Revision 0 January 2019
MASTER’S GUIDE TO
MEDIA &
PUBLIC AFFAIRS
24-Hour Emergency Assistance
+1 281 606 4818
2019
!!! NOTICE !!!
This is a practical guide for Managers, Masters and others in your company who may
deal with media and public affairs during an incident. It is intended to provide useful
direction. It does not replace direction provided by owner/manager/operator. This guide
may be modified as required to be in harmony with policies of the
owner/manager/operator and is available in a Word format. Questions about this guide
should be directed to
O’Brien’s. at
inquiry@wittobriens.com
.
Guide to Media & Public Affairs 2019 Revision 0
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O’Brien’s 2019 |
www.obriensrm.com
|
24 HR: +1 281 606 4818
|
inquiry@wittobriens.com
3
I
NTRODUCTION
This guide is prepared for our clients who are marine transportation professionals be they ashore or afloat; to
successfully weather planned or unplanned encounters with news media.
The following rules of media engagement apply in today’s media environment:
• If you don’t want to see yourself quoted in the news, then don’t say it.
• Never lie to a reporter or to the public.
• Don’t argue with a reporter unless you buy printing ink by the barrel and videotape by the kilometer.
• Everyone in the company must know their role with respect to the media.
• You don’t have any control over what the media may ask you, but you have 100 percent control over
how you answer. (Only answers count)
• If you don’t know, then say so. “Take” the questions and promise that someone will get back to them
with an answer.
Don’t guess at the answer. Make sure someone follows up with the reporter.
O
BTAINING
A
SSISTANCE FROM
O’B
RIEN
’
S
When emergency services are required from
O’Brien’s the standard protocol applies in all situations:
• The master calls O’Brien’s Emergency Number (+1 281 606 4818) and provides the initial report.
• O’Brien’s QI makes initial external reports as appropriate, including to O’Brien’s communications
staff.
• Using data from the QI and the initial incident report, O’Brien’s communications staff drafts a media
statement, and provides to the ship management company for review and approval.
• Once approval is granted, the media statement is shared with appropriate government officials (such
as the USCG) to begin coordination communication
s efforts in the response’s earliest hours.
• If required and available, O’Brien’s crisis communication staff will proceed to the incident command
post and join the Unified Command.
• O’Brien’s communications staff will engage media as appropriate on behalf of the client with the
clie
nt’s permission.
• The master’s duties should not extend to worrying about reporters. If in port, news media should not
be granted access on board, but instead should be referred to
O’Brien’s.
Assistance with media issues from O
’Brien’s is obtained by calling:
O’Brien’s Emergency Number:
+1 281 606 4818
This will initiate a full media response (if covered). The
O’Brien’s media
specialists will contact your company offices as soon as possible. They
will also prepare an immediate press release/holding statement for use
if necessary and set up a crisis web site if required.
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24 HR: +1 281 606 4818
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4
M
EDIA
P
ROTOCOL FOR
V
ESSELS
In our experience, it is unlikely that the master of a vessel will have direct contact with the media. Regardless
of the presence of media however, the master must adhere to the accepted rules:
Rule #1
The master is responsible for the safety of the crew and vessel. This is, as always, the
master’s over-riding principle.
Rule #2
If the master (or anyone on the vessel) somehow engages with the news media, it will be
at the expense of Rule #1.
Rule #3
To ensure maximum operational safety and good order on board a vessel, the master
should refer all media engagement opportunities and questions to
O’Brien’s at
+1 281 606
4818
If there is a media presence at or near the vessel,
O’Brien’s will assist in directing the media to the proper
source of information.
M
OBILE
P
HONE
P
OLICY
In the event of an incident near-shore, the assumption should be made that crewmembers will send
information about the incident off ship unless there is a clear and concise policy from the company regarding
this scenario. It is suggested that the master, in advance of an incident, briefs the crew on company
protocols following an incident, stressing the importance, for safety, security and the peace of mind of
families, that news about an incident not leave the ship prematurely. Although the master may direct that all
mobile phones be turned off or even collected, a conversation with the crew regarding how they would want
their families notified of an incident, may be more effective. It also may be useful to remind the crew that only
authorized company spokespeople can talk with the public and media
—this means that crewmen should not
comment on the incident via their social media accounts.
