COMMUNICATIONS & PUBLIC INFORMATION

EMERGENCY COMMUNICATIONS

Communications during an emergency require timely, open and accurate responses. This allows government agencies, customers, media, employees and the public to receive appropriate information regarding the emergency, and the action being implemented by the company. For this reason, accuracy, consistency, and clarity of information have been given first priority. Timeliness is the second priority. The existing notification process begins immediately from the site of the incident and results in key personnel throughout the organization (e.g.; (Company) management, field personnel, plant personnel, customer information personnel, control center personnel, and media representatives) being contacted as appropriate. This process will not be initiated until necessary emergency assistance is contacted (fire, police, ambulances). News releases will be distributed only as known facts are confirmed. Follow up releases or press briefings will be issued in a timely fashion to provide additional details as they are confirmed.

Releases, statements or comments from (Company) must be made through the Corporate Communications Team, or appropriate spokespersons. The Team Leader of this team, sometimes called the Communications Coordinator, is responsible for approving all press releases and communications with the public and government agencies. The Communications Coordinator designates spokespersons according to the type of emergencies. This allows the release of accurate and consistent information. The Corporate Emergency Communication Plan should contain guidance that is the foundation for communication flow in emergency situations.

CRISIS COMMUNICATIONS

Preparation is crucial in dealing with any corporate crisis. (Company) should have a crisis communications program in place, as do most other major corporations. Crisis plans can range from a few typewritten pages in a loose-leaf notebook to a virtual library of binders, forms, prepared statements and videos. In one form or another, all crisis communications plans contain the standard categories essential to dealing with any crisis: audits, crisis teams, crisis centers, media training, spokespersons, logistics, statements, interviews, employee communication, community relations, government relations and follow-up plans. The crucial element in all of these is insuring that a plan is in place to communicate with all key audiences.

A good crisis plan, no matter how detailed and how complete, should only be used as the framework within which you consider issues and make informed decisions. It should not be used as a substitute for clear, firm decision-making. Every plan must remain flexible enough to accommodate every possibility that may arise.

The following are some of the key elements imperative to a sound crisis communication program. Recognizing these points as critical to crisis implementation will prevent bottlenecks in successful reaction to an actual corporate crisis.

Preparations

Every organization needs a prepared crisis communications program. Some companies do more planning for the annual company picnic or a new product launch than they do for a serious event that could threaten their success or even their survival.

Communications

Few perceptual battles are lost by over-communicating. Chances are that the crisis will require your corporation to respond to the public or audiences whether you like it or not, and often the audiences are ones that you do not usually deal with. In most crises, these audiences may affect the outcome of the crisis and its aftermath far beyond their standing. Crises often require the opening of new channels of communication. It may mean a press conference with the media, or a political briefing. In addition, using existing allies as third parties to reinforce your communications can bolster your position and credibility. And, when communicating, never forget your employees. They are your first line of defense and should be your most ardent supporters. Finally, be brief. No one wants to hear anyone pontificate during a disaster. A good sound bite -- the line that television and headlines will pick up -- often consists of eight words or less.

Set Responsibilities

Crises are not the time to create a new decision tree. People often do not make good decisions under stress. That is why crisis teams and its duties should be determined in advance. The team should include top management, and should have its support. Further, a good plan should outline the decision process and responsibilities for the most foreseeable emergencies.

Be there

In times of crisis, being on site is not necessarily a pleasant experience. Senior Managers no longer have complete control over events and their surroundings. But perceptually, a crisis is a time that can create a leader.

Be Truthful

This rule is often stated but too often violated. Even the most powerful cannot cover up the facts and survive. Sooner or later, an inaccurate story will get out.

Pierce the corporate veil

If you are to react well to an unexpected event, you must think like a client in order to understand what these individuals are feeling and to react in a way that will gain you perceptual points.

There are also some "Don'ts" associated with every crisis:

Don’t leave too soon

Concerned individuals in any crisis have distinct information needs, and they need assurance that the corporation is serious in responding to the situation as well as to their needs.

Don’t second-guess Yourself or your Staff

Adhere to the decision-making process during a crisis. All the best-laid plans will be useless if a decision-maker falters in times of crisis. Every executive must be supported in making the tough decisions during the high-stress time. Rarely is someone blamed for making a decision during a calamity. Instead, the "corporate" disaster often occurs when a decision is not made.

The stakes in a crisis are high. If you are not properly prepared, the result from a disaster can be far worse than necessary.

The best crisis plan is well thought out, in place in advance, practiced with diligence, and constantly challenged. Taking the time to think during a crisis is critical, but is only possible if the planning framework is already in place.

Questions to ask about your communications capabilities include:

• What if your telephone system was inoperative or inefficient during the disaster. How would you communication with the outside world ?
• Would cellular telephones work ? Should they be assigned prior to disaster or after the disaster ?
• What about radio systems (with your own channels) as an effective method of communications ?
• How about beepers on key personnel ?

