Programme_5th International Crisis Communication

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6 TH A P R I L

09.00 DOORS OPEN

10.15 → 10.45 KICK OFF Worst Case – Mishandling a political crisis in social media era

Dr. Alparslan Akkus • Marmara University & The Huffington Post

10.45 → 11.15 BEST CASE Corporate reputation and crisis management Atte Palomäki • Wärtsilä

11.45 → 12.15 COFFEE

12.15 → 12.45 BEST CASE In it together: 5 crisis communications must-dos for trade associations Florence Ranson • FoodDrinkEurope

The crisis plan by the World Championship Biathlon 2016

Per Bergrud • Skiskytter VM 2016 AS

02.15 → 02.45 BEST CASE Crisis? Call your employees!

Lina Jakučionienė • ERGO Insurance WORKSHOPS: 02.45 → 04.15

WORKSHOP 3: Social listening: preparing successfully for the case of emergency Thomas Stöckle • LexisNexis

06.45 → 07.00 Sum-up and closing statement

FRIDAY

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07.00 → 07.45 SIGHT-RUNNING 08.30 DOORS OPEN 09.00 → 09.10 Introduction by the moderator

CRISIS MANAGEMENT GAME 09.10 → 12.00 PHASE 1 Situation analysis 12.00 → 02.00 PHASE 2 Strategic development 02.00 → 04.00 PHASE 3 Implementation 04.00 → 04.45 PHASE 4 Benchmarking 04.45 → 05.00 S UM UP AND END OF CONFERENCE

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WORKSHOP 2: Social media: crises in a connected real-time environment Arne Klempert • FleishmanHillard

Dr. Axel Gietz • Imperial Brands

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WORKSHOP 1: How bad can it get?

Caroline Sapriel & Koen Peeters • CS&A

A crisis is a terrible thing to waste

P R O G R A M M E

01.15 → 02.15 LUNCH

06.15 → 06.45 BEST CASE

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12.45 → 01.15 BEST CASE

05.45 → 06.15 BEST CASE Make.Brussels, a call for projects to kick-start life back into Brussels Jonathan Dehas • Atrium.Brussels

P R O G R A M M E

MODULE II: Hit by the crisis – keep calm and inform

05.15 → 05.45 BEST CASE Flight 4U 9525 – The challenges of post crisis communication Sandra Hammer • Lufthansa

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11.15 → 11.45 BEST CASE Never waste a good crisis Seth Faison • The Global Fund

MODULE III: Rescue plan – handling the media and regaining trust

P R O G R A M M E

MODULE I: Prevention – Recognizing that something‘s going wrong

04.45 → 05.15 COFFEE

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10.00 → 10.15 Introduction by the moderator

Rob Shimmin • Shimmin Communications

04.15 → 04.45 S UMMARY AND KEY LEARNINGS

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THURSDAY

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OF RISKS AND CHANCES:

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HOW TO MANAGE NEW CHALLENGES SUCCESSFULLY

No matter if the crisis is of political, economic or social origin – as it hits, it’s not unusual to be overawed by the enormity, complexity and pace of the communication challenges that lay ahead. Which audience to reach with what message via which channels? What is the special role that comes to the employees and stakeholders?

While there is no greater ‘calming balm’ than previous direct crisis experience, it can be greatly enhanced by learning from the shared experiences of others. A defining characteristic of our conference is that both speakers and delegates share learnings beyond the ‘gloss of a job well done’. It is knowledge of our mistakes and those of others that make future response to crises stronger.

Rob Shimmin • Founder • Shimmin Communications 3

THURSDAY 09.00 D OORS OPEN

10.00 → 10.15 Introduction by the moderator Rob Shimmin • Shimmin Communications

There is a significant transformation in political communication strategies and public diplomacy practices as social media becomes widespread.

Dr. Alparslan Akkus speaks about political communication under crisis situations in the era of social media, particularly focusing on social movements. Digital diplomacy lessons for both governments and corporations as social movements unexpectedly break out anywhere, anytime as fast as a pandemic with social media.

„ Great course, lots of learning from best cases and interaction between participants.“ Anne Lehes • Ericsson

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MODULE I : Prevention – recognizing that something‘s going wrong 10.45 → 11.15 B E S T C A S E Corporate reputation and crisis management Atte Palomäki • Executive Vice President Communications & Branding, Wärtsilä

How can corporate responsibility prevent companies from facing a crisis and what is the link to corporate communication? Companies communicating proactively with their stakeholders and building up a good reputation in advance due to a differentiated media presence can take a few hits without being tarnished too badly – whereas others slide into a crisis.

