Crisis Management Manual

• All information has been removed/copied from the flipcharts

• All papers have been collected within the room and either shredded or held
securely

• The CCC has been returned to the same state (or better) it was in before the CMT
was invoked.

Part 4 Crisis Management Plan 100

Appendix E

Crisis Debrief
Checklist

Part 4 Crisis Management Plan 101

POST-INCIDENT REVIEW FORM

Location Date Time

Name GCMT Role / function

Leader

Corporate Services & Security

Corporate Affairs &

Communication

Finance

Aluminum SBU

Phosphate SBU

MGBM SBU

Human Capital

Corporate Strategy and
Development

Legal

1. Meeting Attendees Coordinator

Facilitator

Crisis Date & time
reference # crisis
identified
Crisis
location Date & time
crisis
Description of the crisis: resolved

Part 4 Crisis Management Plan 102

POST-INCIDENT REVIEW SELF-ASSESSMENT 103

1. Did we resolve the crisis?

2. How did others perceive we
managed the crisis?

3. What issues arose during the
crisis management?

4. What did we learn from
managing the crisis?

5. What could we do better in
managing future crises?

6. Did we identify all our
stakeholders?

7. Did we communicate
effectively with all our
stakeholders?

8. Did we have all the
information we required

9. Was the information up-
to-date?

10. If other information was
required, could it be obtained
easily?

11. Did we have all the equipment
we needed?

12. Was the equipment reliable/
did it work?

13. How did individuals manage
the crisis?

14. Is there any specific training
required or that individuals
would benefit from to be more
effective in a crisis situation?

15. Was the crisis management
process (RACER) followed?

16. Did it work effectively?

17. Was the First Response
Protocol (FRP) followed?

Part 4 Crisis Management Plan

18. Did the FRP work
effectively?

19. Was the incident escalated as it
should have been?

20. Were the right people notified
of the incident at the correct
time?

Action Delegated to Expected
Completion
Time/Date

1. Actions 1. Venue:
arising 2.
3.
2. Next Meeting 4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

Time/Date:

Part 4 Crisis Management Plan 104

Appendix F
Pandemic
Emergency
Management Plan

Pa n d emic
Emergency Managem

Part 4 Crisis Management Plan 105

Part 5

Crisis
Communication Plan

Table of Contents 105
107
PART 5
1. Introduction 107
107
1.1. Purpose 108
1.2. Applicability 110
1.3. Overview
1.4. High Level Objectives 111

2. Crisis Communication Governance 111
112
2.1. Overall Structure 113
2.2. CCT Roles and Responsibilities 115
2.2.1. Crisis Communication Team Leader – Duty Card 117
2.2.2. Crisis Team Coordinator – Duty Card 119
2.2.3. Crisis Media Manager – Duty Card 120
2.2.4. Crisis Digital Manager – Duty Card 121
2.3. Crisis Communication Center 122
2.4. Internal Communications Principles 122
2.5. External Communications Principles 123
2.5.1. Media Spokesperson 123
2.5.2. External Communication Guidelines 124
2.5.3. External Stakeholders Considerations 125
2.5.4. Crisis Communication Escalation Flow 125
2.6. Stakeholder Analysis 126
2.6.1. Overview
2.6.2. Assigned Communication Channels for Stakeholders 128
153
3. Crisis Communication Tools & Templates
4. Plan Maintenance & Exercising 153
153
4.1. Plan Maintenance
4.2. Plan Exercising 106

Part 5 Crisis Communication Plan

1. Introduction

1.1. Purpose

If a crisis or issue does arise and becomes the subject of media/stakeholder attention,
the delivery of timely and effective communications through the Corporate
Communication Department (CCD) will be critical to safeguard Ma’aden’s corporate
reputation.

This Plan sets out the approach to communicating internally and with external
stakeholders in the event of a crisis or serious issue relating to Ma’aden. It provides a
step-by-step guide to procedures that should be followed by the designated crisis
communications team. This document also provides tools and templates to help guide
the company’s communications response.

The document also provides several scenarios that could potentially impact
Ma’aden’s business and offers recommendations for appropriate
communications responses that should be employed to mitigate the impact of the
crisis/issue.

• It is important to remember that each crisis is different and required its own unique
response. This document should therefore be viewed as a set of guidelines and
toolkit from which elements can be used as dictated by the situation.

This Plan should be continually updated by CCD in tandem with MA’ADEN’s Group
Crisis Management Plan to ensure that communications during a crisis work as
efficiently as possible in support of the response effort.

1.2. Applicability

This document should be read in conjunction with MA’ADEN’s Group Crisis
Management Plan which provides overall guidance on the management of a crisis
within MA’ADEN.

This document is applicable and put to effect as required upon the declaration of a
crisis in MA’ADEN. The crisis declaration processes are initiated from the Group Crisis
Management Plan.

This document has been specifically developed for the team that will be directly responsible for managing the communications
around a potential crisis and/or issue situation. As such, given the sensitive nature of its contents, its distribution should be
restricted; however, all relevant Ma’aden staff should be notified of the procedures they need to follow in the event of a
crisis/issue.

Part 5 Crisis Communication Plan 107

1.3. Overview

The approach to managing a crisis/issue should be based on three core principles:
speed, consistency and coordination. This Plan shall adapt to inherent characteristics
of a crisis such as:

• Unexpected, immediate threat or damage – whether actual or perceived

• High level of interest or concern from external stakeholders (e.g. the
Government, the media, regulators, etc.) that need to be addressed in a timely
fashion in order to maintain or restore trust in MA’ADEN

• Surprise: The event can be one that has not been foreseen in crisis planning or
even those that have been prepared for can occur suddenly and at times which
may make response more difficult such as holidays, weekends or at night.

• Worsening situation: The initial problem can escalate and seem to speed up often
creating knock on effects and additional problems. Matters which weren’t a
problem while the operation was running smoothly can suddenly add to the
difficulties.

• Loss of control: Circumstances can begin to feel overwhelming and out of control.

• Insufficient / confusing information: It’s hard to get the information that you need
and that which does come through can be contradictory and changing from one
minute to the next.

• Increased scrutiny: The company’s actions come under increased scrutiny from
stakeholders including the media, government, regulatory bodies etc. and their
need for information compounds the pressure on decision makers and
resources.

• Reluctance to communicate: It is a natural reaction under crisis pressures to want
to withdraw from external communication and public view. Experience has proven
that in most cases this is the most damaging reaction. ‘No comment’ is read as
‘they have something to hide’ and rumor will fill the vacuum left by a lack of accurate
information.

• Short term focus: It is easy to lose sight of the big picture and create long term
ramifications while dealing with an all-consuming immediate situation.

