S$ e l of
pa tio ps
30 nt m 10% 2 or
0/ ade Di mo
US by sc re
$229 A oun
00 ug 0 t fo
Proven & Actionable Strategies for Crisis Prevention, Preparedness, Response & Recovery
In 2 Locations!
1-2 October 2007 Swissôtel Merchant Court, Singapore
4-5 October 2007 The Excelsior, Hong Kong
• Inside knowledge of how the media covers crises
• Real-life crisis management experience in US & Asia
• Case studies drawn from the best and worst
examples of crisis management
• Interactive & participatory with hands-on learning
• Small & large group discussions
• Crisis Simulation Exercise
2-Day Workshop Led by International Crisis Leader
Senior Vice President, Ruder Finn Asia
:: Former award-winning journalist from the US
:: Specialises in issue/crisis preparation and management for high-profile clients
:: Leads Ruder Finn’s media and crisis training programmes for clients throughout Asia Pacific
:: Provides media relations advice and crisis media training directly to clients at the CEO level
Step-by-step & Holistic Approaches to building up the Resilience in withstanding a Crisis:
:: Strategic Crisis Leadership :: Dealing with Crisis Centre
:: Risk Management :: Speaking to the Management
:: Issues Management :: Maintaining the Business Continuity
:: Rumour Control at Media & Web :: Effective Crisis Communication
:: Developing the Crisis Management Plan :: Media and Reputation Management during Crisis
:: Developing the Business Continuity Plan :: Developing and Executing the Recovery Plan
:: Managing Crisis Response Team :: Dealing with Internal Misbehaviour within Organisation
Organiser: Endorsers: Media Partners:
www.conferences.com.sg 10% discount for members of the above endorsers
Contact: Call (65) 6372 2201 Fax (65) 6227 1601 Email email@example.com
About Your Workshop Leader
Graham Vink, a former award-winning US journalist, has more than a decade of senior-level crisis management and training in Asia and the United States. He has provided
crisis counsel for multinational pharmaceutical companies and medical device manufacturers, leading law firms, food manufacturers, international professional organisations,
and US government agencies, among others.
As a former reporter and editor for The Associated Press, the Miami Herald and other US newspapers, Graham has an in-depth understanding of global media and how its
members can create – and respond to – crisis situations. He assisted a multinational food company through the worst crisis in its history: the withdrawal of a harmful product
in 10 Asian markets. He helped the American Psychiatric Association to plan for, and respond to, potential disruption of its global convention by outside activists.
Before joining Ruder Finn Asia as a Hong Kong-based senior vice president providing counsel to clients throughout Asia, Graham worked in the Washington, DC office of
Fleishman-Hillard. There, he helped many clients to deal with government-related topics, including the Abbott pharmaceutical company and Mitsubishi Motors of America.
Graham’s management of a sensitive issue for National Public Radio, which included identifying and recruiting third parties for an internal and external communications
campaign, won a Silver Anvil – the most prestigious award in the US public relations industry.
DAY ONE Monday, 1 October 2007 (Singapore)
Thursday, 4 October 2007 (Hong Kong)
Registration: 8.00am Workshop: 9.00am - 5.00pm Morning, afternoon refreshments & lunch will be served at appropriate intervals.
Phase 1. Crisis Prevention
• Defining a Crisis • Risk Management
Examples; positive, neutral and negative Your business or organisation
• B to C Your operating environment
• B to B External forces, including regulators, competitors
• Government, regulators Critics and the media
• Issues Management
Live exercise: Participants divide into smaller groups representing similar Early detection
organisations to discuss most likely crises affecting them and greatest fears of how Continuous information
a crisis could be mismanaged. These are then presented to the entire group for Action
• Strategic Crisis Leadership • Rumour control
The challenge The media and the Web
Leading both privately and publicly First steps
Threats and opportunities
Special Highlights of This Session • The Wal-Mart “traveler’s blog” in the US, and how it was “outed”
Case • Nike – Asia labour standards and the Michael Jordan fiasco in Taiwan
• Identifying potential crises from an external perspective studies • Procter & Gamble – the SKII cosmetics controversy in China
• Learning the most common mistakes of crisis management • The National Kidney Foundation scandal, Singapore
• When employees go bad: Learning whom to trust in a crisis
The “best” crisis is one that never happens. The second-best is a crisis for which your organisation is prepared. This session helps you understand what makes a real crisis
and how organisations have coped with crises (positive and negative examples). You will receive insights gained from crisis counsel at the CEO level in both Asia and the US.
