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News ...................................................4Comment: Gambling with crisis? ...............8

AnalysisSweden’s wildfi res of 2018 .................... 12Ulrika Lindmark discusses leadership and international collaboration during last year’s wildfi re operations

Gatwick drone incursion ........................ 16 This incident shows the difference between security and risk management, says David Rubens

Meeting the drone security challenge ...... 20Christopher Korody reviews the threat posed by small drones, looks at available technology and suggests ways to plan response

Social licence, resilience & social media .. 22A brand’s social licence is a critical component to its survival today, says Emmanuelle Hervé

Deciding will be decisive ....................... 24Response procedures and manuals may have reached their limitations in crisis communications, according to Patrick Meschenmoser

Cargo cults and the third sector .............. 27This commentary voices concerns about a minority of third sector organisations that have lost connection to their original purpose

Brazilian civil defence interview ............. 30 Emily Hough speaks to Elton Cesar Cunha about his work in a small city on the Brazilian coast

Citizens & resilienceCitizen behaviour and crises ................. 32Emily Hough interviews Dr Daniel Kaniewski, Deputy FEMA Administrator for Resilience

Resilient cities and states ..................... 34Dennis Davis contends that now is the time for an alternative view on the citizen-state relationship, with a paradigm shift being required

Preparing the public ............................. 36 Christina Andersson outlines the thoughts behind the Swedish Government’s booklet If Crisis or War Comes

MH17: The station manager’s story ......... 38Wilfred Kreuger recounts dealing with the aftermath of Malaysia Airlines Flight MH17 being shot down

The heart of resilience .......................... 42 Eldred Willey calls for a positive attitude to recruiting or partnering with local people who have experienced trauma, as they can bring core resilience to the fi eld

Working with terror victims .................... 44Nicola Lester introduces a trauma informed model of practice to work with the victims of terrorist attacks, particularly in the immediate aftermath of an incident

Women in the war on counterfeiting ........ 48We fi nd out how two women work on the frontline in this area, as well as the far reaching effects of such criminal activities

LeadershipServant leadership for fi rst responders .... 52Eric Russell provides some thoughts on the characteristics of fi rst responders, and what sort of leadership they deserve to help them in their jobs

The future of humanitarian learning ........ 54As innovative learning solutions begin to show great potential, local humanitarians and organisations need to access and adapt them to their specifi c needs say Atish Gonsalves and Anne Garçon

Resilient leadership in crisis response ..... 58Alice Bromage looks at the four elements of resilient leadership: Clarity of direction; resilient decision-making; awareness; and leadership presence

Safety & securityThe myth of the lone wolf terrorist .......... 60 Casey Brunelle says the term ‘lone wolf’ in a terrorist context is unhelpful for counterterrorism research

Editor in ChiefEmily [email protected]

Editorial AssistantClaire [email protected]

Business Development DirectorKirsty [email protected]

Global Operations DirectorDavid [email protected]

Design & ProductionChris [email protected]

News and Blog researchLina [email protected]

Web Support Neil Moultrie

SubscriptionsCrisis Response Journal is published quarterly; it is available by subscription in hard copy, digital and online [email protected]

Published by Crisis Management Limited, Sondes Place Farm, Westcott Road, Dorking RH4 3EB, UKCOPYRIGHT Crisis Management Limited 2019. Articles published may not be reproduced in any form without prior written permission.Printed in England by The Manson Group, UKISSN 1745-8633

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March 2019 | vol:14 | issue:2

contents

Drone incident at Gatwick p16 Myth of the ‘lone wolf’ p60

2 Resources, links, pictures, videos and much more are available for subscribers in our digital and online editions www.crisis-response.com

123rf 123rf

Call for consistency in kidnap response ... 64 Lina Kolesnikova explores the crimes of kidnapping and ransom

Building a corporate security sandbox ..... 66How can corporate security offi cers identify and gauge the magnitude of events that could put a company’s employees and assets in jeopardy? Tim Willis has some pointers

