Chris Miller SVdP C_G Crisis Communications Case Studies Workshop Deakin 20_01_16
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Chris Miller SVdP C_G Crisis Communications Case Studies Workshop Deakin 20_01_16
- 2. OVERVIEW Consider 4 case studies & lessons learnt Building resilient businesses
- 3. When I started in crisis communications during 1974 Brisbane Floods
- 4. Varanus Island, WA CASE STUDY 1 3 June 2008 3 of 6 pipelines ruptured; 1/3 WA gas supply disrupted
- 5. 5 & VIDEO
- 7. 7 DAY 1 into DAY 2 media releases to calling a media conference Building resilient businesses
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- 15. 15 FACT SHEET provided at Apache’s 4 June 2008 MEDIA CONFERENCE
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- 20. 20 Varanus incidents occurred between 1330 and 1427 hours 3 June 2008 Media Release No Issuing time & date Notes 1 1505 hours 3 June 2008 Contact Apache Call Centre or MD 2 1625 hours 3 June 2008 Contact MD or Purple Communications 3 1815 hours 3 June 2008 & from Houston, TX 4 0830 hours 4 June 2008 0930 hours Perth Time MD hosted a Media Conference 5 1000 hours 4 June 2008 6 1030 hours 5 June 2008 7 1415 hours 6 June 2008 8 1400 hours 23 June 2008 9 1 August 2008 10 6 August 2008 11 10 October 2008 Respond to negative inquiry report
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- 24. Perth Bikers – ‘live chatting’ with Nathan on Barrow Island 24 BUT WHAT ABOUT SOCIAL MEDIA!?
- 25. Lessons Learnt discussion CASE STUDY 1 - TRADITIONAL MEDIA CENTRE STAGE where SOCIAL MEDIA was a sidebar 25 What lessons learnt from Varanus: Traditional media? Any applications for social media?
- 26. 26 “Tall Tim” Pethick, Founder Nudie Juice Engaging social media & your customers to assist in a crisis CRISIS LEADERSHIP 1
- 27. 27 29-05-2004 - Dear nudie member, Well, after 14 months of nudie fun, we've had our first really big hiccup. (This one's more of a loud burp really.) You see, last night our entire nudie headquarters and squeezing facility burnt down. Thankfully, no one was hurt, but we did lose quite a bit of good fruit - and all our squeezing machines. But we've never let the occasional hurdle spoil our fun (after all, what fun would hurdlers have without hurdles?) so, in typical nudie fashion we'll take this one in our stride and get back on the horse and, lucky for us, the nudie horse loves jumping hurdles too! Now, here's the little bit of bad news for you: As we've only got one squeezing facility, it means our whole supply chain has been stopped in its tracks. This is a technical way of saying won't be able to make any more nudies for a little while. (Probably a few weeks.) But fear not! We're already out there working against the clock to get nudies back in the fridge at your favourite nudie stockist.
- 28. 28 The search for a new squeezing facility is at top of mind right now. We'd love to hear from anyone with an oversized kitchen, an unused barn or even a high-tech warehouse able to hold a large amount of very big squeezing machines. Seriously, any ideas to help us get back on the horse that loves hurdles would be much appreciated. The support we've already got from nudie fans has been overwhelming - with offers of production lines, bottles, fruit, office space and squeezing equipment. We'll keep you updated with any news via our website nudie.com.au and you can email any ideas to help us get nudies back in fridges ASAP to backinfridges@nudie.com.au Any ideas would be much appreciated. Thanks for your support. Tall Tim From liquefiedstars - I loved them right from the beginning, before anybody’s even heard of them :sad: I hope they get back on track soon.