Communications, internal and external, are critical to the very survival of your organization.

• Produce your internal and external communication contact lists based on the most critical first. External contacts include vendors, customers, regulatory, suppliers and others.
• With sound disaster pre-planning, your communications will be more timely, effective, and efficient during the actual disaster. Be sure that critical fax numbers are known and documented by team members and other key personnel (internal and external).
• Test your internal and external contact list on a surprise basis and document the results.

MEDIA RELATIONS

Upon declaration of an emergency situation, the responsibility for responding to media inquiries will be one of the duties of the Corporate Communications Team. Media statements consist of timely, accurate, and consistent information for release to radio, television and newspaper outlets. The Corporate Communications Team Leader will determine the necessity of media support at emergency sites. These statements will be generated by the Media Relations staff as needed, as information on the emergency becomes available and is confirmed. Statements are authorized for release by the Team Leader, after consultation with the Team Leader of the Emergency Response Management Team. Interviews with (Company) personnel and filming sites will be coordinated by the Corporate Communications Team. The frequency of news briefings or callouts to the media will be determined by the nature and duration of the emergency.

Copies of all media statements will be distributed internally as follows:

• Emergency Command Center (ECC)
• Effected Operating Area
• Customer Services
• Government Relations
• Investor Relations

Media Objective

The corporate goal is to have an approved news release within one hour of the initial notification of an incident that has the potential for high public or media interest. Initially, the on-call Media Relations representative who receives the first notification of an incident will be charged with completing this responsibility. This initial media release may precede the actual declaration of an emergency and the staffing of the Emergency Command Center (ECC). The news release should be drafted and based on confirmed information and answer the following questions:

• What is the incident ?
• What is the scope of the emergency?
• What areas are effected?
• What led to the emergency?
• How many customers are effected?
• Are there any injuries?
• What steps are in process to resolve the emergency?
• When will the emergency situation end?

Emergency News Center (ENC)

An Emergency News Center (ENC) may be activated in conjunction with activation of the ECC, or if there is heightened media attention for any isolated emergency. It will be used as a central location for gathering and distributing emergency information to the news media. The Emergency Command Center will be the primary location. The ENC should also be capable of being relocated to the scene of the emergency when authorized by the Corporate Communications Team Leader. Media inquiries, distribution of news releases, press kits, and interviews will be coordinated at the ENC.

The staffing of the ENC will be tailored to the nature and severity of the emergency. The basic structure will consist of:

ENC Coordinator - The ENC Coordinator will authorize all media releases, is responsible for both obtaining relevant information from the Team Leader, and for meeting staffing requirements.

ENC Media Representatives - The Media Representatives will support the ENC Coordinator in preparing media releases, call outs, etc.

ENC Technical Support - Technical specialists will be assigned by the Command Support Coordinator, depending on the nature of the emergency. These individuals will assist with the explanation of technical information used in media releases.

ENC Clerical Support - Clerical support will be required to type releases and send and receive FAX information. The clerical staff will also assist in logging all requests for information and the generated responses. Copies of all incoming requests for information will be typed and filed along with a copy of the response.

Understanding The Media

Reporters gather much of their information through the interview. It is easy to be distracted by the anticipation of seeing your name in print or your face on television or having a quote attributable to you. Many people make this mistake and are not sufficiently thoughtful about what is really going on. An interview is not a public service but rather an opportunity for you to tell your story to your audience through the pipeline of the media. So rather than becoming star-struck at the prospect of becoming a media icon, one must be focused on this challenge and opportunity. It is also necessary to keep in mind that the most important story you have to deliver immediately after a disaster has struck is that you are or will shortly be back in business. Another important aspect to keep in mind is that media communications is the exact opposite of the business communications style most people are accustomed to. While both styles are intended to win over an audience, media communications must be conducted through an intermediary (the reporter) and therefore has special and different rules. In business, you present your case, layer upon layer, as you build toward the desired conclusion. Jargon is often used and you try to avoid repeating. Questions are often answered directly, thoroughly and in some detail and you usually save the conclusion for the end. This is effective in a corporate culture and most are comfortable with this approach. Unfortunately, this business style will self-destruct in an interview. In media communications, the whole purpose is to get to your message at the beginning of the answer. Responses to questions should never exceed 30-40 seconds. Inside jargon will very likely be cut out of the final product so it should not be used. While questions should be answered, the interviewee should always be looking for the opportunity to deliver their message as many times as possible. Unlike business communications, repetition in an interview is necessary since one never knows which clip or quote will be used by the reporter. Business people need to be aware of these style differences in order to avoid reverting to the comfortable but inappropriate business style with the reporter. In addition to this often committed blunder, there are three cardinal rules that promise to yield a successful interview when heeded; preparation, impression and delivery.

