Crisis Management Manual
Š Inter IKEA Systems B.V. V1 April 1, 2014
The dictionary definition of a crisis is: A decisive moment; a time of danger or great difficulty; a turning point. In a more general sense, a crisis is an event that leads to – or is expected to lead to – an unstable and dangerous situation affecting an individual, group, community, or society as a whole. Crises are deemed to be negative changes in security or to economic, political, societal, or environmental affairs – especially when they occur abruptly, with little or no warning.
What does a crisis mean for us? • A crisis can arise whenever there is potential damage to the IKEA brand and our reputation • A crisis exists when any incident forces a store to close: whether due to a serious fire, bomb threat, or even a power failure • A crisis exists when any incident related to IKEA results in severe injury or death • A crisis exists when we have to deal with exceptional events such as robbery or vandalism, a controllable fire, or anything that affects the safety and well-being of our customers, our employees, our suppliers, or the public at large
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Index: Table of Contents Purpose of this Crisis Management Manual: This manual defines roles and responsibilities in the event of any crisis arising in our organisation and is presented in eight sections:
Chapter 1 The people who will work to constantly improve the manual, and our preparedness to cope with all eventualities that could have a negative impact on our brand and reputation.
Chapter 2 Who will do what when there is a crisis?
Chapter 3 The processes to follow should a crisis arise.
Chapter 4 The role of the crisis duty manager.
Chapter 5 The crisis meeting-room and its equipment
Chapter 6 Contingency plans when a crisis occurs.
Chapter 7 Communicating with the media.
Chapter 8 Annexures: • Incident form • Telephone list
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CHAPTER 1 The Crisis Team Steering Group – the people who will work to improve the Crisis Management Manual and ensure crisis preparedness.
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Chapter 1
The Crisis Team Steering Group
Function
To constantly review processes and update the Crisis Management Manual as needed. To ensure that lessons learned from experience are discussed by regular focus groups throughout the year and updated in the manual along with advances in best practice and new ideas that contribute to more effective crisis management.
John Kersten MD IKEA + Mile Franicevic, GM IKEA
Justin Roberts, Regional CR + Operations Manager
Vinod Jayan GM Sales + Range
Saju Alex Regional IT Manager
Helle Palmans
Siddarth Bhide
Craig Mathias
Manish Saun
Khalil AlSalihi
James McGowan
Sharod Kumar
Regional HR Manager
GM Expansion
Regional Operations Manager
Regional Finance Manager
Store H&S Manager
Regional Brand Manager
Store Manager Oman
Roles and responsibilities of the group John Kersten and Mile Franicevic: Responsible for crisis management for Al Futtaim IKEA. Justin Roberts: Responsible for overall documentation and crisis management processes for Al Futtaim IKEA. Sharod Kumar: Responsible for presenting feedback on the crisis management process from store management teams to the Crisis Team Steering Group. Vinod Jayan: Responsible for input and feedback to the Crisis Team Steering Group from the regional and expansion office teams. Saju Alex: Responsible for ensuring that IT systems and communications equipment remain functional during a crisis (or that an alternative is available). Helle Palmans: Responsible for presenting the Crisis Team Steering Group with feedback from Human Resources on the crisis management process. 6
Siddarth Bhide: Responsible for input and feedback to the Crisis Team Steering Group from a new store/ regional perspective. Craig Mathias: Responsible for presenting the Crisis Team Steering Group with feedback from Customer Relations and Operations on the crisis management process. Manish Saun: Responsible for ensuring that insurance and financial considerations are factored into the Crisis Management Manual and contingency plans. Khalil AlSalihi: Responsible for feedback to the Crisis Team Steering Group on store evacuation and health and safety processes. James McGowan: Responsible for securing the IKEA brand image as part of the crisis management process by releasing regularly updated media statements and adopting a crisis-relevant social media strategy.
CHAPTER 2 Who will do what when there is a crisis?
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Chapter 2
Who will do what when there is a crisis?
The Crisis Management Team will comprise: • • • • • • • • • • •
John Kersten Mile Franicevic Justin Roberts James McGowan Siddarth Bhide Vinod Jayan Helle Palmans Sharod kumar Manish Saun Saju Alex Djamel Rezzig
Their tasks will be: • Support the store where the crisis occurred and provide leadership and direction • Take control of the media
Store management teams form their own crisis management team, comprising: • • • • • • • • • 8
Store manager Deputy store manager Sales manager Deputy sales manager Customer relations manager Operations manager HR manager ISL manager Business navigator
CHAPTER 3 The processes to follow should a crisis arise.
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Chapter 3
The processes to follow should a crisis arise.
If a crisis arises in a store, the sequence of communication will always be: 1 The store duty manager (DM) handles the crisis and follows the routine store routine evacuation process. 2 The DM contacts his or her own store manager and crisis duty manager, giving them a concise explanation of the crisis and the current state of affairs. The same applies to the nightshift DM. 3 The store DM and the crisis duty manager (CDM) decide whether they need to assemble their own teams in the crisis meeting-rooms. 4 The store DM will complete the crisis management incident form and email it to all duty managers at that store and to the IKEA country management team.
