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