2017

Balanced work and family lifestyle
Christmas Party for RiskLogic’s children

It’s easy to spruik that a company has a strong culture & value around its people. But it may be completely different when companies are expected to turn theoretical value into true practice. Businesses can oftentimes get so busy throughout the year that planned social events can often be overlooked or placed lower down the list of priorities.

At RiskLogic, Joint Directors Dan Shields and Josh Shields places a lot of value on their people and these values are practiced throughout the year. Established in 2005, RiskLogic has been on a trajectory of exponetial growth over the last few years, with the team growing rapidly – and still growing. The RiskLogic directors are firm believers that an organisation’s success is a combination of having a clear and meaningful purpose, strong values and highly aligned and motivated people who are the best in the industry.

Josh and Dan are advocates of placing people first and the results will follow. They do this by encouraging team members to have a balanced work and family lifestyle, interlaced with social events throughout the year and finishing 2017 with a Christmas party for children of the RiskLogic family.

The children enjoyed an afternoon of xbox and Wii, cupcake decorating, colouring in, face painting and pool, finished with a visit from Santa Claus.
Exhausted and loaded with sugar, the children went home with parents who could finish the day with an early mark. Merry Christmas to all our clients, friends and family. Stay safe over the holidays.

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Leading in a crisis | leadership styles
Organisations under pressure: leading in a crisis

Compared to business as usual, a crisis presents a unique and challenging decision-making environment. Whether it’s a natural disaster, hostage scenario, malware attack or other crisis, leaders and team members may be under enormous psychological pressure when managing through a major incident. In such extremes, strategic leadership is crucial, particularly as the leader is unlikely to have had direct experience of the crisis beforehand.

Two different leadership styles

There are two different leadership styles that may apply when managing a major incident. These being task-orientated and people-centred leadership. Neither one of these leadership styles outweigh the other in importance. Instead, depending on the crisis and incident, the appropriate leadership style will need to be invoked.

The task-orientated leadership style is focused on strong hierarchies and task-orientated behaviour to drive outcomes. This leadership style takes command and control of the situation by determining specific tasks and scope of work for their alternates. She or he determines what, how, where and when the work must be done .

The people-centred leadership style places greater emphasis on their relationship with their team members, encourages two-way communication and harnesses ideas from the team. Employees often open up to leaders who are human, who have made mistakes and learned from them. ‘When you capture the hearts and minds of people, let them have their say in some of the decisions, they will have greater buy-in and be more willing to strive for excellence,’ says Melbourne RiskLogic Senior Manager, Gary Vogel.

Choosing the best crisis leadership style for your organisation

Crises are unpredictable, chaotic and can escalate quickly. Leaders must deal with issues that are difficult to understand and which seriously threaten the viability of the organisation and possibly even the safety and welfare of staff and clients or customers. ‘During a crisis, people are often panicky and in need of assurance that someone strong is in control. Task-orientated leadership using the command and control approach has been used effectively in these situations as it provides strength, helps assure the team, and galvanises their efforts,’ confirms Vogel.

“An inspirational leader is one who quickly, calmly and decisively controls a crisis situation”

‘With great power comes great responsibility, and mangers are expected to lead – especially through times of difficulty. A good leader will change their leadership style based on the situation,’ adds RiskLogic’s Brisbane Regional Manager, Simon Petie.

A people-centric leadership style may well be better placed for the business as usual environment, or when reviewing and learning from the crisis and preparing for the next one. For a people-centred leadership approach to be effective during the crisis, the workforce must be fully aligned in its values, direction and drive for success.

‘The maturity of the crisis management team is a critical consideration in terms of how the leader leads during a crisis,’ says RiskLogic’ Melbourne Regional Manager, Cheryl Hambly ‘If the team has extensive experience working together in crisis mode, the leader may be able to take a more supportive rather than directive role. However, in reality this may be difficult to achieve. In a less mature team, as is often the case, team members will need a higher level of direction to set objectives and respond to the situation,’ adds Hambly.

