zpizza Crisis Comm Plan

Running Head: ZPIZZA: CRISIS COMMUNICATION PLAN
Crisis
Communication
Plan
2012

ZPIZZA: CRISIS COMMUNICATION PLAN
1607 West County Road C
Roseville, MN 55113
(651) 633-3131
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Table of Contents
Overview
Knowing how to deal with potential crises before they happen is important in any
business, but especially so in franchises, where a misfortune at one location can cause a
chain reaction throughout the entire franchise system. In the event that a crisis should
erupt, this plan is designed to help provide Zpizza the resources needed to respond
quickly and effectively during a crisis. Its purpose is to provide a framework for the
franchise owner and employees that will support a response method to a myriad of crises
that could occur. Following this outline will provide timely, accurate information
delivered to employees, customers, and other key audiences who will be concerned about
the event.
Keep in mind that the most important actions in a crisis are:
 Acting quickly to resolve the situation
 Telling the truth
 Being accessible to the press
 Showing confidence and compassion
 Communicating changes in the situation as quickly as you can
The Importance of Rapid Notification
When a crisis occurs, it is crucial for communication to begin immediately and continue
throughout in an effort to prevent others from being spokespeople for Zpizza and the
crisis, preventing the release of false information. Since time is what will be in the
shortest supply, the sooner a crisis is reported, the better is can be managed. Rather than
misjudge the potential of a crisis, if the supervisor feels they have an accurate indication
of its current or potential severity, they should contact Tony Manning if there is any
possibility of escalation.
Success in dealing with a crisis will ultimately hinge on building and maintaining highly
effective responses delivered to each key audience. It is essential to offer honest
interactions with the news media, local communities, and your customers.
Crisis Manager
 Franchise owner, Tony Manning, will be in charge of the overall crisis response.
His primary responsibilities will involve interaction with news media, customers
and the community, and keeping top management informed.
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 The nature and scope of the crisis, combined with public concerns being
expressed in the locality, will determine what role Tony will play in the response.
Tony will be the chief spokesperson in communicating Zpizza’s position
regarding the crisis and the actions being taken to resolve it.
Assessing the Severity of the Crisis / Descriptions
A sudden crisis is considered to be any unexpected, severe business disruption involving
your facilities, employees or assets. The following descriptive categories are the accepted
criteria to ensure consistency in the assessment of a sudden crisis:
Level 1 can be handled by the on-duty personnel with responsibility for responding to
and managing this kind of situation.
Level 2 can be handled by personnel who respond, with support from the supervisor on
duty or those who may have to be called in from their homes.
Level 3 requires additional people beyond regular employees who manage emergencies
such as the franchise owner, Tony Manning.
Level 4 will affect the business for an extended period of time. This type of crisis
requires all available personnel, with assistance from other facilities and the corporate
office. Local emergency response agencies will be actively involved. Depending on the
severity of the situation, government agencies also may be involved in the response.
Note: The criteria for these categories are broad because what may seem to be Level 1 or
Level 2 crisis when it first occurs may quickly escalate to a higher level.
Corporate Crisis Response / Initial Response Team Activities
If a crisis team is dispatched from Zpizza corporate to the site, the team members who
arrive initially will meet with Tony Manning to determine the steps needed to stabilize
the situation. The discussions will consider the following:
 Accident control
 Casualties, both internal and external
 Employees (and their families) affected by the emergency
 Damage to restaurant and business assets
 Federal government involvement
 Impact on other operations at the site or elsewhere
 News media coverage thus far
 Involvement of other companies
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 Outlook for the next several hours
 Potential damage
 Reaction and concerns of local community officials
 Government agency response
 Status of cleanup and repair operations
Ongoing Crisis Management / General Strategy
The goal is to get the crisis under control as quickly and safely as possible so Zpizza can
resume normal business operations. The strategy will be to aggressively pursue the
recovery plan developed by the crisis manager, Tony Manning, working with local
community leaders and government officials as much as practical. Collaboration on
recovery with Zpizza corporate will also be necessary in some crises.
Aftermath Management / Documentation
 Documentation throughout the crisis will be a critical factor in the overall
response effort. In all staff functions, documentation will be crucial in later claims
and litigation processes, and may be required by government regulation in some
areas.
