The timeline of crisis managementMary Lawrence, Osborne Clarke and Magnus Carter, Mentor Limited

22 June 2016

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Our case study

• The Majesty Hotel, London – a 5* hotel

• 500 person charity event on 1 May 2016

• Client is a controversial web based media business (Tell it to me straight ltd)

• Attendees include high profile political campaigners

• Children's choir

• Keynote speech by the CEO

• 20 protesters invade at 930pm

• Tear gas

• Three of the fire exit doors are locked

• Crushing incident – stampede

• Several serious injuries – crush and tear gas

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The immediate aftermath

CRISIS

999

PRESS

FAMILIES

ENFORCING AUTHORITY

STAFF

GUESTS

BOARD

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The team..

• The role of the GM

• Support from sister hotel GM

• CEO puts together a small core

team to lead

• COO, PR, HR, H&S/ fire and legal

• Defined roles

• Agreed communication approach

and intervals

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The role of the lawyer in crisis

1. Protecting documents by legal

privilege

2. Liaison with the authorities

3. Assessing risk and advising the

company

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Press strategy: look for the opportunity within

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The 'magic bullet'

The ‘CARE’ messages:

• Concern

• Action

• REassurance

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Welfare

• The pastoral care role for staff

• Practical arrangements to look after

staff and guests

• Counselling and peer support

• Clarity on communication between

those affected and the hotel and the

authorities

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The months that follow..

• Negotiations and discussions with the Fire Authority and Local Authority

(H&S and licensing concerns)

• Start to identify underlying issues and risk areas

• Enforcement action likely

• Changing focus of press

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Longer term

Internal investigation includes root and branch review of procedures which

results in focus on emergency procedures:

• Training exercises with police

• Focus on risk assessment

• Added security capability and

staff training

• Industry and government

engagement

• Very vocal hotel group CEO

H&S Prosecution by the Local Authority

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Key elements of the crisis plan

• Crisis panel/ telephone tree and

response plan

• Welfare strategy for staff and guests

• Specialists communications facility

including press room

• Emergency legal arrangements

• Training for GMs and heads of business

areas

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Any questions?

Mary Lawrence

Partner, Osborne Clarke

T +44 (0)117 9173512

M +44 7730751686

Mary.lawrence@osborneclarke.com

Magnus Carter

Crisis Mentor

T +44 117 305 8900

M +44 7968 147928

magnus@mentorltd.co.uk