When planning an event, safety always comes first, but other must-haves include: clear, detailed signage, access to basic medical care and backup power sources. Courtesy of Nikki Yep

Earthquakes. Forest fires. Hurricanes. Flooding. We’re constantly reading in the news about one natural disaster or another plaguing some part of the globe. However, while some catastrophes can be predicted days ahead of time, others happen unexpectedly — some in the blink of an eye — resulting in the need for last-minute event restructuring or, even worse, cancellation. The good news is that insurance and financial meeting planners can take steps to prepare accordingly, limiting disruption while ensuring the safety of attendees and vendors alike.

‘A Huge Responsibility’

For Nikki Yep, senior event manager at Event Solutions, safety comes first when she is orchestrating financial and insurance events. Yep stresses that meeting planners need to have clear evacuation plans prepared for every venue. Often the facility will have these already in place, but when you fabricate or otherwise change the pathways of the location, you need to have multiple safe exit routes, designated assembly points away from the immediate danger and procedures to assist guests with disabilities.

“Signage also needs to be clear and in multiple languages if necessary, and staff must be thoroughly trained on these procedures,” Yep says. “Thinking about how to safely move potentially thousands of people in a stressful situation is a huge responsibility — and not one I take lightly.”

Then there’s being a good communicator. Planners need backup communication systems beyond just cellphones. Yep uses two-way radios, “runner” staff and pre-prepared emergency announcements. “Keeping everyone informed and calm is critical,” she adds.

Planning the logistics and assigning resources is a big part of that. Planners need to think about backup power sources, access to clean water, food supplies and basic medical care. Yep says that depending on the location and type of event, planners might even need to consider temporary shelter options. It’s about being self-sufficient for a period if help is delayed.

“Vendor contingency plans are also critical. Our events rely on a whole ecosystem of vendors — caterers, AV teams, transportation companies, etc.,” she adds. “We need to understand their disaster preparedness plans. What happens if their staff can’t get to the venue? Do they have backup equipment or alternative suppliers? Having these conversations upfront can prevent major disruptions.”

Legal and insurance issues are the final part of the preparations. Planners need to have insurance coverage for cancellations, damages and/or liabilities, and understanding the legalities is also important.

“This isn’t my favorite part of event production, but it’s absolutely required,” Yep says. “It’s about being prepared so that if something does happen, we can respond effectively and minimize the impact and put safety above all else.”

Freak Occurrences

Yep’s formulation for natural disaster preparedness was tested when she was orchestrating a three-day company meeting in Las Vegas, NV.

“We had this beautiful poolside luncheon planned — you know, tables all set with linens, chairs perfectly placed, even secured some lovely tents to provide shade,” she says. “Then, out of absolutely nowhere, a straight-line wind just barreled through. It was insane! Tables and chairs went flying, tablecloths ended up in the pool and even those supposedly secure tents were just … shredded. And this happened literally an hour before the attendees were supposed to break for lunch! No weather forecast had predicted anything like it — it was a total freak natural disaster.”

Talk about a scramble — but because Yep always tries to think ahead, even for the unexpected, she and her team jumped into action immediately. The first thing they did was enact their Emergency Action Plan (EAP). It laid out their communication protocols and the steps for handling unexpected disruptions. Because of that plan, everyone on the team knew their roles.

“Communication was key,” Yep says. “We immediately got in touch with the client to explain what had happened and outline our plan. They were fantastic and trusted us to handle it. Simultaneously, our onsite staff started communicating with the hotel to get our pre-identified alternative indoor space ready. We always have a backup venue in mind, especially in a place like Vegas, where the weather can be unpredictable (though usually it’s just extreme heat).”

The team’s strong vendor partnerships — with contingency plans — also played a huge role. While no one could have predicted that wind, the hotel partners were very responsive in helping to set up the indoor space quickly. The AV team was also on hand to make sure any necessary adjustments for presentations or sound were handled seamlessly in the new location.

“Within that crazy hour, signage was changed, event staff were positioned to redirect attendees as they left their sessions and the indoor space was transformed for the luncheon,” Yep says. “It wasn’t the sunny poolside experience we had envisioned, but the attendees were able to enjoy their lunch comfortably indoors without any delays.”

The next morning, the weather was perfect, and they set up again to host the poolside breakfast without issue. Says Yep: “It was a wild reminder that even when things go completely sideways, having those key elements in place — a solid EAP, strong vendor relationships, pre-identified backup spaces and clear communication — can really save the day and allow you to still deliver a great event. Plus, we got a funny story out of fishing tablecloths out of the pool!”

‘Shared Accountability’

With more than 15 years in the meetings, incentives and events industry, Mary Wysopal serves as vice president, customer experience at Creative Group. Wysopal is deeply involved in client-facing delivery and operational strategy, with a focus on high-touch experiences, duty of care and risk management.

