Risk Issues and Crisis Management: A Casebook of Best Practice

PART 1 RISK ISSUES MANAGEMENT 1 Outside-in thinking Who can we trust? Consumer power and the rise of a non-governmental order Case study: SHAC attack Dealing with risk Case study: MMR Handling the organizational approach The advocacy approach Public consultation - building dialogue into the communications process The rise of the precautionary principle Case study: phthalates in toys Case study: mobile phones and radiation Summary 2 Issues management defined What is issues management? What about the sceptics? What is an issue? Who should practice issues management? What are the functions of issues management? Summary 3 Planning an issues management programme - an issues management model Issue lifecycle Case study: Norplant Case study: Monsanto wrecked brand and lost opportunity Case study: the pill panic, a lesson in over-caution Case study: 'In the goo' industry failing to learn the lessons Case study: Intel The importance of early action Case study: 24 Olympic scandals where now for world's greatest sporting event? Summary 4 CSR: the new moral code for doing business Introduction The growing business imperative What constitutes good socially responsible corporate behaviour New business values CSR best practice policy development and management Summary 5 An issue ignored is a crisis ensured Case study: decommissioning the Brent Spar - implications for a global industry Case study: mad cows and Englishmen - the story of BSE Case study: drug pricing in South Africa - the business perspective is not the only perspective Case study: CFCs - finding an essential breathing space Case study: Ford and Firestone - a management and communication failure 6 Implementing an issues management programme Examples of issue management models and processes Summary PART 2 CRISIS MANAGEMENT 7 So it hits the fan - now what? Case study: supersonic disaster Business crises Case study: Sayonara Citibank How the mighty fall Case study: Challenger space shuttle tragedy Case study: Piper Alpha catastrophe Case study: Paddington rail disaster CEOs are not infallible Case study: Marks & Spencer Case study: can you be sure of Shell? Product-related crises Case study: the Tylenol tale Case study: what took the fizz out of Perrier Case study: Coca-Cola Who will have a crisis? What kind of crisis will happen? Summary 8 Perception is the reality A tale of three sorry tankers Summary 9 The media in crisis situations How JAL and British Midland got it right Gaining media support Case study: Hillsborough The media as an ally Case study: Thomas Cook coach crash Case study: Inghams Austria coach crash Monitoring the media Summary 10 The legal perspective Legal pitfalls when communicating in crisis Case study: Herald of Free Enterprise Case study: TotalFina and the Erika oil-spill disaster So what is the lawyer's role in a crisis? Compensation Ex-gratia payments Summary 11 Planning for the unexpected Calm and positive thinking Deeds versus declarations Planning to manage the crisis Appointing the teams Communication hardware Crisis prevention Selecting team members Putting the plan in writing Testing everything Summary 12 Crisis communications management Stena Challenger grounding Background information to seize the initiative Set up a press centre Managing the press conference Dealing with the television interview Coping with hundreds of telephone calls Responding to calls from relatives The news release Keeping employees informed Using your website The role of the emergency services When it is all over Summary