crisis communication by Steffi Portfolio

Conference Crisis Communication Success During Crisis: Recognising Opportunities to Build Trust 10/11 November 2011 Milan

New Interactive Formats

www.crisis-communication.net

Workshops

Discussions

4 Litigation PR: A discussion on best practice

1 Ecouraging Employee Loyalty and Gaining Trust During Crisis

1 After the Crisis is Before the Crisis

5 After the Storm: Reputation restoration in ﬁnancial crisis

2 Accuracy over Speed: Communicating about complex incidents

6 Success Through Community Engagement: How the Bank of Valletta survived

3 Your Move: Tools for an eﬀective ﬁrst response

Case Studies 1 Developing Measurement & Tracking Tools for Crisis Preparation 2 Out of Left Field: How a chicken breast and the Vatican helped deﬁne eBay’s communication strategies 3 A Crisis Or A Second Chance? The Icelandic ash cloud as opportunity

Dinner Speech 1 Through the Fire

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

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 circumstances. 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 company 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

Crisis Communications

Managing Reputation Risk Senior managers and boards have found it difficult to develop a system for managing reputation risks because they have lacked a reliable and consistent measure of ‘reputation’ itself. A wide variety of measurement tools 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 degree of trust, admiration, esteem and good feeling that stakeholders have for a company. The definition is based on extensive qualitative and quantitative research from more than 25 countries, lead by the members’ companies in Spain’s Foro de Reputacion Corporativa, that confirms that these emotional attributes are the anchors that guide people’s perceptions of companies with higher or lower reputation. The Institute has found that a company’s reputation typically rests on a combination of attributes grouped around seven dimensions: Products/Services, Performance, Innovation, Workplace, Citizenship, Leadership, and Governance. This is captured in the global standard for reputation measurement, the RepTrak Scorecard. It is typically customised to the strategic context of a company, while retaining its overall comparability to the standardised model. Doing so enables systematic measurement and comparative analysis of perceptions across stakeholder groups, across market segments, across demographic or psychographic segments, across countries, and over time.

SAVING FACE FOR CORPORATE VALUE

Handling negative criticism is the job of a growing number of communication executives who specialise in managing crises. Of primary concern to them is a desire to minimise damage to the company’s stock of reputation capital – the value of the company’s intangible assets. Survey on Risk Management

Reputation capital is the part of a company’s market value that is regularly ‘at risk’. It grows when managers convince reporters and analysts to praise the company and recommend its shares. Reputation capital is destroyed when stakeholders lose faith in the company’s managers, products or prospects. The Csuite tends to view risk in the context of ‘losses.’ Without an effective system that enables the company to address stakeholders’ issues with strong leadership, good decisions and timely 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 enterprisewide event that can lead to lowered The RepTrak Scorecard Source: Reputation Institute stakeholder support, decline in ﬁnancial performance, and a loss of goodwill with local communities as well as its ‘license Pro a n ce duc to operate’ in key markets. orm ts/ f r Se Pe rv ic e Proﬁtable, betHigh Quality, Value Strategic Plans

Open and transparent, behaves ethically, fair in the way it does business

Governance

lac e

Rewards employees’ well-being, offers equal opportunities

W or kp

TRUST

FEELING

Leader ship

Innovative, ﬁrst-to-market, adapts quickly to change

Innovation

ip sh

Environmentally responsible, supports good causes, positive inﬂuence on society

RepTrak

ADMIRE

Well-organised, appealing leader, excellent management, clear vision for its future

4 Conference Crisis Communication | Quadriga University

for Money, stands behind/meets customer needs

ESTEEM

iz Cit

Though signiﬁcant, focusing solely on the threat of loss ignores the other side of the risk equation, namely the very real potential that a company has to generate gains by capitalising on the hidden opportunities that are inherent in risky situations. Not doing so is exacerbated by a silo-mentality in most companies that separates ‘crisis management’ from ‘reputing’ activities, and so decouples the two sides of the risk equation. Although “damage to reputation” tops the list of risks identiﬁed by senior managers, fewer than 50 per cent of them claim to have a strategic plan in place for managing their company’s reputation risks. These companies are at high risk, but by implementing a systematic reputation management process they can mitigate this risk.

ter results than expected, strong growth prospects

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Review:

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Online Communications, Amsterdam, 2009 13 Conference Crisis Communication | Quadriga University

Registration Fax: +32 (0) 2/219 22 92 I would like to attend the Crisis Communication conference. General admission: Conference fee 1160 Euro* I am an inhouse communications professional and a full member of the European Association of Communication Directors (EACD) OR I would like to become a full member of the EACD (annual membership fee, including Communication Director subscription: 140 Euro) and hereby ofﬁcially apply for membership: Conference fee 840 Euro*/** I would like to register further colleagues at a reduced price: A second registered person will receive a 10% discount on their fee, and a third person will receive a 15% discount on their conference fee.

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Terms & Conditions 1. Discounted Prices Quadriga University grants discounts on the listed prices of certain conferences for members of the European Association of Communication Directors (EACD) and other partner associations. Subscribers to our media partner, Communication Director magazine, also receive a discount on the attendance fees for seminars and symposia. The participant’s personal membership and/or subscription must be presented, current and veriﬁed at the time they make a seminar booking. Discounted prices are only valid if the amount invoiced is received by Quadriga University within the time stated on the invoice. 2. Cancellation If a booking is cancelled and no replacement participant can be found, the following cancellation charges will be incurred: • Cancellation 31 days or more before the event takes place: no charge • Cancellation between 14 days and 31 days before the event takes place: 50% of total price • Cancellation less than 14 days before the event takes place: 100% of total price

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* Listed prices do not include VAT; access to all parts of the conference programme as well as to the dinner reception are included in the fee. ** Listed prices do not include VAT; please see EACD conditions of membership on www.eacd-online.eu.

REGISTRATION The registration fee includes participation in the programme, all conference documents and dinner and lunch buffets, as well as coffee breaks. Travel expenses and accommodation are not included in the 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. Please feel free to contact us should you not receive confirmation within 24 hours. Registration Queries: Dennis Schultz dennis.schultz@crisis-communication.net