List 5 Criss that can occur at school and briefly detail the contingency plan that the school has (should have) in place:

1. CRISIS: Student injured on school trip, CONTINGENCY PLAN: School has already collected an emergency contact list, made a risk assessment, trained staff in first aid, paid accident insurance, made trip protocols and instructions to students clear, as well as mapped out local hospital locations.

2.

3.

4.

5

• TRANSPARENCY refer to being honest and accepting about the crisis. Explaining its causes and consequences as well as what the organisation intends to do in response to it. 

• But why? Keeping back any information or trying to manipulate it to the benefit of the business will almost always backfire and lead to an even more negative reaction than if the truth was communicated in the first instance.

• Immediate factual bulletin: Within 15 minutes the Head of Pastoral Care emails all parents and staff a succinct, accurate account of what happened, where, and who is involved.

• Acknowledgment of uncertainty: “We are awaiting the paramedics’ assessment and will keep you fully informed as details emerge.”

• COMMUNICATION IS KEY, get your public relations team on it straight away. you MUST, MUST, MUST gain control of communications in a crisis by being proactive. If there is public interest in the crisis, then information needs to be given clearly, fully and promptly. If this is not done, the media will write their own stories and rumours will spread, especially through social media.

• Designated channel: The school’s emergency WhatsApp group (parents + staff) becomes the only source of updates—no unofficial group chats.

• Regular updates: Bulletins every 30 minutes: current status of the student, logistic arrangements (e.g. transport to hospital), and school-trip continuation plans for other students.

• Rumor refutation: If social-media gossip claims multiple injuries, the school weekly newsletter clarifies, “Only one student was hurt, and they are receiving full medical care.”

• ...leading on, this communication must be given ASAP, certainly within the first 'GOLDEN HOUR' of the crisis as any delay will convey the impression that they are trying to cover up something, as well as give time for rumours and falsehoods to be circulated via the internet.

• Rapid response team mobilized: Within 5 minutes of the incident, the Deputy Principal and School Nurse are on site coordinating first aid and liaising with emergency services.

• Fast parental notification: Automated call system triggers simultaneous phone calls to both parents of the injured student, with SMS follow-ups linking to the official incident page.

• Timely media statement: If the local paper asks, a prepared press release goes out within one hour, stating only confirmed facts to prevent speculation.

• Someone senior (often the CEO) must step forward publicly, to show that they are in control of the situation and that the matter is of the utmost importance to the firm. Any subordinate or spokesperson could reflect a a lack of priority. 

• One aspect of ‘control’ is for the organisation to start a 'MEDIA LOG'. This should have details of all the newspapers and other media that have contacted the organisation, what information was sent and when they are expected to get back to you. If there is more than one individual on the crisis coordination team it should be clear who the media should contact and who has responsibility for each aspect of managing the crisis. 

• Named spokesperson: The Principal, Mr. Bounous, appears on the school grounds—visible, approachable, and empathic—answering questions and reassuring parents.

• Consistent messaging: Every statement (email, call, press release) uses Ms. Chen’s name and photograph, reinforcing that there’s a real person steering the response.

• Follow-up presence: Mr. Bounous visits the hospital with a “Get Well Soon” bouquet on behalf of the school community, reinforcing that leadership remains engaged.

--NOTABLY ALL THESE FIRM'S SURVIVED--

• Samsung – Galaxy Note 7 Battery Explosions (2016)

• Pepsi – Syringe Hoax (1993)

• Tropicana – Packaging Redesign Backlash (2009)

• Toyota – Sudden Acceleration Recall (2009–2010)

• KFC – The Chicken Shortage (UK, 2018)

• Facebook – Cambridge Analytica Data Scandal (2018)

• Volkswagen – Emissions Scandal ("Dieselgate", 2015)

• Nike – Exposed for using child labor and unsafe sweatshops in Asia.

• Uber – Toxic Workplace & #DeleteUber (2017)

• Olay – Skin Whitening Ad Controversy (various years, globally)

• Bud Light – Dylan Mulvaney Backlash (2023)

• Peloton – Fictional Character Death in Ad (2021)

• H&M – "Coolest Monkey in the Jungle" Hoodie (2018)

• Dolce & Gabbana – China Insult & Cultural Insensitivity (2018)

--...BUT THESE FIRM'S NEVER RECOVERED--

• Pan Am (1988–1991) Flight 103 bombing over Lockerbie, Scotland

• STEP 1: IDENTIFIY THE POTENTIAL DISASTERS THAT COULD OCCUR. Some of these are common to all businesses, but others will be specific to certain industries.

