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and post event planning and communications are tried, tested and retested to ensure maximum resilience. It is also important to scrutinise candidates carefully when employing staff as the insider threat is always a possibility. A scenario-based learning exercise conducted by my


company, Mind Over Matter, in April 2015 focused on a rollercoaster accident and how to plan and manage in such a crisis situation. Just over a month later, The Smiler accident took place at Alton Towers. Many of those on the programme e-mailed afterwards asking why more people did not sign up for such activities as it had helped them with parallel issues in their own organisation. This shows the value of such exercises in preparing and planning for incidents. It must be remembered here that there is no recipe for a crisis and fluid planning is absolutely essential to allow change and redevelopment of existing plans in the context of the incident.


The five Rs The following points will determine how much resilience your park or attraction has in the face of a terrorist attack. Firstly, recognise patterns. Be aware of things that you have seen before which have led to some kind of incident. Report. Everything must be logged, near misses, suspicious incidents and other activities. Often a good logger will spot patterns which occur that alert others to an evolving issue. Reiterate. Briefings must be clear to the point and contain


all of the relevant information at all levels. Don't be afraid to repeat things to your employees, but keep it as concise as possible otherwise it won't sink in. Reflection. In a crisis, running about in circles trying to


make decisions on the move is not the best approach but working with the experts who reflect on previous issues, identifying a way forward and reappointing the plan accordingly will ensure you make the right decisions. Lastly, respond. Make sure that your plan is measured. If


you send all of your resources to a minor incident you will not have full resources to deal with another incident which might be more important.


In conclusion, resilience is everything and working alongside your internal and external partners is key. Make sure that you plan well, look at recent trends, expect the unexpected, practice emergency drills and always be on your guard as the terrorist and active shooter are highly intelligent and will be trying to create maximum impact. But of course the only screams you want to hear at your park are the screams of joy from guests enjoying the rides. Be safe everyone.


Professor Chris Kemp is CEO of Mind Over Matter (momconsultancy.com) and has worked in the festival, events and attractions industry for over three decades. His expertise in the human/dynamics interface make him a much sought after consultant in the event, transport, arena, policing and security sectors





It is clear


from recent intelligence that the queue, either internal or external, is a legitimate target for the terrorist and theme parks are renowned for queues





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