An international energy company had a governance policy, which stated that all its subsidiaries had to show their ability to handle severe crises.
A part of the crisis response entailed that management should be able to handle an unexpected accident.
RelationsPeople orchestrated a ’live’ crisis response drill together with the company’s HSSE manager, who was the only person in the company, who knew about the drill. The two-hour drill was executed according to a detailed script and logbook and was initiated by consultants showing up in the company’s reception acting as journalists and photographers enquiring about a severe accident at the client’s premises. Other consultants facilitated a ´war room’ at the client site to document how the management team handled the crisis for evaluative purposes.