Reference Issued by Date

Title

Introduction

A crisis can be defined as any situation that threatens the integrity or reputation of our company, aggravated by adverse or negative media attention. It can also be a situation where in the eyes of the media or general public the company did not react to a particular situation in the appropriate manner.

A crisis is a situation that:

Is unexpected

Has elements of the unknown and escalating intensity
Interrupts normal business operations
Impacts an organisation’s external reputation
Impacts an industry’s (as well as an individual company’s) financial performance

Some examples of what could be deemed a potential PR crisis are:

- A serious Equal Opportunities situation

- A child protection matter

- A serious accident, fire, or damage to our premises

- Fraud, financial irregularity or corruption

- Loss or leakage of sensitive data

Any serious incident will be dealt with under the appropriate Training 2000 policy and procedure – for example a child protection related matter will be dealt with under the Child Protection procedure – but the method of dealing with the PR aspect of the situation would be carried out following the guidelines as set out in this Crisis Communications Procedure.

The goal of this Procedure is to provide a standardised Crisis PR Strategy with a coordinated crisis management team, to manage events or situations so that we provide an accurate and rapid response, establishing accountability and minimising the impact.

1.0 Components to ensure smooth handling of a communications crisis

The core components to ensuring that Training 2000 can handle any crisis, incident or issue competently are:

1.1A company-wide understanding of the process, details and communicationflow.

1.2A recognition that in communications terms all internal staff have the same responsibility - it may well be for example that Shared Services take the first call from the press, so it is imperative that everyoneunderstands the crisis management ‘loop’.

1.3An agreement as to the kind of issues or incidents that can affect Training 2000.

1.4A recognition that crisis management is more than a concept or a one off document.

2.0 Crisis Communication Team

The role of this team differs from the Crisis Team in that their priority is to devise a position to allow the PR Coordinator to manage the PR Communication competently. The team should be comprised of individuals who are key to the situation, as a minimum:

-the Chief Executive Officer

-The Head of Business Development & Marketing

-The Marketing Manager

-The PR Coordinator

-the General Executive Management Team (GEMT) member from the department in the area that was involved in the situation that has brought about the crisis

3.0 Process

This section will set out the process which should be taken as soon as a potential PR Crisis has occurred.

The manager of the team where a potential PR crisis has occurred should inform the PR Coordinator as soon as it has .

Shared Services/Receptionists should be alerted that any relevant calls from the mediashould be forwarded to the PR Coordinator.

Activate full Crisis Team. A contact sheet of all those within the Crisis Team should be created which is accessible to all.

A full assessment of the situation should take place. Gathering as much of a factual summary of the situation as possible will be vital in determining the extent of the crisis and the corresponding response needed from the PR Coordinator.

Identify Actions. Addressing the need for a spokesperson, third party resources or external bodies in relation to this particular crisis will be important at this step. Criteria for the spokesperson will be that they are comfortable in front of journalists, knowledgeable about the organisation and the crisis, able to establish credibility with the media, straightforward and believable and able to remain calm in stressful situations. This person would ideally be the CEO or relevant member of the GEMT.

Develop Response. The PR Coordinator will work within the Crisis Communication Team todetermine the appropriate key messages to address the emergency.

Identify key stakeholders such as employees, students and customers that require information and communicate this honestly, openly, and in an appropriate fashion.

As soon as possible a prepared statement should be approved by the Crisis Communication Team and issued to press the event of an enquiry.

Reporters may ask to speak to staff, employers and learners who are involved with or have been affected by the crisis. It is best to restrict all interviews to the primary spokesperson. Controlling the interview process is key to managing the crisis and responsibility for interviews and press briefings will rest with the PR Coordinator.

A log should be kept by the Crisis Communication Team to record all telephone calls from the media or other parties enquiring about the crisis. This will help to ensure that callbacks are not overlooked and will assist in the post-crisis analysis.

Re-evaluate conditions. As new information emerges, changes in messages or outreach to different audiences should be continuously re-evaluated and evolve to reflect the most up-to-date information.

Define Recovery. Once the crisis is resolved, a plan that addresses the reason for the crisis and any changes in procedures should be created. Effective recovery after a crisis should be a restoration of the company to a former or better condition. With this in mind, recovery should be included in any crisis communication strategy to address any changes that might be needed to prevent any future incidents from occurring which can be communicated out to the public and external bodies.

4.0 Further Information for Employees

In answering media questions, remember the following:

Write down the reporters’ names, their media outlet and their phone number. Direct this to the PR Coordinator.
Nothing is “off the record” to a journalist. Do not divulge information. Do not volunteer information.
All media should be treated equally. What is given to one (such as access to an area effected by the crisis) should be available to all media.
Remember the media’s role is to objectively tell all sides of a story, even if views are unpopular. Journalists will not present only our perspective or make us look good.
Reporters live by unbending deadlines. If a reporter calls for immediate comment, direct them to the PR Coordinator.
Never lie. If you don’t know, don’t want to say or aren’t sure, say so and direct them to the PR Coordinator. Being truthful does not mean telling all you know, use good judgment.Avoid the phrase “no comment”.
Avoid personal views or speculation. Don’t let reporters put words in your mouth. Do not repeat inaccuracies, even to correct them.
Treat journalists with respect.
If in doubt refer to the PR Coordinator.