Part 5 Crisis Communication Plan 108

MA’ADEN may experience a number of incidents that might escalate into a crisis
that can lead to a loss of trust or negatively impact its reputation. Possible
scenarios include but are not limited to:

Operational Crises

Natural disasters, pandemics or industrial emergencies

• That lead to death, critical injury or otherwise threaten the health and safety of
employees or communities close to Ma’aden operations

• That lead to operational/property damage
• That lead to environmental damage
Medical emergencies

• For Ma’aden employees, affiliate/partner employees or community residents
in remote areas where high-quality medical care is either far away or lacking

Political and/or security risks

• That compromise the safety of Ma’aden employees or those affiliated, for example
kidnapping, extortion, bomb threats, sabotage, political or civil unrest, disgruntled
employees, illegal detention by authorities, insurgent activity and civil disturbances

Non-operational

Corporate/business-related emergencies

• Such as litigation, white collar crime, leaks of classified information, market
issues and other issues that may have a material impact on the company

Legal emergencies

• Such as the involvement of Ma’aden employees or affiliate/partner
employees in illegal activities

• Such as missing person incidents related to criminal or non-criminal
circumstances

Workplace issues
• Such as violence, misconduct or allegations of inappropriate or unethical behavior

Part 5 Crisis Communication Plan 109

• Employee protests or strikes due to dissatisfaction

1.4. High Level Objectives

The high-level objectives of effective crisis communication arrangements at
MA’ADEN are as follows:

• Maintain the credibility and reputation of the MA’ADEN entities and
leadership

• Maintain confidence in MA’ADEN’s commitment to operational excellence, and
dedication to health & safety, security, people and planet

• Maintain trust amongst key stakeholders through timely, strategic and
transparent communications

• Maintain commitment to operational transparency.
These objectives shall be kept in mind when executing this plan.

Part 5 Crisis Communication Plan 111

2. Crisis Communication Governance

2.1. Overall Structure

The diagram below summarizes the structure for crisis communication at MA’ADEN:

Ma’aden Senior Leadership and Spokespeople

• Board of Directors
• CEO (primary crisis spokesperson)
• CFO

• CEO (Group Crisis • GCMT Leader • Crisis Team Leader
Committee Chairman)
• Coordinator (corp. • Crisis Team Coordinator
• ICT Services and Security)
• Crisis Media Manager
• Finance • Facilitator
• Crisis Digital Manager
• Human Capital • Phosphate SBU Leader
+ Communication Agency
• Shared Services • Aluminum SBU Leader Counterparts

• CSR and Sustainability • Gold and Base Metals Gathers information from
SBU Leader CMC and CCMT to inform
• Corporate Services and communication planning.
Security • Eng. Project and Advises senior leadership and
Procurement Leader spokespeople and executes
• Corporate Affairs communication plan in
• Industrial Security and alignment with CCMT
• Corporate Strategy EHS Leader
Exploration
• Corporate Affairs Leader
• Legal
• CSR and Sustainability
• Insurance/ERM Leader

• Corporate • Crisis Communication
Communications Team Leader

• Admin Services • Finance Leader

• Phosphate SBU CCMT leader responsible for
informing CCT and CMC of
• Aluminum SBU any developing situation to
inform strategic direction and
• Gold and Base communication planning.
Metals SBU

• Internal Audit

• Industrial Security
and EHS

Crisis Communication Structure

• The responsibility for crisis communication shall be assigned to a team of
specialists from the Crisis Communication Department (CCD) in coordination
with the Crisis Communication Team (CCT). The CCD crisis team shall be
composed of experienced employees from the Corporate Communication
Department.

Part 5 Crisis Communication Plan 111

• The CCD shall be utilized to ensure that the CCT is well-informed of the situation at
hand including any undergoing recovery efforts.

• The Crisis Management Committee consists of key individuals across the
organization who shall provide the required information needed for effective
crisis communication in addition to Senior Director of CCD.

2.2. CCT Roles and Responsibilities

The Crisis Communication Team (CCT) – based in MA’ADEN’s Corporate Office in
Riyadh - will support the Group Core Crisis Management Team (CCMT) by handling
the company’s communications response in a crisis. The team can be expanded
with subject matter experts to include specific areas of expertise where required.

The CCT will ideally comprise a minimum of four members as follows:

• Crisis Team Leader

• Crisis Team Coordinator

• Crisis Media Manager

• Crisis Digital Manager

In a crisis, the CCT will be led by the designated CCT Leader, who will report to the
Communications Representative on the CCMT and coordinate with any external
parties that support MA’ADEN with crisis communication.

Each member of the CCT will be assigned a deputy who will stand in for them
in their absence, or when they are unable to perform their own responsibilities
because they are occupying the role of CCMT
Communications representative, generally each member of the CCT should have
training in and awareness of the other roles on the team.

The overall role of the CCT is to:

• Provide strategic guidance to MA’ADEN leadership and the CCMT on the
reputational aspects of the crisis

• Develop and implement the communications strategy for internal and external
stakeholders

• Develop all communications materials as required for external and internal use

Part 5 Crisis Communication Plan 112

• Manage and implement all media relations activity (e.g. media monitoring,
organizing media interviews and press conferences, coaching MA’ADEN
spokespeople)

Refer to Form A.1 for the contact information for members of the CCT and their deputies.

The pages that follow provide detailed duty cards for members of the CCT:

2.2.1. Crisis Communication Team Leader – Duty Card

CCT
REPORTS TO: COMMUNICATION REPRESENTATIVE ON THE CCMT

Your Role

The Crisis Communication Team (CCT) Leader activates the Crisis Communication Team,
overseeing the development of the crisis communication strategy and ensures that all activity within
the CCT is carried out effectively. They act the key liaison point between the CCT and the Corporate
Communications Representative on the CCMT and approve all materials for release.
The CCT Leader also manages and coordinates communications with all internal and
external stakeholders in a crisis and provides counsel to MA’ADEN’s President & CEO. For
those stakeholders that the CCT does not have responsibility for directly communicating with
in a crisis, the CCT Leader will help ensure the MA’ADEN’s stakeholder owner undertakes the
tasks required.
The CCT Leader also act as a spokesperson coach for all broadcast interviews, prioritizing interview
requests, ensuring the spokesperson is prepared for each interview and supports the Crisis Media
Manager with being the initial interface with the interviewer / crews.