The email should be sent within 15 minutes of the incident taking place. If the decision is to assemble the crisis teams… • A pre-written text is sent by the CDM to the crisis management team informing them that a crisis has occurred and that they need to meet urgently in the crisis meeting-room. The message should read:
Emergency incident in progress in store (name). Message sent by (name). PLEASE PROCEED IMMEDIATELY TO CRISIS MEETING-ROOM. If a meeting is not necessary, the crisis management team will be called and updated by the CDM. • Example 1: A serious fire occurs and the store is evacuated. Parts of the store are destroyed and can no longer trade. A meeting is essential to discuss the next steps. • Example 2: A fire occurs in the store office and the store is evacuated. The store can be re-opened with very little effort. 1 If a meeting is required, the crisis management team will gather in the crisis meeting room. At this point, it could be decided after communicating with the store where the crisis occurred that some of the crisis management team members must travel to support the affected store. 2 Contact AF Travel on +97150 6567159 to arrange tickets. Until purchase orders can be raised, an email to AF travel requesting the travel ticket/hotels can be used, but travel formalities should be completed as quickly as possible.
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FIRE, bomb threat, explosion CODE 1000 Activated
EVACUATION PHASE
EVACUATION PHASE OTHERS • Sales co-workers ensure that the short cut doors are kept open • SS/Warehouse co-workers – open your gates • Help customers leave your area • Explain that the store is being closed for the time being: they need to leave the building • Do not leave the store until you have helped customers leave your area • Go to the assembly point when clear to do so
fire marshals & first-aiders Go to the area where the announcement was called, with the first-aid box, PROVIDING the announcement was to the area where you work.
ROLL CALL PHASE
ROLL CALL PHASE THE STORE DUTY MANAGER CONTACTS HIS/HER STORE MANAGER THE CRISIS DUTY MANAGER
CRISIS MANAGEMENT PHASE
For a crisis in the uae and qatar The regional marketing manager will contact GMASCO For a crisis in cairo The regional marketing manager will CONTACT editor
THE CRISIS DUTY MANAGER CONTACTS: REGIONAL MARKETING MANAGER REGIONAL CR MANAGER GENERAL MANAGER
CRISIS MANAGEMENT PHASE
REGIONAL CRM CONTACTS GROUP ADMIN SERVICES
THE GENERAL MANAGER WILL UPDATE THE MANAGING DIRECTOR WHO WILL UPDATE THE RETAIL PRESIDENT + IOS
THE CRISIS MANAGEMENT TEAM MEET IN THE CRISIS MEETING-ROOM
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CHAPTER 4 The role of the crisis duty manager (CDM).
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Chapter 4
The role of the crisis duty manager (CDM)
Those qualifying to be CDM are: • John Kersten • Mile Franicevic • Justin Roberts • Helle Palmans • James McGowan • Manish Saun • Vinod Jayan • Siddarth Bhide The CDM must be completely familiar with all the steps and processes described in the Crisis Management Manual. A CDM will sign for and take responsibility for a separate mobile phone, to be used only for crisis management purposes. An agreed CDM schedule will be prominently displayed in all stores. Any change must be agreed by an alternative CDM who will assume responsibility. This change must be arranged by the CDM requesting the change. The CDM who requests a duty shift change is responsible for updating the store teams. (See Chapter 9 for detailed CDM responsibilities)
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CHAPTER 5 The crisis meeting-room and its equipment
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Chapter 5
The crisis meeting-room and its equipment
Dubai • The main crisis meeting-room will be in the expansion offices across from the DFC store.
YAS • The main crisis meeting-room will be the training room on the store office floor. • Should this room be inaccessible, the meeting-room across the road from IKEA Yas in ACE hardware will be used.
Qatar • The main crisis meeting-room will be the training room on the store office floor. • Should this room be inaccessible, the meeting-room across the road from IKEA Doha in Festival City portakabin will be used.
Cairo • The main crisis meeting-room will be the training room on the store office floor. • Should this room be inaccessible, the meeting-room across the road from IKEA Cairo in Festival City offices will be used.
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Crisis management meeting room • During a crisis, the crisis management meeting-room has an important part in the communication process. • When a crisis has reached a level that justifies notification of the Crisis Management Team, constructive use of the meeting-room will ease effective communications.
Process to follow for a crisis in the Yas store: • Once the store manager receives notification of a crisis from the store duty manager, the store crisis management team must be assembled in their crisis management meetingroom. • If possible, the store crisis team will meet in the in-store crisis meeting-room. If not, in the Ace hardware crisis meeting-room. • The regional office crisis team will meet in their crisis meeting-room and begin communication with the store crisis team to decide what is required.
Process to follow for a crisis in the Qatar store: • Once the store manager receives notification of a crisis from the store duty manager, the store crisis management team must be assembled in their crisis management meetingroom. • If possible, the store crisis team will meet in the in-store crisis meeting-room. If not, in the Doha Festival City crisis meeting-room. • The regional office crisis team will meet in their crisis meeting-room and begin communication with the store crisis team to decide what is required.