 Procedures for documentation and record keeping are to be carefully followed
since they will be one of the measurements of the success of the crisis response
and demobilization efforts.
 Tony will maintain log sheet with sections for keeping notes of actions taken,
phone numbers, checklist, time sheets, expense forms, and other essential
information. Employees should be asked to deliver all documentation by the end
of each working day to Mr. Manning to allow the log to be maintained on a daily
basis.
Debriefing
 All owners and supervisors will participate in a debriefing within one week of the
crisis being declared under control by Tony Manning and corporate. Each person
will be asked to give their candid observations of what was done correctly and
where mistakes were made so that adjustments can be made in the crisis response
plans.
 The format for the debriefing will be determined by Mr. Manning based on the
number of employees and outside officials who were involved in the crisis
response.
ADDENDUM A: Operation Response Plans
With so many variables involved in crisis situations, it would be impossible to plan an
outline for every type of scenario. The following plans are based around the most likely
and high level situations to happen to a business. In an event that a crisis happens that
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does not relate to any of these situations; use the communication guidelines and
worksheets from these plans to help lead you through each step.
The great thing about being part of a franchise is that you’re part of a team and far from
alone. The bad thing about being part of a franchise is that, should misfortune strike the
company or a fellow franchisee, you’re directly tied to the brand and not considered an
independent entity. Should a crisis happen at another Zpizza location, it is still plausible
that you will need to use the crisis communication action plan to help your location
recover from the aftermath caused by another.
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Natural Disaster
Addendum A: Natural Disaster Activation Goals
FIRST HOUR
 Insure safety of staff and customers. Call emergency personnel if needed.
 Tony Manning should be contacted immediately. Zpizza corporate contact Brandi
Babb should be contacted and briefed by Tony Manning.
 Prepare the response statement for telephone and crisis site inquires from
employees, media, and customers.
SECOND HOUR
 Begin personally contacting affected employees’ families at home and/or at
hospitals.
 Contact local emergency response team(s) and government officials.
 Be prepared to conduct initial media briefing. Only state –“what you know.”
THIRD HOUR
 Begin noncritical notifications (vendors, customers, insurance carriers, ect.)
o Inform/update customers via Facebook and Twitter: Use Twitter and
Facebook to provide status updates about the emergency. Be sure to
present just the facts—and only facts relevant to your audience. In a
disaster response, many organizations begin status updates with
“UPDATE:” and stick to disaster-only tweets.
o Alert vendors if deliveries need to be stopped
o Provide first hourly update for the local news media
o Brief corporate and supervisors on the status of the crisis situation
FORTH TO SIXTH HOUR
 Follow up with family members of affected employees to ensure they are being
kept informed and provided with whatever assistance is appropriate.
 Continually assess the situation and adjust the plan.
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COMMUNICATION ONCE CRISIS HAS BEEN DECLAIRED UNDER CONTROL
 Update employees
o Inform employees if they still have jobs.
o When and where they should report to work.
o How their duties will change during the disaster.
o What precautions they should take while working during a disaster.
o What they should relay to customers (advise them not to talk to the
media).
o If they’ll be paid in the same manner, and if not, when and how they can
expect payment.
 Customer Communication- Your customers are your most valued asset to your
business. They’ll require accurate, timely and apologetic communications, usually
via email if possible. Social media is also ideal for connecting with customers. Be
sure to include:
o What products or services you won’t be able to provide at the usual times.
o What alternate accommodations they can make.
o Any compensation you plan to make.
o Your progress- but be careful to not mention an estimated time for
reopening. Your customers will count on that date and will be
disappointed if you do not fulfill your promise.
 Vendor Communication
o Inform vendor if Zpizza plans to reopen.
o If the disaster is temporary, inform the vendor if they can delivery the
goods to a temporary location.
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Food Safety Crisis
Addendum A: Food Safety Crisis
In the event of a food related illness outbreak, there is great risk of death. It is essential
that all customers become aware of the situation and what caused the outbreak. In this
event it is important to contact all food safety officials and it may be advised for Zpizza
to contact the media directly in an effort to alert the public to prevent serious illness and
death. By doing so and being honest, you are going to be more likely to recover your
business due to your quick response and open communication.
