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Thomas Graham CEO
Ray Thompson Principal
Russ Roberts U.S. Public Affairs Opera3ons Manager,
ExxonMobil
PLANNING PRACTICE RESPONSE RECOVERY
Jessica Jackson HSE Global Services & Crisis
Response Manager, Murphy Oil Corpora<on
PLANNING PRACTICE RESPONSE RECOVERY
Peter Symons Head of U.S. External & Media Rela5ons,
Statoil
PLANNING PRACTICE RESPONSE
PHASE I: PLANNING
Process GRAPHIC OVERVIEW – In Progress
PHASE I: PLANNING CONDUCT A RISK ASSESSMENT: Iden9fy poten9al scenarios and triggers (highest likelihood, impact, speed).
ADDRESS THESE FOUR ESSENTIAL AREAS: • POLICIES – Establish clear framework, boundaries and authority to enable responders to make decisions with confidence.
• PEOPLE – Determine crisis team roles (team leader, legal, opera9ons, HSE, communica9ons, etc.) and ensure training, drills and prepara9on.
• PLAN – Create a Crisis Communica9ons Plan: who will do what, when. Iden9fy key messages and audiences before the crisis.
• PLATFORMS – Iden9fy facili9es, equipment, technology, and resources needed, for distribu9ng informa9on, monitoring and engaging.
RUSS ROBERTS U.S. Public Affairs Opera9ons Manager, ExxonMobil
PHASEII:PRACTICE
CONDUCTCRISISDRILLSANDEXERCISES:Testopera+onalandcommunica+onsreadinessandcapabili+esforhighestlikelihoodandhighestimpactscenarios.TRAINTHEWHOLETEAM:Conductregulartrainingwiththecrisisteamfocusingonproac+vecommunica+onswithstakeholdersinaddi+ontocrisiscommunica+ons.RECOGNIZETHETRADITIONALANDNEWSKILLSNEEDED:Seethefulllistofskillsinyour“GuidetoCrisisCommunica7ons.”
PHASE II: PRACTICE CONDUCT CRISIS DRILLS AND EXERCISES: Test opera1onal and communica1ons readiness and capabili1es for highest likelihood and highest impact scenarios. TRAIN THE WHOLE TEAM: Conduct regular training with the crisis team focusing on proac1ve communica1ons with stakeholders in addi1on to crisis communica1ons. RECOGNIZE THE TRADITIONAL AND NEW SKILLS NEEDED: See the full list of skills in your “Defini3ve Guide to Crisis Communica3ons.”
JESSICA JACKSON HSE Global Services & Crisis Response Manager, Murphy Oil Corpora1on
CONDUCTCRISISDRILLSANDEXERCISES:Testopera+onalandcommunica+onsreadinessandcapabili+esforhighestlikelihoodandhighestimpactscenarios.TRAINTHEWHOLETEAM:Conductregulartrainingwiththecrisisteamfocusingonproac+vecommunica+onswithstakeholdersinaddi+ontocrisiscommunica+ons.RECOGNIZETHETRADITIONALANDNEWSKILLSNEEDED:Seethefulllistofskillsinyour“GuidetoCrisisCommunica7ons.”
PHASEIII:RESPONSE
Process GRAPHIC OVERVIEW – In Progress
PHASE III: RESPONSE NOTIFICATIONS – Who needs to know? Clarify roles and responsibiliDes, and the
steps required to iniDate both a tacDcal and strategic response. MESSAGING – What can we say now? Use the four-‐part crisis message model in
your “Defini&ve Guide for Crisis Communica&ons.” Care, Responsible Ac=ons, Coopera=ve Efforts, Resolve
ASSESSMENT – How bad can this get? Determine the worst case scenarios and
then manage stakeholder expectaDons accordingly. ACTIVATION – Who needs to do what? Put the emphasis on over-‐responding. Get
caught doing the right thing!
PETER SYMONS Head of U.S. External & Media RelaDons, Statoil
NOTIFICATIONS:Whoneedstoknow?Clarifyrolesandresponsibili7es,andthestepsrequiredtoini7atebothatac7calandstrategicresponse.
MESSAGING:Whatcanwesaynow?Usethefour-partcrisismessagemodelin
your“GuidetoCrisisCommunica0ons.”Care,ResponsibleAc:ons,Coopera:veEfforts,Resolve
ASSESSMENT:Howbadcanthisget?Determinetheworst-casescenariosand
thenmanagestakeholderexpecta7onsaccordingly.ACTIVATION:Whoneedstodowhat?Puttheemphasisonover-responding.Get
caughtdoingtherightthing!
PHASEIV:RECOVERY
Process GRAPHIC OVERVIEW – In Progress
PHASE IV: RECOVERY SHIFT TO LONGER-‐TERM ISSUES MANAGEMENT: Transi9on from emergency response to crisis management to crisis leadership. REPAIR AND ENHANCE RELATIONSHIPS: Don’t disappear. Emphasize robust and on-‐going communica9ons with affected par9es on the most effec9ve and influen9al channels. CONDUCT AN AFTER-‐ACTION REVIEW: Address failures and successes on the opera9ons and communica9ons sides and address areas for improvement. REPAIR YOUR REPUTATION: Do the right thing and don’t be afraid to let people know. Google is the new “first impression.” Consider the value of proac9ve reputa9on management post-‐crisis.
Process GRAPHIC OVERVIEW – In Progress
PHASE IV: RECOVERY SHIFT TO LONGER-‐TERM ISSUES MANAGEMENT: Transi9on from emergency response to crisis management to crisis leadership. REPAIR AND ENHANCE RELATIONSHIPS: Don’t disappear. Emphasize robust and on-‐going communica9ons with affected par9es on the most effec9ve and influen9al channels. CONDUCT AN AFTER-‐ACTION REVIEW: Address failures and successes on the opera9ons and communica9ons sides and address areas for improvement. REPAIR YOUR REPUTATION: Do the right thing and don’t be afraid to let people know. Google is the new “first impression.” Consider the value of proac9ve reputa9on management post-‐crisis.
Russ Roberts U.S. Public Affairs Opera3ons Manager,
ExxonMobil
Jessica Jackson HSE Global Services & Crisis
Response Manager, Murphy Oil Corpora3on
Peter Symons Head of U.S. External & Media Rela3ons,
Statoil
PLANNING PRACTICE RESPONSE RECOVERY
ON-‐CAMERA EXERCISE CRISIS RESPONSE 9:30 a.m. – 12 p.m.
Put your skills to the test through a simulated on-‐camera interview! • Test your messaging
• Gain on-‐camera experience
• Receive a copy of your interview and feedback from our coaches
THANK YOU! CONTACT US: Thomas Graham Crosswind Media & Public RelaBons
Ray Thompson WPNT CommunicaBons
tgraham@crosswindpr.com rthompson@wpntworld.com
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