crisis communication plan #2: technical-error harm purpose · pdf filecrisis communication...

Crisis Communication Plan: Apple 1

Crisis Communication Plan #2: Technical-Error Harm

Purpose:

In the event that iTunes user accounts and the servers are hacked, we must take immediate action

to respond and inform all our publics of the situation. We will provide systematic tips and

preventative measures to ensure other user accounts are not hacked or fraudulent use of a user

account occurs.

Apple’s focus is to respond to this crisis through ensuring all parties have the most available

information. This will allow information to be communicated consistently, openly, and

accurately to all parties.

The resolution to the crisis can be obtained through an efficient and quick response, leading to

open communication with all parties at all times. This path will allow all communication barriers

to cease and stop any other problems at the source.

Objectives:

1. Assess the crisis situation:

a. Locate source of problem.

2. Assemble the CMT (Crisis Management Team) as outlined in the staff directory.

3. Setup Crisis Control Center and start preparation of all-important materials needed for the

response.

4. CMT will take the assessments and data gathered to determine the appropriate strategies

to respond to the situation.

5. CMT Lead will assign and implement the use of the Methods of Communication Chart to

the appropriate key publics.

6. CMT Lead will need to be the first to be notified of the situation. CMT will refer to List

of key publics to know who takes priority to contact from first to last.

7. Have a data and system analyst collect all available data from the network and all other

available resources.

8. Once all the data has been analyzed, analysts will send priority reports to Senior VP

(Vice President) of Technologies, Bob Mansfield; Senior VP of Internet Software and

Services, Eddy Cue; and Senior VP of Hardware Engineering, Dan Riccio.


9. Bob Mansfield and Jeff Williams will call upon Litigation Specialist, Jessica Mass, Fraud

and Prevention Analyst, Aaron Stevens, and Security and Fraud Developer, Marissa

Owen’s.

10. These individuals will break off into a security team headed by James Knowlin the

Security and Network Operations Manager to respond and find a resolution for the

situation.

11. The Security and Fraud team will draft up a news release for customers and businesses

that use iTunes accounts. The news release will contain precautionary measures and ways

to contact Apple to submit claims.

12. The security and fraud analyst and developer will work together to draft and develop an

internal software program that detects outside tampering of the iTunes network server.

An additional program will be set up for customers. All purchases will require email

verification to confirm the purchase with a passcode that is unique to each user. The

passcode automatically will reset once a month. Lack of inactivity on a user’s account

after three months will temporarily disable the user’s accounts. Users will have to answer

a series of security questions to enable their access. The use of security questions will

only allow a one-time use of any question you have set your account to.

13. Key media will need to be notified.

14. Prepare a media spokesperson

15. Call any local officials or call emergency personnel.

16. Continue to assess and monitor all incoming data.

17. Start using social media to post updates of situation and response on Twitter and

Facebook.

18. Ensure that all iTunes users that all unauthorized transactions will be refunded on a

claims and dispute basis as handled by the Credit Card Dispute Specialist. All customers

will have to meet the guidelines if the transaction was a direct or indirectly a result of a

hacked account.

19. Work with Litigation Specialists to write a disclosure statement that ensures all users will

be refunded their entitlement.

20. Begin implementation of new network security software.

21. CMT continue to monitor the crisis response progression

22. CMT meets to preform evaluation and decide on future strategies to help maintain their

proactive management approach.

23. Apple will continue to maintain a proactive viewpoint and open communication with all

our publics.


List of Prodromes: (Warning Signs):

1. Early on complaints of unauthorized transactions from iTunes user accounts

2. Rapid increase of purchasing from multiple iTunes user accounts

3. Unusual purchasing activity for iTunes user accounts that were being hacked

4. The lack of purchase security -- confirming purchases via email or text messages

5. Open access to iTunes platform – allowing inactive iTunes user accounts to remain

enabled for long periods of time

6. Lack of reminding users to changes passwords and settings on a regular basis

7. Apple’s lack of awareness because of the success of iTunes to the security aspect of the

iTunes network

8. Having no solid activity and data monitoring – relying on automated detection system

List of Key Publics: External & Internal:

Key Management: CEO, CFO

Customers

Employees

Legal Representation

Board of Directors

Affiliated Partners

Retailers (Drugstores ex. Walgreens & Supermarkets ex. Wal-Mart)

Community

Media

Notifying Publics: Methods of Communication:

Telephone Email Social Media Newsletter News Release Personal Visit Meeting/Press Conference

P Key Management Director of Communication Director of Communication

U Employees CEO Senior VP Operations CEO

B Customers Social Media Administrator Senior VP Operations

L Online Community Social Media Administrator

I Board of Directors CEO CEO

C Vendors Senior VP Technologies Senior VP Technologies Senior VP Technologies

S Media Senior VP Technologies Senior VP Technologies Senior VP Technologies

Methods of Communication


Crisis Directory:

Role/Responsibility Title Name Designated Back-up

Liaison CEO Tim Cook Jeff Williams

Decision-making strategist Senior Vice

President

(Operations)

Jeff William Peter Oppenheimer

(CFO)

Crisis Management Team

Lead

Director of

Communications

Michele

Morehouse

Bob Mansfield

Spokesperson

Senior Vice

President

(Technologies)

Bob

Mansfield

Lauren Masonetti

(Field System

Engineering Director)

Monitors the Security of

infrastructure

Senior Vice

President

(Internet Software

& Services)

Eddy Cue Patrice Gautier

(Vice President of

Engineering iTunes)

Security (Analyzes breech of

iTunes Servers)

Senior Vice

President

(Hardware

Engineering)

Dan Riccio Craig Federighi

(Senior VP of Software

Engineering)

Decision-making for security

policies

Security

Operations

Manager

James

Knowlin

Tina Fayson

(Security Specialist)

Legal Liaison Senior Vice

President &

General Counsel

Bruce Sewell Jessica Mass

(Litigation Specialist)

1. Analyze all possible

fraudulent activities

associated with iTunes user

accounts.

2. Implement strategic plan

to help prevent fraudulent

activity.

