n ulatio m i S ing Include on Day 2 Gam
e c n e S I r e S f I n R o C C L h A 4t N O I T A N N R O E I T T A IN C I N U M M CO Berlin m u r o F adriga u Q / 6 3, 201 1 + 2 1 ber Septem
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09 :0 0 AM D O OR S OPE N 10 : 0 0 AM IN T R OD UCT ION by the Moderator (Rob Shimmin, Shimmin Communications) CO GN IZI NG BE FO RE TH E ST OR M: RE MO DU LE I TH E C AL M AC E PL IN AN , HA VIN G A TE AM RIS K S , CR E AT ING A PL
PROGRAMME
10 : 15 AM K IC K OF F Communications in Russia: Every day is a crisis (Tom Blackwell, EM) 10 : 45 AM BE ST C A SE Providing guidance and leadership when
the crisis hits - How to weather the storm
(Roger Strandahl, Uniper Energy)
11 : 15 AM C OF F E E
GIE S , OF TH E ST OR M: ST RA TE MO DU LE II TH E E YE AT ION CO NC EP TS , CO NF RO NT
BER 13 M E T P E S , Y A D S T UE
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07: 0 0 A M SIGHT-RUNNING 08: 30 A M DOOR S OPEN
11 : 45 AM BE ST C A SE The impact of digital communications in times of a crisis (Jan Hol, VU Medical Center)
09: 0 0 A M INTRODUCTION BY THE MODERATOR
12 : 15 PM BE ST C A SE Climate change poses new reality for communications (Maria Doychinova, CEZ Bulgaria EAD)
S IM U L AT IO N G A
12 : 45 PM L U NC H 01 : 45PM W OR K SHOP SE S SION I
W OR K SHOP 1 Controlling your narrative in a crisis (Matthew Guarente, Bladonmore)
W OR K SHOP 2 How to prevent an event from becoming a crisis (Stuart Leach, Bell Pottinger)
W OR K SHOP 3 How to manage in the midst of a storm:
Understanding and working with journalists
(Steve Marinker, Maitland Corporate)
03 :15 PM C OF F E E 03 :45 PM W OR K SHOP SE S SION II
ME DIA PL AN : HA ND LIN G TH E MO DU LE III RE S C UE T AN D RE GA INI NG TR US 05 : 15 PM BE ST C A SE What is the reputation value for companies? (Ana Martines, L‘Oréal Portugal)
05 : 45 PM BE ST C A SE Flight 4U 9525 - The challenges of post crisis communication (Sandra Hammer, Lufthansa AG) 0 6 : 15 PM IN T E R VIE W Change in perspective - How crises become news (Sönke Iwersen, Handelsblatt GmbH) 0 6 : 45PM S U M- U P AN D CLO SING STAT E ME N T from 07:0 0 PM DIN N E R Arminius Markthalle
ME
09: 10 A M PHA SE 1 PRE V ENTION 09: 40 A M PHA SE 2 CRISIS COM MIT TEE 10: 40 A M BRUNCH 11: 40 PM PHA SE 3 STRATEGY 01: 40 PM PHA SE 4 CONFRONTATION 03: 10 PM COFFEE 03: 30 PM PHA SE 5 A N A LY SIS from 04: 30 PM S UM - UP & FA RE W ELL
RIDING OUT THE STORM: M A N A G I N G C H A L L E N G E S A N D N E W R I S K S S U C C E S S F U L LY We have a great line-up of speakers with myriad experiences to share. Each case we’ll discuss and every scenario we’ll describe will have one thing in common: making decisions under pressure. Understanding the human aspect of decision-making and the interaction of different personality types in a crisis team offers a fascinating insight into how tough decisions are made. As crises become increasingly complex, with higher stakes and more stakeholders, we’ll explore character and personality as weapons in our defence of brands and organisations under fire. Rob Shimmin / Founder / Shimmin Communications
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IPA TO PAR TIC
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N GAME E S IM U L AT IO V TI C A R TE N IN S K IL L S IN A P R A C TI C A L R U O Y P O L 1 . D E V E ST CASES TS F R O M B E H IG S IN IN 2 . G A IS S U E S ENDS AND TR T S E AT L NET WORK B O U T TH E PAND YOUR X E 3 . L E A R N A D N A E P RO ACROSS EU ERS FROM 4 . M E E T P E TI C IP AT IO N AT E O F P A R IC F TI R E C A 5 . R E C E I V E
REASONS
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2 1 R E B M E T P E S , Y A D N O D AY 1 - M
TH
MOD ULE I THE C ALM BEFORE THE STORM: RECOGNIZING RISK S , CRE ATING A PL AN, HAVING A TE AM IN PL ACE One of the biggest challenges for communication professionals is the early recognition of crises. In Module I experts give insights in how to protect your business and how to build resilience to conflicts and disasters.
