When crises occur, your organization can dive, survive or thrive. Hear from leading industry professionals from ExxonMobil, Statoil and Murphy Oil discussing the 4-phases of crisis communications: Planning, Practice, Response and Recovery. Crosswind’s CPR+ program, in partnership with WPNT Communications, is designed to help you overcome the crisis and enhance your organizational reputation in the process.

1. WELCOME TO

2. Thomas
Graham
CEO
Ray
Thompson
Principal

3. Russ
Roberts
U.S.
Public
Affairs
Opera3ons
Manager,
ExxonMobil
PLANNING
PRACTICE
RESPONSE
RECOVERY

4. Jessica
Jackson
HSE
Global
Services
&
Crisis
Response
Manager,
Murphy
Oil
Corpora<on
PLANNING
PRACTICE
RESPONSE
RECOVERY

5. Peter
Symons
Head
of
U.S.
External
&
Media
Rela5ons,
Statoil
PLANNING
PRACTICE
RESPONSE

6. PLANNING
PRACTICE
RESPONSE
RECOVERY

7. PHASE
I:
PLANNING

8. 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

9. PHASE II: PRACTICE

10. CONDUCT CRISIS DRILLS AND EXERCISES:
Test opera+onal and communica+ons readiness and capabili+es for highest
likelihood and highest impact scenarios.
TRAIN THE WHOLE TEAM:
Conduct regular training with the crisis team focusing on proac+ve
communica+ons with stakeholders in addi+on to crisis communica+ons.
RECOGNIZE THE TRADITIONAL AND NEW SKILLS NEEDED:
See the full list of skills in your “Guide to Crisis Communica7ons.”
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
CONDUCT CRISIS DRILLS AND EXERCISES:
Test opera+onal and communica+ons readiness and capabili+es for highest
likelihood and highest impact scenarios.
TRAIN THE WHOLE TEAM:
Conduct regular training with the crisis team focusing on proac+ve
communica+ons with stakeholders in addi+on to crisis communica+ons.
RECOGNIZE THE TRADITIONAL AND NEW SKILLS NEEDED:
See the full list of skills in your “Guide to Crisis Communica7ons.”

11. PHASE III: RESPONSE

12. 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: Who needs to know? Clarify roles and responsibili7es, and the
steps required to ini7ate both a tac7cal and strategic response.
MESSAGING: What can we say now? Use the four-part crisis message model in
your “Guide to Crisis Communica0ons.”
Care, Responsible Ac:ons, Coopera:ve Efforts, Resolve
ASSESSMENT: How bad can this get? Determine the worst-case scenarios and
then manage stakeholder expecta7ons accordingly.
ACTIVATION: Who needs to do what? Put the emphasis on over-responding. Get
caught doing the right thing!

13. PHASE IV:RECOVERY

14. 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.

15. 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

16. THANK
YOU!
CONTACT
US:
Thomas
Graham
Crosswind
Media
&
Public
RelaBons
Ray
Thompson
WPNT
CommunicaBons
tgraham@crosswindpr.com rthompson@wpntworld.com