Process to follow for a crisis in the Cairo store: • Once the store manager receives notification of a crisis from the store duty manager, the store crisis management team must be assembled in their crisis management meetingroom. • If possible, the store crisis team will meet in the in-store crisis meeting-room. If not, in the Cairo Festival City crisis meeting-room. • The regional office crisis team will meet in their crisis meeting-room and begin communication with the store crisis team to decide what is required.
Equipment and resources kept in the crisis management meeting-room OR within easy access: Section A • Crisis Management Manual • Location maps of all stores in current territories • Stationery supplies • Telephone lists (including internal and external contact details • Mobile phone chargers (suitable for all phones used by crisis team members) • Photocopier • Telecommunications equipment, including one outgoing and two incoming lines • Whiteboards • Furniture (desks, tables, chairs etc)
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CHAPTER 6 Contingency plans when a crisis occurs.
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Chapter 6
Contingency plans when a crisis occurs
• Following any crisis, it is vital that we minimise any long-term damage to the business. • Damage may be physical, affect our brand and reputation, or create welfare issues regarding co-workers and customers. • If required, the crisis management team will be present at the affected IKEA unit to make an in-depth assessment and enable a structured response. • The recovery process begins almost immediately to ensure damage is limited as far as possible. • Following a major emergency, there will be extensive external assistance. This will range from emergency services and the local authority to voluntary agencies that have specialised knowledge and experience. • It is also vital that the company’s insurers are involved as quickly as possible, so as to ensure compliance with insurance policies. • As soon as practicable, the Crisis Management Team must appoint a recovery crew that will be able to give a damage overview and direct the recovery process.
Dependencies (currently only for Dubai and Yas) The accompanying checklists are to be used to plan for a crisis and shutdown of either Dubai or Yas store, so that customers can be re-directed. Action
By whom
After completion of all communication, updates to AF H/O and IOS
John/Mile
Arrange insurance company to visit site
Finance
Determine requirements for rebuilding the affected store
Expansion Mgr
Plans and permissions: expansion team process Appoint recovery team
Expansion team R/O
HR
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Action
By whom
Ensure that all co-workers are taken care of
HR team
Arrange additional casual labour if required
HR team
Contact all management and co-workers on leave – return to work
HR team
Arrange accommodation if required for co-workers who transfer to be closer to the store
HR
Arrange counselling sessions for co-workers and management (if required)
HR
Arrange for food to be delivered to people working at affected store
HR/IFB
MARKETING Action
By whom
Ensure accuracy and comprehensiveness of all facts relating to the crisis
Marketing
Prepare for media questions/plan media event if required
Marketing
Brief media agency
Marketing
Add automatic message to affected store phone number
Marketing
Use the IKEA website to update customers of what has happened
Marketing
Plan marketing campaign; inform public of the closure and their nearest alternative store
Marketing/CMT
OPERATIONS Action
By whom
Close off all entrances to the store
Operations
Cover all entrances with additional guards
Operations
Remove IKEA signage from the building (only if closed for more than six weeks)
Operations
Inform all maintenance suppliers of what has been affected and arrange additional manpower if required
Operations
Additional cleaners to clean up affected store if required
Operations
Additional security to clean up affected store if required
Operations
Arrange temporary office if required
Operations
Power generators if required
Operations
Plan removal and segregation of all damaged items from the store – possible storage area GR bay
Operations/store team
CUSTOMER RELATIONS Action
By whom
Have a shuttle bus for customers to take them to the nearest alternative store
CR
Print maps and gift cards. Hand out at affected store with directions to nearest alternative store
CR
Send all delivery vehicles to nearest alternative store
HD
Re-direct e-commerce orders to the nearest alternative store (if required)
CS Mgr
Remove trading hours communication External car park communication: replace with information on nearest alternative store Cover windows of affected store
CR CR
Call customers expecting deliveries or product pick-up
HD department
CR
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Chapter 6
Contingency plans when a crisis occurs
STORE TEAMS Action
By whom
Redeploy co-workers to the nearest alternative store as this will become very busy and need help
HR + Store departments
Stop all deliveries, Range, IKEA Food, and office supplies
All departments
Erect notices referring customers to the nearest alternative store
CR + COMMIN
Brief all co-workers on the contingency plan
Store team
Transfer stock from affected store (if possible) to the nearest alternative store
Sales + Range and Logistics
Extend trading hours of the nearest alternative store store if required
Store Mgt Team
Plan for replacement and rebuild of damaged furniture
Sales + CR
Appoint recovery team
Store Mgt team
Review in the nearest alternative store: (+ SALES) Make new sales tree with expectations Management cover Annual leave Casual and OT requirements Cleaning Security Packing materials Stationery D&A schedules Distribution + store receiving hours Cardboard and waste removal Maintenance requirements IT: Sales counters Additional checkouts IFB IFB sales Make new sales tree with expectations Additional staff Orders Stationery, cutlery Equipment from old store if required Additional POS if possible Additional tables and chairs if required Destruction process for contaminated food Review what can be transferred from the affected store