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- 30. 30 Visible & distributed leadership CRISIS LEADERSHIP 2
- 31. 31 Former New York City Mayor Rudy Giuliani CRISIS LEADERSHIP 3 Visible leadership
- 32. 32 CRISIS LEADERSHIP 4 When handled badly can cost lives! Building resilient businesses
- 33. Communicate at all times Kursk sinking, 12 Aug 2000 Lt Dmitri Kolesnikov Kursk survivor leader Building resilient businesses
- 34. Captain Lieutenant Dmitri Kolesnikov, was one of three surviving officers of that rank, took charge and wrote: "It's dark here to write, but I'll try by feel. It seems like there are no chances, 10-20%. Let's hope that at least someone will read this. Here's the list of personnel from the other sections, who are now in the ninth and will attempt to get out. Regards to everybody, no need to be desperate. Kolesnikov.” 34
- 35. 35 Admiral Popov, Exercise Commander Official reactions It sank! Delayed searching! Building resilient businesses
- 36. “For President Vladimir Putin, the Kursk crisis was not merely a human tragedy, it was a personal PR catastrophe. Twenty-four hours after the submarine's disappearance, as Russian naval officials made bleak calculations about the chances of the 118 men on board, Putin was filmed enjoying himself, shirtsleeves rolled up, hosting a barbecue at his holiday villa on the Black Sea.” Amelia Gentleman wrote in The (UK) Guardian, 24 August 2002 when reviewing “Kursk: A Time to Die”, a special report 36
- 37. 37 Nadezhda Tylik, mother of Kursk’s navigator & wife of a retired submariner & other Kursk families questioned President Putin for hours on 22 August 2000, Vidyaevo’s Officers’ Club. Dmitri Kolesnikov’s coffin first to arrive at the Northern Fleet HQ
- 38. 38 Emotional decision making in a crisis – “Raise the Kursk!”
- 39. 39 Capt Richard Champion de Crespigny CASE STUDY 2 4 Nov 2010, A380 “uncontained engine failure” when departing Singapore Changi Airport Building resilient businesses
- 40. 40 Snr Check Captain David Evans - first announcement to the passengers following Engine No 2’s explosion over Batam Island, Indonesia http://www.youtube.com/watch?v=C 87MToI78&feature=em- share_video_user
- 41. Challenges kept coming 1) flying; 2) landing & 3) then stopping Engine 1 with fire foam & water. It took 3 hours to ‘flame out!’
- 43. 43 Senior managers communicate with honesty & transparency at all times, but need to be kept informed http://www.youtube.com/watch?v=MHb9gj OFEbA&feature=em-share_video_user
- 44. Ulf Waschbusch, Passenger 80A & unofficial spokesperson http://www.youtube.com/watch?v=Smp3_Igj70U&feature=em- share_video_in_list_user&list=PL26651BC2E063FF02
- 45. Lessons Learnt discussion CASE STUDY 2 – SOCIAL MEDIA AHEAD RUNNING OF OFFICIAL SPOKESPEOPLE 45 What lessons learnt from QF32 on spokespersons?
- 46. WHEN DID YOU JOIN? 46 After 4 February 2004 After 21 March 2006 After 6 October 2010 Building resilient businesses
- 47. 20 December 2008 Continental 1404, Denver Tweet “Holy f****** s*** I wasbjust in a plane crash!” 47 SOURCE: Karen Masullo, Firestorm Anatomy of a Crisis Tweet Posted 19 July 2013 Building resilient businesses
- 48. A series of 3 reports by Jeannette Sutton, Carter Butts, Emma Spiro & Britta Johnson analysing tweets following the 15 April 2013 Boston bombings 48 Project HEROIC is a collaborative, US National Science Foundation (NSF) funded effort by researchers at the University of Colorado at Colorado Springs & the University of California-Irvine to better understand the dynamics of informal online communication in response to extreme events. Through a combination of data collection & modelling of conversation dynamics, the project team aims to understand the relationship between hazard events, informal communication &emergency response. http://lakshmi.calit2.uci.edu/heroicproject
- 49. 49 Boston Police PIO SOURCE: Sutton, J., Spiro, E., Johnson, B., and Butts, C. (2013). Following the Bombing Online Research Highlight – Report 1. http://heroicproject.org
- 50. 50 Tweet volume across thematic content areas, grouped by organizational sector SOURCE: Sutton, J., Johnson, B., Spiro, E., and Butts, C. (2013). Tweeting What Matters: Information, Advisories, and Alerts Following the Boston Marathon Events. Report 3 - Online Research Highlight. http://heroicproject.org
