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crisis communication

By |2021-08-18T09:32:43+02:00 18 August, 2021|Interest|

Communication after an event always takes place. Therefore, it is not necessary to question whether crisis communication must take place, but only when and how. The basic rule is: As early as possible and as much as necessary! This is the only way to reduce and manage the effects of a crisis. Good crisis communication begins before a crisis with preparation and precaution. It is then called risk communication and serves to identify and minimize risks and to generate risk acceptance. It also creates risk maturity, which enables people to understand, evaluate and combat risks. For this, communication as early as possible is important, as the example of a flood shows. Early information about current events and the indication of an imminent flood generate a higher acceptance for measures after the flood has occurred. Crisis communication can also be used to convey targeted instructions for action, such as: [...]

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8 tips for your crisis communication

By |2021-08-18T09:34:20+02:00 18 August, 2021|Interest|

Why your communication today is critical to your performance tomorrow Germany and the world are in a state of emergency. Many industries, such as the automotive sector, are experiencing one of the worst crises ever (source: industry analysis by management consultants Bain & Company), sales are down and all forecasts are uncertain. With all the efforts to save one's own company over the crisis, one thing can quickly fall into the background: Leading the company through the crisis. Employees feel that otherwise stable companies are suddenly standing on shaky ground. Companies that were still forecasting a good business year for their employees during New Year's speeches now have to announce short-time work. Consequences that every employee feels more keenly than all of the internal and external personnel marketing measures from the time before the crisis. But what does this mean for employers? If you don't do a good [...]

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Risk vs. crisis communication

By |2021-08-02T07:20:15+02:00 2 August, 2021|Interest|

In the field of crisis management, there is some talk of risk communication and some of crisis communication. In some documents or reports, the terms are used as synonyms for each other or are not clearly differentiated. But is this actually the case? The extent to which the term risk communication needs to be distinguished from the term crisis communication depends on the model being considered. Depending on the model, a clear differentiation may not be possible, but it must be said in advance that risk communication and crisis communication are not the same thing, so using the terms as synonyms is not correct. First of all, it should be clarified what the respective terms are: Risk communication is understood as a general warning that the occurrence of an event is basically possible. Risk communication takes place regardless of the occasion and is intended to prepare people for [...]

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Critical Infrastructures

By |2021-10-06T08:33:52+02:00 6 October, 2021|Interest|

Definition of critical infrastructures and their sectors Critical infrastructures (CRITIS) are, according to the German Federal Ministry of the Interior, for Construction and Homeland, "organizations and facilities of major importance to the state community, the failure or impairment of which would cause lasting supply bottlenecks, significant disruptions to public safety or other dramatic consequences." [1] This means that a failure of these infrastructures can have a major impact on the population and the state and must therefore be avoided at all costs. In the face of increasing IT dangers, the German parliament published the BSI Act on the Tasks of the Federal Office for Information Security in 2009, according to which CRITIS must meet increased requirements in the area of IT. However, this law does not define which companies, organizations and institutions are CRITIS. For this purpose, the Ordinance on the Determination of Critical Infrastructures under the BSI [...]

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Leading – differences between bcm and administrative crisis management

By |2021-09-29T11:18:07+02:00 29 September, 2021|Interest|

Business continuity management can also mean "emergency and crisis management". We also find this term in the administrative sector, as in the work of civil protection. But is leadership in the event of crises really the same? This short article is intended to highlight individual differences and similarities between these two emergency and crisis management approaches so that a distinction can be made and differentiation simplified. Causes of crises The causes of crises or disasters in the field of civil protection are almost exclusively external. This means, for example, natural disasters, terrorist attacks or a technical/human failure, which leads to high risks. In the case of companies, there are two additional causes: inadequate attention to operational fluctuations up to the point of escalation and the occurrence of latent problems, which lead to high reputational damage. The crisis is therefore not only brought in from the outside, but may [...]