Be prepared: Crisis solutions ................. 68The threat of a serious crisis is no longer confi ned to economic or politically unstable countries across the globe, says Giles Greenfi eld

Global risksThe backbones of disaster resilience ...... 70Paola Albrito gives an overview of the European Forum for Disaster Risk Reduction event

Black swans and grey rhinos .................. 72Korbinian Breinl examines why we still fail to respond to obvious but neglected major threats – grey rhinos – and still focus too much on identifying black swans

Preparing for new risk scenarios ............ 76Paolo Garonna was one of the panellists on Emerging Risks at the EFDRR. Here are his thoughts

Small-scale producers on the frontlines ... 78Dominique Bourgeon describes the need for disaster risk reduction in the agricultural sector

Humanitarian & Third SectorExpanding the boundaries of healthcare ... 80When hospitals and medical facilities are struck by disasters, staff, mobile healthcare facilities come into their own – especially during the recovery phase, writes Steve Peak

The Internet as a civil protection tool ...... 82Research by Jurisic Dragisa has discovered worrying gaps in information provided online by many administrations in Bosnia and Herzegovina

Humanitarian supply chains ................... 84Charlie Reeves says that strong supply chain management is now understood to be a key driver of performance for humanitarian organisations, so their supply chains have become ever more effective and resilient

Reducing risk in the Asia-Pacifi c ............ 86The Asia-Pacifi c is the most disaster prone area in the world. Floods, cyclones, earthquakes, and sand and dust storms lead to loss of life, and trap people in poverty over generations, while economic costs are on the rise, writes Mostafa Mohaghegh

Nepal’s new disaster law ....................... 88Albrecht Beck and Josef Riener describe how new legislation that covers the whole spectrum of emergency preparedness, hazard mitigation and disaster risk management, is being implemented and validated in Nepal

Consistency in an unpredictable world ..... 91Stuart Smith says that Volga-Dnepr Group creates unique combined solutions, especially for the aid sector when responding to large, global disasters or humanitarian incidents

RegularsR&D: The future of public warning ........... 92How much of the technology that we use today is the same as back in World War Two? It’s a struggle to think of many, when the ways we travel, work and spend our free time have all changed so dramatically. It’s even more diffi cult if we think about the public safety world, says Rose Michael of the European Emergency Number Association

Events................................................ 95 Frontline ............................................ 98Emily Hough catches up with Alice Bromage, to speak about her work with the fi rst majority female anti-poaching unit, based in Balule Reserve, the Greater Kruger Area, in South Africa, which helps to protect the reserve’s endangered species

People are at the heart of what we, and all our readers do, whether in

business, security, response, preparedness or mitigation activities, whatever the hazard or threat. One of this edition’s themes is ‘Citizens and resilience’, but this brief strapline simply does not do justice to the all-encompassing nature and massive span of this multifaceted subject.

One area we explore is the impact on individuals who, during the course of their normal working lives, are suddenly confronted by tragedy. Whether they have trained for such events or not, how they deal with the situation and how they themselves cope with the consequences and aftermath, can provide valuable lessons for us all.

This is particularly true of Wilfred Kreuger’s article on page 38, describing how he and teams from Malaysian Airlines responded after flight MH17 was shot down. The lessons are manifold, not least concerning the personal resilience of staff who had lost colleagues and friends, yet endeavoured to help bereaved families and friends with professionalism, humanity and dignity.

Individual responsibility is further explored on page 32 where Daniel Kaniewski of FEMA describes the agency’s work in building societal resilience: “In a catastrophic event, the real fi rst responders are going to be individuals. People are going to have to rely upon themselves, their families and their neighbours to survive in the immediate minutes, hours, even days, after such disasters.”

