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Quadriga Conference Crisis Communication
1. Conference
Crisis
Communication
Success During Crisis:
Recognising Opportunities
to Build Trust
New
Interactive
10/11 November 2011 Formats
Milan
www.crisis-communication.net
Case Studies Workshops Discussions
1 4 1 1
Developing Litigation PR: Ecouraging Employee After the Crisis is Before
Measurement & A discussion on best Loyalty and Gaining the Crisis
Tracking Tools for Crisis practice Trust During Crisis
Preparation Dinner Speech
5 2
2 After the Storm: Accuracy over Speed: 1
Out of Left Field: How Reputation restoration Communicating about Through the Fire
a chicken breast and the in financial crisis complex incidents
Vatican helped define
eBay’s communication 6 3
strategies Success Through Your Move: Tools for an
Community effective first response
3 Engagement: How the
A Crisis Or A Second Bank of Valletta
Chance? The Icelandic survived
ash cloud as opportunity
2. Thursday, November 10th
08:00 am Doors Open and Distribution of Conference Documents
08:30 am – 08:45 Introduction
Modul 1: Beginning of Crisis
08:45 am – 09:30 am Crisis Preparation – Measurement & Tracking
Margaret O’Donnell, British Red Cross
09:30 am – 10:15 am Best Case 1: Out of Left Field – How a Chicken Breast & The Vatican
Helped Define eBay’s Communication Strategies
Andrea Polo, Immobiaire.it
10:15 am – 11:00 am Best Case 2: Working with Journalists
11:00 am – 11:45 am Pause & Participants’ Conference Challenge “Beginning of Crisis”
11:45 am – 13:45 pm Workshop-Phase I
Web 2.0 and Internal Crisis Management
Accuracy over Speed – Communicating about Complex Incidents
Patrick Kammerer, Shell
Your Move: Tools for an Effective First Response
Yannis Freris, Geyfra
01:15 pm – 02:45 pm Lunch & All Participant Speed Networking
Module II: During the Crisis
02:45 pm – 03:15 pm Best Case 1: A Crisis or a Second Chance? The Icelandic Ash Cloud as
an Opportunity
Gudjon Arngrimsson, IcelandAir
03:15 pm – 03:45 pm Best Case 2: Litigation PR: A Discussion on Best Practice
Rosanna D’Atntonna, D’Antona & Partners
03:45 pm – 04:30 pm Best Case 3: Adjusting to Crisis – Adapting to a new Environment
04:30 pm – 05:00 pm Pause & Conference Challenge – “During the Crisis”
05:00 pm – 06:30 pm Workshop-Phase II: Participants will have the opportunity to choose a
workshop from the first workshop session.
From 07:00 pm Conference Dinner & Dinner-Speech Featuring: Andrew Gowers
Friday, November 11th
09:30 am Doors Open
09:30 am – 09:45 am Introduction
Module III: After the Crisis
09:45 am – 10:30 am Best Case 1: After the Storm: Reputation Restoration
Vincenzo Galimi, Communication Director, Assogestioni
10:30 am – 11:15 am Best Case 2: Success Through Community Engagement:
How The Bank of Valletta Survived
Edward Muscat Azzopardi, Bank of Valletta
11:15 am – 11:45 am Pause & Bootcamp – After The Crisis
11:45 am – 12:45 am Expert Discussion: After the Crisis is Before the Crisis +
Bootcamp Sepakers
12:45 am – 13:00 pm Closing Statement and End of Conference
3. Editorial
Welcome to the Quadriga’s
Crisis Communication Conference
It is a paradoxical truth that crises bring out the best in people.
Having to react to a crisis – on whichever scale or in whatever
time frame – is a sure-fire way of finding out what you’re made
of. And it follows that in the field of communications, seldom do
professionals have to draw on all aspects of their discipline than
when reacting to a potentially overwhelming set of circum-
stances.
