Event Risk Management-I:

UNIT 8 EVENT RISK MANAGEMENT-II : Norms and Policy

PROCESS AND CONTROL

Structure
8.0 Objectives
8.1 Introduction
8.2 Risk Management Process
8.3 Let Us Sum Up
8.4 Keywords
8.5 References and Suggested Readings
8.6 Check Your Progress - Possible Answers

8.0 OBJECTIVES
Risk prevention and its management should be recognized as an integral part of
good event management practice. In the previous Unit, we had learnt about the
various risks an event may face. We had also learnt about the risk management
norms and policies that every event management organization must frame to
safeguard event, event attendees, event workers and other event stakeholders. In
this Unit, we will learn in detail about event risk management process that an
event organizer must follow for preparing to deal with any risk it may face. After
reading this Unit you will be able to:
• Learn about various methods used to identify risks;
• Classify risks based on the hazards associated with them;
• Learn about different methods used in treating risks; and
• Understand different types of Emergency Response Plans.

8.1 INTRODUCTION
Acknowledging the fact that there are various potential risks associated with
every aspect of event operation that we have already discussed in the previous
Unit, it is necessary for all event organizers to be familiar with risk management
systems as well. As identified by Getz, the primary reason in most of the cases of
event failure is the lack of strategic planning. This lack of strategic planning
could be attributed to management incompetency of an event organizer to plan
for risk management in advance and thereby to systematically deal with risks on
their occurrence. Since risk management systems help event organisers to
formulate alternative course of action and to conduct events in the safest possible
manner whilst mitigating losses, it is essential that professional event organizers
formally plan for and develop strategies to deal with the possible consequence
of risks on their occurrence. Effective risk management system in any event
organization is an outcome of greater insights into risks and their impact leading
to well defined strategies supported by well-informed decision-making.

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Event Planning Pre-requisites
(Regulatory and Compliance 8.2 RISK MANAGEMENT PROCESS
Issues)
The main objective of risk management is to minimize the physical, social,
emotional or financial loss arising due to unwelcomed circumstances. Effective
risk management is a systematic approach that requires proactive examination
of each and every aspect for the possibility of negative occurrence rather than
reacting to situations when they actually occurr.

Risk management is an ongoing process. It begins with planning and completes

only after the event is over and everything is winded up. Let us recapitulate the
definitions of risk management that we discussed in the previous Unit. Getz
defined event risk management as the process of anticipating, preventing or
minimizing potential costs, losses or problem for the event, organization, partner
and guests. Leopkey and Parent defined event risk management as a process
that involves assessing all possible risks to the event and its stakeholders and
then strategically avoiding, preventing, reducing, diffusing, reallocating,
legalizing or using relationship management to mitigate the identified risks.
Some risks are less prominent during the planning but become prominent only
during the implementation stage. It is thus very important to continuously
recognize, be aware of and understand all possible risks at all stages of the event.
Comprehensively putting it, from the previous Unit, event risk management is a
logical and systematic method of identifying, analyzing, evaluating, treating,
monitoring, and communicating risks associated with any activity, function, or
process during the planning and execution of an event to ensure minimum losses
and maximum profit.

The professional Event Risk Management involves risk assessment, planning

for prevention or treating risks, and monitor and review as shown in Fig. 8.1.
For every event, an event manager needs to professionally manage risk by ensuring
that each of these steps is carefully completed. For this reason at the beginning
of event planning, a risk management team is formed or if an event is small, a
risk manager is identified whose job is to assess, manage and control all risks
from the beginning till the very end of an event.

Establish Context

Identify Risk
Communicate
Monitor and
and Consult
Classify Risk Review

Evaluate Risk

Treat Risk

Fig. 8.1: Risk Management Process

Source: Adapted from Matthew (2016)
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Risk Assessment Event Risk Management-I:
Norms and Policy
Risk assessment is the first step in risk management process. It involves
identification of all possible risks that an event may face. In the previous Unit
we have learnt about many risks, however, every event does not face same risks.
Depending on the size, type, location of the event and number of people involved
in it (stakeholders), potential risks are identified. For example, if we are planning
a family event for 20 people, the risk related to crowd formation and management
is absent but food quality and safety is very important. After identifying the
possible risks associated with that event, we evaluate and classify each of them
based on their probability and possible consequences. Following are the steps
involved in risk assessment process:

Identify All Possible Risks

As every event is unique in itself, at the beginning of its planning process, a risk
assessment meeting is convened to identify all possible risks. In this meeting
risk management team is formed or risk manager is identified. If it is an
international event where VIPs or large number of people are expected, then
professional risk and security personnel are hired. However, the risk management
process should be followed for every event irrespective of event’s type, size and
stakeholders. A basic risk identification process involves data and information
collection. All events can generate risk related information from the following
sources:
• Past experience
• Direct observation
• Meeting with event stakeholders
• Discussing risk with the staff and volunteers
• Consultation with the local authorities, including police and fire departments
• Asking for emergency service suppliers
• Brainstorming risks for the whole event by the event risk management team
or manager
The information or data collected from these sources is used to prepare a checklist
of possible risks in the forthcoming event. However, the most important tool is
the experiences of the event team. Experienced people in the industry can identify
potential risks at the concept stage and can save lot of unnecessary costs and
associated problems. It is primarily on the basis of their previous event experiences
that a list of potential risks is prepared. Professional risk managers often use
their first-hand experiences, which form the bases for intuitive knowledge. Past
experiences would help in listing the things which may go wrong or possible
incidences which may occur. The data of past experiences is of great value as a
source of information in risk assessment. For example, the number of people
who fell or suffered injuries due to uneven floor of the venue (open ground used
as venue), can be used to assess the potential risk in using similar venue in
future. Local authorities, service suppliers can also provide very useful
information regarding the locale, site and geographical area. This information
can be very useful to identify natural risks (as discussed in the previous Unit)
and risks regarding using a particular site as venue for holding an event.