Sometimes it is necessary to reclarify the unwritten compact between government and citizens. And for this, individuals must be given the tools to understand their responsibilities, and how to be prepared, as noted by Korbinian Breinl on page 72: “Governments must provide clear information to the public about hazards and what actions should be taken at household, community and government level to increase resilience and reduce disaster risk.” On page 36, Christina Andersson describes how the Swedish Government has empowered its citizens with the publication of a booklet called If Crisis or War Comes.

To be truly resilient in the face of any type of emergency, all sectors of society must be involved, understand their role, and be prepared. This includes businesses of all sizes, individuals and communities, including those that are often overlooked and particularly vulnerable sectors. In other words, people are the true core of resilience.

contents comment

Be prepared: Protect your sta� p68 EFDRR event p70

CRISISRESPONSE

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Cover story: Gambling with crisis

Cover image: Daniel Mitchell

Alamy Alamy

A brand’s social licence is a critical component to its survival today. Rooted in a foundation of trust and transparency, the continuous approval and acceptance of a company and its operations by the community are crucial, albeit complex, contends Emmanuelle Hervé

In this age of social media where the open source philosophy reigns, the public’s power is undeniable, particularly in times of crisis.

Recent research has revealed a sudden and consistent drop in the public’s opinion of media credibility over the last � ve years. According to Kantar’s 32nd Barometer of User con� dence in Media (2019) con� dence has reached its lowest historical levels. Trust comparison between 2017 and 2018 shows: 38 per cent in television (10 point decrease); 44 per cent in print media (eight point decrease); and 50 per cent in radio (six point decrease). General public perception is one of considerable mistrust in news organisations, particularly journalists, who are believed to be in� uenced by political pressures and corruptible by money.

� e vili� cation of capitalism and its stakeholders – corporations, � nancial institutions and governments – coupled with perceived secrecy and public suspicion, can and often does, a� ect a company’s social licence to operate, and thus its very existence. � e Internet has become a weapon and the source of damaging crises and paracrises (ie having to manage a crisis in full view of the public and stakeholders, aided by social media and publicity).

Until fairly recently, social media was overlooked in the holistic analysis of business continuity’s disruptive factors. � is omission can be attributed to the technological unawareness of many company executives, as well a lack of understanding about the use and culture of those media.

It is clear that companies are increasingly aware that social media can trigger or amplify a crisis. A Burson-Marsteller study revealed that 81 per cent of people think

The Anonymous hacktivist group, and the culture of transparency, anti-privacy and open source information, have created an atmosphere of anarchy where it is more diffi cult than ever for a company to misbehave and hide undesirable information from the ever-watchful eyes of the public

Dmitriy Shironosov | 123rf

Social licence and crisis resilience in the era of social media

2 Resources, links, pictures, videos and much more are available for subscribers in our digital and online editions www.crisis-response.com

the role of social media becomes pronounced in crisis; 66 per cent consider social media to have a signi� cant economic impact on a crisis; while 65 per cent think that social media makes a crisis more di� cult to manage.

Based on our experience, we have identi� ed seven di� erent scenarios depicting how company executives generally proceed in the event of a crisis:� Bunkerisation: Not communicating at all, closing all doors and windows, providing no comment; � Denial: � is is one of the most frequent behaviours - denial often stems from fear;� Scapegoating: Acknowledging the existence of a situation, but blaming the source of the crisis on an individual, a competitor, a client or even an employee;� Victimisation: Saying the crisis is a result of disproportionate reaction when the company has done nothing wrong. When a company is listed on the NYSE, it will have a hard time persuading the public that it is a victim; � Legal: Stating that nothing illegal has been done, taking an aggressive legal stance or threatening to sue. � is is an arrogant reaction and may trigger a paracrisis;� Insincere Mea Culpa: Claiming to be sorry for an event, but too late and with no empathy

– the company will not be believed; and� Globalisation: Saying that the actions or events are the result of common practice throughout the industry in question, ie: “It isn’t just us doing this.”