Store Mgt Team
Dan
Store Mgt Team
IT
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Action
By whom
Start testing all IT systems – plan replacements
Saju + Team
Contact with Landsteiner
Saju + Team
Store Scenario 2: Store closed for medium-term (6 days to 13 days) Action
By whom
After completion of all communication, updates to AF H/O and IOS
John/Mile
Arrange insurance company to visit site
Finance
Determine requirements for rebuilding the affected store
Expansion Mgr
Plans and permissions: expansion team process
Expansion team
Appoint recovery team
R/O
HR Ensure that all co-workers are taken care of
HR team
Arrange additional casual labour if required
HR team
Contact all management and co-workers on leave – return to work
HR team
Arrange accommodation if required for co-workers who transfer to nearest alternative store
HR
Arrange counselling session for co-workers and management (if required)
HR
Arrange for delivery of food for people working at affected store
HR/IFB
MARKETING Establish accuracy and comprehensiveness of all facts relating to the crisis
Marketing
Prepare for media questions/plan media event if required
Marketing
Brief media agency
Marketing
Add automatic message to affected store phone number
Marketing
Use the IKEA website to update customers of what has happened
Marketing
Plan marketing campaign; inform public of the closure and their nearest alternative store
Marketing/CMT
OPERATIONS Close off all entrances to the store
Operations
Cover all entrances with additional guards
Operations
Inform all maintenance suppliers of what has been affected and arrange additional manpower if required
Operations
Additional cleaners to clean up affected store if required
Operations
Additional security to clean up affected store if required
Operations
Arrange temporary office if required
Operations
Power generators if required
Operations
Plan removal and segregation of all damaged items from the store – possible storage area GR bay
Operations/Store team
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Chapter 6
Contingency plans when a crisis occurs
CUSTOMER RELATIONS Action
By whom
Have a shuttle bus for customers to take them to the nearest alternative store
CR
Print maps and have gift cards, hand out at affected store with directions to nearest alternative store
CR
Send limited numbers of delivery vehicles to nearest alternative store
HD
Re-direct e-commerce orders to nearest alternative store if required
CS Mgr
Remove trading hours communication External car park communication: replace with nearest alternative store information Cover windows of affected store
CR CR
Call customers expecting deliveries or product pick up
HD department
CR
STORE TEAMS Action
By whom
Relocate staff to nearest alternative store (if possible) as this will become very busy and need help.
HR + Store departments
Stop all deliveries, Range, IKEA Food, and office supplies
All departments
Erect notices referring customers to the nearest alternative store
CR + COMMIN
Brief all co-workers on the contingency plan
Store team
Transfer limited stock (if possible) from affected store to nearest alternative store
Sales + Range and Logistics
Extend trading hours of nearest alternative store if required
Store Mgt Team
Plan for replacement and rebuild of damaged furniture
Sales + CR
Review following in nearest alternative store: (+ SALES) Make new sales tree with expectations Management cover Annual leave Casual and OT requirements Cleaning Security Packing materials Stationery D&A schedules Distribution + store receiving hours Cardboard and waste removal Maintenance requirements IT: Sales counters Additional checkouts IFB IFB sales Make new sales tree with expectations Additional staff Orders Stationery, cutlery Equipment from old store if required Additional POS if possible Additional tables and chairs if required Destruction process for contaminated food
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Store Mgt Team
Dan
Review the above in affected store: what can be transferred
Store Mgt Team
Appoint recovery team
Store Mgt Team
IT Action
By whom
Start testing all IT systems – plan replacements
Saju + Team
Contact with Landsteiner
Saju + Team
Store Scenario 3: Store closed for short term (1 day to 5 days) Action
By whom
After completion of all communication, updates to AF H/O and IOS
John/Mile
Arrange insurance company to visit site
Finance
Determine requirements for repairing the affected store
Expansion Mgr
Plans and permissions if required: expansion team process Appoint recovery team
Expansion team R/O
HR Ensure that all co-workers are taken care of
HR team
Arrange additional casual labour if required
HR team
Contact all management and co-workers on leave – return to work
HR team
Arrange counselling session for co-workers and management (if required)
HR
Arrange for food to be delivered for people working at affected store
HR/IFB
MARKETING Establish accuracy and comprehensiveness of all facts relating to the crisis
Marketing
Prepare for media questions/plan media event if required
Marketing
Brief media agency
Marketing
Add automatic message to affected store phone number
Marketing
Use the IKEA website to update customers of what has happened
Marketing
Plan marketing campaign; inform the public of the closure and their nearest alternative store
Marketing/CMT
OPERATIONS Close off all entrances to the store
Operations
Cover all entrances with additional guards
Operations
Inform all maintenance suppliers of what has been affected and arrange additional manpower if required
Operations
Additional cleaners to clean up affected store if required
Operations
Additional security to clean up affected store if required
Operations
Arrange temporary office if required
Operations
