Quadriga Conference Crisis Communication

Case Studies

1Developing Measurement & Tracking Tools for Crisis Preparation

2Out of Left Field: How a chicken breast and the Vatican helped define eBay’s communication strategies

3A Crisis Or A Second Chance? The Icelandic ash cloud as opportunity

Workshops

1Ecouraging Employee Loyalty and Gaining Trust During Crisis

2Accuracy over Speed: Communicating about complex incidents

3Your Move: Tools for an effective first response

ConferenceCrisis Communication

Success During Crisis: Recognising Opportunities to Build Trust10/11 November 2011 Milan

www.crisis-communication.net

New Interactive

Formats

4Litigation PR: A discussion on best practice

5After the Storm: Reputation restoration in financial crisis

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

Discussions

1After the Crisis is Before the Crisis

Dinner Speech

1Through 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

Welcome to the Quadriga’sCrisis 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 circum-stances.

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 com-pany 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

Editorial

Quadriga University | Conference Crisis Communication 3

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 report-ers 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 C-suite tends to view risk in the context of ‘losses.’ Without an ef-fective system that enables the company to address stakehold-ers’ 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 was conducted by AON in 320 large global companies. The results indicate that, of the top 10 risks managers see today, ‘damage to reputation’ has the highest threat to value. As the report points out, damage to reputation is an enterprise-wide event that can lead to lowered stakeholder support, decline in financial performance, and a loss of goodwill with local communities as well as its ‘license to operate’ in key markets.

Strategic Plans

Though significant, focusing solely on the threat of loss ignores the other side of the risk equation, namely the very real poten-tial 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 repu-tation” 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 repu-tation risks. These companies are at high risk, but by implementing a systematic reputation management process they can mitigate this risk.

Crisis Communications SAVING FACE FORCORPORATE VALUE

4 Conference Crisis Communication | Quadriga University

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 con-sistent 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 de-gree 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, Innova-tion, 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 meas-urement and comparative analysis of perceptions across stake-holder groups, across market segments, across demographic or psychographic segments, across countries, and over time.

The Anticipating Process

Companies need tools for judging the likelihood of particular

The RepTrak Scorecard Source: Reputation Institute

Lead

ersh

ip

Performance Products/Service Innovatio

n

Profitable, bet-ter results than

expected, strong growth prospects

ESTEEM

TRUST

AD

MIR

E

FEE

LIN

G

RepTrak

Citizenship Governance

Wor

kpla

ce

Well-organ-ised, appeal-ing leader, excellent manage-

ment, clear vision for its

future

Innovative, first-to-mar-ket, adapts quickly to change

Rewards employees’ well-being, offers equal opportuni-

tiesOpen and trans-parent, behaves

ethically, fair in the way it does busi-

ness

Environmen-tally responsi-ble, supports good causes, positive in-fluence on

society

High Quality, Value for Money, stands

behind/meets customer needs

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Review: Quadriga Conferences

Online Communications, Copenhagen, 2011

Communicating Change, Vienna, 2011

Corporate Media, London, 2009 Online Communications, Amsterdam, 2009

13 Conference Crisis Communication | Quadriga University

EU Public & Government Affairs, Brussels, 2011

Internal Communications, Berlin, 2010

* 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.

company

name/surname

function

If you would like to register further colleagues at a reduced price, please enter their names and functions:

Person 1:

name/surname/functionname/surname/functionname/surname/

Person 2:

name/surname/functionname/surname/functionname/surname/

address/city

telephone/fax

e-mail

date/signature

Alternative Billing Address Yes No

company

name/surname

vat number (if applicable)

register online at: www.crisis-communication.net

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 Communi-cation Director subscription: 140 Euro) and hereby offi cially 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.

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 confi rmation 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 confi rmation. Please feel free to contact us should you not receive confi rmation within 24 hours.

Registration Queries:Dennis [email protected]

1. Discounted PricesQuadriga 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 maga-zine, also receive a discount on the attendance fees for seminars and symposia. The participant’s perso-nal membership and/or subscription must be pre-sented, current and verifi ed at the time they make a seminar booking. Discounted prices are only valid if the amount invoiced is received by Quadriga Uni-versity within the time stated on the invoice.

2. CancellationIf a booking is cancelled and no replacement partici-pant 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

3. Cancellation and changesQuadriga University reserves the right to cancel or reschedule seminar locations or times, or to arrange a substitute instructor if this is absolutely necessary due to there being less than six participants, an unforeseen problem with the instructor, or other unforeseen reasons out of the control of Quadriga University. In these cases, Quadriga University is not required to compensate travel or accommodation costs, loss of working time or other damages, and in other cases, only when there is gross negligence. If relocation is not reasonably possible for the parti-cipant, then they are entitled to cancel the booking immediately and without charge.

4. Place of JurisdictionBerlin.

Terms & ConditionsRegistrationFax: +32 (0) 2/219 22 92

www.quadriga.eu

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