“The primary concerns are attendee safety, clear lines of communication and continuity of operations,” Wysopal says. “Planners must anticipate infrastructure challenges, such as disrupted transportation, communication blackouts and venue damage. Additionally, ensuring that all stakeholders — including clients, staff, vendors and attendees — understand their roles in an emergency is crucial.”

Creative Group’s protocols — which emphasize that it is everyone’s responsibility to act when appropriate — are supported by a structured chain of command and key contacts. “This culture of shared accountability ensures fast action and clear decisions during high-stakes situations,” Wysopal says.

She recommends the following key steps to help financial and insurance planners ensure that they move from planning into proactive monitoring and real-time decision-making should a crisis emerge:

• Emergency preparedness audits using a pre-event checklist to assess the readiness of venues, suppliers and the client team
• Scenario-based response levels in which each type of emergency — including natural disasters — is mapped to intensity-based response actions
• Onsite and offsite contact sheets with designated escalation points, including the planner, program manager, client, emergency services and leadership
• Daily safety briefings for onsite teams, particularly during events in high-risk seasons or regions
• Review of client insurance and waivers documentation pre-event, with emphasis on travel insurance coverage and medical liability policies
• Redundant communications strategies leveraging mobile, email, signage and push alerts to ensure updates reach all attendees regardless of any connectivity challenges

Creative Group recently supported a global client’s incentive at a coastal destination in an active cyclone season. In advance, the team implemented its emergency preparedness checklist, including backup lodging options and a full evacuation communication tree.

“When a storm system unexpectedly accelerated to a Class III cyclone, we activated the response protocol due to the potential threat to safety, used our central communication platform to send status updates to attendees and staff and created a command center for attendees to come with any questions they had regarding the storm,” Wysopal says. “This allowed us to address any concerns regarding rebooking flights and extending their guestrooms as needed.”

The meeting planning team also coordinated with local vendor and hotel partners to shift key programming indoors. This included coordinating fun activities and group meals while safely sheltering in place at the hotel.

“This response avoided panic, maintained safety and preserved the core objectives of the program,” Wysopal says. “The client expressed gratitude for how professionally and swiftly we responded.”

A Proactive ‘Safety First’ Approach

Anna Sullivan, manager, planning operations, meetings and incentives at CADENCE, says the number-one priority when planning meetings and events is always the safety and well-being of attendees, staff and vendors. Planners must take a proactive approach in identifying vulnerabilities and preparing for disruptions, particularly those associated with weather-related disasters, which are the most common as well as the most unpredictable.

“There are two primary areas of concern. These are personal safety, and emergency readiness and travel and transportation disruption,” Sullivan says. “It’s important to ensure there are clear evacuation procedures, access to first aid and medical services and coordination with local emergency responders. All staff and vendors should be briefed on these protocols. Also, severe weather events can paralyze air and ground transportation, causing cascading effects on arrival and departure schedules. Contingency planning for stranded guests, alternative routing and flexible scheduling is critical. Events are more than just schedules and speakers — they’re a network of logistics and lives that need safeguarding.”

Sullivan, too, stresses the importance of developing a comprehensive emergency plan. This should include a detailed communication strategy, designated roles and responsibilities for decision-makers and action steps for a variety of scenarios.

Also, she advises fellow meeting planners to equip their teams with emergency tools. These may include a satellite phone for backup communication in the event of a cellular outage, or cash on hand for urgent purchases or services if electronic payment systems fail. It’s also a good idea to have duty-of-care software to track natural disasters, travel disruptions and other potential impacts to the destination, as well as an air support-and-travel team to reroute, rebook or relocate attendees quickly and efficiently.

“Be sure to work with partners who are prepared. Only select venues and vendors that can provide documented disaster preparedness protocols, including evacuation routes and backup power,” Sullivan says. “Also, ensure your venue has backup generators and a designated emergency shelter location.”

In addition, it’s important to collaborate with the area destination management company (DMC) and local authorities, as this is where relationships really start to matter. She adds that it is important to work with trusted local partners who know the area best.

“Especially in areas prone to hurricanes or earthquakes, work with a … DMC that understands the local emergency infrastructure,” she says. “They can help facilitate evacuations, source accommodations and act as liaisons with emergency services.”

Be sure to practice the emergency plan so all onsite teams are trained on these protocols and conduct regular tabletop exercises to rehearse handling various emergencies.

“Lean on the onsite security teams as well,” Sullivan says. “Make sure to familiarize yourself with their team, who are the main contacts while onsite, emergency exits, etc.”

Stay One Step Ahead of the Storm

Recently Sullivan and the CADENCE event planning team dealt with a weather emergency in Boston, MA. Specifically, a record-breaking blizzard was scheduled to hit the area on the second night of the first of two back-to-back waves of sales trainings taking place there. The impacted day was a heavy travel period, with one group arriving and the other departing.

“Despite the knowledge of the incoming storm, airlines did not begin cancelling flights until the storm had hit and airports began closing,” Sullivan explains. “There were very few rooms left at the hotel to hold the guests scheduled to depart for an additional night.”