11.15 → 11.45 B E S T C A S E Never waste a good crisis Seth Faison • Director of Communications, The Global Fund

When crisis hits an organization unexpectedly, it is critically important to communicate well.

Informing key audiences is just the first step. Taking advantage of a crisis to make changes can be a huge opportunity, yet it requires swift and effective communications. Act fast, explain well.

11.45 → 12.15 C O F F E E

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10.15 → 10.45 KICK-OFF WORST CASE - Mishandling a political crisis in the social media era Dr. Alparslan Akkus • PhD, Marmara University & Blogger, The Huffington Post

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THURSDAY

MODULE II: Hit by the crisis – keep calm and inform

01.15 → 02.15 L U N C H

12.15 → 12.45 BES T CASE In it together: 5 crisis communications must-dos for trade associations Florence Ranson • Communications Director, FoodDrinkEurope

02.15 → 02.45 B E S T C A S E Crisis? Call your employees!

Lina Jakučionienė • Director of Corporate Communication in the Baltic States, ERGO Insurance Group

A crisis is never easy to handle, but it is even more complicated if an association with many different members is affected. The strategies need to be adapted to the case, depending on whether only one member or the whole sector is hit. What are the differences? Who does what and when? What renders the situation more complicated?

12.45 → 01.15 BES T CASE The crisis plan by the World Championship Biathlon 2016 Per Bergerud • CEO, Skiskytter VM 2016 AS

Through careful planning, swift decisions and effective crisis communication, the local organizing committee for the 2016 Biathlon World Championships managed to save reputational damage and a potential € 200,000,- financial loss, as an unexpected weather forecast forced the event organizer to make an unprecedented rescheduling of a competition day, only 19.5 hours before competition start.

In case an insurance is hit by a crisis many people could fear that they are affected personally since they have entrusted their money to the insurance. An effective crisis communication strategy is a “must” in order to maintain the trust and high reputation from customers’ point of view. But what about our employees?

Do we seek for their support? Do we evaluate their valuable role in a proper way? Do we use them as brand ambassadors? And finally – are they a part of our crisis communication strategy?

„ It was an exciting experience to attend the Crisis Communication Conference, to collect most valuable insights from communication peers, and to be part of a highly professional community.

Thank you very much.“ Simone Ramser • TEL Solar

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THURSDAY

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02.45 → 04.15 WORKSHOP SESSION

Crisis get worse before they get better. Stakeholder pressures and social media are but some of the factors that typically escalate a crisis. Learning to steer your way through the web of stakeholders and thinking of the worst are invaluable skills a crisis communicator must have. In this scenario-based session, participants will have the opportunity to map stakeholders, develop worst case scenarios, engage with media and social media on a “live” platform, and define their strategy to prevent a reputation train wreck.

WS II Social media: crises in a connected realtime environment Arne Klempert • Digital Crisis Lead EMEA, FleishmanHillard Social media has lead to several paradigm shifts in crisis communications already, and it’s still evolving. We will look into the role of social media to detect, assess, resolve and control crises in a connected real-time environment.

We will also find out why a “social media crisis” can actually be a good thing.

04.15 → 04.45 SUMMARY AND KEY LEARNINGS 04.45 → 05.15 COFFEE

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WS IIII Social listening: preparing successfully for the case of emergency Thomas Stöckle • Global Head of Evaluation & Insights, LexisNexis Companies need to recognize a crisis at time for being able to implement appropriate measures.

Social listening is essential to filter the news, to draw suitable conclusions and, based on this, to communicate with stakeholders in a solution orientated way. Learn more about the value of social listening and real time media tracking in this interactive workshop.

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WS I How bad can it get?

Caroline Sapriel & Koen Peeters • Founder & Senior Consultant, CS&A

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M ODULE III: Rescue plan – handling the media and regaining trust 05.15 → 05.45 BES T CASE Flight 4U 9525 – The challenges of post crisis communication Sandra Hammer • Head of Reputation Management, Lufthansa

After a severe accident, an airline’s reputation is on the line.

Establishing and maintaining stable lines of communication with hundreds of grieving next of kin is a crucial part of post crisis communication.