Acquire strategic understanding of the threats created by a crisis, as well as learn the leadership and management challenges that will be faced by crisis managers. You will
also be trained on how to identify the risks faced by your organisation, how to manage such risks productively and how to take pro-active steps in the early stages of a crisis,
which can reduce or eliminate the harm to an organisation.
Learn more about one of the most dangerous crisis “breeding grounds” - the Internet! Identify and counter misleading rumours, information and opinions, which – left
unchecked – can quickly turn a minor issue into a major crisis.
Phase 2. Crisis Preparedness
• Developing the Crisis Management Plan • Safety Considerations
Purpose For customers, broader “community”
Principles For employees
Content • Security Management
Executing and updating Physical
• Developing the Business Continuity Plan Intellectual property
Includes both crises and non-crises Communications
Integrating with a crisis plan • Crisis Plan Testing
Updating and rehearsal Key elements
Live exercise: Participants to discuss and develop their own crisis management and Evaluating and updating
business continuity plans in smaller groups followed by larger group discussion.
Special Highlights of This Session • Threatened criticism and disruption of worldwide medical convention
Case (American Psychiatric Association)
• Why most crisis plans are useless in a crisis studies • Energy Management Co., Singapore
• Identifying the “right” type of crisis to prepare for
• Why “less is better” for crisis manuals
• The one-page crisis plan
• Key differences between a business continuity plan and a crisis plan
It’s not possible to identify every crisis faced by an organisation, but it is possible to be prepared. This session will teach you how to develop an effective crisis management
plan and how to coordinate the plan with its close cousin – a business continuity plan. Key aspects of crisis preparedness will be discussed, especially an organisation’s safety
and security. This session will also focus on an essential element: testing and updating an organisation’s crisis plan.
Phase 3. Crisis Response
• Crisis Response Team Cross-checking information
Activating in a crisis Demonstrating leadership
• Crisis Centre Remembering the “big picture”
Physical requirements, including location and technology • Business Continuity
Staff requirements Early detection
• Management Importance of process
Identifying a potential crisis Organised decision-making
Declaring a crisis Making hard choices
Activating crisis team
Special Highlights of this Session • Consumer product recall in Asia
Case • Major US homebuilder
• Why a CEO can manage a company or manage a crisis – but not both studies • Contaminated grain from China
• Identifying the right management level for crisis teams
• Establishing and operating a “virtual” crisis centre
• Crisis managers are people, too.
Live exercise: Participants divide into smaller groups to discuss and develop their own organisation’s preparedness (or lack of) for an outbreak of avian flu or other pandemic
in Asia. The major “areas of concern” will be presented to the larger group for discussion.
A crisis represents an extraordinary event that frequently does not permit “business as usual” for any organisation. Crisis managers must be activated, a crisis centre (whether
physical or virtual) must be created, and senior managers must quickly shift to a crisis mode for management and decision-making. For both internal and external audiences,
the need to demonstrate leadership in managing a crisis and a strategic vision for solving the problem is frequently the most important requirement of effective crisis response.
DAY TWO Tuesday, 2 October 2007 (Singapore)
Friday, 5 October 2007 (Hong Kong)
Workshop: 9.00am - 5.00pm Morning, afternoon refreshments & lunch will be served at appropriate intervals.
