Getting it right - good customer service is essential in a crisis:

October 2003

John Sharpe is the Chief Executive of the Business Continuity Institute (www.thebci.org). He was recently on an express train that hit a stationary vehicle on a level crossing. This resulted in 3 people being killed in this vehicle. He wrote of his account in the BCI magazine. John raised a number of interesting observations about the way he was dealt with:

Summary
Within minutes of the train stopping, an announcement was made by the guard. Passengers were told they had hit something on the line. The emergency services had been called.

The next announcement told passengers they had hit a mini-bus carrying agricultural workers. Information was given that the emergency services were on scene. Unfortunately, fatalities had occurred.

Whilst the train was stationary, regular announcements were made. Passengers were told what was being done to get them to the next station.

Very soon the media appeared, along with air ambulances to take the injured to hospital.

Within one hour, the train operator had extra staff and managers on board the train to help. They passed continually though the train to advise what was happening. They collected names and addresses and advised the MD would be writing to them.

Some passengers had flight connections. Within 20 minutes of the accident, rail staff were speaking to the airlines. Solutions were sought - a 'can do' attitude was adopted.

As fatalities were involved, the train was a potential crime scene. Police also took names and addresses. They updated passengers, aware that media reports were filtering in via mobile phones. They wanted passengers to have the accurate facts.

The train eventually reached the next station after inspection from engineers. At that point, a special train, coaches and taxis were laid on. The media were also on hand to interview willing passengers. They had been assigned a designated position.

At no point were negative remarks made about the train company nor emergency services.

2 days later, passengers received a letter from the Managing Director of the rail company. Apologies were given for the distress caused. Sympathies were sent to the bereaved and injured. 50 compensation was included. Details on how to get the rail ticked refunded were enclosed.

Further communication followed from the MD. This stated that the patience and understanding of all involved was admirable. Some of the central tenants of effective crisis management are graphically demonstrated by the above. These include:

• Putting people before profits.
• Delivering excellent communication, both internal and external.
• Giving people as much factually correct information as you are able to.
• Implementing an immediate response.
• Ensuring you have planned and prepared for such events.
  
  

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