| A crisis communication plan is essential for any | | | | As soon as an incident happens set up a crisis |
| organisation. How an emergency or incident such | | | | communication team, including management, legal, |
| as the Beaconsfield mine disaster is handled can | | | | HR, IR, and corporate communication specialists. |
| make or break a company. | | | | 2. Determine The Facts. |
| A crisis is any situation that threatens the | | | | Gather the facts. Double and triple check for |
| integrity or reputation of your company. It is | | | | accuracy. Do not speculate. |
| usually a disruptive event, incident or situation with | | | | 3. Prepare A Statement. |
| large consequences. | | | | The order of priority should be a statement |
| A crisis or emergency is usually sudden, acute and | | | | concerning loss of life or human casualties. Then |
| unexpected, just like the incident in Tasmania's | | | | environmental damage if appropriate, followed a |
| Beaconsfiled mine that left miner Larry Knight | | | | long way behind by property damage, pay impact |
| dead and Brant Webb and Todd Russell trapped in | | | | and financial loss if mentioned at all. |
| a cage a kilometre underground for 14 days. | | | | 4. Notify Appropriate People. |
| Because of the dramatic nature and big impact, it | | | | Emergency services, rescue teams, police, medical |
| demands the attention of the media. In the case | | | | specialists, hospitals, management. |
| of the Tasmanian incident, Beaconsfield was | | | | 5. Notify Next Of Kin. |
| thrust into the world's media spotlight. | | | | Enough said. They want to hear from those in |
| As the dramatic story unfolded the world | | | | authority not from third parties or through the |
| watched and waited. The fortunes of the | | | | media. |
| company at the centre could have been ruined by | | | | 6. Handle Media Queries. |
| adverse or negative media attention. | | | | Stick to the facts. Don't speculate. Stay on |
| Fortunately this story had a happy ending. | | | | message. Provide timely information to avoid the |
| It is crucial in an emergency to tell the whole | | | | rumour mill. |
| story, tell it fast and tell the truth. | | | | 7. Handle Media On-site. |
| A crisis can be planned for but not predicted. But | | | | Beaconsfield and the drama became a big |
| it does demand an immediate reaction and | | | | worldwide media story once it was known the |
| response. It must be accurate and not specualtion. | | | | two trapped miners were alive. The public were |
| So in terms of a crisis communication plan, what | | | | captivated with the story of how to get them |
| worked well at Beaconsfield, what could be | | | | out safely. The media descended on the tiny |
| improved and what can we learn from it? | | | | Tasmanian town on the banks of the Tamar and |
| What worked well? | | | | handling them on-site became a major challenge in |
| The two official spokespeople - Bill Shorten from | | | | terms of time, effort and resources. |
| the Australian Workers Union and the resident | | | | 8. Arrange Regular Briefings. |
| manager of the Beaconsfield Mine Joint Venture, | | | | In a case like this, the media have an insatiable |
| Matthew Gill were well briefed, credible and | | | | appetite for information. Provide regular updates |
| accessible. Simple language was used to describe | | | | so you control the message rather than the |
| a complex situation. | | | | vacuum being filled by informal and often |
| The media was regularly briefed as information | | | | inaccurate sources. |
| became available. The focus was on loss of life | | | | 9. Don't Place Blame or Speculate. |
| and human casualties. Police and other services | | | | Do not play the blame game or try to judge the |
| were involved. Financial loss was not mentioned. | | | | future. Focus on the present and now. |
| There was community support. There was | | | | 10. Evaluate and Learn. |
| humour. Specialists were included in the disaster | | | | Once the dust has settled - debrief, learn and |
| team. The message focussed on the human | | | | modify your crisis communication plan for next |
| element - the spirits of the two trapped miners, | | | | time. Document the process and plan for the |
| their families and the people of Beaconsfield. | | | | future. |
| Their eventual release was very well stage | | | | Out of adversity always comes opportunity. |
| managed for the media. | | | | Road-test your crisis plan in a hypothetical |
| What could be improved? | | | | scenario so you are prepared before an |
| It turned into a media circus. There were updates | | | | emergency. |
| when nothing was happening. Some of the | | | | A small investment now will save your reputation |
| simplifying of complex mining terms was overly | | | | later. |
| simplistic at times. | | | | Want help? We deliver customised emergency |
| So what can be learnt from the disaster and | | | | and crisis media communications training. This is an |
| dramatic rescue? | | | | investment to manage future risk. |
| 1. Pull Together Your Resources. | | | | |