Your Responsibilities

Immediate Actions (upon notification of an Incident)

• With the CCMT Communications Representative, determine which CCT members are required

to respond

• Draft and send a memo to all Ma’aden employees with directive to forward all
• external stakeholder inquires to the CCT
• Obtain from the CCMT Communications Representative the location of the Crisis Command

Center (CCC)

• Mobilize the required CCT members to the Crisis Command Center and brief on arrival

[Utilize Form A.2 – CCT Initial Meeting Agenda]
[Utilize Form A.3 – Situation Report from CCMT to CCT]

• Check all team members are clear of their respective roles and responsibilities and have a

printed copy of their duty cards in front of them

Part 5 Crisis Communication Plan 113

• Decide top tier messaging with the Crisis Team Coordinator and the Crisis Media Manager

[Utilize Form B – Key Message Guidance]

• Instruct the Crisis Media Manager to follow the templates below as necessary:
• Initial Verbal Holding Statement template

[Utilize Form C – Initial Verbal Holding Statement Template]

• Ongoing Press Release

[Utilize Form D – Ongoing Press Release Statement]

• Initial Employee Email template

[Utilize Form E – Initial Employee Email Template]

• Switchboard Response

[Utilize Form F – Scripts for Switchboard Operators and Receptionists]

• Approve the initial verbal holding statement, employee email and switchboard response,

and then get it approved by relevant CCMT members (CMT Chair, Communication
Representative, Legal Representative)

• Direct Crisis Media Manager to prepare all spokesperson briefing materials, including key

messages
[Utilize Forms B – Key Message Guidance and Form G Spokesperson]

During a Crisis (on-going responsibilities)

• Provide ongoing updates to the CCMT Communications Representative on the communication

efforts, providing feedback on stakeholder sentiment, media queries etc.

• Update and seek approval on media statements
• Ensure the approved version of the statements are distributed to the CCMT, key external

stakeholders (approved by CCMT) and Media (approved by CCMT)

• Regularly liaise with the Crisis Media Manager and the Crisis Digital Manager to get updates

on the level of media interest (sources, nature of calls, emerging themes, FAQs etc.) and
prioritize interview requests – feed this information up to the CCMT

• Consider need for interviews or press conference

[Refer to Form H – Media Broadcast Spokesperson Guidelines and Form I Press
Conference Checklist]

• Work with Corporate Communications Representative to facilitate access to approved

spokespeople who are required to establish contact with external stakeholders

• Ensure the messaging used when communicating with stakeholders is consistent and draft

any written documentation (e.g. letters, emails) that may be required

• Revise and update the stakeholder management plan, liaising with Electronic and Media

Relations in case there are any additional stakeholders commenting in the media

• Regularly liaise with the Corporate Communications Representative to understand whether

senior management are being contacted by stakeholders directly

Part 5 Crisis Communication Plan 114

Post-Crisis Responsibilities

• Review media coverage and assess how well MA’ADEN’s did in getting its messages

across and any lessons to be learned; attend post crisis de-briefing session
[Refer to Form O – Post-Crisis Debrief Form]

2.2.2. Crisis Team Coordinator – Duty Card

CRISIS TEAM COORDINATOR
REPORTS TO: CCT LEADER

Your Role

The Crisis Team Coordinator manages the coordination of crisis communications between the CCT
and various other MA’ADEN teams, including affiliate, subsidiary and partner teams. The Crisis
Team Coordinator manages all activity in the Crisis Room and develops media communications
strategies and key messages in English and Arabic for crisis situations (with support from the CCT
Leader).

The Crisis Team Coordinator is responsible for developing the overall messages of the crisis in
Arabic and English (with support from the CCT Leader) and responsible for drafting all media
statements, Q&As and other communication materials as requested. The Crisis Team Coordinator
ensures that an incident log is kept, showing the date and time of key events of concern to the
crisis team.

Your Responsibilities

Immediate Actions (upon notification of an Incident)

• Take a comprehensive brief from the CCT Leader regarding the incident
• Develop key messages on the incident, with support from the CCT Team Leader

[Refer to Form B – Key Message Guidance]

• Finalize the following in English as instructed by the CCT Leader:
• Initial Verbal Holding Statement template

[Utilize Form C – Initial Verbal Holding Statement Template]

• Ongoing Press Release

[Utilize Form D – Ongoing Press Release Statement Template]

• Initial Employee Email template

[Utilize Form E – Initial Employee Email Template]

• Switchboard Response

[Utilize Form F – Scripts for Switchboard operators and Receptionists]

• Other communications materials as directed by the CCT Leader
• Get approval on the above in English by the CCT Leader, who will obtain approval from the

CCMT Communications Representative and other relevant CCMT members

• Once the English communications materials are approved, translate all into Arabic for issue

alongside the approved English statements

Part 5 Crisis Communication Plan 115

• Liaise with switchboard operators to ensure they are aware of the situation and where

calls should be directed to

• When it is agreed by the CCMT that the press release will be issued, ask the Crisis Media

Manager to send the release to identified media outlets and ask the Crisis Digital Manager to
upload the approved information on the MA’ADEN website
(All written material to be issued externally needs to be approved by the CCT Leader and
key members of the CCMT i.e. Communication Representative, Legal Representative and
the Strategic Response Team)

• Once approved, ask the Crisis Digital Manager to upload employee email to the intranet

site and send the final version to HR to email to all employees

• At the direction of the CCT Leader, prepare all spokesperson briefing materials, including

key messages
[Utilize Form B – Key Message Guidance and Form G Spokesperson Briefing Template]

During a Crisis (on-going responsibilities)

• Continue to obtain regular briefings from the CCT Leader as the crisis develops
• At the direction of the CCT Leader, continue to prepare updated media statements, ensure

that all facts to be issued and get approval from the CCT Leader
[Utilize Form D – Ongoing Press Release Statement Template]

• Review and update Q&As and get approval of materials by the CCT Leader
• Distribute the final approved copies of the media statements/Q&As to CCT members,

CMT and HR (and other internal stakeholders as advised by the CCT Leader)

• Ask the Crisis Media Manager to send approved media statement to agreed news outlets
• Keep an up-to-date file of all media statements issued
• Provide support to Communications Representative and HR in drafting other written

communications (e.g. status reports for shareholders and internal emails) as required

• Support Crisis Media Manager with management of inbound media requests as

necessary

• Prepare interview briefing packs for spokespeople ahead of interviews and aid Crisis Media

Manager in preparing spokesperson for interviews

Post-Crisis Responsibilities

• Review media coverage and assess how well MA’ADEN’s did in getting its messages across

and any lessons to be learned; attend post crisis de-briefing session
[Refer to Form O – Post-Crisis Debrief Form]

Part 5 Crisis Communication Plan 116

2.2.3. Crisis Media Manager – Duty Card

CRISIS MEDIA MANAGER
REPORTS TO: CCT LEADER

Your Role

The Crisis Media Manager is responsible for the execution of all media activities in the event of a
crisis. This includes distribution of approved press statements to media outlets and preparation
and execution of media engagements with spokespeople.

