Even if risk management strategies are in place, complacency can defeat them.

2. Even if risk management strategies are in place, complacency can defeat them. Continuous awareness is required. Coroner CJ Devonport 30/3/2010 What have you done (or plan to do) before next summer to prepare your systems and your team?

3. Reliable and safe communication Nearly every potential hazard is known and indentified by someone, but for whatever reason has not been communicated (or was communicated, but not acted upon) to the individual capable of correcting it. (Extracted from the summary of a Flight Safety Foundation report) • Have I briefed my team about why excellent (safe) communication is so critical? • What score would my team give the reliability and consistency of communication in our operation: 3/10 – 7/10 • What would make it 10/10?

4. Incident Procedures • Are my procedures accurate and are my team fully briefed on them prior to each summer? • Do my team know how important these procedures are to the safety of our operation? • Are my team clear about rules that are strictly procedural, versus those to which initiative and judgement may be applied?

5. Emergency Plans will ideally: • Be a controlled document showing where copies are held, which is the latest version and when a review is due • Be easily identifiable: (red?) and positioned clear of other documents • Show clear step-by-step procedures for the range of likely emergencies – the fewer words the better! • Provide a column where, as each action is completed, the time is noted along side

6. Emergency plan continued • Include a staff and next of kin contact list • Include a key stakeholders contact list • Include a reminder to cancel emergency services if they are notrequired • List emergency equipment carried if applicable • Document who will be responsible for talking to the media • Be regularly reviewed – phone numbers, names, layout and the appropriateness of the actions themselves • Be the basis for regular scenario training by all staff – including handling the media

7. Before a crisis: • Work through crisis scenarios. Find the holes then fix them! • Think about the likely questions – who, what, where, how, why etc • Train staff to handle a media onslaught – e.g. how will you keep at least one phone line clear? • Have a nominated spokesperson and backup – consider media training for these people • Develop a positive relationship with the media • Consider asking the police or a PR consultancy to handle at least the initial media pressure

8. Media: during and after a crisis... • Treat the media with respect • Take the initiative - silence implies guilt • Avoid any temptation to bend the truth • Say what is necessary and no more • Avoid speculation • Consider whether to ask for a retraction • Follow up with media. It’s not over when the crisis ends

9. Culture and Leadership Ultimately you and your senior team members determine the strength of your risk management processes. Positive safety culture trickles down, not up. Leading by example will establish a team who take personal responsibility for the welfare of their visitors, other team members and themselves – surely the ultimate goal of any operation

10. Evan Freshwater Industry Advocate evan.freshwater@tianz.org.nz 027 587 3124