FIRST HOUR
 Insure safety of staff and customers. Call emergency personnel if needed.
 Stop serving food as well as temporarily close the store.
Babb should be contacted and briefed by Tony Manning. Brandi should contact
all Zpizza locations to immediately inform them of the situation.
 Contact local emergency response team(s) and government officials. Zpizza will
need to be inspected.
SECOND HOUR
 If applicable, begin personally contacting affected employees’ families at home
and/or at hospitals.
 If media has not been notified of the situation, contact media and apprise them of
the situation. It is crucial to alert the community.
THIRD HOUR
o Inform/update customers via Facebook and Twitter.
o Alert vendors if deliveries need to be stopped.
o Provide first hourly update for the local news media.
o Brief corporate and supervisors on the status of the crisis situation.
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FORTH TO SIXTH HOUR
 Follow up with family members of affected employees to ensure they are being
kept informed and provided with whatever assistance is appropriate.
 Establish if the outbreak can be controlled quickly and if Zpizza can remain open,
serving food that doesn’t include the contaminated food.
 Continually assess the situation and adjust the plan accordingly.
o When they should return back to work.
o What precautions they should take to prevent the outbreak from happening
again.
media).
via email if possible. Social media is also idea for connecting with customers. Be
sure to include:
o What alternate accommodations they can make.
o Any compensation you plan to make.
o Assure them of the food safety precautions Zpizza takes to make their
food as safe as possible.
o Remind them that Zpizza’s customers are their number one priority,
especially their safety.
o Relay your progress- but be careful to not mention an estimated time for
o Inform vendors when Zpizza plans to reopen.
o If the outbreak can be controlled quickly, inform the vendor if they can
delivery the goods to a different location.
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ZPIZZA: CRISIS COMMUNICATION PLAN 11

Health Code Violation
Addendum A: Health Code Violation
A health violation could easily escalate to a crisis if the violation became known to the
media or if a customer decided to take action by posting an upsetting incident they
experience due to Zpizza Roseville or one of its officiate franchises to social media.
Knowing that Zpizza takes pride in providing their customers with a quality experience, it
is essential that they respond with action to solve the health code immediately, followed
by communicating to the public an apology and an action plan to increase efforts in the
future to prevent any such violation from occurring.
FIRST HOUR
 Make a judgment call to stop serving food and well as to temporarily close the
store depending on the severity of the violation and its effects on serving
customers.
Babb should be contacted and briefed by Tony Manning.
 Contact the health inspector’s office to find out how to best proceed with
returning Zpizza back to proper health code and set up an inspection.
SECOND HOUR
 Search social media sites for posting about the situation. Set-up a social media
key word search program (see addendum K) to keep Zpizza updated on future
postings.
 If media has not been notified of the situation, contact media and apprise them of
the situation. It is better to address the media openly, stating how you plan to
solve the situation, than to let your customers and the media talk for you.
THIRD HOUR
o Inform/update customers via Facebook and Twitter. If appropriate,
respond to all Facebook and Twitter posts about the situation letting
customers know that you are listening to them and are doing your best to
solve the situation. Adding an apology is also appropriate. Reaching out
directly to customers is the best way to keep them and they are your
greatest asset.
o Alert vendors if deliveries need to be stopped.
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o Provide first hourly update for the local news media.
o Brief corporate and supervisors on the status of the crisis situation.
FORTH TO SIXTH HOUR
 Continue working with the State Health Inspector to restore Zpizza to health code.
 Continue monitoring social media sites.
 Decide when it is appropriate to reopen Zpizza.
o When they should return back to work.
o What precautions they should take to prevent the health violation from
reoccurring- *host a health code training seminar.
media).
via email and directly on social media sites. Be sure to include:
o Any compensation you plan to make. Depending on the severity, a lost
leader may need to be implemented such as a free slice of pizza and a soda
to returning customers for x amount of time. Advertise this using email
and social media.
o Assure them of the food safety precautions Zpizza takes to make their
food extremely safe.
o Remind them that Zpizza’s customers are our number one priority,
especially their safety.
o Relay your progress- but be careful to not mention an estimated time for
o Inform vendors if there will be a delay in deliveries and when Zpizza
plans to reopen.
