Sage advice for managing a crisis

August - September 2020 T rust, relationships and agile decision-making figure Sage advice for highly as key considerations when managing crises, say authors Erica Seville and Richard Ball in the managing a crisis newly-published guide, A Board’s Role in a Crisis. Conversations with experienced New Zealand and “There is no one instruction manual for a board facAustralian chairs, board members and chief executives ing a crisis,” the authors say. reveals key themes to consider in crisis management “But there is much to learn from past events and some ganisations ensure they are transport, mining, local and when we reflected that key themes that can help fit for the future. The new government and scientific our own Prime Minister had leaders navigate through.” guide is published in partresearch. been through three major

The two authors from nership with the Institute of Institute of Directors chief situations in the space of Resilient Organisations Directors and QuakeCoRE. executive Kirsten Patterson a few months – a mass interviewed 12 directors, The guide outlines key says being prepared for a shooting, a deadly volcano board chairs and chief themes for boards to bear crisis is key. eruption and the global executives. Within the past in mind when managing “Being prepared means pandemic,” author Erica 10 years each were involved crises and aimed to extract constantly updating your Seville says. in responses to some of the lessons learned about knowledge and continual“It seems that crises and most significant crises that the role, behaviours and ly learning. Every crisis is learnings from them will be have occurred in New Zealeadership of boards, and to different and there is no one forever relevant – to equip land including infrastructure capture different perspecsize fits all approach. leaders for next time. failure, market collapse, tives on the board’s role in “At the IoD we promote “Taking time to reflect on natural disasters, terrorist crisis. learning, we ask directors a crisis provides valuable attacks through to pandemThe directors interviewed to share their experiences insight and learning not ic responses. spanned a diverse range of with others, and to be open only for your board and

Resilient Organisations sectors including banking, with their knowledge. It is organisation but can play specialises in helping orretail, health, electricity, immensely valuable having an important role in helping insight that allows you to other leaders and organi

Key Lessons know what to consider. “Then adapt flexibly to sations to be able to focus on what is most important the situation you face. This and can make the biggest report is another great difference during times of > Trust and relationships are crucial and can make addition to the toolkit for challenge.” or break recovery from crisis. Open, frequent and directors – for any leader in proactive communication to all stakeholders includa crisis.” www.resorgs.org.nz ing employees is essential. Values are key. Leaders “We started this project www.quakecore.nz dealing with a crisis need to be keenly aware of how before the global pandemic, www.iod.org.nz their own actions can promote or undermine important relationships.

> Rapid, well-considered decisions in an environment of high uncertainty and risk may feel like a tall order but is often critical. Being agile will depend on taking time before a crisis hits to discuss and agree principles that will guide decision making when challenge hits. Thinking about how you want to come out of the crisis will guide your strategic approach and decision-making. Having the right mechanisms in place to harness the collective wisdom of your board and leaders will also make a difference.

> Amplifying health and safety, preparing for the long haul, preparation, and guiding the team rather than ‘playing the game’ for them (link to full report) are other themes raised by contributing directors.

The world’s largest and most efficient gas turbine

Grid-connected validation de-risks equipment purchases, ensures reliability and insurability

Mitsubishi Hitachi lower emissions, is now Power Systems’ integrated with MHPS-TOT-Point 2 comMONI® digital solutions for bined cycle power plant valverification and validation at idation facility has entered T-Point 2. full commercial operation The gas turbine is enterwith an enhanced JAC gas ing commercial operation turbine that sets the record at record-setting combined for output and efficiency. cycle efficiency greater than

MHPS’ most advanced 64 percent and a world’s JAC gas turbine, designed first turbine inlet temperafor maximum efficiency and ture of 1650°C.

This gas turbine reduces carbon emissions by 65 percent compared with coal-fired plants. In addition, it has the capability for conversion from natural gas to a blend of natural gas with 30 percent renewable hydrogen to reduce emissions further.

Eventually it will be capable of running on 100 percent renewable hydrogen to completely eliminate carbon emissions.

MHPS demonstrates new gas turbine capabilities at its own combined cycle power plant before shipping to customers. This enables the company to provide unmatched performance, such as the 99.5 percent reliability of its J-Series gas turbines

The T-Point 2 plant was commissioned in March at Takasago Works in Japan, to replace MHPS’ original T-Point plant and to continue MHPS’ approach advance the limits of technology while minimising risk to its customers.

To do this, MHPS validates its new gas turbine technologies and digital solutions under long-term grid-connected operation for a minimum of 8,000 operating hours, which is equivalent to nearly one year of normal operation and is a key insurance industry criterion for fleet reliability.

The digital building blocks of the autonomous power plant being validated at T-Point 2 include an advanced Automatic Plant Startup package that is closely linked to the advanced analytics and diagnostics that continuously monitor the total plant.

To validate complete remote operation, operations will be transferred from the local control room to the Takasago Remote Monitoring Center. Operations and maintenance building blocks under evaluation include an advanced array of acoustic, video, and thermographic data acquisition sensors monitored by advanced analytics that are being trained to identify pattern changes.

T-Point 2 is also evaluating the first ever Netmation 4S Digital Control System to be used on an advanced class gas turbine combined cycle plant. Netmation 4S adds additional reliability, redundancy, and enhanced operator experience to the well-proven family of control systems.

“This project positions us years ahead of any manufacturer in putting the latest generation of 1650°C gas turbine technology into commercial operation,” says President and CEO of MHPS Americas Paul Browning.

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