CRISIS

MANAGEMENT IN

EMERGING

COUNTRIES

RISK PROFILE DIFFERENCES BETWEEN DEVELOPED AND

EMERGING MARKETS

THE INFLUENCE OF CULTURE IN RESPONDING TO CRISIS

EVENTS

HOW TO MANAGE A CRISIS FROM THE OTHER SIDE OF THE

WORLD

MALAYSIAN AIRLINES FLIGHT MH370

A SAFETY PROFESSIONAL‟S TOP 4

2

“What happens when you dial the local

version of 000?”

3

RISK PROFILES DIFFERENCES BETWEEN

DEVELOPED AND EMERGING MARKETS

4

How professional / ethical are emergency services (police, fire, medical)

How stable is the political / social society

How mature are the countries safety / duty of care standards

05

ONE MAN‟S

ROUTINE IS

ANOTHER

MAN‟S CRISIS The influence of culture in responding to crisis events

THE TYRANNY OF DISTANCE:

6

HOW TO MANAGE A CRISIS

FROM THE OTHER SIDE OF THE WORLD

Utilise simple, well trained and tested procedures

Strong leadership – crisis leadership, not regular business leadership

Two tiered structure:

• Incident Management Team focused on the incident site/ country

• Crisis Management Team focused on reputation, legal, financial etc

Underestimate levels of assistance from Governments and local providers

Overestimate need to communicate – often and simply is key

05

MALAYSIA

AIRLINES

FLIGHT MH370 Malaysian Airlines brand impacted – not in control of message or response

Media storm creates an enormous additional burden on crisis management teams

More than 2 Governments involved = complexity greater than assistance provided

1. Planning – we can‟t „cookie cut‟

response systems from one country to the

next

8

2. Most international crises affect Australian

businesses through People Risk.

Therefore, travel safety & security should

be #1. 9

3. Linking employee safety to long term

reputation risk is the best way to keep our

people safe overseas

10

4. Be very clear about which types of

employees (locals/ expats) will be

evacuated if necessary

11

12

THANK YOU Anthony Moorhouse

Founder & CEO

Dynamiq Pty Ltd

E: anthony.moorhouse@dynamiq.com.au

M: 0434208747