The Crisis Media Manager is required to respond to telephone and email enquiries from the
media, giving out approved information where possible, and noting requests for broadcast media
interviews; ensuring messaging is consistent and that emerging media themes are identified and
communicated to the CCT Leader and the Crisis Team Coordinator. The Crisis Media Manager
is responsible for monitoring the output of all major news sources and online forums to ensure
the CCT Leader (and therefore the CCMT) and the Crisis Team Coordinator is fully briefed on
emerging themes and issues to allow for appropriate MA’ADEN responses. The Crisis Media
Manager is also responsible for briefing and liaising with media monitoring agencies.

Your Responsibilities

Immediate Actions (upon notification of an Incident)

• Take a comprehensive brief from the CCT Leader regarding the incident
• Ensure access to written holding statement or latest press release from CCT
• Review and update MA’ADEN master media list in preparation for distribution of press

materials

• Agree on scope of media monitoring required with CCT Leader and brief print and broadcast

monitoring agencies to the developing situation [Refer to Form J – Media Monitoring Contact
Information]

• Respond to calls following the Media Response call flow diagram during all calls with media

[Refer to Form L – Media Response Call Flow Diagram]

• Ensure log sheets are available and are filled appropriately

[Refer to Form M – Media Inquiry Log]

• Ensure relevant fast facts are available for use

[Refer to Form A.4 – Ma’aden Fast Facts]

• Establish system for regularly checking the websites of major news providers and key online

forums

• Review monitored media coverage and advise CCT Leader and CTC on volume, tone and

content of coverage

• Take responsibility for meeting and greeting journalists and camera crews allowed into the

building. This includes organizing a secure room for interviews and not allowing journalists to
walk the rough the building unaccompanied

Part 5 Crisis Communication Plan 117

• Ahead of each interview, ensure that the spokesperson is given a full briefing on the current

situation and has practiced delivery of the current position and key messages

• Attend each interview with the spokesperson, noting any key questions and feeding back to the

CCT Leader

• After an interview, offer constructive feedback to the spokesperson on the interview and

undertake any follow up with the journalists (e.g. providing background information etc.)

• Keep track of all interview requests and all interviews undertaken
• If required, organize press conferences with Administrative Support, ensuring that an

appropriate venue is booked, taking responsibility for alerting media to the conference,
planning all logistics and organizing for minutes to be taken

During a Crisis (on-going responsibilities)

• Continue to obtain regular briefings from the CCT Leader as the incident develops
• Issue approved press releases to media as directed by the CCT Leader
• Regularly check the websites of major news providers and key online forums Regularly check

[email protected] email account and alert CCT leader of any inbound media inquiries.
Recommend course of action to CCT Leader and send out emails when requested by the CCT
Leader

• Become central point of contact for the external media monitoring company and obtain

regular updates on media coverage of incident

• Complete media response logs after each call

[Refer to Form M – Media Inquiry Log]

• Review and analyze media coverage to identify emerging issues and factual errors – inform

CCT Leader

• Inform the CCT Leader of any major breaking news ahead of regular update sessions
• Save a file of all media coverage

Post-Crisis Responsibilities

• Prepare report of crisis coverage on traditional and social media in collaboration with Crisis

Digital Manager, complete with analysis and recommendations. Attend post crisis de-briefing
session
[Refer to Form O – Post-Crisis Debrief Form]

Part 5 Crisis Communication Plan 118

2.2.4. Crisis Digital Manager– Duty Card

CRISIS DIGITAL MANAGER
REPORTS TO: CCT LEADER

Your Role

The Crisis Digital Manager Develops digital media communications strategies, oversees the
adaptation of media and stakeholder materials for use on websites and social media platforms and
manages the use of social channels including Twitter, Facebook and other social media platforms.
The Crisis Digital Manager is responsible for relaying inquiries through social media to the CCT
Leader and the Crisis Team Coordinator and for drafting recommended responses to be approved
by the CCT Leader.

The Crisis Digital Manager oversees the monitoring and analysis of digital media traffic related to
the crisis/issue and provides regular updates to the CCT Leader about
how the conversation is evolving. The Crisis Digital Manager ensures that information relevant
to the crisis is displayed correctly on the MA’ADEN’s website and intranet.

Your Responsibilities

Immediate Actions (upon notification of an Incident)

• Take a comprehensive brief from the CCT Leader regarding the incident
• Ensure access to written holding statement or latest press release from CCT
• Ensure that creative team is on standby to develop graphics for web or social media use as

necessary

• Ensure relevant fast facts are available for use

[Refer to Form A.4 – Ma’aden Fast Facts]

• Ensure MA’ADEN website is working properly
• Upload approved employee email to the intranet site once accessible
• Liaise with the CCT Leader to agree where/if information pertaining to the incident should be

displayed on the website, and put approved information on website and/ or launch dark site if
agreed

• Liaise with CCT Leader to agree where/if information pertaining to the incident should be

displayed on the intranet, and put approved information on intranet if agreed

• Remove any inappropriate marketing or promotional material from the website as instructed

by the CCT Leader

During a Crisis (on-going responsibilities)

• Continue to obtain regular briefings from the CCT Leader as the crisis develops
• Continue to monitor social media comments, giving out approved information where possible
• Note requests for interviews and inform CCT Leader
• Make outgoing calls as instructed by the CCT Leader

Part 5 Crisis Communication Plan 119

• Provide feedback to CCT Leader on what the public and media is saying / is expressing

interest in on digital channels

• Remain available to amend the text and upload additional information to the website and intranet

as required Work with the CCT Leader to establish the timing and format of website and intranet
updates

Post-Crisis Responsibilities

• Prepare report of crisis coverage on traditional and social media in collaboration with Crisis

Media Manager, complete with analysis and recommendations. Attend post crisis de-
briefing session
[Refer to Form O – Post-Crisis Debrief Form]

2.3. Crisis Communication Center

It is necessary to establish a Crisis Communication Center to help the members of the
CCT to perform their duties during a crisis. The center is located in a secure room from
which the team can operate and interact.

The location of the center will be dependent upon the location and duration of the
incident; however, the following locations are deemed suitable for this purpose:

Crisis Communication Center - Locations

Location Remarks

Primary Location – MA’ADEN’s Corporate Office To be used if the Corporate Office is accessible
– 1st Floor Board Meeting Room - Riyadh with viable working conditions.

First Alternate Location – TBD in Riyadh To be used if the Corporate Office building is
inaccessible, while viable working conditions are
possible in Riyadh.

