A drinks manufacturer based in Australia had received a number of complaints from consumers who claimed to have found shards of glass in a well-known canned soft drink. There were 7 complaints in total: 4 from New Zealand, 2 from Australia and 1 from Indonesia. As a responsible corporate citizen the company immediately took steps to investigate the complaints and to inform the Ministry of Health accordingly. The relevant department demanded an immediate nationwide recall of the product and warned that an international recall might be required within a week: the short and long-term cost of which would have been both incalculable and irrevocable, not only in terms of lost revenue, but of damage to the brand name.

Initially, the company believed they had no alternative but to act in accordance with the Ministry's instruction. Subsequent examination of the problem by an external advisor, however, led them to hold off until all of the complaints had been validated and a link established between the substance of the complaint and company, together with proof that the Ministry had a legitimate right to demand a full recall without such evidence. Following this advice it transpired that four of the complainants had actually found small pieces of grit, rather than glass, which had possibly lodged on the rim of the can and entered on opening. Another complaint was found to be entirely bogus and opportunistic. The remaining two were found to be valid, with the minute pieces of glass having been deposited externally on the rim of the can, probably as a result of being stored beneath glass bottles in a cold-drinks cabinet.

A forensic examination of the glass particle proved it to be different from any used in the production facility. A full audit of the canning facility revealed no shortcomings and confirmed the integrity of the manufacturing process. Legal counsel agreed that no recall was necessary without a full prior investigation.

The savings made by taking the consultants independent advice ran into millions of dollars.

A Swedish engineer and his driver, both working for an international oil company operating in Colombia and on their way to a field site meeting were abducted by armed men. The kidnappers were members of a revolutionary terrorist group, notorious for committing this type of crime. The local driver was released the following day but the engineer's employer received a ransom demand for a frightening US$1M.

A consultant with expertise in this area was called in and helped the local office in Bogota to form a crisis management committee and to open communication channels with the victim's abductors. This was followed by a series of contact with those most likely to influence the kidnappers; in this case, senior Church members and heads of local NGO's.

Throughout this period the victim's family was fully involved in the negotiation process and was kept informed about developments and decision-making on a daily basis. After protracted negotiations, the victim was finally released unhurt and in good health and the consultant arranged his full repatriation.

In addition to the successful release of the victim, the oil company took advice from the consultant on how to bolster security at their field sites and how to establish policies and procedures to mitigate against such events ever occurring again.

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