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5
M
EDIA
P
ROTOCOLS FOR THE
O
FFICE
Should there be a media response to an incident every employee must know how to conduct themselves
and where to direct media inquiries. This includes not only the reception staff that is likely to receive
incoming calls, but all employees as they might be approached by the media, by a blind telephone call or in
person at the company offices.
R
ECEPTION
S
TAFF
S
CRIPT FOR
M
EDIA
C
ALLS
Reception staff plays an important role as gatekeepers for their company. Reception staff not only provides
physical security; they also contribute to information security. It is important that communications staff keep
reception staff apprised of significant issues that may generate media interest so reception staff can be
prepared for and not surprised by a several media calls.
1.
If you are contacted via phone by a reporter:
“Why yes, I’d be pleased to assist you. I’ll connect you with
(give name) who is our communications manager.”
2.
Put the call on hold. Do not send to voice mail (voice mail is sometimes ignored during a crisis
event and sending a reporter’s query to voice mail often results in the reporter’s question not
being answered).
3.
If you cannot locate or contact the spokesperson, tell the caller that the spokesperson is not in
his/her office and state that he/she will return the call as soon as possible.
4.
Thank the caller, and record the:
Date and Time:
Reporter’s name:
Phone number and email:
Media outlet the reporter works for:
Reporte
r’s deadline (when they need an answer by):
Information they are looking for:
5.
Forward information from the caller immediately to the communications manager as soon as
possible.
6.
If a reporter persists in wanting you to comment, simply say:
“I am not an authorized spokesperson. I will get your request to our communications manager
as soon as possible.”
7.
Offer to email or fax the latest statement, if prior approval has been provided, or refer the
reporter to your website if information updates have been posted there.
8.
Do not forward reporter’s calls into the company’s crisis room/emergency operations center.
9.
Do not confirm that an incident has occurred.
E
MPLOYEE
(
NOT RECEPTION STAFF
)
S
CRIPT FOR
M
EDIA
C
ALLS
1.
If you are contacted via phone by a reporter:
“Why yes, I’d be pleased to assist you. I’ll connect you with the staff that is handling this.”
2.
Forward the call to the reception staff.
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24 HR: +1 281 606 4818
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6
I
NCIDENT
C
OMMAND
S
YSTEM
For a significant vessel incident in the United States, most of the information needs for the incident can be
satisfied through the Joint Information Center (JIC) that will be formed as part of the incident command.
The Incident Command System (ICS) is a standardized, on-scene, all-hazards incident management
approach that:
• Allows for the integration of facilities, equipment, personnel, procedures, and communications
operating within a common organizational structure.
• Enables a coordinated response among various jurisdictions and functional agencies, both public
and private.
• Establishes common processes for planning and managing resources.
As a system, ICS is extremely useful; not only does it provide an organizational structure for incident
management, but it also guides the process for planning, building, and adapting that structure. ICS is flexible
and can be used for incidents of any type, scope, and complexity. ICS allows its users to adopt an integrated
organizational structure to match the complexities and demands of single or multiple incidents.
ICS is used by all levels of government
—Federal, State and local—as well as by many non-governmental
organizations and the private sector. ICS is also applicable across disciplines. It is typically structured to
facilitate activities in five major functional areas: Command, Operations, Planning, Logistics, and
Finance/Administration. All of the functional areas may or may not be used based on the incident needs.
ICS is how your
O’Brien’s Spill Management Team and communications staff will respond to an incident
involving one of your vessels in US waters.
