Are you ready for disaster? Hurricane Sandy was a sobering reminder: natural calamities happen! Here's a refresher on the plans that marketers need to have in place when that earthquake, forest fire, flood (you name it) threatens your bank.

• Author: Gerber, Matt

WHEN NATURAL DISASTERS OCCUR, bank marketers become company spokespersons, communicating vital updates to investors, employees, media and customers. Since natural disasters appear to be on the increase, communicators need to prepare by having a crisis plan in place.

The Center for Research on the Epidemiology of Disasters published a study stating that natural disasters have increased by 233 percent since 1980.Though disasters are increasing, any number of events can put business continuity at risk, including system failure and human error. Marketers may find themselves in the communications "hot seat" more often than they might think. The following five tips will help bank managers prepare a crisis plan ahead of time.

1. Build the team

   Having the right team in place prior to a disaster is imperative. Team members must be aware of the institution's goals and objectives--providing the right skills at the right time. Bank needs should determine team selection, and team make-up depends on the size and scope of the institution, as well as the level of risk. A disaster recovery team may include any of the following: legal, security, operations, human resources, public relations, investor relations, risk management, finance, and information technology.

   Proactively planning will clarify roles and identify who will instill confidence for bank stakeholders. Financial institutions should consider multiple spokespersons based on the type of disaster. For instance, operations or security staff may be called upon as knowledge experts. Identifying key team members ahead of time will ensure that everyone stays informed and prepared at the time of an event.

   A predetermined plan ensures that each team member is aware of tasks and individual responsibilities, enabling faster decision making during a disaster.

   Team composition will vary based on the nature of the disaster. For example, if computer systems are down, banks need access to an information technology expert to provide accurate status updates.

2. Develop a plan

   During a disaster, customers need information quickly, and the media will be seeking to satisfy that need, so a fast response will show that a bank is proactive and in control--generating greater trust in the institution.

   The plan should strive to achieve three things: to be quick, accurate and consistent. Plans should map out how information will be disseminated and what timelines need to be followed. The faster an organization responds, the...