COMMUNICATION STRATEGIES AND TACTICS FITTED FOR CRISIS SITUATIONS MANAGEMENT IN THE MINING INDUSTRY
Assoc.Prof.PhD.Eng. Gabriel Bujor Bǎbuţ, Assoc.Prof.PhD.Eng. Roland Iosif Moraru, PhD.Eng. Monica Crinela Băbuţ University of Petroşani, Petroşani, Romania,
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Abstract: When emergency situations are occurring on mine sites, decision makers are severely restricted in their ability to consider the global conditions, predict changes in the system, and access significant knowledge and opinions of experts. Very often, available information and knowledge are unstructured and widely dispersed. The manner in which the major accident occurred at S.C. „Aurul” S.A. Baia Mare, who had as consequence a severe pollution with cyanides of Tisa river, was managed, emphasized the fact that Romanian mining companies are not prepared enough and do not dispose of organizational structures and procedures allowing a proactive management of crisis situations and an efficient communication with the key stakeholders. Within this context, in order to guide the Romanian mining companies in assessing and implementing the crisis situations management, the paper gives a synthesis of the communication strategies and tactics which can be employed in this kind of occurrences. The strategies and tactics presented are reflecting the best practices and experience achieved in countries having advanced mining industry. These crisis management tips and tactics will support mining companies to manage a crisis more effectively, enhance crisis response, handle crisis communications more efficiently and respond to media for best results.
Keywords: crisis, emergency response, management, communication, mining industry 1. Features of crisis situations in mining industry A crisis situation represents a suddenly occurred undesired event or an assembly of unpredictable circumstances which can [2]: induce a significant adverse effect on a company’s ability to normally pursue it’s usual activities and operations; considerably damage the company image and reputation; represent a hazard to environment, occupational health and safety or induce losses to adjacent neighbouring or general public. Even if the crisis itself is a punctual event, very often it is confirmed that their generating elements have evolved in time. Crisis situations can be magnified by media. Indifferent of the crisis origin, the mining company will find itself in a random, chaotic
state. If such a situation raise despite all the prevention measures implemented, the mining company should direct all the available resources and energy to protect the employees safety and health, to restore any negative impact on the neighbouring communities and environment, the overall goal being to restart the normal operation in safe conditions, as soon as possible. Crisis situations do occur, in most cases, outside the normal working shifts, fact that leads to accurate information and to confusion. Often, mine companies and units are erroneously ranking their priorities, focusing the attention on technical and legal aspects of the crisis and therefore neglecting the issues related to public and other stakeholders’
perception. In such conditions, divergences can burst out at top management’s level and even internal conflicts can appear, as a direct consequence of the different opinions of staff members regarding the problem remediation and information communication [1]. Within the present worldwide context of media globalization, the general public is informed regarding any crisis situation in a very short time, ranging from minutes to hours. Even the simplest actions of a mining company will be monitored by governmental agencies, financial markets, employees, stakeholders, leaders of local communities, NGO’s and other influential groups, which develops opinions and draw first conclusions from the media reports and broadcasts on-site. If media’s focus is not diverted adequately, the company’s response capacity in emergency situations will decrease, the value of shares will diminish and a negative impact will e exerted on his reputation and image. For a mining company to be able to respond effectively, to properly solve the crisis situation with minimum losses to his assets and reputation, she must dispose of an organizational and procedural structure allowing a proactive response management and an effective communication with all the involved/interested parties. To this end, the mining company will develop and implement a master plan for management of crisis situation, plan that will be reviewed and updated continuously. This plan will define the organizational framework and structure that will guide interventions of mining company during the first hours of the crisis, with a decisive importance. Of all the aspects mentioned, the work aims to treat in detail only those targeting communication in crisis. Starting from the definition of crisis communication objectives, strategies and tactics are later presented, that can be used in situations of this type. The presentation was focused both on identifying the main difficulties faced by the team assigned to communication in crisis, and the indication of the possibility to overcome these difficulties, possibilities revealed by analysis of best
practices and experience in countries with developed mining industry. 2. Goals and strategies in crisis communication If an incident occurs, the team having the responsibility to ensure effective management of crisis situations will have to pursue three objectives [3]: to help media focus their attention on known facts and positive interventions the affected mining company; to demonstrate that mining is an organization now responsible and concerned with its commitments, regardless of their nature; maintain a high public trust and shareholders confidence in the mining company's ability to effectively manage the crisis situation. To achieve communication in crisis situations, three major strategies can be deployed to achieve the previously mentioned objectives. There can be adopted also other related strategies, but any mining company facing a crisis must implement these three key strategies to ensure the effectiveness of its communication after an incident. 2.1. Defining the mining company as an accurate, fast and reliable source of information Accidents occurred in the mining industry can be found today on the newspapers headlines by or the main television news presented as they are accompanied, in general, important material or environmental damage them, in some cases, even by human drama. The previous observation is valid whether or not the involved mining company communicate information to media. If it does not provide information, there will always be other people or organizations "benevolent" which will assume this task in its place. In the first hours after an incident has the mining company the best opportunity to transmit his message effectively. As the facts are more limited, so news will have a greater impact. In these moments, the mining company will be able to communicate in a manner very effective his message and information, becoming an important and reliable information source. Once it will be known increasingly more about the incident and will begin to systematize the investigation results, the mining company the opportunities to communicate its messages will
