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危机公关英语作文范例The world of business is unpredictable and often filled with unexpected challenges that can threaten the very existence of an organization. In today's fast-paced and interconnected global marketplace, companies must be prepared to navigate a wide range of potential crises, from product failures and data breaches to natural disasters and reputational scandals. Effective crisis management has become a critical skill for leaders and organizations seeking to protect their brand, maintain stakeholder trust, and emerge from difficult situations stronger than before.At the heart of successful crisis management lies the ability to plan ahead and develop a comprehensive strategy for responding to and recovering from unexpected events. This begins with conducting a thorough risk assessment to identify the most significant threats facing the organization. By anticipating potential crisis scenarios and understanding their potential impact, companies can proactively develop tailored response plans that outline the steps to be taken, the roles and responsibilities of key personnel, and the communication protocols to be followed.A well-crafted crisis management plan should encompass a range of key elements, including clear lines of authority, effective internal and external communication strategies, procedures for gathering and disseminating information, and protocols for engaging with stakeholders such as customers, employees, media, and regulatory bodies. Regular training and simulations can help ensure that all relevant parties are prepared to execute the plan when a crisis strikes.When a crisis does occur, the initial response is critical. Organizations must act swiftly to contain the situation, mitigate any immediate harm, and begin the process of gathering information and formulating a coordinated response. This may involve activating the crisis management team, convening emergency meetings, and implementing pre-determined communication protocols to keep stakeholders informed and reassured.Effective communication is a cornerstone of crisis management, as the way an organization responds to a crisis can have a significant impact on public perception and the ultimate outcome. Leaders must be transparent, empathetic, and proactive in their communication, acknowledging the seriousness of the situation, taking responsibility where appropriate, and outlining the steps being taken to address the crisis and prevent similar occurrences in the future.In the aftermath of a crisis, organizations must shift their focus to recovery and rebuilding. This may involve implementing corrective actions, restoring operational capabilities, and repairing damaged relationships with stakeholders. It is also crucial to conduct a thorough post-crisis review to identify lessons learned and opportunities for improvement, ensuring that the organization is better prepared to handle future crises.One notable example of effective crisis management is the response of Johnson & Johnson to the Tylenol tampering incident in 1982. When several people died after consuming Tylenol capsules that had been laced with cyanide, the company acted swiftly to recall all Tylenol products from the market, launched a comprehensive investigation, and implemented stringent safety measures to prevent similar incidents. Despite the significant financial and reputational impact, Johnson & Johnson's decisive and transparent actions ultimately helped to restore public trust and solidify the company's reputation as a responsible corporate citizen.In contrast, the response of BP to the Deepwater Horizon oil spill in 2010 is often cited as a case study in crisis management missteps. The company's initial attempts to downplay the severity of the incident, its slow and inconsistent communication, and its perceived lack of empathy for those affected by the spill all contributed to a significant erosion of public trust and a protracted recovery process.These examples highlight the importance of proactive planning, effective communication, and a commitment to accountability and transparency in navigating a crisis. By embracing a comprehensive approach to crisis management, organizations can not only mitigate the immediate impact of unexpected events but also emerge from them stronger, more resilient, and better equipped to withstand future challenges.In an increasingly complex and volatile business environment, the ability to manage crises effectively has become a critical competitive advantage. Organizations that invest in developing robust crisis management capabilities, fostering a culture of preparedness, and continuously learning from their experiences are better positioned to weather the storms and seize new opportunities in the aftermath of a crisis. Ultimately, effective crisis management is not just about surviving difficult times, but about thriving in the face of adversity and emerging as a more agile, adaptable, and trusted organization.。
全面公共卫生危机应急演练英文版Comprehensive Public Health Crisis Emergency DrillIn today's rapidly changing world, public health crises have become more frequent and severe. It is crucial for communities to be prepared to respond effectively in times of emergency. One way to ensure readiness is through comprehensive public health crisis emergency drills.These drills simulate real-life scenarios, allowing stakeholders to practice their response protocols and identify areas for improvement. By conducting regular emergency drills, communities can strengthen their coordination, communication, and decision-making processes.The key objectives of a comprehensive public health crisis emergency drill include testing the effectiveness of emergency response plans, evaluating the capacity of healthcare facilities to handle a surge in patients, assessing the availability of essential medical supplies and equipment, and enhancing the overall resilience of the community.Effective communication is essential during a public health crisis, and emergency drills provide an opportunity to test communication systems and protocols. This includes disseminating timely and accurate information to the public, coordinating with local and national authorities, and communicating with healthcare providers and other stakeholders.Furthermore, emergency drills help identify gaps in resources and infrastructure that may impede a coordinated response to a public health crisis. By highlighting these weaknesses, communities can take proactive measures to address them and enhance their preparedness for future emergencies.In conclusion, conducting comprehensive public health crisis emergency drills is essential for communities to be prepared for and respond effectively to emergencies. By practicing response protocols, testing communication systems, and identifying areas for improvement, communities can enhance their readiness and resilience in the face of public health crises.。
