Crisis Communication Presentation

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

Crisis Communication Presentation

Crosswind Media and Public Relations

Crisis Communication Presentation