become increasingly rare. The first release should be released no later than one hour after the mining company was informed of the incident. This statement must prove the concern shown by mining company and facts should clearly be indicated, ascertaining a proper knowledge of the situation. 2.2. Ensuring active communication and surveillance Most commonly, the facts are made public in the form of disparate data and initial data are often contradictory. In consequence, mining company's communication strategy you had to [4]: organize regular information sessions and dissemination of messages whose contents must be updated constantly to communicate new information; monitor information appearing in the media, to quickly identify inaccuracies and information obtained from unauthorized sources; correction of errors and misleading information conveyed by other stakeholders/parties affected by the crisis situation; immediate correction of inaccurate information disseminated by even the mining company, as a result of disruption in his procedures. In the preparations made by the mining company, the person charged with coordinating communication in crisis situations, and staff of his team will have to provide services of media monitoring, including tracking the information dissemination over the Internet. These services will allow better surveillance from the mining company to broadcast information and will provide increased capacity in response to incorrect information arising from the media interest generated by the crisis situation. Mine units and companies also need to become familiar with major media Web sites in order to supervise external reactions arising from the production situation of crisis. 2.3. Defining the mining company as an open and accountable partner In a crisis, it is important that the mining company openly recognize that an incident occurred and the situation thus created can lead to despair, anger and emotional reactions from employees, their relatives or friends and the
community in the general. It is of paramount importance for the involved mining company to actively communicate and highlight the measures which it has adopted to help the categories of persons mentioned and to solve their difficult situation. The mining company’s spokesperson should always be extremely cautious and keep away from assumptions or accusations to issue aimed at other persons or organizations. Media requests for specific information or access to various facilities of the mining company should be evaluated according to how their favorable solution can contribute to better understanding by the public of the entire picture of the crisis or only meet the journalists desire to report the sensational news. Mining company spokesperson should never provide unverified information and answer questions whose formulation is the following type: Could it be that ...? Would it be possible to...? What would happen if ...? If it does not have reliable information on the crisis situation, the media can be based on evidence and assumptions to try to determine the causes that led to the incident. To this end, it will address to others, will explore mining company’s history and possibly record other mining companies located in the neighbouring area to identify culprits and causes of the incident. Also, the mining company should now be able to explain the media what it makes to secure the activities they carried out and the specific corrective measures and actions it has taken to remedy problems that occurred in the past. Spokesperson should be able to discuss about any accident or incident occurred in the past, about any problem earlier on security and safety issues that may affect the whole mining industry. 3. Communication tactics in crisis 3.1. Communication plan in crisis situation Each crisis situation is different and, therefore, the approach to the communication must be adapted to each incident. In other words, the crisis management plan of a mining company should establish the following [2, 3]: what information should be disseminated, how
often and to whom; approval processes for dissemination of information; who will address the media on behalf of the mining company; how employees will be informed about the developments in the crisis; speakers who will address key parties; where and how mining company spokesman will release information; what additional resources may require the person charged with coordinating communication. Spokesperson and its substitutes must be selected and trained properly, since the stage where the mining company is preparing to cope with any crisis. 3.2. Cooperation with media As a result of an accident or incident, a mining company may face a multitude of applications aimed at providing information by phone, fax or E-mail, making a statement or giving a press interview. In this context, it is crucial that the secretaries and any employee who is contacted by the media to focus its demands to the designated spokesman for the mining company management. In principle, a spokesman will treat all media representatives in a fair and equitable manner. Nevertheless, the mining company can not answer to all the requests arrived from the media and it should be a priority to communicate regularly with its representatives that [5]: have the largest network broadcast; are serving collectivities most affected by the incident; are serving collectivities in which the company employees live. Some journalists have sufficient expertise in terms of mining. However, for most journalists, the crisis situation is the first and perhaps their only contact with this industry. Mining companies should be aware that the media will not always serve the public accurate information regarding actions taken during the crisis situation. Consequently, the mining company must ensure that its messages are clear and require no further explanation of the formulation of media. If a mining company has activities in a region where the language spoken is different from the language which it currently uses to run their activities, it should be able to supply information sessions and produce written material in language used by
local media. In the preparatory actions that the mining company develops in the design and implementation of crisis management measures, has an important role to draw up lists containing the names and data of key speakers from the media; there should be mentioned also the main elements of dialogue with them. The mining company should also clarify in this stage the precise ways through which there will be solved certain requirements with particular character, such as the need to appeal to the services of authorized translators. 3.3. Relations with employees Employees often are the interlocutors among the most important but at the same time, the most neglected in a crisis. They are essential for the mining company because they are true and real spokespersons or ambassadors of its officials. The public, especially the population that is living near the mining company, exhibit a higher degree of confidence in the opinions expressed by employees than those provided by the media or the company spokesman. In a crisis scenario, the mining company should: explain clearly to its employees that ensuring their safety and health is an absolute priority; to communicate only facts known and to assure the employees that will provide all necessary information as soon as they become available; establish an information center aimed at answering the questions addressed directly by the employees; use the Intranet or the company's Web site as a source of information to answer the concerns of employees and their relatives; provide consulting services to help employees to control their state of stress; maintain open channels of communication between company management and employees; to appeal to social service organizations to coordinate efforts of employees who wish to participate in community aid programs. The means of communication with employees must be integrated by the mining company in its communication programs, for it to effectively coordinate activities directed towards the effective crisis management
