08.15 Registration and coffee
09.00 Chair’s opening remarks
John Shield, Director of Communications, BBC
RESPONDING TO THE SPEED OF COMMUNICATIONS
09.15 Going off the rails: handling the media and public with all eyes on you
Every Christmas thousands of engineers are at work 24/7, repairing and replacing the tracks, points and signals whilst the railway is shut for two days. So what happens when this work over-runs? Passengers are stranded, and the media focuses on little else for days. With over 20,000 miles of tracks to maintain and modernise, and 2.5 million passengers a day, Network Rail is rarely out of the spotlight. But this took on a new meaning in December 2014 when King’s Cross and London Paddington were shut unexpectedly, leaving tens of thousands of holiday passengers stranded or suffering major delays. Barney Wyld will provide some key insights on these events from behind the scenes. He will give an objective account of what happened, and the lessons learnt in handling relentless stakeholder, public, media and government pressure.
Barney Wyld, Group Communications Director, Network Rail
09.45 Serco’s darkest hour: managing crisis as it hits you from all angles
With the loss of its Chief Executive and Chairman, its share price dropping from £6 to £1.80, a fraud investigation, and four profit warnings over the last 18 months, Serco has had its share of bad news. Imagine being in the Communications Director’s shoes and being tasked with maintaining the company’s credibility to stakeholders and the public during this time. With the help of concrete examples such as the Cornwall out-of-hours GP controversy and allegations of sexual misconduct at a women’s immigration detention centre, Charles Carr will reveal what worked and what didn’t in dealing with a storm of crises.
Charles Carr, Director Communications, UK, European Local And Regional Government, Serco
10.15 10 th year anniversary bonus session
Andrew Griffin – chief executive of leading crisis, issues and reputation specialists Regester Larkin – will reflect on the last 10 years of crisis management: the key challenges faced, overcoming them in the future and predictions for the next 10 years. He will look at crises ranging from the Deepwater Horizon incident and the disappearance of MH370 to the volcanic ash cloud and the LIBOR scandal.
Andrew Griffin, Chief Executive, Regester Larkin
10.35 Morning refreshments
GOLDEN RULES: PREPAREDNESS, LEADERS AND STAKEHOLDERS ENGAGEMENT
It’s no secret that good planning and preparation can massively help you in a crisis. Hear these twin-perspective case studies showcasing how to build a crisis management plan from scratch, and how good planning can prevent an incident from becoming a crisis.
11.05 Perspective one: from local to global: managing international crisis and stakeholders
Explore how the world’s largest cruise industry trade association has been liaising with key international stakeholders to protect the industry’s reputation, which was severely damaged after the Consta Concordia tragedy took place across 12 different markets. It will reveal how security has become a major focus of the ship industry, coordinating closely with law enforcement agencies and regulators to work diligently on crisis preparation plans.
Tomas Matesanz, Head of Communications and Public Affairs, Cruises Lines International Association Europe (CLIA)
11.20 Perspective two: checking you’ve got a good plan: missing crew overboard in the Pacific Ocean
Clipper Round the World is the world’s longest ocean race – a unique biennial event which sees amateur sailors tackling a 40,000 nautical mile series of races around the planet. With international media covering the event, it is critical to have a sound incident management plan ready for any emergency. This session will explore the importance of a good plan, with dramatic examples of putting a plan into action when a life is at stake, and having to respond to global media interview requests from three continents.
Jonathan Levy, Global Business and Communications Director, Clipper Ventures Plc
11.35 Developing the level of preparation and the awareness of your senior leaders before a crisis happens
Review and benchmark your current practices for preparing your senior leaders and:
- Set up the right expectations: ensure that your leaders understand the way to operate in a crisis, and that all key stakeholders are aware of their role
- Mobilise and influence: top tips to engage the board and senior leaders before a crisis
- Build confidence: make your board believe that your organisation has the right team, and best systems and processes in place to deal effectively with a crisis
Hari Miller, Head of Internal Communications, TSB
12.05 Lessons in crisis management to strengthen reputational resilience
Major crises such as the Germanwings tragedy, corruption allegations at FIFA and the Sony data hack are traumatic and challenging episodes in the life of an organisation. In this session, Jonathan Hemus, managing director of crisis management consultancy Insignia, will examine the biggest crises of the last twelve months, what was handled well and less well, and share the crisis management implications for other organisations.
Jonathan Hemus, Managing Director, Insignia