Crisis Communications

 

Crisis Communications

Expected dates of the program

1.      May 16 - 17, 2019

2.      June 20 -21, 2019

3.      June 27 -28, 2019

Program overview

What has Fukushima Daiichi nuclear plant, BP Deepwater, Chernobyl and Enron have had in common? They are all cases of a crisis that affected the company, country and the brand equity.

Fukishima was the most significant nuclear disaster since the April 1986 Chernobyl disaster and the second disaster to be given the Level 7 event classification of the International Nuclear Event scale. The Deepwater Horizon oil is an industrial disaster that began on 20 April 2010, in the Gulf of Mexico on the BP-operated Macondo Prospect, the largest marine oil spill in the history of the petroleum industry.  And Chernobyl was a catastrophic nuclear accident in April 1986 at the Chernobyl Nuclear Power Plant in the northern Ukrainian Soviet Socialist Republic.  And Enron, a major electricity, natural gas and paper and pulp company, suffered a spectacular corporate failure, with 29,000 people losing their jobs. All happened suddenly, with immense impact, and had major consequences to lives, reputation of the company and the country, and the equity value especially of major international companies.

It is important to have a Crisis Plan in place and rehearsed regularly, minimum once a year. Any feedback from the regular exercises, should be reviewed by the in-house Crisis team and the Crisis Plan updated. It is also important to have an active and sustained communications plans, with strong media relationship, so that in the event of the crisis, the messages put out by the organisations are credible and accepted by the publics. Crisis situations are a time for principles. Post-crisis the company or country’s reputation and brand value must continue to be strong and respected by all the relevant stakeholders.

It will be case study-driven course.

Day 1 (AM)

Description

·         What is Crisis Management?

·         Understand Issues management to avoid a Crisis.

·         Understand the different phases of Crisis Management

Day 1 (PM)

Description

·         Planning Processes when the Crisis strikes

·         Managing Rumours/Fake News That Arise During a Crisis

Day 2 (AM)

Description

·        Managing Media Relations During a Crisis

·         Preparing Post-crisis Initiatives

Learning outcomes

To be added

Facilitator

 

Basskaran Nair is a Visiting Professor at Nazarbayev University Graduate School of Public Policy (NUGSPP).

Basskaran first worked as a journalist, followed by more than 30 years in managing the public campaigns programmes, shareholder communication, public affairs counsel and social and corporate marketing communications. Before his private sector engagements, he headed for eighteen years most of the Singapore Government’s national social campaign projects. As Head of Government’s Press department in the 70s, he was also actively engaged in crisis management such as Laju Hijacking, involving terrorists in Singapore and the Vietnamese Boat People, refugees fleeing Communist Vietnam during the Vietnam War. Basskaran authored A Primer on Public Relations in Singapore (1986), which was a text book for training public relations practitioners. In late 1990s he wrote a series of books on Social Media entitled “From Main Street to Cyber Street: Changes in the Practice of Communications”. The topics in the book, sold online, cover Investor Relations, Marketing Communications, Community Relations, Media Relations, Government Relations, Employee Communications, and Issues Management. In 2018, he completed his book entitled “Marketing Public Policy: Complexity, Hurts and Minefields”.

 

 

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