Cultural insensitivity� e added media layer can lead to distortion of the company’s posture and envenom public perception, exacerbating the crisis. A bad or badly perceived attitude is counterproductive in crisis management and may be worsened through social media, as it undermines the trust and the brand’s social licence. � e lack of objectivity when sharing information on social media has a polarising and crystallising e� ect on the company’s posture in a crisis.

� e usual impact of crisis aside, overexposure brought about through social media can put a company’s reputation in jeopardy. � e Dolce & Gabbana campaign crisis, which forced it to cancel its Shanghai fashion show after it released social media ads featuring an Asian model helplessly trying to eat Italian food with chopsticks, generated 120 million tweets and led to serious economic damage. � is crisis is a good example of how, even in a market like China where luxury brands are a staple, cultural insensitivity and the negative attention it begets can have tangible economic consequences.

Although people are more sceptical of traditional media outlets, they are increasingly engaging with social media, which has become the major source of information and news for many. � is is not necessarily due to a blind belief in everything seen or shared online. It epitomises what we call the ‘Tripadvisor e� ect’, whereby if people see a recommendation from friends or real people, they trust this endorsement; there is a disregard or lack of emphasis on the truthfulness or exactitude of content shared.

� e penchant for viral content to the point of choosing not to verify or overlooking the probability of information being ‘fake news’, makes navigation of social media and the possibilities of an unjust or unfounded reputation assassination a slippery slope. � e rise to fame and public opinion of Julian Assange,

along with the Anonymous hacktivist group, and the culture of transparency, anti-privacy and open source information, have created an atmosphere of anarchy. It is more di� cult than ever for a company to misbehave and hide undesirable information from the ever-watchful eyes of the public. � e presumption of innocence has negligible value in the internet era. Merely raising questions about an organisation or person is enough to destroy reputations, which are then di� cult to restore.

� e social media paradigm has shifted from that of truth to one of opinion, from fact checking to judgement. Public reaction is more important than its causes. � is

requires evolution from a public relations management to a trust management communication strategy. Trust-based communication is not driven by objective facts and proof, but by subjective opinion through in� uence. CEOs are no longer the ideal bearers of information that companies wish to disseminate, because the socioeconomic gap that separates high-earning executives with the layperson motivates deep-rooted suspicion.

On the other hand, employees are a company’s best bet in successfully communicating to the public, making it imperative to communicate with employees constantly, incorporating them in crisis management communication strategies.

A well-prepared organisation includes a social media strategy in its crisis management plans. � is strategy should: Listen to and value weak signals; monitor social media to know their own baselines and recognise when volume and spread exceed the ‘awareness threshold’; develop an honest and empathetic communication posture; and involve employees � rst.

According to the 2018 Edelman Trust Barometer, the credibility of an employee (47 per cent) is superior to the credibility of a CEO (44 per cent) or a board of directors (41 per cent). It is essential to favour internal communications and thus make employees the main ambassadors of a company’s reputation. An-So� e Claeys and Verolien Cauberghe show that, on average, a company maintaining a favourable pre-crisis reputation has its chances of negative post-crisis publicity reduced by nearly 50 per cent. All this highlights the necessity of a mutually bene� cial relationship between a brand and the media.

To conclude, recent crises show that a brand’s social licence is a critical component for any organisation. � is relates to the brand’s image and its ‘halo e� ect’, which is its key di� erentiating element that sets it apart from its competitors. It is this halo e� ect that is targeted by ‘bad buzz’ and should encourage companies to develop their crisis management strategy to mitigate impacts of the Internet and social media.

� e key is not to take such a defensive attitude towards it that companies become paralysed by fear and confusion, but to use good strategic measures and outsource expertise when necessary to make positive use of one of this century’s most important innovations.

AuthorEMMANUELLE HERVÉfounded and is Managing Director of EH&A, which

provides crisis preparedness and management services such as crisis plans, crisis management training and crisis simulation. Hervé is a speaker at the RiskIn conference – see p97 for more details of this event

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analysis: bcmanalysis: bcm

Recent crises show that a brand’s social licence is a critical component for any organisation

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