10 : 15 AM K I C K - O F F Communications in Russia: every day is a crisis Whichever company you are, whatever your size or influence, if you operate in Russia you need to be prepared for things - at some point - to go horribly wrong. Companies who go on to be successful in Russia are simply those that can successfully manage crises. Tom Blackwell presents key takeaways on how to protect business in a volatile business environment. Tom Blackwell / CEO and Co-founder / EM Tom Blackwell heads EM, a communications consultancy focused on Russia and other emerging markets. EM was created following the management buyout and carve out from M: Communications, were Tom worked as the head of the Russian office. Prior to joining M: Communications, Tom was managing director of the Moscow office for The PBN Company.
Providing guidance and leadership when the crisis hits – how to weather the storm
10:45 A M B E S T C A S E
One of the most important roles of communicators in a crisis is to guide senior leaders on managing the crisis in terms of communication. It is also imperative to lead the communication activities with confidence, so that activities help calm the situation and not make it worse. Unfortunately, examples of when misguided advice or lack of integrity from communicators makes the situation worse are plentiful. Building trust for our competence when there is no crisis lays the foundation for efficient crisis management. Roger Strandahl / Director of Communications / Uniper Energy Roger Strandahl has worked in communication since 2003, mainly in the energy sector but also in the medical implant area. He studied industrial engineering and management, and lived and worked for four years in Germany. He also has in total three years of military experience in the Swedish Airforce and from Bosnia and Kosovo.
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MODULE II THE E YE OF THE STORM: STRATEGIE S , CONCEPTS , CONFRONTATION
need to act fast. ctedly. Thus, when a crisis strikes, you xpe une pen hap ls nda sca and ers ast Natural dis munication channels are best to use. com and ies teg stra ch whi es cas t bes Learn in the following
11:45 AM B E S T C A S E
The impact of digital communications in times of a crisis
In September 2015, VU University Medical Center was confronted with severe flooding after a break in the main grid of the public water system. Within just five minutes after the break, employees were posting video footage on social media. In this best case, Jan Hol will show how he dealt with the impact of digital communications in an emergency. Jan Hol / SVP Communications / VU Medical Center Jan Hol has occupied his current role since early 2013. Prior to this, he held similar positions at Océ NV, Royal Ahold and KLM Royal Dutch Airlines. He is the author of several books and has been a board member of the European Association of Communication Directors since the association’s foundation in 2007.
12:15 P M B E S T C A S E
Climate change poses new reality for communications
Communication crises are increasingly being caused by environmental factors such as climate change, not least because our lifestyle is changing due to greater mobility and our dependence on IT. This new reality is already part of our daily life, therefore a readjustment of our communication policy, greater flexibility, teamwork and community engagement are required to address these new challenges. Maria Doychinova / Head of PR and Communications / CEZ Bulgaria EAD Maria Doychinova is responsible for the development and implementation of communication strategies at CEZ’s companies in Bulgaria. By 2010, she was communications director of Sofia Water Company. Maria is a member of the International Public Relations Association and the European Association of Communication Directors.
