Crisis Management in Maersk Line - …...Crisis Management Room at Esplanaden with all facilities...
Transcript of Crisis Management in Maersk Line - …...Crisis Management Room at Esplanaden with all facilities...
Crisis Management in Maersk Line The road towards excellence
October 2014
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The Maersk Line machine Our starting point The ambition What did we do? The principles What were the challenges?
Crisis Management - Agenda
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• Present with 374 offices in 116 countries
• 25,000 shore based and 5,000 sea based staff
• Operate 584 vessels and have cargo on
another 300-350 vessels
• Transport approx. 11 million containers every year
• Calling a port somewhere in the world every 15 minute (35,000 calls per year)
• 59,000 customers globally
• Value of goods transported USD 675 billion (2012)
The Maersk Line machine is big even by global standards
1 The Maersk Line machine
Some facts
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Existing processes were in-sufficient to cater for a changed world
Insufficient processes – strong culture
• Room for improvement in our handling of crisis situations
• No standard crisis methodology applied • Not scalable
• Focus primarily on own vessels
• More complex business environment
(Vessel Sharing, Affiliated brands, Multiple locations)
• No learnings captured from previous incidents
• Strong culture for fixing problems but many people involved
2 Our starting point
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We are striving towards excellence
Ambitions are high – As they should be
• Clear formulated crisis management plan
• Underlying response plans, check-lists etc. in place
• The right people involved at the right time
• Coordinated communication to media,
customers and staff
• Capability to handle multiple simultaneous incidents
• Learning from our mistakes
• Maintain the company culture of scrambling and working together when something goes wrong
3 The ambition
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We have looked around for inspiration and “picked” with pride
A lot of progress since January 2014
• Dedicated Incident & Crisis Manager appointed
• Best Practices from other industries identified
• New Crisis Management Plan formulated
and launched
• Crisis Management put on the internal agenda
• Executive Management introduced to and signed off the new Crisis Management Concept
• Significant amount of time spend on introducing the new crisis concept
• Global roll-out program in progress
4 What did we do?
World Food Program
Intelligence Management Services
Wallenius
Royal Danish Navy
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The new Crisis Management Concept builds on simple principles
A simple Crisis Management Plan
• Scope covering entire Maersk Line Business
• 3 Crisis Levels
• Dedicated Crisis Management Team
• Delegation where possible
• Well defined trigger points to assist assessing crisis level
• PEARS Priority model to guide response
• Simple 3 step process
• Fixed Post Incident Review procedure
• Exercise/Drill scheme
• Advanced Crisis Management room
5 The principles
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Three Crisis Levels with clear triggers Level 1
Level 2
Level 3 A crisis which has significant safety, financial or
reputational impact on Maersk Liner Business. A
serious event which can cause prolonged
disruptions to critical parts of Maersk Liner
Business operations. The event can take place any
anywhere in the Maersk Line operating area.
A crisis with limited safety, financial or reputational
impact on Maersk Liner Business. An event that
poses a risk to the safety of employees or the
continued business operations of a critical node in
Maersk Line network. An event that typically are
geographically limited.
A local event occurring (or about to occur) that
poses a risk to the safety of people or the
continued operations at a local and non-critical
location.
Crisis Pyramid Level 1
Level 2
Level 3
5 The principles
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Level 1 incidents are handled by Global Crisis Management Team
Level 1
Level 2
Level 3
Crisis Pyramid
Global CMT
Local / Functional
NOTE: Escalating incidents needs to reviewed continuously for correct Crisis Level
5 The principles
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The PEARS-model is our guide to priorities in a case of crisis
5 The principles
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Crisis Management Room at Esplanaden with all facilities available
5 The principles
Advanced Crisis Room
• 6.00m x 1.70m screen (245”)
• Video Conference Facility (up to 48 participants in HD)
• Conference phone
• Landline outside switchboard
• TV, DVD, Blu-Ray, Apple TV, Streaming
• Access to all Maersk Line systems
• Global tracking of vessels
• Operator positions
• Blinded windows for full confidentiality
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Changing is difficult – Top Management support critical
6 What were the challenges?
Is has not been easy…
• Reluctance to change
• Old habits die hard
• Feeling left out
• Global organisation – hard to reach
• It takes time – a lot of time
• Hard initially to quantify the benefits of changing
• Getting swamped
• Repetition – Repetition - Repetition
But we had a good start..
• Management support
• Dedicated function BEFORE changing the system
• Clear reporting lines
• Clear mandate
• Strong culture
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About the presenter
Details
• Steffen Conradsen, 47 years old, Danish
• Director & Head of Incident & Crisis Management
• Graduated Naval Officer and Master Mariner with 15 years in the Royal Danish Navy
• 13 years operational experience in Maersk Line • Chartering & New-buildings • Operations Manager for Eastern Mediterranean
& Black Sea • Head of Maersk Line Situation Room
• PRINCE II certified
• Contact details
• Mail: [email protected] • Phone: +45 3363 8683 • Mobile: +45 2178 9775