NATURAL DISASTER TERORRISM

PRODUCT TAMPERING/BOYCOTT MISMANAGEMENT

FIRE BOMB THREAT

CHARGES OF WRONG DOING KIDNAPPING

POLITICAL CRISIS TRANSPORTATION DISASTERS RUMORS/WHISTLEBLOWERS

SEXUAL HARASSMENT DEATH/INJURIES

CRISIS INVOLVING NUCLEAR, CHEMICALS OR HAZARDOUS MATERIALS

TENAGA NASIONAL BERHAD (TNB) – 1996 BLACKOUT

- A comment passed on by an opposition leader in Malaysia stated that “is Malaysia going to have a super corridor utilizing the edge high-tech or a corridor of darkness?” (AsiaWeek, 16 August, 1996).

- The former chief executive officer of TNB, Tan Sri Ani Arope once mentioned to the press “people said TNB (acronym for Tenaga Nasional Berhad) stands for Total National Blackout” (Business Times, 21, August, 1996).

- The former prime minister of Malaysia, Tun Dr. Mahathir Mohamad was asked by the press on whether the government would release a white paper on the blackout, and he sarcastically answered “the colour of the paper is not important, what is important is the report and this will be released” (The Star, 22 August, 1996)

MASSIVE LANDSLIDE, BUKIT ANTARABANGSA, KUALA LUMPUR - 6 DEC 2008

- Thundering Nightmare: Four dead, 15 injured, one missing, 14 houses buried or damaged, thousands of residents evacuated. It was a tragedy waiting to happen (New Sunday Times, 7 December 2008)

- All state governments are to review hillside projects to prevent another Bukit Antarabangsa tragedy. It’s time to walk the talk (New Sunday Times, 8 December 2008)

- IF ONLY THEY HAD LISTENED….warnings…and more warnings over the years of a catastrophe waiting to happen…but they fell on deaf ears. “The government has to take responsibility by enforcing regulations and legislation”, Geotechnical Engineer Datuk Dr Ramli Mohamad (New Sunday Times, 8 December 2008)

MASSIVE LANDSLIDE, BUKIT ANTARABANGSA, KUALA LUMPUR - 6 DEC 2008

- Aftermath of the Bukit Antarabangsa Tragedy: So who takes the Rap? (New Sunday Times, 9 December 2008) (pictures of the former and the present Chief Minister of Selangor was printed and defending the state government actions on hillsides development)

- Khalid and Khir trade blows over hillside projects: The blame game has begun (New Sunday Times, 9 December 2008)

- Residents: We plan to sue. “we have very strong

evidence, but we will leave it to our legal team.. I don’t want to reveal what it is now, but we have photographs and copies of complaints made to the local authority.” Datuk N. Muneandy, Bukit Antarabangsa Action Committee Chairman (New Sunday Times, 9 December 2008)

MASSIVE LANDSLIDE, BUKIT ANTARABANGSA, KUALA LUMPUR - 6 DEC 2008

Developers and buyers responsible too, says Shabery “It is unfair to say the Government did not act. We cannot put the blame on just one authority. After all, you need two to tango, but this time there are three – the Government, developers and buyers,” he said yesterday. (Star Online, 10 December 2008)

Bukit Antarabangsa: Residents hit out at Shabery statement. Ahmad Shabery reportedly told residents not to point fingers solely at the Government as both developers and housebuyers who chose to live in highland areas were equally to be blamed and should accept responsibility for what happened. “Are you saying we should blame the mother for giving birth to the thief?” he told reporters Wednesday, adding that residents had invested millions of ringgit to purchase homes there. (Star Online, 10 December 2008)

OTHERS- Thai Turmoil: Airport under siege, general

tells government to call fresh elections (Star, 27 November 2008)

- Bangkok Stand off: Chaos as protesters force airport to close, thousands of western tourists and other travellers stranded, airport blast injures two, grenade attacks elsewhere in the city (New Straits Times, 27 November 2008)

OTHERS- Massacre in Mumbai: Rampaging gunmen

on killing spree in India’s financial capital. Attacks leave more than 100 dead, many foreigners taken hostage ( New Straits Times 28 November 2008)

- 60 Hour terror rampage: Mumbai siege ends. Malaysian credit cards found on terrorists. Malaysia woman among dead (New Straits Times 30 November 2008)

CRISISResemble the doomsdayTarnish image/reputation

Damage products, employees, financial conditionUnpredictableCreate Panic

SurpriseInsufficient Information

Caused Injury/DeathRapid Speed

Tendency To Act IrrationallyPress Everywhere

Chaos in Internal Communication

1. Wake Up Call – a Phenomenon Was Not Attended to Proactively

2. Crisis originally from the Greek krinien means DECIDE- preparation in managing and responding to crisis before, during and the aftermath

3. Sun Tzu in the Strategy of War, crisis means "wei ji", a combination of danger and opportunity.

CRISIS IS A TURNING POINT FOR A BETTER FUTURE

Heath (in Gaunt, P. & Ollenburger, J. 1995:202) defined crisis communication as an enactment of control (at least its appearance) in the face of high uncertainty in an effort to win external audiences’ confidence in ways that are ethical.