Fraud &

Prevention

Analyst

Aaron

Stevens

Stephen McGaughen

(Fraud Systems

Specialist)

Develop a infrastructure to

detect unauthorized use of

Software

Engineering

Russell

Spiters

Marissa Owens

(Security & Fraud


user accounts with the

assistance f a Security and

Fraud Developer

Manager Developer)

Analyze all unauthorized

transactions of iTunes user

accounts

Credit Card

Dispute Specialist

Latisha

Markus

Alexander Russo

(Claims Specialist)

Analyze system data Data Analyst Quinn

Anderson

Gabe Knorr (Data

Analyst)

Analyze logistics of

infrastructure

Systems Analyst Danielle

McLeay

Courtney Levin

(Systems Logistics

Coordinator)

Cross-functional role,

focused on iTunes, reviewing

& analyzing all aspects of

iTunes to make

improvements for the flow of

business.

iTunes Program

Manager(iTunes

Applications)

Nicholas

Tucker

Jose Horendez (iTunes

Technical Productions

Manager)

Acts a switchboard operator

liaison between Apple & all

iTunes account holders to

answer general questions.

Help Desk

System

Administrator

Betty Sue

Johnson

Carla Debson

(Administrative

Assistant)

Handles all social media

contact and inquiries.

Social Media

Administrator

Eliza Evans Evan Stephens

(Data Receiver)

Media Spokesperson:

One individual on the CMT should be chosen as the primary spokesperson to represent Apple in

the event of a crisis in this particular area. The spokesperson primary role will be to streamline

the key statements and answer questions from both the key public and key media throughout the

crisis.

An alternate spokesperson will be identified in the event that the primary spokesperson is not

available or able to fulfill his or her commitment.


Any experts and advisors should be identified and designated, quickly and efficiently. These

sources may include, but are not limited to a fraud and prevention analyst, security analyst,

network hardware engineer, and a litigation specialist.

The criteria of the media spokesperson, alternate spokesperson, and experts should be:

Skilled in handling media or trained

Keeping to the key statements

Identifying key points

Knowledgeable about Apple and the situation

Avoids use of Jargon

Regard to diction

Able to handle the pressure

Appearance and personality; straightforward and sincere

Comfortable in front of a camera

Staff Directory (Contact List):

Name Email Phone (Work) Alternative

Phone

Tim Cook [email protected] (408)-996-1010 (323)-308-1195

Peter Oppenheimer [email protected] (408)-996-1017 (408)-353-5558

Michele Morehouse [email protected] (408)-791-4939 (323)-898-8626

Bob Mansfield [email protected] (408)-996-1011 (310)-558-5558

Eddy Cue [email protected] (408)-996-1013 (408)-412-3336

Dan Riccio [email protected] (408)-996-1014 (510)-322-2116

Bruce Sewell [email protected] (408)-996-1016 (408)-522-5954

James Knowlin [email protected] (408)-996-2568 (415)-696-0202

Patrice Gautier [email protected] (408)-996-1015 (408)-220-6444

Lauren Masonetti [email protected] (408)-996-1121 (408)-255-9994

Jessica Mass [email protected] (415)-996-6699 (408)-696-2264

Aaron Stevens [email protected] (415)-996-1119 (323)-414-3309

Russell Spiters [email protected] (408)-996-1120 (408)-294-5219

Nicholas Tucker [email protected] (408)-996-8989 (323)-899-7887

Jose Horendez [email protected] (408)-996-1478 (408)-353-8889

Marissa Owens [email protected] (408)-996-1256 (424)-784-8552

mailto:[email protected]

















Latisha Markus [email protected] (415)-996-2323 (408)-308-1547

Quinn Anderson [email protected] (415)-996-5500 (408)-307-0001

Danielle McLeay [email protected] (415)-996-2000 (408)-353-7771

Gabe Knorr [email protected] (415)-996-2003 (408)-324-6266

Courtney Levin [email protected] (415)-996-2002 (408)-448-7771

Stephen

McGaughen

[email protected] (408)-996-1020 (408)-294-1333

Tina Fayson [email protected] (408)-996-1018 (408)-324-0012

Alexander Russo [email protected] (415)-996-2001 (408)-235-8956

Betty Sue Johnson [email protected] (415)-926-0055 (415)-552-4545

Stacy Shur [email protected] (415)-996-6699 (408)-696-2264

Eliza Evans [email protected] (323)-353-4554 (323)-353-4781

Evan Stephens [email protected] (323)-353-9599 (323)-669-4454

Carla Debson [email protected] (323)-353-9596 (408)-308-9558

List of Emergency Personnel and Local Officials:

Emergency Personnel:

Emergency

Personnel

Contact Telephone Email

Santa Clara County

Fire Department

Kenneth Kehmna (408)-379-4010 [email protected]

Emergency

Preparedness

Miguel Grey (408)-341-4486 [email protected]

Santa Clara

Sheriff’s Office

Sheriff (408)-868-6600 [email protected]

County of Santa

Clara Medical

Emergency Services

Brian Hubbell (408)-645-7311 [email protected]

Local Officials:

Local Officials Contact Telephone Email



















Mayor Mark Santoro (408)-777-3193 [email protected]

Vice Mayor Orrin Mahoney (408)-777-3195 [email protected]

City Clerk XXXXX XXXX (408)-777-3223 [email protected]

State Officials:

State Officials Contact Telephone Email

Governor Edmund G. Brown

Jr.

(916)-445-2841 [email protected]

Secretary of State Debra Bown (916)-653-7244 [email protected]

List of Key Media:

Media Contact List:

Media Outlet Editor/Contact Email Telephone

USA TODAY David Callaway* [email protected] N/A

New York Times Arthur Sulzberger [email protected] N/A

Los Angeles

Times

Davan Maharaj* [email protected] (213)-237-5000

Mercury News Steve Trousdale* [email protected] (408)-920-5800

CNN Team CNN* [email protected] (404)-827-1500

TIME Jed Hartman [email protected] (212)-522-1431

NBC News Erika Masonhall [email protected] (212)-664-3230

NBC Universal Lenore Moritz [email protected] (212)-664-5191

FOX News Ken LaCorte* [email protected] (310)-571-2000

CBS8 News 8 Team [email protected] (858)-274-NEWS

ABC News Jeffrey Schneider [email protected] (212)-456-7777

CNET News Roger Cheng* [email protected] N/A

Info World Eric Knorr [email protected] N/A

Mobile Magazine Fabrizio Pilato* [email protected] N/A

Popular

Mechanics

Jim Meigs* [email protected] N/A

Wired Chris Anderson* [email protected] (800)-769-4733























National Public

Radio (NPR)

Anna Christopher* [email protected] (202)-513-2300

An * asterisk will be used to identify key media among the media contact list.