⚠️Fire in a science lab or kitchen.

⚠️Earthquake (if in a seismic zone).

⚠️Outbreak of illness (e.g. COVID-19 or food poisoning).

⚠️IT system failure.

⚠️Violent intruder or lockdown incident.

⚠️Loss of a key staff member (e.g. principal or exam officer).

⚠️Transport issues during school trips.

⚠️Severe weather (e.g. typhoon, flood).

• STEP 2: ASSESS THE LIKLIHOOD AND IMPACT OF EACH. Some incidents are more likely to occur than others and the degree of impact on business operations varies too. It seems obvious to plan for the most ‘common’ disasters, but the most unlikely occurrences can have the greatest total risk to a business’s future. These issues need to be balanced carefully by managers when choosing which disaster events to prepare for most thoroughly.

⚠️Fire in a science lab or kitchen. UNLIKELY but HIGH IMPACT

⚠️Earthquake. UNLIKELY but HIGH IMPACT

⚠️Outbreak of illness UNLIKELY but LOW IMPACT

⚠️IT system failure MODERATELY LIKELY but LOW IMPACT

⚠️Violent intruder UNLIKELY but HIGH IMPACT

⚠️Loss of a key staff member UNLIKELY but MODERATELY IMPACT

⚠️Transport issues during trips. MODERATELY LIKELY but LOW IMPACT

⚠️Severe weather. MODERATELY LIKELY but LOW IMPACT

• After careful consideration the school prioritizes fire safety due to its potential for injury, property loss, and media attention.

• STEP 3: MINIMISE THE POTENTIAL IMPACT OF CRISES. If the planning is effective enough it should REDUCE THE RISK or even ELIMINATE IT FROM HAPPENING. This does not just mean protecting fixed assets and people, but also the company’s reputation and public goodwill, as far as possible. This is often best achieved by the publicity department telling the truth, indicating the causes when known and giving full details of how to contact the business and the actions being taken to minimise the impact on the public. Staff training and practice drills with mock incidents are often the most effective ways of preparing to minimise negative impact.

• STEP 4: PLAN FOR CONTINUATION OF OPERATIONS. Prior planning can help with alternative accommodation and IT data – the sooner the business can begin trading again, the less the impact is likely to be on customer relations. 

💡Establish agreements with a nearby school to share classrooms temporarily if buildings are damaged.

💡Backup all student data and resources to a secure cloud system.

💡Train teachers to switch to online learning platforms if physical buildings are unusable, because that worked well last time right????

💡Create "grab-and-go" packs with lesson plans, student lists, and first-aid kits for emergencies.

💡Designate a crisis leadership team with clear roles: communication, student safety, and logistics.

• Create your own contingency plan related to your IB EXAMINATIONS for example, you have a runny nose during the exam period or your pen stops working etc...

• Use all four steps detailed above.

• ❌INCREASE IN COSTS as  developing contingency plans requires on-going investment in training, equipment, backup systems, or insurance. Furthermore smaller firms may not have the resources to do this.

• ✅LONG-TERM SAVINGS as these plans can prevent costly disruptions, lawsuits, or loss of business continuity during crises.

• ❌INITIALLY VERY TIME-CONSUMING as planning takes time away from day-to-day operations, as well as training etc.

• ✅TIME IS SAVED IN CRISES as quick, effective responses minimize downtime and accelerate recovery and reduce the amount of days the business is out of operation.

• ✅RISK REDUCTION as the process has Identified vulnerabilities and prepared responses, reducing exposure to financial, operational, or reputational damage.

• ✅RISK MITIGATION as contingency planning allow firms to act proactively rather than reactively.

• ✅IMPROVED SAFETY PROTOCOLS as emergency drills and procedures protect employees and customers. In addition it creates a 'CULTURE OF SAFETY' throughout the organisation.

• ✅FEWER INCIDENTS as anticipating hazards helps avoid dangerous situations altogether.