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The crises team

By |2021-09-27T10:52:18+02:00 27 September, 2021|crisis management, Interest|

A crisis team is a group of people with decision-making authority who plan and implement the management of a crisis. Other names are a staff for extraordinary events or a task force. No matter what such a group is called, it must have decision-making capability and be responsible for managing the crisis. Fire Service Regulation 100 on Leadership and Command in Emergency Operations (German: Feuerwehr-Dienstvorschrift 100, FwDV 100 or DV 100) describes the crisis management team as it is used in emergency response (fire department, rescue service, disaster control/civil protection). Here, it is referred to as incident command staff. For more information on the distinction between the crisis management team and the command staff, you can read our blog article on the topic of "Leading - differences between BCM and official crisis management". The FwDV 100 was created after the Lüneburg Heath fire, as leadership faced great challenges [...]

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Corruption is no issue in our company – Really?

By |2021-09-08T09:47:49+02:00 8 September, 2021|Interest|

Corruption generally describes a decline in morals that is based on the fact that an expectation is violated. This expectation is defined by a trust provider (a company, the public, etc.), which establishes a behavioral expectation. Corruption describes the visible breach of trust when these behavioral expectations are not met. In the company, these expectations are also called compliance. Corruption always attacks the social fabric, which is built on trust. In addition, corruption can begin as early as the time of signing the employment contract, when the offered position is to be used to fulfill one's own interests or the interests of third parties. Thus, a pretense of facts takes place here. The pretense of loyalty is also used to deceive the company and to abuse trust. Motives for corruption arise from the imbalance of one of the following needs: - Meaning - recognition - success - attention [...]

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Emergency drills – stumbling blocks and importance

By |2021-08-31T12:01:14+02:00 31 August, 2021|News, Safety|

Due to multiple threat possibilities (e.g. natural phenomena, increasing dependencies on information technology, international terrorism, blackouts, pandemics, etc.), emergency drills are an important tool to prepare a company/organization for such scenarios. Only those who are prepared and feel prepared can handle an emergency adequately and in a timely manner. If this is not the case, emergencies can develop into crises or even disasters for one's own company/organization or even for other stakeholders. This article is intended to shed a little light on the complex topic of emergency drills, emphasizing the importance and problem areas of such drills by highlighting some aspects. Thus, there is by no means any claim to completeness. Importance of emergency drills As mentioned earlier, we are all virtually at the mercy of a variety of threats that can result in physical or financial damage or damage to reputation. These threat opportunities are difficult for [...]

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Organizational resilience

By |2021-08-31T08:23:13+02:00 31 August, 2021|Norms & Standards, Safety|

The standards for organizational resilience In March 2017, the new ISO standard ISO 22316:2017 was published with the long title "Security and resilience - Organizational resilience - Principles and attributes". The standard was developed by the Technical Committee ISO/TC 292 Security and resilience, which is also responsible for the ISO standards around ISO 22301 Business Continuity Management. In addition to this ISO standard, BS 65000:2014 "Guidance on organizational resilience" has been available from British Standards (BSI) since 2014. We can therefore currently build on two standards on the subject of resilience. What is it about a topic that is apparently so important that two standards are dedicated to it? If you enter the search term "resilience" for german books in Amazon, you will already receive over 1,000 suggestions for filling your electronic shopping cart. If you approach the topic of "resilience" in a foreign language, you already [...]

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Case study companies with and without BCM

By |2021-08-30T08:08:32+02:00 30 August, 2021|Interest|

Why actually think and take precautions for robust corporate governance and supposedly expensive business continuity management? Paper is patient - and the ISO 22301 standard lies warm and dry in the cupboard. We take you through a case study to show you the process of an emergency using two differently positioned companies. Our case study takes you to two medium-sized companies operating in the same industry: House of cards-Money Tomb GmbH and robusta-Willow Tree KG. As "hidden champions," the companies produce the highest quality products and services in a niche area. Both companies have an extensive product portfolio, production at several locations, a business field of medical services and a large web presence with B2B and B2C contact. Key customers of the company come from the aviation industry, the automotive industry and other diverse sectors. Our protagonist is Bert van Jenssen, IT manager in the companies. The system [...]

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