In a crisis, there is often simply no time to consult with the team about what to do. If you hesitate as a leader, if you delay a decision in order to form a committee to discuss your options, you may miss the decisive point that will tip the balance between success and failure, or possibly even life and death.

Becoming a resilient organisation

To be a resilient organisation, leaders must be able to adapt to and successfully steer the organisation through all kinds of disruptive changes. It’s not enough to simply train your managers to be decisive or to tell your staff the location of emergency exits and assembly points.

If the command and control leadership approach is counter to your organisation’s typical approach, working through times of stress and challenge may be exceptionally difficult. Leadership in a crisis might not be within the skill-set of your organisation’s senior leaders – a leader who is highly successful in normal business may not be able to lead well in a crisis.

The only practical way of preparing leaders for a crisis is a rigorous, realistic and regular training program, which allows leaders to examine all the implications of those challenging, yet plausible ‘What if…?’ scenarios. Key employees need to be trained to work within the crisis management plan to help ensure they respond in the most appropriate way. A well-managed communications strategy that ensures accurate and timely communication is also critical to instil calmness, authority and confidence in all those affected by the crisis.

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cyberattack hacking cyber cost
What a Cyberattack May Cost You

Editor’s note: this article was written last year in conjunction with RiskLogic’s Cyber-Awareness campaign. We are re-publishing for 2017’s Cyber awareness month. 

The Business Continuity Institute brings you another year of stats to help really put into perspective what the issues facing organisations are. Here is a break down of the 2016 Cyber Resilience Report. These numbers were researched and put together by Senior Communications Manager, Andrew Scott CBCI.

 

Business Continuity

As I mentioned last week, BDO had stated in their cyber awareness workshop that one organisation would receive on average 17,000 attacks in 2016. By 2020, this is going to cost companies a staggering $3 trillion USD.

Cyber Incidents

 

The frequency of these cyber incidents demonstrates why it is important for organizations to have plans in place to mitigate against these kind of threats, or to lessen their impact.

The Cyber Resilience Report, the result of a study conducted by the Business Continuity Institute and sponsored by Crises Control, found there was a wide range of response times for cyber incidents.

Response time to cyber attacks

This has clear implications for the time taken to return to business as usual, and the ultimate cost of the incident to the organization.

Even if organizations wish to respond immediately to a cyber attack, the nature of the attack may render them unable to do so.

phishing attacks

All these forms of attack will, in different ways, render an organization’s own network either contaminated or inoperable. An example of a company in New Zealand who a few years ago disappeared off the face of the earth reiterates this.

They had realised one afternoon someone was in their system, just sitting there waiting (which can be more worrying than if they’re actually attacking). The organisation took the first meaningful step and completely disconnected the whole business. 150,000 customers were contacted to change their passwords. Over two weeks the IT team rebuilt the company up from scratch. Confident that no hacker could get back into something completely rebuilt like this, they gained the stakeholders trust and invested millions into fixing this as soon as possible. On a Friday afternoon at 4:30pm, the business was ready to switch back on. Once they had, their CIO had been informed that the hacker was there again, waiting, back in the systems. His inevitable attack lead the company to loose a further couple of million dollars and send them to bankruptcy.

Costs of a cyber attack

David James-Brown FBCI, Chairman of the BCI, commented: “This piece of research is one of the most timely, insightful and relevant the BCI has ever produced. Cyber attacks tend to target the weakest links of an organisation, and this calls for a greater awareness of ‘cyber crime’. As the cyber threat evolves, it is crucial to stay on top of it, building long-term initiatives and regularly updating recovery plans.

Rickie Sehgal, Chairman of Crises Control, said: “Rapid communication with employees, customers and suppliers is vital for any company in terms of responding effectively to a major business disruption event such as a cyber attack. When your business is at risk, even a one hour delay in responding to an incident can be too long. Taking more than two hours to respond, as almost half of companies do, is just unacceptable.

RiskLogic offers a comprehensive training course on cyber resilience and how your organisation can remain prepared and secured for when an attack occurs. Our experienced and credible consultants are well prepared and ready to assist you in your cyber journey. Contact us now to arrange your obligation free consultation.