Why Asiana Has a PR Problem韩亚航空危机公关显不足Asiana’s decision not to seek communications help in the U.S. following Saturday’s deadly crash-landing reflects a corporate culture in South Korea of keeping public relations in-house and limited practical preparedness for crisis communications, industry officials in Seoul said Wednesday.上周六的空难发生之后，韩亚航空(Asiana)决定不在美国寻求沟通方面的帮助。
驻首尔的行业专家周三说，这表明韩国企业有在内部搞公关的企业文化，在危机沟通方面准备不足。
The South Korean carrier hasn’t arranged for any spokespeople outside of Korea and turned down offers of communications help in the U.S. in the wake of the San Francisco crash.这家韩国航空公司没有在韩国之外安排任何发言人，在旧金山坠机事件发生后又在美国拒绝了沟通方面的帮助。
“Few big Korean companies take outside counseling if a crisis happens, ”said James Chung, chief partner at Strategy Salad, a crisis communications firm based in Seoul. That contrasts with common practice in the U.S., where crisis managers help clients work on plans for dealing with problems.总部位于首尔的危机沟通公司Strategy Salad的首席合伙人James Chung说，在韩国，很少有大企业在危机发生的时候寻求外部咨询。
策划书家乐福危机公关策划书英文回答：Carrefour Crisis Public Relations Plan。
Executive Summary。
Carrefour, a French multinational retailer, has been facing a series of challenges in recent years, including declining sales, increased competition, and negative publicity. In order to address these challenges, Carrefour has developed a comprehensive crisis public relations plan.Goals and Objectives。
Protect Carrefour's reputation。
Maintain customer loyalty。
Restore investor confidence。
Prevent further damage to sales。
Target Audience。
Customers。
Shareholders。
Employees。
Media。
Government officials。
Key Messages。
Carrefour is committed to providing its customers with the best possible shopping experience.Carrefour is taking steps to address the challenges it is facing.Carrefour is confident in its future and is committed to long-term success.Communication Channels。
Up to today I have had only myself to blame, Array wrong is wrong, and whoever had seemingly beeninvolved had absolutely nothing to do with it.Not merely it had brought up my hubris, a smoothascending in acting career had likewise beennurturing my self-conceited, peremptorydisposition, thenceforth eventually led to today'ssuch precarious situation. Therefore alone, I amready to bear all the consequences. In fact, I amgrateful that rather than let me tumble at ablindingly arrogant tomorrow, you havegenerously brought it forward and in less than notime I am obliged to reorganize myself, face theupcoming impact , and yet most imperatively, Ishall hereby not escape from issuing a sincereapology.I, Wen Zhang, have been writing the “wenzhang”of my life with disgraceful blunders.I have failed Ma Yili and the child;I have failed the family;I have failed my title as a husband and, as a father;I have failed those who had counted on me withtheir hearty expectation.I am sorry; please accept my gut apology andremorse.Yili and the child could be looking forward tohaving a warm and fine life, had I not smashed itinto a thousand pieces. Fully aware as I am thatmy extramarital misconduct shall not be grantedforgiveness and such harm I have caused is to behealed by no easy means, nonetheless, I amdetermined to heal it, since it has to be, and fromtoday, this shall be my life.As for myself, I wish to fail no one hereafter, for Ihave had no one but myself to blame.Wen Zhang.。
政府危机公关外文文献翻译(含：英文原文及中文译文)文献出处：M Bowden. The Research of Government Crisis Public Relations under New Media Environment[J]. Public Relations Review, 2015, 3(1):72-79.英文原文The Research of Government Crisis Public Relations under New MediaEnvironmentM BowdenAbstractA feature of today’s society is that many kinds of contradictions coexist, and the frequent occurrence of social conflicts is also a major reason for the government’s crisis. On the other hand, the new media environment is also undergoing rapid changes. When facing a complex media environment, can The proper handling of crisis events is a major test of the current government's ability to govern. This article focuses on the analysis of the principled kernel dealing with crisis public relations, and changes the perspective that most researchers focus on the changes in the new media environment and puts forward their own innovation insights.Keywords: government crisis public relations; media environment; confidence; sincerity; determinationThe government crisis public relations under the new media environment is a problem that should be highly regarded by every government department. On the one hand, there are frequent mass crisis events during the transition period, SARS panic spread, earthquakes, milk powder incidents and other constant crisis events. The government’s ability to govern and social stability are both a severe test; on the other hand, the human society in the 21st century has entered a new era of information. People’s sources o f information are shifting from traditional television and newspapers to Internet, mobile phones, and electronics. Books and other emerging media. Microblogs, forums, communities, and other brand-new information exchange methods have enabled the government's official document release and foreign public relations to enter a new model. Based on the above two points, the government's crisis public relations has become a hot topic for various scholars.Conceptual analysisBefore analyzing the government crisis public relations, we must first clarify the concept of the crisis. According to the American scholar Rosenthal’s definition of the crisis: the crisis is a serious threat to the basic values of a social system and the structure of the code of