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Event Planning Pre-requisites The above information can also be substantiated by direct observation. For
(Regulatory and Compliance
Issues)
example, if the floor of the venue is uneven, it may lead to tripping or falling of
persons including old people. Similarly if the wiring at the proposed venue is
showing signs of wear and tear, it may lead to short circuit or fire. On the basis of
direct observation the risk manager can also conduct a hazard and vulnerability
study (site survey) of personnel, facilities, items and functions. This may provide
a detailed risk list related to the venue of the event.

Risk manager should use most relevant methods to generate information and
data regarding all risks discussed in the previous Unit and record this information
carefully. The prepared checklist should be reviewed again and again. If necessary,
new risks can be added from time to time or even deleted as we advance from
conceptualization stage to execution of an event.

Risk Identification and Assessment Tools

Experienced professionals usually identify risk with the help of the above
mentioned methods. However, in mega international events, in addition to these,
some of the specialized tools and techniques are used by risk management experts.
For example, for mega events like Olympic Games or other events involving
large number of people like rallies, more detailed, advanced and rigorous risk
assessment is needed. For this we may use some specific tools and techniques.
We can use any of this in isolation or in combination with others, depending on
the size, type of event, and resources available. They are:

1) Test Events, Event Modeling and Event Incubating - Risk identification for
large and significant events uses methods like test events, event modeling
and event incubating. The Olympic Organizing Committee carries out a
detailed schedule of smaller events that test aspects of their overall plan.
These are called test events. Risk management experts are employed for
this purpose. Some of these experts use computer modeling for risk
assessment. They use spreadsheets and project management softwares for
this. Events are also ‘incubated’ in a scientifically controlled environment.

2) Feasibility study - We have learnt about feasibility assessment process in

detail in the previous Block. We can use the same process to assess the
possible risks to a proposed event. The feasibility analysis for risk assessment
should assess the following factors:
• The sufficiency of lead time (years, months, weeks) to organize the
event.
• The date of the event and whether it clashes with any other events that
may significantly affect the success of the event.
• The budget and whether the event can be run without incurring a loss.
• The degree of support that can be gained from the community,
government, and parent bodies.
• The sufficiency of resources such as equipment, manpower, finances
and facilities.
• The environmental impact and whether the event may cause a
disturbance to surrounding community, cause traffic congestion and
waste, noise, and lighting spillage.
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 • The legal considerations such as permits, landholders permission, Event Risk Management-II:
Process and Control
alcohol licensing, and fundraising regulations.
3) Work Breakdown Structure (WBS) - In this method the event is broken
down into separate manageable units. Each Unit has its own resource
requirement, such as equipment and skills. A WSB chart can be used to
identify the risk associated with each Unit. For example certain unique risks
are associated with the ‘promotion’ of the event. The most common risk is
misrepresentation of the event. The promotion material can easily exaggerate
the positive aspects of an event to present the best image to the press. The
result of this could be attendee dissatisfaction as the event may not live up
to their expectation.
4) Fault Tree - Another tool for risk assessment is the ‘Fault Tree’ which uses
‘effect to cause’ method to identify the cause of the unwanted or bad outcome.
For example if an event is losing money or running over budget, then the
cause can be identified by working through various areas of the event listed
in the fault tree. Thus, the tree is created so as to list all possible causes for
each fault which may occur. For example, the fault tree may list that for the
fault ‘entrance difficult to find’ the possible cause could be lack of signage
or unreadable signage or it could be that the entranceway is obscured or
poorly written or drawn communication. These causes can be further
branched. Such a process helps the event manager and staff identify ‘trigger’
(which are actions or lack of actions) that indicate future problem.
5) Risk Analysis Sheet - At various meetings with the stakeholders, it is
important to document the risks with the help of risk analysis sheet. The
risk can be mapped on a graph according to its probability of occurrence
and its severity. We use this method for both risk identification as well as
evaluation and would study more about it later in this Unit.
6) Influence Diagram / Systems Analysis - Risk may have its effects throughout
the event. To assist in identifying these effects, the event managers can use
an influence diagram, which comes from the science of systems analysis.
The influence diagram is a sketch which makes you understand the ripple
effect of any risk. One of the paths on the diagram can be seen like this.
Once a leading film star agrees to attend, the marketing for the event will
change. It will influence the attendee numbers and will influence invitation
response. An increase in audience numbers will mean a change in facilities
– room size and setup, audiovisual equipment, food, or even the venue itself.
These changes will have an effect on the security plan. The increase in these
elements will increase the cost of the event, which could cause the project
to go over budget. Also, the changes in the facilities will mean a new schedule
for the setup and breakdown of the venue. In turn, these changes and the
new talent will affect the production schedule and, therefore, the overall
programme of the event.
7) Theory of Constraints - This theory suggests that first all constraints should
be identified and then the management process should be concentrated on
eliminating or controlling these constraints. These constraints could be
stakeholder objectives, venue, deadlines, and budgets. If one possible venue
of the event has high risk – natural or manmade, like demonstration or
campaign against that particular event, then by eliminating it the event
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Event Planning Pre-requisites manager would also be reducing it. Let us consider a children’s birthday
(Regulatory and Compliance
Issues)
party that will be held on a cruise-liner. In such a case, there is high risk of
safety, security and all man-made risks to the event, such as keeping an eye
on children’s movements, safety during games and activities, and parental
guidance. The theory of constraints suggests that risks related to such
activities should be identified as constraints in the beginning and efforts
should be made at the event proposal stage itself to minimize such constraints
and thus reduce or control risks.