Power generators if required
Operations
Plan removal and segregation of all damaged items from the store – possible storage area GR bay
Operations/store team 25
Chapter 6
Contingency plans when a crisis occurs
CUSTOMER RELATIONS Action
By whom
Have a shuttle bus for customers to take them to the nearest alternative store
CR
Print maps and have gift cards, hand out at affected store with directions to nearest alternative store
CR
Re-direct e-commerce orders to nearest alternative store, if required
CS Mgr
Cover windows of affected store
CR
Call customers expecting deliveries or product pick up
HD department
STORE TEAMS Delay and stop deliveries, Range, IKEA Food, and office supplies
All departments
Erect notices referring customers to the nearest alternative store
CR + COMMIN
Brief all co-workers on the contingency plan
Store team
Extend trading hours of nearest alternative store if required
Store Mgt Team
Plan for replacement and rebuild of damaged furniture
Sales + CR
Appoint recovery team
Store Mgt Team
IT Start testing all IT systems – plan replacements
Saju + Team
Contact with Landsteiner
Saju + Team
The following checklists are to be used to plan for a crisis and shutdown of the Cairo and Qatar IKEA stores. Action
By whom
After completion of all communication, updates to AF H/O and IOS
John/Mile
Arrange insurance company to visit site
Finance
Determine requirements for rebuilding the affected store
Expansion Mgr
Plans and permissions: expansion team process Appoint recovery team
Expansion team R/O
HR
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Ensure that all co-workers are taken care of
HR team
Arrange additional casual labour if required
HR team
Contact all management and co-workers on leave – return to work
HR team
Plan support from other AF IKEA stores to help in clean-up process if required
HR team
Arrange accommodation if required for co-workers who transfer to other AF IKEA stores in different regions
HR
Arrange counselling session for co-workers and management (if required)
HR
Arrange for food to be delivered for people working at affected store
HR/IFB
MARKETING Action
By whom
Establish accuracy and comprehensiveness of all facts relating to the crisis
Marketing
Prepare for media questions/plan media event if required
Marketing
Brief media agency
Marketing
Add automatic message to affected store phone number
Marketing
Use the IKEA website to update customers of what has happened
Marketing
Plan marketing campaign; inform the public of the closure and nearest alternative store
Marketing/CMT
OPERATIONS Close off all entrances to the store
Operations
Cover all entrances with additional guards
Operations
Remove IKEA signage from the building (only if closed for more than six weeks)
Operations
Inform all maintenance suppliers of what has been affected and arrange additional manpower if required
Operations
Additional cleaners to clean up affected store if required
Operations
Additional security to clean up affected store if required
Operations
Arrange temporary office
Operations
Power generators if required
Operations
Plan removal and segregation of all damaged items from the store – possible storage area GR bay
Operations/store team
CUSTOMER RELATIONS Re-direct e-commerce orders to go to alternate region and deliver them cross-border
CS Mgr
Remove trading hours communication External car park communication Cover windows of affected store
CR CR CR
Call customers expecting deliveries or product pick up.
HD department
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Chapter 6
Contingency plans when a crisis occurs
STORE TEAMS Action
By whom
Stop all deliveries, Range, IKEA Food, and office supplies
All departments
Erect notices informing customers what has happened
CR + COMMIN
Brief all co-workers on the contingency plan
Store team
Plan for replacement and rebuild of damaged furniture
Sales + CR
Appoint recovery team
Store Mgt team
Review following for when store opens; it will be very busy after an extended closure (+ SALES) Make new sales tree with expectations Management cover Annual leave Casual and OT requirements Cleaning Security Packing materials Stationery D&A schedules Distribution + store receiving hours Cardboard and waste removal Maintenance requirements IT: Sales counters
Store Mgt Team
Additional checkouts IFB IFB sales Make new sales tree with expectations Additional staff Orders Stationery, cutlery Equipment from old store if required Additional POS if possible Additional tables and chairs if required Destruction process for contaminated food
Dan
IT
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Start testing all IT systems – plan replacements
Saju + Team
Contact with Landsteiner
Saju + Team
CHAPTER 7 Communicating with the media.
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Chapter 7
Communicating with the media.
AUTHORISED SPOKESPEOPLE The only representatives authorised to communicate with the media are those listed here. The appointed person(s) shall comment only on IKEA-related issues. In a severe crisis, it may be necessary to call a national or local news conference. This will happen only in exceptional cases. The news conference will be held in one of the crisis meeting-rooms. • • • • • •
John Kersten – MD Al Futtaim IKEA Mile Franicevic – GM Al Futtaim IKEA James McGowan – Regional Brand Communications Manager Justin Roberts – Regional Customer Relations and Operations Manager Helle Palmans – Regional Human Resources Manager Vanessa Kaye – Country Marketing Manager UAE + Qatar
For stores: Dubai • Renato Mrgeski – SM Dubai • Stephanie Currie – Store sales manager • Ryan Young - Store CRM Yas • Adosh Sharma – SM Yas Qatar • Ruhsen Gelgor – SM Qatar Cairo • Ali Ibrahim – SM Cairo • Kevin Rainsforth – Deputy SM • Munir Siraj – Store sales manager • Nermine Kastour – Country Marketing Manager Cairo All those named must have undergone media training approved by IKEA marketing. This will enable them to communicate professionally with the media.