conduct, and in the case of high time pressure and uncertainty, the key decision-making events must be made . The characteristics of a crisis are sudden, harmful, uncertain, and two-sided. The danger brought about by acrisis is very serious. Therefore, a full understanding of the meaning and characteristics of the crisis is the primary precondition for handling the crisis.The so-called government crisis public relations is the science and art of government to optimize the social psychological environment, influence the public, and resolve the crisis by means of communication, shaping the image, balancing interests, and coordinating relationships in order to survive and develop smoothly in the state of crisis. . Government crisis public relations is a kind of public administrative management process and behavior. Its important function is to provide the public with real and timely information on crisis events, and take various measures to minimize the harm of the crisis in order to win the public to the government. The understanding, support, and cooperation of public policies and emergency measures are necessary to further mobilize and mobilize social resources to lay the groundwork for the handling of crisis events.Misunderstanding of government crisis public relationsNegative processingThe negative treatment is the consistent attitude of many government officials to the crisis. They tend to be lucky for the crisis, and it is better not to happen. Once it happens, it adopts a containment method. It is as silent and silent as possible. Nothing happened. In fact,this is a deception. What's more, under the current media environment so developed, the government is in the supervision of every public. Weibo, video podcasting, these invisible eyes are constantly observing every corner of society, and it is impossible to ignore what has already happened.As for the crisis of luck, it is naive and the crisis is inevitable. American political scientist Huntington pointed out: "A highly traditional society and a society that has achieved modernization are socially stable and orderly, and a society that is undergoing rapid social changes and modernization of the social system transition. (Transitional society) is often full of various social conflicts and turbulence. Social conflicts occur frequently and various cultures interweave. It is inevitable that there will be some sudden crisis events. The negative thought is that the government must first overcome the crisis public relations and face the crisis. It is the right attitude to deal with the crisis.Too much effort in public relationsWith the rapid changes in the information age, the government has now fully realized. Therefore, some new public relations tools have been used. Officials open Weibo, answer online public questions, and public online videos, or sponsor various network draft events. , participate in the title television program to promote the city image and so on. These are the government's response measures under the new media environment.They can be described as flourishing, contending, and playing a positive role from the point of view of propaganda. Of course, we should fully recognize the impact of changes in the media environment on the public relations of the government crisis. Many scholars have also conducted a lot of research on the challenges posed by the government in response to the new network environment and media environment, and have put forward a lot of feasible suggestions. The government should take into account the changes in the media environment of public opinion while adopting a series of new methods to deal with it, advancing with the times, and taking the road of e-government. But we can't put the cart before the horse, we can only make fuss about ways and methods, and work hard, but instead ignore the essence of the government's crisis public relations: what kind of state of mind should the government treat the crisis?The Crisis Interpretation of Government Crisis Public RelationsWhen we interpret the core of government crisis public relations, we first classify the crisis and then classify it. According to the definition and characteristics of the crisis, combined with examples of crisis events that have occurred in recent years in China, we have divided the current crisis events into three categories: First, disasters, mainly natural disasters, earthquakes, forest fires, and volcanic eruptions. , tsunami, floods, windstorms, etc. Second, accidents mainly refer to serious accidents caused by human factors, such as mine accidents, food safety accidents,traffic accidents, construction accidents, medical frauds, public safety accidents, and public health incidents. The third is behavior, mainly referring to the misconduct of the staff of government agencies, causing some wrongdoings of evils, officials bribing bribes, using power for personal gains, breaking the law, and so on. Each of the three types of crisis has its own characteristics, and it is also different when it comes to crisis public relations. It should be categorized and interpreted.Disaster Crisis Public Relations - ConfidenceThe most striking feature of disasters is sudden and destructive. Once a natural disaster occurs, it is highly destructive, and the number of people involved is large. The affected area is wide, and the peopl e’s psychological vulnerability is scary. At this time, the public relations requirement for the government’s crisis is to express confidence. If the government is indiscriminate, the public will become more panicked. This panic will make the vicious impact of the disaster even worse. Only when the government handles these kinds of crises is full of confidence. The people can feel pragmatic and can actively cooperate with the government to develop a series of measures for self-rescue and reconstruction after the disaster. Therefore, all public relations activities of the government should be conducted around confidence, showing full confidence in dealing with disasters and using confidence to inspire the spirits of disaster-stricken people to rebuild.The scope of the earthquake affected by the earthquake, the number of people involved, and the seriousness of the situation do not need to be recounted. People talk about it