B
ASIC
I
NCIDENT
C
OMMAND
S
TRUCTURE
Once Unified Command is formed from an Incident Command (The Unified Command organization consists
of the Incident Commanders from the various jurisdictions or organizations operating together to form a
single command structure), the single incident commander is replaced by a joint command usually
consisting of three positions:
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7
U
NIFIED
C
OMMAND
FOSC: Federal On-Scene Coordinator (USCG/EPA)
SOSC: State On-Scene Coordinator (State agency)
RP: Responsible Party (Plan Holder/
O’Brien’s)
B
ASIC
J
OINT
I
NFORMATION
C
ENTER
(JIC)
S
TRUCTURE
A Joint Information Center (JIC) is a central location that facilitates operation of the Joint Information
System. The JIC is a location where personnel with public information responsibilities perform critical
emergency information functions, crisis communications, and public affairs functions. JICs may be
established at various levels of government or at incident sites, or can be components of Multi-agency
Coordination Systems. You will be represented by
O’Brien’s communications staff in the JIC. It is worth
mentioning that PIOs from government agencies will also staff a JIC.
JIC
S
TRUCTURE
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8
C
OMPANY
M
EDIA
E
NGAGEMENT
R
ESOURCES
Normally, events generating media interest connected with one of your vessels will be serviced by
O’Brien’s
communications staff. But, there may be occasions where your company may decide that due to pre-existing
relationships with local or trade press it would be appropriate for the corporate headquarters to engage with
news media. If the ship management company does elect to engage with media, it is vital that they
coordinate with
O’Brien’s communications staff on the scene of the incident to avoid any media missteps.
T
IPS FOR
D
EALING WITH THE
M
EDIA
• Get your facts straight – never speculate or guess on the status of the situation, or comment on
unconfirmed facts.
• Keep your messages simple – one to three key points that could be communicated to a 12-year-old.
• Don’t lie, even if telling the truth is painful. Accentuate positives where possible.
• If you cannot comment on a question, don’t – it’s ok to say “I don’t know” but always follow up with,
“I’ll try to find out and get back to you” – and do.
• Stay calm and keep focused on the key messages – it’s easy to get flustered when news media are
firing off questions. Answer slowly and deliberately.
• Never use technical jargon or acronyms – the public deserves to know what is going on in a simple,
straightforward way.
• Be empathetic and caring if there are injuries, or if the situation is life-threatening or involves
casualties.
• Provide regular updates – let media know how to get updates.
• Enhance media outreach with press packets, fact sheets and visuals whenever possible.
• You are always on the record – this includes in-person or phone interviews, as well as email
correspondence.
• Remember that media are doing their job and the public is entitled to know what’s going on. Work
to translate the situation in an understandable way so misinformation will be kept to a minimum.
P
OTENTIAL
Q
UESTIONS
T
HAT
M
IGHT
B
E
A
SKED
• What happened? When did it happen?
• How were staff/others informed?
• How did it happen – what is the (suspected) source of the crisis?
• What is the impact? What is being done?
• Were people injured? Who? How many?
• Who is affected by the situation? How many workers are displaced? Where will they go?
• Can we talk to the injured or their families?
• What is the damage to the environment? Cost?
• What measures are being taken to ensure this doesn’t happen again?
• Who is in charge?
•
When will you resume normal operations?
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9
G
ENERIC
M
EDIA
S
TATEMENT
T
EMPLATE
A media statement template can be very useful in the opening moments of an incident. It guides the person
creating the statement by outlining the type of information that is acceptable for the company to release. Your
company may have created a template specific to your company.
A generic media statement template can be found in Appendix 1.
S
CRIPT FOR
M
EDIA
B
RIEFING
Similar to the media statement template it can be useful to provide a script for a media briefing.
A generic script for a media briefing can be found in Appendix 2.
F
ACTS
C
HECKLIST
A facts checklist can be found in Appendix 3.
S
UGGESTIONS
/C
OMMENTS
/C
LARIFICATIONS
This document is intended to be a helpful guide for Masters. Please help us make it more useful for you.
Send your comments, suggestions, request for clarification, etc. to
inquiry@wittobriens.com
.
L
IST OF
A
PPENDICES
1. Media Statement Template
2. Script for Media Briefing
3. Facts Checklist
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10
APPENDIX
1:
M
EDIA
S
TATEMENT
T
EMPLATE
Statement to be used by vessel Master:
The master’s primary responsibility is ensuring the safety of his vessel and crew. There is hardly a
situation (during an emergency event) where we would put a Master of a stricken vessel in front of the
news media. Certainly, the Master should never be in a position of taking or giving media phone calls
during an emergency situation. If some media do manage to get through to the master or anyone else
in authority on the ship, they should say:
“Please contact our local media spokesman Marc Mullen
at +1 360 599 7350. He is authorized to speak to the media, I am not.
