Page 565 - ITGC_Audit Guides

GTAG — BCM Requirements

5.9 Crisis Communications 5.10 Coordination with External Agencies
Crisis communications planning is an integral part of a None of the aspects of BCM can exist in a vacuum. In addition
holistic BCM program, and is most often coordinated by to coordinating the various disciplines amongst themselves, it
corporate communications, public relations, or another is imperative that coordination points with external entities
department staffed with professional communicators. Where are reflected in the planning process. Government entities
crisis communications plans exist, they frequently address are interested in properly prepared private-sector organiza-
how to manage the media messaging following a crisis event. tions. For example, the United States passed Public Law
In all cases, the crisis communications process should be a 110-53 in 2007, which mandates the creation of a volun-
subordinate function to the overall CM process, rather than tary emergency preparedness standard by which private
a standalone effort. sector organizations can measure their efforts to prepare for
Unfortunately, addressing the media is only a small frac- a crisis. The UK Civil Contingencies Act addresses the ways
tion of the amount of crisis communications that occurs in a in which authorities will work differently with the private
real event. Although the media contact is important and very sector during a state of emergency. Other governments have
public, failures in “lesser” elements of crisis communication similar laws addressing their expectations of themselves and
can be equally devastating if poorly managed or executed. the private sector during a crisis. There is no “right” way
Effective crisis communications plans are designed to to document each of the touch points with these external
communicate proactively an integrated message to varied agencies, but at a minimum, the planning should address the
stakeholders in a manner that is relevant to the individual following questions:
audiences. Communication points relevant to the finan- • Which governmental entities are required to be
cial community may not be as relevant to employees or contacted following an event?
neighbors; however, the core message must be consistent. • What thresholds exist for mandatory notification,
Although it is impossible to anticipate every aspect of crisis and under what circumstances would the organiza-
communications to be deployed during an event, some audi- tion make a voluntary notification?
ences that should be addressed in plans and preparedness • What areas of concern will each agency have, and
efforts include: how will they be different or similar?
• Members of the organization’s response team. • How can the organization engage governmental enti-
• Managers responsible for continuing operations and ties during the planning or exercise process to benefit
interfacing with employees. from their experience without compromising the
• Line employees whose understanding of the broader organization’s independence?
issues may be less complete than the management • What BCM program requirements exist from regu-
team. latory agencies, and how does the organization
• Family members of employees, especially family communicate its compliance?
members of employees directly impacted by the event • Are there external agencies that must review
or the organization’s response. or approve continuity strategies such as tempo-
• National media, including financial media, whose rarily producing products in an uncertified facility,
interest in the organization is principally focused on performing regulated functions out of a separate geog-
management of the current event. raphy, or altering the way raw materials or finished
• Local media, both print and broadcast, that cover the products enter the country?
organization regularly on a broad variety of topics. • Within the organization, who will interface with
• Investors, especially institutional investors, who each governmental entity and how?
desire transparency in the short- and long-term rami-
fications of an incident. Generally, the best way to address these and other
• Local and state/provincial governments that are concerns is to ensure that management is responsible for the
interested in the long-term viability of the tax base BCM program and is actually talking with external agen-
and other benefits the organization brings to their cies about this topic. The fact that external agencies have
constituents. not expressed their expectations for BCM performance to
• Regulatory agencies responsible for ensuring management does not mean that they do not have expecta-
continued compliance even when operating in tions. Communication and coordination with these entities
recovery mode. in advance is a crucial step to securing their partnership
• Neighbors who may be adversely affected by the during an actual event.
event, the organization’s response, or the authorities’
efforts to minimize overall community impact.

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