today. In the face of the earthquake, the government achieved victory in earthquake relief with confidence. The first time, calm and calm, immediate deployment of earthquake relief work. The media around the world have given very high appraisals of the government’s confidence and ability in the face of this crisis. Facts have also proved that the confidence shown by the government in dealing with the crisis has infected every disaster-stricken people, made them courageous to save themselves, and strengthened their faith in reliving the tree. It is the best form of patriotic education. It can be seen that confidence is the core of the government’s handling of disaster-related crisis events. The government should conduct a series of public relations activities with confidence and rely on the current public opinion environment to promote people’s confidence in production and life as soon as possible so as to minimize disaster losses.Accident Crisis Public Relations - SincerityThe difficulty in dealing with accidental crises is that they are most afraid of rumours. People tend to hear the truth about the causes of accidents, the number of casualties, and property losses. Rumors have spread that the damage from such rumours is sometimes harder to repair than the accident itself. The public will therefore respond to thegovernment. Suspicion, followed by the government's rescue measures to resist emotions, affecting the process of accident relief, causing unnecessary losses. Therefore, the core of the accident-crisis crisis public relations is sincere. After the accident, the government should honestly announce the relevant data and the rescue process, indicating that the government's sincerity in dealing with the accident has given the people a true account and statement, and cannot adopt a containment method. Cover and cover up. The facts are indisputable. Everyone has the right to know facts. Covering can only hurt the hearts of the people. This kind of loss is more difficult to make up than the material loss. Sincerely, it is the starting point for the government to carry out the public relations crisis of accidents. It sincerely shows that the government can recognize its own mistakes and admit mistakes so that it can correct mistakes in its future work.Behavior Crisis Public Relations - DeterminationThe biggest feature of the behavioral crisis compared to the other two types of crisis is that it hurts people’s hearts. Due to the personal bad behavior of government workers, people have doubts about the impartiality of the government's work integrity, which runs counter to the government's view of promoting efficient and clean service-oriented government. Therefore, when the government responds to this kind of crisis, it should show its determination and must severely punish this kindof behavior. It must take resolute measures to put an end to this phenomenon, seek to restore the good image of the government, and provide the people with a fair and equitable working environment. The handling of such crises is also the most difficult and sensitive. It is also a serious problem facing our Party. In the face of common people’s doubts, governments at all levels should decisively express their resolve to deal with it, resolutely implement the principle of equality before the law, publicly review relevant cases, use the new media environment, carry out various public relations activities, and openly accept public opinions. Supervision allows the administrative power to operate well.In short, when the government engages in public relations activities in the event of a crisis, if it can adhere to the principle of faith, sincerity, and determination, and then compares the heart and mind with the characteristics of the new media environment, and improves and innovates in ways and means, we believe that we can certainly achieve positive and optimistic results. , get public support and form a good relationship between the government and the public.中文译文新媒体环境下政府危机公关研究作者：M Bowden摘要当今社会的一个特点是多种矛盾并存, 社会矛盾的频发也是政府遭遇危机的一个主要原因, 另一方面全新的媒体环境也在发生快速的变化,在面对复杂的媒体环境时,能否妥善处理危机事件,是目前政府执政能力的一大考验。
跨境电商品牌跨境电商品牌危机公关手册第一章：概述 (2)1.1 跨境电商品牌危机公关概述 (2)1.2 跨境电商品牌危机公关的重要性 (3)第二章：危机预防与准备 (3)2.1 危机预防策略 (3)2.2 危机应对预案的制定 (4)2.3 危机应对团队建设 (4)2.4 应急物资与资源准备 (4)第三章：危机识别与评估 (5)3.1 危机识别方法 (5)3.2 危机等级划分 (5)3.3 危机影响评估 (5)3.4 危机应对策略选择 (6)第四章：危机应对策略 (6)4.1 主动应对策略 (6)4.2 被动应对策略 (6)4.3 沟通协调策略 (7)4.4 媒体应对策略 (7)第五章：危机信息发布与传播 (7)5.1 信息发布原则 (8)5.2 信息发布渠道 (8)5.3 信息发布时机 (8)5.4 信息发布效果评估 (8)第六章：危机舆论引导与控制 (8)6.1 舆论引导策略 (8)6.2 舆论控制方法 (9)6.3 网络舆论监控 (9)6.4 舆论引导效果评估 (10)第七章：危机应对中的法律问题 (10)7.1 法律法规梳理 (10)7.2 法律风险防范 (10)7.3 法律纠纷处理 (11)7.4 法律责任追究 (11)第八章：危机恢复与重建 (11)8.1 危机恢复策略 (11)8.2 危机后品牌形象修复 (12)8.3 危机后业务恢复 (12)8.4 危机后组织变革 (13)第九章：危机公关案例分析 (13)9.1 成功案例分析 (13)9.1.1 胖东来商贸集团擀面皮事件 (13)9.2 失败案例分析 (13)9.2.1 德云社郑好事件 (13)9.3 案例总结与启示 (14)第十章：跨境电商品牌危机公关培训 (14)10.1 培训内容与方法 (14)10.1.1 培训内容 (14)10.1.2 培训方法 (14)10.2 培训对象与要求 (15)10.2.1 培训对象 (15)10.2.2 培训要求 (15)10.3 培训效果评估 (15)10.3.1 评估方式 (15)10.3.2 评估标准 (16)10.4 持续改进与优化 (16)第十一章：跨境电商品牌危机公关体系建设 (16)11.1 体系建设原则 (16)11.2 体系构建步骤 (16)11.3 体系运行与维护 (17)11.4 体系评价与改进 (17)第十二章：跨境电商品牌危机公关的未来趋势 (17)12.1 技术发展对危机公关的影响 (17)12.2 社会环境变化对危机公关的影响 (18)12.3 跨境电商行业发展趋势 (18)12.4 危机公关的未来挑战与机遇 (18)第一章：概述1.1 跨境电商品牌危机公关概述全球化进程的加速，跨境电商逐渐成为企业拓展国际市场的重要途径。
浅析危机公关原则危机公关本文系陈鸣整理自《危机公关》，请勿转载。
第一章危机公关【5S】原则一、承担责任原则（Shoulder the matter）一般来说，危机爆发后，公众都会对企业产生防卫心理，表现往往如下：1、强烈关注；2、非常情绪化，对于媒体的信任度远远高于对于企业的信任度；3、有罪推定，往往“宁愿信其有，不愿信其无”的心态。
危机发生后，公众会关注两方面问题：1、利益问题。
利益是公众关注的焦点，因此无论谁是谁非，公众都认为企业应该承担责任。
即使受害者在此事故中也负有一定责任，企业也不应该首先追究受害者的责任，否则双方会各持己见，加深矛盾，引起公众反感，不利于解决问题；2、感情问题。
公众在危急中非常在意企业是否关注自己的感受。
在危机发生后，企业应该时刻将公众和消费者的利益放在第一位，并采取合适的行动来切实维护公众和消费者的利益，这是赢得公众认可的关键，尤其是可以及时赢得新闻媒体的认可。
绝大部分时候，公众希望看到的也正是企业屈尊认错与积极改正的态度与行为，而不是要真正地把企业置于死地，因而企业绝对不能选择对抗。
二、真诚沟通原则（Sincerity）遇到危机时，你绝对不可以改变事实，但是你可以改变公众的看法。
危机沟通的作用是：帮助公众理解影响其生命安全、感觉和价值观的事实，让他们更好的理解危机，做出理智的决定。
危机沟通不仅仅是告诉人们你想要他们做的事，更重要的是告诉他们，你理解他们的感受。
此原则中，真诚指的是“三诚”：诚意，诚恳，诚实。
1、诚意。
在事件发生后第一时间，企业高层应向公众说明情况，并致以歉意，从而体现出企业勇于承担责任，对消费者负责的企业文化，赢得消费者的同情和理解。
2、诚恳。
企业要一切以消费者利益为重，不回避问题和错误，及时与媒体和公众沟通，向消费者说明事情的进展情况，重新获得消费者的信任和尊重。
3、诚实。
诚实是危机处理中最关键，也是最有效的解决办法。
危机沟通“两要”“两不要”危机沟通失败的常见原因有：批评人们对于危机本能的反应；不接受恐惧的感情基础；只注重事实，不注重人们的感受。
