Analysis of "This is PR..." (part 30)

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Crisis and Credibility

An Analysis by:

Charles Lamson

Crisis PR: Media Headquarters in Emergencies

Your operation must contain two specific areas that serve as a central clearing for reporters and company PR personnel in a serious emergency. These areas should be equipped with several telephones and with one place for people to sit and write ("This is PR: The Realities of Public Relations - 9th ed.;" by Doug Newsom, Judy VanSlyke Turk and Dean Kruckeberg).

If the emergency is centered in the area of one of the headquarters, the alternate location should be used. Company employees should be informed of this fact so they are able to attract reporters to the area from which news will be forthcoming (Newsom, Turk, Kruckeberg).

At least two secretaries should be made available to the staff member handling public relations if the emergency takes place during working hours since there will be times when this individual will be away from news headquarters (Newsom, Turk, Kruckeberg).

If no news headquarters needs to be established all calls from the newsmedia should be diverted to one or two designated lines. While the PR person is out assessing the situation, names and phone numbers of callers should be taken (Newsom, Turk, Kruckeberg).


Handling PR in an Emergency

1. Need for establishing the new headquarters will be determined by the PR person.
2. The person handling public relations will maintain contact with reporters, making sure they stay in approved locations while on plant property and provide as quickly as possible all information determined to be in the company's best interest.
3. The person handling public relations will check with a designated representative of management on the text of announcements and help formalize answers to questions.
4. The person handling public relations will be responsible for guiding reporters into the disaster area, if company management will permit such a visit.
5. The fundamental responsibility for which facts are to be given to the press and ultimately to the public must remain with top management. It is the responsibility of the person handling public relations to cooperate with the approval of top management.
6. Maintain close contact with member of media. More often than not they will be able to tell you things you do not already know. This is a great way to stem the flow of false information.
7. Keep a log of all facts given out with times they were released. This avoids duplication and conflicting reports if new developments should change facts.
8. Do not release the name of victims until you know for a fact that the families involved have been notified. Tell the reporters that the name of the victim will be made available as soon as the next of kin has been told of the mishaps.
9. When it is necessary to admit a fact already known to the press, be sure confirmation is limited only to definite information that will not change. If firefighters carry a victim from the plant in a bodybag and the reporter sees it, say only that one body has been recovered. DO NOT SAY that you "don't know how many are dead." Never speculate as to the cause of accident, amount of damage, responsibility, possible downtime delays in shipments, layoffs and so on.

In other words, say no more to confirm what is already known and yet give the reporters the impression the company will give all the assistance it possibly can. As facts that will not be harmful become known, clear them and give them to news media people (Newsom, Turk, Kruckeberg).

Questions to Look for in Emergencies

What Reporters Can Get from Other Sources if Forced To

1. Number of deaths.
2. Number of injuries.
3. Damage. (Fire chief will give estimate in dollars; give yours in general terms of what was destroyed as soon as known).
4. What burned and/or collapsed.
5. Time.
6. Location within plant (paint locker, press room, etc.).
7. Names of dead and injured, following notification of relatives.
8. Their addresses, ages and how long with company as well as occupation.

Facts Desired But Not Necessarily Desirable To Give

1. Speculation about anything.
2. Any delays in delivery and such.
3. How caused (Let city officials release this - chances are story will die before report is completed).
4. Specific damage estimate as well as what was destroyed (This information may be extremely valuable to competitors).

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