06危機(jī)管理03反應(yīng)02處理reaction managing a crisis

1、家樂福中國風(fēng)險(xiǎn)防范部Carrefour China Risk Prevention反應(yīng) 02管理Reaction 02 MANAGING A CRISIS董事會(huì)1. 如果重要/的事件在家樂福發(fā)生，出席緊急會(huì)議，會(huì)議，方案批閱等，。2. 隨時(shí)準(zhǔn)備與公眾交流，堅(jiān)決支持家樂福的管理，對(duì)主要事故作出回應(yīng)，鼓舞企業(yè)員工的士氣， 提高財(cái)政收入，杜絕任何不適當(dāng)?shù)墓?。Board of Directors1.Be available for emergency meetings, conference calls, approvals, etc, whoselead time may be a matter

2、of hours, in the event of a major / national crisis enveloCarrefour.2.Be ready with public communication in staunch support ofmanagement and their response to the (major) crisis to boosterthe Carrefour ernal morale,fortheighten finanl performance, and nullify any widespreublic，董事會(huì)，CCNCC（事故指揮官以防重要/國家

3、級(jí)事故的延長(zhǎng)或者對(duì)整個(gè)家樂福造成巨大影響）.5.6.與家樂福操控中心成立的事故指揮官一起合作（處理非主要事故）可能參與協(xié)助 COS 中心，繼續(xù)對(duì)事故進(jìn)行處理提供給經(jīng)過批準(zhǔn)的信息團(tuán)結(jié)員工，使大家安心，充分體現(xiàn)能力確保安排合適的，恢復(fù)的支持和監(jiān)測(cè)工作家樂福面對(duì)各大團(tuán)體的公眾代表as Chairman, CCNCC(Incidentder in the event of a Major / National Crisis which prolongedand/or which impact on the entire Group significantly)1.Works with t

4、he Incidentder (handling a non-major crisis) who hasordered the opening of the Carrefour Operation CentreMay be relocated to the COS to continue resolve a major/ national crisis2.3.4.Provides the media wipproved informationProvides reaemployeesrance and demonstrates decisive leadership, wicsibility

5、to5.6.Ensure appropriate staffing, funding and monitoring for the recovery.ACarrefours “public face” to the community.事故指揮官（如相關(guān)的門店店長(zhǎng)）.5.負(fù)責(zé)事故的處理聯(lián)絡(luò)緊急事故應(yīng)對(duì)人，下達(dá)指示管理團(tuán)隊(duì)，包括有營運(yùn)，安全，人事和部門的代表從現(xiàn)場(chǎng)有利于公司的觀點(diǎn)出發(fā)，給提供即時(shí)、精確的公共信息只要是有利的且可行的處理方法，馬上上報(bào)給Incidentder (such as the Store Manager concerned)1.2.3.Takes charge

6、 of managing the crisisContacts emergency responders and solely provides directionLeads the crisis management team including represenives from operations, safety, HR and communicationsprovides instantaneous, up-to-date, and accurate public information to the media from an on-site vantage poReturns m

7、anaging responsibilities to the management hierarchy as soon aspracticable and expedient4.5.了解事故指揮者操作的詳細(xì)情況，請(qǐng)參考附錄附件 C：事故指揮者現(xiàn)場(chǎng)For details of IncidentEnclosure C: Incidentders operation, please refer to Appendix One toder On-Site Checklisof this Enclosure.人力資源.前往 COS 中心派一名協(xié)助指揮官和 CEO 了解情況，并根據(jù)員工需求

8、提出建議。依照情形的嚴(yán)重性，建議政策的實(shí)行。派遣員工 24 小時(shí)接聽為了大家共同的利益。和其他交流方式，回答員工問題，減輕，打擊，.9.召開所有會(huì)議使員工安心并且給他們提供的消息。根據(jù)形式的發(fā)展給個(gè)人或集體提供服務(wù)災(zāi)后給予人道主義包括事后服務(wù)及通知家人，回答關(guān)于賠償方面。發(fā)生在總部（涉及總部員工）提供當(dāng)前人事..9.5.提供緊急情況聯(lián)系信息以便通知受害者家人。追蹤，和事故發(fā)生期間的在職工作時(shí)間和其他相關(guān)信息已準(zhǔn)備好并且提交新水冊(cè)。確保人事工作時(shí)間保留傷員情況包括與事件相關(guān)的結(jié)果。監(jiān)督因事件引起的受傷情況Human Resource1. Assign a