HOLDING STATEMENTS
If you have to communicate while the situation is unfolding and guidance has not been given by the crisis communication team please use the following statement. Only the spokespeople listed above are authorised to communicate with the media, and they must adhere precisely to the prepared statements for each eventuality.
DO NOT COMMUNICATE ANYTHING OTHER THAN THE BELOW STATEMENT FIRE NON FATAL: “IKEA›s number 1 priority is the safety and security of our customers and co-workers. Due to a technical issue (PLEASE INSERT AN APPROPRIATE NEUTRAL PHRASE TO DESCRIBE INCIDENT - AVOID ‘BOMB’, ‘FIRE’ OR EMOTIVE TERM IF POSSIBLE) our IKEA staff carried out an orderly and successful evacuation from the store. We’d like to thank all our customers for their co-operation and we are extremely proud of the professionalism of our co-workers. Our emergency drills and safety procedures have proved their value, as demonstrated by the calm and efficient response to today’s incident.” FATAL: “Our hearts, thoughts and prayers are with all those affected by today›s incident. We are working with the authorities and conducting a thorough investigation. We will update you with more information as soon as we have it.” ANY QUESTION RESPOND WITH: IN THE EVENT OF THE MEDIA INVITING SPECULATION IN THE Q&A FOLLOWING DELIVERY OF THE STATEMENT YOU CAN POLITELY MOVE AWAY FROM THE SUBJECT WITHOUT DIRECTLY ANSWERING IT (I.E ‘BRIDGE’) BY USING THE FOLLOWING STATEMENT. “It would be irresponsible to speculate at this time. A full investigation is under way and we will update you as soon as we have relevant information.” 30
BOMB NON-FATAL: “IKEA›s number 1 priority is the safety and security of our customers and co-workers. Due to a technical issue (PLEASE INSERT AN APPROPRIATE NEUTRAL PHRASE TO DESCRIBE INCIDENT – AVOID ‘BOMB’, ‘FIRE’ OR EMOTIVE TERM IF POSSIBLE) our IKEA staff carried out an orderly and successful evacuation from the store. We’d like to thank all our customers for their co-operation and we are extremely proud of the professionalism of our co-workers. Our emergency drills and safety procedures have proved their value, as demonstrated by the calm and efficient response to today’s incident.” FATAL: “Our hearts, thoughts and prayers are with all those affected by today’s incident. We are working with the authorities and conducting a thorough investigation. We will update you with more information when we have it.” ANY QUESTION RESPOND WITH: IN THE EVENT OF THE MEDIA INVITING SPECULATION IN THE Q&A FOLLOWING DELIVERY OF THE STATEMENT YOU CAN POLITELY MOVE AWAY FROM THE SUBJECT WITHOUT DIRECTLY ANSWERING IT (IE, ‘BRIDGE’) BY USING THE FOLLOWING STATEMENT. “It would be irresponsible to speculate at this time. A full investigation is under way and we will update you when we have further information.”
Overcrowding of the store NON-FATAL: “One other important situation to cover is an orderly closing of the entrance doors to manage safely the number of customers in store. In case of such a situation with people waiting outside we suggest the following statement: “Due to a high volume of people visiting our store we are temporarily closing the entrance and will be letting you in as those already in the store complete their purchases and leave. We apologise for the inconvenience and thank you for your patience. To enhance your shopping experience our co-workers will be passing among you and distributing information on what you can find inside the store when you enter.” FATAL: “Our hearts, thoughts and prayers are with all those affected by today›s incident. We are working with the authorities and conducting a thorough investigation. We will update you with more information when we have it.” ANY QUESTION RESPOND WITH: IN THE EVENT OF THE MEDIA INVITING SPECULATION IN THE Q&A FOLLOWING DELIVERY OF THE STATEMENT YOU CAN POLITELY MOVE AWAY FROM THE SUBJECT WITHOUT DIRECTLY ANSWERING IT (IE, ‘BRIDGE’) BY USING THE FOLLOWING STATEMENT. “It would be irresponsible to speculate at this time. A full investigation is under way and we will update you when we have further information.”
DO NOT SAY ANYTHING ELSE
Water leak/flooding NON-FATAL: Generic response to situation “Thank you for your interest. Our highly trained team has dealt with a minor situation today. We will bring you more details as soon as we have them.” FATAL: “Our hearts, thoughts and prayers are with all those affected by today’s incident. We are working with the authorities and conducting a thorough investigation. We will update you with more information when we have it.” ANY QUESTION RESPOND WITH: IN THE EVENT OF THE MEDIA INVITING SPECULATION IN THE Q&A FOLLOWING DELIVERY OF THE STATEMENT YOU CAN POLITELY MOVE AWAY FROM THE SUBJECT WITHOUT DIRECTLY ANSWERING IT (IE, ‘BRIDGE’) BY USING THE FOLLOWING STATEMENT. “It would be irresponsible to speculate at this time. A full investigation is under way and we will update you when we have further information.” 31
Chapter 7
Communicating with the media.