- 51. Shelter in place alert for Cambridge, Massachusetts, residents while police sought to recapture the final Boston Marathon bomber Mitchell oil processing facility fire alert to residents to shelter in place – misdirected & misspelt, 16 Sept 2011 RESIDENT OFFICIAL ALERTS IN A CRISIS
- 52. THE GOLDEN HOUR IS NOW <20 secs! ASIANA 777 CRASH AT SAN FRANCISCO INTERNATIONAL AIRPORT 6 JULY 2013 CASE STUDY 3
- 53. 53 http://news.yahoo.com/blogs/news/asiana-plane-crash-video- 170857047.html#/comics/ From across San Francisco Bay, Fred Hayes was videoing takeoffs & landings including Asiana 777 crashing
- 54. Krista Seiden tweet within 30 seconds of Asiana 777 crashing at SFO on 6 July 2013. She was inside the terminal boarding a SouthWest flight to Phoenix when the Asiana incident occurred. A Google Marketing Executive
- 60. 60 Posted within 18 minutes of Asiana 777 OZ 214 tail strike on SFO sea wall
- 61. 61 & a Samsung EVP
- 62. 62 Threatened legal action by Asiana against NTSB and KTUV for the misspelling of the pilots’ names
- 64. If you don’t “control” (OK, manage) social media, others will move into the vacuum
- 65. Lessons Learnt discussion CASE STUDY 3 - SOCIAL MEDIA CONTROLS THE STORY 65 What lessons learnt from Asiana crash on media management – traditional and social? Building resilient businesses
- 66. 66 Dr Melissa (Mel) Irons PhD Psychology, Uni of Tasmania
- 67. 67 Vicky Villeneuve & Maxime Gagnon Desbiens from Quebec City
- 68. 68 Edward Burkhardt, Exec Chairman Rail World Inc interviewed on scene on 10 July after Lac-Mégantic Quebec train derailment, which occurred on 6 July 2013 http://www.youtube.com/watch?feature=player_detailpage&v=UTxSj0wemdU URGENCY!
- 69. Lessons Learnt discussion CASE STUDY 4 - URGENCY! 69 Ransomware exercise Lessons learnt - What to tell who and when? Building resilient businesses
- 70. 70 How to do we weld these ideas into a better Crisis Communications Plan? • Traditional & social media • Spokespeople • ‘Managing’ the story • Urgency
Notes de l'éditeur
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- I have prepared 3 detailed case studies for our discussions and other case studies in brief to highlight point between these 3: Varanus Island gas pipeline explosion, 3 June 2008 – The lessons learnt - managing traditional media - well - while missing social media QF32 – A QANTAS A380 Airbus, named the Nancy Bird Walton, experienced an uncontained engine explosion over Batam Island, Indonesia while flying out of Singapore on 4 November 2010 with lessons learnt in crisis leadership and messaging; social media reports dropping QANTAS, Rolls Royce and Airbus share prices – their response – QANTAS Alan Joyce took back the agenda, while Rolls Royce ran silent and a passenger became the spokesperson. I am not certain but Airbus probably adopted its default position of blaming the pilots. Asiana crash of a Boeing 777 landing short at San Francisco International Airport on 6 July 2013, with the lessons learnt that the so called Golden Hour is a thing of the past in crisis communications. First tweet and first photo from the terminal shared within 30 secs of touchdown, while the plane is still spinning and passengers yet to evacuate. First passenger photo posted within 18 minutes of the crash. BC EX Chimera, 30 April 2014, its crisis communications elements of that exercise and lessons learnt. Why two plane incidents? The Australian Transport Safety Bureau (ATSB), Australia’s air crash investigators, was one of my clients. Because of the public interest and frequent flying, both of well documented. I spoke on Varanus Island at the 2009 World Conference on Disaster Management (WCDM), Toronto. Thanks to public listing legislated requirements for continuous disclosure to stock market investors in Australia and New York ensures lots of information is public and therefore, available for me to share and us to discuss today. <NEXT>
- My involvement and interest in crisis communications has a long history. My first major disaster was the 1974 Brisbane Floods when crisis communications were primitive e.g. open the window of Moorooka Police Station and yell at the State Emergency Services tent below to coordinate urgent flood rescues and related emergency response management. <NEXT>