Classification of Identified Risks

The checklist of identified risks should be classified in different groups. We can
classify these risks on the basis of the possibility of damage they may do or
hazards associated with them. The most popular method of risk classification is
given in the Table 1 below.
Table 1: Risk Classification Table

Risk Class or Type of Probable Damage or Consequences

Hazard
Class A Hazard Risk of death or grievous injury or illness is likely or
very likely, or serious injury or illness is likely
Class B Hazard Risk of death or grievous injury or illness is not likely
but is possible, or serious injury or illness is very
likely
Class C Hazard Risk of serious injury or illness is not likely, but is
possible; or when moderate injury or illness is likely
or is not likely, but is possible

Risk managers can develop their own criteria and can do similar classifications
on the basis of the probability of financial loss or damage to reputation / success
of event or event organizers. Another way to classify risk is according to its
impact as shown in Table 2. This table shows the classification of risks for a
sports event pertaining to their impact.
Table 2: Risk Classification Table (for Sports Event)

Risk Category Major Impacts

Extreme Death, brain / spinal injuries, serious organ damage,

permanent disability, emergency medical assistance, hospital
for 6+ weeks.
Major Fractures, crush injuries, serious facial injuries, recovery of
6+ weeks, emergency medical assistance, hospital care.
Moderate Dislocation/simple fractures of ribs / limbs, medical
assistance on-site/at the hospital/at a general practitioner,
participant does not continue event, recovery of 1-6 weeks.
Minor Contusions, sprains, lacerations, minor first aid, participant
continues event, less than a week’s recovery.
Insignificant Bruises, grazes, participant continues event, no recovery
time or medical assistance required.

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This classification of risk is helpful in determining the impact of a risk incident Event Risk Management-II:
Process and Control
if it were to occur. The scale can be modified to suit your own event.
Risk Evaluation – Probability and Consequences
The probability and consequence of each risk listed in the risk checklist (prepared
during risk assessment) is evaluated. The risk checklist now needs to be converted
into risk evaluation sheet in the light of its probability and consequence. The
sample sheet is shown in Table 3. This risk evaluation sheet would indicate the
relative importance of each risk to prevent, manage or control it. This would
also help in allocating the resources and preparing risk management plans (we
will learn about them later in this Unit).
Table 3. Sample Format for Preparing Risk Evaluation Sheet

S. No. Identified Risk Probability Consequences

1. Crowd Formation High High
2. Fire in the venue Low High
3. Weather conditions Low Low

Sometimes each risk identified may be manageable in isolation but in combination

their impact may be much more and may require more effort. So, the risk needs
to be identified not just in isolation but in combination too. For example, last
minute change in event schedule due to weather conditions alone could be easily
managed but in combination with delay or cancellation of flights of the speaker
or chief guest may cause huge risk. We now move on to planning for risk
prevention and its management.

Check Your Progress I

Note: Use the space provided for your answer
1) Explain the concept of risk management process and list down the steps
involved in this process.
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2) Define risk assessment and list the steps used to assess risks.
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Event Planning Pre-requisites
(Regulatory and Compliance 3) List some common methods of generating information for risk
Issues) assessment of all events irrespective of their size.
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4) What are the indicators of risk impact in sports events?
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Planning for Risk Prevention and its Management

Planning for risk prevention and its management is the next step in the risk
management process. Different plans are made to combat identified risks, their
probability and consequences. In this step a risk manager uses all possible
resources (methods or activities, changes in plans, deployment of personnel and
financial resources) to ensure the success of the event. The detail and depth of
this planning and management shows the preparedness of event organizers to
deal with any risk or eventuality. Every plan uses numerous methods or activities
to manage risks.

The basic methods used in treating risks are:

1) Elimination: Steps can be taken in the plan to eliminate the risk altogether,
for example, erecting covered walkways to protect spectators from rain can
eliminate the risk of ruining an event due to rain (natural risk).
2) Substitution: To avoid the risk of collapse of structure due to overcrowding,
temporary structure can be substituted by choosing a better-designed
grandstand made of concrete.
3) Distribution of risk: Sometimes risk can be distributed across different areas
to reduce its impact. For example ticketing can be spread over different
areas to reduce the impact of any theft.
4) Isolation: Risky activities or use of noisy equipment can be done in isolation
to avoid risks like fire, accidents or noise related risks.
5) Engineering controls: They can be effectively used to reduce various risks;
for example, using safety barriers and fences can limit access and can be
used effectively for controlling and managing crowd.
6) Administrative controls: Various administrative controls like erecting
warning signs and training staff well in safety procedures can help in reducing
80 the risk.
7) Contingency methods: They are effective in dealing with situations in which Event Risk Management-II:
Process and Control
risk cannot be completely avoided, for example developing exit doors,
evacuation routes, and provision of fire extinguishing systems can be used
effectively in case of stampede or fire.
8) Risk transfer: Sub contractors can be hired to share the liability for different
event components like equipments or structures.

