Preparing For Crisis Management
Sutherland partners Matt Gatewood and Susan Lafferty recently presented a Legal Quick Hit to the ACC’s Energy Committee on the fundamentals of preparedness for crisis management following significant operational failures.
The outline of that presentation is below:
- Identify the risk inherent in every operation
- Monitor the pulse of industry changes, including new hazards and threats
- Provide systems for training new personnel and understanding industry trends
- Define (and conduct training on) the roles and responsibilities in a crisis
- Understand enforcement risks and potential exposure gaps
- Know protections/exposure in commercial documentation for all projects
- Be prepared to respond to all drivers of exposure following an incident
- The media/public opinion
- Anticipated political pressure points
- Government investigations (from industry regulators and from Congress)
- Legal team needs to be proactive, not reactive
- Understand each response’s impact on strategy in inevitable litigation
- Conduct comprehensive crisis management exercises to test and prepare company
- Different from traditional environmental response planning drills
- Focus is more on crisis management as opposed to incident response
- Tests executive leadership team, legal team (inside and outside counsel)
- Key best practices for crisis management following an incident
- Legal team needs to play a leading role
- Identify and balance immediate and long-term goals
- Do not respond (or respond) in a way that makes the matter worse!
- Do not hide, but choose words carefully
- Common pitfalls in crisis management
- Failing to disclose basic, undisputed facts quickly (hurts credibility)
- Underestimating potential consequences, especially in future litigation
- Failing to protect privilege, including privilege of internal investigation
- Misplacing public focus on business interests
- Failing to master the company’s own information (know what you have)
- Blaming others unnecessarily