Role of Crisis Communications

California Industrial Hygiene Council Conference

December 5, 2006, San Diego

Role of Crisis Communications

Handling Avian Influenza and Other Handling Avian Influenza and Other Workplace Epidemic Crisis CommunicationsWorkplace Epidemic Crisis Communications

Michael FinemanMichael Fineman

Background of Founder and Agency

Michael Fineman, President

Founded Fineman PR in 1988

National reputation as a leading crisis counselor: Named One of 22 “Crunch-Time Counselors” Who

Should Be on the Speed Dial – PR WEEK

Consumer, Brand PR, tech and Latino/multi-cultural practices

International reach – Member of global IPREX

Examples: Including Workplace Crises

Odwalla: E.coli contaminationFresh Express Farms: product tamperingPackaged Salad Industry: bacteria in bagsWine Industry: charges of “wine taint”Pacifica Foundation: (KPFA-FM) shutdownAnnabele’s Candy: foreign matterKendall-Jackson: environmental issuesFoster Farms: Avian Influenza, West Nile Virus,

bio-security, health and safety issues

Foster Farms Case Study – Part 1

Avian Influenza: A Crisis of Fear

PR tracking begins in 2004 with first outbreak in AsiaHigh path H5N1 spread from Asia into Europe (2005)Possible threat of imminent pandemicAmerican poultry export sales declined overseasFoster Farms wanted to safeguard its domestic sales, since Exotic Newcastle outbreak caused previous sales decline in U.S.Decision to challenge misleading media reportsWidespread confusion, rampant misinformation

Existing Beliefs (2005)Evidence of Consumer Confusion

48%

47%

45%

0% 20% 40% 60% 80% 100%

"AI can be spread by

eating infected poultry2"

"AI has already been

found in the U.S.1"

"AI is a serious danger to

the average American3"

Foster Farms Case Study – Part 2

Consumer Survey Revealed Extent of Public Misinformation:

45% believed AI was already in the U.S. - FALSE

47% believed AI could be transmitted through poultry consumption - FALSE

48% believed Americans were in serious and imminent danger of being exposed to a deadly strain of AI - FALSE

Bottom Line: There was an urgent need to communicate andassure consumers that Foster Farms poultry is protected, as well as to describe stringent bio-security measures already in place.

Foster Farms Case Study – Part 3

Communications Goals:Correct misleading information from mediaHelp consumers understand the factsPrevent a sales declineInstill consumer confidence in Foster Farms

Key Message Points:High path H5N1 strain never existed in U.S.Not possible to get AI from eating properly cooked poultryFoster Farms products are safe to eat – have not been exposed to H5N1 AI.Foster Farms flocks heavily protected from AI risk

Foster Farms Case Study – Part 4Proactive Outreach Plan:

AI facts and background information were placed on two new company Web sitesConsumer and media relations campaign:

Ranch tours, interviews, opinion editorials, B-roll Foster Farm veterinarians participated on

industry and regulatory panels, seminars Foster Farms held consumer and employee

meetings (to enlist ambassadors of business) Developed a series of strategic “What If”

scenarios and contingency response statements General questions were referred to industry

associations and UC Davis AI disease experts

Foster Farms Case Study – Part 5

Rapid Implementation:

Articles secured in local California newspapersProgram expanded to entire West CoastOutreach went national (USA Today/CNN/LA Times)Foster Farms activated English and Spanish Q&A Web sitesNews releases were distributed announcing the availability of above informationRetailer/foodservice customer materials were produced and circulated

Foster Farms AI TV News CoverageRanch Biosecurity B-Roll Tape Veterinarian Spokesperson

KSEE-TV (NBC Fresno) April, 28, 2006Northwest Cable News April 14, 2006KXTV (ABC Sacramento) March 13, 2006KXTV (ABC Sacramento) November 23, 2005KNTV (NBC Bay Area) November 18, 2005

News Report

Sample Headlines:

Foster Farms Case Study – Part 6

Results:Program judged a success by the client, U.S. sales were unaffectedNoticeable change in media perceptionsPositive message points carried in extensive media coverage – shift from widespread alarm, to balanced coverage, to trusted brand doing the right thing.Foster Farms portrayed as Industry “Leader” for AI preparedness (USA Today: “Poultry Farm Tactics May Thwart Bird Flu”)Spike in Web site visits, decline in consumer callsRecognition that U.S. poultry industry was guarding its flocks and ensuring public welfare

Foster Farms Case Study – Part 7

Perception Changes Due to Education and Information: (A leading university conducted a study in 2006 after the

media information plan was implemented)Only 15% felt AI was in already in U.S. (45% thought so before)73% now believed AI had not been found in U.S. Only 15% were very concerned about the spread of AI in U.S. (before, 48% believed they were in serious and imminent danger)43% believed that the spread of AI among chickens or farm-raised poultry was “not likely”

Workplace Scenarios -1

Be prepared and ready to communicate: get out in front, with:

Management All-employees The media Other key stakeholders

Enlist support of independent, third-party experts

Engage the senior management team:Establish plan, keep it current, conduct practice exercises

Develop strategy, messages, priorities, options

Prepare scenarios and trigger points

Pandemic Communications Tools

Resources:

Check key national Web sites: USDA, WHO, FDA, CDC, as well as local and state health agency sites

New Jersey Department of Health/Senior Services Influenza Pandemic Plan (See the “Communications” Section)

Sample crisis planning outline and template, go to: (www.finemanpr.com)

Summary - 1Pre-Crisis Planning:

Draft a crisis plan Form an Emergency Management Team Utilize independent, third-party expertise andseek input, and partnerships, from outside source

(local/state/federal, academia) Be prepared to communicate openly and honestlyPlan to manage fears, rumors, misconceptions head onDevelop “What If” scenarios, contingency plans,

message points, positioning statements as topics arise Conduct table top exercisesPlan to be responsive to mediaTrain key spokespersons in handling media, crisis issues

Summary - 2During a Crisis…

To the extent possible… be proactive, not reactiveImplement crisis plan, and modify it for changing

conditions, new scenarios Provide management and technical spokespersons Address media needs and requests: grant interviews/access, respond to press calls, follow up Give accurate, factual answers and informationEnsure that actions track closely with public statements Ensure that messages are credible and “ring true”Show concern for consumers, the public, stakeholdersTake appropriate measure of responsibilityHave separate plan to move forward with your business

Thank You

Are There Any Questions?