- Varanus Island one of 38 Lowenthal Island Group islands. Its a sand island of about 24 metres (78 feet) above sea level at its highest point, around 86 hectacres (213 acres) or less than 1 sq km in size. Its 2.5ks long & 0.6ks wide. In summary, “everything appeared fine” in the Varanus Island control room until 1340 hours (local time) on 3 June 2008, when suddenly the 12” sales gas pipeline pressure dropped from 11,100 KPa to 0. Engineers tell me this is a certain indication that this pipeline had ruptured. This was followed quickly by the rupturing of 12” Campbell/Sinbad pipeline, possibly due to shrapnel from the first rupture. The majority of the staff and contractors (n=150) were mustered and accounted for. According to the National Offshore Petroleum Safety Authority (NOPSA now NOPSEMA with environmental management added to its remit since the Montara oil platform fire and leaks into the Timor Sea) report, there were 153 staff and contractors on Varanus and on Harriet A and Gibson platforms. The control room staff fought to set down the plant until 1427 hours, when the 16” sales gas pipeline and 6” Harriet gas line ruptured resulting in this gas bleve. Bleve i.e. Boiling Liquid Expanding Vapour Explosion. Everyone was safely evacuated to Barrow Island by 1930 hours leaving 14 staff to deal with spot fires overnight. <NEXT>
- I need to warn you before I show you so video clip that some of the language recorded is colourful i.e. not G rated. Show to 1:05 @0:15 note the flares trying to burn off as much surplus gas as possible prior to the second series of pipeline ruptures @0:22 “Think Safety” showing on the large rusty brown coloured gas tanks @0:27 Note the BK helicopter “orbiting” Varanus Island @0:30-1.05 Listen to 2 chatting commented “Its right on the beach – best place.” “They’re just trying to save the plant” to “Check that out!” Then fast forward to nearly @2:50-3.46 A Big Explosion (=Simpson pipeline rupturing) – Note the “tongue of flame” into the plant towards the control room to “fuck me! You’re not in my way if I have to turn and run…” comment. Then fast forward to nearly @5:00 to view the next really big explosion and comment: “Did I shit myself then?” NOTE: the jet engine noise of the escaping gas. Almost at the end, a fellow in overall yells “Run!”. The video finishes at 5:58 with a view of the grass. [It appears then the assembled workers and contractors were being moved further away from the plant. <NEXT>
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- In summary, “everything appeared fine” in the Varanus Island control room until 1330 hours (local time) on 3 June 2008, when suddenly the 12” sales gas pipeline pressure dropped from 11,100 KPa to 0. Engineers tell me this is a certain indication that this pipeline had ruptured. This was followed quickly by the rupturing of 12” Campbell/Sinbad pipeline, possibly due to shrapnel from the first rupture. The majority of the staff and contractors (n=150) were mustered and accounted for. According to the NOPSA report, there were 150 staff and contractors on Varanus and a further 16 on Harriet A and Gibson platforms. The control room staff fought to set down the plant until 1427 hours, when the 16” sales gas pipeline and 6” Harriet gas line ruptured resulting in this gas bleve. Bleve i.e. Boiling Liquid Expanding Vapour Explosion. Again according to the NOPSA report, it took until after 1900 hours (7 pm) local time before everyone being evacuated from Varanus and nearby platforms were relocated to Barrow Island and flown off Barrow the following morning. <AUTOMATICALLY>
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- Point out Karratha, Varanus and Barrow Islands <AUTOMATICALLY>
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- The first case study for group discussion will focus on traditional media management i.e. media releases and media conferences. These are still need to be part of our toolbox. Its not only about up to 140 character tweets. <NEXT>
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- STOP when Tim’s audio is at 2.30 secs as he starts introducing Mr Drum. <NEXT>