”
General statement to be used by company representative and for posting on company website:
Generic Ship Management Company Responds to (Location) Incident.
At XXXX hours local time (date), the M/T VESSEL, managed by Generic Ship Management Company
of LOCATION was (ACTIVITY) (LOCATION) when for unknown reasons, the ship (PROVIDE BROAD
DETAILS OF INCDENT INCLUDING INJURIES/DISCHARGE OF CARGO,
COLLISION/ALLISION/COLLISION/FIRE, ETC. DO NOT SPECULATE ON AMOUNT OF LIQUID
CARGO IN WATER)
Generic Ship Management
’s top priorities are:
• protect the safety of all responders and workers on the scene
• secure the fuel oil discharge and ensure the ship’s stability and the safety of the ship’s cargo
• minimize any impact on the public and the environment.
Generic Ship Management has activated its emergency response plan, mobilized equipment and
personnel to assess and address the incident and has notified all appropriate State and federal
agencies. Generic Ship Management is working with federal/state agencies under an approved plan.
Pollution and salvage experts are currently en route to the scene.
The M/T VESSE (IMO 1234567) is a TANKER/CONTAINER/BULK ship built in XXXX. It is XXX meters
long. The vessel is registered in LOCATION.
Media contact: Marc Mullen at +1 1 360 599 7350
Statement to be used by company superintendent /DPA
“I can confirm that our vessel, for reasons yet unknown, suffered a COLLISION/ ALLISION/
GROUNDING while transiting/anchoring at LOCATION. You can be assured that we will cooperate
fully with any investigation looking into this matter.
Generic Ship Management’s top priorities are:
• protect the safety of all responders and workers on the scene
• secure the fuel oil discharge and ensure the ship’s stability and the safety of the ship’s cargo
• minimize any impact on the public and the environment.
Generic Ship Management’s has activated its emergency response plan, mobilized equipment and
personnel to assess and address the incident and has notified all appropriate federal and state
agencies. Generic Ship Management is working with federal/state agencies under an approved
response and salvage plan. “
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11
APPENDIX
2:
S
CRIPT FOR
M
EDIA
B
RIEFING
1.
INTRODUCE YOURSELF:
Good morning / afternoon / evening! My name is ___________________ (spell if needed) and I am
the ________________ (title) for
.
If available, pass on your Business Card and Media Information kit
2.
DEFINE YOUR TIME FRAME & GROUND RULES:
I only have
minutes available right now. Let me tell you what information has been
confirmed, and then I'll take a few questions. If you have a pager or cell phone, please turn if off or
to a silent mode so it won't disrupt the briefing. Thank you!
3.
READ APPROVED STATEMENT: (Make eye contact with reporter for 10 seconds)
If you are interrupted during your statement, say:
Please hold your questions. My statement should answer most of your questions. The more you
interrupt me, the less time I'll have later for your questions.
4.
CLOSE WITH A 20-SECOND SUMMARY OF YOUR TOP 3 KEY MESSAGES
Let me summarize with these three key points for your listeners, viewers, and readers:
1.
2.
3.
5.
DEFINE GUIDELINES FOR QUESTIONS:
I have about
minutes left for
questions.
Or:
I have time for 3 questions per reporter.
If you are speaking to multiple reporters, say:
I'll start with this reporter on my far left, and then move to the right.
Please limit yourself to you question per reporter each round.
6.
COUNT DOWN REMAINING QUESTIONS:
I only have time for 2 more questions. Then: One last question!
7.
PROMISE TO RETURN:
That's all the time I have available right now. I need to leave so I can update the situation. The next
briefing will be scheduled at
(time/place).
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12
APPENDIX
3:
F
ACTS
C
HECKLIST
Date of incident:
Time of incident:
Contact:
What happened:
Location:
Injuries:
Impact on environment
Hazardous materials, situation or injuries?
Effects:
Corrective action/next steps?