Second Alternate Location – TBD outside To be used when viable working conditions are
Riyadh not possible in the city of Riyadh as a whole.

The location should be equipped as follows:

• Hard copies of Ma’aden operational crisis management plan and multiple copies
of all related forms

• Hard copies of Ma’aden messaging documents, FAQs, organizational chart
etc.

• Conference call phone facility, in case a member of the team (or anyone

Part 5 Crisis Communication Plan 121

else) needs to be reached for urgent discussion but cannot be physically present in
the room

• Strong, working WiFi and wired internet connection

• At least one spare laptop equipped with Microsoft Office package and with access
to Ma’aden intranet

• Networked and plugged printers with one or more boxes of A4 paper

• White board and flip chart with suitable marker pens

• At least one large screen TV, with outside broadcast capabilities and internet
connection, in case of a need to video conference

• Universal extension cords in case there are not enough plug sockets and mobile
phone chargers for Apple and Android products

• Emergency contact numbers for CCT members, CCMT members, staff members,
local law enforcement and other relevant government agencies, and third-party
service providers as appropriate

• Map of the city of Riyadh and a map of KSA

• Office Stationery and a clock for time-keeping

• Coffee and water

2.4. Internal Communications Principles

During a crisis, it is important to communicate actively and consistently with
employees to demonstrate authenticity and leadership. A transparent approach to
internal communication is essential to minimize upset and reduce fear/rumor
mongering. Use pre-developed templates for all channels to enable quick, easy
development and distribution.

A variety of communications channels should be leveraged in order to reach people
in the office, on sites, on leave, or while traveling. Examples of available
communication channels include but are not limited to:

Broadcast email

• Mobile Phones

• Broadcast voicemail

• Intranet portal

Part 5 Crisis Communication Plan 121

• SMS

• Call Trees

• Digital signboards

The format of crisis communications should be such that it can be developed and
distributed quickly and easily. Additionally, it should be distinctive in look and feel
from that of a non-crisis communication (e.g., has a distinctive title, formatted with
red font, etc.). Templates should be developed in advance of a crisis and be easily
accessible to the CCT. Messages should contain:

• Overview: What happened, when did it happen, where did it happen, and who
did it happen to. Communications can also include the “why” if known.

• Actions Taken: Describe what is being done to respond to the situation, (i.e.,
office closure/evacuation, initiation of call trees, etc.).

• Next Steps: Communicate what people need to do or what people should not do as
the case may be.

• Timeframe for Next Communication: Announce the timeframe for the next
update. Updates should be provided frequently and regularly.

2.5. External Communications Principles

2.5.1. Media Spokesperson

The President/CEO is the approved Ma’aden spokesperson for dealing with the
media. The president can designate VPs as additional approved spokespeople
based on the situation; as such these will be the only authorized person to speak to
the media. Appropriate coaching should be provided to the spokesperson to deal with
the media and ensure that the reputation of Ma’aden remains intact. Low-level
crisis/issue situations can be responded to by the Ma’aden CTL, simply referred to
as ‘spokesperson’, after approval from CEO and operational crisis management
team.

To ensure effective external communication the following shall be
maintained:

• Media lists with contact information

Part 5 Crisis Communication Plan 122

• Statements that can be quickly customized to the actual event – either as quotes
for reporters, news releases or, if necessary, advertising

2.5.2. External Communication Guidelines

The first hour after a crisis occurs is critical. In crisis situations that fall under Category
2 (emergency) and Category 3 (crisis), Ma’aden should endeavor to issue an interim
statement as soon as possible to take control of the story and then continue to
communicate actively and transparently at regular intervals as the situation develops.

Guidelines for communicating with external stakeholders can be segmented into three
categories:

Content

• Verify all statements and information before distribution

• Use a level of information and language appropriate to the stakeholder group

• Use the most appropriate format/design for communicating the message

Channel

• Leverage owned and paid channels: publish statements on the Ma’aden website
and social media channels in a timely manner and pay for advertising when
appropriate

• Use the most appropriate channel for communicating the message to the
stakeholder group

Consistency

• Use controlled and consistent messages across all platforms and toward all
stakeholder groups

• Repeat information where necessary, to maintain a clear narrative and help
stakeholders understand

2.5.3. External Stakeholders Considerations

External stakeholders should be advised that once information is available, they will
be informed accordingly. They should be advised to check the MA’ADEN official
website and listen to local media reports for regular

Part 5 Crisis Communication Plan 123

updates on the situation. The following principles should apply when dealing with
external stakeholders:

• Information is verified before distribution
• Stakeholder is matched to the right communication channel
• Use of the most appropriate means of communication
• Timeliness in communicating
• Level of information appropriate to stakeholder
• Clear information transfer between parties
• Controlled and consistent messages

• Consistent communication message with different stakeholder groups
• Consistency among messages over time

Refer to Crisis Management Kit – Form N to document the Stakeholder Contact Information

2. Is it serious? 2.5.4. Crisis Communication Escalation Flow Step 5
Yes
3. Does it require Execute crisis
a public rebuttal? communication plan

No Communicate
regularly and
Step 1 Continue to transparently to all
monitor until stakeholders
In all situation is
situations completely Evolve plan as
resolved necessary in
Gather alignment with CEO
details about 4a. Did the first statement Yes
situations de-escalate the situation? Mitigate potential
issues and track
Alert 4b. Is the situation public sentiment
management escalating further?
team

Initiate Arrange and execute Present and secure approval
live media strategic media on stakeholder specific crisis
monitoring interview for CEO communication plan from
immediately to control CEO and operational crisis
the story team lead

Part 5 Crisis Communication Plan 124

2.6. Stakeholder Analysis

2.6.1. Overview

COMMERCIAL FINANCIAL UTILITIES EMERGENCY
SERVICES
• Customers • Banks • Saudi Electricity • Police and Civil
• JV Partners • Insurance Brokers Company
• Investors • Assessors Defense
• Industry • Shareholders • National Water • Medical
• Market Analysts Company • Armed Forces
Associations • Coast Guard
• Saudi Arabian • Saudi Air
Railway
Ambulance
• Saudi Arabian
Airlines REGULATORS

STAKEHOLDER GROUPS ACTIONS • High Commission
for Industrial
MEDIA • Identify all key stakeholders Security (HCIS)
• Decide how to communicate
• Local Media • Deputy Ministry
• Regional Media with them of Mineral
• International • Assign responsibility for Resources

Media communicating with them • Royal
• Financial Media • Make contact in a timely manner Commission for
• Trade Media Jubail & Yanbu
• Television
• Radio • Capital Market
• Print Authority
• Online
• Social Media INTERNAL