But the communications function shouldn’t only be involved
in handling a crisis; more and more attention is being given to
the preparatory groundwork that makes companies crisis-proof
(or at least better positioned to look a crisis in the eyes). And
communications are absolutely vital in patching up the com-
pany after the storm has passed: reputation management and
employee engagement stabilise a company battered by crisis.
This conference tracks the role of communications throughout
the life-span of a crisis: before, during and after. In this way, it
should help unearth certain commonalities in all three phases
and thereby underline the essential tools that you need to know
in this ever-uncertain world.
Prof. Peter Voß
President, Quadriga University of Applied Sciences
Quadriga University | Conference Crisis Communication 3
4. Crisis Managing Reputation Risk
Communications Senior managers and boards have
found it difficult to develop a system
for managing reputation risks because
they have lacked a reliable and con-
SAVING FACE FOR sistent measure of ‘reputation’ itself.
A wide variety of measurement tools
CORPORATE VALUE
have been developed over the past 20
years, with limited convergence and
credibility around a single definition
and instrument. In our view, it’s high
time convergence took place. In recent
years, the Reputation Institute has
come to define ‘reputation’ as the de-
gree of trust, admiration, esteem and
good feeling that stakeholders have for
Handling negative criticism is the job of a growing number of a company. The definition is based on extensive qualitative and
communication executives who specialise in managing crises. Of quantitative research from more than 25 countries, lead by the
primary concern to them is a desire to minimise damage to the members’ companies in Spain’s Foro de Reputacion Corporativa,
company’s stock of reputation capital – the value of the company’s that confirms that these emotional attributes are the anchors that
intangible assets. guide people’s perceptions of companies with higher or lower
reputation. The Institute has found that a company’s reputation
Survey on Risk Management typically rests on a combination of attributes grouped around
seven dimensions: Products/Services, Performance, Innova-
Reputation capital is the part of a company’s market value that tion, Workplace, Citizenship, Leadership, and Governance. This
is regularly ‘at risk’. It grows when managers convince report- is captured in the global standard for reputation measurement,
ers and analysts to praise the company and recommend its the RepTrak Scorecard. It is typically customised to the strategic
shares. Reputation capital is destroyed when stakeholders lose context of a company, while retaining its overall comparability
faith in the company’s managers, products or prospects. The C- to the standardised model. Doing so enables systematic meas-
suite tends to view risk in the context of ‘losses.’ Without an ef- urement and comparative analysis of perceptions across stake-
fective system that enables the company to address stakehold- holder groups, across market segments, across demographic or
ers’ issues with strong leadership, good decisions and timely psychographic segments, across countries, and over time.
communication, reputation capital built over many years can
evaporate in an instant. A survey on global risk management The Anticipating Process
was conducted by AON in 320 large global companies. The
results indicate that, of the top 10 risks managers see today, Companies need tools for judging the likelihood of particular
‘damage to reputation’ has the highest
threat to value. As the report points out,
damage to reputation is an enterprise-
wide event that can lead to lowered The RepTrak Scorecard
stakeholder support, decline in financial Source: Reputation Institute
performance, and a loss of goodwill with
local communities as well as its ‘license
a n ce Pro
duc
to operate’ in key markets. rm
rfo ts/
Pe Se
rv
ic
Strategic Plans Profitable, bet- High Quality, Value e
ter results than for Money, stands
expected, strong behind/meets
growth prospects customer needs
Though significant, focusing solely on the
threat of loss ignores the other side of the
ESTEEM
risk equation, namely the very real poten-
ship
tial that a company has to generate gains Well-organ-
Leader
Innovation
ised, appeal-
by capitalising on the hidden opportunities ing leader, Innovative,
excellent first-to-mar-
ADMIRE
that are inherent in risky situations. Not
FEELING
manage- ket, adapts
doing so is exacerbated by a silo-mentality ment, clear RepTrak quickly to
vision for its change
in most companies that separates ‘crisis future
management’ from ‘reputing’ activities,
and so decouples the two sides of the
Environmen- Rewards
risk equation. Although “damage to repu- tally responsi- employees’
ble, supports TRUST
tation” tops the list of risks identified by well-being,
Cit
good causes, offers equal
e
senior managers, fewer than 50 per cent positive in-
lac
iz
opportuni-
fluence on
en
ties
kp
of them claim to have a strategic plan in society Open and trans-
sh
or
parent, behaves
ip
place for managing their company’s repu-
W
ethically, fair in the
tation risks. These companies are at high way it does busi-
ness
risk, but by implementing a systematic
reputation management process they can Governance
mitigate this risk.