Preparing for Risk Prevention and Management Plans

Risk management plans are prepared separately for each event, considering all
potential risks for that event. As every event is unique, every event requires a
tailor made risk management plan to treat its own potential risks. This risk
management plan can be further divided into preventive plan, contingency plan
and crisis plan. Let us now look at all of them in detail.

Preventive Plan/s to Minimize the Risk

The event risk management professional must understand that it is always less
expensive to manage risk prior to the event than to deal with the crisis after it has
occurred. Throughout the world, both in developed and emerging nations, event
risk professionals constantly seek ways to confront and mitigate crisis prior to
its occurrence. Thus, the preventive plan is prepared to avoid risk and to handle
crisis, if it happens. Let us see how we can use these preventive plans with the
help of an example, such as making an event design (venue and programme) to
prevent potential risks and meeting contingencies:
• Selecting event location - The location of the event is considered in relation
to services and infrastructure that may be needed in any emergency such as
electricity, telephones, water, shelter, proximity to hospitals and availability
of emergency services. It is better to have all of them available nearby.
• Provision of Access, Egress and Sterile Routes - Ensure easy egress access
routes for emergency vehicles to move around the event. Ideally separate
this from access routes for the public.
• Designation of an Emergency Control Point - Designate a point where
members of the event management team and the emergency services can
meet in case of an incident. Ideally this point should be under cover and
have electricity and telephone access.
• Designation of a single point of contact to liaise with any Emergency
Services - Emergency services coordinating officer could be deployed on
the event venue and one person from the event team could be the emergency
services liaison.
• Security officer and medical staff on site of event - In a mega event or an
event of great significance security officers and medical staff should be
available on site during the event. Everyone should clearly know their role
and actions if the crisis happens. Risk manager can even consider a test
exercise prior to opening the event to public.
• Consider an evacuation plan - Consider where public and staff should
assemble and evacuate to (e.g. a remote car park) in case of crisis. Consider
evacuation routes, signage and public address systems. Pre-prepared
messages (Emergency Exit / Break the Window Glass In Case of Emergency)
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Event Planning Pre-requisites that are clear and self explanatory can be displayed at the venue. Such a
(Regulatory and Compliance
Issues)
signage is very reassuring to the public.
• Security - If VIPs are coming to attend the event, they will require special
security planning and arrangements. If the event has a risk of getting subjected
to any negative action from an individual or group then consider getting
specialist advice from police or hire a specialist event security consultant.
• Placement of the resources (equipment and people) - The placement of
safety and security equipment and personnel at the event site should be
considered in the venue design plan itself. In addition how these can be
utilized and managed in case of an incident should also be mapped out.
• Media Plan - If an incident occurs, a plan to deal with local, national or
international media with pre-prepared factual information like type of event,
number of years running, number of people attending etc., about the event
should be ready to be released immediately.

Contingency Plan / Emergency Response Plans (ERP)

A contingency plan is prepared in advance but held in reserve and put into action
only if a potential risk becomes a reality. Such a plan offers viable alternatives
to the main or current event plan and is used to handle the problem arising. A
contingency plan assists in the actual implementation of the baseline programme,
with the changes, to suit the current (changed) requirement of the event execution.
This minimizes last minute panic and ensures chances of its success.

The contingency plan should contain a list of alternates, a chain of commands

and procedures to contain the problem or change which has occurred in the
environment or on site of the event. An example of the contingency planning
could be during an international meeting, where some of the participating
companies having offices nearby can be integrated in the contingency plan of
action in case the meeting suffered from security problems. Under such
circumstances the provision of extra security, communication lines and evacuation
procedures are made as contingency arrangements.

A contingency plan has many sub-plans, each to deal with different type of
problems which may arise. These contingency arrangements are also called
Emergency Response Plans (ERP). Every event should have ERPs. It is usually
developed in consultation with professionals who are trained staff in emergency
procedures like evacuation.

The most popular tools developed as ERPs are as follows:

• Emergency Medical Response (EMR) - EMR Teams are central to all mega
events and are the first to respond to medical emergency. EMRs must be
prepared to handle any medical emergency during the event. EMR team
comprises of risk management personnel, paramedic staff, life saving and
first aid equipment and medicines. Also the facilities for transportation of
ill or injured to the nearby medical hospital should be made available.
However, when the participants are more prone to medical emergencies
(for example aged people), the number of EMR teams and ambulance should
be increased. These EMR teams should develop a good communication
system within different teams and with event staff. Medical stations can be
82 built on the site of the event.
• Incident Command System (ICS) - The ICS provides a management Event Risk Management-II:
Process and Control
structure and system for conducting on-site operations. It is applicable to
small scale daily operational activities as well as major mobilizations. ICS
provides command center and operational staff with a standardized
operational structure.