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D AY 1 - M O N D
AY, S E P T E MBE
R 12 T H
MOD ULE III RE S C UE PL AN: HANDLING THE MEDIA AND REGAINING TRUST n is the main object after a crisis. Influencing and controlling your business’ reputatio e and regain trust. Find out how journalists work to improve your imag
0 5 : 15 PM B E S T C A S E
What is the Reputation value for companies?
We live in a reputation economy era and communication plays a strategic role in business. Through a strong reputation we manage to create a positive spiral with key stakeholders, to capture the best talent, gain and retain clients as well as being recommended by our innovations, performance, leadership, and so on. How has L´Oréal Portugal built its reputation? Ana Martines / Corporate Communication Director / L‘Oréal Portugal Ana Martines is Corporate Communication director at L‘Oréal Portugal where she began her career in marketing in 2002 and marketing professor at NOVA IMS since 2015. She has a degree in Business Communication at ISCEM and a post-graduation in Marketing Management at the Institute of Economics and Management ISEG-Lisbon.
0 5 : 45 PM B E S T C A S E Flight 4U 9525 - The challenges of post crisis communication Establishing stable lines of communication with hundreds of grieving next of kin is critical for protecting the reputation of an airline after an accident. What are the dos and don’ts? What is the best organisational structure? And how does post crisis communications interact with corporate communications? Sandra Hammer / Head of Reputation Management PEP / Lufthansa AG Sandra Hammer started her career with Deutsche Lufthansa AG in 1986. For more than 13 years she was heading the corporate communications department of Lufthansa’s IT division Lufthansa Systems. After the crash of 4U 9525 in March 2015 she took over the responsibility of Reputation Management for the Post Emergency Organization of Lufthansa.
0 6 : 15 PM I N T E R V I E W Change in perspective - how crises become news If prevention fails, corporate scandals can escalate quickly. In order to manage critical situations successfully, communicators need to understand the dynamics of crises and the way journalists work. Sönke Iwersen will give insights into investigative journalism and his experiences with companies in crises. Sönke Iwersen / Head of Investigative Research / Handelsblatt GmbH Sönke Iwersen is Head of the Investigative Research Department at Handelsblatt and received numerous awards for his outstanding work. He revealed the biggest corporate scandals of the last few years, among others the Teldafax scandal or Ergo Insurance Group’s sex trips.
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W O R K S H O P S E S S IO
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M 01 : 4 5 - 0 3 : 15 P M 0 3 : 4 5 - 0 5 : 15 P
WORKSHOP 1
Controlling your narrative in a crisis
Matthew Guarente Head of Coaching Bladonmore In a crisis, the media won’t wait for a green light to write your story as they see it. Stakeholders won’t hesitate to form an opinion. Failure to provide a timely, plausible and consistent narrative means you hand control to others. The workshop will show that the right response gives you control – probably more control than when it’s business as usual. Matt Guarente runs the Bladonmore coaching business, which includes the Europe’s largest in-house faculty of expertise. Bladonmore works globally with their clients to help them deliver their story.
WORKSHOP 2
Preventing an event from becoming a crisis
Stuart Leach Managing Director Bell Pottinger This workshop will explore ways in which companies and individuals can effectively prevent an event from becoming a reputational crisis through the proper exercise of crisis management skills, strategic use of digital channels and comprehensive preparation. Stuart Leach combines in-depth legal knowledge gained as a barrister for nearly 10 years with 18 years‘ experience in communications and advertising. In his media career, he rose from account handler to CEO at several agencies, working with major brands and high-profile individuals.
WORKSHOP 3
How to manage in the midst of a storm: Understanding and working with journalists
Steve Marinker Partner and Head Maitland Corporate In a crisis, media scrutiny can be excruciating and being able to deal with often aggressive journalists will influence your company’s public image. This session will provide suggestions, insights and real examples on how to keep calm in the eye of the storm. Steve Marinker has 28 years‘ experience across crisis, corporate and consumer briefs and has worked in sectors ranging from biotech to financial services and from aerospace to pharmacy. Steve joined Maitland from Havas Worldwide London where he ran the agency’s PR unit.