Crisis Response & Communication PlanningWorkbookTABLE OF CONTENTS1. Identify the crisis planning team2. The Crisis Audit2.1 Evaluating Crisis Potentiala) Size/Scope of your associationb) Public/industry profilec) Potential vulnerabilities and possible crisis scenariosd) Establish Monitoring (Early Warning) Systemse) Documenting current procedures and policies3. Identification and Location of Resources4. Crisis response team members and responsibilitiesa) Selecting the crisis team members and spokespersonb) Qualifications for and identification of spokesperson(s)c) Decide on response levels/Teams5. Contact Listsa) Key association members/personnel listb) Associations/Company board member listc) Federal government/provincial government/public health officer checklistd) Template of commodity/other organizations and stakeholderse) Producers/growers/members list6. Developing Crisis Scenario Modules7. Crisis Documentation8. Writing and Assembling the Crisis Manual9. Test out the Crisis Response PlanAppendix A: Example of crisis team members and responsibilities Appendix B: Other checklistsCrisis Response & Communications PLAN - WorkbookThe workbook section of the crisis plan will walk you through the development of a crisis communications plan. This section includes worksheets and checklists to facilitate the process.1. Identify the crisis planning team.A crisis-planning team is composed of a core group of managers from all sectors of your association. It is important to note that these individuals may or may not serve later on as your on-going crisis response team. At this point, their purpose is to give you the perspectives of all the key departments: production, purchasing, sales, marketing, quality control, safety, transportation, legal, and communications.Crisis Planning Team Members (List as many as applicable):2. The Crisis AuditAssess your association’s present situation by conducting a "crisis audit." Thi s means taking a very close look at your operations and identifying potential vulnerabilities and possible crisis scenarios. It also means documenting current procedures and policies of your organization—especially those regarding good manufacturing practices, including those to reduce risk of microbial contamination; what pesticides are used on what crops; how produce/product is labeled for shipping; and, what mechanisms are in place for communicating externally and internally. If you work for an association or commodity board, it is necessary to review its policies and positions on product safety, animal health, etc., update them, make additions (with member input) if necessary, and communicate these to the members.2.1 Evaluating Crisis Potentiala) Size/Scope of your associationInformation related to size is important because the bigger and more diverse your organization, the greater the possibility for problems to occur. By taking a hard look at the size and complexity of your organization, you will get a better sense of how a crisis would affect your operations. The information can also be used as a part of a fact sheet for dissemination to media and other key audiences.Association/Company InformationNumber of Employees/Producers/:____________________________ Number of Facilities: ____________________________Locations of Plants/Operations/Farms: ____________________________ Range of Products/Animal Herds/Crops: ____________________________ Number of Customers: ____________________________Years of Operation: ____________________________Food Safety Record: ____________________________b) Public/industry profileInformation on perceptions of your company can help determine how big a "target" you may be in a crisis. If formal research on consumer perception of your industry has been conducted on this area, include it here and use it in the team discussion. Assess the following:i ndustry visibility among customers and consumersr elations with activist/special-interest groups (list those you work with)r elations with regulators (list all regulatory agencies you cooperate with)r elations with trade associations (list all of your national, provincial, and local affiliations)Documenting this information will help you identify resources for information and support during a crisis. Make sure your contacts are current.c) Potential vulnerabilities and possible crisis scenariosIdentify potential vulnerabilities and possible crisis scenarios (e.g. outbreak of disease, product recall, use of illegal pesticide, etc.)1.______________________________________________________________ _____2.______________________________________________________________ _____3.______________________________________________________________ _____4.______________________________________________________________ _____5.______________________________________________________________ _____6.______________________________________________________________ _____7.______________________________________________________________ _____8.______________________________________________________________ _____9.______________________________________________________________ _____ etc.Note: If a product recall is identified as a potential crisis scenario, see Appendix B of this document (Other checklists) to develop a product recall protocol.d) Establish Monitoring (Early Warning) SystemsIn many crisis situations, there are warning signs. If detected early enough, they can help the crisis team better prepare for and manage crises, minimizing the impact on the organization.The crisis audit should provide a good list of the key issues to monitor. Some may be internal, such as employee-relations problems, and operational procedures. Others will be external -- the actions of public interest groups, or media coverage of related events. Each member of the crisis response team can be assigned a key issue to monitor in the following ways:s ubscribe to and track the trade publications and newsletters specific to the issue.m onitor trade and special-interest groups pertinent to the issue.e stablish contacts within regulatory agencies, state health departments, trade associations, and other organizations who can provide "intelligence" on emerging issues and serve as resource in times of crisis.a sk the public relations director or outside public relations counsel to provide additional monitoring through major media, wire services, and the Internet.A system should be established for keeping the crisis team up to date on each issue. It is up to the members of the organization to decide how updates should be handled.e) Documenting current procedures and policiesDocumenting current procedures and policies of your organization -- especially those regarding good manufacturing practices, including those to reduce riskof microbial contamination; what pesticides are used on what crops; how produce/product is labeled for shipping; and, what mechanisms are in place for communicating externally and internally. If you work for an association or commodity board, it is necessary to review its policies and positions on product safety, animal health, etc., update them, make additions (with member input) if necessary, and communicate these to the members.List of current procedures and policies that need to be examined and documented1.