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RiskLogic launches exciting new website for New Zealand

Written by Brad Law – Senior Consultant and New Zealand Country Manager

Over the last month, we’ve been driving our web developer, James Hutcheon mad with requests, content, images that were “too busy, too small, not enough kiwi” and just about everything in between (I thought my job was stressful!). Thanks to him, Ollie – my Commercial Marketing Manager, Josh Shields our Director, and the rest of the team, The RiskLogic New Zealand website has gone live.

In 2017, we set out with a vision to change the game when it came to resilience in New Zealand. As a famous Irishman once said, “we’re not here to take part, we’re here to take over”. For too long now, NZ has dealt with “good enough” resilience solutions and templates downloaded from Google. Our vision is to bring in a new, easier and more meaningful solution to kiwi organisations.

This website is one of the many steps we’re taking to get this started. Hours of strategic, commercial and logistical planning has been put into how we wanted to approach expanding in this territory for the business. RiskLogic has done incredibly well in Australia with the presence and work we provide our clients. It’s now time to further grow those same values and passions into New Zealand, the country I proudly call home.

On our new site, you can read more on what we’re doing and what services we specialize in. I welcome any feedback or questions you have on this. I will also be uploading plenty of articles, images, blogs and even videos in the coming months where we’ll continue to provide you, the reader, with credible resource and topics to think about.

I’d like to thank my team for their support on getting this site live for me, but more so the feedback and time my NZ clients give towards our journey.

Until next time, plan, do, check and scroll on…

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FirstAction Welcomes Latest Australian Citizen

On Thursday 24th August, FirstAction and RiskLogic were very happy to be a part of our very own Kumar Sivanesan’s Australian Citizenship ceremony, held in Ryde, Sydney.

At FirstAction, we believe our diverse, multicultural and multi-skilled workforce is what contributes to our growing success. Since 2005, our Directors Joshua & Daniel Shields have always believed in an equal, strong workforce that brings in people from all backgrounds. It is this simple value that makes us extra proud to see one of our own join our family and our country.

General Manager of FirstAction, Phil Archer mentioned after the ceremony, “Kumar’s skills in CAD drafting identified him as the leading candidate for the role within FirstAction to oversee evacuation diagram design & development. Kumar moved from Adelaide to join the FirstAction team 12 months ago in which he has grown & flourished constantly through this time. We as a team are very proud that Kumar has decided to become an Australian citizen which ensures he continues to be part of our diverse team of multicultural staff moving into the future”For Kumar, becoming a citizen is everything.

“It was my dream to become an Australian Citizen and it took four years to get that. I am so proud and I take pride in part of a vibrant and multi-cultural country which offers so many opportunities in various fields to immigrants from all over the world.

I always dreamt of getting a job in my field but I never thought I’d be working in this great company with such diverse background. I would like to thank Daniel and Joshua Shields for offering me this job and believing in me. I would like to thank my Managers Phil, Jackie Savci and the entire FirstAction and Risklogic team for their enormous support. It is my privilege to work with such like-minded, passionate people. I plan to buy a house and settle down here and I’ll keep on learning to develop myself professionally and in a way to the development of this great country”.

We’d like to congratulate Kumar on his new citizenship here in Australia and wish him the best of luck for his future as an Australian.

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Is Queensland Ready for the Commonwealth Games?

Written by Ollie Law – Commercial Marketing Manager & Simon Petie – Senior Consultant, Queensland.

On November the 11th, 2011, The Gold Coast, Australia, found its fifth bid to host the Commonwealth Games successful. Next year (2018), the Gold Coast is going to have an influx of electric-excitement and spectator-chaos around what we’re now officially calling the XXI Commonwealth Games. With the opening ceremony locked in for April 4th, 2018, emergency services, visitors, residents, councils, and organisations have ten months to prepare for what is no doubt going to be an Australian wash out event.

One of the key reasons the Gold Coast won its bid for the games was its planned venue situation having 80% of the required venues already built and ready. Transport as well boasted only 20-minute driving time to the Athletes village while public transport screams success for a city that has perfected its light rail system – which will connect a number of key venues together.