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ADDENDUM B: Preparing the Statement for the Media
1. Initial Statement. Use the confirmed information gathered from employees
and customers to prepare an initial response statement in typed copy ready for
distribution as soon as possible. This statement will only state the facts of
what is known and has been verified at the time. The statement should also be
transmitted to Brandi Babb at Zpizza corporate.
2. Update media briefing.
 Prepare an opening statement to present summarizing confirmed facts
of the crisis as known thus far and outlining the organization’s current
response efforts and action plans.
 Provide whatever visual information is available, including maps and
charts of the area that has been impacted.
 If possible, have an employee video and/or photograph the briefing.
 Audio/videotape all briefings and questionnaires, to be transcribed
within four hours.
3. Industry Information Provide publicly released information on the crisis and
response status to other companies in the industry whose interests may be
affected by the crisis.
4. Ongoing Activities
 Schedule additional new conferences/news released as appropriate.
 Respond to media inquiries as promptly and thoroughly as possible,
working to establish Zpizza as a reliable and timely source of
information.
 Manage news media monitoring to determine the extent and accuracy
of coverage. When inaccurate coverage occurs seek correction of the
inaccuracies directly from the media center.
 Coordinate preparation of print and broadcast media coverage
summaries for distribution to Zpizza Corporate.
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ADDENDUM C: Additional Responsibilities of the Crisis Manager
Connect with the Local Government Agencies
Notify the public information officers of local authorities (DES, police, fire) of your
presence and availability to receive calls from these authorities and from news media.
Give copies of the approved briefing statement to their public information people. Note
the names and phone numbers of local officials whom you will need to stay in touch with
throughout the crisis.
If the organization is NOT the cause of the crisis (e.g., natural disaster)
Anticipate that organizations and government agencies may conduct media relations
activities in which your organization may be mentioned. It is important to monitor the
information provided at these activities. In those cases:
 Attend any press conferences
 Offer yourself as a spokesperson in order to position the organization as a credible
information source.
Phone Contact Logs
Develop and maintain phone contact logs of news organizations covering the emergency,
as well as public information officers at government agencies and other key people who
may be sources of information.
Assessment Reviews
In order to speak knowledgeably to external audiences, participate frequently in over
flights and other efforts set up to assess the scope of the crisis. Take every opportunity to
visit the area to maintain familiarity with the emergency as it is brought under control and
conditions are restored to normal.
News Media Tours
Coordinate and oversee crisis site visits by members of the media, ensuring that all
members are accompanied by Tony Manning.
Internal Communications
Keep ongoing communications with Zpizza corporate, updating them on changing
schedules. Record photographs/video of ongoing progress of the crisis.
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ADDENDUM D: Emergency Contact Information
This list should be reviewed and revised quarterly to ensure it is maintained and up-to-
date.
Company & Title Contact Person Phone & Email Date Late
Updated
Zpizza Roseville:
Franchise Owner
Tony Manning
tnymanning@gmail.com
(651) 964-3029
Zpizza Corporate:
Emergency Contact
Brandi Babb (949) 375-6318
Zpizza Roseville:
Supervisor
Jake Eayrs (651) 491-4256
Roma Foods: Heather Eiynk 1 (320)393-5231
Bix Produce: Bill Fisher (651) 487-8000
Roseville Police
Department, Lieutenant
Lorne Rosand (651) 767-0640
24 hour number
Roseville Fire Department
Fire Chief
Tim O’Neil (651) 792-7009
Roseville City Hall (651) 792-7000
FDA Emergency Contact
Number
1 (866) 300-4374
USDA Meat and Poultry
Line
1 (888) 674-6854
MN Department of Health http://www.health.state.mn.us/
about/faqphones.html
(651) 201-5000
MN Department of
Agriculture
(651) 201-6000
MN Attorney General Lori Swanson (651) 296-3353
FEMA 1 (800) 621-3362
OSHA
Chicago Office
1 (312) 353-2220
EPA Emergency Contact Number 1 (800) 424-8802
Poison Control 1 (800) 222-1222
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ADDENDUM E: Record of Media Contacts and Emergency Personnel
Document media contacts, PR and communication consultants, video crew members,
emergency personnel, and any other non Zpizza employees involved during the handling
of the crisis in case follow-up in needed.