______________________________________________________________ _____2.______________________________________________________________ _____3.______________________________________________________________ _____4.______________________________________________________________ _____5.______________________________________________________________ _____6.______________________________________________________________ _____ etc.Identify all the relevant legislation concerning your commodity, or products. Consult the Ontario Ministry of Agriculture and Rural Affairs (OMAFRA) to ensure that nothing has been omitted.Identify all responsibilities required from your organization that existing within provincial or federal crisis plans.Prepared company policies and statements regarding the following may be appropriate (check all that apply):C ritical Control Points (CCPs)F oodborne pathogensT esting for residues and/or pathogensQ uality and/or safety control systemsS afe transportation and storageW orker hygiene/sanitationW ater quality issuesH erd health recordsP ractices and documentation of antibiotic usage on herd animalsP esticide usage (which ones, when, how much, on which crops)W hat best management practices do you have in place to minimize microbial contamination?O thers (Include any others not mentioned here)It is also prudent to:E valuate and analyze the probability of certain threats occurringD efine the problems such events would presentE stablish actions and measures to take to reduce the risks that such events would pose; andP rotect company assets, employees and others if such events were to occur 3. Identification and Location of ResourcesIdentify all communications resources that would be needed during a crisis and document where they are located and/or how to obtain them (e.g. extra phone lines, fax machines, computer(s) for emailing and web updates, telephones, web master, government resources, etc.)4. Crisis response team members and responsibilities(Note: It may be necessary to do this on a case by case basis.)There are two important matters to consider in this section:a) Selecting the crisis team members and spokesperson:i. Qualifications for crisis management team membersThe people selected for the Crisis Management Team should generally have the same qualities that make good managers in any situation. The team should include people who are:P erceptiveI ntuitiveK nowledgeable in one or more functional areaA ble to accept additional responsibilityC lear thinkersD ecisiveC alm under stressC apable problem solversList candidates:______________________________________________________________________________________________________________________ _______________________________________________________________________ _________b) Qualifications for and identification of spokesperson(s)Selecting the right crisis communications spokesperson is essential. How your company handles all aspects of the communications necessary during a crisis will either make or break your association in the eyes of the public. As well, having one spokesperson for all media communications is best to ensure the consistency of messages and response communications. But it is also prudent to identify a back-up person in the event that the main, or delegated, spokesperson is unavailable or is implicated in the crisis.To be effective, a crisis communication spokesperson must (Covello, 1995): b e someone of sufficient authority to be accepted as speaking for the company;p ossess relevant technical knowledge about the crisis;b e able to express technical knowledge in a way that can be understood by the news - media and the average person;b e able to respond to sensitive questions;b e resourceful and a quick learner;b e able to make decisions;p ossess excellent communication skillsb e able to work well under pressureb e perceived as highly credible by the news media and the public;b e able to learn from mistakesOther Deciding Factors (Covello, 1995)r esources for identifying and training company spokespersonse stablished relationships and patterns of communication with affected audiences as the normal course of businesss everity of the crisisl iabilities, for the person or for the companyc onflicts with other crisis management responsibilitiesa nticipated legal issuese xpected level of media intereste xpected level of public intereste xpected level of government involvementCandidates:____________________________________________________ _______________________________________________________________________ ______________________________________________________________________ ________Outline the team members and their responsibilities. The crisis team members may include other key managers and outside council. Your association’s team will need to be customized to fit your needs. See appendix A for an example of a company crisis team with the responsibilities of each member outlined.c) Decide on response levels/TeamsLevel I: Plan implementationOutline all parties involved in deciding to activate the response plan.Level II: Rapid responseThe response is to be managed by a team responsible for coordinating the association/company response. List all level II members and contact numbers/email. Also list resources (PR firms, etc) for the level II team. The team should be in constant contact throughout the crisis period.Level III: Crisis communicationsThis group is responsible for carrying out