CRISIS MANAGEMENT

BY
Prof Osman Turan

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 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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 CONVENTIONS
Other 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 20
Requirements for Special Trade Passenger Ships, 1973
 CONVENTIONS
Other 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

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 Are we missing something?

More than 80% of maritime accidents are attributed

to the human error (Including organisational and
individual Error)
ANALYSIS OF ACCIDENTS
( based on UK MAIB data)
Location of Incident
Non-tidal
High seas waters
13% 1%
Coastal waters
36%

River/canal
21%

Port/harbour
area
29%
ANALYSIS OF ACCIDENTS
(in UK coastal waters)
ANALYSIS OF ACCIDENTS
(in UK coastal waters)

contact Incident Type

Collision
7%
36%

Hazardous
Incident
24%

Grounding
33%
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 VARIATION
Full 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
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 Three Phase Model
Phase1: 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
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management team, and pre-draft some crisis messages
 Three Phase Model
Phase2: 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
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psychological uncertainty from the crisis.
 Three Phase Model
Phase2: 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 Model
Phase3: 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 Model
Phase3: 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 Soft skills
Wellbeing • Non-Technical skills
• Fatigue • Situation Awareness
• Stress • Decision making and
• Health Cognitive Demands
• Communications
Organisational Issues • Language and Cultural
• Safety Training Diversity
• Bridge Resource • Teamwork
Management
• Engine Resource
Management
• Safety Climate and Safety
Culture 39
 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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 IASST Marine Conference on Safety & Survival

Phases of a Crisis
THE CRISIS LIFECYCLE

INCIDENT
PRE CRISIS MINUTES

EMERGENCY RESPONSE
ACUTE

CORPORATE CRISIS
CRISIS MINUTES
& HOURS

CHRONIC

EMERGENCY RECOVERY
CRISIS
HOURS
& DAYS

CRISIS DAYS, WEEKS

RESOLUTION & MONTHS

CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide No. 1 Slide 47

 IASST Marine Conference on Safety & Survival

Emergency Response & Crisis Organisation

Group or
Corporate HQ Government National
Crisis

SENIOR MANAGEMENT Company

Crisis Management Group Crisis

COMPANY SUPPORT Emergency

Emergency Coordination Team Response
Coordination

FIELD MANAGEMENT Operational

Command & Control Team led by OSC Response

CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide 48

 IASST Marine Conference on Safety & Survival

Site Emergency Organisation

On-Scene
Commander (OSC)

Emergency Medical Team Process Muster Asset -

Response Control Team Coordinators Protection
Team

• Incident Command System

• On Scene Commander coordinating all site activity
• ……… through key individuals leading specific
teams
CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide 49
 IASST Marine Conference on Safety & Survival

Emergency Coordination Team

• Small team to get things done
• Emergency Coordination Centre (ECC) at Head
Office
Emergency
Co-ordinator

HSSE Rep Operations HR

Advisor Rep

Customer Logistics Medical External

Liaison Coordinator Coordinator Affairs

On-Scene
Commander
CWI/IASST/IASST ER CM 1a.ppt (OSC)
November 2005 Slide 50
 IASST Marine Conference on Safety & Survival

Corporate Crisis Management Team

Crisis Manager
Managing Director

Security Technical HR
Director Director Director

Finance Legal Government External

Director Advisor Affairs Affairs

Emergency
Coordinator

• Support to Emergency Management

• …… Broader implications of the potential
crisis
CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide 51
 IASST Marine Conference on Safety & Survival

Emergency & Crisis Organisation

Government
NATIONAL MANAGEMENT National
Ministries and Government Leaders Crisis

DISTRICT MANAGEMENT Emergency

Local / National Government Agencies, Military Response

FIELD MANAGEMENT
Operational
Emergency Services, Local Government Response

CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide 52

 IASST Marine Conference on Safety & Survival

Local Government – Site Organization

Incident Command System
Incident
Commander

Fire Police Medical Other Civil Army, Navy,

Services Support Air Force

• Incident Commander often from Fire Service

• …… unless specifically in the area of another
agency

CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide 53

 IASST Marine Conference on Safety & Survival

Government – National Crisis Organisation

Prime
Minister

Civil Industry Military Internal

Defence Security

Operations Operations
Other
Constrn

Medical

Port
Airport

Fire
Police

Room Room

• High Level Team – Reporting directly to Deputy Prime Minister

• ….. Receiving information from Operations Rooms
• …………Liaising with relevant Industry Players
CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide 54
 IASST Marine Conference on Safety & Survival

Emergency
Site Response Crisis Management
Management
Mobilisation & Set Up Support Needs
/Action
What’s Happening Information
Detection & Assembly
Alert What Could Happen
Recognition of
On-Site Control What’s Needed Issues
On Site / Off Site Stakeholder
Analysis
Off Site Technical Strategy
Mitigation Getting It There Comms Strategy
Casualties
Casualties /
Evacuees Implementation
Evacuation Community
Involved Feedback
Stakeholders
Recovery Shut Down - Relatives; Resolution
Community;
Emergency
Government;Over
Media
Monitoring
Clean Up &
Investigation
COMMAND & INCIDENT MANAGEMENT CRISIS MANAGEMENT
CONTROL TEAM TEAM (IMT) TEAM (CMT)
CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide 55
 IASST Marine Conference on Safety & Survival

Principals of Command and Control

ASSESS
COMMUNICATE

DELEGATE

PLAN

CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide 56

 IASST Marine Conference on Safety & Survival

MCA RESPONSE TO OIL SPILLS

CWI/IASST/IASST ER CM 1a.ppt November 2005 Slide 57

 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

Resilience is the intrinsic ability of a system to adjust its

functioning prior to, during, or following changes and
disturbances, so that it can sustain required operations even
after 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 risk
before damage occurs

SEAHORSE develop resilience resources to prevent a decrease

in system performance, allowing the system to return to
baseline performance much more quickly and display greater
resilient behavior.
 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