- Tim mentioned Barrow Island, which is about 20 kms/8 miles SW from Varanus Island. Its operated by Chevron with its partners, Texaco, Santos and Exxon/Mobil. The Varanus Island pipeline ruptures occurred at 1.40 and 2.27 pm on 3 June 2008. Soon after one of the Barrow Island workers, Nathan shared the following posts on the Perth Bikers forum. Nathan agreed that I could share his posts. This is a G rated presentation, so the expletives have been deleted. By 4.43 pm local time, Nathan wrote: “I’m on Barrow Island…Varanus Island is burning big time,...its going up like a candle. I felt the explosion…kays away!!! Hopefully everyone’s alright, but the processing plant is toast, currently 6 story high flames are all over the island. It was a massive boom!!!!....probably gonna burn for ages!” At 4.47 pm Nathan wrote: “looked like a A bomb went off,,,was a big bang, first a smaller one, most likely just a fire, then a little while later….BANG, massive fire balls & a huge mushroom cloud! I’ll be amazed if everyone [is] okay, its only a tiny little Island… At 4.54 pm Nathan wrote: “don’t know the cause, probably wont for a while yet, Varanus is only about 6-8 football fields in size, thankfully the muster camps [is] at the other end of the Island, I heard the headcount had everyone accounted for, that was prior to the larger secondary explosion, That must have blown people off there feet who[ever was] on that Island. I was drilling at the south end of Barrow and felt it through the ground, turned around and blam, the sound reached me. Everyone thought…that’s not good.” At 4.56 pm Nathan wrote: “I expect it will be offline for more than a few days, its lit up the whole horizon!” At 5.17 pm Nathan wrote his final post in this series: “Good news folks, no people hurt, currently all being evacuated to Barrow, where we will allocate empty rooms and the theatre for the people coming in, apparently 150 people are being evacuated to Barrow, most likely fly them off tomorrow morning before we run out of food. It’s a miracle no one was killed!! Stay safe people!!” <NEXT>
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- Now let us move forward into the world of social media and its impact on spokespeople. Our second case study for group discussion will focus on spokespersons. <NEXT>
- On 28 May 2004, a fire claimed the Nudie plant. It was a total loss and believed to be a second arson attack. There was a previous arson attack in January 2004, which generated much less damage. Founder of Nudie Juices, Tim Pethick used his social media channels to keep customers informed and even engaged in the recovery of Nudie. <NEXT>
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- In 7 weeks with 70% of the pre-fire production. It took more than 3 years to rebuild Nudie’s factory at Pagewood, Sydney. <NEXT>
- During the 2011 Brisbane/Queensland Floods, then Premier Anna Bligh demonstrated leadership made a few statements then stepped back and handed over to the experts. <NEXT>
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- On the morning of 12 August 2000, as part of a naval exercise, Kursk was to fire two dummy torpedoes at Kirov-class battlecruiser Pyotr Velikiy, the flagship of the Northern Fleet. At 11:29 local time (07:29:50 UTC), a 65-76 "Kit" torpedo was loaded into Kursk's number 4 torpedo tube. Due to a leaking weld in the torpedo's fuel system, high test peroxide, a form of highly concentrated hydrogen peroxide used as an oxidiser for the torpedo's engine, escaped into the torpedo casing where it catalytically decomposed on the metals and oxides present there, yielding steam and oxygen. The resulting overpressure ruptured the kerosene fuel tank, causing an explosion that registered as a weak seismic signature on detectors hundreds of kilometers away. A similar incident was responsible for the loss of HMS Sidon in 1955. Two minutes and fifteen seconds after the initial eruption, a much larger explosion took place on the submarine. The second explosion ripped a 2-square-metre (22 sq ft) hole in the hull of the craft, which was designed to withstand depths of 1,000 metres (3,300 ft), and also ripped open the third and fourth compartments. Water poured into these compartments at 90,000 litres (3,200 cu ft) per second killing all those in the compartments, including five officers from 7th SSGN Division Headquarters. The fifth compartment contained the ship's two nuclear reactors, encased in 13 centimetres (5.1 in) of steel and resiliently mounted to absorb shocks in excess of 50g. The bulkheads of the fifth compartment withstood the