GOVERNMENT SUPPORT PARTIES INTERESTED • Employees
PARTIES • Executives
• Ministries • Contractors • Board
• Embassies • Suppliers • Neighboring • Relatives
• Governmental • Lawyers Communities
• Local
Agencies • Neighboring
Municipalities Facilities
• Neighboring
Governments (e.g. • Non-Governmental
Bahrain, Jordan) Organizations
(NGOs)

Part 5 Crisis Communication Plan 125

2.6.2. Assigned Communication Channels for Stakeholders

Stakeholder/Stakeholder Group MA’ADEN Communication Channel
Governmental
Ministries Government Relations
Neighboring Governments (e.g. Bahrain, Jordan) Corporate Communication

Commercial Marketing Teams at SBUs
Customers SBU Leaders and MA’ADEN President
JV Partners Investor Relations
Investors Marketing Teams at SBUs
Industry Associations
Financial VP of Finance and Treasury
Banks VP of Finance and Insurance
Insurance Brokers VP of Finance
Assessors Investor Relations
Shareholders Investor Relations
Market Analysts
Utilities Facilities & Administration
Saudi Electricity Company Facilities & Administration
National Water Company Facilities & Administration
Saudi Arabian Railway Facilities & Administration
Saudi Arabian Airlines Corporate Communication
Royal Commission for Jubail & Yanbu Investor Relations
Capital Market Authority
Media (national, regional and international) Corporate Communication
Local Media Corporate Communication
Regional Media Corporate Communication
International Media

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Financial Media Investor Relations
Trade Media Investor Relations
Television Corporate Communication
Radio Corporate Communication
Print Corporate Communication
Online Corporate Communication
Social Media Corporate Communication
Interested Parties
Neighboring Communities Community Liaison Officers
Neighboring Facilities Community Liaison Officers
Non-Governmental Organizations (NGOs) Corporate Corporate
Internal Parties
Employees Corporate Communication
Executives Corporate Communication
Boards President & CEO
Relatives HR
Support Functions
Contractors Procurement
Suppliers Procurement
Lawyers Legal Counsel
Local Municipalities Community Liaison Officers

Part 5 Crisis Communication Plan 127

3. Crisis Communication Tools & Templates

Form Title
Crisis Communication Team (CCT) Members and Deputies – Contact
Form A.1 Information
CCT Initial Meeting Agenda
Form A.2 Status Report from CCMT to CCT
Form A.3 Ma’aden Fast Facts
Form A.4 Key Message Guidance
Form B Initial Verbal Holding Statement Template
Form C Ongoing Press Release Statement Template
Form D Initial Employee Email Template
Form E Scripts for Switchboard Operators and Receptionists
Form F Spokesperson Briefing Template
Form G Media Broadcast Spokesperson Guidelines
Form H Press Conference Checklist
Form I Media Monitoring Contact Information
Form J CCT Whiteboard Template
Form K Media Response Call Flow Diagram
Form L Media Inquiry Log
Form M Stakeholder Contact Information
Form N Post-Crisis Debrief
Form O

Part 5 Crisis Communication Plan 128

FORM A.1 – CRISIS COMMUNICATION TEAM (CCT) MEMBERS AND DEPUTIES – CONTACT
INFORMATION

CCT Primary Contact Info. Deputy Contact Info.
Members Members Name

CCT Leader Mobile: Mobile:
Landline: Email: Landline: Email:

Crisis Team Mobile: Mobile:
Landline: Email: Landline: Email:
Coordinator
Mobile: Mobile:
Crisis Media Landline: Email: Landline: Email:
Manager
Mobile: Mobile:
Crisis Digital Landline: Email: Landline: Email:
Manager

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FORM A.2 – CCT MEETING AGENDA

Initial Briefing

The first meeting should be structured as follows:

• Brief the team on the situation
• Outline the role and priorities of the team, given the specific situation
• Allocate immediate actions
• Check all team members understand their own role and others’ roles on the team
• Check to see if any team members have concerns regarding their role
• Check all team members are aware of their initial priorities and actions

Time outs

The CCT Leader shall:

• Call time outs when significant new information emerges to ensure all members are briefed
• Ensure all team members are present during time outs
• Use the opportunity to review the priorities of the team, check the status of actions, check the

nature and volume of media/stakeholder enquiries, and to find out if any team members have
any concerns or queries regarding their role

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FORM A.3 – STATUS REPORT FROM CCMT TO CCT
Please note the CCMT Corporate Communications Representative should use this template
when providing updates on the situation from the CCMT to the CCT:
Incident details

People (e.g. injuries/casualties)

Environmental Impact (e.g. pollution)

Business / Operational Impact

Stakeholders

Key Issues (communications and reputation)

Time of next update

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FORM A.4 – MA’ADEN FAST FACTS

MA’ADEN Location and Output Operational Details

Safety Environmental Policy Emergency Preparedness and
and Security Response

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FORM B – KEY MESSAGE GUIDANCE

When developing key messages use the following template (3Cs):

Key message 1 (Concern): What happened Never HOW it happened since this may amount to
speculation and may prejudice legal proceedings in the aftermath. During an incident driven crisis,
say that a full investigation is to take place to ascertain the cause of what has happened.

For example, if asked this question by the media, it is perfectly acceptable to say: “We don’t know but
an inquiry has already begun to determine the cause of the tragic accident. We will give full co-
operation to the authorities and once we have established what happened, we will take whatever
action is appropriate to ensure that, as far as possible, such an accident will never recur.”

Key message 2 (Control): What is being done to remedy the situation Describe what actions Ma’aden
is taking to remedy the situation.

Key message 3 (Commitment): How the company feels about what has happened (The
spokesperson should express regret for what has occurred without implying liability.)

The following three sentiments (3Cs) must also be at the forefront wherever possible in both the
actions and communications of the CCT. Note that communication by itself is not enough to
demonstrate care, control and commitment – Ma’aden must also undertake tangible actions in line
with these three sentiments.

1. Concern Express and demonstrate concern for those affected (injured, fatalities,
family of those affected, etc.), for the environment and regarding the
Example actions to incident/issue itself
demonstrate
concern • Set up telephone response line for friends and family

Example members who may be concerned
communications
to demonstrate • Evacuated the site/nearby community members
concern
“We regret what has happened” “We are
2. Control deeply saddened”

Example actions to Demonstrate that MA’ADEN’s is taking control over the situation at the
demonstrate control most senior level

Example • Expert team mobilized
communications • Senior manager on way to scene
to demonstrate • Working closely with the authorities
control
“Every possible action is being taken to bring the situation under
control”

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3. Commitment Demonstrate that MA’ADEN’s is committed to caring for those affected,
caring for the environment and is committed to finding out the cause of
Example actions to the issue/incident and learning any lessons
demonstrate
commitment Launched full internal investigation
Committed to cooperating with any external investigations

Example “We are committed to finding out what has happened”
communications
to demonstrate
commitment

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FORM C – INITIAL VERBAL HOLDING STATEMENT TEMPLATE

• A holding statement is wording that is strictly verbal and reactive. It is not a press release.
• A holding statement is only used verbally on a reactive basis when calls are received from media

or relatives during the early stages of a crisis (i.e. when MA’ADEN’s has limited information).