Spokesperson for Related Organizations:

At Apple, we are a multi-faceted media and electronics company. We are committed to bringing

the best computing experience to students, educators, creative professionals and consumers

around the world through innovative hardware, software, and internet offerings, such as iTunes.

The iTunes platform allows for multiple avenues for the flow of information in the form of

applications. The software of iTunes revolves around a media library with multiple functions:

Organizing and storing music into playlists

Recording and playing music

Downloading music, videos, and podcasts to audio players

Video support

Use of visualizers and equalizers to enhance media experience

Use of applications

Book & PDF support

Enabling the use of Cloud

Delivery of university lectures through a format called iTunes U created to manage,

distribute and control access to educational audio and video content for student

If any disturbance occurs, this can directly affect all of these opportunities for customers,

businesses, educational institutions and retailers. Identifying and designating a list of related

organizations spokespersons can help Apple communicate more effectively.

Related Organizations Contact List:

Type of

Organizat

ion

Organization Name Job Function Email Telephone

Education Fairfax

County

School

Districts

Jim Siegl Technology

Architect

[email protected] (571)-423-

8400




Retailer Best Buy Matt

Furman

Senior VP

Communicati

ons & Public

Affairs


6397

Retailer Amazon.com Amazon

PR

Public

Relations


7180

Retailer Target Susan

Kahn

Senior VP

Communicati

ons


3400

Retailer Wal-Mart Leslie A.

Dach

Executive VP

Corporate

Affairs


4000

Retailer Walgreens Mark A.

Wagner

President of

Operations

and

Community

Management

[email protected]

m

(847)-315-

2921

Retailer Kmart(Sears

Holdings)

Louis

D’Ambro

sio

CEO [email protected] (847)-286-

8371

Affiliated

Partner

Martian

Storm Ltd.

Simon

Martian

CEO [email protected] N/A

Please note: this contact list is subject to change based on the latest available information to the CMT.

Crisis Communications Control Center:

On-Site Location:

Apple will utilize its primary conference room for the on-site location as the control center for

the crisis at hand. Designating and identifying this space will allow Apple to determine the

appropriate space, equipment and supplies and where storage of these items needs to be kept

within the office.

Access to the conference room will be designated to the CMT lead and the CMT lead alternate.

The use of the space in the event of a crisis will be only accessible to staff members who are

assigned to the CMT. This will ensure all Apple employees know not to cause additional

interference during any crisis response times.










Off-Site Location:

Apple’s crisis control center in the event that the crisis causes the office space to become

unavailable or inadequate will be the Cupertino Library. The Cupertino Library is a location of

the Santa Clara County Libraries.

Permission to have access to the library as a crisis control center is given by the County

Librarian and agreement with Cupertino City Council headed by Mayor Mark Santoro. The

agreement allows Apple to access all facilities of the Library including use of electrical outlets,

furniture, and computers as long as Apple agrees to pay for any additional costs or damages that

may occur while they use the facilities to respond to the crisis.

County Librarian, Nancy Howe will give the CMT lead a copy of the keys that access the library

during the duration of the crisis. Apple will need to keep a check-in log of names of people

coming and going for the library. This will ensure that Apple is not abusing the access of the

library.

Contact Information:

County Librarian Nancy Howe [email protected] (408)-293-2326

Community Librarian Mark Fink [email protected] (408)-446-1677

Equipment and Supplies:

Chairs and desks

Bulletin boards and dry erase board

Flips charts and chalk boars

Desktop computer, laptops or tablets (laptops or tablets allow for an alternative I case of a

power outage)

Scrap paper

Writing Utensils:

o Pens

o Pencils

o Highlighters

o Sharpies

o Dry Erase markers




Post-its: small and large (allows for notes to be taken and book marking important items

throughout the crisis)

Computer printers

Telephones and cellphones

Battery operated radios and televisions

Maps or blueprints pertaining to crisis area

Battery powered flashlights and lamps

Police Radio

Walkie-talkies

Company stationary:

o Letterhead – envelopes, draft paper & cards

o Pens and pencils

Telephone Directories

Contact and media lists

Press and Media Kits

Crisis Communication Plans

Geographical Maps

Food and Beverages

First-Aid Kits

Cameras and Film

Extension Cords and generator power pack


Pre-gathered Information:

News Release

FOR IMMEDIATE RELEASE: [DATE]

Apple Contact: Bob Mansfield

1 Infinite Loop Telephone: (408)-996-1011

Cupertino, CA 95014 Email: [email protected]

www.apple.com

Apple announces [SUBJECT]

Cupertino, California – [DATE] – Today, Apple announced that [INSERT CRISIS WITH

BRIEF DESCRIPTION]. Currently, Apple Is [ACTIONS BEING TAKEN TO RESPOND TO

CRISIS] to respond to the [SITUATION/CRISIS].

[3-5 SENTENCES BRIEFLY DESCRIBING THE CRISIS AND REASON FOR NOTIFYING

APPLE’S KEY PUBLICS]

[INSERT KEY STATEMENT ABOUT CRISIS] Mr. Bob Mansfield the Senior Vice President

of Technologies has to this say in response to [CRISIS] “[INSERT KEY STATEMENT, such as

“Apple’s primary concern is our customer’s privacy.”].”

[5 to 8 lines GIVE DETAILED CONTACT INFORMATION] For more information on

[CRISIS], visit www.apple.com/about. You can call our 1-800-996-4145 line for general

information or speak to an Apple representative.

Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork

and professional software. Apple leads the digital music revolution with its iPods and iTunes

online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App

Store, and is defining the future of mobile media and computing devices with iPad.

www.apple.com

###


http://www.apple.com/about


iTunes Fact Sheet:

What is iTunes?

