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  1. 1. Effective S$ e l of If + Crisis pa tio ps A G Sa dd ro ym na 30 nt m 10% 2 or i v 0/ ade Di mo e US by sc re u $229 A oun 00 ug 0 t fo Management & Communication 7 Practical Workshop r 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 Unique Features • 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 • Role-play • Crisis Simulation Exercise 2-Day Workshop Led by International Crisis Leader Graham Vink 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: 10% discount for members of the above endorsers Contact: Call (65) 6372 2201 Fax (65) 6227 1601 Email
  2. 2. 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 discussion.  Connecting  Communicating • 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  Participants 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  Identifying  Decision-making  Training  Communicating  Activating in a crisis  Demonstrating leadership • Crisis Centre  Remembering the “big picture”  Why  Delegating  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
  3. 3. 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.  Avoiding mistakes  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.  Establishing credibility  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 potential crises. 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
  4. 4. Rising Up to be Strategic Crisis Leaders Leaders of crisis team across Asia are moving beyond the designated roles to build up every level and function in the entire organisation to play the leading and instrumental roles in managing a crisis. With the media increasingly scrutinising and publicising how companies handle crises, there is little room for mistakes in the public eye! The 2-day practical workshop is tailor made to equip crisis team members with the capability, knowledge and skills to thoroughly construct, test and update the plans in crisis prevention, preparedness, response and recovery. Attend this workshop to learn how to: • identify and detect potential crisis that could harm your organisation • develop and support key messages related to a crisis that will resonate with • perform the key activities that will shorten a crisis appropriate audiences • avoid the most common mistakes that can inflate a problem or issue into a • cope with hostile or negative interviews and media full-fledged crisis • begin developing and implementing a recovery plan even if the crisis is still • ensure that your organisation recognises the necessity of prompt, effective ongoing communications in a crisis • integrate planning for crisis management and business interruption • recognise the unique challenges for senior managers created by a crisis • prepare an effective crisis plan, and to ensure it remains updated and relevant • identify key audiences – internal and external – in any crisis • identify an appropriate crisis team, and to perform effective crisis simulations • recruit and involve third-party organisations as supporters and validators in any crisis Don’t miss this opportunity to be a step ahead of crisis! This timely workshop is the wake up call for organisations to reposition and build up the crisis leaders in tomorrow's inevitably volatile market. Effective Crisis Management 5 Ways To Register Or Enquire Contact Ms. Xerene Ng via: & Communication Practical Workshop 1 Tel : (65) 6372 2201 2 Fax : (65) 6227 1601 3 Email : 4 Web : 1-2 October 2007 Swissôtel Merchant Court, Singapore 5 Post : Pacific Conferences Pte Ltd, 5 Shenton Way, 4-5 October 2007 The Excelsior, Hong Kong #26-08 UIC Bldg, Singapore 068808 (Please photocopy for more delegates) FOR OFFICIAL USE Please register the following delegate(s) for the event Code: S1289/H2211 A B C D E F Singapore, 1-2 Oct 2007 Hong Kong, 4-5 Oct 2007 I would like to claim a 10% discount as a member of AMIC IABC RIMAS PRCAM BCI PRPA (Membership number): I am unable to attend but please put me in your mailing list Dr/Mr/Mrs/Ms Delegate Name 1 Position Email Dr/Mr/Mrs/Ms Delegate Name 2 Position Email Dr/Mr/Mrs/Ms Approving Manager Position Email Dr/Mr/Mrs/Ms Registration Contact Position Email DID Tel Dept. Fax Nature of Business Full Company Name (For Billing) Billing Address Payment Methods Early Bird Regular All payments to be made payable to Pacific Conferences Pte Ltd in S$ or US$ and are nett of bank charges. Workshop Fee (Registration & Payment (Registration & Payment Bank charges are to be borne by registrants. Before 29 Aug 2007) After 29 Aug 2007) Please tick and fill in the following: Singapore S$ 1,795 S$ 2,095 Cheque / Bank Draft No. ________________________________________________________________ Hong Kong US$ 1,195 US$ 1,395 Please mail payment in S$ or US$ with registration form to 5 Shenton Way, #26-08 UIC Bldg, Singapore 068808 Overseas delegates may pay by Telegraphic Transfer to Pacific Conferences Pte Ltd IMPORTANT NOTE For Singapore location - Payment in Singapore Dollars (S$) A/C: 201-328-051-9 - Singapore Dollars (S$) 1. For Singapore Location, Singapore registered companies need to pay fee with additional A/C: 374-900-100-1 - US Dollars (US$) 5% / 7% GST. United Overseas Bank, Anson Road Branch, 10 Anson Road #01-01 International Plaza, Singapore 079903. 2. Group Discount: Groups of 2 or more booking at the same time from the same company Please fax confirmation of bank transfer to Xerene Ng at (65) 6227 1601 quoting your company's name, and of the same billing source will receive a 10% discount off the total delegate fees. delegate's name and invoice number on your fax and bank transfer. 3. Only corporate registration will be accepted. 4. Payment is required with registration and must be received prior to the workshop to Credit Card Payment Visa MasterCard Amex (US$ only) confirm your place. Card Number: 5. Confirmation will only be sent via email upon receipt of your payment. 6. Walk-in delegates will only be admitted on the basis of space availability at the workshop Expiry Date: / and with immediate full payment. 7. Fee includes lunch, refreshments and workshop documentation. 8. The organiser reserves the right to make any amendments that it deems to be in the Card Holder’s Name: _____________________________ Signature: ________________________ interests of the workshop without any notice. Workshop Venue & Hotel Reservation Cancellations & Replacements Swissôtel Merchant Court, Singapore The Excelsior, Hong Kong A replacement is welcome if you are unable to attend. A full refund less 10% administrative (Next to Clarke Quay MRT Station) 281 Gloucester Road, Causeway Bay, Hong Kong charge will be made for cancellation received in writing by 3 Sep 2007. A 50% refund and a 20 Merchant Road Singapore 058281 Tel: (852) 2837 6840 Fax: (852) 2895 6459 Tel: (65)6337 2288 Fax: (65) 6334 0606 Attn: Rica Lam - Sales Manager set of workshop documentation will be given for cancellation received by 17 Sep 2007. Attn: Magdelene Sim - Swiss Event Specialist Regrettably, no refund can be made for cancellation received after 17 Sep 2007 or for "no Reservation shall be made by delegates directly with the hotel. Hotel bills are to be settled by delegates directly show" participant. You will however receive a set of documentation. with the hotel. Hotel reservations and travel arrangements are the responsibility of the registrant. Upcoming Conferences Please send me the brochures for the following conferences as ticked below (Please fill in contact details above and return via fax) Visit us @ Jul 2007 Aug 2007 Sep 2007 Effective Strategic Distributor Management in Asia Workshop, Marketing to Youth: What makes them ‘Click’, S’pore & Hong Kong Strategic Public Relations’07, S’pore & Hong Kong S’pore & Hong Kong Retaining and Attracting Talent, S’pore & Hong Kong Integrated Marketing Communications, S’pore & Hong Kong Copyright © 2007 Pacific Conferences Pte Ltd. All rights reserved. Registration Number: 200004188G