Writing an escalation plan for a sponsorship incident

Write the plan before launch as a working procedure: name the triggers, escalation levels, people who act and people who can decide. Use the actual agreement, current contacts and recorded approval limits, and keep an allegation separate from a finding.

Define the triggers

Use three levels based on the action needed. Level 1 is a delivery correction: an incorrect logo or inaccurate public description that delivery contacts can correct. The intake contact records it and alerts the response lead; the sponsorship owner checks the relevant rights and activity.

Level 2 requires a decision: a credible allegation involving the property, loss of a key permission, or a correction outside delivery contacts’ authority. Alert the sponsorship owner and decision-maker for a prompt decision on affected activity and material.

Level 3 requires immediate senior attention: harm to people or a serious allegation. Alert the senior decision-maker immediately and seek specialist advice. Direct safety or safeguarding concerns through the relevant operational process; a communications plan cannot replace it.

If the action needed changes, raise the level. For example, move a correction beyond delivery contacts’ authority to Level 2; do not treat a credible allegation as an established finding.

Assign roles and authority

One person may hold several roles in a small organisation. Name the response lead, a backup decision-maker and current contact details, including the agreed route to the property.

Record who can order a temporary operational pause and who must approve a change to the agreement. The decision-maker authorises changes and public positions only within their recorded authority; route decisions outside that authority to the backup or other authorised decision-maker.

Set the first actions

At intake, record when and how the concern arrived, retain the original report and material, assign an escalation level, and alert the response lead. For each report, keep a contact record with the relevant role, current contact details and the agreed route for escalation.

The fact lead checks original records, separates what is known, disputed and unknown, and seeks the property's account through the agreed route. The sponsorship owner identifies live rights, scheduled activity, agreement terms and the property's contact.

Give the decision-maker a brief account of any immediate harm, established facts, affected sponsor material and the next likely information point. Keep allegations labelled as allegations, and route direct safety or safeguarding concerns through the relevant operational process.

Review queued posts, advertisements, appearances and on-site activity. For each item, the decision-maker decides whether it should remain, be corrected or be temporarily paused, considering the agreement and practical consequences; record who authorised the action and who will carry it out. A pause is an operational choice, not a finding about the reported conduct.

Plan messages and updates

Identify who needs information, such as affected people, staff, the property, customers, suppliers or media. Assign an authorised contact and channel for each relevant group.

An initial update can state what is known, what the brand is doing and when it expects to update people. Do not promise a result that the evidence cannot support; keep dated versions of approved wording and decisions.

Check public descriptions of the sponsorship against the current agreement and activity. The ACCC's page False or misleading claims says it accepts reports about possible false or misleading claims, can require businesses to back up claims, and does not resolve individual disputes or provide legal advice.

Regulatory Guidance on False or Misleading Claims

Rehearse and maintain the plan

Walk the team through a plausible scenario before launch. Check that contacts can be reached, decision authority is clear and scheduled material can be found.

Update the procedure when people, rights or channels change. After an incident, review gaps and revise the procedure.