Media Relations in a Disaster

Not every audience will be involved in every crisis. It is crucial to communicate only with appropriate audiences. For instance, there is no need to alert the news media to a situation occurring internally that has no impact on your clients or the general public.

A contingency plan should always be developed for secondary audiences, since crises can explode beyond their initial boundaries. For example, an angry customer or competitor may suddenly decide to call the news media as well. In that case, other audiences might be affected.

One or more messages should be prepared as a basis for communicating with audiences affected by the situation.

These messages should be:

• Candid, forthright and positive. Tell the truth. For security reasons, you may have to avoid telling all you know at that particular time, but never lie.
• Compassionate but realistic, no matter how bad the news.
• Targeted directly to specific audiences, regardless of pressure applied by the media or others.
• Clear, concise and free of technical jargon and ambiguity.

How and what story you portray immediately after a disaster will determine what the public believes. And since your story will most likely get the widest exposure through the media, it is imperative that you have a plan to deal with the media immediately after a disaster. Being armed to "face the press" with effective and sophisticated media relations techniques is the only way to prevent the wrong slant from being reported about your situation. In fact, if properly prepared, one can even gain a positive perspective by effectively communicating the right story immediately following a disaster. In order to achieve this, however, one must understand and appreciate how the news works.

Press Releases

A good emergency press release answers these basic questions concerning the event:

• Who is involved ?
• What is taking place ?
• Where did it happen ?
• How did it happen ?
• Why did it happen ?

The release should then go on to provide the details and background information. Also, be sure to include the name and address of your company, date/time of the press release, headline, and a contact person's name and telephone number if additional information is required.

Media Interviews

Follow these basic rules of "dos and don'ts" during an emergency.

DO:

• Release only verified information.
• Promptly alert press of relief and recovery operations.
• Escort the press everywhere on site.
• Have a designated spokesperson and backup.
• Keep accurate records of all media inquiries.
• Identify and meet media guidelines.
• Provide equal opportunities for print and electronic media.
• Know what can and cannot be released (company policy).
• Coordinate media relations functions with other emergency functions.

DO NOT:

• Speculate on the caused of the emergency.
• Speculate on the resumption of normal operations.
• Speculate on the outside effects of the emergency.
• Speculate on the dollar value of the emergency.
• Interfere with the legitimate duties of the media.
• Permit unauthorized spokesperson 's to comment to the media.
• Attempt to cover up facts or mislead the press.
• Place blame for the emergency.

A Single Spokesperson

There should be only one spokesperson for (Company). This should be the Team Leader of the Recovery Management Team or the (Company) Public Relations Officer. A back-up should be designated if it's appropriate, but it should be clearly stated in what situations the back-up is to represent (Company).

In many situations, the primary contact should be the Chief Executive Officer (CEO) or the highest ranking public relations professional. The back-up could be the senior manager of the department involved.

All news media requests, questions, etc., must be referred to the designated spokesperson without comment. All other employees must be instructed to say the same thing in referring calls to the organization spokesperson during a crisis situation.

It is vital that all employees be informed who the designated spokesperson is and how to refer media or other public inquiries to that spokesperson. Each employee should understand that in no case should any other employee make any comments to the media - on or off the record.

The public relations professional should work with the spokesperson in responding to media inquiries, and should follow up with the media to immediately correct erroneous reports.

POLICE & FIRE PERSONNEL

Communication channels between (Company) and Police, Fire and other emergency organizations are important in any external emergency. You should, in conjunction with the Corporate Communications Department develop these necessary channels. These provide an effective tool in dealing with any emergency in which there are external implications. Control Center personnel should coordinate efforts in this area as an integral part of established procedures.

REGULATORY AGENCIES

Many companies are in regulated industries. In these cases, it is important to be in communication with the regulatory agencies when an emergency occurs. Existing communication channels enable (Company) to deal effectively with emergency situations. These communication channels allow (Company) to convey the appropriate information confirming the details of an emergency through verbal and documented reports as required by the regulatory agencies involved. When the Emergency Response Plan becomes initiated during an escalated situation or in response to increased government involvement, the Plan will enhance (Company)'s ability to effectively deal with any additional reporting that may be required. The following areas will initially provide regulatory agencies with incident specifics and will advise the Communications Team of extended external communication needs:

Emergency Control Center - Designated personnel will be responsible for dealing with service oriented emergency situations and will operate according to existing procedures.

Production Services - Designated personnel will be responsible for dealing with a plant incident or equipment related emergency and will operate according to existing procedures.

Environmental - Designated personnel will be responsible for dealing with environmental impact events (i.e., hazardous material events, chemical abatements, etc.) and will operate according to existing procedures.

SUPPORTING DOCUMENT REFERENCES

There are supporting documents from elsewhere in the company that should be referred to. Some examples in this area are:

• Emergency News Center Procedure
• Emergency Command Center Procedures
• Corporate Communication Emergency Plan
• Emergency Communications Plan
• Reporting Procedures to Regulatory Entities