Is your plant or warehouse prepared for a crisis? Do you have a crisis management program in place? 

It can be surprising how many operations are not prepared. Years ago, I conducted a series of audits in Southeast Asia. Following the audits, I was jokingly called a "harbinger of doom." One facility was located by a river. As part of the audit, I asked, "Do you have a plan for the operation in the event of a flood? The given answer was, "No, this river does not flood." The next plant I visited was located close to a volcano. I asked, "Do you have a plan in place if there is an eruption or seismic activity?" Again, the answer was no. A year later, I was back at the same two plants—and you can probably guess what had happened. The plant by the river had flooded, taking on two meters of water in the facility, and the second facility had been totally cut off from shipping and receiving thanks to seismic activity. Yes, I was the "harbinger of doom," especially since the facilities had not made any effort to establish a crisis program, per my recommendations.

Who Needs a Crisis Management Program?

Every food processor, handler, or warehouse operation must establish programs to ensure that workers and the business are protected in the event of a crisis that may affect plant operations. These procedures include evacuation procedures, contingency plans to ensure that clients are satisfied in the event that production is disrupted, and protocols to handle crises or other stress situations.

What types of events should be included in a company's crisis management program? The list might include the following:

1. Fire
2. Wildfire
3. Flood
4. Tornado/storm
5. Power outage
6. Bomb threat
7. Terrorism
8. Earthquake or seismic activity
9. Chemical leak (ammonia, for example)
10. Supply chain disruption
11. Damage to facility
12. Pandemic
13. Tsunami
14. Worker issues (strikes)
15. Recalls/food safety issue
16. Other.

The management team will need to determine what specific events would be deemed a crisis and, therefore, what programs will need to be developed, documented, implemented, and maintained. As an example, a food processor in Tulsa, Oklahoma would certainly not need to have a program for a tsunami; however, given the weather, winds, and fires we saw in March 2025, it would certainly need to consider having a program to address wildfires. It is better to err on the side of caution. Look at the havoc that Hurricane Helene wreaked on Asheville, North Carolina and the surrounding area. No one expected to see such a devastating storm and floods in the Appalachian Mountains.

General Factors to Consider for Crisis Management

In a short article like this, it would be impossible to provide instruction for each possible scenario, but there are basic principles that can be applied to many of the potential crises. First and foremost is to ensure that your people are safe and protected. Failure to develop and implement programs could render the company liable if there is a catastrophic event and workers are injured. Every company should establish emergency evacuation procedures and ensure that the workforce is not only aware of the procedures but has also practiced the evacuation protocols. 

Maps should be installed around the facility to clearly direct employees to the "rally" point or the established points where roll can be taken and management can ensure that everyone is accounted for. Rally points should be located away from the buildings and easily accessible. It is also a good idea to mark the rally point in some way using paint or clearly visible signage. Training sessions and drills must also be documented so there is proof that the workforce has been properly trained.

Why is it so important to document these activities? A colleague working in chemical supply told a story that underscores the importance of training, education, and documentation. A worker got caustic in his eye, and his sight was damaged. The employee was not wearing mandated personal protective equipment (PPE) such as gloves and eye protection. His colleagues testified that he had attended workshops on chemical safety, yet he had never signed in, so there was no record that he had been trained. The end result was that the company was not only found to be liable for his injury but was also deemed negligent for not training the worker.

Emergency Contacts

Another necessary element for any crisis program is emergency contact information. Depending upon the type of crisis, your company will need to contact different agencies. The fire department and police department will be standard for most crises. For a food safety crisis, your company will need to have contacts for local, state, and federal agencies. 

Another important action for a crisis management program is to develop a relationship with a sister company or a contract packer that can continue to produce your products when and if your company is shut down. If a processor must rely on a contract packer to keep its products on the market, then it is a good idea to send some business their way in non-crisis times. Along these same lines, processors should examine their supply chain and determine whether there is a potential for disruption. The Covid-19 pandemic's effects on the supply chain was a hard lesson for many companies. Some processors that relied almost exclusively on imported ingredients (artificial sweeteners, for example) were forced to shut down. The message here is: diversify your supply chain. 

Food safety audits are an integral element of doing business today. Processors should treat these audits as a means for continuous improvement. The same attitude should be utilized when developing crisis management programs. Invite your insurance representatives, the fire department, chemical suppliers, the police department, and any others who might be able to help with developing programs or making changes to the plant, grounds, or surrounding areas that could minimize the potential for problems. For example, if wildfire is a potential concern, a company could work with the fire department to develop "defensible space" around the facility. 

The bottom line is to be proactive and utilize whatever resources are available to build your crisis management program. Also, remember to be conservative. If a risk assessment shows even a low probability of an incident occurring, then take the time to develop the program for that crisis.