communications with key audiences (List audience/responsibility). The level III team should meet as often as necessary and be provided with information sources and materials for distribution. The team can meet by conference call, and meetings should probably be at least daily in the first few days.5. Contact ListsCreate Emergency telephone lists and contact information for the following communication channels/information sources:a) Key Association members/personnel list- These people are those who need to be contacted in the event of a crisisb) Associations/Company Board member list- Not all of these people will need to be contacted for each crisis, but their contact information will be available if the crisis affects them.c) Federal government/provincial government/public health officer checklist- This checklist will ensure the necessary officials are contacted and are aware of the situation. This list should be updated every six months to ensure accuracy.d) Template of commodity/other organizations and stakeholders- This will be an exhaustive list of industry organizations and stakeholders. Not all of these will need to be contacted for each issue, but their name; their contact person and phone/fax will be readily available.e) Producers/growers/members list- This will be a complete listing of producers and/or growers that the organization represents. This type of list will prove to be useful in event that important information regarding actions needs to be disseminated to the producers themselves.The communication/notification section should also include:- For each scenario, outline to whom and where information relevant to the crisis situation will be disseminated and through which channelse.g.a dd an update/info page on web site specifically for the crisis situationb roadcast FAX to association leaders, member organizations, and stakeholder organizationsb roadcast FAX to retail partnersn ews releases/statements to consumer media and trade median etworking resources employed by level III staff (telephone, email, listserv, Fax)Vehicles for notifying key audiences include:i nternal mechanisms for reaching consumers, employees, sales force, etc.c ustomer hotlinem ailing lists/fax numbers for local, provincial, and federal government offices m ailing lists/fax numbers for customers, suppliers, distributors, unions, interest groups, trade associations, etc.6. Developing Crisis Scenario ModulesAside from some information that will be common to all issues, there will be key procedures specific to each priority issue. Common information that should appear at the front of each scenario in the crisis response plan are:C risis team organizational chart and prescribed roles for each team member, andN ames and phone/fax numbers (including home) of crisis team members to contactSpecific modules for each issue should be developed and include:a holding statement for media inquiries (e.g. the organization is aware of the situation, is investigating the details, and will inform the public as soon as the details are known).k ey external audiences to contact, their phone/fax numbers (e.g. customers,suppliers, distributors, health officials, growers-shippers, sales force, employees, government agencies, trade organizations, media: media contact list can be tailored to the issue, may include key reporters covering particular issue).d esignated organization spokesperson (this is critical for dealing with media). If possible use only one spokesperson to provide consistency and avoid media confusion about whom to contact. This spokesperson should be at a level within the organization that is senior enough to speak with authority.o rganization position on the issuek ey messagesa nticipated questions/responsest hird-party experts (and contact information)b ackground information on topics that might be relevant to the issue (e.g. newspaper/magazine articles, copies of speeches delivered by government officials and food safety specialists, and statements/position papers issued by government agencies).Position Statement/Messages Example: The ideal position on an issue is one that mutually benefits the organization, the affected audiences, and the greater public good. Messages are then crafted to communicate the position, resulting in the perceptions you want to create about the company or organization.D raft media releases and statements- Draft news releases and statements for a few possible scenarios. These will need to be adjusted for a specific issue, but the template will be available with key message informationD raft stakeholder letters- A letter template (for each issue) should be included to notify and reassure stakeholders if a crisis appears.M edia release/statement checklist- This checklist will make sure the release or statement follows a standard format, including heading, content and tone.*** See worksheet A. Duplicate as necessary for number of scenarios.Work Sheet A:Crisis Scenario Module OutlineCrisis Scenario:__________________________________________________________________________________________________________________ Background Information on the issue and related topics:______________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ________etc.Crisis Team Members:Company Spokesperson:__________________________________________________________________________________________Back-up Company Spokesperson:______________________________________________________________________________________(Work Sheet A continued… )Position Statement:___________________________________________________________________________________________________________________ _____________________________________________________________________ _______Key Messages:1.______________________________________________________________ _____2.______________________________________________________________ _____3.______________________________________________________________ _____4.______________________________________________________________ _____5.______________________________________________________________ _____6.