Name Company and Title Phone & Email Involvement
During Crisis
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ADDENDUM E: Crisis Go-Box Checklist
Just as it is essential for every business to have a first aid kit on hand, it is just as
important to have a crisis emergency container readily stocked at all times that is easy to
access. The following recommended items should be stored in a plastic container that is
easily transportable. It should be visible so that anyone could grab it on the way out of
the door in the event of an evacuation.
 The Zpizza crisis communication and operations binder
 A laminated copy of:
 Emergency phone numbers
 Zpizza Corporate phone numbers
 Zpizza Roseville Employee phone numbers
 Local radio and television station phone numbers
 Employees should have the option of keeping a medication list and medical
information kept in a sealed envelope and placed inside a zip lock bag.
 Cash and “crisis” credit card (for use only during crisis)
 Flashlights with extra batteries
 Office Supplies:
 Legal pads
 Pens and pencils
 Stapler with extra staples
 Paper clips
 Tape
 Glue
 White out
 File Folders
 Letterhead stationary and envelopes
 Business cards
 Post-it notes
 Address labels
 Phone message pads
 9x12 inch envelopes
 4x6 inch cards
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 Trash bags
 Red evacuation flag to be placed around the door handles to indicate to
staff that it is not safe to enter the building
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ADDENDUM F: Emergency Evacuation Floor Plan
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ADDENDUM G: Media Policies and Guidelines in Crisis Situations
It is important to note that any crisis that could potentially happen at Zpizza or its
affiliated franchises will be a significant interest to the news media. The public and our
customers have a right to be informed, and it is the duty of Zpizza to see that they get the
facts in a timely manor, which is generally done through news media.
Zpizza’s objective is to be as cooperative as possible in providing information on all
aspects of the crisis, the impact it has on our customers, and the condition of employees
who may have been affected, as long as the information with the emergency response
activities, the well-being of employees or the concerns of their families.
General Policies
In order to be as fair as possible to all members of the media, the following policies will
be adhered to:
 All announcements, updates and answers to questions will be provided solely by
Tony Manning unless otherwise designated by corporate.
 Press releases, photographs, and videotapes will be distributed to the media only
at Zpizza or the designated information center.
 The schedule for briefings, during which questions will be answered, will be
based on the status of the crisis and the availability of Tony Manning to provided
updated information.
 Information on the crisis will be limited to confirmed facts and a general
summary relating to progress since the last briefing. Minor changes will not
necessarily be reported if the crisis response personnel considered them to be a
normal part of the recovery process. Significant changes will be reported as soon
as the officials at the scene have confirmed the data and assessed effects on the
prognosis of the emergency.
 Reports summarizing the medical condition of any employees affected by the
emergency will be the responsibility of the medical team at the hospitals where
they have been admitted and will be provided by an authorized spokesperson at
that facility. Elaboration on the progress reports will be provided only by an
authorized medical spokesperson and not by Zpizza.
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Media Briefings
 All briefings will be scheduled in advance, with the times based on the priorities
of Tony Manning. Thirty-minute notices will be provided when the crisis is still in
critical phase. A briefing schedule for the following day will be posted when the
situation has stabilized.
 Comments made by Tony Manning during the briefing, as well as the answers to
questions, will be recorded and transcribed. All information provided during the
briefing will be “on the record.”
 No questions will be answered with “no comment.” In an effort to be cooperative
with the media any information that has been verified will be provided. Any
information not verified will be answered by stating that Zpizza “does not have
the answer to that question at this time but will up date you as soon we do.”
 TV cameras must be positioned at the rear of the room and in back of viewers
and reporters while the briefing is in progress
Media Interviews
 All interviews with Zpizza officials or employees involved in the crisis must be
scheduled in advance through Tony Manning directly.
 In most instances, a minimum of 12 hours will be required for interviews to be
scheduled. The only exception will be if major news developments have occurred.
In those instances, the scheduling of interviews will be determined by Tony
Manning.
 Tony Manning or an appointed Zpizza staff member will be present at any
individual interview. The interview will be recorded and transcribed to provide
written documentation of what was said.