In 2015, England hosted what was called Rugby’s greatest ever World Cup event. South Korea have already spent billions on its readiness for the Winter Olympics next year while Russia does its magic for the Football world cup next year also. With what seems to already be a successful 2018 for sports, we could be in for an enjoyable and perhaps legendary event here in Queensland. The organisers are certainly aiming high for that.

I’ve spent the last six months preparing resource and content around how an event like this is going to affect local organisations, and how by using Business Continuity during the event, you will not only survive but thrive off of the stampede of sports about to hit your doorstep.

Getting your BCP in check now

Regardless of what area of business you’re in, your transport and supply chain is going to be affected during the events. The Gold Coast will see an influx of anywhere between 690,000 to 700,000 visitors during the games. With these increased demands on the transport systems, local, smaller businesses are going to be hugely affected. During the London Olympics 2012, small, inner-city businesses recorded a 65% increase in wait time for deliveries and supply chain access.

Your workforce planning and operations need to be looked at now in ways to minimise this disruption. Minimising impacts on business continuity is a key focus of the background transport task. Even if you’re an organisation that is not bound to a supply chain, you are still affected by smaller requirements like downtime during a blackout or any major, external support systems.

Your options around this are to seek alternative freight routes, talk early about the expected time delays and factor this into your daily objectives, workforce journey plans and how you can help get your team to work comfortably. As a business, you should be consulted early from your suppliers on how they’ll get around this. If not, you need to be making those calls now.

You should be planning your resilience around situations like this early, you have ten months!

Know the plans for GC2018

The local councils and Government will already have their plans written, signed off and printed for the games. Chances are, they didn’t send you a copy of these! Key routes in and out of the city will be disrupted and even closed. Freight operators would have already decided on new routes, public transport too. Now is the time for you to be finding all this information out, whether it be for your supply chain, or simply so your staff know how to be getting to work.

Freight movements will be restricted in venue precincts during competition hours. The freight industry and affected businesses and residents will be engaged by the GC2018 transport partners to ensure issues are identified and addressed, and to minimise disruption to freight operations. This will start happening as early as a month before the events.

Many strategies will be proposed to freight operators, business, and residents to support freight operations during GC2018. They include:

  • Where possible, limiting freight requirements during GC2018
  • Moving delivery times outside of competition times
  • Reducing the size of delivery vehicles entering venue precincts (meaning smaller loads)
  • Alternative freight routes and, where possible, avoiding use of the Core GRN and the Gold Coast Highway
  • Avoiding travel through key Gold Coast precincts such as Broadbeach, Surfers Paradise, and Southport during competition times.

Does this affect you? Does this affect your suppliers?

How we can learn from past impacts

From my perspective, these points already raised and shared with local Gold Coast businesses seem very light compared to the wider picture. Many more organisations will see an effect on their day to day running while the event is on.

We’ve seen businesses disrupted by events on this scale before in Australia, specifically during one of the largest Olympic games in history, “Games of the XXVII Olympiad”. The games of the Millennium hosted in Sydney in 2000 cost the country an estimated $6.6 billion but was regarded as “one of the most successful events on the world stage” and that “IOC should quite while it’s ahead…there can never be a better games”. With only six years of planning for what was a spectacular event, the country learnt some valuable lessons very early on.

With initial slow ticket sales and failure of meeting it’s initial budget, Sydney skyrocketed passed its budget by only year three of its planning. To compensate for this, small taxes started to rise. The media then got hold of this and potential shortcomings were being highlighted before the 1996 Atlanta (US) Games had even started.

There was also concern about potential problems during the Games. The public transport
system was one of these concerns, as were airport congestion, city traffic, security threats and the cost of running Olympic facilities after the Games. The international media’s reporting on Indigenous issues also caused authorities concern.

Despite all the negativity from the media, the staging of the Sydney Olympics was an undisputed success. The predicted trouble spots did not eventuate. Public transport was a problem, just before the Games, however during the Games, the entire system ran smoothly. In fact the whole of Sydney ran better than it usually did. This was partly due to the fact that schools closed for three weeks, many offices closed and staff took leave for the entire period. A party atmosphere reigned throughout Sydney, a party celebrated by visitors and locals alike.

