So, after some careful consideration I have decided to write a blog on being prepared for the worst. And I don’t mean one of those rough shifts that went sideways, I mean, the actual worst-case scenarios that we hope to never encounter.

No-one ever expects to be held hostage, bombed or be involved in a terror attack, but with the recent events globally I wanted to draw attention to some of the things that you can and should have in place for such a horrid event.

I have been in such an event. I was the General Manager of a restaurant in London during the July 2005 London Bombings. The restaurant was a tenant of the Fidelity Building, just 2 minutes’ walk from St. Paul’s Cathedral. Fidelity was at that point a well-placed American financial institution and a very real potential target for any attack. St. Paul’s is an iconic landmark in London and so, also a major potential target for attack.

It was like every other day. I arrived to work that day around 8.00m. The chef was there and I was in early to catch up on invoices and do the next fortnight staff roster. Some of the staff arrived at 9.00am for the set up and informed me that the bombings had taken place and no tubes were running. All telecommunications had been cut, both mobile and landline.

Busses were still running and by 11.00am all my staff were at work (dedicated I know) and we proceeded with our day. As a manager and anyone who has had military training will tell you, keep the troops working as this helps give a sense of purpose and not incubate the sense of fear.

At noon, we were open and ready.

At 1.15pm the manager of the Fidelity building walked into the restaurant and informed me that the building was being secured due to a possible threat and that all staff, and patrons, were to be evacuated to the bomb shelter 3 stories underground. We had 17 patrons in the restaurant – thankfully nowhere near our usual 110 – plus the staff, so in total 33 people.

At this point there are 2 choices. You either create an environment of panic or you show your ability to manage unfathomable stress. I chose the latter.

I locked the door and promptly started in section one and told the waiter and her guests what was happening and to gather their things and proceed to the emergency exit.  I had one table ask for the bill!!!!

The staff were not permitted their bags and everything was to be left as it was. I proceeded to the kitchen to have the chef stop the gas and usher the kitchen staff to the emergency door. I was the last to leave the restaurant.

We were held for over 45 minutes in the bomb shelter where the conversation was nervous and disjointed.

Once we were given permission to leave, all staff were asked back to the restaurant. I held a briefing and let those who wished to leave, leave.

I was lucky. The building we were in was designed for just that type of threat but many, many are not. So what are you able to do?

First, you should have an evacuation plan and it must be practiced. There is no point having a plan if no one knows about it. Coaching staff in best practice will only benefit you in the long run. Yes there is one for fire but with the chaos of a terror attack that point may not be best suited to a meeting point. Ensure you identify one and have the staff know where it is. Walk them there and go different ways so everyone is informed. AND TAKE THE STAFF ROSTER!!!!!! In a restaurant with 30 staff (yes I have managed that big a restaurant) it is hard to know exactly who is working what days so ensure the roster is with you so you are able to account for all staff on that day.

Second, implement a safe word. Ours was Mr. Sands. If there was a fire in the kitchen, “Mr. Sands has just made a reservation.” This informs the staff of what is happening and to prepare but, it does not inform the customers reducing the risk of panic. You can have safe words for everything; just ensure that the staff know what they are.

Be vigilant. You are in the restaurant every day. A bag out of place or an out of character person need to be addressed. This is not scare-mongering, this is common sense. You are responsible for people and should know what your responsibilities are.

Finally, get in touch with the local enforcement in your area and ask them to speak to your staff. Be proactive. I say this all the time. If you educate your staff they will enjoy it, they will want to work in your restaurant and they will give more. For you, you have happy staff and a happy restaurant.

I sincerely hope that you never have to use any of these tactics in real-life situations, but implementing such practices, and ensuring everyone knows what to do, will go a long way in when action becomes necessary.