Phase 4. Communicating During a Crisis
• Crisis Communication: the essentials Live exercise: Individual participants will be asked to volunteer to be subject to a
Early detection “live” interview in front of the group, answering realistic questions from the media
Quick response about a plausible scenario involving an organisation similar to their own.
A “seat at the table” with top management • Reputation Management
Speed, speed, speed Recognising the risks
Developing key messages – the essential foundation for success Setting priorities: “victims,” customers, “neighbours,” employees, business
Identifying key audiences partners, shareholders/owners
The art of apology
Setting priorities • Crisis Simulation Exercise
Connecting, following up
Thinking short- and long-term Live exercise: Participants divide into groups representing various roles in a crisis,
Internal communications including an organisation’s crisis team, customers, employees and the media.
• Media Management Members of the crisis team will work together to manage the crisis and communicate
First steps to external audiences – who will also be collectively pursuing their own agendas and
Avoiding mistakes evaluating the actions of the crisis team. This exercise will be repeated with several
Best practices different scenarios and rotation of teams, to ensure that all participants will serve on
Continuous information flow the crisis team.
Correcting errors – yours and theirs
Coping with difficult media
Special Highlights of this Session Corporate crises, Catastrophes & Online Crisis
Case • Tylenol – still the “gold standard” for crisis management
• The most common mistakes in crisis response, and how they can come studies • Firestone (US tire recall)
back to haunt you • US Bureau of the Census (privacy concerns)
• How words can speak louder than actions (or vice versa)
• Why key messages must resonate with audiences on an emotional level
• When in doubt, say something
Communicating quickly and effectively is usually the single most important aspect of any crisis. In this session, you will learn best practices for communicating through every
phase of a crisis. Identify and gain approval for an organisation’s key messages to inspire confidence in internal and external audiences. Additionally, you will also learn the
importance of having – or demanding, if necessary – access and influence at an organisation’s highest levels of management.
Media management will be explored in detail, from essential first steps to ongoing communications. Gain hands-on experience in preparing for and undergoing difficult
interviews with hostile, aggressive or uninformed media. A realistic crisis simulation will be conducted, helping you to understand, and cope with, the real-time challenges that
you are likely to face.
Phase 5. Crisis Recovery
• Developing a Recovery Plan • Executing the Recovery Plan
Assessment and research The recovery team: communications, marketing and management
Setting priorities Implementing and monitoring
Examining risks vs. benefits Evaluating while in process
Live exercise: Participants divide into groups to develop a recovery plan. Findings
and recommendations then will be shared and discussed with entire group.
Special Highlights of this Session • Hong Kong Philharmonic Orchestra
Case • JetBlue airline
• Talk must be accompanied by action studies
• How time can be on your side
• Identifying “triggers” for renewed coverage, and turning them to your advantage
• When in doubt, do more research
Even while a crisis is still unfolding, managers should be thinking about the next step: recovery. Learn how to assess the damage from a crisis, set priorities for recovery and
execute the recovery plan, making necessary revisions along the way. Emphasis will be placed on the need for close cooperation between an organisation’s communicators,
markets and managers, to ensure coordinated activity and consistent messages.
Phase 6. Workshop Review: Next Steps
• Summary and review, focusing on key action steps.
Live exercise: A group discussion is held with participants identifying the top priorities that they need to “take back” to help their own organisations understand and prepare for
In this session, you will identify and prioritise the most important action items to prepare your organisation and manage a crisis. Discuss the most effective ways of presenting
your recommendations to ensure that it leads to the necessary action by your organisation’s senior leadership.
CEOs, Vice-Presidents, Directors, Heads of Departments & Managers responsible for Crisis Management, Corporate
Who Should Attend: Communication, Corporate Affairs, Media Relations, Public Relations, Operations, Security, Risk Management, Human Resource etc.
To Register: Call (65) 6372 2201 Fax (65) 6227 1601 Email firstname.lastname@example.org