Although CG2018 is unlikely to reach this scale, we can minimise the impacts and examples learnt from this event and mirror them to what we know today. Just like the 2000 Games, you should expect huge disruptions across all business areas. Business need to be thinking about revising their Business Impact Analysis prior to the CG2018 in order to understand their critical business functions and dependencies.

Let’s get everything in order

Establishing a robust BCM (Business Continuity Management) Strategy now is the best method for understanding possible disruptions. I’ve spent months already speaking with current clients and contacts around how understanding your critical business function and dependencies needs to be done now.

In these meetings, I continually point my opposite towards the CG2018 Organisation Committee, who, to their credit, have done a good job on relevant – up to date information. This is the sort of information you want to be keeping an eye on weekly. One of my clients have appointed a junior to check up on this information weekly and bring to their WIP meetings if necessary. Small steps like this will allow businesses to plan and prepare for any disruption in the lead up to the games.

By visiting all these steps now, you’re allowing yourself ten months to comfortably get through the event. The Commonwealth Games 2018 are going to be running, cycling and jumping right outside of your front door, it’s important you are ready for this whether you like it or not. It’s important that you know how to thrive as an organisation during this time.

Over the next ten months, I will be using my time, resource, and experience to help multiple organisations plan and prepare through unique and specific BCP’s for the games. If you’d like to discuss how RiskLogic can help you as well, drop me a line today.

Call us on 1300 731 138, email info@risklogic.com.au, you can also find Simon in Brisbane:
Level 29, 1 Eagle Street
Brisbane QLD 4000

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Tech-Support-Syd-01
We Are Hiring A Technology Support Manager

Technology Support Manager

  • Are you passionate about innovation and technology?
  • Do you thrive working in a friendly team based working environment?
  • Do you want to work for an organisation that makes a real difference in our communities? 

Then look no further; this position may be just for you! This is a fantastic opportunity for a motivated and self-driven Technology Support Manager to play a pivotal role in a dynamic team, during an exciting expansion phase of our technology division.

Our vision is to work with inspired people to build meaningful organisations that contribute to a better tomorrow. At RiskLogic we do this every day by empowering people to successfully navigate the worst of situations, events like cyber-attacks, terrorism, physical disasters, health epidemics to name a few. With the right tools, training and experience we help people safeguard what’s important to them, helping to build a more Resilient Future.

RiskLogic is a market leading consulting and technology company that works with corporate, not-for-profit and government clients throughout Australia and New Zealand. Our team makes a real and tangible difference to our clients and their success in a constantly changing threat environment.

As our Technology Support Manager, you will be responsible for managing end to end support for technology solutions.                                                                                                               

Key Responsibilities:

  • Manage technical and user support
  • Monitor and ensure SLAs are met
  • Establish and maintain project deliverables with clients
  • Manage Client account
  • Ensure technical support materials are current and accurate
  • Prepare functional specifications for new software developments
  • Manage the testing of changes and enhancements

Key Requirements:

  • Minimum 3 years’ experience managing client support or an IT help desk
  • Excellent written and verbal communication skills
  • Ability to build and maintain strong relationships with internal and external customers
  • Has initiative, creative problem solving and process improvement skills
  • Ability to work autonomously and as part of a team
  • High level of accuracy and attention to detail
  • Exceptional time-management skills and ability to multi-task and prioritise workload
  • Aptitude for learning new technology systems and processes
  • Reliability and ability to work outside normal business hours (rotating support roster)
  • Advanced Microsoft Office skills
  • Must be eligible to work in Australia (not suitable for candidates on a working holiday or temporary visa)

Work with us!
We’re a team of diverse and passionate enthusiasts. Everyone is empowered by exploring and implementing innovative ideas and improvements. We’re growing, which means lots of opportunities and we make these opportunities real by helping you get there. We thrive and collaborate in an open activity based workspace, utilise the latest technologies and provide a great culture for you to thrive in. As an integral member of the team, you’ll model our core values with your words and actions: Integrity. Passion. Innovation. Performance.