Mac and Windows software used to activate and synchronize iPhone, iPod touch, and

iPad. Also used to manage and download music, movies, TV shows, apps, books, and

other media.

How Many iTunes users are there worldwide?

400 million active iTunes users

What devices support iTunes?

iPod

iPad

iMini

iPhone

Creative labs:

o Nomad II

o Nomad Muvo

o Nomad Jukebox

SonicBlue “Rio” Players

What operating systems does iTunes run on?

Mac OS X

Windows 7

Windows XP

How many countries are iTunes available in?

163 countries

What is iTunes Match?

All music can be stored in iCloud.

What is iTunes U?

iTunes U app:


o K-12 School, College and University

o Virtual Lectures and classrooms iPad

Where can I access iTunes?

www.apple.com/itunes

Key Messages:

1. “It has come to our attention that our iTunes server and network has been hacked. After

multiple incidents we have begun a security overhaul to further protect everyone’s

privacy.”

2. “Apple’s first priority is taking care of our customers.”

3. “Our primary concern is the privacy of all customers and businesses that have been

hacked.”

4. “Apple takes full responsibility for what has happened and we are deeply sorry to all our

publics involved that their privacy has been comprised.”

5. “We do not know the root of where the hack on the iTunes network began. We are

currently working to resolve and locate the source of the problem.”

6. “We will notify all customers and businesses that have been hacked on how to respond

and preventative measures to take to avoid future occurrences.”

7. “Customers and Businesses will be notified through telephone and email on how to

dispute all unauthorized iTunes purchases associated with his or her user accounts.”

Website:

Protocol for the use of Apple’s website for displaying and placing the news is essential. The

CMT will designate a Website Administrator who will have accessible options to create a news

bulletin board format, which will be the focus for releasing news of the crisis.

The news will be brief and detailed. The Website Administrator will update as new information

becomes available that can be made public.

Using a brief and concise overview of the crisis will help reduce the criticism from the media

and reduce the volume of telephone, email and faxes from key publics and media.

http://www.apple.com/itunes


The CEO (Chief Operating Executive) will release a quick statement along with input from the

primary spokesperson Senior VP of Technologies and CMT lead, to incorporate important key

messages into the format.

Beginning to maintain the company’s proactive management becomes essential. Enabling a

feature that allows Apple’s key publics to comment and respond, the Help Desk Administrator

through access from the Website Administrator will work in conjunction to respond to all

comments and questions that come through.

Social Media:

Apple will openly communication with all its key publics in the event of a crisis through utilizing

all social media channels.

The Social Media Administrators role will be to handle all distribution of social media key

statements throughout all the social media channels. Preparing the key statements and all of

statements for information on the crisis should be prepared beforehand. This role includes

actively responding to all inquiries and comments associated with the crisis. The social media

channels that Apple will actively participate in using are:

Twitter

Facebook

MyAppleSpace

FourSquare

LinkedIn

Instragram

Trick Questions:

The media to ensnare a speaker or spokesperson through methods of question manipulation often

use trick questions. Below are different question styles to be aware of when handling the media:

1. Speculative Questions:

“If you knew about the complaints of user accounts having unusual activity, why

was an investigation warranted from the start?”

“If you do not know the source of the problem, why is it taking so long to figure it

out?

2. Leading Questions:


“You agree that Apple should have been more prepared?”

“You agree taking full responsibility of the situation and knowing of the

consequences, correct?”

3. Loaded Questions:

“Isn’t it true that Apple knew of several complaints that user’s accounts were

hacked, so it was the result of a weak firewall?”

“Isn’t true that the system analysts should been more aware of a possible breach

of security, was this result of their lack of training?”

4. Naïve Questions:

“What is iTunes?”

“Who is Apple and what do they do?”

5. False Questions ( inaccurate details are used by reporters to get the truth):

“There were two million user accounts worldwide affected, correct?”

“Your iTunes network security consists of no firewall protection, correct?”

6. Know-it-all Questions:

“Knowing all the facts, I need to clarify a few minor details, okay?”

7. Silence: (Tactic to get the speaker or organization to start rambling with a loose tongue)

8. Accusatory Questions (make Apple blame someone else):

“Why don’t you tell us who is responsible for hacking the iTunes network?”

9. Multi-part Questions (intentionally to confuse the speaker):

“Why didn’t Apple immediately disable all user accounts affected? How much

damage did it cause? Will it cause Apple to loose significant business and

investors? If so, who do you plan to resolve the possible profit loss?”

10. Jargon Questions (avoid the use of technical terms, results in miscommunication to the

key publics).

11. Chummy Questions:

“Hello! Lovely tie, off the record, what is the truth behind iTunes being hacked?”

12. Labeling Questions:

“Would you say Apple has focused too much in other projects that it resulted in

the lack of focus in network security?”

13. Good-Bye Questions (impression that interview is over):

“Thank you so much for your time. Have a nice day! Also, do you think Apple

could explain how hackers got access to iTunes user accounts?”


List of Related Internet URL’s:

https://ssl.apple.com/support/security/ Contact Apple Support about Security Issues

http://www.apple.com/itunes/affiliates/download/ iTunes Store

http://www.apple.com/support/itunes/ iTunes Support

http://www.internetsociety.org/ Internet Society

https://www.privacyrights.org/fs/fs18-cyb.htm Learn about Your Privacy Rights

https://www.verisign.com/?tid=header-logo Online Transaction & Purchase Authentication

https://www.onlineprivacyfoundation.org/ Online Privacy learn all about it

http://us.computop.com/global-fraud-prevention-mgmt.html Global Fraud Prevention Online

http://www.us-cert.gov/home-and-business/ U.S. Computer Emergency Readiness Team

http://www.dhs.gov/cyber Homeland Security-Cyber security

https://buildsecurityin.us-cert.gov/bsi/547-BSI.html Homeland Security: Software Security

Evaluation Form:

The purpose of this form is to provide internal evaluation of the efficiency and effectiveness of

the crisis management plan. Please fill out the complete form, providing honest answers. The

information collected will help Apple, Inc. improve its future practices.

