Does Emergency Management Have a Place in the Enterprise?
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Does Emergency Management Have a Place in the Enterprise?

Does Emergency Management Have a Place in the Enterprise?

Emergency management is often overlooked in corporate settings, where crisis management steals the spotlight. But should it? If we look at how organizations prepare for and respond to disruptions, it becomes clear that emergency management is not just relevant—it’s essential.

The First Line of Defense in an Enterprise Setting

Per the ISO 22361 crisis management standard, crisis management focuses on strategic leadership and decision-making in response to high-impact, unplanned events. In contrast, emergency management functions as the first line of defense within the Three Lines of Defense model used in risk management.

So, what does this mean in practice? Emergency management in a corporate environment is responsible for responding to immediate threats to the organization. These are incidents that require urgent action but may not yet have enterprise-wide consequences, such as:

  • Facility fires
  • Office network outages
  • Hazardous material spills
  • Severe weather impacts on critical sites
  • Workplace violence or security threats

While each of these incidents is disruptive, they typically start at a localized level. Effective emergency management prevents these situations from escalating into full-blown crises.

Emergency Management vs. Crisis Management: The Key Differences

The distinction between emergency and crisis management comes down to scale and scope:

Emergency Management

  • Tactical, first response
  • Immediate, localized threats
  • Focuses on containment and stabilization
  • Firefighters, facilities, security, IT ops

Crisis Management

  • Strategic, enterprise-wide response
  • Significant impact across business units or markets
  • Focuses on mitigating damage and long-term recovery
  • Executive leaders, legal, PR, risk management

An office-wide network outage might fall under emergency management, but if the outage is caused by a sophisticated cyberattack affecting multiple business units, it transitions into a crisis. Similarly, a workplace violence incident in a single location is an emergency, but if it results in legal, reputational, and financial consequences across the enterprise, it becomes a crisis.

How Emergency and Crisis Management Should Work Together

A best-practice approach ensures that emergency management and crisis management operate in sync, rather than in silos. Here’s how:

  1. Clear Escalation Protocols – Emergency teams need well-defined triggers for when an incident moves from emergency response to crisis management.
  2. Shared Situational Awareness – Crisis leaders need real-time intelligence from emergency teams to make informed decisions.
  3. Cross-Functional Collaboration – Emergency and crisis teams must train together so that handoffs during escalation are seamless.
  4. Regular After-Action Reviews – Every incident, whether an emergency or a crisis, is an opportunity to refine response playbooks and improve resilience.

Building an Effective Emergency Management Program

To ensure emergency management is a strong first line of defense, organizations should:

? Define Roles & Responsibilities – Establish clear ownership of emergency management at key facilities and corporate sites.

? Develop Response Playbooks – Standardized emergency response procedures ensure consistency across locations.

? Integrate with Crisis Management – Build escalation paths into crisis response frameworks, ensuring a smooth transition when needed.

? Train & Exercise – Regular tabletop exercises and simulations test how well emergency teams function under pressure.

? Leverage Technology – Incident management systems, mass notification tools, and real-time dashboards enhance response capabilities.

Emergency management deserves a seat at the table in the enterprise risk and resilience framework. When done right, it acts as the foundation for effective crisis management, stopping many incidents before they spiral out of control.

What’s your take? Does your organization have a well-defined emergency management structure? Drop a comment and let’s discuss.

Disclaimer: The views expressed in this article are my own.

Shaun Deely, CBCP

Sr. Business Continuity Consultant | Expert in Business Resilience and Recovery

1 周

Very helpful

Rick Blackburn

Emergency Services Advisor at Southern California Gas Company (a Sempra Energy Company)

1 周

Great article on what each is, and the differences between them. I've been in both public and private sector roles and they tend to be more different then similar in how each works within their respective organizations.

Richard Widup

President/Founder, The Widup Group, LLC, an Enterprise Security Risk Management consultancy/Enterprise Security Management Leader/Internationally Recognized Security Champion/Trusted Business Advisor

1 周

Completely agree that Emergency Response planning (EM) is a critical element of the larger Crisis Management plan. Unfortunately, there are too many occasions wherein the nexus between these two is not fully developed. One of initial components of developing a Crisis plan is to ask the question, “What does your Emergency Response Plan consist of? This of course assumes that this exists in the first place!

Gary N.

Corporate security executive (business partner) protecting people, assets, information, reputation, the supply chain, and the bottom line through risk management, crisis response, and strategic security planning.

1 周

Wasn't familiar with ISO 22361. Thanks for sharing!

Christopher Britton

Founder, COO and General Manager @ RockDove Solutions, Inc. | Go-to-market Strategy, Sales

1 周

Thanks for sharing Ashley Goosman, MBCP, MBCI, ARMP. We face an ever evolving threat landscape with a steady rise in disruption. Having an effective response framework combined with supporting tech is essential.

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