Crisis communication is the ability to communicate effectively during a difficult situation or emergency to a variety of internal and external stakeholders (Tenaga Nasional Berhad, 22 september 1997)

According to Peter V. Stanton (2002), crisis communication plan is more than a system for responding to circumstances. It is also a method for planning and thinking about situations in day-to-day operations, business and company communities, and preparing company people to understand and respond to the special demands of crisis conditions

1. Crisis communication refers to the communication actions executed as strategies with the purpose of preventing or overcoming a catastrophe

2. Crisis communication is a communication strategy engineered by persons as a catalyst to a solution in gaining the trust of publics and enhancing the credibility and reputation of an organization

Restore Image And ReputationProtect Affected Publics

Gained Trust/Loyalty From Various Publics

According to the IABC survey of over 600 communicators, one in three

companies did not have a formal crisis communication plan in 2005

(Communication World Bulletin, IABC 2006)

After experiencing a crisis with no plans in place, 46 percent of respondents said their organizations were beginning to develop crisis communication plansWhile 42 percent said their organizations were still taking no action.

54 percent said they didn’t have plans because of lack of senior management support

1. There is no crisis…..it is only problems2. Why waste money unnecessarily3. We can use public relations program if

crisis happens4. We did not get the support from top level

management5. We have risk communication6. We have media relations7. We have 2 pages of media guidelines in

our SOP8. Crisis management is sufficient

9. Crisis communication manual is difficult to prepare thus waste of time preparing one

10. Not all employees read the manual11. Crisis communication manual is too

rigid12. It takes time to manage crisis

Crisis management is designed to reduce threats and lessen damage. It identifies the situations, plans and outlines the contingency plans.

Responsible for resolving the underlying problems that create crisis situations

Determine what actions their organizations should take.

Role is to communicate with the organizations' publics about decisions and any subsequent actions that are taken in the crisis management.

Responsible in explaining its various publics' reactions to the organization

Crisis has occurred

Crisis communications gathers guidelines, procedures, policies, steps, techniques and tactics of communication to be managed strategically and delivered accordingly to the needs of the targeted publics.

Crisis communications is a guide to manage crisis systematically and provides ability to communicate to the publics truthfully and show concerns to the happenings

Uses communications as strategies (Specialized) Elements of source, message, channels, audience

(Model Laswell, 1948 – who says what through what channels to whom with what effects)

Techniques of persuasion, dyadic communication

Verbal or written exchange that attempts to communicate information regarding risk

Projection of what might occur An interactive process of exchange of

information and opinion among individuals, groups, and institutions.

It involve multiple messages that express concerns, opinions, or reactions to risk messages or to legal and institutional arrangements for risk.

TEAMPublic Relations ManagerLegal AdvisorHuman ResourceTechnical RepFinancial RepIT RepSecurity Head* Vary depending on the nature of crisis

UNDERSTAND SITUATIONWhat is the problemWhy is it a problemWhen is it become a problemWhere is it a problem Who is involvedHow to solve the problem

IDENTIFY THE AUDIENCEAffected PublicsNext of KinMediaGovernmentOppositionsEmbassyShareholders/InvestorsLocal AuthoritiesMilitary* Vary depending on the nature of crisis

SPOKESPERSONChairmanCEOPublic Relations Manager* Media Liaison Officer in Plant/branches

KEY MESSAGEHolding StatementInterim StatementPress ReleaseAnticipate Questions (interviews)

CHANNELSPress ConferencePrint MediaElectronic MediaWebsitesBlogsEmailsInterpersonal HandphonesFax etc

MULTIPLE STRATEGIESMedia RelationsEmployee RelationsNew Media TechnologiesInterpersonal CommunicationPersuasionLitigation Public Relations

LOG SHEETSIn-crisis Response LogPost Crisis Response LogExternal Stakeholder Inquiry LogExternal Stakeholder Response Log

TRAININGMock CrisisNon Emergencies

Attack the Accuser Denial Excuse Justification Ingratiation Corrective Action Full Apology

Tylenol, Johnson & Johnson – Fall,1982 Bhopal, India at Union Carbide Corporation – December

1984 Space Shuttle Challenger Explode, NASA – January 1986 Chernobyl Nuclear Accident – April 1986 Exxon Valdez – March 1989 Bosnia Genocides – 1992-1995 Pepsi-Cola’s Syringe – 1993 World Trade Center, New York – September 2001 Bali Bombing, Indonesia – October 2002 SARS, China - 2003 Tsunami, Aceh, Indonesia – December 2004 Melamine Milk Crisis, China – September 2008 Mumbai Attack, India – November 2008

Highland Towers, Selangor – December 1993 Tragedy Fokker 50, MAS – September 1995 National Blackout, TNB – August 1996 Reformasi, Malaysia - 1998 Merapoh Accident, Pahang – November 2003 Nuri Crash, RMAF – July 2007 Hindraf, Malaysia – October 2007 Tsunami, Penang/Kuala Selangor – December

2004 Highland Towers, Selangor 2008

Crisis Communication - Art (Observation, experience,

knowledge)- Confidence earned when you are

prepared- Team work- Activated- Blue Print- Reputation Management

EXPECT THE UNEXPECTED