TIME:

DATE:

HOLDING STATEMENT
MA’ADEN’s is aware that [insert details – what, who, where and when] has taken place.
Every possible action is being taken to manage the situation. An emergency response team has
been mobilized and they are working closely with [insert details e.g. authorities] to manage the
situation.
Further details about the incident are not yet known, but more information will be released as
soon as it becomes available.
Please contact us at the following details: Media
enquiries:
[insert Corporate Communications/PR contact details]

Email:

Relatives/Residents enquiries: [insert HR
contact details]

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FORM D – ONGOING PRESS RELEASE STATEMENT TEMPLATE

• A proactive press release to the media to be issued only once the GCMT has decided to

proactively inform the media of the incident and MA’ADEN’s response.

• The same format can be followed for all further proactive press releases.

DATE:

MEDIA STATEMENT
MA’ADEN’s is aware that [insert details – what, who, where and when] has taken place.
CONCERN PARAGRAPH - include message (e.g. ‘MA’ADEN’s deeply regrets’) and proof point
(e.g. set up relative response line for friends and family members who may be concerned).
CONTROL PARGRAPH - include message and proof point, e.g. detail corrective action
implemented (e.g. emergency response team mobilized, site shut down as a precaution,
extinguished the fire, etc.), CEO on way to scene, etc.
QUOTE - quote by the CEO illustrating the 3Cs, e.g. “We are all devastated by this tragic
accident. We are doing everything possible to help those affected and their families.”
COMMITMENT PARAGRAPH - include message and proof point, e.g. launched full internal
investigation and committed to co-operating with any external investigations.
- ends –
Media enquiries:
insert number

Latest information can also be found at www.maaden.com.sa

Email:

Notes to editors:
<<Insert background information about MA’ADEN’s>>

Part 5 Crisis Communication Plan 136

FORM E – INITIAL EMPLOYEE EMAIL TEMPLATE

• Alerts all MA’ADEN’s employees to the fact that a serious incident has occurred
• Informs them that the Company is aware and taking action
• Statement can be read, emailed or handed to employees

Colleagues,

As some of you may be aware, I can confirm that [insert details – what, who, where and when] has
taken place.

Every possible action is being taken to manage the situation. An emergency response team has
been mobilized and they are working closely with [insert details e.g. authorities] to manage the
situation.

Further details are not yet known, but as more information becomes available, we will update
you.

In the meantime, please can I ask you to direct any telephone calls you may receive from the
media to our Media Response Team on [insert hotline numbers] and any phone calls you may
receive from concerned relatives or friends of MA’ADEN’s employees to our Relative Response
Team on [insert hotline number]. It is important that all calls regarding the incident are directed
to these teams so that accurate information can be provided.

Please call [insert number of internal communications representatives] if you need any further
information on the situation.

Part 5 Crisis Communication Plan 137

FORM F – SCRIPTS FOR SWITCHBOARD OPERATORS AND RECEPTIONISTS

• The script below provides switchboard and reception staff with a Company response
• This script is to be read to journalists/relatives who call MA’ADEN’s main

switchboard

When responding to calls about the current incident

You have reached MA’ADEN’s office in (name of city & country).

We are aware that an incident has taken place and are currently in the process of collecting
information

If you are a journalist, please call our press office on [insert number]

If you are a relative or friend of a MA’ADEN’s employee, you can reach our HR
Department on [insert number]

Part 5 Crisis Communication Plan 138

FORM G - SPOKESPERSON BRIEFING TEMPLATE
The template below can be used for one-on-one interviews and press conferences.
Program/publication
Date, time and venue of interview

Journalist

Type of interview (live,
recorded, by phone or down-
the-line, by radio car or TV van)

Contribution required

(background only, news clip,

panel guest)

Other interviewees (if any) and
format

Date and time of airing/
publication date

JOURNALIST’S CURRENT LEVEL OF KNOWLEDGE

LIKELY LINE OF QUESTIONING

KEY MESSAGES

A helpful way to shape the initial key messages is to use the rule of the 3 C’s
i.e. express:

CONCERN – for 1. People 2. Environment 3. Property
CONTROL – over situation at the most senior level
COMMITMENT – to “put things right” through decisive action; to find out what went wrong and
minimize the chance of it happening again

Explain what is known to have happened Express
messages of sympathy to those involved Explain an
investigation is being launched
Co-operation with authorities and praise for emergency services

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LATEST KNOWN FACTS ON SITUATION

Succinct bullet-point summary of latest facts with particular emphasis on actions taken by
MA’ADEN’s. Do not speculate on cause or other matters.

LIKELY QUESTIONS & ANSWERS

For example: What happened? How
many injured? Who
is responsible?
What is your safety record?
Message to those involved?
What are you doing now?

KEY BACKGROUND INFORMATION

Succinct bullet point summary of key background information on the issue or crisis

Part 5 Crisis Communication Plan 141

FORM H - MEDIA BROADCAST SPOKESPERSON GUIDELINES

The essentials of interviewing in a crisis

• Make sure you know all the facts about the interview:
• Publication / program?
• What contribution required – background only, news clip, live, panel guest?
• Deadline / on-air time?
• Who will do the interview?
• Will it be live, recorded, by phone or down-the-line by radio car / TV van?
• Who else is being interviewed?
• If other contributors, will you be interviewed at the same time as them?

• Make sure you know the latest on the situation and what you want to say (key messages)

ahead of the interview.

• Remember this is an opportunity for you to put your point across – not a conversation. Be

clear what you want to say and don’t be question-led. Rebut a negative point, then bridge
to one of your positive key messages.