explosion, allowing the two reactors to shut down automatically and preventing nuclear meltdown or contamination. Twenty-three men working in the sixth through ninth compartments survived the two blasts. They gathered in the ninth compartment, which contained the secondary escape hatch (the primary hatch having been in the destroyed second compartment). Captain-lieutenant Dmitri Kolesnikov (one of three surviving officers of that rank) appears to have taken charge, writing down the names of those who were in the ninth compartment. The air pressure in the compartment following the secondary explosions was still normal surface pressure. If the escape hatch was in working order, it would have been possible to escape. They waited for a rescue that never came only to die in a flash fire caused by a cartridge changeover of the air scrubber. He wrote situation reports (sit reps) to his bosses and love letters to his wife of 6 months. <NEXT>
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- The Russian military expected the families to accept their losses, not fight back like Nadezhda and her friends did. When you understand the Kursk story, its not just about courage below the water, there were some courageous families who took on their military hierarchy and government demanding ACTION and ANSWERS NOW! In a newly democratising Russia, these families used their only weapon, the media. <NEXT>
- Emotional decision making is what happens in a crisis, if your organisation has not prepared. You really don’t want it. After the first Bali bombings, I and my colleagues had to deal with the legacy of assistance measures announced by then Prime Minister Howard reaching out to families with children the same age as he and Janette. Clearly, two of the most frequently stressed takeaways from yesterday’s forum and your workshops today are PREPARATION and PRACTICE! Kursk sinking and crisis communications are examples of what not to do. Part of the problem was a culture of “don’t give me the bad news – its career limiting” at the very least. Life threatening in the Stalin era in Russia. Know your leader. The Russian military had no idea how their then new and young President Putin would take the bad news. He was waiting for them to brief him and they were waiting on him to ask for a full briefing – good and bad news. The result was world wide condemnation for not accepting the assistance offered that might well have saved 23 sailors, who in 20:20 hindsight died a terrible death and possibly unnecessarily. The engineering of the Kursk was so good they survived two explosions, when many analysts thought the Kursk would be splinters of metal on the Barents Sea. The good news is most of my case studies are good news stories, but I think its important to stress crisis communications is a high stakes game. Sometimes, people’s lives might depend on getting it right and doing it superfast. <NEXT>
- Our second group discussion case study will focus on spokespeople. The flight deck captains; QANTAS CEO, Alan Joyce; and the impromptu spokesperson, Ulf Waschbusch. <NEXT>
- Runs 2.13 announcement concludes at 0.35 <STOP> then <NEXT>
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- 20.28 – 21.05 Alan Joyce Social Media ahead of information to him as QANTAS CEO Remember corporate survival – QANTAS share price was dropping before their principal spokesperson had been briefed. Mr Joyce allegedly heard what was happening when he phoned an institutional investor, not his Crisis Management or Engineering Team. Lesson Learnt – Crisis Centre was watching the telemetry on the A380, but “forgot” to tell the CEO, their principal spokesperson that he had a problem. QANTAS share price due to investors watching social and traditional media was his first advice that there was a problem with one of his A380s. 34.52 - 35.38 Captain Richard Champion de Crespigny not told that Alan Joyce had grounded all QANTAS A380s until passengers were pointing it out while watching CNN reports screening in Changi Airport lounges. Lesson Learnt – If you have spokespersons at different locations, keep their messages sync’d. 37.28 - 38.45 QANTAS – out there with the facts different BP & Deep Water Horizon – wrong story & RR – no comment Alan Joyce quickly discovered that Rolls Royce were not part of the team when it came to crisis