 All information will be “on the record,” and there will be no “unidentified
sources” for information relating to the crisis. Any source of information is to be
identified by name to ensure that the information can be verified if there is a
question about its accuracy.
 Rumors and/or speculation will undoubtedly occur during the crisis. Zpizza’s
policy is not to respond to this information until the facts can be verified. If
information is not provided by Tony Manning, or is not disclosed during a
scheduled interview or briefing of the media, it will not be considered verified.
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Photographs and Video
 To minimize disruption during a time of great stress, you should reserve the right
to provide the photography/videotaping at the site of the crisis during the initial
hours, using photography and videography made by Zpizza or cameramen
appointed by Tony Manning specifically to document the crisis. The results of the
work will be made available to the news media through Tony Manning.
 If and when news media photographers and TV camera personnel can be allowed
into the scene of the crisis, Tony Manning will advise the news media of the
restrictions that may have to be placed on their presence at the scene. They should
be accompanied by a Zpizza representative and may be asked to leave the scene if
they violate the restrictions that were established.
 In some instances, a pool arrangement may be set up to provide initial media
coverage at the scene. Zpizza will specify the number and types of journalist who
can be physically accommodated at the scene and the time they will be allowed to
complete their work. The news organizations covering the crisis will determine
the pool composition based on those specifications and how the visual and written
coverage will be distributed to other news organizations.
 If there may be any physical danger to the journalist in the pool while they are at
the scene, they will be required to sign a license to enter (hold harness)
agreement, which Zpizza will provide before they are allowed to participate
(refer to Addendum I: Release of All Claims and Indemnification).
 A wide variety of digital images, video, and visual materials should be made
available to the media. The media should consult with Tony Manning on what he
feels is most appropriate to be used from the materials.
Authorized Spokespeople
 Tony Manning will be designated for the crisis. No other employee without direct
permission of Mr. Manning may speak on behalf of Zpizza, Roseville and its
employees.
Disclosure of Information
 During the initial phase of the crisis, all news will be released simultaneously at
Zpizza or the information center to ensure timely, consistent distribution of
information to members of the media.
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Addendum H: Media Briefing Tips
1. Pause before you answer. Give yourself plenty of time to consider the question and its
implications. If you can, think of a way to explain your answer in a visual way that will be
understood by television viewers. This is your interview, so take your time in responding to
their questions.
2. Keep your answers short, two or three sentences at most. Answer the question in the first
sentence. Explain it in the second and third sentences, and that’s all. The more you say, the
more you’re likely to regret saying.
3. Don’t speculate. It’s human nature to try to talk your way out of something you are not sure
of, especially if you’re nervous—and you will be. If you don’t know the answer, the most
intelligent response you can give the media is something along the lines of, “I’m not
absolutely sure. Let me check into that and get back to you.”
4. If the question is tough, pause and think. You may know the answer but feel
uncomfortable in responding because you’re not sure what you want to say or how you want
to say it. That’s the time to pause. Take a few seconds to think your answer through. It may
seem like an eternity, but it usually only takes a moment to organize your thoughts.
5. Close every answer with a pleasant smile. A quiet smile gives the reporters—and the public
—the impression you’re sure of what you are saying. Another advantage to the smile is that it
will be the last thing the TV viewers will see when the tape is edited in the news room.
6. Think of the reporter as a means to an end. They are concerned; they are interested; they
actually want to know what’s happening so they can tell the folks back home. You may not
like the reporter, or the media in general, but they are the only ones who can help the public
grasp what you want them to know about what’s happened. So be patient and tell them in
common sense terms that anyone can understand and appreciate.
7. Emphasize and reemphasize the most important points. It is perfectly alright to repeat
yourself, especially if these are the most important ideas you want to convey. You need to
communicate those ideas in as many ways as possible because you’re never going to be sure
what statements or quotes a reporter will use. Take every opportunity to make the important
points in different ways—using terms that anyone can relate to.
8. Show compassion. In your remarks, remember to communicate your concerns for those
people directly affected by the situation. (e.g. customers, employees, family members,
friends) and that you’re “doing everything possible to help them through this difficult time.”
9. Stay on the record. You have no idea what the reporter will use. So don’t give him/her an
indication that there may be more to the story than you want to disclose. Going off the record
is dangerous because any good reporter will verify that information with other people and
pursue that angle, without your having control of the information he/she is obtaining. The key
is to know the limits of what you will talk about and stick to them.