If this role sounds exciting and you have the skills and attributes we are looking for, please send your resume and a covering letter today. To find out more, you can contact Iolanda Hazell on 0400 489 743 or ihazell@risklogic.com.au

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RiskLogic Establishes Permanent Presence in Local Brisbane Market
Last week marked one year since RiskLogic moved into their beautiful, central Sydney office, 74 Castlereagh St. Since then, Directors Joshua and Daniel Shields expanded their team in Melbourne, Perth, Wellington (NZ), Christchurch (NZ) and now Brisbane. With a rapidly expanding client base, and an ever-evolving risk landscape, RiskLogic find themselves in high demand for on the ground, client facing resilience experts.
 
Since starting with the business back in 2016Simon Petie, RiskLogic’s Senior Manager in Brisbane, has grown some of our organisation’s most dynamic and exciting clients in the Government, Energy, Manufacturing, Financial Services, Education, Health and Age Care sectors. Simon has not only been kept busy delivering planning, training and exercising for his clients but on the ground support during live crisis situations, including severe weather events, cyber response and other disasters impacting his clients. He now has his eyes firmly set on preparing his clients for the upcoming Commonwealth Games in 2018.
 
Joint-Managing Director, Dan Shields comments RiskLogic’s new Brisbane office is an important part in our strategy to provide a truly national service offering with local representation in all key markets. We recognise that Brisbane clients want someone who knows and understands the local market and environmental conditions. Headed by Simon, we are now better placed to support our Brisbane clients build resilience within their organisations and to provide on the ground support when things go wrong”.

 

The new office is located on Brisbane’s Waterfront at 1 Eagle St, Brisbane City. If you’re a Queensland based organisation seeking advice and solutions on how to build your Resilience, contact Simon Petie now on 1300 731 138, mobile 0421905829 or on email at spetie@risklogic.com.au.

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We’re Recruiting: Manager, Critical Incident Management (Full-time, Melbourne)
  • Position yourself with a market leader in critical incident / emergency management
  • Manage a diverse range of clients across multiple industries
  • Competitive remuneration, excellent career progression
  • To support our Melbourne practice, we are seeking a motivated and results driven business professional with proven experience in emergency and critical incident management or related disciplines.

    Our vision is to work with inspired people to build meaningful organisations that contribute to a better tomorrow. At RiskLogic we do this every day by empowering people to successfully navigate the worst of situations, events like cyber-attacks, terrorism, physical disasters, health epidemics to name a few. With the right tools, training and experience we help people safeguard what’s important to them, helping to build a more Resilient Future.

    RiskLogic is a market leading consulting and technology company that works with corporate, not-for-profit and government clients throughout Australia and New Zealand. Our team makes a real and tangible difference to our clients and their success in a constantly changing threat environment.

    This is a key role with tremendous scope to make a real impact during an exciting expansion phase of the business. RiskLogic offers a fast paced and results driven environment with competitive remuneration and excellent growth potential.

    You will be responsible for the delivery of both operational and strategic client focused emergency and critical incident management solutions, to a diverse range of industries and clients. This role will also have exposure to business continuity service delivery.

    Key Responsibilities:

    This consulting role will allow you to prepare our clients for managing emergencies and incidents. For example: active shooter, terrorist attack, bush fires, extreme weather, incidents in mass gatherings. Specifically, you will:

    • Oversee and contribute to client deliverables (eg procedure development, training and exercising) across emergency management and critical incident management
    • Build and maintain strong client relationships across numerous industry sectors
    • Contribute at industry events, seminars and conferences on behalf of RiskLogic
    • Secure new business development opportunities
    • Oversee project profitability and other key performance indicators
    • Assist with building local strategic alliances and partnerships
    • Contribute to ongoing quality management and continuous improvement activities
    • Collaborate with other internal divisions to provide integrated client outcomes, i.e. business continuity, crisis management and technology solutions
    • Be in a position to service clients across Australia, including the occasional interstate travel

    Skills/Experience:

    • Minimum 5 years’ experience in delivering relevant services, ideally within a consulting environment
    • Minimum 5 years’ experience working in an emergency management tactical environment
    • Minimum 5 years’ experience facilitating training sessions and exercises
    • Demonstrated ability to create, build and maintain strong relationships at all levels
    • Exceptional project management and organisational skills
    • Ability to problem solve and influence project outcomes
    • A performance driven mindset and strong commercial acumen
    • The ability to adapt to diverse environments and manage multiple priorities
    • Strong presentation, training and facilitation skills
    • A strong drive for continuous improvement and delivery of quality outcomes
    • Self-motivation, with a proven ability to effectively work remotely from managers and other team members

    Work with us!
    We’re a team of diverse and passionate enthusiasts. Everyone is empowered by exploring and implementing innovative ideas and improvements. We’re growing, which means lots of opportunities and we make these opportunities real by helping you get there. We thrive and collaborate in an open activity based workspace, utilise the latest technologies and provide a great culture for you to thrive in. As an integral member of the RiskLogic team, you’ll model our core values with your words and actions: Integrity. Passion. Innovation. Performance.

    If you have the skills and experience required for this role, we look forward to receiving your cover letter and resume. For further information, please email Iolanda Hazell, People & Culture at ihazell@risklogic.com.au

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Technology Has Become a Crucial Part of Today’s Crisis Management

The world is evolving and almost all communication that occurs during tomorrow’s disruptive event is going to be digital.  Despite this, technology does not replace decision making. Instead it enables those in a crisis with major time pressures to operate more effectively and reach better outcomes. The Red Cross, in their World Disasters Report, stated when a disaster strikes, access to information is “just as important as food and water”. With the aid of advanced technology, key stakeholders can take better control of a crisis by communicating relevant and critical information in real-time.

In today’s working environment, it is rare to have all the key people required in one place at one time. Crisis communication technology ensures stakeholders can connect, inform and ultimately conquer the crisis collaboratively from any location. Technology not only brings people together, it also forms collective information to effectively build up a bigger picture of the crisis. This ensures everyone is working off the same facts, as the system creates a sole source of truth. This ultimately helps employees feel prepared to handle the numerous communication needs that emerge during a disruption.

Working under extreme pressure can make it difficult to think rationally, which makes it difficult to assess just how critical a disruption is. Is it just an incident or is it a crisis? Technology ensures more efficient decision making by providing access to a set of tools that are objective, rather than subjective, and provides a more structured activation and escalation process. Once a crisis is declared, technology removes the time sensitive process of manually calling and/or texting everyone to see if they are available. Crisis management software allows users to instantly activate crisis teams via mass instant SMS and email messaging from the system. The software systematically works through the logistics behind the scenes allowing people to focus their efforts on other vital tasks.

As communication plans are often predefined in the system this increases the speed and efficiency as users can access the relevant templates. This alleviates the pressure of having to think what to say and who the appropriate recipients are, as preconfigured messages can be sent at the touch of a button. Pre-defined response teams ensure everyone knows their role and what they need to do based on the preconfigured action plans. Using a collaborative crisis tool as a reference point helps key stakeholders stay on track of progress by providing access to real-time updates as the disruption unfolds.

Unlike traditional plans that can be inaccessible during a physical incident or a cyber-attack, digital plans are often hosted securely off-site. This ensures critical information is always accessible from anywhere and on any device, with the content remaining unaffected by any disruption to the organisation’s network.

However, as great as technology is, the best crisis response begins before a disruption occurs. Switching to digital crisis management tools allows organisations to be proactive, not just reactive. Plans can be preconfigured in the system, which can be used to create realistic training sessions and scenario exercises, so if a crisis happens teams feel more confident in their resilience capabilities. As crisis management software keeps a record of event data, this can be used during post-crisis training and debriefing. The system retains accurate information on what was done and what decisions were made, ensuring teams can learn and improve for next time. Often an afterthought in a crisis, the Post Incident Review (PIR) is being created in the background as the crisis unfolds. Technology won’t make people better crisis managers but it will make them more effective at managing a crisis.

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