference on Safety & Survival

Slide 57November 2005

MCA RESPONSE TO OIL SPILLS

CRISIS MANAGEMENT :

READINESS• Planning in detail for responses to as many potential

crises as possible.

• Establishing monitoring systems and practices to detect

early warning signals of any foreseeable crisis.

• Establishing and training a crisis management team

• Involving as many stakeholders as possible in all planning

and action stages.

• DRILL, REVIEW, IMPROVE, TRAIN

• DRILL, REVIEW, IMPROVE, TRAIN

• REMEMBER HUMAN BEHAVIOURS CHANGE IN

EMERGENCY 58

Resilience is the intrinsic ability of a system to adjust itsfunctioning prior to, during, or following changes anddisturbances, so that it can sustain required operations evenafter a major mishap (or in the presence of continuous stress).

SEAHORSE FOCUSES on the ability of individuals, groups,and organizations to anticipate the changing shape of riskbefore damage occurs

SEAHORSE develop resilience resources to prevent a decreasein system performance, allowing the system to return tobaseline performance much more quickly and display greaterresilient behavior.

RESILIENCE

TECHNOLOGY TRANSFER

To Maritime

?SEAHORSE PRODUCT

SEAHORSE: FIRST EU FUNDED PROJECT COMBINING TWO TRANSPORT MODES TRANSFERING SUCCESSES FROM AIR TO MARINE TO SOLVE THE SAME PROBLEM

Resilience Matrix