9、 staff to the COS2.Apprete the situation with Incident mendations regarding employee needsDepend on the severity of the situation,contingent policiesder and CEO and makes3.mends implemenion of4.Assign staff to 24-hour coverage ofephonelines and other electronicage fears, combat rumor,communications

10、to answer employee questions, aand for akin pures5.mend all-heads meeting(s) to reaup-to-the-minute informationre employees and give them6.7.mend individual/group counseling/screening as situation developsAdvise on the “human” aspects of the disaster includingt-event counselingand next-of-kin notifi

11、cation; answer questions related to compensation and benefits.In crises at headquarters / involving headquarter staffs:8.9.Provide current roster ofnel..Provide emergency contact information for notification of next-of-kin.Track, record, and report all on-duty time forthe event.nel working du

12、ring9.3.Ensuretnel time records and other related information areprepared and submitted to payroll.Ma ain a file of injuries and illnesses9.4.t includes results ofinvestigations assoted with the event.9.5.Oversee the investigation of injury claims arising out of the event.1.、大眾和事故指揮者及CEO 保持口徑一致，傳達(dá)的信

13、息要清楚一致1.11.2制定目標(biāo),并對(duì)信息進(jìn)行提煉.和所有所有相關(guān)供應(yīng)商，保持交流與溝通：董事會(huì)，家樂福職員，捐贈(zèng)者，充當(dāng)主要更新和聯(lián)系者信息和控制。2.3.1.和外界有適當(dāng)?shù)慕涣鳎ù蟊?，顧客，供?yīng)商和投資者和人事部門合作在嚴(yán)重危急關(guān)頭與員工進(jìn)行交流Public Airs / Public CommunicationsWork with the incidentder and CEO to sustain the one voice policy anddeliver a messaget is consistent and clear1.1Strategizing an

14、d refining the media messages regarding any event.1.2Communicating will stakeholders: th, Carrefournel,donors, granteepp rs/vendors and the media.Serve as the primary media contact. Update and ma ain website.Monitor media coverage and provide rumor control.2.Prepare and distribute appropria

15、te communications releases for external audien-the mass media, customers, vendors /rs and investors3.PartNER WITH HR TO REFINE AND DISTRIBUTE EMPLOYEE COMMUNICATIONS APPROPRIATEFOR THE SEVERITY AND DURATION OF THE CRISIS...4.5.6.財(cái)政管理維持每天所有基本營業(yè)流程的現(xiàn)款。建立確保成和管理賬目使用必要的。處理和追蹤緊急情況的批準(zhǔn),例

16、如受傷員工的家庭。.整理不在當(dāng)前批準(zhǔn)的供應(yīng)商中的供應(yīng)商合同。和指揮官在所有事宜上進(jìn)行協(xié)調(diào),包括對(duì)超出現(xiàn)有訂購單的限制。在需要時(shí)通報(bào)保險(xiǎn)公司和第管理者收集和保管所有信息,以便從保險(xiǎn)商和其他處得到事故償還。和處協(xié)調(diào)所有財(cái)政恢復(fù)Finance/Grants ManagementMa ain daily cash funding of all essential business proses. Establish Crisis Cost Report and manage crisis accountsEnsure easy acs to nesary capital.Pros and track

17、emergency grantch as to family of an injured staffCoordinate vendor contracts not includedhe current approved vendor lists.Coordinate with Incidentestablished purchase order limits.der on all matters involving the need to exceed7.8.Notify insurers and third party administrators as needed.Collect and