Power outage NON-FATAL: Generic response to situation “Thank you for your interest. Our highly trained team has dealt with a minor situation today. We will bring you more details as soon as we have them.” FATAL: “Our hearts, thoughts and prayers are with all those affected by today’s incident. We are working with the authorities and conducting a thorough investigation. We will update you with more information when we have it.” ANY QUESTION RESPOND WITH: IN THE EVENT OF THE MEDIA INVITING SPECULATION IN THE Q&A FOLLOWING DELIVERY OF THE STATEMENT YOU CAN POLITELY MOVE AWAY FROM THE SUBJECT WITHOUT DIRECTLY ANSWERING IT (IE, ‘BRIDGE’) BY USING THE FOLLOWING STATEMENT. “It would be irresponsible to speculate at this time. A full investigation is under way and we will update you when we have further information.”
ROBBERY NON-FATAL: “IKEA›s number 1 priority is the safety and security of our customers and co-workers. Due to a technical issue (PLEASE INSERT AN APPROPRIATE NEUTRAL PHRASE TO DESCRIBE INCIDENT – AVOID ‘BOMB’, ‘FIRE’ OR EMOTIVE TERM IF POSSIBLE) our IKEA staff carried out an orderly and successful evacuation from the store. We’d like to thank all our customers for their co-operation and we are extremely proud of the professionalism of our co-workers. Our emergency drills and safety procedures have proved their value, as demonstrated by the calm and efficient response to today’s incident.” FATAL: “Our hearts, thoughts and prayers are with all those affected by today’s incident. We are working with the authorities and conducting a thorough investigation. We will update you with more information when we have it.” ANY QUESTION RESPOND WITH: IN THE EVENT OF THE MEDIA INVITING SPECULATION IN THE Q&A FOLLOWING DELIVERY OF THE STATEMENT YOU CAN POLITELY MOVE AWAY FROM THE SUBJECT WITHOUT DIRECTLY ANSWERING IT (IE, ‘BRIDGE’) BY USING THE FOLLOWING STATEMENT. “It would be irresponsible to speculate at this time. A full investigation is under way and we will update you when we have further information.”
Vandalism/looting NON-FATAL: Generic response to situation “Thank you for your interest. Our highly trained team has dealt with a minor situation today. We will bring you more details as soon as we have them.” FATAL: “Our hearts, thoughts and prayers are with all those affected by today’s incident. We are working with the authorities and conducting a thorough investigation. We will update you with more information when we have it.” ANY QUESTION RESPOND WITH: IN THE EVENT OF THE MEDIA INVITING SPECULATION IN THE Q&A FOLLOWING DELIVERY OF THE STATEMENT YOU CAN POLITELY MOVE AWAY FROM THE SUBJECT WITHOUT DIRECTLY ANSWERING IT (IE, ‘BRIDGE’) BY USING THE FOLLOWING STATEMENT. “It would be irresponsible to speculate at this time. A full investigation is under way and we will update you when we have further information.” 32
Food poisoning NON-FATAL: “There was a minor incident at XX time involving XX people. Our highly trained first aiders responded rapidly to help. We are extremely proud of the way in which our IKEA co-workers managed this unfortunate incident. Our emergency drills and safety procedures have proved their value, as demonstrated by the calm and efficient response to today’s incident.” FATAL: “Our hearts, thoughts and prayers are with all those affected by today’s incident. We are working with the authorities and conducting a thorough investigation. We will update you with more information when we have it.” ANY QUESTION RESPOND WITH: IN THE EVENT OF THE MEDIA INVITING SPECULATION IN THE Q&A FOLLOWING DELIVERY OF THE STATEMENT YOU CAN POLITELY MOVE AWAY FROM THE SUBJECT WITHOUT DIRECTLY ANSWERING IT (IE, ‘BRIDGE’) BY USING THE FOLLOWING STATEMENT. “It would be irresponsible to speculate at this time. A full investigation is under way and we will update you when we have further information.”
Severe injury/death MAJOR: “There was an incident at XX time involving XX people. Our highly trained first aiders responded rapidly administering treatment and informing the ambulance service. XX people are now in the capable hands of a medical team and we continue to monitor the situation. Thank you very much for your interest. We will bring you updates when we have them.” DEATH: “Our hearts, thoughts and prayers are with all those affected by today’s incident. We are working with the authorities and conducting a thorough investigation. We will update you with more information when we have it.” ANY QUESTION RESPOND WITH: IN THE EVENT OF THE MEDIA INVITING SPECULATION IN THE Q&A FOLLOWING DELIVERY OF THE STATEMENT YOU CAN POLITELY MOVE AWAY FROM THE SUBJECT WITHOUT DIRECTLY ANSWERING IT (IE, ‘BRIDGE’) BY USING THE FOLLOWING STATEMENT. “It would be irresponsible to speculate at this time. A full investigation is under way and we will update you when we have further information.”