3.4. Communication with other stakeholders In a crisis, is very important that people who are affected directly or indirectly receive incident information from the mining company. Among the categories of stakeholders/affected subjects may be mentioned the following [4]: families of the employees affected by the accident or incident; competent governmental authorities; national, regional or state mining associations; official representatives of hospitals, police, fire and emergency services; local and regional elected officials and other unelected representatives; unions, suppliers, customers and trading partners; NGOs, especially those focused on environmental issues; shareholders. Throughout the crisis situation to get information media can address all categories of stakeholders/affected factors aforesaid. Current practice is that the media request information to public authorities entitled to respond in an emergency situation. To ensure that its messages will be disseminated as quickly as possible and to avoid conflicting information dissemination, the mining company must now draw up lists containing telephone and fax numbers and email addresses of interested stakeholders/affected and the people in charge of communication within them, in order to provide important information. Having a list of the type mentioned above will allow the mining company to transfer to a third party the burden of transmitting its key messages. In the preparatory actions that are carried out by the mining company into developing and implementing crisis management, it will devote special attention to identify and prioritize contacts with interested/affected parties, by mentioning their coordinates in a list, so that no person be forgotten but at the same time, to avoid duplication of contacts. 3.5. General information on the mining company When an incident occurs, generally speaking, one do not has time enough to do research and to draft a document including all the available general information on the mining company, in particular those actions and procedures conducted by it. The mentioned
document can be drafted and approved, in most of the situations, before the crisis to occur. Thus, can be prepared a preliminary document such a statement, document in which there are left blank spaces to be filled at the right time, depending on the incident, with accurate information, photos, videos, questions and answers etc. Electronic media plays an increasingly important role in this era marked by globalization, especially when a crisis occurs. Web sites have become indispensable tools for any company. Through Web sites, a mining company can send important information to key interlocutors and can encourage them to comment on various aspects of the crisis situation. Based on these considerations, many mining companies have created ghost sites that are activated when a crisis occurs. Ghost sites are Web sites that are designed to quickly disseminate information in a precise crisis. On a site of this type are generally disclosed, documentary articles, questions and answers, and other relevant materials. Through a ghost site the mining company can send clear and concise information on the crisis situation for its key interlocutors, without their having to use official site. The ghost site may contain links that allow direct access to the official site of the mining company and the sites of some of its key interlocutors. First of all, a ghost site should be a demonstration of openness and transparency shown by the mining company. 3.6. Press conferences In a crisis, even routine activities such as press conferences, become more complicated. Because in this situation many aspects must be given simultaneously for particular attention, it is possible that people who held press conferences not to be able to handle all the significant details. In these circumstances, the checklist becomes an invaluable tool. In the preparatory actions that are carried by the mining company into developing and implementing crisis management, the person charged with coordinating communication in such situations must designate rooms or locations where will be held briefings or press conferences. These rooms or locations may be
located on the perimeters detained by the mining company managed to find the registered office. The mining enterprise must be prepared to support also press conferences organized ad hoc, given that a crisis in the evolution of events is often unpredictable. 4. Summary and conclusion Resolving a crisis is not conditioned only by achieving effective communication. However, ineffective communication, internal or external, can exacerbate the crisis and its solution can be more difficult. Consequently, improper handling of a crisis affecting public domain and negative perception of the situation by the public and other stakeholders/affected parties may ultimately cause more harm than the crisis itself to the reputation of the mining company. After an incident, the media will want to know as much as possible, and maybe more, about the crisis situation caused. It will focus attention on those responsible for the incident and will want to know why it was impossible to prevent the onset of the crisis situation. To get answers to their questions, journalists will try to gather information as quickly as possible, so to secure exclusive news. During the realization of their reports, it is possible for journalists to resort to false experts, whose competencies are not adequate. In such a context, the mining company will be put in very difficult position to achieve
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a balance between its legal and financial responsibilities on the one hand, and the need to protect his reputation, on the other. To guide a mining company in his approach to develop and implement crisis management, in this paper were presented communication strategies and tactics can be used in situations of this type. The main issues addressed were: develop a communication protocol in crisis situation and required training programs; establishing mechanisms to monitor the media and the Internet; drawing up lists containing names and coordinates of key speakers from the media and checklists including the main elements of dialogue with them; coordination of communication with employees; identifying and prioritizing stakeholders/affected parties and editing their contact lists; early preparation of a document containing general information about the mining company; building a Web site specifically for communication in crisis; coordinating the preparation of rooms and locations that will be held information meetings or press conferences. The above - mentioned issues are elements of a communication plan in crisis, conceived so that the mining company to support and facilitate to overcome difficulties caused by a situation of this type.
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