18、 maaination on all disaster information for reimbursementfrom insurance carriers and other agencies.Coordinate all fiscal recovery with disaster assistance agencies..加強(qiáng)，修理，恢復(fù)整個(gè)公司電腦和通信技術(shù)（硬件和）及處理上提供 IT/技術(shù)方面的建議為處理小組在Information TechnologyStrengthen, Repair and Recover computer and software) at G

19、roup-wide.ephone technology (hardware and2.Advise the Crisis Management Team on the IT/technical implication of crises andcrisis management1.相關(guān)家樂福其他相關(guān)上也起著十分重要的作用，這些人由于,人力或在政策上及財(cái)務(wù)的投入等,家樂福內(nèi)外部的行動(dòng)及人事調(diào)整,所以也承擔(dān)一定的風(fēng)險(xiǎn)舉例說明：.2.特征：董事會(huì)，管理團(tuán)隊(duì)，傷亡員工及其家庭外部：股東，顧客，供應(yīng)商，調(diào)整者，周圍團(tuán)體，實(shí)體3.3.1.他們?cè)谔幚砉臼乱松嫌幸恍┕餐奶卣?.

20、..如果形勢(shì)失去控制,他們會(huì)制定決策,進(jìn)行解決應(yīng)當(dāng)根據(jù)家樂福的能力去處理制定家樂福的風(fēng)險(xiǎn)從積極的方面說,他們需要傾注財(cái)力,幫助的解除。他們是家樂福有價(jià)值的資產(chǎn)，幫助大宗買進(jìn)并支持行動(dòng)的開展.3.1.5.相關(guān)從消極方面來說,他們會(huì)對(duì)及其權(quán)力的預(yù)防,處理,控制及造成不同程度上的影響.4.4.1.調(diào)整者..3.股東.2.2.行為：使家樂福滿足各種調(diào)整需求和/或執(zhí)行管理時(shí)間和4.2.股東價(jià)值-以增加股價(jià)或分紅的形式管理時(shí)間和4.3.持有者償還.3.2.管理時(shí)間和國內(nèi)外的工業(yè)職員.或處，.5.

21、2.顧客.6.2.安全的工作環(huán)境賠償和利益4.6.商品質(zhì)量與安全客戶服務(wù)4.7.管理、董事會(huì)..3.國有化企業(yè)和優(yōu)先認(rèn)購權(quán)主管和職員的責(zé)任保險(xiǎn)避免的大眾傳媒股東增值決策信息供應(yīng)商&商業(yè)伙伴契約職責(zé)的履行可靠的交易家樂福店運(yùn)營的周邊團(tuán)體清潔的環(huán)境尊重個(gè)人隱私支持推動(dòng)當(dāng)?shù)厣鐣?huì)，文化，經(jīng)濟(jì)上的進(jìn)步Stakeholders1.Another human cluster highly worthy of consideration at strategic and operational ist of Carrefours Stakeholders, those

22、s or entitiest bear some form of riskas a result of having invested some sort of capital, human or finanl, something ofvalue in ananization, are placed at risk as a result of theanizationivities orhave regulatory authority over Carrefour,ernal or external.2.Ex2.1les of the Stakeholders are:ernal: Bo

23、ard of Directors, Management Team, Employees and their fami se.g. in cases otality or serious injuries.2.2 External: Shareholder, Customers,rs, Regulators, The surroundingcommunity,ernmental entities3.Characteristics of Carrefours Stakeholders:Collectively, they display some if not all of the follow

24、ing characteristicsheir dealingwith Carrefour:3.1 Tend to drive deci influence if not control.making, influence performance, etc, with varying extent of3.2 Should shCarrefours capability to absorb crisesImpact Carrefours risk profile itively, they can contribute valuable input and should help focus

25、the program. They should be valuable assets, hel you garner buy-in and support of your programNegatively, they can assert disproportionate impact on Carrefours ability and readiness in preventing, managing, monitoring and evaluating crises.sible stakeholders and the claim they might make:4.4.1 Regulators4.1.1Actions: nesary for Carrefours compliance with various regulatory requirementsAudit and/or compliance assertions or reportsManagement time and attention.34.2 Shareholders4.2.