How can a Post Emergency Organization meet this challenge? What are the dos and don’ts? And how does post crisis communications coordinate with corporate communications?

05.45 → 06.15 BES T CASE Make.Brussels, a call for projects to kick-start life back into Brussels Jonathan Dehas • Head of Marketing & Communication, Artrium.Brussels

THURSDAY 06.15 → 06.45 B E S T C A S E A crisis is a terrible thing to waste Dr. Axel Gietz • Director of Group Corporate Affairs, Imperial Brands / Imperial Tobacco

Even in the best run, most responsible, and widely respected companies things can go wrong one day. How they behave, and how they are perceived to behave in that situation will determine how they come out of it.

“It takes twenty years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”

Warren Buffett But looking on the bright side of things, a crisis is also a wonderful opportunity – provided you know how to seize it.

06.45 → 07.00 S U M - U P A N D C L O S I N G STATEMENT

07.00 → 10.00 D I N N E R

The four-day lockdown in Brussels that followed the terrorist attacks in Paris and the threat of terrorism severely damaged the image and economy of Brussels. The Make.

Brussels call for projects, launched three days after the terrorist attacks of 22/03, intends to revitalize 10 downtown neighborhoods via crowdsourcing and crowd-voting.

Citizens mobilize, become ambassadors and act for their city.

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STRATEGIC 1.

SITUATION ANALYSIS

The case of emergency just occurred. Now it´s important to keep calm. What are the facts?

What do we know?

What can’t we know yet? You will learn to collect, rate and to prioritize information.

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DEVELOPMENT You now know what is at stake. How do you react?

Head-in-sand tactic? Just keep silent? Or actively turning to the public? You have to choose the most favorable strategic option out of a multiplicity. ­Therefore, SCCT and four-space argumentation will help you.

But how do you communicate your strategy within the team?

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BENCH­ 3.

IMPLEMENTATION

The press is at the door. The wording is completed. It looks really simple on paper, but are you also prepared for critical questions? Statements in front of the camera or perhaps rather a press release?

Empathic tone but hard in business?

MARKING There will be an evaluation in the end. Which crisis management group had the situation under control?

Lean back for the fourth phase of the game. Our crisis experts present you the results. Identify your own weaknesses and learn from the experiences of the day.

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Crises usually occur suddenly and unexpectedly. Nothing can protect you from it. But you can practice taking the right decisions under limited time and media pressure. In this crisis management game you will experience a fictitious crisis scenario and go through all phases of crisis management. You will be prepared to meet the challenges of communicative emergencies through the integrated workshops.

Together with the other participants, you form a crisis management group and actively decide over the outcome of this crisis!

FRIDAY

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BY MARCUS EWALD & TORST E N R Ö S S I N G MANAGING PARTNERS / EWAL D & R Ö S S I N G

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Marcus Ewald and Torsten Rössing focus on crisis communication, stakeholder argumentation strategies, organizational crisis prevention, political communication and litigation PR. In 2008, they were German Debating Champions. Marcus Ewald is head of the young economic council rhinelandpalatia, Torsten Rössing is chairman of the regional committee Hessen/ Rheinland-Pfalz/Saarland of the German Society of Public Relations (DPRG).

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WHAT ELSE TO EXPECT? Recharge your batteries before the Crisis Management Game starts on the second day. The guided jogging tour leads you along Berlin‘s most important attractions like the Brandenburger Tor or the Reichstag.

Meet fellow communicators, exchange views on the most important subjects and expand your network as well as your horizons.

DINNER Bring the first day to an end and process the input you gathered throughout the day while enjoying dinner.

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N E T­W O R K I N G

SIGHT RUNNING

SERVICE CONTAC T Conference coordinator: Charlotte Schmidt charlotte.schmidt@quadriga.eu

LOCATI O N Quadriga Forum • Werderscher Markt 13 • 10117 Berlin www.quadriga-forum.de

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For further information do not hesitate to contact us!

FEE Benefit from our reduced early bird fees:

→ 990 EUR* until March 3rd → 1290 EUR* from March 4th → 790 EUR* for day 1 only Members of the European Association of Communication Directors (EACD) and subscribers of Communication Director magazine can register for the reduced fee of 990 Euro*. * Prices do not include VAT. Find detailed terms and conditions at: www.conferences.quadriga.eu/en/terms

REGIST R A T I O N Find out online registration form as well as a faxback PDF here: www.conferences.quadriga.eu/en/crisis/register

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