• Incident Response System (IRS) is similar to ICS and is defined by NDMA

of Government of India as the combination of facilities, equipment,
personnel, procedure and communications operating within a common
organizational structure, with the responsibility for the management of
assigned resources to effectively accomplish stated objectives pertaining to
an incident.

• Emergency Management Mail List - This list is intended to foster open

communications among emergency managers and the related professionals.
The list is open to all interested parties but is intended for emergency
management professionals, risk managers, disaster specialists, fire/rescue
and law enforcement personnel, emergency management consultants, safety
experts, preparedness professionals, and related software vendors and other
professions.

• Evacuation Plan - Emergency evacuation is the immediate and rapid

movement of people away from the site of event where some negative
occurrence has happened which could pose threat to the life or safety of
people attending the event. Emergency evacuation plans are developed to
ensure the safest and most efficient evacuation for all present at the site of
mishap. Proper evacuation planning will include multiple exits, special
traffic (human and vehicular) flow lanes and special technologies like visual
and audio alarm system, to ensure full, fast and complete evacuation. Proper
display of site plan for evacuation can reduce panic and ensure smooth
evacuation if the need arises.

• Traffic Management - Contra-flow lane plan is the dedicated traffic diversion

plan for evacuation. In case an area needs to be evacuated, the normal traffic
can be stopped and lanes on road are dedicated for ensuring constant flow
to vehicular and human traffic. Such planning is undertaken when the number
of people struck at the incident site is large. Traffic management is also
needed in case of minor incidences to avoid stampede when the gathering
becomes too large.

• Stampede Avoidance / Crowd Management - Stampede can be understood

as an act of mass impulse among a crowd of people due to mass panic like
in case of fire or explosion, where they collectively run with no clear direction
to get away from the disaster site. Human stampedes most often occur during
religious pilgrimages and professional sporting and music events, as these
events tend to involve a large number of people. The Kumbh Mela in India
and the Hajj in Saudi Arabia are examples of two events most prone to
stampede. The sensitivity and importance of crowd management can be
further understood by an incident in which 104 pilgrims died in a stampede
on 14th January 2011, at a popular hill shrine of Sabarimala in the State of
Kerala. As a result for better and more coordinating crowd management,

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Event Planning Pre-requisites NDMA (India) has formulated National Guidelines for Disaster Management
(Regulatory and Compliance
Issues)
at Religious Places.

Human stampedes can be prevented by traffic control, such as barriers who

may funnel the crowd away from an already-packed area. The crowd
management personnel should continuously survey the crowd from raised
platforms or on horseback, and use loudspeakers to communicate and direct
a crowd. After the stampede of Victoria Hall Disaster in England in 1883 a
law (still in force) was passed in England which required all public
entertainment venues to be equipped with doors that open outwards and
crash bars made mandatory in the building codes of all entertainment venues.
Crisis Plan
Crisis can be defined as a situation which, if left unattended, can quickly lead to
a major disruption of the event or can cause its cancellation. In crisis, the quality
of information and time are crucial. Thus, an event manager needs rapid access
to information during crisis. It is the ultimate test of our communication planning,
quality of information gathered, networking and research we have done prior to
event and every detail in the event manual. In crisis, the site plan and map,
contact list, good signage, instructions for the guests of foreign dignitaries etc.
become crucial. Hence, crisis planning is even more crucial than the baseline
plan. Every event manager must prepare the event manual carefully, keeping
every possible crisis in mind.

The line of authority often changes in crisis and this also needs to be spelt out in
the crisis plan. The event manager needs to ensure who would take charge of
which activity in case of crisis. For example in case of stampede who would
manage crisis? In addition, the person given such responsibility needs to be roped
in the development of crisis plan. During crisis, the stakeholders and the top
most authority become involved in the crisis management process and the event
manager is expected to assist or advice them. Thus, s/he should also plan how to
deal with stakeholders and outside emergency services if crisis happens.

The press or media responds to crisis immediately. As part of crisis planning, the
public relation officer (PRO) or their representatives should be delegated the job
of media management in case of crisis. This person who would be responsible
for handling media will issue press release or talk to them. This press report by
PRO will also reflect on the stakeholders, the corporation, and the event organizers
for the years to come. The press reporters are very aggressive and seek out any
tragic story or information especially from those present at the time of crisis like
guests or staff or even onlookers. The event manager should decline to make any
direct statement to the press, should focus completely on dealing with the crisis
and leave it on PRO as well as senior staff to deal with the press. The event
manager should rather help the PRO and senior staff with factual information
and relevant documents related to the event, and work as centre of information.

Risk Control
Risk control is a continuous effort starting from the event planning and ending
after the event gets over. We have already studied how we can prepare different
plans for preventing and controlling risk. During the risk management process
following controls must be used:
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• Monitor the Context - Changes in our event’s purpose or organisation, or in Event Risk Management-II:
Process and Control
the broader environment, could have an impact on our risks in a number of
ways. Environmental change could give rise to new risks, or alter our
investment in risk management. Changes in staff could mean that key risks
are unmanaged unless we reassign responsibilities. Changes in the legal
environment could raise compliance issues.