The CADENCE onsite team, in conjunction with the in-house air team, worked to reroute and accommodate passengers to get them home. Some took trains, others were rebooked to fly out of another airport and some were scheduled for later flights.

“The in-office emergency team contacted every inbound passenger to reroute, rebook and make train arrangements for the willing passengers to get them to the meeting,” Sullivan says. The onsite team worked with the hotels to get additional nights for those stuck in Boston, and they were able to negotiate discounted and complimentary rooms.

These efforts resulted in 85% of the expected attendance being fulfilled for the second wave, despite the travel challenges. The meeting planning team was also able to negotiate waived attrition and F&B guarantees for the 15% who didn’t attend.

“Our client was relieved the meeting objectives were met and investment was protected with little fallout in an unpredictable situation,” Sullivan says.

Brianna Belgio, CMP, account director at Mary O’Connor & Company, also stresses the importance of going through “what if” scenarios. What happens if the venue loses power? If roads are shut down? If you can’t reach key players? Belgio was producing a large-scale event in Orlando, FL, when a hurricane was projected to hit. Rather than panic, her team pivoted. “Build in redundancies, including the ability to shift communication to an offsite call center or command post in another location if needed,” she says.

“We worked closely with all vendors, hotel partners and transportation providers to get staff, equipment and materials in place before the storm arrived,” Belgio adds. “Our focus shifted to clear, calming and frequent communication — reassuring attendees they’d be safe once the storm passed, informing them about adjusted travel timelines, rearranging travel accommodations and outlining what to expect upon arrival.”

Belgio’s takeaway? Preparation buys you time and credibility. “We were ready to go the moment the city reopened — and our attendees felt confident walking into a well-organized, post-storm event,” she says. “The client even made a generous donation of food and water to the community that was impacted, just showing how intentional and caring they are.”

Mistakes to Avoid

Planning for the unplanned requires systems, discipline and shared accountability. Wysopal says some common mistakes she’s seen planners make include:

• Assuming the venue “has it covered” without conducting independent audits or aligning on joint responsibilities
• Not defining decision-making authority, especially in multiagency, multilocation programs
• Lack of a unified response grid – a solid internal grid should clarify the severity of incidents and the corresponding action level. Without such tools, teams often over- or underreact
• Not preparing clients on their role in emergency decisions, insurance coverage or waivers
• Failing to document incidents – an incident response form is critical for post-event analysis, vendor accountability and legal protection

“Natural disasters will continue to impact events — what matters is how we prepare, act and communicate,” Wysopal says. “Our emergency protocols are built on a foundation of trust, checklists, role clarity and ongoing scenario training.”

One of the biggest mistakes Sullivan sees corporate meeting planners make is having no emergency or communication plan in place. This includes failing to establish and rehearse clear emergency procedures, or neglecting to assign specific roles within the team, which can lead to confusion and delayed response.

She also points out that some corporate meeting planners neglect to conduct pre-event risk assessments, or they skip detailed reviews of protocols or checklists before the event goes live. As a result, staff could be unaware of procedures or unprepared to act decisively.

“There also is an overreliance on technology,” Sullivan says. “[It] is so important in our day-to-day, but without analog alternatives (such as printed contact lists, physical signage or backup power sources), even a brief systems outage can be disastrous.”

In a crisis, calm and clarity are a meeting planner’s most powerful tools, Sullivan says, so regularly check on your team’s mental and physical well-being.

“When possible, use a mass notification system or dedicated app to push real-time updates to attendees. This ensures consistent messaging and helps manage expectations,” she adds. “Most importantly, stay composed, take care of yourself and lead by example. When planners demonstrate control and compassion, attendees feel safer and more confident — even in uncertain circumstances.”

Belgio says another common mistake she sees meeting planners make is treating a generic crisis plan as if it’s one-size-fits-all. “Every event is unique, and clients rely on us to tailor their plan; believe me, we have seen it all,” she adds. “Also, don’t overlook the client’s internal policies — or their security teams. Integrating those policies into your plan is a must.”

Yep further notes that it’s easy for financial and insurance planners to get caught up in the best parts of an event — the creative design, the speakers, the perfect menu. But she always tries to carve out dedicated time in the planning process specifically for those “what if” scenarios.

“And you know what really hammered home the importance of this? COVID. It showcased on a massive scale just how quickly and dramatically things can change, and how crucial it is to have robust contingency plans in place,” Yep says. “So many events had to pivot to virtual, be postponed or cancelled. It was a stark reminder that ‘planning for the unplanned’ isn’t just about weather or localized issues — it can be something truly global.”

That proactive approach, that dedicated time spent on contingency planning, really allows planners to be more creative and bolder in other areas of the event because they know they have a safety net.

Says Yep: “It empowers us to take risks and push boundaries, knowing we’re prepared for potential bumps in the road, whether it’s a sudden earthquake or something on a much larger scale. So, yeah, plan for the unplanned — [your] future you will definitely thank you for it.”   I&FMM