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10. The interview is not when the interview is over. Off-the-cuff remarks are a natural
tendency after the last question has been asked, but they may well wind up in the story.
Remember that the interview is still going on until the reporter is physically gone or has hung
up by phone.
11. Record what you are saying. There’s no law against it, and the reporter is likely to be doing
the same thing, especially in telephone interviews. Tell him/her you are recording the
conversation so you can review it and learn from the experience. By doing this, you are
keeping him/her honest and increasing the likelihood your statement will be used accurately
and in context.
12. Avoid jargon. Use everyday, normal language. Jargon tends to confuse reporters, and
confused reporters leave their readers/listeners/viewers with “glazed over eyes.”
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Addendum I: Release of All Claims and Indemnification
The Undersigned represents and warrants that he/she is a journalist employed by or working as an
independent contractor for _______________________________ (News Organization) and is
assigned to cover_______________________________ (Assignment).
Further, for and in consideration of permission and a license to enter the premises located at:
____________________ for the purpose of reporting with respect to the following incident
___________________________________________________, the undersigned does hereby
assume full responsibility for all risks of bodily injury, death or property damage, due to the
negligence of release or otherwise while on said premises or related to entry upon said premises
and does hereby, for him- or herself, and him or her personal representatives, heirs and next of
kin, acknowledge, agree and represent and he or she has, or will immediately on entering any such
premises, and will continuously thereafter inspect such premises and all portions of them which
he or she enters and with which he or she comes in contact.
The undersigned further warrants that entry on such premises constitutes as acknowledgment that
he or she has inspected such premises, and does hereby fully and forever release, acquit, and
forever discharge any and all agents, successors, and assigns any and all other parties, form any
and all claims, demands, obligations, and liabilities, whether known or unknown, intending but
not limited to any claim arising out of personal injury or property damage resulting in the
undersigned journalist’s entry on the afore described premises.
The undersigned hereby agrees to indemnify and save and hold harmless the release of each of
them from any loss, liability, damage, or cost they may incur due to the presence of the
undersigned in or on the premises, or officiating, observing or working or for any purpose
participating in the above described incident and whether caused by the negligence of the released
or otherwise, The undersigned has read, understands and voluntarily signs the release and waiver
of liability and indemnity agreement, and further agrees that no oral representations, statements or
inducements apart from the foregoing written agreement have been made. This release is made
and entered on this the ___ day of _____________.
______________________________________
____________________________________________
PRINT NAME SIGNATURE
______________________________________
____________________________________________
PRINT NAME SIGNATURE
______________________________________
____________________________________________
PRINT NAME DATE
______________________________________
____________________________________________
PHONE NUMBER OF PERSON TO CONTACT WITNESS SIGNATURE
______________________________________
26

CITY, STATE/POSTAL CODE
______________________________________
PHONE OF NEXT KIN
27

Addendum J: Media Contact Information
Organization Address Phone & Email Involvement
During Crisis
WCCO-TV
Channel 4
90 S. 11th Street
Minneapolis, MN
55403
(612) 339-4444
tips@wcco.com
WCCO-830 Radio
90 S. 11th Street
Minneapolis, MN
55403
(612) 333-9181
newstips@wccoradio.com
KSPT-TV
Channel 5
3415 University Ave.
Saint Paul, MN 55114
(612) 588-6397
gennewstips@kstp.com
KMSP-TV
Fox 9 News
Channel 9
11358 Viking Drive
Eden Prairie, MN
55344
(952) 946-5767
fox9news@foxtv.com
Kare 11 News
Channel 11
8811 Olson Memorial
Hwy.
Mpls, MN 55427
(763) 797-7215
news@kare11.com
Minnesota Public
Radio (MPR)
480 Cedar Street
Saint Paul, MN 55101
(651) 290-1424
newsroom@mpr.org
News Talk AM 1130
Fox News
1600 Utica Ave. S, Suite
400
St. Louis Park, MN 55416
(952) 417-3000
http://www.twincities
newstalk.com
Star Tribune
425 Portland Ave S
Mpls, MN 55488
(612) 673-4414
Pioneer Press
345 Cedar Street,
St. Paul, MN 55101
(651) 228-5490
Lilly News
2515 E. 7 Ave.
North St. Paul, MN
55109
(651) 777-8800
roseville@lillienews.com
28

Addendum K: Using Social Media for Crisis Communication
There are several ways social media tools can become an integral part of Zpizza’s crisis
management. You can use them to:
 Anticipate a potential crisis and avert the crisis before it happens.
