nrg-nl

1. A stronger organisation through negative publicity Juliette van der Laan - Jenniskens Nuclear Research and consultancy Group, The Netherlands http://www.nrg-nl.com

2. Contents • Background / What happened? • Crisis issue & PR approaches • Lessons-learned • Conclusions

3. What Happened ? Crisis issue: a combination of many factors lead to the media attention during 2002 and 2003

4. PR approach • Complex responsibility • NRG, Regulatory Body, Plant owner • Crisis management team with technical staff, management • and PR worked together to ensure information continuity • Continual exchange of information crucial • Importance of agreed press releases

5. PR approach • Importance of Networking • Mobilise key stake holders • Use contacts to provide positive media worthy stories • Use public interest stories; • medical isotopes crucial for thousands of patients every day • medical treatment of a patient (BNCT)

6. PR approach • Transparency / Media Relations • Invite journalists to “see for themselves” • Find a balance between security and transparency • Use modern media (webcams, web-sites) to display material • Have attractive photos available • Stay focussed on message/facts only (no speculation) • Organise press conferences

7. PR approach • Talking to the press • Use the best (convincing, genuine, articulate) spokes person • Ensure that key staff have received media training • Ensure that employees do not talk to journalists • Remember to address concerns of the public • “In PR terms, the real crisis is not • what actually happened; it is what • people think happened “

8. PR approach • Timing • Release “correct” information prior to publications • Use repeated news programmes to emphasise key • messages • Inform key players on time, • eg local mayor, authorities

9. PR approach • Importance of internal communication • Staff must be kept up to date with all developments • (receiving new information from the media can frustrate your best allies) • Use simple but effective news flashes via E-mail, more • detailed descriptions and photos on web pages • Use staff briefings by the Director, and technical briefings • by communicative engineers

10. PR approach • Practical • Do not answer the phone directly during moments of peak • media interest, use a secretary to log callers /questions • /media sort etc. • Allow time to “Step-back”at moments of peak media • attention to ensure “helicopter view” • Have TV/ video, radio recording facilities available • Have translation facilities available

11. Lessons Learned • Importance of company culture • Mutual respect and understanding • Mutual trust and confidence • Open communication • Awareness of social issues (characters, needs etc.) • Facing changes as challenge • Flexibility • Clear company ethics

12. Lessons Learned • Importance of relationships • Media • Politicians/Government officials (local/national) • Clients & other relations (university professors, medical doctors) • Maintain good networks • Use contacts to provide positive media worthy stories • (e.g. medical ”world”)

13. Lessons Learned • Never close the door on the media • Keep dialogue open • If you don’t, the option is publication without any form of • censor or debate • Discuss with the editor • Every tv-camera, microphone etc. is an opportunity to • communicate ‘your’ message • In non crisis times invest time in • relationships on a regular basis

14. Lessons Learned • Importance of Internal Communication • Unhappy employee can trigger a crisis or fuel the fire • Awareness of social needs of sub-groups • During the crisis continual timely information is crucial, • do not forget that staff are also a stake-holder • PR Manager plays key role in management team

15. Conclusions A crisis creates new perspectives • Increased public acceptance • Increased political awareness • Extended press network • Change in culture A stronger organisation through negative publicity!