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– E M A G N IO T A L U IM S D AY 2 T H E
re nd explo a e m a g ion ay r simulat erence d u f o n o in c t io r s r e fi scena put of th ic crisis in t e s h li t a h e r t in a head on. ent. Wit s m ie e c g n a e n Take par g a you will e emer risis m , c h t s f t o e n c s a a e f ip s ar tic ed to all pha e prepar e other p b h t l ’l h u it o w y ee . in mind, committ is is r situation c a is 3. S T R AT E G g is r in c m e By for olve th Y s e r o t w T hings often ho e in m tu r rn e t ou t w o de
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rse than exp so arm yours ec ted, elf with the ri ght strategy right now. So , cial media o r press relea You need to s e kno ? they’re your w your stakeholders – a fter all, allies. Work out your valu priorities an es and d hone your decision-ma king skills.
SIS CO T he c r MMI T T i si s i s liv to be “ EE alway e: in your c s on” t ommit identi oa fy te conflic and priorit c t on new i e you’ll nee i nf d ze ts of in terest the nex t st ormation, eps, re and tr y to re s tain co olve ntrol.
1. PREVENTION Let’s start: receive all information about the crisis scenario, form teams, take up your roles and prepare for the Crisis Simulation Game.
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IO R A N E C S IS IS R C IC T IS L A A RE 4 . C O NF R O N TA
T IO N The press is knoc king at your door. Now it’s time for ac The wording of yo tion. ur answers has be en determined, but are you prepar ed for critical ques tions?
THE SIMULATION GAME AT A GLANCE INTENSIVE TEAM WORK In small working groups, you’ll organize the structure of your committee with the support of an interactive working atmosphere.
VALUABLE INPUT Did you consider all options? Which strategy did you choose? Crisis experts will support you during the entire simulation.
ENTER THE COMPETITION Who mastered the crisis successfully? And why? Learn from the strengths and weaknesses of your fellow crisis managers.
5. ANALYSIS
The game is over: time to evaluate and reflect on the Crisis Simulation. Establish what happened, assess the impact and learn from the strengths and weaknesses of your colleagues. 9
D AY 2 - TU E SD AY, SE P TE MB ER 1 3 TH 4 :3 0 P M 0 M A 0 :1 9 0 E M A G T HE S IM U L AT IO N Crises can strike immediately and without warning and those who carry responsibilities have to make the right decisions, quickly. Our Simulation Game trains your crisis management skills by playing out a crisis. You’ll be invited to form a crisis committee with the other participants and asked to analyze the crisis, determine a clear strategy and implement the right actions. Marcus Ewald, Torsten Rössing / Managing Partners / Ewald & Rössing Marcus Ewald and Torsten Rössing focus on crisis communication, stakeholder argumentation strategies, organizational crisis prevention, political communication and litigation PR. Besides their job as media skill trainers for CEOs, they are both lecturer at different international universities.
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LO C AT ION Quadriga Forum Berlin Werderscher Markt 15, 10117 Berlin www.quadriga-forum.de/en
CONTACT For further information do not hesitate to contact us! Conference Coordinator: Laura Kohlstetter laura.kohlstetter@quadriga.eu
FEE Benefit from our reduced early bird fees: - 1090 EUR*, until August 5th, - 1290 EUR* from August 6th, - 790 EUR* for Day 1 only Members of the European Association of Communication Directors (EACD) as well as subscribers of Communication Director magazine can register for a reduced fee of 990 EUR*. *Prices do not include VAT. Find detailed terms and conditions at: www.conferences.quadriga.eu/terms
REGISTRATION Find our online registration form as well as a faxback PDF here: www.conferences.quadriga.eu/crisis/register
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