______________________________________________________________ _____etc.Key external audiences to contact, their phone/fax numbers (see lists created in step 4):Third-Party Experts (and contact information):Question & Answer list:- Includes as many anticipated questions as possible that a reporter or consumer may ask. The responses should be modeled after the key messages (see above)Question 1:______________________________________________________ Answer:________________________________________________________ Question 2:______________________________________________________ Answer:________________________________________________________Question 3:______________________________________________________ Answer:________________________________________________________etc.Draft media releases and statements- Draft news releases and statements for a few possible scenarios. These will need to be adjusted for a specific issue, but the template will be available with key message informationDraft a press release here:FOR IMMEDIATE RELEASEDATE (Insert here)HEADLINE (Insert here)______________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _________For further information please contact:Contact nameAddressTelephone/fax/emailWebsite addressDraft stakeholder letters- A letter template (for each issue) should be included to notify and reassure stakeholders if a crisis appears.Draft a letter template here:Association NameAssociation Address(Use association letterhead if desired) DateStakeholder addressSalutation:______________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _________Sincerely,Company President/ Chair7. Crisis DocumentationA log of timeline and events that presented themselves during the crisisL og of who contacted the association- Media contacts (total number of contacts, who the contacts were, what information was requested)etc.- Consumer contacts (total number of contacts, who the contacts were, what information was requested (if possible))etc.A ssess efficiency and effectiveness of response once it has been released to the appropriate audience. Rate the response effectiveness on a scale of 1 to 5, where:1 = not effective2 = effective (adequate)8. Writing and Assembling the Crisis ManualIdentify an individual from the original crisis planning team to pull the different elements together create a formal written document.a) Compose an introduction section for the manual that outlines what its purpose is and what it is designed to do. You should include an accepteddefinition of what constitutes a crisis and the importance of crisis preparedness.Draft your introductory section here:______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________etc.b) The next paragraph should outline any pertinent general background information or consumer perception information that is relevant to your industry/product/commodity.______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________c) Assemble the different sections in a coherent and cohesive manner. Include a table of contents.e.g.I. Introduction/Purpose/DefinitionII. Background Information and Profile/Attitude ResearchIII. Introduce Potential Scenarios and the OutlinesIV. Resource of all contact lists and information sourcesV. etc.??. Appendicese.g. - Appendix A. Association policies and proceduresd) Review the document and make any necessary changes9. Test out the Crisis Response PlanIt is of utmost importance that the manual be tested—by running mock incidences—to try and work out any potential barriers to its implementation during a real crisis. An untested plan is a paper plan and is effectively an unworkable one. It is of no consequence if the incident that initiates the crisis response process is real or fabricated. It is necessary to analyze the effectiveness of the plan and to find out what works and what does not. It is not necessary to test all sections of the plan at once, which would be ideal. But ensure that all sections are assessed within six (6) months of the plan's existence.References:Arkin, E.B. 1989. Translation of risk information for the public: message development in Effective Risk Communication ed. by V.T. Covello, D.B. McCallum and M.T. Pavlova. Plenum Press. New York. pp. 127-135.Clarke and Company. 1999. The crisis councelor, Spring: Vol. 2, No. 3. The Crisis Communications Center of Clarke and Company, Boston, MA. Covello, V. 1992a. Risk communication: An emerging area of health communication research in Communication Yearbook 15 ed. by S. Deetz. Newbury Park and London, Sage Publications. pp. 359-373.Covello, V.T. 1992b. Trust and credibility in risk communication. Health Environ. Digest 6: 1-5.Covello V. 1995. Risk Communication Paper, Opening The Black Box Risk Conference, Mcmaster University.Covello, V.T., Fischhoff, B., Kasperson, R.E., and Morgan, M.G. 1993. Comments on "the mental model" meets "the planning process". Risk Analysis 13: 493.Doeg, C. 1995. Crisis management in the food and drinks industry: A practical approach. Chapman and Hall, London, UK. 250 pp.Hance, B.J., Chess, C. and Sandman, P.M. 1988. Improving dialogue with communities: A Risk Communication Manual for Government. Environmental Communication Research Program, Rutgers University, New Brunswick, NJ.83 pp.International Food Information Council Foundation. 1988. Journal of the National Cancer Institute. February 4, 1998, Volume 90, Number 3. Oxford University Press, Cary, NC.Food Safety and Inspection Service. 1998. Improving Recalls At The Food Safety And Inspection Service: Report of the Recall Policy Working Group, United States Department of Agriculture, Washington, DC. (Available,/OA/programs/recallwg.htm)Lukaszewski, J. E. 1994. "Crisis Management/Vulnerabilities" in Crisis Prevention, Part I -- Keeping Your Crisis Communication Management Plans Current. January/February/March 1994.National Cattlemens' Beef Association. 1997. NCBA BSE ResponsePlan-Draft 1997. National Cattlemens' Beef Association, Washington, D.C. National Food Processors Association (NFPA). 1988. Manual onpre-emergency planning and disaster recovery. National Food Processors Association, Washington, D.C.Needleman, C. 1987. Ritualism in communicating risk information. Sci. Tech. Human Values 12: 20-25.Powell, D.A. and Leiss, W. 1997. Mad Cows and Mother’s Milk: The perils of Poor Risk Communication. McGill-Queen’s University Press. Montreal. 308 pp. Produce Marketing Association (PMA). 1997. Crisis Preparation Kit. Produce Marketing Association, Newark, DE.。