communications. Rolls Royce ran silent – clearly much to Mr Joyce and QANTAS annoyance. Airbus ran simulations complaining that they could not program that many simultaneous failures into their A380 flight simulators, and if ‘true to form’, blamed others. Lesson Learnt – When we exercise BCPs, we encourage the inclusion of critical suppliers. This incident management is an example of why we need to exercise together and sync Crisis Communication Plans – strategies and assumptions. Of course, it is a challenge to sync major ‘corporates’ in their crisis comms and, if this idea ‘takes off’, Airbus and Boeing crisis teams will be busy exercising with their many partner airlines. <NEXT>
- If time a concern, then can stop at 1.43 – even the unofficial spokesperson got some facts correct. Explosion occurred 5 mins into the flight – it did; circled for 2 hours, they did; dumping fuel – yes, but not in a control way; shut down engine 2 – no capacity to do so, due to loss of systems. It effectively shut itself down when turbine blade ejected from the engine nacelle. <NEXT>
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- Facebook is an online social networking service, whose name stems from the colloquial name for the book given to students at the start of the academic year by some university administrations in the United States to help students get to know each other. Founded in Cambridge, Massachusetts on 4 February 2004 by Mark Zuckerberg, Eduardo Saverin, Andrew McCollum, Dustin Moskovitz and Chris Hughes. Twitter is an online social networking service and microblogging service that enables its users to send and read text-based messages of up to 140 characters, known as "tweets". Founded 21 March 2006 in San Francisco by Jack Dorsey (the innovator who dreamed of an SMS based social network), Noah Glass, Evan Williams and Biz Stone. Instagram is an online photo-sharing, video-sharing and social networking service that enables its users to take pictures and videos, apply digital filters to them, and share them on a variety of social networking services, such as Facebook, Twitter, Tumblr and Flickr. Released 6 October 2010 by its founders Kevin Systrom (& current CEO) and Mike Krieger. <NEXT>
- When Asiana crash tweets started appearing quickly following that 6 July 2013, some commentators commented this was something new and novel. Actually as these incidents and tweet indicate, post plane crash tweets date back to at least 20 December 2008. <NEXT>
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- From Cheryl’s experience and this research, your social media following may grow exponentially in a crisis. It may not only be your nominated spokespersons, who become “rock stars! ‘ <NEXT>
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- A final advice from the Boston Bombing investigation on the left. On the right, the ACT Emergency Services first attempt of mass SMSs that resulted in more complaint that plaudit. Many residents thought it was “spam” due to the mis-spelling and mis-direction e.g. Hackett is a long way from the site – at least for Canberrrans – whereas nearby Gungahlin was not included in the alert. Lesson learnt – Ensure those writing SMS alerts can spell and read a map. <NEXT>
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- Start video at 0.34 with Christa’s interview stop at 3.25 before next items introduced <runs total 3.29 mins> <NEXT>
- Anyone want to guess when the first passenger tweet was posted? <NEXT>
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- Edward Burkhardt, Exec Chairman Rail World Inc has been accused of hiding from the media for days following the 6 July 2013 Lac-Mégantic Quebec unmanned train crash & fire killing 47 people. When landing at a nearby airport on 10 July 2013, he tried to avoid the waiting media pack, then on scene arrived in a French speaking town without a translator. He failed to offer his condolences to the most affected townspeople. His generally legalistic responses that inflamed the situation and brought even more public and political condemnation on him and his company, Montreal, Maine and Atlantic Railway. MMAR is now in voluntary liquidation due to insufficient insurance to payout the costs of the damage this incident caused. <NEXT>
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