4 Conference Crisis Communication | Quadriga University
13. Review: Quadriga Conferences
Online Communications, Copenhagen, 2011
EU Public & Government Affairs, Brussels, 2011 Communicating Change, Vienna, 2011
Internal Communications, Berlin, 2010
Corporate Media, London, 2009 Online Communications, Amsterdam, 2009
13 Conference Crisis Communication | Quadriga University
14. Registration Terms & Conditions
Fax: +32 (0) 2/219 22 92
1. Discounted Prices
I would like to attend the Crisis Communication Quadriga University grants discounts on the listed
conference. prices of certain conferences for members of the
European Association of Communication Directors
General admission: Conference fee 1160 Euro* (EACD) and other partner associations. Subscribers
to our media partner, Communication Director maga-
I am an inhouse communications professional and a full zine, also receive a discount on the attendance fees
member of the European Association of Communication for seminars and symposia. The participant’s perso-
Directors (EACD) OR I would like to become a full member nal membership and/or subscription must be pre-
of the EACD (annual membership fee, including Communi- sented, current and verified at the time they make
cation Director subscription: 140 Euro) and hereby officially a seminar booking. Discounted prices are only valid
apply for membership: Conference fee 840 Euro*/** if the amount invoiced is received by Quadriga Uni-
versity within the time stated on the invoice.
I would like to register further colleagues at a reduced price:
A second registered person will receive a 10% discount on 2. Cancellation
their fee, and a third person will receive a 15% discount on If a booking is cancelled and no replacement partici-
their conference fee. pant can be found, the following cancellation charges
will be incurred:
• Cancellation 31 days or more before the event
takes place: no charge
company • Cancellation between 14 days and 31 days before
the event takes place: 50% of total price
name/surname • Cancellation less than 14 days before the event
takes place: 100% of total price
function
3. Cancellation and changes
If you would like to register further colleagues at a reduced Quadriga University reserves the right to cancel or
price, please enter their names and functions: reschedule seminar locations or times, or to arrange
a substitute instructor if this is absolutely necessary
Person 1: due to there being less than six participants, an
unforeseen problem with the instructor, or other
name/surname/
name/surname/function unforeseen reasons out of the control of Quadriga
University. In these cases, Quadriga University is not
Person 2: required to compensate travel or accommodation
costs, loss of working time or other damages, and
name/surname/
name/surname/function in other cases, only when there is gross negligence.
If relocation is not reasonably possible for the parti-
cipant, then they are entitled to cancel the booking
address/city immediately and without charge.
telephone/fax 4. Place of Jurisdiction
Berlin.
e-mail
date/signature
Alternative Billing Address Yes No REGISTRATION
company The registration fee includes participation in the
programme, all conference documents and dinner
name/surname and lunch buffets, as well as coffee breaks. Travel
expenses and accommodation are not included in the
vat number (if applicable) price. A booking confirmation and an invoice will be
sent to you after registration. Please remember to
include your name in the transaction reference when
making a payment. As the number of participants
is limited, please be aware that your registration
is only valid after receiving a booking confirmation.
* Listed prices do not include VAT; access to all parts of the conference programme as well as to the dinner Please feel free to contact us should you not receive
reception are included in the fee.
** Listed prices do not include VAT; please see EACD conditions of membership on www.eacd-online.eu. confirmation within 24 hours.
Registration Queries:
Dennis Schultz
register online at: www.crisis-communication.net dennis.schultz@crisis-communication.net