1. What involvement in the response of the incident did you have?

2. Did you clearly understand your role prior to the crisis?

3. How do you think the crisis management team function as a group?

4. In your opinion, how effective were the communication processes?

5. Did you notice any weaknesses or inefficiencies within the plan?

6. What changes, if any, do you feel need to be made to the crisis plan in order to more

efficiently and effectively handle a crisis?

7. On a scale of 1 to 10, how well do you feel the plan addressed the crisis?

https://ssl.apple.com/support/security/

http://www.apple.com/itunes/affiliates/download/

http://www.apple.com/support/itunes/

http://www.internetsociety.org/

https://www.privacyrights.org/fs/fs18-cyb.htm

https://www.verisign.com/?tid=header-logo

https://www.onlineprivacyfoundation.org/

http://us.computop.com/global-fraud-prevention-mgmt.html

http://www.us-cert.gov/home-and-business/

http://www.dhs.gov/cyber

https://buildsecurityin.us-cert.gov/bsi/547-BSI.html


Crisis Communications Plan #3: Sexual Harassment in the Office

Purpose:

The purpose of this crisis communication plan is to prepare Apple Inc. in the event that violence

in the work place should occur (i.e. Sexual Harassment) causing any employee to become

uncomfortable. In this plan we hope to provide our organization and employees with policies to

handle any situation that deals with sexual harassment of all levels.

Objectives:

1. To protect our employees from experiencing physical, mental or emotional harm.

2. To ensure that all communications regarding the issue of sexual harassment are accurate

and follow the policies in place for the organization.

3. To make certain the problem is through ally handled so the company can return to its

normal daily operations.

List of Prodromes:

Odd or uncomfortable behavior among employees

Individual or excessive attention among employees

Openly sexual behavior between employees, even if it seems welcome.

Inappropriate behavior among employees

Hearing sexually motivated remarks among employees

Finding material of sexual nature among employees

List of Key Publics:

Employees

Executive Management

Shift Manager

Employee Supervisor

Media


Board Members

Community Leaders


Notifying Key Publics:

Crisis Directory:


Oversees Investigation 1st Shift Manager Mike Wall Jeff White

(2nd Shift Manager)

Decision-making strategist Senior Vice President

(Operations)

Jeff William Bob Black

(Junior Vice President)

Leads investigation of the

accused

Department Manager John Grey Mark Wallace

(Shift Supervisor)

Handles employee relations Director of Human

Resources

Jake Cera Meghan Summers

(2nd Director of Human

Resources)

Provide Legal

representation

Senior Vice President

and General Council

Bruce Sewell Jessica Mass

(Litigation Specialist)

Spokesperson

Crisis Management Team

Lead

Director of

Communications

Ryan

Paparella

Jessica Frost

(Vice President of

Communications)

Social Media Liaison Webmaster/ Social Stacy Shur Nick Floor

Telephone Email Social Media Newsletter News Release Personal Visit

P Employees Senior VP of Opperations Senior VP of Opperations

U Executive ManagementDirector of HR Director of HR

B Shift Manager Senior VP of Opperations Senior VP of Opperations

L

I Legal Representation Senior VP of Opperations Senior VP of Opperations Senior VP of Opperations

C Board Members Director of Communications Director of Communicatons

S Community Leaders Director of Communications Director of Communications Director of Communications Director of Communicatons

Media Director of Communications Director of Communications Director of Communicatons Director of Communication



Media Director (Public Relations

Specialist)

Identifying Media Spokesperson:

In the event that a case of sexual harassment in the workplace attracts the media, Jeff Williams, the

Senior Vice President of Operations, will hold the duties of the media spokesperson.

If for any reason Jeff Williams cannot perform his duties of the spokesperson, Annie Seymour, the

Director of Communication will take his place.

If by any chance both of the above named cannot serve this duty then it will be the responsibility of the

department manager to fill in as the media spokesperson.



Phone

Mike Wall [email protected] (315)-292-4177 (315)-292-4176

Jeff William [email protected] (408)-996-1012 (412)-889-9587

John Grey [email protected] (767)-356-7643 (767)-656-7865

Jake Cera [email protected] (415)-996-1119 (323)-414-3309

Bruce Sewell [email protected] (408)-996-1016 (408)-522-5954

Ryan Paparella [email protected] (315) 267-6756 (315) 656-8976

Stacy Shur [email protected] (415) 996-6699 (415)-996-7865

Tim Cook [email protected] (408)-996- 1010 (323)-308-1195

Peter Oppenheimer [email protected] (408)-996- 1017 (408)-353- 5558

List of Emergency Personnel:


Emergency

Personnel


Santa Clara County

Fire Department


Emergency

Preparedness














Santa Clara

Sheriff’s Office


County of Santa

Clara Medical

Emergency Services


Local Officials:





State Officials:



Jr.



List of Key Media

Media Contact List:


USA TODAY David Callaway* [email protected] N/A


Los Angeles

Times

Davan Maharaj* [email protected] (213)-237-5000

Mercury News Steve Trousdale* [email protected] (408)-920-5800

CNN Team CNN* [email protected] (404)-827-1500




FOX News Ken LaCorte* [email protected] (310)-571-2000



CNET News Roger Cheng* [email protected] N/A

National Public

Radio (NPR)

Anna Christopher* [email protected] (202)-513-2300




















Related Organizations Spokesperson:

Local Police/ Sheriff – Refer to Emergency Personnel

Santa Clara Valley Medical Center- (408) 885-5000

Crisis Control Center:

Onsite Location: Human Resources Conference Room

The Human Conference Room will be the designated spot for our onsite location as the control

center for dealing with any workplace violence occurrence. Apple will identify this space as the

appropriate crisis management space and ensure that supplies that are needed are of full access to

the crisis management team.

The crisis management team as well as the employees involved in the accusations and incident of

sexual harassment will have full aces sot the conference room during the time of crisis

management. No other employees or staff members are designated to gain access to the room.

Offsite Location: Cupertino Library












library.