• Monitor Strategies - If the context changes, we must adapt our risk

management strategies to suit the changes. For example, we need to update
documentation and any other aspects of our risk management plan if
necessary after reviewing the incidents and their consequences. For instance,
if we estimated two moderate injury accidents and there were actually four,
we may conclude that our risk assessment should be more precise in future
and we need to review incidents to identify any unexpected causes, and
possible ways to prevent / respond to the incidents in the future. We must
gather information from management, participants and volunteers. We may
need external help to evaluate some factors. The local authority should be
involved in the on-going monitoring / inspection process as the responsibility
for managing risk is shared across a number of parties.

• Monitor Risk Communication - During a crisis all communication planning

is put to test. Rapid access to relevant information is crucial. The site plan,
map, good signage and contact list become very important elements. If the
crisis is newsworthy, the media may become involved and any negative
publicity about the event can be very- very damaging not only to that event
but it may also reflect upon the Event Management Company and
stakeholders. Thus, a PRO must be present to provide the information and
documents related to the events. The source of all information should be
centralized and quickly accessible.

Check Your Progress II

Note: Use the space provided for your answer
1) List the important tools developed as ERPs used by event risk managers
to manage when potential risks become reality.
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Event Planning Pre-requisites
(Regulatory and Compliance 2) What are the basic methods that should be adopted by an event manager
Issues) for treating risks?
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3) What are contingency plans? Explain any two contingency plans which
an event should have as an ERP.
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4) What kind of controls can be exercised under the risk management
process of an event?
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Post Event Action and Analysis

This is the final step in the risk management process. It is the stage to review and
reassess our achievements, our failure, what went wrong and things to do better
in future, as event managers. For this purpose we must do post event analysis
and prepare reports, risk registers and suggestions for future (feed-forward).

Post Event Analysis

After the event, we must hold a full debrief on all areas of the event including
the health and safety plan. To ensure quality information it should be shared
between all key stakeholders to identify the following:
• What worked well and what did not work well,
• What failures took place, e.g. failures in communication systems, leadership
or teamwork,
• What incidents took place and the grading of such incidents,
• Adequacy of plans to support the management of all activities,
• Adequacy of training provided to employees and to others,
• Adequacy of templates used for policy, procedure, guidance, training, etc.,
• Survey participants,
• Survey spectators / supporters,
• Verbal feedback,

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• Review media coverage, Event Risk Management-II:
Process and Control
• Produce a written report with recommendations for future event planning.
Risk Management Reports
After the crisis is over and the event is winding up, a risk management report
should be prepared. This would contain gathering all the relevant information
like photos, video footage, and the names, address and contact numbers of
witnesses. Fig. 8.2 shows a sample of an Incident Report Card. This report would
also help an event manager in assessing the success of her / his risk management
plan. At the same time this document would also help all other event planners to
learn from the crisis and would be used to develop guidelines and procedures to
prevent or to deal with future crisis. Separate reports should also be prepared
and submitted to the stakeholders like sponsors, to showcase the efforts made by
event organizers to protect the event. However, for the records of risk management
professionals and event organizers details related to each risk should be recorded
in the risk register.

INCIDENT REPORT CARD

Date ............................................................................. Time.........................

Your name Your position Department

........................................................................................................................
Name of the person/s involved in the incident
........................................................................................................................
Name and contact details of witnesses, if any
........................................................................................................................
Incident details
........................................................................................................................

........................................................................................................................

........................................................................................................................
Time of incident ..........................................................................................
Location of incident ....................................................................................
Cause of incident .........................................................................................
Consequences of incident ...........................................................................
Can any action be taken to prevent reoccurrence?
........................................................................................................................
Date and time received and logged ...............................................................
Outstanding actions ....................................................................................

Fig. 8.2: Sample Incident Report Card

Source: Wagen and Carlos (2009) 87
Event Planning Pre-requisites The Risk Register
(Regulatory and Compliance
Issues) Once each risk occurrence and our preparedness for each one of them has been
fully examined, a register of risks should be developed. The risk register works
as an evolving document which can be updated and refreshed after each event. It
should clearly document the risks (particularly the key ones), their management
and the allocation of risk management responsibility for each risk. Some of the
headings typically included in the risk register are:
• Risk name
• Risk category
• Risk rating given for likelihood and impact
• Current controls
• Required action
• Risk owner
• Review dates
Such a risk register is very useful for event organizers in future risk planning. It
is also helpful to event organizers to justify their event cost to stakeholders like
sponsors and event participants for future events. This register also helps in
making more professional and precise probability of all risks during events. Thus,
it is an important tool for future risk planning.

This chapter has highlighted risk management plan that anticipates and prioritizes
all the risk factors along with the risk management process. This brings us to the
end of Block-2, of the Course–Event Planning.

Intext Activity 1
Visit an event venue (preferably an outdoor event such as a wedding ceremony,
a football tournament , a rural fair, a car launch or any other outdoor event),
and evaluate the emergency plan with regard to the following: (i) the venue’s
physical features and likely emergency risks; (ii) the venue map, emergency
equipment, and access to emergency services; (iii) number of entrances, exits
and their locations; (iv) roles of the staff involved; (v) communication
networks for reporting; (vi) communication technologies used for risk
management; (vii) record keeping; and (viii) other legal compliances.

Check Your Progress III

Note: Use the space provided for your answer
1) Describe the objectives of post event analysis.
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 Event Risk Management-II:
2) How is risk register important to the event risk manager as a tool for Process and Control
future planning?
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8.3 LET US SUM UP

Event risk management process starts from the inception of the event and
completed only after the event is over and evaluated for its success. It involves
risk assessment, risk planning, management and control. The larger the event
more is the need for risk prevention, management and control. However, even
smaller local events need risk assessment and management as risk preparedness
ensures the event success.