• Always be helpful – be authoritative but do not be aggressive or defensive
• Provide praise where appropriate e.g. emergency services
• Never assume the interviewer is either well-informed or ill-informed
• Do not speculate – stick to the facts
• Avoid technical jargon and ‘company speak’
• Correct any mistakes or assumptions made by the journalist
• Do not place/accept blame, accuse anyone of negligence, discuss liability or otherwise

prejudge the situation. Defer to the inquiry to follow – it will examine all possible causes

• If appropriate, acknowledge responsibility for undertaking/managing response, but do not

accept or mention liability

• Do not release the names of injured/fatalities until next-of-kin have been informed
• Never use the term ‘no comment’ – instead, bridge back to key messages. For example, ‘we

don’t know the answer to that yet, but what’s relevant right now is…’ or, ‘Our priority is…’

• If you don’t know, say so, and offer to find out later – if appropriate
• Remember there is no such thing as ‘off the record’. You are always on the record even if

the camera/tape is switched off

TV interviews

• Dress appropriately – avoid stripes, checks, bright colors

Part 5 Crisis Communication Plan 141

• If sitting down, don’t slump. Sit upright
• Keep your hands down near your lap and away from your face
• Keep your gaze aligned with the interviewer’s eyes
• Never look at the camera
• If doing TV down-the-line, you must look directly at the centre of the camera

Radio interviews

• Keep a constant distance from the microphone and sit still
• Don’t scribble or rattle jewellery. The microphone will amplify the sound
• Maintain eye contact with the interviewer to read his/her body language
• Don’t rely on your notes. You might lose your place. Learn your three key points

Print interviews

• Anything you say at any point may be quoted in any context
• Keep your focus, however lengthy the conversation

Media Do’s and Don’t

DO

• Be proactive in communicating key messages
• Establish how much a journalist knows about the situation at the beginning of the call
• Be as helpful and open as you can be
• Be sensitive and responsive to the pressure journalists are under to meet deadlines
• Correct any mistakes immediately
• If a journalist presents you with a third-party allegation or rumor, ask him/her for their source

and be careful not to dismiss or confirm it unless you are certain. Alert your team leader

• Avoid answering questions which should be posed to other parties – where possible refer the

journalist to the correct body

• Give your name to journalists when asked – do not be defensive
• Remember you are not authorized to give interviews. If asked what your role is, state that you

are a member of the press office team

• Complete the log sheet during each call
• Stop when done – when you have said what you need to say, stop talking

Part 5 Crisis Communication Plan 142

Don’t

• Speculate about any aspect of the response. Use only approved information i.e. in

statements, fast facts, on whiteboards or provided by your team leader

• Assume that a journalist has knowledge of your company or industry, avoid using jargon and

‘company speak’

• Guess if you don’t know the answer to a specific question. Put the journalist on hold and ask

the team leader or offer to call back or email the information as appropriate

• Generally, offer to call the journalist back as you are likely to be busy. Instead, ask the

journalist to call back later when you are likely to have more information on the situation

Part 5 Crisis Communication Plan 143

FORM I – PRESS CONFERENCE CHECKLIST

Take time out of the crisis to plan the conference carefully. Consider the need to involve participants
from authorities or other relevant parties.

Do not underestimate the numbers likely to attend – pick a large enough venue

If possible, ensure the venue has adequate parking for TV and radio trucks, and that the venue can
cater for journalists’ requirements (e.g. telephone, email, fax facilities)

Late morning and early afternoon are the most convenient times for the media

Ensure there is sufficient seating for all journalists attending, arranged facing the table with a
central area left clear for TV camera lighting

Have security check the venue before the conference and maintain security throughout the
conference.

Ensure the venue has two separate entrances – one for you, one for the media.

Set up media register at door to limit access to properly accredited journalists. Ask them to provide
their names, organizations and contact numbers for further follow up.

Issue a press release announcing the upcoming press conference (see template in Appendix
M.2).

Nominate a chairperson and seat no more than five people on the top table (near MA’ADEN’s
entrance/exit) – too many and it will look crowded. Display each spokesperson’s name clearly
on a tent card.

Ensure all panel members are briefed on the key messages and are prepared for difficult
questions

Ensure there is a PA system and a microphone for each speaker and, if appropriate, the crisis
communications representative managing the conference. Make sure they are easy to see from all
angles and be prepared to provide hard copies of them

Check the background for the table – this should be plain. If visuals are required (e.g. maps,
photographs, logo), have these prepared in advance.

Ensure there is also a desk and chair for a minute taker

Place a refreshment area at the back of the room for journalists

The crisis communications representative should be at the venue at least an hour before to
check facilities and to welcome journalists

Provide a signing in book so you have a record of who has attended

Journalist’s credentials should be checked before entering the venue - only allow the media in

Begin on time: the chairperson or crisis communications representative should briefly welcome the
journalists, outline the agenda (statement then 20 minutes of questions), and introduce the panel

Part 5 Crisis Communication Plan 144

The chairperson should then outline what has happened, expressing the 3Cs – this should
take approximately 10 minutes

After the chairperson has spoken, the chairperson or crisis communications
representative should announce 20 minutes for questions

Ask each journalist to announce his/her name and publication before a question

The chairperson should pass specialist and technical questions to the panel rather than attempting
to answer all questions

The chairperson should intervene to rescue panel members under pressure

Shortly before the end of the conference, the chairperson should indicate there is time left for only
two more questions

End on time: announce that the latest media releases, fast facts, visual materials, etc. are by
the media exit door

If doing individual TV and radio interviews afterwards:
Draw up a bid list in advance (international/national then local, deadline-dependent) Do the
interviews singly in a separate smaller room: keep the door closed

Press Conference Statement Template
Ladies and Gentlemen

Thank you for attending this morning’s / afternoon’s press conference. My name

is

I would like to introduce you to

who is (title).

The format for this morning’s / afternoon’s press conference will be

A brief statement by , followed by a question

period. We also have a media release available.

[ STATEMENT, FOLLOWED BY QUESTIONS AND ANSWERS]

We have time for one final question.

Thank you for your attendance,

Part 5 Crisis Communication Plan 145

FORM J – MEDIA MONITORING CONTACT INFORMATION

Company Name Services Contact Details Contract Status &
Provided Company
Relationship
Manager

Part 5 Crisis Communication Plan 146

FORM K – CCT WHITEBOARD TEMPLATE
Care & Concern Message
(for those affected, for the environment and regarding the incident/issue itself)

Control Message
(how MA’ADEN’s is taking control over the situation at the most senior level)

Commitment Message
(that MA’ADEN’s is committed to caring for those affected, caring for the environment and is
committed to finding out the cause of the issue/incident and learning any lessons)

Part 5 Crisis Communication Plan 147

FORM L - MEDIA RESPONSE CALL FLOW DIAGRAM
Once approved initial (and ongoing) holding statements or press releases are received from the CCT,
Media Responders will respond to calls according to the flow diagram below:

Hello, this is the
MA’ADEN Press Office

Please can you tell
me your name and
publication or channel?

Have you seen
our latest media
statement?

NO YES

Part 5 Crisis Communication Plan 148