The collection of basic information about your company is necessary to define the type of activity and the type of risk. This data enables you to size your emergency plans and to match the constraints of legal obligations as closely as possible.

More information in our subscriber area

Legislation imposes a number of mandatory scenarios to be taken into account in emergency planning. In some cases, this list of scenarios is extended by other texts than those included in the Welfare Code.

In order to be better prepared for crisis management, it is highly recommended to open your mind to other scenarios that would prevent your company from functioning normally. In this programme, you can imagine any disaster. No list could be limiting in this area.

More information in our subscriber area

Prevention and protection at work frequently relate to the obligation of result. The Code speaks of "primary prevention".

Based on the previous step, we try to guide you to a better understanding of your concerns by proposing a crisis background.

It is clear that in this management of emergency procedures, it is better to speak of "secondary" or "tertiary" prevention, and to integrate all the violence that a crisis can impose on its victims.

More information in our subscriber area

Once you have made the list (and this list can constantly evolve), you should now think about prioritising scenarios. It would be nonsense to insist on dealing with something unlikely and shy away from what may actually happen.

Through this assessment, you can also become more aware of risks that can be prevented at source, and thus work at the root of the problem, rather than leaving things unchecked and in the hands of decisions that will be made in the crisis itself.

The adage "He who wants peace prepares for war" finds its full meaning in this concept.

More information in our subscriber area

That's it! You know where to start, everything is set and you can concentrate on the subject.

The idea here is to define the actions to be taken or thought of according to the phases of a crisis.

Usually we talk about the before, during and after. Here, we will develop these three stages into six phases. This will allow us to better orientate the decisions to be taken at the most opportune moment, and to integrate the planning of the crisis into the planning of security management.

More information in our subscriber area

The main flaw of a plan is that it does not provide the means to achieve its objectives.

It is foolish to think that any one person will be able to solve the situation alone. Match your means to your intentions, and compare them. You will be left with two options: either to reduce the level of ambition, or to go faster to ask for help. In either case, the success of crisis management will be to avoid being overwhelmed by events.

People also need to be trained and retrained, willing to work in an emergency and take responsibility. They are often not compensated for these cumulative functions.

The management of a company can therefore adapt its strategy also on this often delicate subject.

More information in our subscriber area

No need to draw you a picture, it is also useful to have material resources adapted to siutation, in sufficient quantity.

In the same vein, the adaptation of your plans will depend on this data.

The material must be available and controlled. All the more reason to keep an inventory and check it regularly.

This site offers you the necessary documentation to help you make your plans. However, the law requires that a certain number of documents, plans or situations be made available to the emergency services.

We collect your official documentation through a personalised, but above all individualised, library.

If the confidentiality of these documents (e.g. plans) is important, we can arrange for a link to your intranet.

We can also take care of the creation of situation plans, intervention plans or evacuation plans. These plans can be integrated into your web site area.

Om te voorkomen dat hetzelfde deel van een scenario 10.000 keer wordt herhaald, stellen wij voor het op te splitsen in samenhangende "brokken". De evacuatie van personeel zal bijvoorbeeld waarschijnlijk worden bevolen bij een brandbestrijding, maar misschien ook bij een bommelding of een gaslek. Waarom telkens de aanbevelingen herhalen?

By writing an "additional scenario", we can use it in several configurations, while guaranteeing a unique and logical information.

The possibilities of over-crisis are also proposed in the crisis phases. You just have to look for the corresponding scenario, as if you were browsing a website.

The necessary decision aids will be offered in these crisis phases.

In the end, the document exists, the methods and the means are found. The ideas are clear, but there is still a doubt about the effectiveness, about the implementation of the plans.

By breaking down and creating your contingency plans, we can easily create a control state that allows you to test the plans. First strategically and then in the field.

The site offers you methods, tools and ideas, but will never be able to change your safety culture. In the list of advice, we recommend that you set up a permanent committee to keep a focus on the logic of the work, to bring together the actors in the plans and to test the effectiveness of the plans.

This committee will also be responsible for analysing the feedback if one of the scenarios were to materialise. The link with the normal operation of the company, and therefore also with compliance with welfare legislation, will be greatly facilitated.