8.4 KEYWORDS
Brainstorming : Process of generating creative ideas and solutions through
intensive and freewheeling group discussion. Every
participant is encouraged to think aloud and suggest as
many ideas as possible, no matter seemingly how
outlandish or bizarre.

8.5 REFERENCES AND SUGGESTED READINGS

Allen, J. and Bowdin, G. (2006). Event Manaagement. 2nd edn. Event Management
Series. Butterworth –Hienemam.

Chaturvedi, A. (2009). Event Management: a Professional Development

Approach. New Delhi: Global India Publications Pvt. Ltd..

Ferdinanad, Nicole and Kitchin, Paul J. (2012). Events Management- An

International Approach. London: Sage Publications.

Goyal, S.K. (2010). Event Management. New Delhi: Adhyayan Publishers &
Distributors.

Getz, D. (2002). ‘Why Events Fail?’. Event Management, 7(4).

Leopkey, B. and Parent, M.M. (2009). Risk Management in large-scale sporting

events: A stakeholder perspective. European Sport Management Quarterly, 9
(2).

Matthews, Doug (2016). Special Event Production: The Process. Oxon:Routledge

89
Event Planning Pre-requisites NDMA (National Disaster Management Authority) guidelines for Incident
(Regulatory and Compliance
Issues)
Response System, July 2010. Available at http://ndma.gov.in/images/guidelines/
incidentresponsesystemjuly.pdf accessed 09/07/2016.

Tarlow, P. E.( 2002). Event Risk and Safety. New York : John Wiley and Sons.

Wagen, L.V.D., and Carlos, B.R. (2009). Event Management for Tourism,
Cultural, Business and Sporting Events. New York: Pearson Prientice Hall.

Links
event_ safety_guide.pdf
www.sparc.org.nz
http://www.businessdictionary.com/definition/brainstorming.html

8.6 CHECK YOUR PROGRESS - POSSIBLE

ANSWERS
Check Your Progress I
1) The main objective of risk management is to minimize the physical, social,
emotional or financial loss arising due to unwelcomed circumstances.
Effective risk management is a systematic approach that requires proactive
examination of each and every aspect for possibility of negative occurrence
rather than reacting to situations when they actually occurr. Risk management
is an ongoing process. Getz defined event risk management as the process
of anticipating, preventing or minimizing potential costs, losses or problem
for the event, organization, partner and guests. Leopkey and Parent
described event risk management as a process that involves assessing all
possible risks to the event and its stakeholders and then strategically
avoiding, preventing, reducing, diffusing, reallocating, legalizing or using
relationship management to mitigate the identified risks. Risk management
process involves: risk assessment, planning, management and control of
potential risks.

2) Risk assessment is the first step in the risk management process. It involves
identification of all possible risks that an event may face. Depending on the
size, type, event location and number of stakeholders involved in it, potential
risks are identified. After identifying the possible risks associated with that
event, we evaluate and classify each of them based on their probability and
possible consequences. Risk assessment process involves following steps:
• Identifying all possible risks.
• Classifying of identified risks on the basis of the possibility of damage
they may do or hazards associated with them.
• Evaluating risk in terms of its probability and consequences. Thereafter
the risk checklist should be converted into risk evaluation sheet keeping
in view its probability and consequence.
3) Some common methods of generating information for risk assessment are:
• Past experience
• Direct observation
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 • Meeting with event stakeholders Event Risk Management-II:
Process and Control
• Discussing risk with the staff and volunteers
• Consultation with the local authorities, including police and fire
departments
• Asking for emergency service suppliers
• Brainstorming risks for the whole event by the event risk management
team or manager
4) The indicators of risk impact in sports events can be interpreted as given in
the table below:

Risk Category Major Impacts

Extreme Death, brain/spinal injuries, serious organ damage,
permanent disability, emergency medical assistance,
hospital for 6+ weeks.
Major Fractures, crush injuries, serious facial injuries, recovery
of 6+ weeks, emergency medical assistance, hospital care.
Moderate Dislocation/simple fractures of ribs/limbs, medical
assistance on-site/at the hospital/at a general practitioner,
participant does not continue event, recovery of 1-6 weeks.

Minor Contusions, sprains, lacerations, minor first aid,

participant continues event, less than a week’s recovery.
Insignificant Bruises, grazes, participant continues event, no recovery
time or medical assistance required.

