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Planning for the Unplanned: Seven Key Crisis Communications Strategies for the Mining Industry

Planning for the Unplanned: Seven Key Crisis Communications Strategies for the Mining Industry. Current Trends in Mining Finance Conference New York, April 30, 2013. We’re all vulnerable. Where do crises come from? Industrial accidents Changes in geologic conditions

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Planning for the Unplanned: Seven Key Crisis Communications Strategies for the Mining Industry

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  1. Planning for the Unplanned: Seven Key Crisis Communications Strategies for the Mining Industry • Current Trends in Mining Finance Conference • New York, April 30, 2013

  2. We’re all vulnerable • Where do crises come from? • Industrial accidents • Changes in geologic conditions • Volatile commodity prices • Investor activism/short-sellers • Public opinion, NGOs, regulators • What’s the impact? • Reputation, credibility • market value • financial condition • How can we prepare? How can we provide the right response?

  3. Know how to prepare • Have clear goals (e.g., related to message control, leadership visibility, procedures) • Regularly engage all organizations and groups that are important to you (e.g., communities, employees, investors, media, regulators) in advance of any crisis • Always listen

  4. Know what a crisis looks like • Will start suddenly and unexpectedly • Cannot be remedied with routine solutions • Will usually present a threat that is based on perceptions

  5. Know the basic principles of how to respond • Communicate early and often regardless of whether new information is available • Stick to facts - do not increase the level of uncertainty by speculating • Be prepared to carefully defend your understanding of events, evidence • To the extent you can, give your audiences ways to respond, react, get more information, etc.

  6. Use one, visible spokesperson • Acknowledge uncertainty (i.e., try not to fill in the blanks too early) • Assure that that the company will remain in contact with all concerned • Avoid reassurance when it isn’t warranted • Stay credible

  7. Know the lessons of good leadership and apply them • Leaders are (usually) made, not born, so training is critical • You must have effective leadership to bring an organization through a crisis • The best leaders are highly adaptable – a quality that is especially important in a crisis

  8. Avoid the pitfalls that can worsen a crisis • Don’t engage in self deception, go into “hope mode” (thinking it will all blow over) or cover it up • Don’t avoid responding (if it’s a real crisis) • Don’t think that you can just “wing it” when it happens – be prepared

  9. Use what you’ve learned from a crisis as a catalyst for positive change • Crisis response isn’t just about “damage control,” your response can generate support and revitalize your reputation • Ask: “what should we do differently going forward?” • Always be prepared to learn because a crisis will challenge the way you think about the company, its operations, and reputation

  10. Contact Alan Oshiki Managing Director (212) 232-2354 aoshiki@king-worldwide.com

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