Chairs and desks



Flips charts and chalk boars


power outage)

Scrap paper

Writing Utensils:

o Pens

o Pencils

o Highlighters

o Sharpies

o Dry Erase markers

Post-its: small and large (allows for notes to be taken and book marking important items

throughout the crisis)

Computer printers





Police Radio

Walkie-talkies

Company stationary:






Geographical Maps

Food and Beverages

First-Aid Kits

Cameras and Film

Extension Cords and generator power packs

Pre-Gathered Information:

-Statement from Media Spokesperson for Press Conference-


On _______(Date/time), the Apple Inc. Headquarters, located in Cupertino California was a

victim to an incident of ______________(i.e.; Sexual Harassment) in the workplace that caused

one of our employees to feel uncomfortable enough to report the confrontation.

At this time we are investigating the accused employee and we will be in contact with the local

authorities if necessary. Our crisis management team is working to get to the bottom of these

allegations and will inform us when they are sure of what happened.

Our primary concern has and always will be to ensure the safety of our employees. We have

always provided an open door policy where our employees can come forward to report any signs

of harassment that they feel is harmful. Like any situation we are taking this very seriously and

we hope to return to our normal practices as soon as possible.

Key Messages:

1. “To ensure the safety of our employees at all costs.”

2. “To provide a comfortable setting where employees can come forward if they feel they

are exposed to any form of workplace violence.”

3. “To handle such issues as sexual harassment with maturity and be reasonable enough to

judge the severity of the incident. “

Website:

Our website will not be primarily utilized during the handling of the crisis. In the instance that

sexual harassment does occur, we would post on our website how well our crisis team handled

the incident after the accusations were settled. Our press release could also be posted on the

website or our blog providing the full story to the public and what was being done to handle it.

Blog and Social Media:


Our blog would be where we could post quick updates regarding the incident and what was being

done to resolve the problem. Our social media sites could also be utilized with updates regarding

how the situation is being handled and what will happen in the near future.

Trick Questions:

1. Is your company prepared to handle accusations regarding sexual harassment?

2. How many people were involved in the incident?

3. How long will it be before your workplace can return to normal everyday practices?

Related URL’s:

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=10&ved=0CGgQFjAJ&u

rl=http%3A%2F%2Fwww.wou.edu%2Fadmin%2Fsafety%2FPowerpoint%2Fsafety_presentatio

ns%2FWorkplaceViolenceProgram.pdf&ei=ZAS9UNKzOvKH0QGHwICQDw&usg=AFQjCN

FajnpB-Z7v1dMtALnBJZp53fJm6Q

-A Guide to preventing workplace violence-

http://www.fema.gov/

-Federal Emergency Management Agency-

http://www3.uakron.edu/lawrev/robert1.html

-Information and statistics on Sexual Harassment in the workplace-

http://www.nolo.com/legal-encyclopedia/preventing-sexual-harassment-workplace-29851.html

-A Guide to preventing Sexual Harassment in the workplace-

Evaluation Form:

The purpose of this form is to provide internal evaluation of the efficiency and effectiveness of

the crisis management plan. Please fill out the complete form, providing honest answers. The

information collected will help Apple, Inc. improve its future practices.





http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=10&ved=0CGgQFjAJ&url=http%3A%2F%2Fwww.wou.edu%2Fadmin%2Fsafety%2FPowerpoint%2Fsafety_presentations%2FWorkplaceViolenceProgram.pdf&ei=ZAS9UNKzOvKH0QGHwICQDw&usg=AFQjCNFajnpB-Z7v1dMtALnBJZp53fJm6Q





http://www3.uakron.edu/lawrev/robert1.html

http://www.nolo.com/legal-encyclopedia/preventing-sexual-harassment-workplace-29851.html


Crisis Communications Plan #4: Natural Disaster

Purpose:

The purpose of this crisis communication plan is to prepare Apple, Inc. in the event that a natural

disaster (i.e. earthquake, tornado, etc.) occurs in the headquarters’ region, causing damage to

facilities, injuries to employees, or interruptions to our daily operations.

In the event that a natural disaster occurs, Apple plans to communicate in a timely manner, with

honesty and sympathy for those also affected by the disaster. Apple will cooperate with all

emergency efforts, while also striving to resume daily business practices as soon as possible.

Objectives:

1. To protect employees from physical harm.

2. To ensure all communications with internal and external entities is delivered in a timely

fashion, with accurate information.

3. To allow for the company to return to normal daily operations in a timely fashion.

List of Prodromes:

Due to the unpredictable nature of natural disasters, there might be limited warning signs that our

organization will be victim to a disaster. Apple, Inc. will monitor weather forecasts and take the

necessary precautions (i.e. building evacuation) if needed, or advised, by national weather

services or local authorities.

List of Key Publics:

When a crisis occurs, it is important to identify groups that will need to be contacted for given

information. Below is our list of key publics:

Employees

Board Members

Executive Management


Suppliers

Vendors

Customers


Media

Neighbors of Apple Headquarters

Investors

Notifying Key Publics:

When a crisis occurs, it is of the upmost important to have a clear chain of communication for

notifying members of the Crisis Communication Team (CMT), as well as our key publics. The

Methods of Communication chart outlines which members of the CMT will notify which key

publics. Depending on the public, different types of communication methods will be used.

Due to the unique nature of a natural disaster, notification of a crisis to the team leader might not

be necessary (if an earthquake effects our facilities, we will all know at the same time). It will be

the responsibility of the CMT Head, Hildy Marinello, to send a text message to all members of

the CMT directing them the meeting location directly outside of the Apple building. From there,

Ms. Marinello will determine which of our off-site locations are available for use. The CMT will

then congregate at the crisis control center and begin putting the crisis plan into action.

Key Message: There has been a _______ (natural disaster) that has caused damage to Apple’s

headquarters. At this time, we have evacuated the building and are assessing the level of damage

and number of injuries.

Please check Apple.com for further information.

Crisis Directory:

Below is a chart of members of the Crisis Communication team, as well as their roles within the

team.

Telephone Email Letter by Mail Social Media News Release Meeting/Press Conference

P Employees Director of HR

U Board Members Senior VP and CFO Senior VP and CFO

B Executive Management Senior VP and CFO Senior VP and CFO

L Legal Representation CEO

I Suppliers VP, Sales VP, Sales Publicist CEO/Director of Comm.