Check Your Progress II

1) Important ERP tools used by event risk managers to manage when potential
risks become reality are:
• Emergency Medical Response (EMR)
• Incident Command System (ICS)
• Incidence Response System (IRS)
• Emergency Management Mail List
• Evacuation Plan
• Traffic Management
• Stampede Avoidance / Crowd Management
2) Basic methods that should be adopted by the event manager for treating
risks are:
• Elimination: Steps can be taken in the plan to eliminate the risk
altogether, for example, erecting covered walkways to protect spectators
from rain can eliminate the risk of ruining an event due to rain (natural
risk).
• Substitution: To avoid the risk of collapse of structure due to
overcrowding, temporary structure can be substituted by choosing a
better-designed grandstand made of concrete. 91
Event Planning Pre-requisites • Distribution of risk: Sometimes risk can be distributed across different
(Regulatory and Compliance
Issues)
areas to reduce its impact. For example ticketing can be spread over
different areas to reduce the impact of any theft.
• Isolation: Risky activities or use of noisy equipment can be done in
isolation to avoid risks like fire, accidents or noise related risks.
• Engineering controls: They can be effectively used to reduce various
risks; for example, using safety barriers and fences can limit access and
can be used effectively for controlling and managing crowd.
• Administrative controls: Various administrative controls like erecting
warning signs and training staff well in safety procedures can help in
reducing the risk.
• Contingency methods: Are effective in dealing with situations in which
risk cannot be completely avoided, for eg. Developing exit doors,
evacuation routes, and provision of fire extinguishing systems can be
used effectively in case of stampede or fire.
• Risk transfer: Sub contractors can be hired to share the liability for
different event components like equipments or structures.

3) A contingency plan is prepared in advance but held in reserve and put into
action only if a potential risk becomes a reality. Such a plan offers viable
alternatives to the main or current event plan and is used to handle the
problem arising. The contingency plan should contain a list of alternates, a
chain of commands and procedures to contain the problem or the change
which has occurred in the environment or on site of the event. A contingency
plan has many sub-plans, each to deal with different type of problems which
may arise. These contingency arrangements are also called Emergency
Response Plans (ERP). Two contingency plans developed as ERPs are:

• Emergency Medical Response (EMR) - EMR Teams are central to all

mega events and are first to respond to medical emergency. EMRs must
be prepared to handle any medical emergency during the event. EMR
team comprises of risk management personnel, paramedic staff, life
saving and first aid equipment and medicines. Also the facilities for
transportation of ill or injured to the nearby medical hospital should be
made available. However, when the participants are more prone to
medical emergencies (for example aged people), the number of EMR
teams and ambulance should be increased. These EMR teams should
develop a good communication system for communication within
different teams and with event staff. Medical stations can be built on
the site of the event.

• Evacuation Plan - Emergency evacuation is the immediate and rapid

movement of people away from the site of event where some negative
occurrence has happened which could pose threat to the life or safety of
people attending the event. Emergency evacuation plans are developed
to ensure the safest and most efficient evacuation for all present at the
site of mishap. Proper evacuation planning will include multiple exits,
special traffic (human and vehicular) flow lanes and special technologies
like visual and audio alarm system, to ensure full, fast and complete
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 evacuation. Proper display of site plan for evacuation can reduce panic Event Risk Management-II:
Process and Control
and ensure smooth evacuation if the need arises.

4) Controls are important to keep track of things and respond to any issues or
changes. During the risk management process following controls must be
used:

• Monitor the Context - Changes in our event’s purpose or organisation,

or in the broader environment, could have an impact on our risks in
number of ways. Environmental change could give rise to new risks,
or alter our investment in risk management. Changes in staff could
mean that key risks are unmanaged unless we reassign responsibilities.
Changes in the legal environment could raise compliance issues.

• Monitor Strategies - If the context changes, we must adapt our risk

management strategies to suit the changes. For example, we need to
update documentation and any other aspects of our risk management
plan if necessary after reviewing the incidents and their consequences.
For instance, if we estimated two moderate injury accidents and there
were actually four, we may conclude that our risk assessment should
be more precise in future and we need to review incidents to identify
any unexpected causes, and possible ways to prevent / respond to the
incidents in the future, gather information from management,
participants and volunteers. We may need external help to evaluate
some factors. The local authority should be involved in the on-going
monitoring / inspection process as the responsibility for managing risk
is shared across a number of parties.

• Monitor Risk Communication - During a crisis all communication

planning is put to test. Rapid access to relevant information is crucial.
The site plan, map, good signage and contact list become very important
elements. If the crisis is newsworthy, the media may become involved
and any negative publicity about the event can be very- very damaging
not only to that event but to the event company and event stakeholders.
Thus, a public relations officer must be present to provide the
information and documents related to the events. The source of all
information should be centralized and quickly accessible.

Check Your Progress III

1) The objective of post event analysis is to identify the following information
and to share the same between all the key stakeholders:
• What worked well and what did not work well,
• What failures took place, e.g. failures in communication systems,
leadership or teamwork,
• What incidents took place and the grading of such incidents,
• Adequacy of plans to support the management of all activities,
• Adequacy of training provided to employees and to others,
• Adequacy of templates used for policy, procedure, guidance, training,
etc.,
93
Event Planning Pre-requisites • Survey participants,
(Regulatory and Compliance
Issues) • Survey spectators/supporters,
• Verbal feedback,
• Review media coverage,
• Produce a written report with recommendations for future event
planning.
2) The risk register works as an evolving document which can be updated and
refreshed after each event. It should clearly document the risks (particularly
the key ones), their management and the allocation of risk management
responsibility for each risk. Some of the headings typically included in the
risk register are:
• Risk name
• Risk category
• Risk rating given for likelihood and impact
• Current controls
• Required action
• Risk owner
• Review dates
Such a risk register is very useful for event organizers in future risk planning.
It is also helpful to event organizers to justify their event cost to stakeholders
like sponsors and event participants for future events. This register also
helps in making more professional and precise probability of all risks during
events. Thus, it is an important tool for future risk planning.

94