The spokesperson will be ready to make a statement based on the crisis procedures listed on page 6 of this manual. The statement will answer: What has happened? How could it happen? When did it happen? Where did it happen? Who has been affected? How many have been affected? What can be done for them? How did we get the information? What is the IKEA responsibility? What actions has IKEA taken? What remains to be done? What has IKEA done to prevent/reduce/mitigate the damage/injury? Who is the IKEA spokesperson? Have similar incidents/accidents happened before? Other spokespersons? When can we expect updated information? 33
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Chapter 8 Annexures
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Chapter 8
Annexures
• Incident form to be sent to duty crisis manager duty by the affected store CRISIS MANAGEMENT – INCIDENT FORM
INCIDENT: GIVE BRIEF DETAILS
WHAT HAPPENED: HOW DID IT START?
WHY DID IT HAPPEN?
WHO WAS INVOLVED?
ANY INJURIES/DEATHS? HOW MANY? CO-WORKERS/CUSTOMERS?
WHAT IS THE STATUS NOW?
DATE START
TIME START TIME END
LOCATION: GIVE DETAILS OF STORE/OFFICE/EXACT LOCATION
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INCIDENT GIVE MORE DETAILED BREAKDOWN OF EVENTS
WHERE ARE THE INJURED PEOPLE?
WHAT EXTERNAL RESOURCES ARE REQUIRED?
ANYONE TAKING PICTURES – MOBILES/CAMERAS?
CCTV FOOTAGE?
GENERAL FEEDBACK
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Chapter 8
Annexures
• Telephone list A) EMERGENCY CONTACT LIST Name
Mobile number
Home number
REGIONAL OFFICE CONTACT NUMBERS John Kersten
+971 56 6813025
john.kersten@alfuttaim.ae
Mile Franicevic
+971 50 5530517 +971 56 6834298
+971 4 3941330
mile.franicevic@alfuttaim.ae
Justin Roberts
+971 50 5144127
+971 4 2840980
justin.roberts@alfuttaim.ae
Saju Alex
+971 50 5521457
Helle Palmans
+971 50 4568211
Sharod Kumar
+971 56 813493
James McGowan
+971 50 6512053
james.mcgowan@alfuttaim.ae
Siddarth Bhide
+971 50 4542392
siddarth.bhide@alfuttaim.ae
+971 6 5662450
saju.alex@alfuttaim.ae helle.palmans@alfuttaim.ae
+971 4 4328224
sharod.kumar@alfuttaim.ae
QATAR STORE CONTACT NUMBERS Craig Mathias
+974 6653 4544
craig.mathias@alfuttaim.ae
Ruhsen Gelgor
+974 6656 0076
ruhsen.gelgor@alfuttaim.ae
IKEA Qatar Duty Manager
+974 4406 2555 +974 6658 5797
Qatar Police
999
Qatar Civil Defence
999 YAS STORE CONTACT NUMBERS
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Adosh Sharma
+971 56 99 16995
adosh.sharma@alfuttaim.ae
IKEA Yas
8004532 02 493 5920
IKEA_abudhabi@alfuttaim.ae
IKEA YAS Duty Manager
02 493 5920
IKEA.abddutymanage@alfuttaim.ae
AUH police
02 446 1461
customerservice@adpolice.gov.ae
CAIRO STORE CONTACT NUMBERS Ali Ibrahim
+201 02 5005252
ali.ibrahim@alfuttaim.ae
Munir Siraj
+201 00 0762126
munir.siraj@alfuttaim.ae
Kevin Rainsforth
+201 09 3436916
kevin.rainsforth@alfuttaim.ae
IKEA Cairo
16576
IKEA.cfc@alfuttaim.ae
IKEA CAIRO Duty Manager
+201 09 3426727
Cairo Police
Short number inside Egypt 122
Cairo Civil Defence
Short number inside Egypt 180 OR +201 24 014092 DUBAI STORE CONTACT NUMBERS
Renato Mrgeski
+971 50 1892500
renato.mrgeski@alfuttaim.ae
Stephanie Currie
+971 56 2147577
stephanie.currie@alfuttaim.ae
Ryan Young
+971 55 5578494
ryan.young@alfuttaim.ae
IKEA DFC
+971 4 2037555 800 4532
IKEA Dubai Duty Manager
+971 56 6032390
Dubai police
999
Dubai Civil Defence
997 GROUP SECURITY MANAGER GROUP ADMIN SERVICES
Zuhair Al Haj
+971 50 6442274
zuhair.al-haj@alfuttaim.ae
AF TRAVEL – EMERGENCY NUMBER Emergency response number
+971 50 6567159
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© Inter IKEA Systems BV 2014
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Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9
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