C Vendors VP, Sales VP, Sales Publicist CEO/Director of Comm.

S Customers/Consumers Publicist CEO/Director of Comm. Webmaster Publicist CEO/Director of Comm.

Media Director of Comm. Director of Comm. Webmaster Publicist CEO/Director of Comm.




- Spokesperson

- Primary decision

maker

CEO Tim Cook Bob Mansfield,

Senior VP

Technologies

- Provide contact

with Board of

Directors and

Executive

Management

- Contact emergency

services

Senior VP and

CFO

Peter

Oppenheimer

Bruce Sewell, Senior

VP and General

Counsel

- Assist in setting up

remote location

- Decision making

related to operations

of building

Senior VP,

Operations

Jeff Williams Craig Federighi,

Senior VP Software

Engineer

- Provide insight to

worldwide impact

Senior VP,

Worldwide

Marketing

Phillip W.

Schiller

Jonathan Ive, Senior

VP Industrial Design

- Provide contact to

Vendors and

Suppliers

VP, Sales John Bodden Luke Fink, Director

of Sales

- CMT Leader

- Main contact for

major media

sources

- Spokesperson #2

Director of

Communications

Hildy

Marinello

Kate Manner,

Associate Director of

Communications

- Main contact for

secondary media

and consumers

- Spokesperson #3

Publicist Lizzie

Garlinghouse

Anna Dudley,

Publicist

- Maintain all updates Webmaster Stacy Shur Paul Linton,


on Apple.com and

social media outlets

Webmaster

- CMT Assistant

Leader

- Maintain

communication

with all employees

- Handle any injuries

related to crisis

(consult with

Litigation

Specialist)

Director of

Human Resources

Jake Cera Dan Skelton,

Associate Director of

Human Resources

- Provide legal

consultation, as

needed

Litigation

Specialist

Jessica Mass Colin Godfrey,

Litigation Specialist



Phone

Tim Cook [email protected] (408)-996-1010 (323) 308-1195

Peter Oppenheimer [email protected]

om

(408) 996-1018 (394) 398-3094

Jeff William [email protected] (408) 996-1012 (412) 889-9587

Phillip W. Schiller [email protected] (408) 996-1019 (310) 558-5558

John Bodden [email protected] (408) 996-1013 (408) 412-3336

Hildy Marinello [email protected] (408) 996-1014 (510) 322-2116

Lizzie

Garlinghouse

[email protected]

m

(408) 996-2568 (415) 696-0202

Stacy Shur [email protected] (415) 996-6699 (408) 696-2264












Jake Cera [email protected] (415) 996-1119 (323) 414-3309

Jessica Mass [email protected] (415) 996-6699 (408) 696-2264

Bob Mansfield [email protected] (408) 349-2309 (384) 398-3984

Bruce Sewell [email protected] (408) 293-2948 (718) 293-2948

Craig Federighi [email protected] (314) 938-2039 (345) 398-4948

Jonathan Ive [email protected] (293) 498-2987 (234) 498-3098

Luke Fink [email protected] (485) 495-2948 (498) 398-3094

Kate Manner [email protected] (342) 398-3049 (344) 398-2098

Anna Dudley [email protected] (408) 294-2098 (231) 398-3098

Paul Linton [email protected] (394) 399-2094 (498) 398-394

Dan Skelton [email protected] (348) 294-3492 (234) 498-4984

Colin Godfrey [email protected] (348) 294-0983 (232) 398-3048

Identifying Media Spokesperson:

In the event of a natural disaster, the Tim Cook, CEO, will serve as the primary spokesperson.

Due to his well-establish reputation and familiarity with the media and general public, his

presence and voice during a crisis will be comforting and reputable.

If for any reason Mr. Cook cannot perform his duties of spokesperson, Hildy Marinello, Director

of Communications, will serve the role. Due to the uniqueness of this type of crisis, a third

member of the crisis management team, Lizzie Garlinghouse, Publicist, will also be prepared to

take over the role.

Guidelines for Spokesperson:

Focus on key messages (as outline later in this plan)

Remain calm: Emotions will be heightened in the event of a crisis causing damage to

facilities, employees or surrounding areas. It is the spokesperson roles to remain calm and

collected.

Do not give false information: If you are asked a question that you do not know the

answer to, do not make up or give incorrect information. Let the reporter know you will

follow up with the answer at a later date.

Be Positive: Although damage might be significant, it is important for the spokesperson

to remain positive and hopeful of the situation.

Speak Clearly and Slowly









Do not make any promises

Do not report names of injured parties

Appear empathetic: Other will surely be affected by the disaster and our spokesperson

should show sincere concern.

List of Emergency Personnel and Local Officials:


Emergency

Personnel


Santa Clara County

Fire Department


Emergency

Preparedness


Santa Clara

Sheriff’s Office


County of Santa

Clara Medical

Emergency Services


Local Officials:





State Officials:



Jr.



National Organizations:

Organization Contact Telephone Email

Federal Emergency Darrell Habisch (202)-646-2500 [email protected]









Management Agency (FEMA)

Center for Disease Control

(CDC)

David Dalgle (202)-398-2093 [email protected]

List of Key Media:

Media Contact List:


USA TODAY David Callaway [email protected] N/A


Los Angeles

Times

Davan Maharaj [email protected] (213)-237-5000

Mercury News Steve Trousdale [email protected] (408)-920-5800

CNN Team CNN [email protected] (404)-827-1500




FOX News Ken LaCorte [email protected] (310)-571-2000



CNET News Roger Cheng [email protected] N/A

National Public

Radio (NPR)

Anna Christopher [email protected] (202)-513-2300

Spokesperson for Related Organization:

In the event of a natural disaster that affects a large area of the Silicon Valley, the media might

reach out to leaders of other organizations for comments regarding Apple’s role or status during

a crisis. Below is a list of contacts the media could contact; their contact information is in the

emergency contact list.

