Was the Dreamworld Theme park crisis handled properly?
Nalin Wijetilleke MBA, Hon FBCI, CISA, CGEIT, MInstD
Director/Principal Consultant | Business Continuity & Resilience Expert
Australia’s Queensland theme park tragedy has left 4 deaths. ‘Thunder River Rapids’ as it is popularly known experienced its worst tragedy two days ago. It happened when a vacant car got stuck in the conveyor belt and the car following the stalled car, which had people in it, rammed onto it. According to the reports, the vacant car had flipped back onto the car with people and they were thrown out and eventually got trapped in the conveyor belt and water below. The public and the families of the victims are asking many questions.
Queensland police are investigating the cause of this accident. The theme park remains closed and hundreds of mourners have paid their respect.
In such situations, those accountable, right from the very top should show empathy. They should be honest and truthful. When it is not, it can be a major loss of trust and the reputation. Watch this...!
Helping organisations prepare for, respond to and recover from significant business disruption
8 年I'm reminded at this time about the handling of a crisis incident which affected Arnotts and their most profitable biscuit line was contaminated in 1997 (I might be out with the year). At this time the executive team at Arnotts put the general public before self and yes their short term profits were smashed but to them the only thing that mattered was the safety of the general public, yet within 6months their profits came back bigger and better than ever and new customers were gain in the process. I can hear you saying but no one died in the Arnotts incident and you would be right but it was more about how Arnotts handled the situation: 1. No one in the executive blamed someone else in the company 2. No one in the executive blamed their external suppliers 3. The executive spoke to the media immediately and in turn it gave them the chance to always be ahead to control the message 4. The executives had customers, potential customers and employee as number 1, 2 and 3 priority 5. N organisation can be rebuilt, the loss of a life is lost forever.
I don't think there can ever be the perfect response - clearly some miscommunication withing the Executive and Board regarding whether they contacted the families or not. I felt there was a genuine attempt to find the right balance between the human tragedy of the incident and commercial reality of running a public company. The problem is, the moment you focus on one, the interested parties of the other will attack.
Managing Director/Principal Consultant
8 年Such a horrible situation for the families my thoughts are with them. Unfortunately I this is often a common theme in a lot of New Zealand companies. Crisis Plans that are properly exercised help ensure senior staff are equipped to handle such situations.