 Monitor what is being said about the crisis.
 Disseminate critical information in the midst of a crisis.
Social media tools can become a powerful addition to a well-organized crisis
management strategy. In a crisis response, many organizations begin status updates with
“UPDATE:” and stick to crisis-only tweets.
Monitoring with Social Media
One of the least expensive but most effective ways to use social media tools is to listen—
to monitor what is being said about Zpizza and the crisis in non-media-related realms.
You can use social media tools to get alerts when someone tweets about Zpizza in a blog
or within a social network. The following are some popular monitoring services that are
free or very affordable so that you can minimize as much time here as possible but keep
in mind that responding to social media can be a huge key in successful recovery for your
business from a crisis.
Tweetbeep (www.tweetbeep.com)
You can use this free site to track Twitter mentions of Zpizza and the crisis; or any other
keyword, and receive hourly updates. You also can track link mentions of your web site
or blog even (if a shortened URL is used through a site such as bit.ly or tinyurl.com.) The
company offers a 15-minute alert option, which may prove useful during a crisis where
time is of the essence.
Social Mention (www.socialmention.com)
This site will send you free daily e-mail alerts about your brand, company name, a
person’s name, marketing campaign, competitor or other key words. You can hone your
search to include only blogs, social networks, microblogs, bookmarks, comments and
more.
Google Comprehensive Alerts (www.google.com./alerts)
Google now offers regular alerts for news, blogs, Web, video and groups combined into a
comprehensive sweep of mentions by key word.
Keotag (www.keotag.com)
searches through search engines, tag generators and social bookmark link generators,
looking at a number of social sites, including Twitter, YouTube, Yahoo and Google.
29

Authorized Social Media Spokespeople
 Tony Manning will be designated for the crisis. No other employee without direct
permission of Mr. Manning will use social media to communicate or respond to
the public unless otherwise directed by Mr. Manning.
Employee Conduct of Social Media Use during a Crisis
 Even though Zpizza can not control what employees choose to post on their own
social media sites, employees are requested to refrain from posting about the
crisis until information has been released to the media. Posts should remain
tasteful and in good heart of the company. We encourage our employees to be
advocates for Zpizza outside of the company as long as they use good judgment.
Any negative posts made about the company or the crisis that could be
detrimental to Zpizza’s business during a crisis will be seen as grounds for
dismissal.
30

Addendum L: Crisis Debriefing and Evaluation Questions
The questions below are designed to provide a basis for debriefing and evaluation
Zpizza’s response to the crisis. They are general in nature to stimulate discussion among
the debriefing participants.
The debriefing is intended to recreate the incident so that everyone understands the
sequence of events and their impact on employees and the organization as a whole, as
well as people and agencies outside of the organization. This evaluation is a means to
judge the effectiveness and efficiency of Zpizza’s response.
 In what ways, if at all, could the crisis have been avoided or reduced in
magnitude?
 What worked well during the initial crisis response? What did not, causing
problems, surprise and/or disappointment?
 What little things made a difference in our response? What little things might
have made a difference if they had been available?
 In what ways, if at all, could we have saved money in our response to this crisis?
 How well did our existing operations and communication plans work? What
needs to be changed to make them more useful?
 What are our assessment of the news media coverage and the impact of the
coverage on Zpizza? Employees? Customers? Corporate? Reputation? In what
ways, if at all, could we have managed media coverage more effectively?
 Who in Zpizza really stood out—positively and negatively—in terms of their
contribution to the crisis response? In what ways should these people be
recognized and rewarded?
 What would we do differently if we had to do it all over again?
31

Addendum M: Crisis Activity Log (Including News Media Calls)
Time What was Done/What Happened/Who Called Phone & Email
DATE_______FILLED OUT BY_____________________________PAGE____OF____
32

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