Darrell Habisch, Federal Emergency Management Agency

Mark Santoro, Mayor of Cupertino

David Dagle, Center for Disease Control















Crisis Communication Control Center:

On-Site Location:

In the event of a natural disaster that does not cause major damage to Apple’s facilities, Apple

will utilize its primary conference room for the on-site location as the control center for the crisis

at hand. Designating and identifying this space will allow Apple to determine the appropriate

space, equipment and supplies and where storage of these items need to be kept within the office.

Access to the conference room will be designated to the CMT lead and the CMT lead alternate.

The use of the space in the event of a crisis will be only accessible to staff members who are

assigned to the CMT. This will ensure all Apple employees know not to cause additional

interference during any crisis response times.

Off-Site Location #1:












library.

Contact Information:

County Librarian Nancy Howe [email protected] (408)-293-2326

Community Librarian Mark Fink [email protected] (408)-446-1677

Off-Site Location #2:




In the event that the Cupertino Library suffers sufficient damage during a natural disaster and is

inaccessible as the primary off-site location, Apple will set up its crisis control center at El

Camino Hospital.

Permission to have access to El Camino Hospital was granted through an agreement between

Apple’s CEO and Tomi Ryba, President and CEO of the hospital. El Camino Hospital will

provide a large conference room located within the main hospital building, which will be

powered by backup generators in the event of a natural disaster. The conference room will

provide desks, tables, and Internet access.

In order to gain access, CMT leader will travel to the hospital first and gain the keys to the

conference room from the President’s secretary. Apple has agree to keep a log of those who

enter the hospital, and to wear their Apple ID badges at all times to identify themselves within

the hospital.

President and CEO Tomy Ryba [email protected] (408) 298-2093

Executive Assistant to

the President

Annie Lawton [email protected] (408) 298-2095


Chairs and desks


Flips charts and chalk boards


power outage)

Scrap paper

Writing Utensils:

o Pens

o Pencils

o Highlighters

o Sharpies

o Dry Erase markers

Post-its: small and large

Computer printers








Police Radio

Walkie-talkies

Company stationary:






Geographical Maps

Food and Beverages

First-Aid Kits

Cameras and Film

Extension Cords and generator power packs

Pregathered Information:

The primary goal of the spokesperson(s) will be to deliver clear, consistent messages across all

communication levels. Depending on the severity of the natural disaster/crisis, the key messages

provided to the public and media may vary. Below are the three main themes or topics that

should be communicated post-crisis.

1) Report what happened- When/Where/Timing

2) Report any known injuries or damage to facilities

3) Provide information on steps taken to secure area, resume business as normal

4)

Draft Statement from Spokesperson for Press Conference

On ___________ (date/time), the Apple, Inc. headquarters, located in Cupertino, California, was

victim to a _________ (natural disaster) that caused _____________ (level of damage) to our

facilities.


At this time, we are surveying the damage and can report _____________ (number of injuries, if

any). We have contacted local and national authorities of the situation and are cooperating with

emergency response teams who are working to survey all areas affected by the ________

(disaster).

Our primary concern at this point is to ensure the safety of our employees. We have relocated our

staff to an external office space and hope to resume normal business practices as soon as

possible. Please check our website, Facebook and Twitter pages, as we will be updating these

frequently.

If you were affected by the ______ (disaster), please contact the Federal Emergency

Management Agency at 1-800-621-2236 or local Cupertino authorities at 408-341-4486.

Thank you,

Tim Cook

CEO

Website:

In the event of a natural disaster, Apple’s website will be a prime communication vehicle to keep

all key publics informed. Stacy Shur, webmaster, will be in charge of updating the website with

messages provided by Tim Cook, CEO and Hildy Marinello, Director of Communications.

A template for a large, emergency banner has been created. As soon as a crisis occurs, Stacy

Shur will activate the banner to appear at the top of Apple’s website. The banner, titled

“UPDATED INFORMATION REGARDING ___________ (natural disaster)”, will link to a

emergency page, which has also been created as part of this crisis preparation place. The

emergency page will be activated by Stacy Shur and will serve to compile all updated messages

with the date/time they were posted. These updates will serve as a communication tool for all

major publics, as well as provide contact names and numbers for those who would like to reach

out to our media relations team for further information.

Social Media:

Many of Apple’s users follow both our Facebook and Twitter pages, and both of these vehicles

will be used to provide brief updates to the status of the crisis. Stacy Shur, with the help of her

assistant, will be in charge of posting messages on Facebook and Twitter, as well as responding


to any questions/comments posted. Each message will also include a link to Apple’s main

website, explaining that this site holds more detailed information.

Trick Questions:

In the event of a natural disaster crisis, the spokesperson(s) should be prepared to answer

difficult questions from the media. The type of questions asked will depend on the crisis,

however, the spokesperson must be prepared to answer a variety of questions in order to provide

the most accurate information to media sources and the general public. Possible questions that

could be asked include:

“If” Questions

If this disaster occurred at a different time, would the circumstance be different?

If you had evacuated the building sooner, would less people have been injured?

Accusatory Questions

Isn’t it true you received warning that a natural disaster might occur?

Why didn’t you evacuate the building?

Why weren’t you prepared to protect your employees?

Leading Questions

So, this is going to effect your business, to what degree do you think it will be?

Do you agree that it is going to take significant time to go back to normal business?

I bet you’re worried about how your stock will be affected, would you care to elaborate

on that?

List of Related URL’s:

City of Cupertino http://www.cupertino.org/index.aspx

Information on City Departments

Fire, Police, and Hospital contact information

Federal Emergency Management Agency http://www.fema.gov/

Information for disaster survivors

How to Apply for Aid

Tools for Response and Recovery

The Weather Channel http://www.weather.com/

http://www.cupertino.org/index.aspx


http://www.weather.com/


Weather forecasts

Center For Disease Control and Prevention http://www.cdc.gov/

http://emergency.cdc.gov/disasters/

Pre- and post-natural disaster information

Evaluation Form

The purpose of this form is to provide internal evaluation of the efficiency and effectiveness

of the crisis management plan. Please fill out the complete form, providing honest answers.

The information collected will help Apple, Inc. improve its future practices.









http://www.cdc.gov/

http://emergency.cdc.gov/disasters/

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