Dr Sally Leivesley
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Crisis Communications

Crisis communications is an important element of any major incident or disruption event and it involves both internal and external crisis communications preparations as well as the related issue of crisis reputation management. In such circumstances, organisations and governments are equally vulnerable to communications failures and the consequent risk to the continued viability of organisations as well as the public perception and support for government.

To request crisis communication assistance, please contact Newrisk Limited directly.

Internal Communications

Efficient and effective communications between employees, managers and directors or ministers may help to mitigate the effects of a major incident or disruption event. Ensuring that employees are aware of the relevance and importance of certain information can enable seamless reporting to managers, directors and ministers and assist with emergency service response and mitigation planning.

External Communications

External communications with the media and the general public are an essential aspect of any major incident or disruption event. It is advisable to implement reputation management procedures in advance of an incident so as to facilitate seamless and effective communications.

Newrisk Limited can assist with external communications preparations so as to mitigate the negative reputational effect arising out of major incidents and disruption events. Such preparations encompass traditional verbal briefings to media organisations (such as press conferences and press releases) as well as the more modern modes of communications (such as Twitter, Facebook and Myspace).

Recent Lectures & Conferences

Newrisk Limited has recently lectured on crisis communications including:

To request Newrisk Limited's assistance in connection with crisis communications, please contact Newrisk Limited directly.

Sally Leivesley



  • Cyber
  • Nuclear

Prepare for the unexpected. New forms of attack will be unexpected in time, tactics and consequences and may include kinetic attacks on undersea cables and space infrastructure. 

Questions to Consider:
Does the organisation have a capacity to fast switch to other cloud, in-house server or hot site operations to limit recovery time? Are there diagnostics for sensors and control systems and the interface with operations?  Could a global security crisis in the South and East China Seas and flash points elsewhere (including Europe) target an organisation’s upstream cyber providers?  Other resilience tasks to check are:

  • - Competent external recovery services;
  • - Internal policies for real time back- up systems unconnected to live operations;
  • - Financial resources for full re-build after ransomware;
  • - Internal policies to avert ransomware payments; 
  • - Cooperative recovery planning with industry peers;
  • - Regular modular and  whole of organisation exercises;
- Multiple scenario tests for strength of preparedness.

 Nations signalling intent of conflict.
 Energy regeneration challenges.

Nuclear conflict and radiation incidents are a high risk for some regions.  Nations are engaging in
‘signalling’ capability of weapons and intent. The most frequent signals are coming from China in
relation to Taiwan; the USA in relation to freedom of navigation in the South China Sea; Russia in
sending Zircon hypersonic missiles onto naval voyages into the Atlantic, movement of nuclear
weapons to Belarus and threats to Ukraine; North Korea in frequency of missile tests including
submarine launched missiles and drones; and Iran’s apparent nuclear enrichment found to be at
84% purity.

Planning for Energy Regeneration Post Nuclear Conflict:
1. Hardened energy infrastructure;
2. Academic and Industry collaborative Programmes;
3. Small Modular Reactors built underground;
4. Supplemental critical control system separated from IOT; and
5. Energy planning for rail transportation of populations.