SMOAID for Business Training

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SMOAID for BusinessTraining

• Santa Monica
• March 12, 2008

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Agenda

• Introductions
• History of SMOAID
• Katrina
• Service providers
• Businesses
• residents
• Products
• Contact lists/ Red Pages
• Website for sharing information
• Assistance in Planning and Trainings
• Exercises and drills

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Agenda Continued

• Crisis Communications Presentation
• Ive got 7 Campaign
• Business continuity presentation
• Group activity- Identifying safety priorities for
  businesses in Santa Monica
• Future goals, activities, and trainings
• Operation Golden Guardian- November 2008

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Crisis Communications Introduction

• There are many types of crisis communications
• Internal communications for employees
• External communications to stakeholders, the
  media, and the public
• Emergency Public Information
• Employee safety communications
• Critical information

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Internal Communications

• Employee safety information cards
• Phone trees
• Email/ website notices/ radios
• Policies for reporting after a disaster
• Other communications

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External Communications

• Steps to a Successful Interview and Crisis
  Communications
• Managing the Inquiry
• Preparing for the Interview
• Conducting the Interview

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Managing the Inquiry What to ask the reporter?

• What is the topic?
• What questions will be asked?
• When is the deadline?
• Where will the interview be conducted?
• Who else is being interviewed?

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Managing the Inquiry What to ask yourself?

• Should I do the interview?
• Am I the right spokesperson?
• What do we have to gain?
• What information can I provide?

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Preparing for the Interview

• Prepare your message
• Practice your interview
• Focus on 3-4 key points and repeat them often
• Start with your conclusion
• Prepare soundbites

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Conducting Interviews

• Never say no comment
• Always tell the truth
• Never speak off the record
• Stick to your game plan
• Keep it simple KIS
• Dont Blame or Speculate
• If you dont know, say so and say you will find
  out.

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Conducting Interviews

• Mark Twain Said
• Its better to keep your mouth shut and appear
  stupid than to open your mouth and remove all
  doubt.

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Recap

• Manage the inquiry
• Prepare your message
• Practice
• Conduct the interview

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Starbucks Business Continuity Program Today
Business Continuity leads the enterprise through
business disruptions caused by incidents or
disasters. The program protects our partners and
customers, guards company assets, and preserves
brand integrity by evaluating risks, developing
ongoing strategies, and implementing and testing
plans.
Emergency Response Develop, implement and test
policies, procedures and actions to be followed
in the event of an emergency.
Business Recovery Plan and implement procedures
to restore Starbucks site operations at temporary
locations and recover normal operations.
International Training and Operations Awa
reness
Plan for the recovery of critical IT assets
including, network, hardware, and data to meet
RTO/RPO requirements. I.T. Disaster Recovery
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Critical Incident Goals

• Goals
• Protect partners
• Contain the incident
• Communicate to all stakeholders, including media
• Assess the affects of the disaster correctly
• Decide on and implement optimal response plans

Tsunami, Patong Thailand Dec., 2004
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Hurricane Response Protocol

• Pre-storm preparation checklists (starting 5 days
  out)
• Communications guidelines
• Store closing preparations
• Store reopening criteria
• Media relations guidelines
• Red Cross/government contact information

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Levee Breech and Impact
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Response Team
Regional Field Office (Atlanta)
Starbucks Support Team (Seattle)

• Business Continuity
• PAP
• Global Communications
• Payroll
• Total Pay
• Facilities
• Operations
• Corporate Social Responsibility
• Marketing
• Retail Communications

• Regional Vice President
• Regional Director
• District Managers (on-site in Louisiana/Texas
• Regional Partner Resources
• Regional Facilities
• Regional PAP
• Regional Marketing

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Locating Partners
Office building off I -10
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Temporary Housing
New Orleans, Sept. 2, 2005, Jocelyn
Augustino/FEMA
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Communications
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2005 Hurricane SeasonLessons Learned

• Communication Know all out-of-state partner
  contacts in advance. Make all partners aware of
  multiple communication channels.
• Clear Pay Expectations Define how partners will
  be paid and for how long. Be consistent
  throughout the region and organization.
• Direct Deposit Increase participation in direct
  deposit so that partners are able to be paid
  during any incident
• Distribution Expectations Plan standing orders
  with vendors to be filled after the storm.
• Community Outreach Donate product to key
  community groups prior to storm impact.
• Community Support Communication Within 24 hours
  marketing to provide plan for local response to
  community and create ways for all internal
  partners everywhere to be able to help.

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Applying Lessons Learned to the Future Example
Pandemic Influenza

• Plan components where we apply previously
  developed tactics
• Manage Plan
• Global Communications Strategy
• Communicable Disease Travel Policy
• Work from Home Procedures
• Partner Resources
• Expatriate and Foreign Nationals
• Function Workaround and Recovery Plans
• Plan components where we must create entirely new
  tactics
• Office Procedures
• Store Procedures
• Manufacturing Facilities Procedures
• Logistics and Distribution

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references

• http//www.ffiec.gov/katrina_lessons.htm
• http//nwcphp.org/training/hot-topics/2006-hot-top
  ics/starbucks-business-continuity-planning
• http//usinfo.state.gov/ei/Archive/2005/Sep/02-230
  601.html